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LEADERSHIP: TWILIGHT OF THE GODS
published: 2009-03-09
Richard Wagner's Ring Cycle ends with Valhalla, the lofty abode of the gods, collapsing in flames into the rising tide of the River Rhine below. And the stolen gold, whose theft triggered the gods' downfall, sinks beneath the flood back into the hands of its rightful owners, the Rhine Maidens. It takes 15 hours (and four operas) to tell this story. And, it's all rather reminiscent of the recent boom and bust of the global financial system. Pride, dishonesty and rejection of basic good sense. So, how in our new and darker world of business leadership should we all behave?
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: BUT, I LIKE PEOPLE LIKE ME
published: 2009-01-12
If you were putting together a football team, would you select only people, who play the same position? Probably not. But, that’s what we often do with business teams. No, let's not ask Jenny, she's rather different, and she's not an engineer; and, Fred, he’s only interested in sales. We don’t want anyone who rocks the boat – in other words, with different or confronting views.
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: LEARNING FROM NET GENERS
published: 2008-12-14
In 1997, Don Tapscott published "Growing up digital" - and coined the name "net generation" for the natives of the online world. Now 11 years on, and after a two-year survey of 8,000 people (born 1978 to 1994) from across 12 countries, he's published "Grown up digital". He concludes that on average Net Geners are smarter, quicker and more tolerant of diversity than the decrepit oldies like the Baby Boomers, let alone the dodos like me, familiarly known as Veterans.
LEADERSHIP: 7 HABITS OF HIGHLY INEFFECTIVE MANAGERS
published: 2009-10-26
I'm no techo, nor a digital native. But Langdon, V|E|C|T|O|R's technology manager, tries to educate me. And, recently forwarded an article by Nari Kannan from www.it.toolbox.com* - and, I've borrowed its title for this Potshot. It's a play on a famous book title and the seven negative habits he lists are all too common - and, not just in IT. So, why not check below and rate yourself - and see what options you have to overcome such habits!
LEADERSHIP: TRUST ME, TRUST ME NOT
published: 2010-02-15
In his first year as Prime Minister of Australia, Kevin Rudd enjoyed unusually high poll ratings. He represented a change of both priorities and approach that many voters welcomed. That was 2007. But now in 2010, a survey of five capital-city talk-back hosts* gives us the following quotes. He "talks about taking tough decisions, but I don't think our audience necessarily buys that he's made any tough decisions." "They see his language as contrived, his personality as plastic and they don't think he's got a sense of humour." They "can't understand what he's on about." Assuming you're past the honeymoon phase of your current leadership role, what are people saying about you? What do they want you to do differently? Here are six actions I've read that journalists or other commentators have suggested for Kevin Rudd in recent months.
LEADERSHIP: BEWARE OF YOUR STRENGTHS
published: 2010-03-22
Twenty years ago, I was shocked to hear that some of the reasons my wife had originally been attracted to me were now driving us apart. My decisiveness and energy were leaving no decision-room for her. It's often the same in business. Our natural attributes, which are powerful and value-adding, can go to extreme and undermine effectiveness. If I asked your colleagues, which two of your strengths would they say are most causing them trouble? Here's a checklist that might help.
LEADERSHIP: INVESTING AND RESOURCING WISELY
published: 2008-01-21
“Most of business is about placing bets – allocating resources – and making them pay off.” So begins the McKinsey report of its 2007 global survey on resource allocation. But, the good news is balanced by bad. Taking account of sound financial criteria, proven business performance and potential for value creation are reported as leading to good investment outcomes. However, excessive optimism, risk aversion and behind-the-scenes lobbying can darken the picture. Real life is truly real – and at times grubby.
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.