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Leadership: in a world of lies and uncertainty

published: 2012-01-30

The developed world is mired in debt. In 2008, it was on corporate balance sheets. Today it’s in the hands of governments. And that’s a critical shift. As Dan McCrum of the Financial Times points out*, businesses are “incentivised by laws and penalties to tell the truth” in their quarterly and other reporting. But, “politicians won’t”! For him, this makes the immediate future dangerous – and investors should prepare to “minimise losses in a variety of extreme events.” For me, this advice applies equally to leaders. So, here are seven actions for you to consider. ... read more

Leadership: the true artists

published: 2011-12-05

“Who the hell cares about art?” That was my first sentence when opening an exhibition last weekend in Sydney. I then summarised three things I believe the best artists do that ensures their audiences care. On reflection, these same three actions answer another question that’s close to my heart: who the hell cares about leadership? So, let me share them and see what you think. In particular, whether the people you lead would say you’re succeeding or not. ... read more

Leadership: yes, but what about self-leadership?

published: 2011-10-17

The renown blogger, Seth Godin, hits home runs oftener than most. Here’s a recent one* that was short but sharp. “The job of the CEO isn't to check things off the agenda. Her job is to set the agenda, to figure out what's next. Now that more and more of us are supposed to be CEOs of our own lives and careers, it might be time to rethink who's setting your agenda.” Putting this another way … as leaders, we need to lead ourselves before we try to lead others. If you can’t do that, you can hardly be a credible or trustworthy model. So here are six aspects of your self-leadership to check – to see if you merit the licence to lead others. ... read more

Leadership: what a load of rubbish!

published: 2011-09-26

According to a recent Harvard Business Review article, “In an era when discontinuity is the only constant, the ability to lead wisely has nearly vanished.” What nonsense. This sort of populist generalisation about leaders makes me mad. I’ve been around for decades and there’s little new in what’s happening today. And, if I’d lived for centuries, the same would be true. Cycles are part of evolution. So are good and bad decisions. And, the main problem today is not in business but politics and government. The failure to legislate and regulate well – and promptly. If you want to follow my rant further, please continue below. ... read more

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: what's your cool quotient?

published: 2011-08-22

London’s Financial Times commented as follows after Apple briefly overtook Exxon as the world’s most highly-capitalised business. “A cool company run by a cool executive (briefly) ruled the corporate world.” That it “ousted an unhip energy company only made it cooler.” An academic adds that cool comes in two sub-types - what I’ll call “together cool” and “far-out cool”. Perhaps, Rupert Murdoch and Warren Buffett exemplify the first - the older, quieter, more assured version. And, Richard Branson and Larry Ellison the second - more maverick and exhibitionist. The FT recommends* mixing both approaches - but gets sidetracked on style. So, let’s explore what leadership actions might give you “combo cool”. ... read more

Leadership: a warning for control freaks

published: 2011-08-08

What did you learn from the “unexpected” GFC? Or, should you learn from the equally “unexpected” North African Spring? Nassim Taleb (the “Black Swan” guy) and Mark Blyth have answered with clarity and insight*. “What the world has been witnessing in Tunisia, Egypt and Libya is … what happens when highly constrained systems explode. Seeking to restrict variability seems to be good policy.” But as Greenspan (and the rest of us!) found out “suppression of volatility in the name of stability … makes complex (financial) systems … extremely fragile.” Prone to explode “unexpectedly”. So, here are seven things you can do to avoid civil unrest in your organisation – and being unceremoniously thrown out of office. ... read more

Leadership: what the world most needs today

published: 2011-08-01

An American friend wrote to me last week that “The Tea Party is a bunch of crazies. But, they have put our intransigence on the table and deserve credit for refusing to just let things go until we are even more bankrupt. The country is crying out for leadership with a vision … a strategic vision for our future.” Regardless of nationality or political allegiance, people around the world are looking for leaders, who lead. What would your people say of you? Leading or a dithering? Deciding or avoiding? Doing or talking? Here are seven actions to consider. ... read more

Leadership: angel and monster - Mother Teresa and Lady Gaga

published: 2011-07-25

We all want the success pill. But, most of us fail to find it. Not least since we’re unwilling to be different. And, even for those who find it, the pill isn’t a quick-acting one. The key is endless practice and perseverance. Check the winners podium. There you’ll see maverick business people like Richard Branson and Steve Jobs – and also others, like Mother Teresa and Lady Gaga. A charity worker and an entertainer. What’s their secret? Here are five things you could explore. ... read more

Leadership: what do they say behind your back?

published: 2011-06-20

“I love deadlines. I like the whooshing sound they make as they fly by.” So said the English humorist, Douglas Adams – thus making light of a failure and its attendant embarrassment. If we repeat such mistakes, they taint our brand and become a significant aftertaste or qualifier. “Fred adds a lot of value … but he’s always late.” Those last four words are the unwashed grit in an otherwise lovely salad. What is your own brand qualifier: that negative warning people add? Here are six to consider. ... 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: great skills, rotten attitude

published: 2011-04-04

Many of us start our careers using a professional skill – as an engineer, accountant, analyst, lawyer or designer. We land our first job based on the quality of our academic results. Early assignments let us show off these skills and hone them – possibly leading to promotion. It’s natural, therefore, to conclude that professional qualifications are our key attribute. Natural, but wrong. We may fail to notice that people don’t like being around us – or may avoid working with or for us. Have you ever faced that realisation? I have: it’s a shock. But, the question is how well you shift – realising technical proficiency is only half a tool kit. Below are two lists that allow you to check this out … and what to do about it. ... 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: WHO’S YOUR "OTHER HALF"?

published: 2011-01-25

Mick Jagger and Keith Richards still work together. It’s a legendary, 50-year partnership. Even if at one time Mick “took care of the details” while Keith “took the drugs”. A recent Economist article* highlights the power of this and other successful pairings. Buffett and Munger at Berkshire Hathaway. Bill and Melinda Gates in their foundation. Rupert Murdoch and a number of lieutenants over the decades at News. But, what’s the wider point? Knowing your weaknesses and ensuring you have others providing the ying to your yang. As a leader, how well covered are you? Here are eight things to check. ... 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: TRAINING AND DEVELOPMENT – AGAIN

published: 2010-10-04

Stars work smarter, not harder. Hence the famous invoice: to hitting machine with hammer – $10; to knowing where to hit – $1,000. The marketplace values outcomes: goals achieved, tournaments won, contracts signed. Think about it: what distinguishes the super salesperson from the talker, the winning golfer from the hacker, the high-return investor from the punter, the artist from the messy painter? It’s not about doing more or tiring yourself out. As the author, Antoine de Saint Exupery, highlighted: perfection is not when there’s nothing more to add but when there’s nothing further to take away. So why does leadership training and development so often leave leaders still below par? Here are some thoughts. ... read more

LEADERSHIP: WHAT’S IT LIKE TO WORK FOR YOU?

published: 2010-09-13

Professor Sutton says bosses matter. Why? Because “95% of all workers have bosses, are bosses, or both … and … for more than 75%, dealing with their boss is the most stressful part of their job.” So, what would your people say of you? And, what can you do to improve? Here are seven pointers from Professor Sutton. They’re a bit cynical but have the tang of real-world experience. ... 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: FIVE FAULTS TO FIX

published: 2010-08-16

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket – that sudden, solve-all event that will get you over the hump in terms of publicity, funding or customer uptake. Many times in launching my V|E|C|T|O|R Leadership business, I’ve wished for such a fairy-godmother moment. Think about it, do you by chance lead your people in similar wishful mode: hoping it will suddenly come right? Here are five traps to think about. And, what you can do to avoid them. ... read more

LEADERSHIP: WHEN YOU’RE NEWLY APPOINTED

published: 2010-08-09

If you’ve just been promoted, you might want to read “Letter to a newly appointed CEO” by Ian Davis, a former Managing Director of McKinsey & Co. It’s a practical checklist whatever your seniority – and even if you’ve been in your role for some time. When did you last re-think your priorities: what to do more of and what less? How to allocate your time? I bet if I asked your colleagues they’d have some suggestions. Why not get in first? Here’s a summary of Davis’s ten points plus some comments. ... 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: WHAT’S YOUR SOVEREIGN RISK RATING?

published: 2010-06-15

Daily papers and serious journals are currently full of articles about sovereign risk. The possibility Greece or other European countries (particularly those fringing the Mediterranean) will default or reschedule their debt. This could undermine the standing and even the survival of the euro. Wikipedia defines it thus: the risk of a government becoming unwilling or unable to meet its loan obligations, or reneging on loans it guarantees. What is the leadership equivalent – and how do people rate you as a risk? Let’s explore some ways to reduce that. ... read more

LEADERSHIP: THINK BIG BUT ALSO SMALL

published: 2010-05-24

Successful leaders offer both an uplifting goal and the steps to get there. The secret’s in the balance. If you’re only visionary, your legacy may well be just that: a high-potential but unrealised dream. People love it, but nothing happens. Equally, if you’re only focused on action and implementation, your people may be busy as hell but going nowhere. On long flights, I sometimes cook up an idea and enjoy the experience of what the outcome might look like – truly the view from 30,000 feet. But later, back at my desk, I have to think about how we’ll get there and my interest wanes. Too much hard work. Which would your people say you are: the dreamer or the detailer? Test yourself: which of the following two statements is more your home territory? ... read more

LEADERSHIP: FOR BETTER CSR

published: 2010-05-17

It’s unusual to read something balanced and practical about CSR. Activists want business to carry the wrap for everything. Apologists limit it to immediate operating activities and what the law requires. True, the primary responsibility is to sell sound products that people want, employ and reward fairly and act honesty and responsibly. But, the authors of a recent HBR article offer an insightful approach to the boundary issue of what is and isn’t a company’s responsibility? They make this erstwhile no-man’s land a fertile ground for corporate creative thinking and commercial good sense. ... read more

LEADERSHIP: PHYSICIAN HEAL THYSELF

published: 2010-05-10

The author of this article opens with an unbeatable leadership confession. He states that “The problem with health care is people like me.” He’s a doctor but the article equally applies if “doctor” is replaced by engineer (my training), actuary, lawyer or any other profession. By definition, leaders start with some specialisation – technical, social or commercial. And the better we perform, the more likely someone will appoint us to lead others – first in the same area and later across others. And the rot starts there – unless, like Thomas Lee, we recognise that changing roles requires changing priorities. Leadership is another profession. But we often fail to see that or we come to it after starting to lose our flexibility of thinking and behaviour. How well would your people say you’ve transitioned? High, medium or low? ... 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: THE WISDOM OF CICERO

published: 2010-04-06

In Rome of the first century BC, most leading politicians were soldiers as well as statesmen. For example, Caesar, Mark Anthony and Brutus. But, one key contemporary was not: Cicero was primarily a thinker, orator and writer. He had huge influence during the final turbulent decades prior to the fall of the Roman Republic and appointment of the first Emperor, Augustus, in 27 BC. John Adams (the second US president) said of him that the world has not produced "a greater statesman and philosopher combined". As leaders, what can we learn from Cicero? Here are four must-haves I've taken from a biography* I read recently. ... 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: DITHERING IS DANGEROUS

published: 2009-11-30

Barack Obama is doing it tough. Few US presidents have faced so many parallel challenges. At home, the GFC has continuing work-out issues and healthcare remains unresolved. Offshore, there's Afghanistan, Copenhagen, Iran, China, Russia and Israel - and they're just the big ones. Sadly, there's rising concern about his capacity to decide and act with courage on a number of these. This is not just from rabid Republicans but also fair-minded commentators at home and abroad. While you and I face tiny leadership challenges by comparison, how would people say you're doing? Here are some thoughts to guide your thinking - and actions! ... read more

LEADERSHIP: BEING UPBEAT IS A CHOICE

published: 2009-10-12

"Today, it's all about confidence" is a comment I heard this week from a friend, who runs an industry association. And, he's right. More than ever, leadership is about having the courage to drive for success. Market signals are ambiguous. So, people's conclusions are driven by personal bias. Bears are super-bearish, and seeking a cave for the economic winter. While optimists see early signs of growth and are leading their cattle out to the new pasture. So, how would your team label you: an optimist or a pessimist? Are you seeking a cave or stepping out? And, if it's a question of attitude, what can you do? ... read more

LEADERSHIP: DON'T WAIT FOR THE MUSIC TO STOP

published: 2009-09-14

How's this? Eighty percent of CEOs expect big changes in their companies' strategies and operations this year! In a calamitous downturn (trashing markets and businesses), people expect organisational change. Well, I'd be concerned if they didn't! The same report also worries about succession. Two thirds of candidates won't be ready for 12 or more months. But, one third being ready seems OK to me. Surely, the real issue is raising performance of all leaders - NOW and in their current jobs. Not playing musical chairs! So, what's your plan - other than waiting for the music to stop? Here are some thoughts. ... read more

LEADERSHIP: FOR SURVIVAL AND BEYOND

published: 2009-07-13

Apart from the paramedics, surgeons and undertakers of the business world, the rest of us are struggling. Only bankruptcy specialists and their like are thriving. Sadly, I'm not one of them. So, I keep fighting; but, I also focus on life beyond the slump. Why? Because we can all learn something from people who've survived gulags and similar camps. The secret is not strength or youth, but vision of a different and better future. So, would your staff say you think beyond surviving the current quarter? And, even if they're impressed with your "fire-fighting", do they sense you're leading them somewhere worth going in the future? From recent discussions, here are some pointers I've heard for leaders to consider. ... read more

LEADERSHIP: LESSONS FROM TIANANMEN SQUARE

published: 2009-07-06

Most of us would rate the Chinese Communist Party as both tough and inflexible. And, we'd be right about tough. But, wrong about inflexible. Reflecting on the twentieth anniversary of the Tiananmen Square massacre, here are some quotes from the May 30th edition of The Economist. "After the massacre, the Communist Party set about transforming itself." And, today, "the outcome is a wholesale reinvention." If colleagues reviewed your leadership over the last two decades, would they report "wholesale reinvention"? Or, more of the same? And, if the Chinese Communist Party can change so radically, what can you learn from it? ... read more

LEADERSHIP: G20, GEE PLENTY

published: 2009-04-08

Committees are often the worst way to get things done. Particularly in nervous times. And, the pre-G20 vibes were net nervous. There was positive energy (particularly from Barack Obama) about working together to restore financial and economic vitality. But, from others, finger-pointing - for example, at bankers and, more generally, those with "blue eyes". And, insistence (from Nicolas Sarkozy) that it would be his solution or none - with a walk-out threatened for good measure. And, as always, cries for legislation and regulation - noisily slamming stable doors after the credits have bolted. Sadly, it's often no different in business. When things go bad, there can be a rush to blaming - and backside covering. Also, pushing personal solutions. So, how have you and your people behaved in the downturn?
... 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: WHAT'S YOUR PLAN?

published: 2009-02-23

High (often unreasonable) expectations await newly appointed presidents - whether taking the helm of a company or a country. For President Obama, this is multiplied manyfold. His personal story, and the dreams it creates for others, breaks hugely with the past. And, he steps up in the face of challenges of hurricane proportions. How will he go? Sadly, if his current economic and financial initiatives fail, the dreams of many may end almost before they're born. So, let's take stock of your leadership (of your team, project or business): how difficult are things going forward? And, what the hell are you doing about them? ... read more

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

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