Leadership: the new frontier

published: 2012-02-06

Most of us love the latest thing. Foodies rush to the new restaurant. Techos buy the smarter gizmo. Culture vultures book the must-see show. Leadership groupies chase the latest guru – or tool. Always, the new frontier. But why – and what good does it do you? ... read more

Leadership: are all your sub-personalities pulling together?

published: 2011-04-11

Each of us has a range of characteristics and skills struggling for control of our actions. This morning, my optimistic, creative self may be taking charge. But, following a couple of bad meetings, colleagues may notice that my angry, controlling aspect have taken over. It’s easy – even amusing – to describe but unpleasant for me (and those around me) if the shifts run beyond my recognition and control. For some leaders, such swings are mild and short-lived; for others, more extreme and durable. Using a theatrical metaphor, how many actors are there vying for parts in your leadership production? Do you understand their styles and motivations – and, more importantly, how to direct them? Here’s a way to consider. ... read more

Leadership: great skills, rotten attitude

published: 2011-04-04

Many of us start our careers using a professional skill – as an engineer, accountant, analyst, lawyer or designer. We land our first job based on the quality of our academic results. Early assignments let us show off these skills and hone them – possibly leading to promotion. It’s natural, therefore, to conclude that professional qualifications are our key attribute. Natural, but wrong. We may fail to notice that people don’t like being around us – or may avoid working with or for us. Have you ever faced that realisation? I have: it’s a shock. But, the question is how well you shift – realising technical proficiency is only half a tool kit. Below are two lists that allow you to check this out … and what to do about it. ... read more

Leadership: do you have sufficient fibre?

published: 2011-03-07

A friend of mine compares Mozart adversely with Beethoven. He claims that much of Mozart’s music is like fast food: too much sugar, too little fibre. Right or wrong, this calls to mind a recent complaint I heard from a young executive. Her boss is wonderfully supportive and encouraging but avoids tougher discussions. In terms of your leadership, are you a Mozart or a Beethoven? A dispenser of sugar or fibre? Or what mixture? Check your balance below. ... read more

LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

published: 2010-05-31

Seth Godin is part blogger, part public intellectual. Some days, he really nails a topic. Here’s an abbreviated introduction to a recent posting*.

“The typical American buys precisely one book a year … (but) when it comes to books, there is no typical American. There are a lot of Americans who buy zero books … and then there are people like me who buy 400. The average is irrelevant.”

It’s the old warning of the non-swimmer, who drowned in a river of one-metre average depth. So, what’s the equivalent for your leadership? Are you just taking “average” one-size-fits-all actions? Here’s a three-step alternative.

LEADERSHIP: PHYSICIAN HEAL THYSELF

published: 2010-05-10

The author of this article opens with an unbeatable leadership confession. He states that “The problem with health care is people like me.” He’s a doctor but the article equally applies if “doctor” is replaced by engineer (my training), actuary, lawyer or any other profession. By definition, leaders start with some specialisation – technical, social or commercial. And the better we perform, the more likely someone will appoint us to lead others – first in the same area and later across others. And the rot starts there – unless, like Thomas Lee, we recognise that changing roles requires changing priorities. Leadership is another profession. But we often fail to see that or we come to it after starting to lose our flexibility of thinking and behaviour. How well would your people say you’ve transitioned? High, medium or low? ... read more

LEADERSHIP: DEMONSTRATE SUCCESS NOT HUMILITY

published: 2010-02-08

When someone commented to Winston Churchill that Clement Atlee was a modest man, he famously replied that Atlee had "much to be modest about." I suspect Churchill (in contrast to gurus like Jim Collins) would find the current fashion for bland CEOs unacceptable. Collins says the best are "humble, self-effacing, diligent and resolute souls." Diligent and resolute sound good to me and my four decades of business involvement say they're needed characteristics. But, humble and self-effacing contradict my experience. Some CEOs cultivate quietness and consultation but that's not the same as being humble or self-effacing. So, what kind of CEO are you; and, is it working? Here are some things to ponder. ... read more

LEADERSHIP: THERE'RE ALWAYS CONSEQUENCES

published: 2009-08-03

Come year end, how will you judge your own performance? And, that of your team members? Does everyone have clear and measurable goals? More importantly, are they taken seriously? And, if I fall short, are there real consequences?

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