Leadership: in a world of lies and uncertainty

published: 2012-01-30

The developed world is mired in debt. In 2008, it was on corporate balance sheets. Today it’s in the hands of governments. And that’s a critical shift. As Dan McCrum of the Financial Times points out*, businesses are “incentivised by laws and penalties to tell the truth” in their quarterly and other reporting. But, “politicians won’t”! For him, this makes the immediate future dangerous – and investors should prepare to “minimise losses in a variety of extreme events.” For me, this advice applies equally to leaders. So, here are seven actions for you to consider. ... read more

Leadership: at Amazon, Apple and Facebook

published: 2011-11-28

Amazon’s amazing. Apple’s the apple of everyone’s eye. Facebook’s the face everyone wants to know. In a recent blog, Seth Godin copied their org. charts as seen by Manu. Perhaps these charts also sum up their leadership styles. If so, what can you and I learn from each – and their differences. Here are some characteristics and then my takeaway. ... read more

Leadership: putting social media to work internally

published: 2011-10-24

Cemex, the global Mexican cement company, has over 500 communities worldwide using its collaborative platform called “Shift”. They solve local problems by engaging global talent. The platform mixes wikis, blogs, discussion boards and Web-conferencing. In one project, 400 employees across its ready-mix businesses slimmed the product range – creating an ongoing global catalogue. Cemex is huge. But what are the lessons you and I can take and use? ... read more

Leadership: what a load of rubbish!

published: 2011-09-26

According to a recent Harvard Business Review article, “In an era when discontinuity is the only constant, the ability to lead wisely has nearly vanished.” What nonsense. This sort of populist generalisation about leaders makes me mad. I’ve been around for decades and there’s little new in what’s happening today. And, if I’d lived for centuries, the same would be true. Cycles are part of evolution. So are good and bad decisions. And, the main problem today is not in business but politics and government. The failure to legislate and regulate well – and promptly. If you want to follow my rant further, please continue below. ... read more

Leadership: what's your cool quotient?

published: 2011-08-22

London’s Financial Times commented as follows after Apple briefly overtook Exxon as the world’s most highly-capitalised business. “A cool company run by a cool executive (briefly) ruled the corporate world.” That it “ousted an unhip energy company only made it cooler.” An academic adds that cool comes in two sub-types - what I’ll call “together cool” and “far-out cool”. Perhaps, Rupert Murdoch and Warren Buffett exemplify the first - the older, quieter, more assured version. And, Richard Branson and Larry Ellison the second - more maverick and exhibitionist. The FT recommends* mixing both approaches - but gets sidetracked on style. So, let’s explore what leadership actions might give you “combo cool”. ... read more

Leadership: what the world most needs today

published: 2011-08-01

An American friend wrote to me last week that “The Tea Party is a bunch of crazies. But, they have put our intransigence on the table and deserve credit for refusing to just let things go until we are even more bankrupt. The country is crying out for leadership with a vision … a strategic vision for our future.” Regardless of nationality or political allegiance, people around the world are looking for leaders, who lead. What would your people say of you? Leading or a dithering? Deciding or avoiding? Doing or talking? Here are seven actions to consider. ... read more

Leadership: jargon is your ally and your enemy

published: 2011-07-18

My wife and I recently visited the Venice Biennale including the key national pavilions plus 30 smaller exhibits across the city. As with most expositions (artistic or other), this one ranges from the amazing to, yes, the abysmal. But the explanatory handouts fall within a narrower range: from dismal to abysmal. Full of phrases like “subtracted singularities”, “coloured epiphanies”, “discursive modalities” and “the temple of our contemporaneity”. Jargon can be useful. It facilitates high-value, coded communication between close colleagues. But, it can equally be a smokescreen that sounds smart but is empty of meaning to others. So, how does your own leadership jargon rate? Here are six words, which often come across like Biennale waffle. And, with each, some actions you could take to give your words operational meaning. ... read more

Leadership: are all your sub-personalities pulling together?

published: 2011-04-11

Each of us has a range of characteristics and skills struggling for control of our actions. This morning, my optimistic, creative self may be taking charge. But, following a couple of bad meetings, colleagues may notice that my angry, controlling aspect have taken over. It’s easy – even amusing – to describe but unpleasant for me (and those around me) if the shifts run beyond my recognition and control. For some leaders, such swings are mild and short-lived; for others, more extreme and durable. Using a theatrical metaphor, how many actors are there vying for parts in your leadership production? Do you understand their styles and motivations – and, more importantly, how to direct them? Here’s a way to consider. ... read more

Leadership: great skills, rotten attitude

published: 2011-04-04

Many of us start our careers using a professional skill – as an engineer, accountant, analyst, lawyer or designer. We land our first job based on the quality of our academic results. Early assignments let us show off these skills and hone them – possibly leading to promotion. It’s natural, therefore, to conclude that professional qualifications are our key attribute. Natural, but wrong. We may fail to notice that people don’t like being around us – or may avoid working with or for us. Have you ever faced that realisation? I have: it’s a shock. But, the question is how well you shift – realising technical proficiency is only half a tool kit. Below are two lists that allow you to check this out … and what to do about it. ... read more

LEADERSHIP: WHAT PRICE ARE YOU PAYING FOR SILENCE?

published: 2011-01-31

Who said the following? “We are forecasting a $17 billion loss and no one has any problems!” Alan Mulally, after the first meeting with his senior team on arriving to turn around Ford in 2006. For the Mafia, omerta or “the code of silence” hides crimes. At Ford, as in many other companies, silence is the crime – destroying value and eventually viability. Do facts and faults get talked through in your business; or is bad news stifled? What would your people say? Here are some actions Mulally took and others I’ve picked up over the years. ... read more

Leadership: are you strong, or just a blowhard?

published: 2010-12-06

Seth Godin has done it again. His blog about Demonstrating Strength* highlights 10 actions fearless leaders can take. Frightened ones present a façade of bravado and noise – but often this hides a deep fear someone might discover their weakness or mistakes. In contrast, courageous leaders are happy to be open and honest – about themselves and what’s happening around them. I particularly like Seth’s list as it includes actions that are part of my Leadership Action Planning approach. It’s hard not to like someone, who seems to agree with you – or am I being fearful there? Anyhow, how would your people rate you on Seth’s items in bold below – which I’ve extended with some further commentary? ... read more

Leadership: overcoming those primitive instincts

published: 2010-11-22

As a leader, how would you feel about your next promotion being decided not by the CEO but by the people you’d be appointed to lead. A recent book and related New Scientist article tell us that ancient tribes chose their leaders on the basis of known capability. And, “other species, from fish to birds to chimpanzees” still do something similar, but simpler. However, from my experience, today’s corporate world is really much the same. Not in terms of employees appointing their leaders, but whether people commit (or not), then follow and give of their best. In short, it may have once been overt “democracy”; but today it’s covert. So, here are four things you can do (tapping into subconscious tribalism) so people will commit – and make you successful. ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT – AGAIN

published: 2010-10-04

Stars work smarter, not harder. Hence the famous invoice: to hitting machine with hammer – $10; to knowing where to hit – $1,000. The marketplace values outcomes: goals achieved, tournaments won, contracts signed. Think about it: what distinguishes the super salesperson from the talker, the winning golfer from the hacker, the high-return investor from the punter, the artist from the messy painter? It’s not about doing more or tiring yourself out. As the author, Antoine de Saint Exupery, highlighted: perfection is not when there’s nothing more to add but when there’s nothing further to take away. So why does leadership training and development so often leave leaders still below par? Here are some thoughts. ... read more

LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published: 2010-08-23

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. ... read more

LEADERSHIP: ARE YOU DRIVEN BY VISION OR VENGEANCE?

published: 2010-06-28

Kevin Rudd resigned his Prime Ministership rather than face being voted out by his own party colleagues. What transformed a resounding electoral win in December 2007 into this current humiliation? More importantly, as leaders, how can you or I avoid such outcomes? And, what are the warning signs? Here are half a dozen. ... read more

LEADERSHIP: WHAT’S YOUR SOVEREIGN RISK RATING?

published: 2010-06-15

Daily papers and serious journals are currently full of articles about sovereign risk. The possibility Greece or other European countries (particularly those fringing the Mediterranean) will default or reschedule their debt. This could undermine the standing and even the survival of the euro. Wikipedia defines it thus: the risk of a government becoming unwilling or unable to meet its loan obligations, or reneging on loans it guarantees. What is the leadership equivalent – and how do people rate you as a risk? Let’s explore some ways to reduce that. ... read more

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. ... read more

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.

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? ... read more

LEADERSHIP: POWER AND PURPOSE

published: 2010-01-28

US decline and China's inexorable rise are much talked of.  But, in a recent article, Josef Joffe* concludes his rebuttal thus.  "Gainsayers will still dramatise China's growth rates as a harbinger of a grand power shift.  But as the 21st century unfolds, the US will be younger and more dynamic than its competitors."  Whether right or wrong, it's an important issue.  And, his arguments have resonance for the durability of leaders, as well as nations.  He stresses the requirement for "requisite power and purpose."  If asked, would your colleagues say you still have these? ... read more

LEADERSHIP: THE LOWEST-HANGING FRUIT

published: 2009-09-07

To the question "Why aren't things going to plan?", a cynic commented "Because there ain't no plan."  And, from time to time, this afflicts all aspects of business.  The well-conceived launch is modified so often it ends up having no real plan.  The technical upgrade is derailed by a system failure and morphs into a series of ad-hoc adjustments.  The long-planned acquisition becomes overrun by legal and ego battles, and key conditions get forgotten.  The results: time and cost overruns; and, crashed performance.  But, for leadership, most people don't even start with a plan - of actions to ensure people will want to deliver a successful project.  And, that's why leadership is the lowest-hanging fruit of performance improvement.  And, it's also high-energy fruit, affecting all business functions. ... read more

LEADERSHIP: A QUICK COVER-UP

published: 2009-04-20

Warren Buffett famously quipped that it's not until the tide goes out you find who's been swimming naked.  He was referring to financial risk-takers.  But, he might as well be talking about leaders.  With the tide rising, we all look fine.  But with the lake sucked dry, we may be caught.  So, as you stand in front of your team today, do they see you clad - or threadbare?  Are there holes where it's better to be covered? ... read more

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. ... read more

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? ... read more

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. ... read more

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 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: 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. ... read more

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?
... read more

LEADERSHIP: WHAT THE HELL IS AUTHENTIC?

published: 2008-03-03

"Discovering Your Authentic Leadership" (Harvard Business Review, February 2007) is like a 20-minute, personal-growth workshop.  All the feel-good, righteous stuff is there.  You should be self-aware and authentic.  Don't try to be like anyone else.  Find your own life story and build on that.  Ensure you've got life balance.  Well, all that's fine so long as it finds you on parade and taking leadership actions others will esteem and follow.  And, in this regard, my experience (from three decades of consulting and leading) says there are other factors as well.  Like being passionate and driven, market savvy, technically proficient, tireless in the service of your team and, yes, at times even angry and unfair.  Generals Patton, Napoleon and Wellington weren't heavily into self-awareness.  Nor are many CEOs – including ones I've known and admired.  Nice is certainly valuable, but not sufficient. ... read more

LEADERSHIP: WHERE AND HOW DO WE ALL FIT IN?

published: 2008-02-04

The golden rule of property is position, position, position. And, leadership is similar. But, in this case it’s people, people, people. And the bottom line is simple: you’re not a leader if you don’t have followers. How would your team rate their commitment to you and your plans: high, medium or low? ... read more