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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: a challenging lesson from Steve Jobs

published: 2011-10-10

Steve Jobs will be revered for centuries. Warren Buffett, once gone, will perhaps be remembered for a while – mostly by his devoted fan club of investors. Bill Gates’ memory will endure a bit more because of his and Microsoft’s dominance of the PC environment in the late 20th century. However, the Mac, iPod, iPhone, iTunes/App stores and Pixar are likely to become permanent segments of the histories of not just technology but also of entertainment, consumer goods and much besides. I wrote recently asking what you want on your tombstone. This is a chance to revisit that but in a different way. Something provocative – but worth thinking about. ... 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: what's your unbreakable promise?

published: 2011-08-16

As a leader, what are the three things you’ll never do? Break a promise? Fail to show up? Dress someone down in public? Or, what? Seth Godin, the well-known blogger, recently offered a list that he titled “Delivering on never”*. It’s a fun title but what does it mean for your leadership? His focus on customers is spot on for us as leaders. Our teams and other followers are the customers for our leadership. So, here are five things that will help to make them buy. ... read more

Leadership: a warning for control freaks

published: 2011-08-08

What did you learn from the “unexpected” GFC? Or, should you learn from the equally “unexpected” North African Spring? Nassim Taleb (the “Black Swan” guy) and Mark Blyth have answered with clarity and insight*. “What the world has been witnessing in Tunisia, Egypt and Libya is … what happens when highly constrained systems explode. Seeking to restrict variability seems to be good policy.” But as Greenspan (and the rest of us!) found out “suppression of volatility in the name of stability … makes complex (financial) systems … extremely fragile.” Prone to explode “unexpectedly”. So, here are seven things you can do to avoid civil unrest in your organisation – and being unceremoniously thrown out of office. ... read more

Leadership: what the world most needs today

published: 2011-08-01

An American friend wrote to me last week that “The Tea Party is a bunch of crazies. But, they have put our intransigence on the table and deserve credit for refusing to just let things go until we are even more bankrupt. The country is crying out for leadership with a vision … a strategic vision for our future.” Regardless of nationality or political allegiance, people around the world are looking for leaders, who lead. What would your people say of you? Leading or a dithering? Deciding or avoiding? Doing or talking? Here are seven actions to consider. ... read more

Leadership: sparking up your personal creativity

published: 2011-07-11

“Only by forcing our brains to … move beyond our habitual thinking patterns can (leaders) begin to imagine truly novel alternatives.” So say the authors of a recent McKinsey Quarterly article – and it’s hard to argue. They focus mostly on improving team creativity but there are two segments of their article I’ve re-refocused towards personal innovation. Rapid technical, cultural and social changes mean that leaders, who fail to generate new approaches will become victims of change, not its drivers. How would people say you perform on the items in the two checklists below? ... read more

Leadership: dealing with overload and potential meltdown

published: 2011-07-04

“By far the most difficult skill for me to learn as CEO was the ability to manage my own psychology.” So says Ben Horowitz, general partner at Andreessen Horowitz in his recent blog post. He argues that many CEOs “take things too personally.” They see all mistakes as theirs and “terrorize the team” to get them fixed. Other CEOs “do not take things personally enough.” Like Pollyanna, they believe “it’s not so bad.” Then nothing gets fixed and employees become frustrated. Which would colleagues say is your tendency? Have any of them suggested the following four remedies that Ben offers us? ... read more

Leadership: at work and away

published: 2011-05-30

As leaders, most of us combine both good and bad. Unlike Dr Jekyll or Mr Hyde, we’re neither wholly good nor entirely bad. But most (myself included) regret some aspect of our leadership. Below are three broad domains. How would those around you in each rate your leadership effectiveness? What would they say is good – and what problematic? ... read more

Leadership: how innovative are you?

published: 2011-05-23

According to The Economist magazine “Business writers have always worshipped at the altar of success” ... and ... “This success-fetish makes the latest management fashion all the more remarkable. The April issue of the Harvard Business Review is devoted to failure.” Well, what does that mean for you and me as leaders? Are you noted for fostering new ways - and risking failure? Do you innovate personally – including in how you lead? Here are 10 action suggestions, I’ve put together from reading The Economist report. ... 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: how hard are you pushing yourself?

published: 2011-04-25

Do Seth Godin and Jack LaLanne have anything in common? Let’s start with the differences. Seth’s a blogger. Jack in contrast was the godfather of fitness training in America – opening a fitness gym in Oakland, California over 70 years ago. In a recent blog, Seth listed eight things Jack did that made him successful. To my mind, Seth walks in the same shoes. As a leader, how do you rate on the eight factors? More importantly, which one or two should you tone up? ... 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: beware the god complex

published: 2011-03-14

The Roman Emperor Caligula was self-deluding and probably insane. His behaviour was cruel, capricious and depraved. He killed people for amusement; he dressed as a god and expected to be worshipped as one; he bankrupted the state; and, indulged in vile personal habits. Few modern leaders enjoy his freedom of action. However, each of us needs to check for tell-tale signs, which could lead to our under-performance or downfall. Here are four things to avoid. Caligula set a high bar but would colleagues say you exhibit even slight traces of these faults? ... 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: 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: you don't need a sex change

published: 2011-02-14

Michael Wallent (an 11-year Microsoft veteran) and Megan Wallent (a co-worker) couldn’t be more different. One is a man; the other a woman. Each, we are told by Harvard Business Review*, demonstrates the classic “male” or “female” leadership traits. Michael has the engineer’s narrow-gauge logic and bluntness. Megan shows sensitivity and inclusion. The HBR explains wide-eyed (at its own permissiveness, I sense) that Michael and Megan are actually the same person – pre and post a sex change. Do you dare to read on? ... read more

Leadership: Starting with what you've got already

published: 2011-02-07

Recently, a friend sheepishly confessed to using my Potshots in a novel way. Given her CEO’s dumping of the development budget, she’s been forwarding one Potshot each month to her direct reports. She asked them to plan a new leadership action prompted by its theme or action points; and, then circulate this to each of their divisional leadership colleagues. Rather than foregoing development, she’s built on something she already has and made it work for her. So, what low or zero cost strategies are you pursuing? Are you leveraging what’s available to maximum advantage? Like her, could you use the Potshots or any other free resource more effectively. ... read more

LEADERSHIP: WHO’S YOUR "OTHER HALF"?

published: 2011-01-25

Mick Jagger and Keith Richards still work together. It’s a legendary, 50-year partnership. Even if at one time Mick “took care of the details” while Keith “took the drugs”. A recent Economist article* highlights the power of this and other successful pairings. Buffett and Munger at Berkshire Hathaway. Bill and Melinda Gates in their foundation. Rupert Murdoch and a number of lieutenants over the decades at News. But, what’s the wider point? Knowing your weaknesses and ensuring you have others providing the ying to your yang. As a leader, how well covered are you? Here are eight things to check. ... read more

Leadership: my moral dilemma

published: 2011-01-03

Let’s start the New Year with a cautionary tale. From time to time, people like me, who write about leadership or other topics, need to be stood up and tested. It’s not enjoyable but it’s certainly salutary. It happened to me last year. Writing a weekly Potshot is one thing but real life quite another. I’m not yet sure how well I came out of this challenge. Let me explain. ... read more

Leadership: LinkedIn and opened out

published: 2010-12-13

Old technologies and ways of doing things always colonise the new. Value only emerges when the unique potential of the new is properly exploited. Early TV was radio with pictures: boring shots of people reading the news. This changed once media companies recognised the mobility of TV cameras delivered powerful on-the-spot reporting – whether of earthquake damage or red-carpet events. For many leaders, social media and networking tools are still little more than an electronic Rolodex. Is that you? Here are five questions I’m answering for myself from engaging with the networking tool LinkedIn. What are your answers? ... read more

Leadership: overcoming those primitive instincts

published: 2010-11-22

As a leader, how would you feel about your next promotion being decided not by the CEO but by the people you’d be appointed to lead. A recent book and related New Scientist article tell us that ancient tribes chose their leaders on the basis of known capability. And, “other species, from fish to birds to chimpanzees” still do something similar, but simpler. However, from my experience, today’s corporate world is really much the same. Not in terms of employees appointing their leaders, but whether people commit (or not), then follow and give of their best. In short, it may have once been overt “democracy”; but today it’s covert. So, here are four things you can do (tapping into subconscious tribalism) so people will commit – and make you successful. ... read more

Leadership: Steve Jobs and nose jobs

published: 2010-11-15

Steve Jobs is a revolutionary. Few upend as many industries. Not just computing but also music and publishing. A Gutenberg of our era. A Black-Swans breeder, who takes home the prizes. But, what about you and me? Perhaps renewal (rather than revolution) is more our thing. In my case, I’ve just released a new VECTOR Leadership site. With more functionality and product – and much better looking. But, interestingly, it has a small Black Swan nestling inside (a Black Cygnet, perhaps) waiting to waddle from the nest. Leadership Action Planning remains undiscovered by many. Most leaders are still stuck with self-reflective profiles or backward-looking evaluations. More of that later. But, in terms of your business and leadership, what’s needed: revolution or renewal? ... read more

Leadership: what's it worth to you?

published: 2010-10-25

When you next walk into a shop, eyeball the owner and work out what’s going on in their head. Do they see you as a browser come to mess up the shelves or a bargain hunter, who might buy a sale item, or a potential long-term customer, with a lifetime revenue-stream attached? If smart, it will be the latter – and, they’ll seek to build your trust and loyalty. That’s bankable. In this vein, how do you view your leadership? A responsibility distracting you from your real work, the price for having been successful or perhaps a chance to make a difference and help others? More mundanely, have you calculated the financial payoff? But whatever your motivation, think about your leadership not in terms of today’s annoyance or immediate benefits. Like a shop-owner, think of building loyalty in others and thus enhancing long-term value across your career. Here are some thoughts on how. ... read more

Leadership: when appearances count

published: 2010-10-11

We’re often told: don’t judge by appearances. It’s a nice sentiment. But, in the real world, it’s bunk. Appearances count, particularly for leaders – both in terms of “being visible” and considering “how things look”. George Bush’s tardiness in visiting New Orleans post Hurricane Katrina was a double black cross on his card. He wasn’t there; and, his misjudgement of priorities looked bad. Similarly, it was a negative call for BP’s CEO, Tony Hayward, to take time for a sail with his son rather than focusing (and being seen to) 24x7 on the Gulf of Mexico oil spill. How do you stack up in this regard? What would people say? ... 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: TURNING AROUND FAILURE

published: 2010-09-06

I’ve just discovered that my favourite blogger, Seth Godin, is also a columnist with the Harvard Business Review. However, even in this mainstream venue, he retains his quirky preoccupation with what’s wrong in the world. He prises open our minds and this is certainly true when he redefines failure, so we recognise various forms of “getting by” as actually various ways of failing. Below are his eight examples with his introductory wording. For each, I’ve appended an action option – taken from my V|E|C|T|O|R Leadership framework. Ask yourself this: how would colleagues rate you on your readiness to take such actions? ... read more

LEADERSHIP: HOW’S YOUR KNOWLEDGE AND COURAGE?

published: 2010-08-30

What do lobsters, scorpions and bees have in common? Yes, a capacity to inflict a nasty bite. But they also all lack a spine. An exoskeleton (the lobster’s hard shell) is all that holds their bodies together. There’s no internal bone structure. Some leaders are like this. Outer toughness and a nasty bite: the cutting remark or petulant decision. But little inner structure or resolve that makes for true leadership that will deliver results and build respect. What would people say about you: outer show or inner strength? Here are some action options. ... read more

LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published: 2010-08-23

A valuable gemstone has many facets, each finely polished. To be a valuable leader, you similarly need a range of carefully honed capabilities. For some people, these attributes fall broadly into two categories. First, the technical (or IQ-driven) ones: for example, professional expertise, market knowledge, financial acumen or analytical skills. Second, interpersonal (or EQ) ones: such as showing empathy, listening well, being self-aware, developing successors and creating teams. With regard to the latter, below is a list of 12 EQ actions. Why not re-order them into a list that starts with the one you do best, through to the one you do least well! And, perhaps plan what you’re going to do to improve the bottom couple. After that, I’ll tell you where the list comes from. ... read more

LEADERSHIP: FIVE FAULTS TO FIX

published: 2010-08-16

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket – that sudden, solve-all event that will get you over the hump in terms of publicity, funding or customer uptake. Many times in launching my V|E|C|T|O|R Leadership business, I’ve wished for such a fairy-godmother moment. Think about it, do you by chance lead your people in similar wishful mode: hoping it will suddenly come right? Here are five traps to think about. And, what you can do to avoid them. ... read more

LEADERSHIP: WHEN YOU’RE NEWLY APPOINTED

published: 2010-08-09

If you’ve just been promoted, you might want to read “Letter to a newly appointed CEO” by Ian Davis, a former Managing Director of McKinsey & Co. It’s a practical checklist whatever your seniority – and even if you’ve been in your role for some time. When did you last re-think your priorities: what to do more of and what less? How to allocate your time? I bet if I asked your colleagues they’d have some suggestions. Why not get in first? Here’s a summary of Davis’s ten points plus some comments. ... read more

LEADERSHIP: WHAT ARE YOUR VOICES DOING TO YOU?

published: 2010-08-02

Recently a young friend failed to bid at an auction for an apartment he’d decided to buy. At the last minute, his resolve was undermined by adverse comments on the property from a trusted, older colleague. He could at least see in this case where the upset came from. As a leader, however, our decisions are often destabilised by the more subtle intervention not of friends but of our own sub-personalities. Below are eight examples. To what extent would your colleagues say any one or more intervene in your leadership decisions and actions? And, what are you doing to make sure you remain disciplined and balanced? ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published: 2010-07-13

Google returns 16 million responses for leadership training and 29 million for leadership development. But this begs the question of what is the best approach to either – and a deeper question: do current practices work? From my experience, much of what businesses spend is sub-optimal or wasted. Let me explain. ... 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: 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. ... 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: PHYSICIAN HEAL THYSELF

published: 2010-05-10

The author of this article opens with an unbeatable leadership confession. He states that “The problem with health care is people like me.” He’s a doctor but the article equally applies if “doctor” is replaced by engineer (my training), actuary, lawyer or any other profession. By definition, leaders start with some specialisation – technical, social or commercial. And the better we perform, the more likely someone will appoint us to lead others – first in the same area and later across others. And the rot starts there – unless, like Thomas Lee, we recognise that changing roles requires changing priorities. Leadership is another profession. But we often fail to see that or we come to it after starting to lose our flexibility of thinking and behaviour. How well would your people say you’ve transitioned? High, medium or low? ... 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: FROM MARS AND ALSO FROM VENUS

published: 2010-03-15

Discussing the percentage of women in senior roles is a quick way to start an argument. Some people, including some men, argue for gender equality – or a specific level of improvement. Others, including also women, argue that merit is all that counts. Less contentiously, as leaders, I believe we need both hard and soft skills – often categorised as male or female characteristics. IQ and EQ. Numeracy and literacy. Toughness and fairness. If you asked your colleagues, what would they say about your balance – and what might that mean? Here are some thought-starters. ... read more

LEADERSHIP: BREAK THE HABIT

published: 2010-03-01

A recent article in The Economist ("The three habits ... of highly irritating management gurus"*) focuses on generalisations that gurus pass off as wisdom. The article makes plain that many of their "new" ideas are old; and, most of their case examples lack merit. For me, though, the absurdity is expecting you to replace your own default behaviours with theirs. Why swap one set of habits for another, when leadership should be about problem-solving: working out what to do in a specific situation that brings together a particular group of people and a particular set of business challenges. It's about something new; not what worked elsewhere or for someone in a different situation. It's certainly never about a single approach. So, are you a guru-child or your own leader? ... read more

LEADERSHIP: WHEN GOOD-TO-GREAT IS ONLY LUCK

published: 2009-11-23

Business gurus and their books are full of magic formulae for achieving business and career success. It's alluring: we all want to succeed. And, they often clothe their advice in research across hundreds of companies or thousands of leaders. Very impressive on the surface. But, at bottom, it's all just another medieval philosopher's stone - promising to transmute stodgy lead into winner's gold. Lovely words but not for real. And, all too often, later review will indicate this "great" company has now slipped back, and that exemplary leader has fallen from grace - or, worse, is doing time. But is there something we can learn here?
... read more

LEADERSHIP: ARE YOU AMATEUR OR PROFESSIONAL?

published: 2009-10-19

Heading for work recently, I ran into a neighbour I don't see very often. He was leaving for his Wednesday, early-morning game of golf. I noted his smart, all-weather jacket and his bag of high-quality clubs. Clearly a serious player, I thought. But, from our brief conversation, I soon learnt that though he'd played for years, he was still a hacker. Sadly, many of us are like that with our leadership. We do it every day and we've been at it for years. But we make little improvement. We're paid (and are therefore professionals) but we lead unthinkingly, like total amateurs. So, what do serious golfers and leaders do? And, could you do the same? ... 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: 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: IT STARTS WITH LEADING YOURSELF

published: 2009-07-20

It's a wry statement but true: every overnight success is preceded by ten years of slog. A serial entrepreneur said this to me recently. He was talking about his current business venture that's struggling to get traction. But, the same statement also applies to leadership. Getting to the top is a testament to discipline and courage. At each stage, the discipline to make a plan. And, the courage to implement it. Do you have that? And, know what it means today? ... read more

LEADERSHIP: LESSONS FROM TIANANMEN SQUARE

published: 2009-07-06

Most of us would rate the Chinese Communist Party as both tough and inflexible. And, we'd be right about tough. But, wrong about inflexible. Reflecting on the twentieth anniversary of the Tiananmen Square massacre, here are some quotes from the May 30th edition of The Economist. "After the massacre, the Communist Party set about transforming itself." And, today, "the outcome is a wholesale reinvention." If colleagues reviewed your leadership over the last two decades, would they report "wholesale reinvention"? Or, more of the same? And, if the Chinese Communist Party can change so radically, what can you learn from it? ... 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: INNOVATE - BUT CAREFULLY

published: 2009-05-25

Check out these quotes! "Your planning process is superb." It's "excellent ... a very simple but very effective management tool." And, the resource material is "the best stuff I've seen." Yes, I'm showing off. These three recent comments refer to our online Leadership-Action-Planning tool. And, they're from: the CEO of a web-based business; the local head of a global investment bank; and, the CEO of a specialist insurance business. Sounds good. But, we're still struggling for uptake. So, how's your own (product and process) innovation? In tough times, innovation's key. But, it comes with challenges. So, let's review the lessons. ... read more

LEADERSHIP: A QUICK COVER-UP

published: 2009-04-20

Warren Buffett famously quipped that it's not until the tide goes out you find who's been swimming naked. He was referring to financial risk-takers. But, he might as well be talking about leaders. With the tide rising, we all look fine. But with the lake sucked dry, we may be caught. So, as you stand in front of your team today, do they see you clad - or threadbare? Are there holes where it's better to be covered? ... read more

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? ... read more

Leadership: the frugal option

published: 2009-01-04

Carlos Ghosn, global head of Renault Nissan, talks up “frugal engineering”. He sees it as key to delivering affordable cars in emerging economies like China and India. But, what does he mean? And, by extension, what would “frugal leadership” be? ... read more

LEADERSHIP: COACHING AND SELF-COACHING

published: 2009-01-03

Think of your favourite sporting figure! Who's their coach? Call to mind how they watch each play or shot – then gently (often almost invisibly) send a message: to relax, focus, push harder or whatever’s necessary. It's powerful stuff.

LEADERSHIP: SHARP TOOLS FOR HARD TIMES

published: 2008-12-07

What's the leadership equivalent of reaching for your Swiss Army Knife, and selecting the right blade? It's creating a plan, and populating it with appropriate leadership actions. Actions relevant to current challenges, not old ones. Actions that convince people and build commitment. Things that work, giving traction in this tough new environment. ... read more

Leadership: what if the world erupts?

published: 2008-07-21

The chameleon lizard changes colour with its environment. As a leader, you have to do much more. When the world changes, you have to transform your organisation and how it operates. Otherwise, it may fail. And, to start the organisational change, you have to change. New situations bring new leadership challenges.

LEADERSHIP: LIFTING MY GAME

published: 2008-05-05

How was your last leadership performance review? And, feedback from colleagues? Was the employee survey result less positive than you'd like?

LEADERSHIP: THE SEEDS OF FAILURE

published: 2008-04-21

Think of big corporate disasters you've known or read about. What was the cause? Bad strategy, wrong business model, inefficiency, bad luck? Not in my experience. Most often, the core issue is flawed human beings - and, at the top.

LEADERSHIP: IT MAY BE O.K. TO BE A WORKAHOLIC

published: 2008-04-07

There are times when we stretch ourselves to breaking point. On top of our regular commitments, a parent gets ill, a child’s in trouble, a project goes pear-shaped. For short periods, it’s possible. We push to extreme; then, re-balance.
... read more

LEADERSHIP: PRACTICE, PRACTICE, PRACTICE

published: 2008-03-17

The article, "The Making of an Expert" (HBR July-August 2007), is worth reading if only for one line: experts are always made, not born. And, as the authors stress, this is as true for business leaders as sportspeople, scientists and artists. But how? Years of "practicing intensively"; focusing on "tasks beyond your current level of competence and comfort"; and, having a coach not only to guide you but "help you learn how to coach yourself." ... read more

LEADERSHIP: FOUR PRINCIPLES OF ENDURING SUCCESS

published: 2008-02-25

People love lists of dos and don’ts. And, why not? They often contain useful hints. And, a good example is Stadler’s article “The Four Principles of Enduring Success” (HBR July/August 2007). He follows in the footsteps of others like Jim Collins (of Built to Last and Good to Great), who analyse the performance of lots of companies and draw simple conclusions to explain why some excel and others fall behind. ... read more

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. ... read more

LEADERSHIP: LET A THOUSAND FOLLOWERS FLOWER

published: 2008-02-11

“Increasingly, followers think of themselves as free agents, not as dependent underlings. … A confluence of changes – cultural and technological ones in particular – have influenced what subordinates want and how they behave, especially in relation to their ostensible bosses.” I like that expression: ostensible bosses. Are we ever much more than that? Each day and in each situation, we have to win our followers to the cause or journey, for which we’re responsible. So, how are we to do that? ... read more

LEADERSHIP: FOR REAL-WORLD MANAGERS

published: 2007-08-28

Business-school journals publish “more than 20,000 articles each year.” And, the Economist magazine says these remain “almost universally unread by real-world managers”. A frightening indictment. And surprising, since “business schools inhabit a highly competitive world.” And, it’s even more competitive for their thousands of graduates – and the millions of other managers and leaders, working in large and small businesses around the world. ... read more

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