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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: when flipping a coin is not enough

published: 2011-08-29

Every thriller includes a chase, in which the hero makes a split-second, life-and-death decision to take this alleyway and not that one. In business, the stakes are seldom so high but there are plenty where outcomes can make or break your career. Tomes have been written on decision-theory but my six thoughts below are simpler – prompted by Seth Godin’s blog* a while back arguing for coin-flipping as sometimes equally effective (and much less costly). ... read more

Leadership: what's your cool quotient?

published: 2011-08-22

London’s Financial Times commented as follows after Apple briefly overtook Exxon as the world’s most highly-capitalised business. “A cool company run by a cool executive (briefly) ruled the corporate world.” That it “ousted an unhip energy company only made it cooler.” An academic adds that cool comes in two sub-types - what I’ll call “together cool” and “far-out cool”. Perhaps, Rupert Murdoch and Warren Buffett exemplify the first - the older, quieter, more assured version. And, Richard Branson and Larry Ellison the second - more maverick and exhibitionist. The FT recommends* mixing both approaches - but gets sidetracked on style. So, let’s explore what leadership actions might give you “combo cool”. ... 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: 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: great skills, rotten attitude

published: 2011-04-04

Many of us start our careers using a professional skill – as an engineer, accountant, analyst, lawyer or designer. We land our first job based on the quality of our academic results. Early assignments let us show off these skills and hone them – possibly leading to promotion. It’s natural, therefore, to conclude that professional qualifications are our key attribute. Natural, but wrong. We may fail to notice that people don’t like being around us – or may avoid working with or for us. Have you ever faced that realisation? I have: it’s a shock. But, the question is how well you shift – realising technical proficiency is only half a tool kit. Below are two lists that allow you to check this out … and what to do about it. ... 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: WHAT PRICE ARE YOU PAYING FOR SILENCE?

published: 2011-01-31

Who said the following? “We are forecasting a $17 billion loss and no one has any problems!” Alan Mulally, after the first meeting with his senior team on arriving to turn around Ford in 2006. For the Mafia, omerta or “the code of silence” hides crimes. At Ford, as in many other companies, silence is the crime – destroying value and eventually viability. Do facts and faults get talked through in your business; or is bad news stifled? What would your people say? Here are some actions Mulally took and others I’ve picked up over the years. ... 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: 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: WHAT’S IT LIKE TO WORK FOR YOU?

published: 2010-09-13

Professor Sutton says bosses matter. Why? Because “95% of all workers have bosses, are bosses, or both … and … for more than 75%, dealing with their boss is the most stressful part of their job.” So, what would your people say of you? And, what can you do to improve? Here are seven pointers from Professor Sutton. They’re a bit cynical but have the tang of real-world experience. ... 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: 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: 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: YOUR KEY TO ORGANISATIONAL AGILITY

published: 2010-02-22

What would you give to achieve higher revenues, more satisfied customers and employees, improved operational efficiency and a faster time to market? That's what Donald Sull of McKinsey & Company offers if you achieve organisational agility. He defines it as identifying and capturing opportunities more quickly than your rivals. He quotes the heightened volatility of recent decades - and the acceleration during the GFC. But, what does this mean for you as a leader? Here are some thoughts. ... read more

LEADERSHIP: TRUST ME, TRUST ME NOT

published: 2010-02-15

In his first year as Prime Minister of Australia, Kevin Rudd enjoyed unusually high poll ratings. He represented a change of both priorities and approach that many voters welcomed. That was 2007. But now in 2010, a survey of five capital-city talk-back hosts* gives us the following quotes. He "talks about taking tough decisions, but I don't think our audience necessarily buys that he's made any tough decisions." "They see his language as contrived, his personality as plastic and they don't think he's got a sense of humour." They "can't understand what he's on about." Assuming you're past the honeymoon phase of your current leadership role, what are people saying about you? What do they want you to do differently? Here are six actions I've read that journalists or other commentators have suggested for Kevin Rudd in recent months. ... read more

LEADERSHIP: DEMONSTRATE SUCCESS NOT HUMILITY

published: 2010-02-08

When someone commented to Winston Churchill that Clement Atlee was a modest man, he famously replied that Atlee had "much to be modest about." I suspect Churchill (in contrast to gurus like Jim Collins) would find the current fashion for bland CEOs unacceptable. Collins says the best are "humble, self-effacing, diligent and resolute souls." Diligent and resolute sound good to me and my four decades of business involvement say they're needed characteristics. But, humble and self-effacing contradict my experience. Some CEOs cultivate quietness and consultation but that's not the same as being humble or self-effacing. So, what kind of CEO are you; and, is it working? Here are some things to ponder. ... read more

LEADERSHIP: DITHERING IS DANGEROUS

published: 2009-11-30

Barack Obama is doing it tough. Few US presidents have faced so many parallel challenges. At home, the GFC has continuing work-out issues and healthcare remains unresolved. Offshore, there's Afghanistan, Copenhagen, Iran, China, Russia and Israel - and they're just the big ones. Sadly, there's rising concern about his capacity to decide and act with courage on a number of these. This is not just from rabid Republicans but also fair-minded commentators at home and abroad. While you and I face tiny leadership challenges by comparison, how would people say you're doing? Here are some thoughts to guide your thinking - and actions! ... 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: THERE'RE ALWAYS CONSEQUENCES

published: 2009-08-03

Come year end, how will you judge your own performance? And, that of your team members? Does everyone have clear and measurable goals? More importantly, are they taken seriously? And, if I fall short, are there real consequences?

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: 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: AVENGING ANGELS OR GADARENE SWINE

published: 2009-03-30

Dramatic economic downturns inflict pain both widely and deeply. People lose their jobs, homes and self-worth. No wonder they join in seeking scapegoats. Tearing into Bernard (Ponzi) Madoff in America or Fred (the Shred) Goodwin in Europe deflects our own pain. But, as a leader, how much time do you spend reviewing your own responsibility for what you've experienced recently - for your own organisational and systemic failures? ... 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: 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: 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: 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: 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. ... read more

LEADERSHIP: THE HEROES ON THE FRONTLINE

published: 2008-06-23

Talk to any soldier and they'll tell you it's frontline troops, not generals, who fight the battles. HQ may set direction and define key goals but it's platoon leaders and their troops, who go there. They're the ones, who reconnoitre, take territory, dig in and fight. Now, business isn't warfare. But, the metaphor has its place.

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: THINKING IS OFTEN THE LEAST OF IT

published: 2008-03-10

"How Successful Leaders Think" is a classic HBR article: big-name leaders (yes, Jack Welch is there), a handful of anecdotes (passing for evidence), a strong metaphor (we can all understand) and a simple diagram. A revolutionary idea and leadership made easy. Except that the core "opposable" thinking (thesis/antithesis/synthesis) is as old as time, as is also the CEO’s unique integrative role across conflicting needs of individual business units, functions and market groups. But, above all, leadership is about much more than thinking. ... read more

LEADERSHIP: INVESTING AND RESOURCING WISELY

published: 2008-01-21

“Most of business is about placing bets – allocating resources – and making them pay off.” So begins the McKinsey report of its 2007 global survey on resource allocation. But, the good news is balanced by bad. Taking account of sound financial criteria, proven business performance and potential for value creation are reported as leading to good investment outcomes. However, excessive optimism, risk aversion and behind-the-scenes lobbying can darken the picture. Real life is truly real – and at times grubby. ... read more

LEADERSHIP: THE LUSTIGER LEGACY

published: 2008-01-07

We all have something to learn from Cardinal Lustiger: above all, his courage. Courage to do what he believed in; and, to do it in a way he thought useful to the world. And, I’m not talking about action in some back corner or on insignificant issues. He was born a Jew and never rejected this. He converted to Catholicism as act of faith, but also as a continuation of his Jewish beliefs. Not everyone agreed. But, he set an example for us all as leaders. ... read more

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