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LEADERSHIP: KEEPING H.R. AT THE TOP TABLE
published: 2009-03-02
Let’s start with two anecdotes. First: I was recently talking with a client, with whom I’ve done business strategy work and who’s keen to try our Leadership Action Planning tool for himself and his team. Notwithstanding current conditions, their business is growing and profitable. It’s well-run and operates in an online retail space that’s gaining market share. But, he’s initiated cautionary cost-cutting; and, is wary of starting a leadership program at this time, even though he recognises its merit and its relative cheapness (given it’s also online).
LEADERSHIP: OF GENERATIONS X, Y AND Z
published: 2008-12-28
School teachers often teach - and, therefore, have to lead - students of a common age. But, most of us lead teams covering a range of ages. So, why the fixation with the leadership needs of Generation X or Y, or any other letter of the alphabet? An effective leader engages people of all ages - and types. And, I'll bet X and Y are as diverse as any group.
LEADERSHIP: THERE ARE NO TROUBLESOME EMPLOYEES
published: 2008-09-15
In a recent leadership survey, respondents told me their most common problem was dealing with difficult employees. People, who for one reason or another, didn't want to sign-on, cooperate or pull their weight. This is interesting, since the only thing a leader has to have is followers. So, if any are opting out, then I’m not a leader. At least, for them. Hands up if you’ve ever had this problem! I have, and all too often.
LEADERSHIP: A GOOD MIRROR IS THE BEST MENTOR
published: 2008-08-18
When I pass a mirror, I often check how I look. Vanity? Probably. Yet, it may tell me to straighten my tie or tidy my hair. But, what I need more than a snapshot of my appearance is a mirror showing me how I behave; and, its impact on others.
LEADERSHIP: FIRST, CREATE THE SKELETON
published: 2008-08-25
Our skeleton provides the structure for our body. Without it, we’d be a wobbly heap of flesh on the floor. The same is true for organisations. If the structure isn't clear, it's hard to make things hold together. What am I responsible for? Who's my boss? Who are my peers? Who are the subordinates I'm responsible for? These are amongst the first questions we ask in relation to a new job.
LEADERSHIP: WINNING THE WAR FOR TALENT
published: 2008-09-22
I use taxis a lot. On rare occasions, I step in and am immediately struck by the cleanliness and polish, the smooth running engine, and the useful gadgets the owner has added. He or she is normally very polite and clearly proud of their chariot. And, such cabs instead of aging tend to get better with time.
LEADERSHIP: ALL TOGETHER NOW
published: 2008-09-29
Which do you prefer: an afternoon at the football; or, an evening at the symphony? Either way, you'll see teamwork in action. And, perhaps that's the reason so many highly effective leaders have experience of team sports or other team activities.
LEADERSHIP: THE MISSING LINK IN BUSINESS PLANNING
published: 2008-06-02
Why do organisations fail? Or, succeed? Breakthrough technology may help. So can low-cost production. Or, superb marketing. But behind all this, one finds leadership. Whether it's Murdoch, Gates or Mittal driving growth and achievement; or, Wagoner, Lay or others causing their companies to stumble. But, their's are huge global businesses.
LEADERSHIP: SIX KEY WORDS
published: 2008-05-12
To understand Italian opera, you only need five words - or, so they say. Here's the list: morte (death), amore (love), maledizione (curse), adio (farewell) and andiamo (let's go). Supposedly, these will guide you through any romantic tale.
LEADERSHIP: LIFTING MY GAME
published: 2008-05-05
How was your last leadership performance review? And, feedback from colleagues? Was the employee survey result less positive than you'd like?
LEADERSHIP: THE ART OF LIBERATING TALENT
published: 2009-05-11
An article in The Economist (October 5, 2006)* highlights the value of "brainpower (both natural and trained) and especially the ability to think creatively." It states that "the value of 'intangible' assets - everything from skilled workers to patents to know-how - has ballooned (since 1980) from 20% of the value of companies in the S&P 500 to 70% today." Also that "the proportion of American workers doing jobs that call for complex skills has grown three times as fast as employment in general."
LEADERSHIP: IT'S ABOUT LEADING, NOT READING
published: 2008-03-31
Throw out all those books on leadership, and the pile of articles on your desk! Reading what other leaders do (or recommend) is like going to the movies or watching TV. It’s entertainment. Sometimes inspiring but mostly irrelevant - and soon forgotten. Most of us don’t need to be General Patton or Rupert Murdoch. We just need to lead that team we see, talk and do things with every day at work.
LEADERSHIP: SHARP TOOLS FOR HARD TIMES
published: 2008-12-07
What's the leadership equivalent of reaching for your Swiss Army Knife, and selecting the right blade? It's creating a plan, and populating it with appropriate leadership actions. Actions relevant to current challenges, not old ones. Actions that convince people and build commitment. Things that work, giving traction in this tough new environment.
LEADERSHIP: MULTI-TASKING THROUGH THE DOWNTURN
published: 2009-06-01
Hands up anyone who wants to be a business leader today! No-one? I'm not surprised. If you run a big organisation (particularly in financial services), you're clearly a crook. If it's a small business, the banks won't roll your loans. And in between, you're still a dirty capitalist; and, surrounded by staff fearful for their jobs; and, with customers who've probably already opened the window and jumped. So, what's your leadership strategy going to be?
LEADERSHIP: STOP THE HUMAN SACRIFICES
published: 2009-08-10
As a king, commander or leader in Ancient Greece, you'd sacrifice an animal before a major journey, battle or personal undertaking. And, perhaps visit the priests and oracle at Delphi. But today, decision-making is mostly more rigorous and analytical. Planning replaces hoping. But, not in leadership. Many leaders still base their actions on oracular generalisations from gurus - or acolyte consultants. And this involves human sacrifice. Their team members may not be dead physically, but they are organisationally: frustrated, unmotivated and unfulfilled. Sound familiar - for you as a follower or as a leader? So, who are the sacrificial lambs in your organisation? And, what can be done?
LEADERSHIP: NO MORE ABSTRACTIONS, PLEASE
published: 2009-08-24
Politicians talk in abstractions - about future growth, long-term sustainability, equal access and so on. And, voters love it. Why? Because we each interpret their generalities to suit our own needs and desires. For me, "growth" may mean a job; for you, more infrastructure; and, for the government, a higher tax base. Sustainability and access: well, they mean a million things to a million people. This may work well on the campaign trail. But not day-to-day in business. Your people need to know exactly what you have in mind: not only for the division but also for them. So, how clear are you? What would your team say? I personally must own up to being too abstract in a recent Potshot. Let me explain.
LEADERSHIP: KEEPING H.R. AT THE TOP TABLE
published: 2008-01-01
Let’s start with two anecdotes. First: I was recently talking with a client, with whom I’ve done business strategy work and who’s keen to try our Leadership Action Planning tool for himself and his team. Notwithstanding current conditions, their business is growing and profitable. It’s well-run and operates in an online retail space that’s gaining market share. But, he’s initiated cautionary cost-cutting; and, is wary of starting a leadership program at this time, even though he recognises its merit and its relative cheapness (given it’s also online).
LEADERSHIP: HOW WOMEN CAN GET TO THE TOP
published: 2008-01-28
The authors of “Women and the Labyrinth of Leadership” take a new viewpoint on the challenge women face in rising to senior leadership roles. They emphasise deep systemic problems rather than a single obstacle such as the glass ceiling, which has dominated debate for 20 years. In their view, “by depicting a single, unvarying obstacle, the glass ceiling fails to incorporate the complexity and variety of challenges that women can face in their leadership journeys.” However, notwithstanding this broader perspective and a wide-ranging review of available research, the authors don’t come up with a lot that’s new – or, more importantly, that a woman executive can directly control. So, is there an answer?
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: GOING BACK TO GO FORWARD
published: 2010-06-07
Australia’s Prime Minister, Treasurer and hapless Government have locked themselves in a citadel of denial. They’re defending a resources super-profits tax, that’s been ill-conceived and badly introduced. The local media are full of it – as are key overseas financial reports. In Australia, not only mining people but also ex Labor Ministers, retired public servants, industry analysts and “friends” of Labor are trying to make the Government see sense. The tax, as proposed, is a national risk. Other countries are welcoming it as reducing Australia’s competitiveness in both attracting investment and exporting minerals. This same week, I’ve had a client CEO attempt a similar denial. Here are some thoughts on getting free.
LEADERSHIP: THAT ONE KEY LESSON
published: 2010-07-07
How do you rate yourself on the following five actions? Showing self-awareness?. Demonstrating authenticity, integrity and compassion? Understanding and engaging people as individuals? Showing self-leadership and adaptability? Communicating, particularly listening well – and widely? These are my phrases but, taken together, they encapsulate nearly 80% of the responses to a recent online survey that asked “if you could teach one thing to a young leader, what would it be?” From my decades of working with leaders (and being one), I can’t fault any of these suggestions. Even though, at times and to my cost, I’ve ignored some! But, notwithstanding their importance, they’re less than the full picture. Let me explain why – and suggest what else might be needed.
LEADERSHIP: FIVE FAULTS TO FIX
published: 2010-08-16
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.