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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: 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: 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: of followers not just bosses

published: 2011-09-05

Who’s more important for you: your boss or your team members? Not easy. We all have to balance the expectations of a range of people. However, as any sports captain knows, there’s no game without players. And, that means your direct reports, who do the work. So, let’s invert the mindset of an old HBR article entitled “Surviving your new boss”? To start your thinking, ask yourself this: what would my team suggest I do differently, so they’ll better survive my leadership? Below are some thoughts under the seven headings from the original article but with each refocused on the needs of your team rather than your boss. ... read more

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: what's the R.O.I. of your development spend?

published: 2011-06-13

I was recently talking with two senior HR executives. One from the regional HQ of a global US manufacturer; the other from the head office of an international transport business based in Australia. Both complained of relatively low on-the-job impact from their investment in leadership workshops and profiling. A worrying traction deficit. Ring a bell? ... read more

Leadership: your four lessons from Japan's decline

published: 2011-05-02

Nature has recently dealt the Japanese a deathly blow – and our hearts go out to them. However, as with most of us, the harder blows are often self-inflicted. In the 1980s, Japan was still the coming economic power – as China is today. Journalists wrote breathlessly of Japan’s super-reliable manufacturing, its highly valued banks and growing position in the world. All exemplified by its zaibatsu buying operations and assets across the globe. More recently, in contrast, the Japanese narrative is one of stagnation and decline – the home of compromised leadership and inability to change. So, if you’re currently a successful leader (of a team or business), how do you ensure this continues and doesn’t stagnate? Here are four things to do. ... 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: how healthy is your business?

published: 2011-02-28

If you’re feeling off-colour, a doctor checks your “vital signs” of temperature, blood (both pulse and pressure) plus breathing. A leader working in the healthcare industry asked me what might be comparable vital signs for a business. It’s probably foolhardy to draw parallels between people and businesses. People are singular but substantially similar bio-organisms. Companies, though, are hugely more diverse: in nature, scale and organisation. But, foolhardy I am! So below, I’ve listed three tests plus a fourth for good measure – my four “Cs”. As a leader, what does each tell you about your business today? More importantly, which is tracking least well? And, what leadership medicine are you administering? ... 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: INNOVATE OR BE THE NEXT DODO

published: 2010-09-27

After last week’s Potshot (based on an outstanding article by Shoshana Zuboff), I searched for this one, which I wrote back in April. I discovered it never got posted. But, I think it’s still worth publishing, since it touches on the same life-and-death commercial imperatives that Professor Zuboff presents so starkly. ... read more

LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published: 2010-08-23

A valuable gemstone has many facets, each finely polished. To be a valuable leader, you similarly need a range of carefully honed capabilities. For some people, these attributes fall broadly into two categories. First, the technical (or IQ-driven) ones: for example, professional expertise, market knowledge, financial acumen or analytical skills. Second, interpersonal (or EQ) ones: such as showing empathy, listening well, being self-aware, developing successors and creating teams. With regard to the latter, below is a list of 12 EQ actions. Why not re-order them into a list that starts with the one you do best, through to the one you do least well! And, perhaps plan what you’re going to do to improve the bottom couple. After that, I’ll tell you where the list comes from. ... 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: 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: 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: POWER AND PURPOSE

published: 2010-01-28

US decline and China's inexorable rise are much talked of. But, in a recent article, Josef Joffe* concludes his rebuttal thus. "Gainsayers will still dramatise China's growth rates as a harbinger of a grand power shift. But as the 21st century unfolds, the US will be younger and more dynamic than its competitors." Whether right or wrong, it's an important issue. And, his arguments have resonance for the durability of leaders, as well as nations. He stresses the requirement for "requisite power and purpose." If asked, would your colleagues say you still have these? ... read more

LEADERSHIP: BE SPECIFIC AND PRACTICAL

published: 2009-11-02

Twenty years ago, which was also twenty years into our marriage, my wife and I nearly separated. But with professional help, we reviewed what we each wanted and how this could be achieved. We set goals and negotiated actions. What saved us was specifics, not general principles. In most areas of life, the principles are pretty obvious. However, the specifics are what's tough and personally challenging. And, that's particularly true of leadership, which is perhaps a strange sort of legalised polygamy. A relationship between a leader and his or her followers. So, like many marriages, it may need some help - and here are some thoughts. ... 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: NOT ANOTHER ASSESSMENT TOOL

published: 2009-10-05

A CEO recently showed me a tool she's considering - to help lift her own and her team's leadership effectiveness. She asked what my criteria would be for choosing such a tool. I highlighted the five listed below. How do tools you've used measure up? ... 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: 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: THE ART OF LIBERATING TALENT

published: 2009-05-11

An article in The Economist (October 5, 2006)* highlights the value of "brainpower (both natural and trained) and especially the ability to think creatively." It states that "the value of 'intangible' assets - everything from skilled workers to patents to know-how - has ballooned (since 1980) from 20% of the value of companies in the S&P 500 to 70% today." Also that "the proportion of American workers doing jobs that call for complex skills has grown three times as fast as employment in general."

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: WINNING THE WAR FOR TALENT

published: 2008-09-22

I use taxis a lot. On rare occasions, I step in and am immediately struck by the cleanliness and polish, the smooth running engine, and the useful gadgets the owner has added. He or she is normally very polite and clearly proud of their chariot. And, such cabs instead of aging tend to get better with time.

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.

LEADERSHIP: STAND TALL AS THE BEST MANUFACTURER

published: 2008-06-16

My father had an engineering business - making furnaces and other products. And, I worked summers in factories, while studying engineering. So, I love that hot, noisy world of clanging metal as it's formed and worked with presses and punches.

LEADERSHIP: WHAT’S YOUR INNOVATION INDEX

published: 2008-02-18

The authors of an article in the December issue of Harvard Business Review assert that “five ‘discovery skills’ separate true innovators from the rest of us.” They list the usual suspects: Steve Jobs, Jeff Bezos, Richard Branson and Ratan Tata. And, as usual, it’s more about after-the-event generalisations than scientific deduction. But, that doesn’t stop us asking: what must I do to be more creative? Here are their five thoughts – and one I’ve added. ... read more

LEADERSHIP: MOBILISES TALENT AND KNOWLEDGE

published: 2008-02-04

“The formal structures of companies, as manifested in their organisational charts, don’t explain how most of their real day-to-day work gets done.” That’s what the authors of a recent article claim; and, many would agree. But, being consultants, they have a solution. Establish “formal networks” – and more about these below. But, let’s keep it simple. Why not appoint more appropriate leaders to run the company as it’s already structured? ... read more

LEADERSHIP: WHERE AND HOW DO WE ALL FIT IN?

published: 2008-02-04

The golden rule of property is position, position, position. And, leadership is similar. But, in this case it’s people, people, people. And the bottom line is simple: you’re not a leader if you don’t have followers. How would your team rate their commitment to you and your plans: high, medium or low? ... read more

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