Timothy Pascoe - date: 2011/11/03 07:30 am

Dear Shankar,

Thanks for your comment. Those little tricks and reminders are really powerful: something to jog our memory and make us a bit more self-aware!

Best wishes,

Timothy

Shankar Raman - date: 2011/11/02 05:57 pm

Timothy, how true and how relevant. One of my self-check habit is to remind myself that when I point one finger at someone else, there are three of my fingers pointing back at me.

Timothy Pascoe - date: 2011/10/17 05:17 pm

Dear Ken,

A great post backed up with some very good examples. I have no quibble with anything you say.

However, I would add something. While it does not negate the need for personal values and self-control on the part of bankers and others in the private sector, I am appalled at the incompetence (or worse) of the appointed regulators in so many of the cases you raise.

Too often, the regulators become captives of the industries they are meant to be oversighting. And, like so many generals, spend most of their time fighting the last war rather than the current one.

Much of the GFC fall-out could have been avoided if the regulators (and under their guidance the politicians) had ensured that the regulatory remit was extended to cover the newer derivatives - as well as plain old products like lending and the simpler traditional derivatives.

The politicians also encouraged (rather than discouraged) a lot of the worst lending practices e.g. the granting of mortgages to applicants, who would not have passed any reasonable test of their capacity to service the loan they were taking on.

None of this negates your point. It only extends the responsibility to further players - and those from whom one would expect higher ethical standards.

Best wishes,

Timothy

Ken Wilder - date: 2011/10/17 05:03 pm

Dear Timothy,

In spite of my recent lack of comment on your leadership "Potshots" I read them with great interest.
The current issue contains a passing reference to the need to take into account personal values in management decisions.

While you would not wish to appear to take on the role of a moralist, there is surely a need to place greater emphasis on responsibility in decision making. Current outrage at the financial world's failure to act responsibly must be on most peoples minds. Management decisions based on anti-social greed is an example.

Another is the failure of companies involved in
processes which if not controlled correctly lead to chemical spills. How does this happen? Yes, accidents but also cost cutting procedures placing profit before public safety.

How does a tobacco company executive, knowing they are producing a legal but dangerous drug, ever wonder about the ethics of their work and its results?

The current situation at Qantas has senior executives
being paid obscene sums of money, making excellent profits for the company while seeking so called "efficiencies" opposed by outrage at
every level within the organisation and met with bemusment and anger by the public.

In a nutshell, responsible capitalism is good, irresponsible capitalism is threatening the security of the entire western world and the root cause is greed.

My potshot for today !

Best wishes,

Ken Wilder.

Timothy Pascoe - date: 2011/10/17 04:13 pm

Dear Kurt,

I really like the following in your comment below: "it's about being half a step ahead of your team, to be ready to answer the questions they are now beginning to ask and the new ones they are about to raise in the next awakening."

I entirely agree. However, for some leaders, there is a prior step needed: to become aware of their team members current needs and concerns and, recognise how competent and developed these people are. In that sense, catch up with them!

Once the leader has done that, he or she can aim for the goal you outline.

Thanks,

Timothy

Timothy Pascoe - date: 2011/10/17 04:07 pm

Dear Richard,

As you say, in the heat of day-to-day leading and all its challenges, it's hard for any leader to remember that he or she has development needs as well.

I was with a team this morning: all good and effective leaders and deeply concerned about the development of their people. However, the focus today was entirely on them. We do this about three times a year and, as result of this process over the last 12 months, they've not only become better leaders of others but much better and self-aware leaders of themselves.

Many thanks,

Timothy

Kurt Rieger - date: 2011/10/17 11:48 am

Hi Timothy - self leadership - it's about being half a step ahead of team, to be ready to answer the questions they are now beginning to ask and the new ones they are about to raise in the next awakening. Organisational leadership is possible by building the team of the individual self leaders specialists with detailed knowledge in their field of expertise. That is the challenge for today in this rapidly changing business environment. There is no single person that can know it all - complexity of modern business makes sure of that!

Richard Harding - date: 2011/10/17 10:04 am

Tim, what a timely and useful reminder of the role of self reflection in leadership and the continuing need to be aware of your own development path as much as those around and supporting you. I love the six point - simple, quick and effective. Stops and makes you think.
thanks for sharing with me. R