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: "Foster learning and reinventing" found 15 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: SCALING THE CLIFF FACE
published: 2008-07-28
We've all seen the graph. Starting low at the left, it rises little over the centuries. Then, in the last hundred years, begins to rise at an alarming rate. And today, climbs almost vertically – whether plotting the number of patents, the sale of mobile phones or the growth of online commerce.
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: EDISON NEVER STOPPED TINKERING
published: 2008-08-11
New ways often bring new words; or reinvigorate old ones. "Betterment" is a case of the latter - and something every leader must deliver. A strategic rethink may set a whole new direction for your business. However, between these major shifts, there's lots of room for innovation and upgrades. That's betterment.
LEADERSHIP: DELEGATE? OR JUST STOP IT
published: 2008-07-07
When did you last reprioritise your diary? But that's the easy part. When did you actually stop doing something? Dropped, finished, gone! That's the tough one.
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: ADAPT OR DIE
published: 2008-02-18
At university, a friend decided to compete in the Modern Pentathlon. He was a good athlete and swimmer. But, knew nothing of pistol shooting, fencing or show jumping. I was no sportsman, but had grown up with horses and done some fencing. So, he asked for tips. And, asked another friend about shooting. From these slim pointers, he worked with the team coach and became quite accomplished - and very quickly.
LEADERSHIP: SIX KEY WORDS
published: 2008-05-12
To understand Italian opera, you only need five words - or, so they say. Here's the list: morte (death), amore (love), maledizione (curse), adio (farewell) and andiamo (let's go). Supposedly, these will guide you through any romantic tale.
LEADERSHIP: THE ART OF LIBERATING TALENT
published: 2009-05-11
An article in The Economist (October 5, 2006)* highlights the value of "brainpower (both natural and trained) and especially the ability to think creatively." It states that "the value of 'intangible' assets - everything from skilled workers to patents to know-how - has ballooned (since 1980) from 20% of the value of companies in the S&P 500 to 70% today." Also that "the proportion of American workers doing jobs that call for complex skills has grown three times as fast as employment in general."
LEADERSHIP: IT'S ABOUT LEADING, NOT READING
published: 2008-03-31
Throw out all those books on leadership, and the pile of articles on your desk! Reading what other leaders do (or recommend) is like going to the movies or watching TV. It’s entertainment. Sometimes inspiring but mostly irrelevant - and soon forgotten. Most of us don’t need to be General Patton or Rupert Murdoch. We just need to lead that team we see, talk and do things with every day at work.
LEADERSHIP: MULTI-TASKING THROUGH THE DOWNTURN
published: 2009-06-01
Hands up anyone who wants to be a business leader today! No-one? I'm not surprised. If you run a big organisation (particularly in financial services), you're clearly a crook. If it's a small business, the banks won't roll your loans. And in between, you're still a dirty capitalist; and, surrounded by staff fearful for their jobs; and, with customers who've probably already opened the window and jumped. So, what's your leadership strategy going to be?
LEADERSHIP: STOP THE HUMAN SACRIFICES
published: 2009-08-10
As a king, commander or leader in Ancient Greece, you'd sacrifice an animal before a major journey, battle or personal undertaking. And, perhaps visit the priests and oracle at Delphi. But today, decision-making is mostly more rigorous and analytical. Planning replaces hoping. But, not in leadership. Many leaders still base their actions on oracular generalisations from gurus - or acolyte consultants. And this involves human sacrifice. Their team members may not be dead physically, but they are organisationally: frustrated, unmotivated and unfulfilled. Sound familiar - for you as a follower or as a leader? So, who are the sacrificial lambs in your organisation? And, what can be done?
LEADERSHIP: NO MORE ABSTRACTIONS, PLEASE
published: 2009-08-24
Politicians talk in abstractions - about future growth, long-term sustainability, equal access and so on. And, voters love it. Why? Because we each interpret their generalities to suit our own needs and desires. For me, "growth" may mean a job; for you, more infrastructure; and, for the government, a higher tax base. Sustainability and access: well, they mean a million things to a million people. This may work well on the campaign trail. But not day-to-day in business. Your people need to know exactly what you have in mind: not only for the division but also for them. So, how clear are you? What would your team say? I personally must own up to being too abstract in a recent Potshot. Let me explain.
LEADERSHIP: THE ROLE OF THE CHAIRMAN
published: 2010-03-08
Boards get a lot of flack and it's not surprising. They're the shareholders' representatives. And, in corporate crashes (think Enron or Royal Bank of Scotland), boards are often judged as having been inadequate or worse. But the issue is broader. Even boards of successful companies (and not-for-profits) are frequently seen as not adding sufficient value. So, what's the problem? From personal experience of doing governance reviews, I believe it's more about board leadership and hence operational effectiveness; less about the issues of individual or group honesty and independence, which tend to attract the headlines and legislation.
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.
LEADERSHIP: TESTING YOUR GUT INSTINCTS
published: 2010-07-05
What do these four statements have in common: I always exclude my own interests from business decisions; I exercise a strong sense of objectivity; I’ve learnt to proceed slowly and not rush decisions; unsurprisingly, the record shows I make good ones? The first link is lack of self-awareness – assuming I believe them. More importantly, as the authors of a recent article argue, there’s need for psychological checks to keep us honest – and out of trouble. Here’s how.