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Leadership: do you have Ali Baba's secret code?

published: 2011-09-19

“Open Sesame!” was the command Ali Baba used to pass the magic entrance to the cave where the 40 thieves stored their treasure. Many of us have similar phrases to activate our leadership. Some say “Define the vision.” Others “Motivate your people.” Like Ali Baba’s words, these may get you in – and let you experience early happiness. But, like Ali’s greedy brother, Cassim, you also need the right command to exit. Lacking this, he was caught and killed by the thieves. Below are six leadership access statements I’ve heard executives use – and for each, a command to complete the task and get you out again. Let us know what you think. ... 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: TURNING AROUND FAILURE

published: 2010-09-06

I’ve just discovered that my favourite blogger, Seth Godin, is also a columnist with the Harvard Business Review. However, even in this mainstream venue, he retains his quirky preoccupation with what’s wrong in the world. He prises open our minds and this is certainly true when he redefines failure, so we recognise various forms of “getting by” as actually various ways of failing. Below are his eight examples with his introductory wording. For each, I’ve appended an action option – taken from my V|E|C|T|O|R Leadership framework. Ask yourself this: how would colleagues rate you on your readiness to take such actions? ... read more

LEADERSHIP: HOW’S YOUR KNOWLEDGE AND COURAGE?

published: 2010-08-30

What do lobsters, scorpions and bees have in common? Yes, a capacity to inflict a nasty bite. But they also all lack a spine. An exoskeleton (the lobster’s hard shell) is all that holds their bodies together. There’s no internal bone structure. Some leaders are like this. Outer toughness and a nasty bite: the cutting remark or petulant decision. But little inner structure or resolve that makes for true leadership that will deliver results and build respect. What would people say about you: outer show or inner strength? Here are some action options. ... read more

LEADERSHIP: OLD LESSONS, NEW SETTINGS

published: 2010-04-12

I wrote recently about the Roman statesman, Cicero, highlighting his focus on principles, communication, courage and succession*. I've reflected further and identified five leadership lessons from the political world in which he lived (106-43 BC). The first resonates strongly with more recent events in the Iraq. Importantly, each has implications for business leadership today. So, if I interviewed your peers and staff, how would they rate you on each of the lessons? High, medium or low? What do you need to do to improve on each one? ... 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: POWER AND PURPOSE

published: 2010-01-28

US decline and China's inexorable rise are much talked of.  But, in a recent article, Josef Joffe* concludes his rebuttal thus.  "Gainsayers will still dramatise China's growth rates as a harbinger of a grand power shift.  But as the 21st century unfolds, the US will be younger and more dynamic than its competitors."  Whether right or wrong, it's an important issue.  And, his arguments have resonance for the durability of leaders, as well as nations.  He stresses the requirement for "requisite power and purpose."  If asked, would your colleagues say you still have these? ... 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: 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: PROVIDING THE NECESSARY RESOURCES

published: 2009-05-04

Speaking of the Battle of Britain, Winston Churchill immortalised the heroic few, whose bravery saved the lives of many.  History is full of similar (but often less upbeat) stories.  One that comes to mind is the WWI landing at ANZAC Cove in Turkey, where bungling by Churchill and other leaders left a small contingent of Commonwealth troops outnumbered and under-resourced.  Many died in attempting the job they'd been given.  In terms of your own leadership (particularly in the current downturn), what would your people say about your provisioning and support - in the context of what you've asked them to do? ... read more

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. ... read more

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.

... read more

LEADERSHIP: MAKING CHANGE POSSIBLE

published: 2008-07-14

It's lovely to sit and dream: imagining a better future. But, it takes energy to work out how this might be achieved; and, the real work begins when you have to start organising and implementing. ... read more

LEADERSHIP: IT'S WHAT YOU DO THAT COUNTS

published: 2008-06-09

Action is the language of leadership.  As elsewhere in life, it's what you do that counts.  Yes, you need to meet with people and talk a lot.  But, the bottom line is "walking the talk."  Action, not theory. 

... read more

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