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7 Questions with Maryann Tseng
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7 Questions with Maryann Tseng
Name: Maryann Tseng
Current title: Managing Director, Head of ECM
Current organisation: China Merchants Securities Hong Kong
Maryann has been an investment banker in Asia for close to two decades, earlier an executive institutional equity sales, and later ECM investment banker with working experiences spanned across US, Chinese and European financial institutions. She was trained out of PricewaterhouseCoopers and also received Executive Education from Harvard Business School and Stanford Law School & Stanford Business School.
Maryann has been involved with the Women Business Alliance at Morgan Stanley in Asia and was one of the core executive committee member to initiate and implement several Asia regional markets firm-wide initiatives including sponsorship program, senior female leaders series, annual Morgan Stanley Women Business Alliance Conference and other strategies that focuses on equality, diversity, and inclusion.
Throughout her involvements with The Women's Foundation, Morgan Stanley Women Business Alliance and the Canadian Chamber of Commerce Hong Kong, Maryann also has mentored and sponsored several young professions several years, providing career guidance and sharing of experiences.
1. What have you found most challenging as a CEO or executive of a large enterprise?
1. Clearly identify the strategic focus and remains competitive
2. Communicate and execute the firmwide strategic focus
3. Alignment of internal interests
4. Provide adequate training of staffs across all seniority and experiences
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
My promotions to senior executive positions have been organic and natural as experiences gained and P&L made for the firm.
3. How do you structure your work days from waking up to going to sleep?
For more than 10+ years ago, I've trained to have a regular daily routine. Waking up 5am/530am, arriving at the office 630am-7pm. Exercises and workout during lunch break or late afternoon at a nearby pool or gym.
4. What's the most recent significant leadership lesson you've learned?
How to lead by example and appreciate each subordinates have their own unique personality and strength/weakness. It is important for the leaders to identify how to help each of the team members to leverage their own strength, and continue to improve on their weaknesses.
Also that our workplace and market dynamics remain highly volatile and rapidly changing. It is useful to keep realistic expectations that planning vs executions are two different concepts and sometimes more patience is definitely needed and always expect the unexpected.
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?
"How Will You Measure Your Life " by Harvard professor Clayton Christensen as it allows us leaders to have a different perspective about leadership and management. Be true to ourselves and be authentic, and at the same time appreciate and understand there is always more in life than just P&L or business monetization.
6. How do you build leadership capacity in a large enterprise?
Identify the core team early and create a powerful productive team accordingly. Transparent communications with key lateral senior executives and frequently engage with senior executive management leaders both formally and informally.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Always be willing to take chances with unique individuals especially when talents are found. Be willing to step up for the team and be their sponsor and backer to nurture subordinates future professional growth, if the situation is tricky. But be willing to take a right stance.