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LEADERSHIP: HOW’S YOUR KNOWLEDGE AND COURAGE?

published:2010-08-30 01:00:00

What do lobsters, scorpions and bees have in common? Yes, a capacity to inflict a nasty bite. But they also all lack a spine. An exoskeleton (the lobster’s hard shell) is all that holds their bodies together. There’s no internal bone structure. Some leaders are like this. Outer toughness and a nasty bite: the cutting remark or petulant decision. But little inner structure or resolve that makes for true leadership that will deliver results and build respect. What would people say about you: outer show or inner strength? Here are some action options.

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LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published:2010-08-23 01:00:00

A valuable gemstone has many facets, each finely polished. To be a valuable leader, you similarly need a range of carefully honed capabilities. For some people, these attributes fall broadly into two categories. First, the technical (or IQ-driven) ones: for example, professional expertise, market knowledge, financial acumen or analytical skills. Second, interpersonal (or EQ) ones: such as showing empathy, listening well, being self-aware, developing successors and creating teams. With regard to the latter, below is a list of 12 EQ actions. Why not re-order them into a list that starts with the one you do best, through to the one you do least well! And, perhaps plan what you’re going to do to improve the bottom couple. After that, I’ll tell you where the list comes from.

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LEADERSHIP: FIVE FAULTS TO FIX

published:2010-08-16 01:00:00

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket – that sudden, solve-all event that will get you over the hump in terms of publicity, funding or customer uptake. Many times in launching my V|E|C|T|O|R Leadership business, I’ve wished for such a fairy-godmother moment. Think about it, do you by chance lead your people in similar wishful mode: hoping it will suddenly come right? Here are five traps to think about. And, what you can do to avoid them.

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LEADERSHIP: WHEN YOU’RE NEWLY APPOINTED

published:2010-08-09 01:00:00

If you’ve just been promoted, you might want to read “Letter to a newly appointed CEO” by Ian Davis, a former Managing Director of McKinsey & Co. It’s a practical checklist whatever your seniority – and even if you’ve been in your role for some time. When did you last re-think your priorities: what to do more of and what less? How to allocate your time? I bet if I asked your colleagues they’d have some suggestions. Why not get in first? Here’s a summary of Davis’s ten points plus some comments.

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V|E|C|T|O|R Leadership

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... it's about training - not profiling, or evaluation

How? Helping you plan appropriate leadership actions
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Covering? Both hard (market) issues and so-called soft (people) ones

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Is leadership born?
Assumption

You inherit leadership skills along with your blue eyes and athletic figure
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And, how come seemingly "natural" leaders don't always succeed either?

Is leadership bred?
Assumption

You watch what good leaders do, you read all the books, you learn the tricks
Problem

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Leadership is planned ...
Assumption

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Assumption

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