Executive adviser Doug Haynes believes that an organization’s ability to develop mutually beneficial relationships with key stakeholders is just as vital as its ability to build an adequate technology infrastructure. Throughout his management consultancy career, Haynes has emphasized the importance of building strong personal connections to establish better working relationships with clients.
Doug Haynes advises public and private sector leaders as council president and council advisors’ managing partner. Before he founded the council, he was successful in several prominent roles. He recently held the position of president at Point72 Asset Management. Previously, he was a senior partner at McKinsey’s, overseeing the company’s North American operations. In addition to these roles, Haynes served as a senior executive of McKinseys’ global financial strategy practice. He began his career working in software development and design positions throughout the United States.
During his 22 years working with McKinsey, Haynes embraced the company’s culture. He became an active member of this intellectually stimulating community, where he developed deep friendships with people who would go on to play critical roles in his professional life. Haynes reflects on how these personal bonds helped him overcome challenges and develop new skills. Haynes says: “I have always been fascinated by how we connect. I believe our ability to form meaningful relationships with others can be just as important as our technical expertise.”
“Joining McKinsey opened my eyes to new opportunities and experiences. It allowed me to work across a wide range of industries and geographies, exposing me to some truly fascinating challenges. Most importantly, however, it provided me with a platform to develop my leadership skills and significantly impact the business. My time at McKinsey helped shape who I am today: a leader with global ambitions.” he says.
Haynes credits his success to two principles. They are still used today by people who handle high-integrity situations daily. “In terms of work ethic, do what needs to get done without hesitation, and seek out those who share your values.” He always says he wants to work with people whose integrity is above reproach.
The first principle guides his decision to focus on quality work rather than quantity. The multi-tasking culture can make it hard to avoid getting carried away about what he might want to accomplish next. Discipline is critical to keep focused on what he is doing. Remote working offers excellent flexibility, but he appreciates the opportunity to meet people face-to-face.