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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: A LESS WOBBLY GELI

published: 2009-01-26

Manfred Kets de Vries, creator of GELI (the Global Executive Leadership Inventory), is a leading leadership thinker. He's teased out the so-called "soft" human aspect of leadership. But, this aspect is actually the "hard" one: more complex; and less trainable. And, that said, I think his GELI could do with more gelatine! ... read more

LEADERSHIP: AVOID NEW YEAR'S IRRESOLUTION

published: 2009-01-19

Every year's different. But, 2009 looks like being really different. For many, the most challenging year ever. So, let's cut to the chase: as you return to work, which of your stakeholders is most frightened - in relation to their dealings with you and your business? Is it customers, employees, suppliers or, perhaps, your bankers? And, what are you going to do to ensure they don't abandon you?

LEADERSHIP: BUT, I LIKE PEOPLE LIKE ME

published: 2009-01-12

If you were putting together a football team, would you select only people, who play the same position? Probably not. But, that’s what we often do with business teams. No, let's not ask Jenny, she's rather different, and she's not an engineer; and, Fred, he’s only interested in sales. We don’t want anyone who rocks the boat – in other words, with different or confronting views.

Leadership: the frugal option

published: 2009-01-04  - Comment count: 1

Carlos Ghosn, global head of Renault Nissan, talks up “frugal engineering”. He sees it as key to delivering affordable cars in emerging economies like China and India. But, what does he mean? And, by extension, what would “frugal leadership” be? ... read more

LEADERSHIP: COACHING AND SELF-COACHING

published: 2009-01-03

Think of your favourite sporting figure!  Who's their coach?  Call to mind how they watch each play or shot – then gently (often almost invisibly) send a message: to relax, focus, push harder or whatever’s necessary.  It's powerful stuff. 

LEADERSHIP: 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: 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: 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: AND, THE OBAMA CABINET

published: 2008-11-30

As President-elect, three of Barack Obama's earliest appointments have been: Treasury secretary (Timothy Geithner); Director, National Economic Council (Lawrence Summers); and Director, Council of Economic Advisers (Christina Romer) .  Why these roles, and why so quickly? ... read more

LEADERSHIP: THE V|E|C|T|O|R PROMISE

published: 2008-11-30

V|E|C|T|O|R Leadership® is an online leadership action-planning tool. It helps you do two things: first, diagnose what your colleagues need you to do, if they're going to follow and support you; and second, turn this into a plan. Sounds simple - but it's not often done. The cost: as little as $75 - and you can update your plan, email it and access lots of resource material. It's certainly new, and we believe unique.
... read more

LEADERSHIP: ARE YOUR CARROTS FRESH AND SWEET?

published: 2008-11-24

As children, we learnt about rewards.  We got dessert, if we finished our spinach.  We went to the fair, if our rooms were tidy.  It's not surprising therefore that as adults, incentives still work for most of us. 

LEADERSHIP: YES, SWEAT THE SMALL STUFF

published: 2008-11-17  - Comment count: 1

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. 

LEADERSHIP: 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. 

LEADERSHIP: 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. 

LEADERSHIP: BEAT THE BUST

published: 2008-10-28

The Sage of Omaha, Warren Buffett, says the downturn is going to be both deep and long. Global central banks have caught the falling knife of financial collapse. But, there's blood (and shredded reputations) on the floor. And now, the real economy is in for a bad time. Customers are already delaying purchases; banks are loathe to lend - even to good businesses; and, no-one knows what the next fright will be. ... read more

LEADERSHIP: 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.

LEADERSHIP: 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.

LEADERSHIP: 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.