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LEADERSHIP: IN DRASTIC ECONOMIC TIMES
published: 2009-05-18
Let's start with two fundamentals. First, what's the only thing a leader must have? Yes, followers! People willing and committed to do what's needed. Second, how are people feeling these days? Happy and assured? Not the ones I know. More like: frightened for their jobs; concerned about mortgages; worried for parents about to retire. So, how do you need to lead, if you want these people to follow?
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: PROVIDING THE NECESSARY RESOURCES
published: 2009-05-04
Speaking of the Battle of Britain, Winston Churchill immortalised the heroic few, whose bravery saved the lives of many. History is full of similar (but often less upbeat) stories. One that comes to mind is the WWI landing at ANZAC Cove in Turkey, where bungling by Churchill and other leaders left a small contingent of Commonwealth troops outnumbered and under-resourced. Many died in attempting the job they'd been given. In terms of your own leadership (particularly in the current downturn), what would your people say about your provisioning and support - in the context of what you've asked them to do?
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?
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: NEITHER BORN NOR BRED
published: 2009-04-06
What do Kim Jong-il, Margaret Thatcher, Bill Clinton, Carly Fiorina, Dick Fuld, Lakshmi Mittal and Conrad Black have in common. Yes, fame (or infamy). But, not necessarily life stories. For me, the link is their role as potential exemplars in the debate about leadership being either the result of "nature" or of "nurture". "Nature" being about genes, family and early life; "nurture" about job experience and training. So, which is the dominant driver of your leadership approach?
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?
LEADERSHIP: WHICH HALF IS WASTED?
published: 2009-03-23
As Sam Wanamaker famously said: I know that half of my advertising dollars are wasted ... I just don't know which half. He might equally be talking about leadership training and development. Checking Amazon, I find they have over three hundred thousand titles under "leadership". And, how many have you read? Or should you? Perhaps two or three! The key test: does this one give me a tool to diagnose what my team needs from me, in their current circumstances and facing their particular challenges. Anything else leaves you reliant on theory or anecdote. As a leader, you practice a craft: customising your leadership actions. Not borrowing, copying or mass-producing! And, the output has to be a personal Leadership Action Plan. So, how would such a tool look? And, what does it need to do?
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: 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?
LEADERSHIP: KEEPING H.R. AT THE TOP TABLE
published: 2009-03-02
Let’s start with two anecdotes. First: I was recently talking with a client, with whom I’ve done business strategy work and who’s keen to try our Leadership Action Planning tool for himself and his team. Notwithstanding current conditions, their business is growing and profitable. It’s well-run and operates in an online retail space that’s gaining market share. But, he’s initiated cautionary cost-cutting; and, is wary of starting a leadership program at this time, even though he recognises its merit and its relative cheapness (given it’s also online).
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: A BROADBAND APPROACH
published: 2009-02-16
The Brookings Institution claims the US gains 300,000 jobs for each one percent increase in broadband penetration. And, two European consultancies see 2m new jobs by 2015 from increased broadband access*. That's the good news. But, what about the bad? What's the upside (and downside) of broadband for your leadership - and your job?
LEADERSHIP: LIFT YOUR GAME OR LOSE YOUR JOB
published: 2009-02-09
Do the math. Ericsson, Microsoft, UBS and BHP (to mention just four global companies) are each retrenching thousands of workers. Unemployment in New York is rising at the "fastest pace on record". Job losses in Singapore may "triple in 2009". Small businesses are closing in every Main Street. Across the globe, millions of people are losing their jobs. And, for every ten workers, one leadership position disappears as well. So, what are you doing to be sure you're not the next leader without a role?
LEADERSHIP: YOUR FISCAL STIMULUS
published: 2009-02-02
Whether you're President Obama or the leader of China, France or any other country, you’re currently struggling to craft or manage a stimulus package that’s both effective and efficient. Effective in creating growth and jobs; efficient in doing so without waste. There’s no point giving money that isn’t spent, gets into the wrong hands or takes years to impact. OK, but what about your personal stimulus package? In these times of retrenchments and cut-throat competition, what are you doing (and investing) to grow as a leader and keep your job?
LEADERSHIP: A LESS WOBBLY GELI
published: 2009-01-26
Manfred Kets de Vries, creator of GELI (the Global Executive Leadership Inventory), is a leading leadership thinker. He's teased out the so-called "soft" human aspect of leadership. But, this aspect is actually the "hard" one: more complex; and less trainable. And, that said, I think his GELI could do with more gelatine!
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: BUT, I LIKE PEOPLE LIKE ME
published: 2009-01-12
If you were putting together a football team, would you select only people, who play the same position? Probably not. But, that’s what we often do with business teams. No, let's not ask Jenny, she's rather different, and she's not an engineer; and, Fred, he’s only interested in sales. We don’t want anyone who rocks the boat – in other words, with different or confronting views.
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?
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.