Integrity matters most

Chief Executive, The, April, 2004 by Thomas D. Barrow

Your January/February issue contained two articles that have moved me to write. First, in "Succession Planning: Still Broken" (Thought Leader), I believe Roger M. Kenny missed one of the key ingredients in succession planning and board selection: personal integrity. I say this based in part on the 27 years I spent at Exxon, which included serving on the board of directors and, though I was primarily a scientist, being charged with developing the company's future leaders through training programs, educational opportunities and a variety of on-the-job experiences.

"The Global CEO" (Cover Story) also resonated with me. In 1978, I came to the conclusion that I could rise no further at Exxon because I lacked the foreign experience needed to be considered for the company's presidency. As it turned out, I was recruited by the mining company Kennecott and accepted an offer to be its CEO.

The Kennecott position allowed me to develop a system to train future managers and to work with our board so the directors understood and supported a well-planned executive development program. During these years, I learned yet again that while ability and talent were important, the key was finding those with personal integrity on which to build the future.

Thomas D. Barrow

Houston, Tex.