Pascoe's potshots
Latest
Subscribe
Or receive Pascoe's Potshots weekly by email
Recent
Search Pascoe's Potshots
Pascoe's Potshots search results ...
You searched for the string: "Develop plans and actions lists" found 22 results
(note: search terms must be more than four characters.
To search for a phrase like "road to success" enclose it in quotes as shown)
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: 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: 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.
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 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?
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!
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: 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.
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: 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?
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: 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: 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.
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?
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.
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.
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.
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?
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.