(Click here to go back to Part 1)

Mark Porath LLB, ATCL - Managing Director, PORATH EXECUTIVE SEARCH

If you are either of the following as defined in Part 1:

GEN EA1 = Generation of Executive Achievers
GEN EA2 = Generation of Executive Aspirants
GEN EA3 = Generation of Executive Attitudinals

YOUR future career should be influenced and determined by YOU! START NOW:


The key to future Career Strategy is understanding where you have come from; vis, the platform you have developed – which you will analyse and potentially base decisions that will guide you into the future.

For some executives a logical progression of roles over the years has, or will, influence ‘next steps’.

For others analysis of historical progression in a company or companies may lead to uncomfortable realisations that the path they seem destined to follow is not actually reflective of where they have come from or what they want in the future. This situation demands a level of courage which for many is just not challenging – but very threatening – to inherent securities.

The process of analysing personal issues can be simple for some and complex for others. What is important is that you have the courage to confront REALITY.

For many senior executives expectations of performance delivery and outcomes can be driven or influenced by a variety of stakeholders such as shareholders, the CEO, C-suite executives or the Board of Directors – all of which have powerful but usually distinctly different objectives.

The critical issue influencing positive career progression is not to be overcome by the demands and expectations of the stakeholders. Prioritisation of tasks, challenges and outcomes is an essential function which is learned and managed over time. Commitment to achieve is a basic premise within a senior role and a reasonable expectation of stakeholders; however, understanding the range of inherent challenges within a role can also take time and patience to identify, qualify and quantify – and then prioritisation must be established or negotiated with interested parties. Too often many senior executives become overwhelmed and subsumed by the varying and sometimes inaccurate stakeholder perceptions of priorities as conditions change and consequent pressure is exerted. Alignment of priorities among stakeholders is achievable but in many instances senior executives lack the core skills, diplomacy, experience and bravery to achieve this and thus their commercial lives and their career progression can be derailed and become untenable.

Overcoming these challenges and impediments can often take considerable time and energy. In many instances the original Position Description for a senior executive role changes over time – whether this be transparent or hidden by events. The net result for many senior executives can be the realisation that they are no longer leading, influencing, or impacting core functional activity and/or the enterprise, and that the way forward is stymied by a myriad of obstacles. REALITY.



The CAD Plan (Career Analysis and Development Plan) offered by Mark Porath will provide the framework and platform for your future career options.

It is vitally important to share your history, skills, experience, and motivations with an independent advisor who has a proven track record of commercial experience, corporate appreciation, and senior executive advice – garnered over many years.

Mark meets with and provides guidance, advice and counsel to senior executives committed to the CAD Plan over a 6 week period.


To register for your CAD Plan go to mycadplan or contact Mark Porath on 021 271 2950 or