Pascoe's Potshots search results ...

You searched for the string: "Develop plans and actions lists" found 33 results

Join leaders in 61 countries

Argentina	Australia	Austria	Bahrain
Barbados	Belgium	Botswana	Brazil
Cambodia	Canada	China	Czech Republic
Denmark	Egypt	France	Finland
Germany	Ghana	Greece	India
Indonesia	Ireland	Italy	Japan
Jordan	Kuwait	Laos	Luxembourg
Malawi	Malaysia	Monaco	Mozambique
New Zealand	Netherlands	Nicaragua	Nigeria
Norway	Oman	Pakistan	Peru
Philippines	Poland	Portugal	Romania
Russia	Saudi Arabia	Serbia	Singapore
Slovenia	South Africa	Spain	Switzerland
Thailand	Togo	Turkey	Ukraine
United Arab Emirates	United Kingdom	United States	Venezuela
Vietnam

Leadership: it's all local

published: 2011-11-21

“Think global, act local” is a well accepted mindset amongst town planners and big-time strategists. It even has its own Wikipedia entry. But, too many people think they can follow this advice in choosing their leadership actions. They read books by business professors and lauded CEOs. And, assume this “global” knowledge somehow applies to their situation. That may be true if you sit at the apex of a global enterprise. For most of us, though, the better advice is this: think local, act local! Here are six questions and answers to explain why. ... read more

Leadership: do you have Ali Baba's secret code?

published: 2011-09-19

“Open Sesame!” was the command Ali Baba used to pass the magic entrance to the cave where the 40 thieves stored their treasure. Many of us have similar phrases to activate our leadership. Some say “Define the vision.” Others “Motivate your people.” Like Ali Baba’s words, these may get you in – and let you experience early happiness. But, like Ali’s greedy brother, Cassim, you also need the right command to exit. Lacking this, he was caught and killed by the thieves. Below are six leadership access statements I’ve heard executives use – and for each, a command to complete the task and get you out again. Let us know what you think. ... read more

Leadership: what do you want on your tombstone?

published: 2011-09-12

It takes a stonemason to chisel words on a tombstone. But, it’s up to each of us to ensure our life merits a report. I spent many hours at university in a lecture theatre that carried a plaque commemorating a famous professor of engineering. The Latin tag was ex fructibus eorum cognoscetis eos – by their fruits ye shall know them. It’s what we do that counts both in life and as leaders. Here are seven leadership upgrades to consider – and act on. ... 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: when the stakes are really high

published: 2011-06-06

Let’s think of some really big challenges. For a nation, it might be fighting a war. Putting citizens’ lives and the state itself at risk. For a business, it might be a takeover. Thus jeopardising the interests of all stakeholders. For an individual, it might be taking leadership of a failing project. Or, of something bigger than they’ve previously experienced. So, which was your notable challenge that succeeded – where you and others were at risk? And, which was the messy failure? Below are five factors needed for success in any project – whether national or personal. But, the last seems particularly critical when things get really tough. Particularly if you’re competing from a weak position. So, let me know what you think. ... read more

Leadership: does yours make music?

published: 2011-05-16

Like any effective leader, a good sports-person or concert performer must attract willing and committed followers. Not only their fellow players on field or stage, but also audiences, who pay to attend and enjoy the performance. Think of your favourites: how much do you pay to be present – personally or virtually? So, here’s a thought: who would pay to watch you leading your team at work? Perhaps not a nice idea after all! So, let me share the tricks I’ve learnt from a famous performer, who’s been dead for almost 30 years but people still pay to experience. ... read more

Leadership: your four lessons from Japan's decline

published: 2011-05-02

Nature has recently dealt the Japanese a deathly blow – and our hearts go out to them. However, as with most of us, the harder blows are often self-inflicted. In the 1980s, Japan was still the coming economic power – as China is today. Journalists wrote breathlessly of Japan’s super-reliable manufacturing, its highly valued banks and growing position in the world. All exemplified by its zaibatsu buying operations and assets across the globe. More recently, in contrast, the Japanese narrative is one of stagnation and decline – the home of compromised leadership and inability to change. So, if you’re currently a successful leader (of a team or business), how do you ensure this continues and doesn’t stagnate? Here are four things to do. ... 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: avoiding nuclear disasters

published: 2011-03-28

The toll from Japan’s Fukushima disaster has lessons for us all. People are criticising the plant design, regulation, oversight and post-disaster response. For some, nuclear itself is the culprit. However, Japan has good scientists, competent engineers, meticulous planners and courageous workers. It has honest, industrious citizens – and our hearts go out to them at this appalling time. But, what (as leaders) do we need to learn? Here are seven suggestions. ... read more

Leadership: have you tested yours lately?

published: 2011-02-21

Phil Rozenzweig, a professor at IMD in Switzerland, swims against the current. When asked “What’s the next new thing in strategy”, he replied “That’s the wrong question. There’s always new stuff … and most of it’s not very good.” His advice … “Seek what’s true, not new!” This quote leads an article in a recent McKinsey Quarterly that offers ten tests for your company’s strategy. My list below is identical except I’ve inserted “leadership” instead of “strategy” in each test. Check them out and see how you rate. ... 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: 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: THINK BIG BUT ALSO SMALL

published: 2010-05-24

Successful leaders offer both an uplifting goal and the steps to get there. The secret’s in the balance. If you’re only visionary, your legacy may well be just that: a high-potential but unrealised dream. People love it, but nothing happens. Equally, if you’re only focused on action and implementation, your people may be busy as hell but going nowhere. On long flights, I sometimes cook up an idea and enjoy the experience of what the outcome might look like – truly the view from 30,000 feet. But later, back at my desk, I have to think about how we’ll get there and my interest wanes. Too much hard work. Which would your people say you are: the dreamer or the detailer? Test yourself: which of the following two statements is more your home territory? ... read more

LEADERSHIP: FOR BETTER CSR

published: 2010-05-17

It’s unusual to read something balanced and practical about CSR. Activists want business to carry the wrap for everything. Apologists limit it to immediate operating activities and what the law requires. True, the primary responsibility is to sell sound products that people want, employ and reward fairly and act honesty and responsibly. But, the authors of a recent HBR article offer an insightful approach to the boundary issue of what is and isn’t a company’s responsibility? They make this erstwhile no-man’s land a fertile ground for corporate creative thinking and commercial good sense. ... read more

LEADERSHIP: ARE YOU CONVENIENCE OR QUALITY?

published: 2010-05-03

Kevin Maney has created a strategic-choice continuum. At one end, businesses position themselves to offer quality (or what he calls fidelity). High-priced stuff, which customers buy for its market-standing and their personal-image enhancement. A Louis Vuitton bag says I’ve got taste – and money. At the other end is convenience. Discount flights and meals cost little but do nothing for your self-belief or mystique. If you applied this thinking to your leadership, where on the Maney Continuum would you fall? Nearer to quality or convenience? Let’s check that out. ... read more

LEADERSHIP: OLD LESSONS, NEW SETTINGS

published: 2010-04-12

I wrote recently about the Roman statesman, Cicero, highlighting his focus on principles, communication, courage and succession*. I've reflected further and identified five leadership lessons from the political world in which he lived (106-43 BC). The first resonates strongly with more recent events in the Iraq. Importantly, each has implications for business leadership today. So, if I interviewed your peers and staff, how would they rate you on each of the lessons? High, medium or low? What do you need to do to improve on each one? ... read more

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. ... read more

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! ... read more

LEADERSHIP: BEING UPBEAT IS A CHOICE

published: 2009-10-12

"Today, it's all about confidence" is a comment I heard this week from a friend, who runs an industry association. And, he's right. More than ever, leadership is about having the courage to drive for success. Market signals are ambiguous. So, people's conclusions are driven by personal bias. Bears are super-bearish, and seeking a cave for the economic winter. While optimists see early signs of growth and are leading their cattle out to the new pasture. So, how would your team label you: an optimist or a pessimist? Are you seeking a cave or stepping out? And, if it's a question of attitude, what can you do? ... read more

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. ... read more

LEADERSHIP: DON'T WAIT FOR THE MUSIC TO STOP

published: 2009-09-14

How's this? Eighty percent of CEOs expect big changes in their companies' strategies and operations this year! In a calamitous downturn (trashing markets and businesses), people expect organisational change. Well, I'd be concerned if they didn't! The same report also worries about succession. Two thirds of candidates won't be ready for 12 or more months. But, one third being ready seems OK to me. Surely, the real issue is raising performance of all leaders - NOW and in their current jobs. Not playing musical chairs! So, what's your plan - other than waiting for the music to stop? Here are some thoughts. ... read more

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: 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?
... read more

LEADERSHIP: HAS GEITHNER GAGGED?

published: 2009-03-16

The US Treasury Secretary, Timothy Geithner, hasn't asked my advice. But, he looks as though he needs some. He's like a stalled driver on a railway crossing and the runaway financial express is already on top of him. His lack of resolve is worrying both Americans and investors across the world. Obama's land of "hope" and "yes, we can" is at risk of becoming a desert of "nope". Many CFOs (and their CEOs) face similar challenges - albeit smaller. So, how are you going? Perhaps this advice may be of help to you as well! ... read more

LEADERSHIP: WHAT'S YOUR PLAN?

published: 2009-02-23

High (often unreasonable) expectations await newly appointed presidents - whether taking the helm of a company or a country. For President Obama, this is multiplied manyfold. His personal story, and the dreams it creates for others, breaks hugely with the past. And, he steps up in the face of challenges of hurricane proportions. How will he go? Sadly, if his current economic and financial initiatives fail, the dreams of many may end almost before they're born. So, let's take stock of your leadership (of your team, project or business): how difficult are things going forward? And, what the hell are you doing about them? ... read more

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: where are we going? And, why?

published: 2008-09-08

Alexander the Great is one of history's great leaders. Two thousand years ago, at the head of his Macedonian army, he unified Greece. And, then led a combined army to conquer their ancient enemy, the Persians. The objectives were clear and it all made sense for his generals and troops. However, after four years, he was still dragging them eastward - arriving eventually in northern India. But, his army no longer cared. Alexander was forced to turn back.

Leadership: the road to success

published: 2008-09-01

We've all done it: rushed to the shops and come back without something. And, there's always a reason: someone distracted us, or the phone rang. But, the real reason is we didn't have a list. That simplest of plans.

LEADERSHIP: CREATIVE DESTRUCTION

published: 2008-08-04

General Motors was once a paragon of American business. It's now in serious decline. Its plight illustrates what a famous economist called “creative destruction.” New industries, products and services rise to prominence; but, later lose their traction. Horse-drawn carriages gave way to automobiles - ushering in gas stations but destroying buggy-whip manufacturers. Gas guzzlers had their time on the road, but were overtaken by energy-efficient compacts. And now hybrids; and, so on.

LEADERSHIP: MAKING CHANGE POSSIBLE

published: 2008-07-14

It's lovely to sit and dream: imagining a better future. But, it takes energy to work out how this might be achieved; and, the real work begins when you have to start organising and implementing. ... read more

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: BEING GOOD AT WHAT YOU DO

published: 2008-02-11

Richard Rumelt’s CV includes conquering both mountains and new territory in business thinking. In the latter, from an analytical base, he’s disproved many old assumptions. One of his most notable findings is as follows: being in the right industry does matter, but being good at what you do matters a lot more – regardless of your industry. ... read more

LEADERSHIP: THE BLACK SWAN STRATEGY

published: 2008-01-14

Black swans don’t exist; only white ones. Or, that was the belief until European explorers found some swimming happily in Australia, that land of strange animals and even stranger people! John Stuart Mill picked up the conceptual possibilities in such evidence: the non-existent actually existing. And, Nassim Nicholas Taleb is the latest to popularise the implications of an unknown unknown coming to be known. And, one hopes Donald Rumsfeld has bought a copy of his book, The Black Swan. It might have helped. ... read more

Pascoe's Potshots search results ...

Flash player error

Search Pascoe's Potshots

Online Tool Kit

The Tool Kit includes:

The Action Planner

The Problem Solver

Categories