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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: are you more like New York or Hicksville?

published: 2011-11-07

Why do tourists visit New York? For Seth Godin, the bottom line is simple: it’s different. Not in the narrow sense of each card in a pack being different. But in giving you the full pack. Whatever your interests, NY offers them. Having lived there many years ago and revisited often, I get what he means. Unlike most places, it ticks all the boxes. So, if I asked your team, would each member say you tick theirs? Below are ten points from Seth’s list – each adjusted to leadership. Check how you rate. ... read more

Leadership: yes, but what about self-leadership?

published: 2011-10-17

The renown blogger, Seth Godin, hits home runs oftener than most. Here’s a recent one* that was short but sharp. “The job of the CEO isn't to check things off the agenda. Her job is to set the agenda, to figure out what's next. Now that more and more of us are supposed to be CEOs of our own lives and careers, it might be time to rethink who's setting your agenda.” Putting this another way … as leaders, we need to lead ourselves before we try to lead others. If you can’t do that, you can hardly be a credible or trustworthy model. So here are six aspects of your self-leadership to check – to see if you merit the licence to lead others. ... read more

Leadership: what do they say behind your back?

published: 2011-06-20

“I love deadlines. I like the whooshing sound they make as they fly by.” So said the English humorist, Douglas Adams – thus making light of a failure and its attendant embarrassment. If we repeat such mistakes, they taint our brand and become a significant aftertaste or qualifier. “Fred adds a lot of value … but he’s always late.” Those last four words are the unwashed grit in an otherwise lovely salad. What is your own brand qualifier: that negative warning people add? Here are six to consider. ... 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: do you have sufficient fibre?

published: 2011-03-07

A friend of mine compares Mozart adversely with Beethoven. He claims that much of Mozart’s music is like fast food: too much sugar, too little fibre. Right or wrong, this calls to mind a recent complaint I heard from a young executive. Her boss is wonderfully supportive and encouraging but avoids tougher discussions. In terms of your leadership, are you a Mozart or a Beethoven? A dispenser of sugar or fibre? Or what mixture? Check your balance below. ... read more

Leadership: how healthy is your business?

published: 2011-02-28

If you’re feeling off-colour, a doctor checks your “vital signs” of temperature, blood (both pulse and pressure) plus breathing. A leader working in the healthcare industry asked me what might be comparable vital signs for a business. It’s probably foolhardy to draw parallels between people and businesses. People are singular but substantially similar bio-organisms. Companies, though, are hugely more diverse: in nature, scale and organisation. But, foolhardy I am! So below, I’ve listed three tests plus a fourth for good measure – my four “Cs”. As a leader, what does each tell you about your business today? More importantly, which is tracking least well? And, what leadership medicine are you administering? ... read more

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. ... 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: 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: FUTURE-FIGHTING, NOT FIRE-FIGHTING

published: 2010-03-29

"Harmony has tremendous appeal. Yet a good leader still asks how the business can do better. And, a great leader fights for what he or she believes in." This edited quote from a recent HBR article* urges us all to strive for what's game-defining, not what's marginal. Where do you and your team spend time: on operational fights with few serious implications; or, strategic challenges that can transform the business? The authors offer three checks of fight-worthiness - outlined below. ... 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: NOT ANOTHER ASSESSMENT TOOL

published: 2009-10-05

A CEO recently showed me a tool she's considering - to help lift her own and her team's leadership effectiveness.  She asked what my criteria would be for choosing such a tool.  I highlighted the five listed below.  How do tools you've used measure up? ... 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: 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.

... read more

LEADERSHIP: HOW MUCH DIFFERENCE DOES IT MAKE?

published: 2009-07-27

We often speak of some part of our organisation running "like a well-oiled machine".  But, we all know business lacks that precise and reliable machine-like character.  It's organic, changeable and often unstable.  Unlike an engine, it's not bolted to a chassis or floor.  It floats in a larger organic pool of economic, competitive and regulatory influences.  No wonder, therefore, people find it hard to measure (and justify) leadership investment.  But, if you've found some good metrics or trustworthy business-performance stats., please let me know (timothy@vectorleadership.com).  In the meantime, here are some arguments to consider. ... read more

LEADERSHIP: FOR SURVIVAL AND BEYOND

published: 2009-07-13

Apart from the paramedics, surgeons and undertakers of the business world, the rest of us are struggling.  Only bankruptcy specialists and their like are thriving.  Sadly, I'm not one of them.  So, I keep fighting; but, I also focus on life beyond the slump.  Why?  Because we can all learn something from people who've survived gulags and similar camps.  The secret is not strength or youth, but vision of a different and better future.  So, would your staff say you think beyond surviving the current quarter?  And, even if they're impressed with your "fire-fighting", do they sense you're leading them somewhere worth going in the future?  From recent discussions, here are some pointers I've heard for leaders to consider. ... read more

LEADERSHIP: HOW SERIOUS ARE YOU?

published: 2009-06-29

In the years before his conversion to Christianity, St Augustine of Hippo is quoted as having prayed: please make me virtuous but not yet.  Similarly, many of us want to be better leaders but won't invest the effort and energy necessary to shift how we operate.  So, let's check other areas in which we've all changed in recent years - and contrast these with how (if at all) we've upgraded how we lead those we rely on for the success of our projects. ... read more

LEADERSHIP: OF MID-LEVEL AND FRONT-LINE TEAMS

published: 2009-06-15

Team leaders split their time between "leading" and "doing".  But daily pressures (particularly now) drag leaders towards the latter: getting things delivered, resolving technical challenges, responding to HO demands, and keeping the admin. flowing.  Too often, they stop leading; and, become managers at best or merely operatives at worst.  Sounds familiar? ... read more

Leadership: recession but no depression

published: 2008-12-21

Times are tough - economically, but also psychologically.  Calls to a national executive counselling service are up 25% year-on-year, according to a report I read today.  And, training and development budgets are getting the chop.  We're all under pressure: to maintain business performance, cut costs and hold our jobs.  There’s no easy answer, but being smart beats being depressed. ... 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: PROFIT'S NOT A DIRTY WORD

published: 2008-10-27

Without profit, cash dries up, investment stops and the business fails.  For CEOs, profitability and its supporting measures, such as cash flow and return on investment, are a constant focus.  They’re the business's vital signs: corporate blood count and heart rate.  And, particularly important for small businesses with thinner reserves.

... read more

LEADERSHIP: THE SMALL BUSINESS SUPERCHARGER

published: 2008-06-30

For many small business owners, survival is an ever-present issue.  There are so many challenges.  Finding customers.  Delivering the product or service.  Holding good staff.  Managing cash and so much else.  What's the key?  To staying afloat - and, more importantly, growing and succeeding? 

... read more

LEADERSHIP: CARVING UP THE BUDGET

published: 2008-02-11

Frugality is admired. And, necessity (as they say) is the mother of invention. But often, too much is made of scarcity. The extreme being the romantic notion of the starving artist slaving in a garret and producing works of enduring social value.

... read more

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