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LEADERSHIP: AVOIDING BLACK-SWAN DISEASE

published:2010-07-26 01:00:00

Nassim Nicholas Taleb, the best-selling economist and author of The Black Swan, is famous for his arresting insights. His recent postscript to The Black Swan is no exception: presenting ten lessons from the Global Financial Crisis. Above all, he recommends learning from “Mother Nature” – by making our

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LEADERSHIP: FOR SUCCESS – AND HAPPINESS

published:2010-07-19 01:00:00

Like Professor Clayton Christensen, I’ve faced a life threatening cancer and found it a crucible for clarifying my thinking about what’s important. The day

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LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published:2010-07-13 01:00:00

Due to a backlog of new registrations to work through this Potshot has been delayed by a day. Our apology to our regular readers

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LEADERSHIP: THAT ONE KEY LESSON

published:2010-07-07 01:00:00

How do you rate yourself on the following five actions? Showing self-awareness?. Demonstrating authenticity, integrity and compassion? Understanding and engaging people as

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LEADERSHIP: A STEP UP FROM MANAGEMENT

Create change, new ways, higher outcomes; leave a legacy, and sustainability
Beware the status quo, more of the same, repeating mistakes, staying in a rut

Are you a leader or a manager?  And, what's the difference?  For me, the distinction is one of degree not kind.  Most managers spend time leading; and, leaders also manage. 

Managing is about improving the status quo.  Delivering better performance by honing the existing system and, where possible, reducing risk.  Leading is about changing the rules of the game; and, this may increase risk, at least for a time.  Let me illustrate!  The tour manager makes sure travel arrangements are in place, that everyone is comfortable and well fed.  And, that this tour runs better than the lastThe tour leader, however, chooses the purpose and destination (possibly replacing or dramatically changing the old tour).  He or she decides what's to be seen, draws out the messages, and so on.  The leader is concerned with effectiveness: defining and achieving goals.  The manager with smooth and efficient delivery.

Given the rate and scale of change today, the need for leadership is increasing.  Business models have to be overhauled.  Organisations restructured and upskilled.  Higher employee expectations met.  And, all the while, new technologies are transforming how, where and when we work.  As a result, roles which were previously managerial, today have a significant leadership element as well.  Executives need to be capable of revolution as well as evolution.

So, where can I turn for help?  Well, my V|E|C|T|O|R Leadership® framework may meet your needs.  It offers a powerful, three-step process: first, to identify key questions in the minds of colleagues, who need to come on the journey with you; second, focus attention on relevant action areas; and then, help you define exactly what you'll actually do – and thereby increase your leadership effectiveness.

It's a proven step-up on the executive career path ladder!

Categories for this Potshot:

Build competitive advantage, Design structures and roles, Address skill and process gaps, Engage people, Excel as a technician, Lift benchmarks and IP, Career planning, Understanding V|E|C|T|O|R,



Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®

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