LEADERSHIP: BEING THE BEST

published: 2009-08-17

They say history's written by the victors. But, in business, the victors also win the customers, gain market share and make the best profits. Sounds good to me.

LEADERSHIP: AVOID NEW YEAR'S IRRESOLUTION

published: 2009-01-19

Every year's different. But, 2009 looks like being really different. For many, the most challenging year ever. So, let's cut to the chase: as you return to work, which of your stakeholders is most frightened - in relation to their dealings with you and your business? Is it customers, employees, suppliers or, perhaps, your bankers? And, what are you going to do to ensure they don't abandon you?

LEADERSHIP: CUSTOMER PROFILING AND MUCH MORE

published: 2008-10-13

I've got clients I've worked with for decades.  This may reflect badly on their judgement.  But, for me, it’s a source of great pleasure.  I understand them and their organisation; and, how they think; what they value; when to listen and when to talk; and, in some cases, when to shout.  This enables me to add greater value.

LEADERSHIP: THE SMALL BUSINESS SUPERCHARGER

published: 2008-06-30

For many small business owners, survival is an ever-present issue.  There are so many challenges.  Finding customers.  Delivering the product or service.  Holding good staff.  Managing cash and so much else.  What's the key?  To staying afloat - and, more importantly, growing and succeeding? 

LEADERSHIP: THE HEROES ON THE FRONTLINE

published: 2008-06-23

Talk to any soldier and they'll tell you it's frontline troops, not generals, who fight the battles.  HQ may set direction and define key goals but it's platoon leaders and their troops, who go there.  They're the ones, who reconnoitre, take territory, dig in and fight.  Now, business isn't warfare.  But, the metaphor has its place. 

LEADERSHIP: STAND TALL AS THE BEST MANUFACTURER

published: 2008-06-16

My father had an engineering business - making furnaces and other products.  And, I worked summers in factories, while studying engineering.  So, I love that hot, noisy world of clanging metal as it's formed and worked with presses and punches.

LEADERSHIP: WHAT'S IN A BRAND?

published: 2008-03-24

The article "Building a Leadership Brand" (HBR July/August 2007) is excellent. Assuming, that is, you’re a CEO or HR strategist in a major global corporation. In other words, a few hundred people. But, what about the rest of us: working in smaller organisations, or leading our own businesses? And, worrying daily about delivering products and services, dealing with staff and hoping to improve productivity and profits?

LEADERSHIP: BEAT THE BUST

published: 2008-10-28

The Sage of Omaha, Warren Buffett, says the downturn is going to be both deep and long. Global central banks have caught the falling knife of financial collapse. But, there's blood (and shredded reputations) on the floor. And now, the real economy is in for a bad time. Customers are already delaying purchases; banks are loathe to lend - even to good businesses; and, no-one knows what the next fright will be.

LEADERSHIP: AND, THE OBAMA CABINET

published: 2008-11-30

As President-elect, three of Barack Obama's earliest appointments have been: Treasury secretary (Timothy Geithner); Director, National Economic Council (Lawrence Summers); and Director, Council of Economic Advisers (Christina Romer) .  Why these roles, and why so quickly?

LEADERSHIP: G20, GEE PLENTY

published: 2009-04-08

Committees are often the worst way to get things done.  Particularly in nervous times.  And, the pre-G20 vibes were net nervous.  There was positive energy (particularly from Barack Obama) about working together to restore financial and economic vitality.  But, from others, finger-pointing - for example, at bankers and, more generally, those with "blue eyes".  And, insistence (from Nicolas Sarkozy) that it would be his solution or none - with a walk-out threatened for good measure.  And, as always, cries for legislation and regulation - noisily slamming stable doors after the credits have bolted.  Sadly, it's often no different in business.  When things go bad, there can be a rush to blaming - and backside covering.  Also, pushing personal solutions.  So, how have you and your people behaved in the downturn?

LEADERSHIP: HOW SERIOUS ARE YOU?

published: 2009-06-29

In the years before his conversion to Christianity, St Augustine of Hippo is quoted as having prayed: please make me virtuous but not yet.  Similarly, many of us want to be better leaders but won't invest the effort and energy necessary to shift how we operate.  So, let's check other areas in which we've all changed in recent years - and contrast these with how (if at all) we've upgraded how we lead those we rely on for the success of our projects.

LEADERSHIP: FOR BOTH NOW AND LATER

published: 2009-09-21

Bad times are tough for everyone.  Fewer sales, lower margins, cancelled contracts - and, yes, lay-offs.  We're each under pressure - trying to find new customers, offer extra service, get bills paid, cut costs.  In sum, improving our effectiveness (in achieving goals) and our efficiency (in delivering them).  Doing more and doing it better - but with less!  This is true whether we're an engineer, front-line salesperson or work in the canteen.  But, it's doubly true for leaders.  You have to inspire and motivate people more than ever.  You've got to be a leader for today and tomorrow - not yesterday.  Which are you?  Here's how you can find out.

LEADERSHIP: WHAT’S YOUR INNOVATION INDEX

published: 2008-02-18

The authors of an article in the December issue of Harvard Business Review assert that “five ‘discovery skills’ separate true innovators from the rest of us.” They list the usual suspects: Steve Jobs, Jeff Bezos, Richard Branson and Ratan Tata. And, as usual, it’s more about after-the-event generalisations than scientific deduction. But, that doesn’t stop us asking: what must I do to be more creative? Here are their five thoughts – and one I’ve added.

LEADERSHIP: BEING OUT THERE

published: 2008-04-19

Nature abhors a vacuum. Particularly, an information blackout. And, if you let one arise, it may quickly fill with “good stories” put about by competitors and enemies.

LEADERSHIP: PHYSICIAN HEAL THYSELF

published: 2010-05-10

The author of this article opens with an unbeatable leadership confession. He states that “The problem with health care is people like me.” He’s a doctor but the article equally applies if “doctor” is replaced by engineer (my training), actuary, lawyer or any other profession. By definition, leaders start with some specialisation – technical, social or commercial. And the better we perform, the more likely someone will appoint us to lead others – first in the same area and later across others. And the rot starts there – unless, like Thomas Lee, we recognise that changing roles requires changing priorities. Leadership is another profession. But we often fail to see that or we come to it after starting to lose our flexibility of thinking and behaviour. How well would your people say you’ve transitioned? High, medium or low?

LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

published: 2010-05-31

Seth Godin is part blogger, part public intellectual. Some days, he really nails a topic. Here’s an abbreviated introduction to a recent posting*.

“The typical American buys precisely one book a year … (but) when it comes to books, there is no typical American. There are a lot of Americans who buy zero books … and then there are people like me who buy 400. The average is irrelevant.”

It’s the old warning of the non-swimmer, who drowned in a river of one-metre average depth. So, what’s the equivalent for your leadership? Are you just taking “average” one-size-fits-all actions? Here’s a three-step alternative.