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Leadership: what's your favourite acronym?
published: 2011-12-12
NATO is the acronym for the North Atlantic Treaty Organisation – and it’s typical of the abbreviations that governments love. But what of the acronyms we all used at school to remember lists of facts for our exams? Some provided by teachers, others self-created. And, what of today? Do you use any acronyms to prompt your leadership thinking and actions? If so, it could be a valuable show-and-tell! So, please share below your favourite leadership acronym: something you use as a checklist or guide. To get the ball rolling, I’ll share mine. ... read more
Leadership: a mash up of metaphors
published: 2011-10-31
The Harvard Business Review loves them: authors, who use three or four anecdotes to derive a general principle. But, as Phil Rosenzweig famously showed in 2007*, this is shoddy logic. And, the HBR article (Fire, Snowball, Mask, Movie – November 2011) is the genre Phil dislikes. Read it if you wish but only if you then do your own thinking. Leadership is about problem-solving – not repeating someone else’s tricks or even your own. Each day is new: with different people (or the same ones feeling differently) and different challenges – as the economy churns, competitors attack, suppliers mess up and so on. So, let’s check what the HBR article has to say – and then think a little deeper. ... read more
Leadership: what are you being paid to do?
published: 2011-06-27
Compared with your direct reports, how much bigger is your pay packet? If your employer segmented that premium across the leadership actions you take, how do you think it might be split? In simple terms, employers want you to achieve planned business outcomes. But to achieve these, your subordinates need your guidance and help in delivering them: the higher sales, lower costs, more timely deliveries and other improvements. If your team members (rather than your bosses) were the ones incentivising you, how would they split that extra pay you get as leader? To test this, why not allocate a percentage to each of the following six leadership actions. Once done, show your numbers to a couple of your team members and see what they say. ... read more
Leadership: when you lack pricing power
published: 2011-04-18
Charlie Aitken is my favourite stock-market writer. Today, aside from energy and resources, he says every bit of feedback he gets from companies is the same … “margins under pressure, lack of consumer confidence, genuine rise of the internet as a competitor and a broad lack of pricing power.” Not pretty. So, in the leadership market, how much pricing power do YOU have? Can you justify a salary or bonus increase? Better, how are you building personal competitiveness? Below is a new 3D mindset that shifts your thinking about leadership to become follower driven, future directed and outcome based. Below that is my 3-step approach for planning your leadership actions: making them practical, value-adding and accountable. Together these can change how you lead – and get some pricing power. ... read more
Leadership: your biggest opportunity
published: 2011-03-21
Why do we plan a journey, IT upgrade or product launch? So we reach our destination and goals effectively and efficiently. Achieving desired outcomes; and, doing so with minimum energy and resources. Why then do so many leaders not plan their leadership actions? My observation from four decades of working with CEOs and other executives is that many lead unthinkingly. Often spending time on the wrong things. Underperforming and undermining their credibility. Worst of all, failing to inspire the people they’re meant to lead. Would your people say I’ve just described you – even in part? If so, here’s a three-step solution. ... read more
LEADERSHIP: Michael Moore's a fool
published: 2011-01-10
Some people regard Michael Moore as a fool. His films attack politics, healthcare and capitalism with half-truths, personal denigration and tear-jerk anecdotes. But, for me, these criticisms (and his childlike attention-seeking) mask an important, old-fashioned sense of being a fool. Moore is a modern court jester: the prankster and truth-speaker protected by the king. With the right also to tease the king. Today’s king is freedom of speech – and Moore tests its limits. As a leader, do you encourage such freedom? Do you have a truth-speaker, who points out where the dryrot is in the system? Below is an agenda of six questions for your in-house Michael Moore to pursue. Do you have the courage to protect him – or her? ... read more
Leadership: what's your techical value-add?
published: 2010-11-29
At 7am each Saturday morning, I drive into the small town near our weekender. The sole purpose: to buy croissants for breakfast. They are not just the best in the district. This patisserie regularly wins State and national competitions. Over the years, I’ve come to know Tracy, the owner. He has a successful business and a great team. What’s the key to his success? Well, here are the six things that I believe set Tracy apart and make him highly effective. How would your team say you rate on each of these factors? ... read more
Leadership: what's your reputation rating?
published: 2010-11-01
Recently, a friend sent me a note about the “2020 Workplace” book* – highlighting three themes. First, by 2020, every leader will have a reputation score. Second, leader-led learning will be embedded at work. Three, teams will elect their own leaders. Well, which side are you on: the revolutionaries or conservatives? It probably doesn’t matter. The tide will sweep you away if you don’t keep up. But, how do you build that leadership score? Below are six dimensions to consider, as you plan your journey to the world of 2020 leadership. ... read more
Leadership: is it more like poker or chess?
published: 2010-10-18
Leading often has parallels with playing both poker and chess. As in poker: you can be dealt handsome court cards (say, buoyant markets and customer growth) or the low, unsmiling ones (of supplier problems and staff illnesses). If luck runs your way, you may win regardless of personal ability or effort. And, vice versa, if luck’s against you. In chess, there is less luck (perhaps none), since both sides start with the same resources and options. There is more room for strategy, but less for bluffing – since the pieces and their location are visible to each player. So, which would your people say is more your style: poker or chess? To start your thinking, here are four questions to ask yourself. ... read more
LEADERSHIP: THAT ONE KEY LESSON
published: 2010-07-07
How do you rate yourself on the following five actions? Showing self-awareness?. Demonstrating authenticity, integrity and compassion? Understanding and engaging people as individuals? Showing self-leadership and adaptability? Communicating, particularly listening well – and widely? These are my phrases but, taken together, they encapsulate nearly 80% of the responses to a recent online survey that asked “if you could teach one thing to a young leader, what would it be?” From my decades of working with leaders (and being one), I can’t fault any of these suggestions. Even though, at times and to my cost, I’ve ignored some! But, notwithstanding their importance, they’re less than the full picture. Let me explain why – and suggest what else might be needed. ... read more
LEADERSHIP: FOR GOODNESS SAKE MOVE ON
published: 2010-02-01
As John Maynard Keynes so aptly put it "The difficulty lies not so much in developing new ideas as in escaping from old ones." An example is how old technology always colonises the new. Initially, TV news was just talking-heads - radio newsreaders filmed reading the news. Until, of course, producers realised the new medium allowed them to cut away to the accident, political leader or fashion show being described. Today, many businesses struggle to reinvent themselves online and exploit its new and hugely different potential. Is the same true of your leadership? Are you stuck in old approaches - even some perhaps, which may never have worked all that well for you? Here are six things to check. ... read more
LEADERSHIP: NO MORE ABSTRACTIONS, PLEASE
published: 2009-08-24
Politicians talk in abstractions - about future growth, long-term sustainability, equal access and so on. And, voters love it. Why? Because we each interpret their generalities to suit our own needs and desires. For me, "growth" may mean a job; for you, more infrastructure; and, for the government, a higher tax base. Sustainability and access: well, they mean a million things to a million people. This may work well on the campaign trail. But not day-to-day in business. Your people need to know exactly what you have in mind: not only for the division but also for them. So, how clear are you? What would your team say? I personally must own up to being too abstract in a recent Potshot. Let me explain. ... read more
LEADERSHIP: STOP THE HUMAN SACRIFICES
published: 2009-08-10
As a king, commander or leader in Ancient Greece, you'd sacrifice an animal before a major journey, battle or personal undertaking. And, perhaps visit the priests and oracle at Delphi. But today, decision-making is mostly more rigorous and analytical. Planning replaces hoping. But, not in leadership. Many leaders still base their actions on oracular generalisations from gurus - or acolyte consultants. And this involves human sacrifice. Their team members may not be dead physically, but they are organisationally: frustrated, unmotivated and unfulfilled. Sound familiar - for you as a follower or as a leader? So, who are the sacrificial lambs in your organisation? And, what can be done? ... read more
LEADERSHIP: MULTI-TASKING THROUGH THE DOWNTURN
published: 2009-06-01
Hands up anyone who wants to be a business leader today! No-one? I'm not surprised. If you run a big organisation (particularly in financial services), you're clearly a crook. If it's a small business, the banks won't roll your loans. And in between, you're still a dirty capitalist; and, surrounded by staff fearful for their jobs; and, with customers who've probably already opened the window and jumped. So, what's your leadership strategy going to be? ... read more
LEADERSHIP: THE ART OF LIBERATING TALENT
published: 2009-05-11
An article in The Economist (October 5, 2006)* highlights the value of "brainpower (both natural and trained) and especially the ability to think creatively." It states that "the value of 'intangible' assets - everything from skilled workers to patents to know-how - has ballooned (since 1980) from 20% of the value of companies in the S&P 500 to 70% today." Also that "the proportion of American workers doing jobs that call for complex skills has grown three times as fast as employment in general."
... read moreLEADERSHIP: OF GENERATIONS X, Y AND Z
published: 2008-12-28
School teachers often teach - and, therefore, have to lead - students of a common age. But, most of us lead teams covering a range of ages. So, why the fixation with the leadership needs of Generation X or Y, or any other letter of the alphabet? An effective leader engages people of all ages - and types. And, I'll bet X and Y are as diverse as any group. ... read more
Leadership: recession but no depression
published: 2008-12-21
Times are tough - economically, but also psychologically. Calls to a national executive counselling service are up 25% year-on-year, according to a report I read today. And, training and development budgets are getting the chop. We're all under pressure: to maintain business performance, cut costs and hold our jobs. There’s no easy answer, but being smart beats being depressed. ... read more
LEADERSHIP: YES, SWEAT THE SMALL STUFF
published: 2008-11-17
You won't become famous by being efficient. It’s too mechanical. But leaders are brought down by the opposite. Inefficiency is something your detractors can point to. It annoys – and offends – people. No one likes their time being wasted.
... read moreLEADERSHIP: STAY AHEAD
published: 2008-11-10
If you can’t keep up, you're part of the problem not the solution. And, this is true for leaders, as for anyone else. If you don't understand how your business works today – the market trends, new technologies, economic drivers and so on – then, people won't want to follow you. As in a primitive tribe, they’ll leave you to die.
... read moreLEADERSHIP: BEST PRACTICE
published: 2008-11-03
Benchmarking and intellectual property are modern buzzwords. No business plan or conference is complete without them. But, as with all jargon, they're more talked of than seriously applied. Why? Because, application is hard work. And, benchmarking leads to comparing my company, division or team with others. And, that's potentially embarrassing. So, let's talk but perhaps not do too much.
... read moreLEADERSHIP: PROFIT'S NOT A DIRTY WORD
published: 2008-10-27
Without profit, cash dries up, investment stops and the business fails. For CEOs, profitability and its supporting measures, such as cash flow and return on investment, are a constant focus. They’re the business's vital signs: corporate blood count and heart rate. And, particularly important for small businesses with thinner reserves.
... read moreLEADERSHIP: THE MIDAS TOUCH
published: 2008-10-20
The legendary King Midas had a special gift. Everything he touched turned to gold. Sounds great, but it wasn’t good for his diet - and he died. However today, having the "Midas touch" means the ability to make money. And, many business leaders have this special skill. They smell what's profitable and what's not.
... read moreLEADERSHIP: CUSTOMER PROFILING AND MUCH MORE
published: 2008-10-13
I've got clients I've worked with for decades. This may reflect badly on their judgement. But, for me, it’s a source of great pleasure. I understand them and their organisation; and, how they think; what they value; when to listen and when to talk; and, in some cases, when to shout. This enables me to add greater value.
... read moreLEADERSHIP: THE SMALL BUSINESS SUPERCHARGER
published: 2008-06-30
For many small business owners, survival is an ever-present issue. There are so many challenges. Finding customers. Delivering the product or service. Holding good staff. Managing cash and so much else. What's the key? To staying afloat - and, more importantly, growing and succeeding?
... read moreLEADERSHIP: THE MISSING LINK IN BUSINESS PLANNING
published: 2008-06-02
Why do organisations fail? Or, succeed? Breakthrough technology may help. So can low-cost production. Or, superb marketing. But behind all this, one finds leadership. Whether it's Murdoch, Gates or Mittal driving growth and achievement; or, Wagoner, Lay or others causing their companies to stumble. But, their's are huge global businesses.
... read moreLEADERSHIP: FINDING YOUR "SILVER FOLLOWERS"
published: 2008-05-26
Think of the all-time favourite stories. Many describe a heroic journey: a man or woman leading colleagues in pursuit of an exciting goal. In comparison, being a leader in business is not usually heroic. You don’t have to fight dragons or dive to the bottom of the sea. However, as leader of any team, you share one thing in common with the legendary leaders. There’s no journey, if people won’t follow.
... read moreLEADERSHIP: SIX KEY WORDS
published: 2008-05-12
To understand Italian opera, you only need five words - or, so they say. Here's the list: morte (death), amore (love), maledizione (curse), adio (farewell) and andiamo (let's go). Supposedly, these will guide you through any romantic tale.
... read moreLEADERSHIP: 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?
... read moreLEADERSHIP: IT'S ABOUT LEADING, NOT READING
published: 2008-03-31
Throw out all those books on leadership, and the pile of articles on your desk! Reading what other leaders do (or recommend) is like going to the movies or watching TV. It’s entertainment. Sometimes inspiring but mostly irrelevant - and soon forgotten. Most of us don’t need to be General Patton or Rupert Murdoch. We just need to lead that team we see, talk and do things with every day at work. ... 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: 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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