Mark Dekan is a seasoned media executive and a recognised leader in driving digital transformations across international markets. As CFO and a member of the Executive Board of Axel Springer SE, Mark leverages his extensive expertise to manage complexity and fuel growth. Before joining Axel Springer, he served as COO of POLITICO Media Group and CEO of Ringier Axel Springer Media AG, where he spearheaded the shift from print to digital, increasing digital revenues from 3% to 70%. He also led Ringier Axel Springer Polska, transforming ONET into one of Poland's top online news platforms.
Published: February 25, 2025
This article is taken from our latest eBook: In conversation with: C-level leaders on navigating complexity. Each conversation explores what it means to lead in today's global business environment. Mark Dekan is CFO and a member of the Executive Board of Axel Springer SE and talks about trust, respect, courage and openness.
Trust: The bedrock of successful change
There are many different aspects to complex problems. For example, problems become complex when there are multiple stakeholders involved; when responsibilities are unclear; when projects span across different companies, departments, or geographical locations; or when there's a knowledge gap and the topic is so vast that the entire leadership team hasn't fully grasped it.
Cultivating the right mindset among employees is essential. Reframing complexity as an opportunity that is aligned with the purpose and mission helps shift perspectives, but this requires trust. Trust is the bedrock upon which successful transitions are built.
No trust, no progress
If you can establish real trust among a leadership team, then complex problems get solved easier. If you don't have trust, people will focus on their own interests and be competitive, and you will not move forward. All players need to be aligned on a shared purpose and mindset. This means investing from the very beginning in communication and transparency. What is your role? What do I require from you here?
The importance of trust was really brought home to me in my role in Poland when I took the position of CEO of Ringer Axel Springer. Poland is perceived as a relatively low-trust country and this is apparent when it comes to developing new relationships; trust has to be earnt, particularly by newcomers. I was coming in as a foreigner so the only way for me to earn this trust was to be with people and to let them get to know me, to build experience and trust together. In the beginning, I was quite isolated at the top of the organisation and had to rely on what others conveyed about me to their teams, which was an easy way to be manipulated. I wanted to break that cycle so I introduced a newsletter in Poland, which I wrote myself. This allowed everyone in the organisation to hear directly from me, without any filters.
The trust formula
I am a big fan of the trust formula. It's a very pragmatic way of understanding the three key dimensions of trust:
- You are a person of your word – people believe what you have to say. This is the starting point.
- You are capable – even if people believe what you say, they also need to believe that you’re capable of doing it – that you are the right person for the job. I try to be a role model and not to pretend that I know everything. If I don't know something, then I get the right people on board to do the job.
- You are empathetic – you see the person behind the job. Change can be very difficult for people, so I always try to lean in to my conversations and ask people how they are doing.
Meeting resistance with courage
I assumed the responsibility of leading complex integration at a relatively young age. I was in my mid-thirties when I became the CEO of the Central Eastern European Media Group of Ringer Axel Springer, and it took time to develop my leadership skills and experience.
Learning from mistakes was integral to shaping me into the leader I am today.
Since assuming my position as COO at Politico in the US, I have drawn from my experience but my approach has evolved. For instance, when conducting an integration or change project, I now act faster to adjust structures and align people. While I advocate for giving people a chance to change, I also believe in not slowing down successful integration by hoping for eventual change in everyone. Balancing perspectives and bringing in new people to support complex change is important, as they bring fresh outlooks and spirit, and can facilitate smoother transitions. I also emphasise from the outset that it's not a matter of ‘if’ but rather 'when' a decision we've made will proceed. The focus then shifts to making it happen and discussing the approach
When faced with challenging situations, my approach is to analyse the dynamics among stakeholders. It's crucial to bring them together, lay their problems on the table, and ask, ‘OK, what do you need to make it happen?’ Shifting the focus from what I want to what they need often reveals their intentions. I facilitate the removal of obstacles and expect cooperation in return. The key question in these situations is always, ‘What do you need?’ This question holds immense power.
Prioritising respect and engagement
I think that respect and humility are absolutely essential elements of modern leadership. From the moment I step through the company's doors, I make a concerted effort to greet everyone and show genuine interest in their wellbeing. I strive to know individuals on a personal level, remembering their names and backgrounds. This stems from my genuine curiosity and belief in people; I prefer to establish personal connections rather than view individuals as numbers or job titles.
A pivotal moment in my leadership journey occurred when I announced that I would be changing my role from Chief Executive Officer to Chief Engagement Officer. This was a transformational decision for me and it signalled my commitment to prioritising people engagement, not merely as a superficial marketing slogan but as a core organisational value. It stressed my dedication to actively engaging with and understanding the needs of our individual people and teams. By being closer to people, you get to know both their motivators and their blockers, which helps you to understand what might need to change to enable them to perform.
Openness and transparency
My final piece of advice is to focus on openness and transparency. Building trust with the workforce, living up to and role modelling the organisation’s values – this is critical.
Stay open. Don't be stubborn. Don't have a strong opinion. I avoid taking extreme positions and instead strive to balance various opinions and acknowledge when I don't fully comprehend a situation. I firmly believe that extreme positions – indicated by words like ‘always’ or ‘never’ – denote weakness. When individuals resort to such opinionated language, I become cautious, as it may signal underlying agendas or undisclosed motives.
By keeping my opinions open, I remain receptive to arguments that may shift my perspective toward what's best for the company. I also prioritise objectivity and serving a higher purpose over personal gain and ego. Both practices foster trust as they demonstrate my commitment to pursuing the optimal solutions for the organisation.
The connecting tissue between all of these practices is good change management. We are entrenched in an endless story of transformation; change is constant. So, if you can manage change, you can help to solve complex issues.
