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LEADERSHIP: AVOIDING BLACK-SWAN DISEASE

published:2010-07-26 01:00:00

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

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LEADERSHIP: FOR SUCCESS – AND HAPPINESS

published:2010-07-19 01:00:00

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

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LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published:2010-07-13 01:00:00

Due to a backlog of new registrations to work through this Potshot has been delayed by a day. Our apology to our regular readers

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LEADERSHIP: THAT ONE KEY LESSON

published:2010-07-07 01:00:00

How do you rate yourself on the following five actions? Showing self-awareness?. Demonstrating authenticity, integrity and compassion? Understanding and engaging people as

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LEADERSHIP: FIRST, CREATE THE SKELETON

Maximise clarity of jobs, roles, relationships and responsibilities
Minimise confused reporting, vague accountabilities and turf wars

Our skeleton provides the structure for our body.  Without it, we’d be a wobbly heap of flesh on the floor.  The same is true for organisations.  If the structure isn't clear, it's hard to make things hold together.  What am I responsible for?  Who's my boss?  Who are my peers?  Who are the subordinates I'm responsible for?  These are amongst the first questions we ask in relation to a new job.

Across my 20-plus years of consulting, I've seen individuals and departments with no idea how far their responsibilities extended - or, in some cases, to whom they really reported.  Sadly, some leaders knowingly create such stress and inefficiency.  They believe ambiguity increase internal competition.  They're right, but it's normally destructive - and requires their regular intervention to settle turf wars and disputes.

I'm often asked how to design a good structure.  But, there's seldom a single right answer.  Responsibilities can be split a number of ways.  For example, by geography or function.  And, in a large business, there’s often matrix reporting: to both a local territory boss, and a regional or global product or functional one.

But, here are some thought-starters.  Establish business unit and team organisations to support business goals - since structure follows strategy.  If possible, capture each key business trade-off under a single individual or team.  And, clarify responsibilities and reporting lines, however complex this may be.  Also, push down responsibility and accountability as far as possible.  And, of course, recruit and promote on merit - not just familiarity or friendship.

Whether you're a leader of your own business, or a leader in a large organisation, it's your responsibility to address these types of issues.  If you don't, you open the door to grabs for territory and power, which will favour the tough over the wise.

Get organised!

Categories for this Potshot:

Design structures and roles, Build teams and relationships,



Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®

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