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7 Questions with Alex Papas
helps you in your leadership.
7 Questions with Alex Papas
Name: Alex Papas
Current title: Managing Director
Current organisation: ALTER Properties
Alex holds a range of experience in the residential and commercial development sector. He has worked extensively with alternative materials construction and has a keen interest in sustainable and ecological design.
Outside of work, Alex enjoys hill-walking, diving and skiing, although he would like to be able to do more when time permits.
1. What have you found most challenging as a CEO or executive of a large enterprise?
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
We have built the company from the ground up with what we believe was missing from the market at the time. As the company grew so did the position ranking.
3. How do you structure your work days from waking up to going to sleep?
It is actually a series of thoughts and ideas and responses - from the moment I wake up till the moment I go to sleep. It's not a linear thing. It's just organic. People come in with questions to be answered. I remember Jack Welch once saying "if people reach out to you for guidance rather than you checking up on them... you are doing well." This is core to my management style.
4. What's the most recent significant leadership lesson you've learned?
The more I understand myself the better leader I become. It's a constant effort and process.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Emotional Intelligence 2.0 an amazing book by Jean Greaves and Travis Bradberry. It just helped me realise my own self limiting beliefs and how they affect my relationships across life and work. I now strive to have more empathy and see each issue from multiple points of views.
6. How do you build leadership capacity in a large enterprise?
If you want to scale up you need to delegate. And that means you need to learn to trust. To do this successfully you need to be able to choose people around you that have similar ethics but different skills. In this way we can simultaneously complement each other - feel better with each other - need each other - and gradually develop better leadership capacity.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
We never paid much attention to the cleaning crew. Until one day they had a bus accident. We had to find people and source other ways for keeping everything clean and tidy for some time. Everyone matters for running a company successfully.