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Leadership: jargon is your ally and your enemy

published: 2011-07-18

My wife and I recently visited the Venice Biennale including the key national pavilions plus 30 smaller exhibits across the city. As with most expositions (artistic or other), this one ranges from the amazing to, yes, the abysmal. But the explanatory handouts fall within a narrower range: from dismal to abysmal. Full of phrases like “subtracted singularities”, “coloured epiphanies”, “discursive modalities” and “the temple of our contemporaneity”. Jargon can be useful. It facilitates high-value, coded communication between close colleagues. But, it can equally be a smokescreen that sounds smart but is empty of meaning to others. So, how does your own leadership jargon rate? Here are six words, which often come across like Biennale waffle. And, with each, some actions you could take to give your words operational meaning. ... read more

Leadership: when the stakes are really high

published: 2011-06-06

Let’s think of some really big challenges. For a nation, it might be fighting a war. Putting citizens’ lives and the state itself at risk. For a business, it might be a takeover. Thus jeopardising the interests of all stakeholders. For an individual, it might be taking leadership of a failing project. Or, of something bigger than they’ve previously experienced. So, which was your notable challenge that succeeded – where you and others were at risk? And, which was the messy failure? Below are five factors needed for success in any project – whether national or personal. But, the last seems particularly critical when things get really tough. Particularly if you’re competing from a weak position. So, let me know what you think. ... read more

Leadership: how hard are you pushing yourself?

published: 2011-04-25

Do Seth Godin and Jack LaLanne have anything in common? Let’s start with the differences. Seth’s a blogger. Jack in contrast was the godfather of fitness training in America – opening a fitness gym in Oakland, California over 70 years ago. In a recent blog, Seth listed eight things Jack did that made him successful. To my mind, Seth walks in the same shoes. As a leader, how do you rate on the eight factors? More importantly, which one or two should you tone up? ... read more

Leadership: have you tested yours lately?

published: 2011-02-21

Phil Rozenzweig, a professor at IMD in Switzerland, swims against the current. When asked “What’s the next new thing in strategy”, he replied “That’s the wrong question. There’s always new stuff … and most of it’s not very good.” His advice … “Seek what’s true, not new!” This quote leads an article in a recent McKinsey Quarterly that offers ten tests for your company’s strategy. My list below is identical except I’ve inserted “leadership” instead of “strategy” in each test. Check them out and see how you rate. ... read more

Leadership: are you strong, or just a blowhard?

published: 2010-12-06

Seth Godin has done it again. His blog about Demonstrating Strength* highlights 10 actions fearless leaders can take. Frightened ones present a façade of bravado and noise – but often this hides a deep fear someone might discover their weakness or mistakes. In contrast, courageous leaders are happy to be open and honest – about themselves and what’s happening around them. I particularly like Seth’s list as it includes actions that are part of my Leadership Action Planning approach. It’s hard not to like someone, who seems to agree with you – or am I being fearful there? Anyhow, how would your people rate you on Seth’s items in bold below – which I’ve extended with some further commentary? ... 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: HOW MUCH DIFFERENCE DOES IT MAKE?

published: 2009-07-27

We often speak of some part of our organisation running "like a well-oiled machine".  But, we all know business lacks that precise and reliable machine-like character.  It's organic, changeable and often unstable.  Unlike an engine, it's not bolted to a chassis or floor.  It floats in a larger organic pool of economic, competitive and regulatory influences.  No wonder, therefore, people find it hard to measure (and justify) leadership investment.  But, if you've found some good metrics or trustworthy business-performance stats., please let me know (timothy@vectorleadership.com).  In the meantime, here are some arguments to consider. ... 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: INNOVATE - BUT CAREFULLY

published: 2009-05-25

Check out these quotes!  "Your planning process is superb."  It's "excellent ... a very simple but very effective management tool."  And, the resource material is "the best stuff I've seen."  Yes, I'm showing off.  These three recent comments refer to our online Leadership-Action-Planning tool.  And, they're from: the CEO of a web-based business; the local head of a global investment bank; and, the CEO of a specialist insurance business.  Sounds good.  But, we're still struggling for uptake.  So, how's your own (product and process) innovation?  In tough times, innovation's key.  But, it comes with challenges.  So, let's review the lessons. ... 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: HAS GEITHNER GAGGED?

published: 2009-03-16

The US Treasury Secretary, Timothy Geithner, hasn't asked my advice.  But, he looks as though he needs some.  He's like a stalled driver on a railway crossing and the runaway financial express is already on top of him.  His lack of resolve is worrying both Americans and investors across the world.  Obama's land of "hope" and "yes, we can" is at risk of becoming a desert of "nope".  Many CFOs (and their CEOs) face similar challenges - albeit smaller.  So, how are you going?  Perhaps this advice may be of help to you as well! ... 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

LEADERSHIP: CARVING UP THE BUDGET

published: 2008-02-11

Frugality is admired. And, necessity (as they say) is the mother of invention. But often, too much is made of scarcity. The extreme being the romantic notion of the starving artist slaving in a garret and producing works of enduring social value.

... read more

LEADERSHIP: INVESTING AND RESOURCING WISELY

published: 2008-01-21

“Most of business is about placing bets – allocating resources – and making them pay off.” So begins the McKinsey report of its 2007 global survey on resource allocation. But, the good news is balanced by bad. Taking account of sound financial criteria, proven business performance and potential for value creation are reported as leading to good investment outcomes. However, excessive optimism, risk aversion and behind-the-scenes lobbying can darken the picture. Real life is truly real – and at times grubby. ... read more

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