Leadership: the new frontier

published: 2012-02-06

Most of us love the latest thing. Foodies rush to the new restaurant. Techos buy the smarter gizmo. Culture vultures book the must-see show. Leadership groupies chase the latest guru – or tool. Always, the new frontier. But why – and what good does it do you? ... read more

Leadership: when time is money

published: 2012-01-16

As Woody Allen famously said: 80% of success is showing up. Appearing on time, delivering as promised; doing what’s needed. For me, two standouts on the Allen test are my accountant and my gardener: both great at what they do and, above all, hassle free. They deliver. And, it’s been the same for 20 years in each case. Wouldn’t it be fabulous if the leaders of Germany, France and other euro countries could be as effective and efficient in dealing with their current problems. If only they would grasp the nettle: write off a swag of Greek debt, strengthen the European central bank and stability fund, stimulate their individual economies – and let everyone move on. Time is of the essence and soon it may be too late. For them (and the EU), time is truly money. For us as leaders, here are four guidelines to keep in mind. ... 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: putting social media to work internally

published: 2011-10-24

Cemex, the global Mexican cement company, has over 500 communities worldwide using its collaborative platform called “Shift”. They solve local problems by engaging global talent. The platform mixes wikis, blogs, discussion boards and Web-conferencing. In one project, 400 employees across its ready-mix businesses slimmed the product range – creating an ongoing global catalogue. Cemex is huge. But what are the lessons you and I can take and use? ... 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's your unbreakable promise?

published: 2011-08-16

As a leader, what are the three things you’ll never do? Break a promise? Fail to show up? Dress someone down in public? Or, what? Seth Godin, the well-known blogger, recently offered a list that he titled “Delivering on never”*. It’s a fun title but what does it mean for your leadership? His focus on customers is spot on for us as leaders. Our teams and other followers are the customers for our leadership. So, here are five things that will help to make them buy. ... 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: are all your sub-personalities pulling together?

published: 2011-04-11

Each of us has a range of characteristics and skills struggling for control of our actions. This morning, my optimistic, creative self may be taking charge. But, following a couple of bad meetings, colleagues may notice that my angry, controlling aspect have taken over. It’s easy – even amusing – to describe but unpleasant for me (and those around me) if the shifts run beyond my recognition and control. For some leaders, such swings are mild and short-lived; for others, more extreme and durable. Using a theatrical metaphor, how many actors are there vying for parts in your leadership production? Do you understand their styles and motivations – and, more importantly, how to direct them? Here’s a way to consider. ... 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: what's it worth to you?

published: 2010-10-25

When you next walk into a shop, eyeball the owner and work out what’s going on in their head. Do they see you as a browser come to mess up the shelves or a bargain hunter, who might buy a sale item, or a potential long-term customer, with a lifetime revenue-stream attached? If smart, it will be the latter – and, they’ll seek to build your trust and loyalty. That’s bankable. In this vein, how do you view your leadership? A responsibility distracting you from your real work, the price for having been successful or perhaps a chance to make a difference and help others? More mundanely, have you calculated the financial payoff? But whatever your motivation, think about your leadership not in terms of today’s annoyance or immediate benefits. Like a shop-owner, think of building loyalty in others and thus enhancing long-term value across your career. Here are some thoughts on how. ... read more

LEADERSHIP: WHEN IN DOUBT, DISAGGREGATE

published: 2010-05-31

Seth Godin is part blogger, part public intellectual. Some days, he really nails a topic. Here’s an abbreviated introduction to a recent posting*.

“The typical American buys precisely one book a year … (but) when it comes to books, there is no typical American. There are a lot of Americans who buy zero books … and then there are people like me who buy 400. The average is irrelevant.”

It’s the old warning of the non-swimmer, who drowned in a river of one-metre average depth. So, what’s the equivalent for your leadership? Are you just taking “average” one-size-fits-all actions? Here’s a three-step alternative.

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: ARE YOU CONVENIENCE OR QUALITY?

published: 2010-05-03

Kevin Maney has created a strategic-choice continuum. At one end, businesses position themselves to offer quality (or what he calls fidelity). High-priced stuff, which customers buy for its market-standing and their personal-image enhancement. A Louis Vuitton bag says I’ve got taste – and money. At the other end is convenience. Discount flights and meals cost little but do nothing for your self-belief or mystique. If you applied this thinking to your leadership, where on the Maney Continuum would you fall? Nearer to quality or convenience? Let’s check that out. ... read more

LEADERSHIP: BEWARE OF YOUR STRENGTHS

published: 2010-03-22

Twenty years ago, I was shocked to hear that some of the reasons my wife had originally been attracted to me were now driving us apart. My decisiveness and energy were leaving no decision-room for her. It's often the same in business. Our natural attributes, which are powerful and value-adding, can go to extreme and undermine effectiveness. If I asked your colleagues, which two of your strengths would they say are most causing them trouble? Here's a checklist that might help. ... read more

LEADERSHIP: 7 HABITS OF HIGHLY INEFFECTIVE MANAGERS

published: 2009-10-26

I'm no techo, nor a digital native.  But Langdon, V|E|C|T|O|R's technology manager, tries to educate me.  And, recently forwarded an article by Nari Kannan from www.it.toolbox.com* - and, I've borrowed its title for this Potshot.  It's a play on a famous book title and the seven negative habits he lists are all too common - and, not just in IT.  So, why not check below and rate yourself - and see what options you have to overcome such habits! ... read more

LEADERSHIP: ARE YOU AMATEUR OR PROFESSIONAL?

published: 2009-10-19

Heading for work recently, I ran into a neighbour I don't see very often.  He was leaving for his Wednesday, early-morning game of golf.  I noted his smart, all-weather jacket and his bag of high-quality clubs.  Clearly a serious player, I thought.  But, from our brief conversation, I soon learnt that though he'd played for years, he was still a hacker.  Sadly, many of us are like that with our leadership.  We do it every day and we've been at it for years.  But we make little improvement.  We're paid (and are therefore professionals) but we lead unthinkingly, like total amateurs.  So, what do serious golfers and leaders do?  And, could you do the same? ... 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: OF MID-LEVEL AND FRONT-LINE TEAMS

published: 2009-06-15

Team leaders split their time between "leading" and "doing".  But daily pressures (particularly now) drag leaders towards the latter: getting things delivered, resolving technical challenges, responding to HO demands, and keeping the admin. flowing.  Too often, they stop leading; and, become managers at best or merely operatives at worst.  Sounds familiar? ... 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: the frugal option

published: 2009-01-04

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: 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. 

LEADERSHIP: 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? 

LEADERSHIP: THE HEROES ON THE FRONTLINE

published: 2008-06-23

Talk to any soldier and they'll tell you it's frontline troops, not generals, who fight the battles.  HQ may set direction and define key goals but it's platoon leaders and their troops, who go there.  They're the ones, who reconnoitre, take territory, dig in and fight.  Now, business isn't warfare.  But, the metaphor has its place.