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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.
LEADERSHIP: LEARNING FROM NET GENERS
published: 2008-12-14
In 1997, Don Tapscott published "Growing up digital" - and coined the name "net generation" for the natives of the online world. Now 11 years on, and after a two-year survey of 8,000 people (born 1978 to 1994) from across 12 countries, he's published "Grown up digital". He concludes that on average Net Geners are smarter, quicker and more tolerant of diversity than the decrepit oldies like the Baby Boomers, let alone the dodos like me, familiarly known as Veterans.
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.
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?
LEADERSHIP: THE V|E|C|T|O|R PROMISE
published: 2008-11-30
V|E|C|T|O|R Leadership® is an online leadership action-planning tool. It helps you do two things: first, diagnose what your colleagues need you to do, if they're going to follow and support you; and second, turn this into a plan. Sounds simple - but it's not often done. The cost: as little as $75 - and you can update your plan, email it and access lots of resource material. It's certainly new, and we believe unique.
LEADERSHIP: ARE YOUR CARROTS FRESH AND SWEET?
published: 2008-11-24
As children, we learnt about rewards. We got dessert, if we finished our spinach. We went to the fair, if our rooms were tidy. It's not surprising therefore that as adults, incentives still work for most of us.
LEADERSHIP: YES, SWEAT THE SMALL STUFF
published: 2008-11-17
You won't become famous by being efficient. It’s too mechanical. But leaders are brought down by the opposite. Inefficiency is something your detractors can point to. It annoys – and offends – people. No one likes their time being wasted.
LEADERSHIP: STAY AHEAD
published: 2008-11-10
If you can’t keep up, you're part of the problem not the solution. And, this is true for leaders, as for anyone else. If you don't understand how your business works today – the market trends, new technologies, economic drivers and so on – then, people won't want to follow you. As in a primitive tribe, they’ll leave you to die.
LEADERSHIP: BEST PRACTICE
published: 2008-11-03
Benchmarking and intellectual property are modern buzzwords. No business plan or conference is complete without them. But, as with all jargon, they're more talked of than seriously applied. Why? Because, application is hard work. And, benchmarking leads to comparing my company, division or team with others. And, that's potentially embarrassing. So, let's talk but perhaps not do too much.
LEADERSHIP: BEAT THE BUST
published: 2008-10-28
The Sage of Omaha, Warren Buffett, says the downturn is going to be both deep and long. Global central banks have caught the falling knife of financial collapse. But, there's blood (and shredded reputations) on the floor. And now, the real economy is in for a bad time. Customers are already delaying purchases; banks are loathe to lend - even to good businesses; and, no-one knows what the next fright will be.
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.
LEADERSHIP: THE MIDAS TOUCH
published: 2008-10-20
The legendary King Midas had a special gift. Everything he touched turned to gold. Sounds great, but it wasn’t good for his diet - and he died. However today, having the "Midas touch" means the ability to make money. And, many business leaders have this special skill. They smell what's profitable and what's not.
LEADERSHIP: CUSTOMER PROFILING AND MUCH MORE
published: 2008-10-13
I've got clients I've worked with for decades. This may reflect badly on their judgement. But, for me, it’s a source of great pleasure. I understand them and their organisation; and, how they think; what they value; when to listen and when to talk; and, in some cases, when to shout. This enables me to add greater value.
LEADERSHIP: ACT AS AMBASSADOR
published: 2008-10-06
Nature abhors a vacuum. Particularly, an information blackout. And, if you let one arise, it may quickly fill with "good stories" put about by competitors and enemies.
LEADERSHIP: ALL TOGETHER NOW
published: 2008-09-29
Which do you prefer: an afternoon at the football; or, an evening at the symphony? Either way, you'll see teamwork in action. And, perhaps that's the reason so many highly effective leaders have experience of team sports or other team activities.
LEADERSHIP: WINNING THE WAR FOR TALENT
published: 2008-09-22
I use taxis a lot. On rare occasions, I step in and am immediately struck by the cleanliness and polish, the smooth running engine, and the useful gadgets the owner has added. He or she is normally very polite and clearly proud of their chariot. And, such cabs instead of aging tend to get better with time.
LEADERSHIP: THERE ARE NO TROUBLESOME EMPLOYEES
published: 2008-09-15
In a recent leadership survey, respondents told me their most common problem was dealing with difficult employees. People, who for one reason or another, didn't want to sign-on, cooperate or pull their weight. This is interesting, since the only thing a leader has to have is followers. So, if any are opting out, then I’m not a leader. At least, for them. Hands up if you’ve ever had this problem! I have, and all too often.
LEADERSHIP: WHERE ARE WE GOING? AND, WHY?
published: 2008-09-08
Alexander the Great is one of history's great leaders. Two thousand years ago, at the head of his Macedonian army, he unified Greece. And, then led a combined army to conquer their ancient enemy, the Persians. The objectives were clear and it all made sense for his generals and troops. However, after four years, he was still dragging them eastward - arriving eventually in northern India. But, his army no longer cared. Alexander was forced to turn back.
LEADERSHIP: THE ROAD TO SUCCESS
published: 2008-09-01
We've all done it: rushed to the shops and come back without something. And, there's always a reason: someone distracted us, or the phone rang. But, the real reason is we didn't have a list. That simplest of plans.
LEADERSHIP: FIRST, CREATE THE SKELETON
published: 2008-08-25
Our skeleton provides the structure for our body. Without it, we’d be a wobbly heap of flesh on the floor. The same is true for organisations. If the structure isn't clear, it's hard to make things hold together. What am I responsible for? Who's my boss? Who are my peers? Who are the subordinates I'm responsible for? These are amongst the first questions we ask in relation to a new job.