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Leadership: your four lessons from Japan's decline

published: 2011-05-02

Nature has recently dealt the Japanese a deathly blow – and our hearts go out to them. However, as with most of us, the harder blows are often self-inflicted. In the 1980s, Japan was still the coming economic power – as China is today. Journalists wrote breathlessly of Japan’s super-reliable manufacturing, its highly valued banks and growing position in the world. All exemplified by its zaibatsu buying operations and assets across the globe. More recently, in contrast, the Japanese narrative is one of stagnation and decline – the home of compromised leadership and inability to change. So, if you’re currently a successful leader (of a team or business), how do you ensure this continues and doesn’t stagnate? Here are four things to do. ... 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: Steve Jobs and nose jobs

published: 2010-11-15

Steve Jobs is a revolutionary. Few upend as many industries. Not just computing but also music and publishing. A Gutenberg of our era. A Black-Swans breeder, who takes home the prizes. But, what about you and me? Perhaps renewal (rather than revolution) is more our thing. In my case, I’ve just released a new VECTOR Leadership site. With more functionality and product – and much better looking. But, interestingly, it has a small Black Swan nestling inside (a Black Cygnet, perhaps) waiting to waddle from the nest. Leadership Action Planning remains undiscovered by many. Most leaders are still stuck with self-reflective profiles or backward-looking evaluations. More of that later. But, in terms of your business and leadership, what’s needed: revolution or renewal? ... read more

Leadership: what's it worth to you?

published: 2010-10-25

When you next walk into a shop, eyeball the owner and work out what’s going on in their head. Do they see you as a browser come to mess up the shelves or a bargain hunter, who might buy a sale item, or a potential long-term customer, with a lifetime revenue-stream attached? If smart, it will be the latter – and, they’ll seek to build your trust and loyalty. That’s bankable. In this vein, how do you view your leadership? A responsibility distracting you from your real work, the price for having been successful or perhaps a chance to make a difference and help others? More mundanely, have you calculated the financial payoff? But whatever your motivation, think about your leadership not in terms of today’s annoyance or immediate benefits. Like a shop-owner, think of building loyalty in others and thus enhancing long-term value across your career. Here are some thoughts on how. ... read more

Leadership: when appearances count

published: 2010-10-11

We’re often told: don’t judge by appearances. It’s a nice sentiment. But, in the real world, it’s bunk. Appearances count, particularly for leaders – both in terms of “being visible” and considering “how things look”. George Bush’s tardiness in visiting New Orleans post Hurricane Katrina was a double black cross on his card. He wasn’t there; and, his misjudgement of priorities looked bad. Similarly, it was a negative call for BP’s CEO, Tony Hayward, to take time for a sail with his son rather than focusing (and being seen to) 24x7 on the Gulf of Mexico oil spill. How do you stack up in this regard? What would people say? ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT – AGAIN

published: 2010-10-04

Stars work smarter, not harder. Hence the famous invoice: to hitting machine with hammer – $10; to knowing where to hit – $1,000. The marketplace values outcomes: goals achieved, tournaments won, contracts signed. Think about it: what distinguishes the super salesperson from the talker, the winning golfer from the hacker, the high-return investor from the punter, the artist from the messy painter? It’s not about doing more or tiring yourself out. As the author, Antoine de Saint Exupery, highlighted: perfection is not when there’s nothing more to add but when there’s nothing further to take away. So why does leadership training and development so often leave leaders still below par? Here are some thoughts. ... read more

LEADERSHIP: INNOVATE OR BE THE NEXT DODO

published: 2010-09-27

After last week’s Potshot (based on an outstanding article by Shoshana Zuboff), I searched for this one, which I wrote back in April. I discovered it never got posted. But, I think it’s still worth publishing, since it touches on the same life-and-death commercial imperatives that Professor Zuboff presents so starkly. ... read more

LEADERSHIP: FIVE FAULTS TO FIX

published: 2010-08-16

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket – that sudden, solve-all event that will get you over the hump in terms of publicity, funding or customer uptake. Many times in launching my V|E|C|T|O|R Leadership business, I’ve wished for such a fairy-godmother moment. Think about it, do you by chance lead your people in similar wishful mode: hoping it will suddenly come right? Here are five traps to think about. And, what you can do to avoid them. ... read more

LEADERSHIP: AVOIDING BLACK-SWAN DISEASE

published: 2010-07-26

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 global financial system more robust via a series of simple but dramatic changes to our thinking and policies. However, his lessons apply way beyond finance and I’m going to apply some of them to leadership. How do you think colleagues would rate you on the issues below? ... read more

LEADERSHIP: FOR SUCCESS – AND HAPPINESS

published: 2010-07-19

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 after the operation, my wife asked me to step down from chairing a major fund-raising appeal for my daughter’s school. This seemed reasonable and I agreed. Overnight, however, I came to a different view: what was the point of being alive if I turned my back on this type of activity? We all face such decisions but, as Christensen points out in the July-August edition of the Harvard Business Review (2010), we must be proactive in formulating our life strategy. Are you clear about what you’re doing to ensure you are successful, have a happy family life and live by rules of which you can be proud? Below are Professor Christensen’s three strategic questions. ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published: 2010-07-13

Google returns 16 million responses for leadership training and 29 million for leadership development. But this begs the question of what is the best approach to either – and a deeper question: do current practices work? From my experience, much of what businesses spend is sub-optimal or wasted. Let me explain. ... 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: ARE YOU DRIVEN BY VISION OR VENGEANCE?

published: 2010-06-28

Kevin Rudd resigned his Prime Ministership rather than face being voted out by his own party colleagues. What transformed a resounding electoral win in December 2007 into this current humiliation? More importantly, as leaders, how can you or I avoid such outcomes? And, what are the warning signs? Here are half a dozen. ... read more

LEADERSHIP: SPREZZATURA – DO YOU HAVE IT?

published: 2010-06-21

I quoted Seth Godin recently and would like to again. He’s a world-famous blogger and, as quite often, the following is quirky. “Sprezzatura … is Italian for being able to do your craft without a lot of visible effort. It’s a combination of élan and grace and class … the opposite of loud grunts while you play tennis or a lot of whining and fuss when you help out a customer*.” As a leader, do you have sprezzatura? Or do you draw attention to yourself? ... read more

LEADERSHIP: WHAT’S YOUR SOVEREIGN RISK RATING?

published: 2010-06-15

Daily papers and serious journals are currently full of articles about sovereign risk. The possibility Greece or other European countries (particularly those fringing the Mediterranean) will default or reschedule their debt. This could undermine the standing and even the survival of the euro. Wikipedia defines it thus: the risk of a government becoming unwilling or unable to meet its loan obligations, or reneging on loans it guarantees. What is the leadership equivalent – and how do people rate you as a risk? Let’s explore some ways to reduce that. ... read more

LEADERSHIP: THINK BIG BUT ALSO SMALL

published: 2010-05-24

Successful leaders offer both an uplifting goal and the steps to get there. The secret’s in the balance. If you’re only visionary, your legacy may well be just that: a high-potential but unrealised dream. People love it, but nothing happens. Equally, if you’re only focused on action and implementation, your people may be busy as hell but going nowhere. On long flights, I sometimes cook up an idea and enjoy the experience of what the outcome might look like – truly the view from 30,000 feet. But later, back at my desk, I have to think about how we’ll get there and my interest wanes. Too much hard work. Which would your people say you are: the dreamer or the detailer? Test yourself: which of the following two statements is more your home territory? ... read more

LEADERSHIP: WHY WAS GOLDMAN SACHS SO STUPID?

published: 2010-04-19

There have been two volcanoes in the news recently: one spewing ash into the air over Iceland and much of Europe; the other igniting a potential fire-storm of banking regulation and litigation in the US and elsewhere. The first warns of nature’s unparalleled power; the second of man’s repetitive stupidity. The Goldman case is commercially extreme – in scale and implications. However, as leaders, we daily face moral questions: does this customer deserve her money back – regardless of the fine print? Given what I know, must I retrench my biggest-selling salesman? Are the representations I’m making about this product true? By a career of such decisions, we build our image and brand – as a company and as a leader. If I polled your staff and customers, how would they rate you on honesty and integrity? For some of us, particularly a few of the very, very smart, this is the biggest (and most dangerous) blind spot of all. Let’s explore this a bit further. ... read more

LEADERSHIP: THE WISDOM OF CICERO

published: 2010-04-06

In Rome of the first century BC, most leading politicians were soldiers as well as statesmen. For example, Caesar, Mark Anthony and Brutus. But, one key contemporary was not: Cicero was primarily a thinker, orator and writer. He had huge influence during the final turbulent decades prior to the fall of the Roman Republic and appointment of the first Emperor, Augustus, in 27 BC. John Adams (the second US president) said of him that the world has not produced "a greater statesman and philosopher combined". As leaders, what can we learn from Cicero? Here are four must-haves I've taken from a biography* I read recently. ... 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: WHEN GOOD-TO-GREAT IS ONLY LUCK

published: 2009-11-23

Business gurus and their books are full of magic formulae for achieving business and career success. It's alluring: we all want to succeed. And, they often clothe their advice in research across hundreds of companies or thousands of leaders. Very impressive on the surface. But, at bottom, it's all just another medieval philosopher's stone - promising to transmute stodgy lead into winner's gold. Lovely words but not for real. And, all too often, later review will indicate this "great" company has now slipped back, and that exemplary leader has fallen from grace - or, worse, is doing time. But is there something we can learn here?
... read more

LEADERSHIP: THE POWER-DRESSING PARALLEL

published: 2009-11-16

Before I meddle with your mind, let me meddle with your wardrobe. What are you wearing today? And, why? When dressing this morning, you probably had a choice in your closet: suits, casual stuff, even beach wear. And, you made a selection. Perhaps you thought: where am I going; and, how do I want to come across? Appropriate dressing isn't a default action of grabbing the first thing you see. And, effective leadership is similar. Conscious choosing; not what worked in a different situation; or, what your boss used to do. But what's right for leading your current people in their current situation. So, why's that so difficult? ... read more

LEADERSHIP: BRIDGING FROM TRAINING TO TRACTION

published: 2009-11-09

I remember my first skiing lesson. A cold sunny morning, in a shallow bowl, above the then tiny village of Obertauern in Austria. A German friend was showing me the basics: standing up, snow-ploughing, turning and so on. I felt safe and we had the place to ourselves. But, I remember even more vividly my first attempt to get down the mountain. The learning didn't seem to work. I had the theory but no plan for the reality of steeper slopes. And, for the next week, I made a fool of myself - with much time spent face down in the snow. Sadly, it's often like that with leadership: what you take from the training sessions doesn't translate quickly enough to the steep slopes of day to day leadership. So, what can you do? ... read more

LEADERSHIP: 7 HABITS OF HIGHLY INEFFECTIVE MANAGERS

published: 2009-10-26

I'm no techo, nor a digital native. But Langdon, V|E|C|T|O|R's technology manager, tries to educate me. And, recently forwarded an article by Nari Kannan from www.it.toolbox.com* - and, I've borrowed its title for this Potshot. It's a play on a famous book title and the seven negative habits he lists are all too common - and, not just in IT. So, why not check below and rate yourself - and see what options you have to overcome such habits! ... read more

LEADERSHIP: ARE YOU AMATEUR OR PROFESSIONAL?

published: 2009-10-19

Heading for work recently, I ran into a neighbour I don't see very often. He was leaving for his Wednesday, early-morning game of golf. I noted his smart, all-weather jacket and his bag of high-quality clubs. Clearly a serious player, I thought. But, from our brief conversation, I soon learnt that though he'd played for years, he was still a hacker. Sadly, many of us are like that with our leadership. We do it every day and we've been at it for years. But we make little improvement. We're paid (and are therefore professionals) but we lead unthinkingly, like total amateurs. So, what do serious golfers and leaders do? And, could you do the same? ... read more

LEADERSHIP: BEING UPBEAT IS A CHOICE

published: 2009-10-12

"Today, it's all about confidence" is a comment I heard this week from a friend, who runs an industry association. And, he's right. More than ever, leadership is about having the courage to drive for success. Market signals are ambiguous. So, people's conclusions are driven by personal bias. Bears are super-bearish, and seeking a cave for the economic winter. While optimists see early signs of growth and are leading their cattle out to the new pasture. So, how would your team label you: an optimist or a pessimist? Are you seeking a cave or stepping out? And, if it's a question of attitude, what can you do? ... read more

LEADERSHIP: NOT ANOTHER ASSESSMENT TOOL

published: 2009-10-05

A CEO recently showed me a tool she's considering - to help lift her own and her team's leadership effectiveness. She asked what my criteria would be for choosing such a tool. I highlighted the five listed below. How do tools you've used measure up? ... read more

LEADERSHIP: BEWARE SELF-DELUSION

published: 2009-09-28

Half a dozen times in the last 20 years, I've worked with a CEO, who'd completely lost touch with reality. In discussing strategy, they believed themselves as informed and proficient as they'd been in their prime. Whether talking about customers, markets, technology or staffing, they knew it all - and, worse, felt no-one was ready to succeed them. But, in each case, their colleagues (particularly their immediate team) saw the fading powers - and the growing self-delusion. So, how would your team rate you on objectivity versus conceit? Are you honest about your strengths and weaknesses - and your use-by date? Here are six check-points. ... 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: DON'T WAIT FOR THE MUSIC TO STOP

published: 2009-09-14

How's this? Eighty percent of CEOs expect big changes in their companies' strategies and operations this year! In a calamitous downturn (trashing markets and businesses), people expect organisational change. Well, I'd be concerned if they didn't! The same report also worries about succession. Two thirds of candidates won't be ready for 12 or more months. But, one third being ready seems OK to me. Surely, the real issue is raising performance of all leaders - NOW and in their current jobs. Not playing musical chairs! So, what's your plan - other than waiting for the music to stop? Here are some thoughts. ... read more

LEADERSHIP: THE LOWEST-HANGING FRUIT

published: 2009-09-07

To the question "Why aren't things going to plan?", a cynic commented "Because there ain't no plan." And, from time to time, this afflicts all aspects of business. The well-conceived launch is modified so often it ends up having no real plan. The technical upgrade is derailed by a system failure and morphs into a series of ad-hoc adjustments. The long-planned acquisition becomes overrun by legal and ego battles, and key conditions get forgotten. The results: time and cost overruns; and, crashed performance. But, for leadership, most people don't even start with a plan - of actions to ensure people will want to deliver a successful project. And, that's why leadership is the lowest-hanging fruit of performance improvement. And, it's also high-energy fruit, affecting all business functions. ... read more

LEADERSHIP: IT STARTS WITH LEADING YOURSELF

published: 2009-07-20

It's a wry statement but true: every overnight success is preceded by ten years of slog. A serial entrepreneur said this to me recently. He was talking about his current business venture that's struggling to get traction. But, the same statement also applies to leadership. Getting to the top is a testament to discipline and courage. At each stage, the discipline to make a plan. And, the courage to implement it. Do you have that? And, know what it means today? ... read more

LEADERSHIP: LESSONS FROM TIANANMEN SQUARE

published: 2009-07-06

Most of us would rate the Chinese Communist Party as both tough and inflexible. And, we'd be right about tough. But, wrong about inflexible. Reflecting on the twentieth anniversary of the Tiananmen Square massacre, here are some quotes from the May 30th edition of The Economist. "After the massacre, the Communist Party set about transforming itself." And, today, "the outcome is a wholesale reinvention." If colleagues reviewed your leadership over the last two decades, would they report "wholesale reinvention"? Or, more of the same? And, if the Chinese Communist Party can change so radically, what can you learn from it? ... read more

LEADERSHIP: HOW SERIOUS ARE YOU?

published: 2009-06-29

In the years before his conversion to Christianity, St Augustine of Hippo is quoted as having prayed: please make me virtuous but not yet. Similarly, many of us want to be better leaders but won't invest the effort and energy necessary to shift how we operate. So, let's check other areas in which we've all changed in recent years - and contrast these with how (if at all) we've upgraded how we lead those we rely on for the success of our projects. ... read more

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? ... read more

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? ... read more

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? ... read more

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? ... read more

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. ... read more

LEADERSHIP: EDISON NEVER STOPPED TINKERING

published: 2008-08-11

New ways often bring new words; or reinvigorate old ones. "Betterment" is a case of the latter - and something every leader must deliver. A strategic rethink may set a whole new direction for your business. However, between these major shifts, there's lots of room for innovation and upgrades. That's betterment.

LEADERSHIP: CREATIVE DESTRUCTION

published: 2008-08-04

General Motors was once a paragon of American business. It's now in serious decline. Its plight illustrates what a famous economist called “creative destruction.” New industries, products and services rise to prominence; but, later lose their traction. Horse-drawn carriages gave way to automobiles - ushering in gas stations but destroying buggy-whip manufacturers. Gas guzzlers had their time on the road, but were overtaken by energy-efficient compacts. And now hybrids; and, so on.

LEADERSHIP: LIFTING MY GAME

published: 2008-05-05

How was your last leadership performance review? And, feedback from colleagues? Was the employee survey result less positive than you'd like?

LEADERSHIP: GETTING THAT JOB

published: 2008-04-28

What's the secret to being chosen? Sadly, there's no one answer. But there are sensible pointers. The right experience and qualification; presenting well; and, writing a good resumé. But years of experience (as both an executive and consultant) tell me the acid test is record of consistently delivering results.

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: A STEP UP FROM MANAGEMENT

published: 2008-04-14

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.

LEADERSHIP: WHAT'S IN A BRAND?

published: 2008-03-24

The article "Building a Leadership Brand" (HBR July/August 2007) is excellent. Assuming, that is, you’re a CEO or HR strategist in a major global corporation. In other words, a few hundred people. But, what about the rest of us: working in smaller organisations, or leading our own businesses? And, worrying daily about delivering products and services, dealing with staff and hoping to improve productivity and profits?
... read more

LEADERSHIP: PRACTICE, PRACTICE, PRACTICE

published: 2008-03-17

The article, "The Making of an Expert" (HBR July-August 2007), is worth reading if only for one line: experts are always made, not born. And, as the authors stress, this is as true for business leaders as sportspeople, scientists and artists. But how? Years of "practicing intensively"; focusing on "tasks beyond your current level of competence and comfort"; and, having a coach not only to guide you but "help you learn how to coach yourself." ... read more

LEADERSHIP: BEING GOOD AT WHAT YOU DO

published: 2008-02-11

Richard Rumelt’s CV includes conquering both mountains and new territory in business thinking. In the latter, from an analytical base, he’s disproved many old assumptions. One of his most notable findings is as follows: being in the right industry does matter, but being good at what you do matters a lot more – regardless of your industry. ... read more

LEADERSHIP: HOW WOMEN CAN GET TO THE TOP

published: 2008-01-28

The authors of “Women and the Labyrinth of Leadership” take a new viewpoint on the challenge women face in rising to senior leadership roles. They emphasise deep systemic problems rather than a single obstacle such as the glass ceiling, which has dominated debate for 20 years. In their view, “by depicting a single, unvarying obstacle, the glass ceiling fails to incorporate the complexity and variety of challenges that women can face in their leadership journeys.” However, notwithstanding this broader perspective and a wide-ranging review of available research, the authors don’t come up with a lot that’s new – or, more importantly, that a woman executive can directly control. So, is there an answer? ... read more

LEADERSHIP: THE BLACK SWAN STRATEGY

published: 2008-01-14

Black swans don’t exist; only white ones. Or, that was the belief until European explorers found some swimming happily in Australia, that land of strange animals and even stranger people! John Stuart Mill picked up the conceptual possibilities in such evidence: the non-existent actually existing. And, Nassim Nicholas Taleb is the latest to popularise the implications of an unknown unknown coming to be known. And, one hopes Donald Rumsfeld has bought a copy of his book, The Black Swan. It might have helped. ... read more

LEADERSHIP: FOR REAL-WORLD MANAGERS

published: 2007-08-28

Business-school journals publish “more than 20,000 articles each year.” And, the Economist magazine says these remain “almost universally unread by real-world managers”. A frightening indictment. And surprising, since “business schools inhabit a highly competitive world.” And, it’s even more competitive for their thousands of graduates – and the millions of other managers and leaders, working in large and small businesses around the world. ... read more

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