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Leadership: what's your favourite acronym?

published: 2011-12-12

NATO is the acronym for the North Atlantic Treaty Organisation – and it’s typical of the abbreviations that governments love. But what of the acronyms we all used at school to remember lists of facts for our exams? Some provided by teachers, others self-created. And, what of today? Do you use any acronyms to prompt your leadership thinking and actions? If so, it could be a valuable show-and-tell! So, please share below your favourite leadership acronym: something you use as a checklist or guide. To get the ball rolling, I’ll share mine. ... 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 are you being paid to do?

published: 2011-06-27

Compared with your direct reports, how much bigger is your pay packet? If your employer segmented that premium across the leadership actions you take, how do you think it might be split? In simple terms, employers want you to achieve planned business outcomes. But to achieve these, your subordinates need your guidance and help in delivering them: the higher sales, lower costs, more timely deliveries and other improvements. If your team members (rather than your bosses) were the ones incentivising you, how would they split that extra pay you get as leader? To test this, why not allocate a percentage to each of the following six leadership actions. Once done, show your numbers to a couple of your team members and see what they say. ... 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: are you in love with yourself?

published: 2011-05-09

The Life Styles Inventory offers a well established and highly regarded suite of tools. Over a million managers (the employees of over 240,000 companies) have used them. That is hugely to be admired. And, with this scale, you can’t question their comparative data. But, I do question some underlying assumptions as they apply to helping leaders become more effective. Here are four things I shared with a client recently, who asked me how my own Leadership-Action-Planning approach differs from tools like LSI and Myers Briggs (MBTI). ... read more

Leadership: when you lack pricing power

published: 2011-04-18

Charlie Aitken is my favourite stock-market writer. Today, aside from energy and resources, he says every bit of feedback he gets from companies is the same … “margins under pressure, lack of consumer confidence, genuine rise of the internet as a competitor and a broad lack of pricing power.” Not pretty. So, in the leadership market, how much pricing power do YOU have? Can you justify a salary or bonus increase? Better, how are you building personal competitiveness? Below is a new 3D mindset that shifts your thinking about leadership to become follower driven, future directed and outcome based. Below that is my 3-step approach for planning your leadership actions: making them practical, value-adding and accountable. Together these can change how you lead – and get some pricing power. ... read more

Leadership: your biggest opportunity

published: 2011-03-21

Why do we plan a journey, IT upgrade or product launch? So we reach our destination and goals effectively and efficiently. Achieving desired outcomes; and, doing so with minimum energy and resources. Why then do so many leaders not plan their leadership actions? My observation from four decades of working with CEOs and other executives is that many lead unthinkingly. Often spending time on the wrong things. Underperforming and undermining their credibility. Worst of all, failing to inspire the people they’re meant to lead. Would your people say I’ve just described you – even in part? If so, here’s a three-step solution. ... read more

Leadership: Starting with what you've got already

published: 2011-02-07

Recently, a friend sheepishly confessed to using my Potshots in a novel way. Given her CEO’s dumping of the development budget, she’s been forwarding one Potshot each month to her direct reports. She asked them to plan a new leadership action prompted by its theme or action points; and, then circulate this to each of their divisional leadership colleagues. Rather than foregoing development, she’s built on something she already has and made it work for her. So, what low or zero cost strategies are you pursuing? Are you leveraging what’s available to maximum advantage? Like her, could you use the Potshots or any other free resource more effectively. ... read more

Leadership: the art of inspiring your followers

published: 2011-01-17

CEOs and leaders talk a lot about stakeholders. We all strive to engage them. In general, customers and staff are the categories that get most attention. But, most us are much more structured in our marketing to and engagement with customers i.e. the people, who buy our products or services. Relatively, we are often less thoughtful in how we engage our staff i.e. the people, who must “buy” our leadership, if they’re to become our committed followers. How would people rate you on each of the six engagement factors below? Particularly the last two? ... read more

LEADERSHIP: Michael Moore's a fool

published: 2011-01-10

Some people regard Michael Moore as a fool. His films attack politics, healthcare and capitalism with half-truths, personal denigration and tear-jerk anecdotes. But, for me, these criticisms (and his childlike attention-seeking) mask an important, old-fashioned sense of being a fool. Moore is a modern court jester: the prankster and truth-speaker protected by the king. With the right also to tease the king. Today’s king is freedom of speech – and Moore tests its limits. As a leader, do you encourage such freedom? Do you have a truth-speaker, who points out where the dryrot is in the system? Below is an agenda of six questions for your in-house Michael Moore to pursue. Do you have the courage to protect him – or her? ... read more

Leadership: my moral dilemma

published: 2011-01-03

Let’s start the New Year with a cautionary tale. From time to time, people like me, who write about leadership or other topics, need to be stood up and tested. It’s not enjoyable but it’s certainly salutary. It happened to me last year. Writing a weekly Potshot is one thing but real life quite another. I’m not yet sure how well I came out of this challenge. Let me explain. ... read more

Leadership: lessons from "War and Peace"

published: 2010-12-20

Tchaikovsky’s “1812 Overture” is a noisy and emotional reminder of Napoleon Bonaparte’s destructive but futile invasion of Russia and the French occupation of Moscow. This campaign is also central to Leo Tolstoy’s novel, “War and Peace”. My wife and I recently revisited the BBC’s 20-part TV version of 1972, starring a young Anthony Hopkins. It remains engaging and moving – and Tolstoy’s narrative makes important points about leadership. Check below and see which of the main characters has most to teach us. ... 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: overcoming those primitive instincts

published: 2010-11-22

As a leader, how would you feel about your next promotion being decided not by the CEO but by the people you’d be appointed to lead. A recent book and related New Scientist article tell us that ancient tribes chose their leaders on the basis of known capability. And, “other species, from fish to birds to chimpanzees” still do something similar, but simpler. However, from my experience, today’s corporate world is really much the same. Not in terms of employees appointing their leaders, but whether people commit (or not), then follow and give of their best. In short, it may have once been overt “democracy”; but today it’s covert. So, here are four things you can do (tapping into subconscious tribalism) so people will commit – and make you successful. ... read more

Leadership: Steve Jobs and nose jobs

published: 2010-11-15

Steve Jobs is a revolutionary. Few upend as many industries. Not just computing but also music and publishing. A Gutenberg of our era. A Black-Swans breeder, who takes home the prizes. But, what about you and me? Perhaps renewal (rather than revolution) is more our thing. In my case, I’ve just released a new VECTOR Leadership site. With more functionality and product – and much better looking. But, interestingly, it has a small Black Swan nestling inside (a Black Cygnet, perhaps) waiting to waddle from the nest. Leadership Action Planning remains undiscovered by many. Most leaders are still stuck with self-reflective profiles or backward-looking evaluations. More of that later. But, in terms of your business and leadership, what’s needed: revolution or renewal? ... read more

Leadership: McKinsey's approach is too self-centred

published: 2010-11-08

I worked at McKinsey and Company many years ago and still hold the firm in high esteem. But, an article in their Quarterly (October 2010) worries me on two grounds. First, its starting point for successful leadership is what motivates the leader rather than those being led. Second, it relies on self-assessed evaluations (by leaders), in which much evidence seems tautological. Like asking a golfer which iron she uses most proficiently. Say, a sand wedge. Then seeing proof of something in a later answer that she’s good at getting out of bunkers or sand traps – when that’s what a wedge is for. So, I’m concerned that McKinsey’s “centred leadership” is possibly self-centred – and even self-deceptive. Would people say that of your leadership? ... read more

Leadership: what's your reputation rating?

published: 2010-11-01

Recently, a friend sent me a note about the “2020 Workplace” book* – highlighting three themes. First, by 2020, every leader will have a reputation score. Second, leader-led learning will be embedded at work. Three, teams will elect their own leaders. Well, which side are you on: the revolutionaries or conservatives? It probably doesn’t matter. The tide will sweep you away if you don’t keep up. But, how do you build that leadership score? Below are six dimensions to consider, as you plan your journey to the world of 2020 leadership. ... read more

Leadership: is it more like poker or chess?

published: 2010-10-18

Leading often has parallels with playing both poker and chess. As in poker: you can be dealt handsome court cards (say, buoyant markets and customer growth) or the low, unsmiling ones (of supplier problems and staff illnesses). If luck runs your way, you may win regardless of personal ability or effort. And, vice versa, if luck’s against you. In chess, there is less luck (perhaps none), since both sides start with the same resources and options. There is more room for strategy, but less for bluffing – since the pieces and their location are visible to each player. So, which would your people say is more your style: poker or chess? To start your thinking, here are four questions to ask yourself. ... 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: HOW WELL DO YOU UNDERSTAND THE NEW RULES?

published: 2010-09-20

Business and leadership articles are of three types. 60% are like water: fit to drink but better left to the fish. 35% are like beer: with a quick zing but nothing to remember. Finally, there’s the 5% of first-growth wines that change our worldview. The winemakers here are the Druckers, the Prahalads and their ilk. Many already dead! But, not Shoshana Zuboff. She’s still with us, thank goodness. Her McKinsey Quarterly article “Creating value in the age of distributed capitalism” is premium wine. Don’t be put off by her title; this is no abstract economic treatise. It’s a must-buy for all leaders. It gives you a taste of the world, in which you’re going to be leading – starting now. It’s as dramatic a shift as that from individual workshops to mass production that was initiated by Henry Ford a hundred years ago. So, how well are you prepared for the new demands? Here are five questions that allow you to check. ... 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: WHAT ARE YOUR VOICES DOING TO YOU?

published: 2010-08-02

Recently a young friend failed to bid at an auction for an apartment he’d decided to buy. At the last minute, his resolve was undermined by adverse comments on the property from a trusted, older colleague. He could at least see in this case where the upset came from. As a leader, however, our decisions are often destabilised by the more subtle intervention not of friends but of our own sub-personalities. Below are eight examples. To what extent would your colleagues say any one or more intervene in your leadership decisions and actions? And, what are you doing to make sure you remain disciplined and balanced? ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published: 2010-07-13

Google returns 16 million responses for leadership training and 29 million for leadership development. But this begs the question of what is the best approach to either – and a deeper question: do current practices work? From my experience, much of what businesses spend is sub-optimal or wasted. Let me explain. ... 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: ARE YOU DRIVEN BY VISION OR VENGEANCE?

published: 2010-06-28

Kevin Rudd resigned his Prime Ministership rather than face being voted out by his own party colleagues. What transformed a resounding electoral win in December 2007 into this current humiliation? More importantly, as leaders, how can you or I avoid such outcomes? And, what are the warning signs? Here are half a dozen. ... 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: THE POWER-DRESSING PARALLEL

published: 2009-11-16

Before I meddle with your mind, let me meddle with your wardrobe. What are you wearing today? And, why? When dressing this morning, you probably had a choice in your closet: suits, casual stuff, even beach wear. And, you made a selection. Perhaps you thought: where am I going; and, how do I want to come across? Appropriate dressing isn't a default action of grabbing the first thing you see. And, effective leadership is similar. Conscious choosing; not what worked in a different situation; or, what your boss used to do. But what's right for leading your current people in their current situation. So, why's that so difficult? ... read more

LEADERSHIP: BRIDGING FROM TRAINING TO TRACTION

published: 2009-11-09

I remember my first skiing lesson. A cold sunny morning, in a shallow bowl, above the then tiny village of Obertauern in Austria. A German friend was showing me the basics: standing up, snow-ploughing, turning and so on. I felt safe and we had the place to ourselves. But, I remember even more vividly my first attempt to get down the mountain. The learning didn't seem to work. I had the theory but no plan for the reality of steeper slopes. And, for the next week, I made a fool of myself - with much time spent face down in the snow. Sadly, it's often like that with leadership: what you take from the training sessions doesn't translate quickly enough to the steep slopes of day to day leadership. So, what can you do? ... read more

LEADERSHIP: NO MORE ABSTRACTIONS, PLEASE

published: 2009-08-24

Politicians talk in abstractions - about future growth, long-term sustainability, equal access and so on. And, voters love it. Why? Because we each interpret their generalities to suit our own needs and desires. For me, "growth" may mean a job; for you, more infrastructure; and, for the government, a higher tax base. Sustainability and access: well, they mean a million things to a million people. This may work well on the campaign trail. But not day-to-day in business. Your people need to know exactly what you have in mind: not only for the division but also for them. So, how clear are you? What would your team say? I personally must own up to being too abstract in a recent Potshot. Let me explain. ... read more

LEADERSHIP: STOP THE HUMAN SACRIFICES

published: 2009-08-10

As a king, commander or leader in Ancient Greece, you'd sacrifice an animal before a major journey, battle or personal undertaking. And, perhaps visit the priests and oracle at Delphi. But today, decision-making is mostly more rigorous and analytical. Planning replaces hoping. But, not in leadership. Many leaders still base their actions on oracular generalisations from gurus - or acolyte consultants. And this involves human sacrifice. Their team members may not be dead physically, but they are organisationally: frustrated, unmotivated and unfulfilled. Sound familiar - for you as a follower or as a leader? So, who are the sacrificial lambs in your organisation? And, what can be done? ... 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: 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: WHICH HALF IS WASTED?

published: 2009-03-23

As Sam Wanamaker famously said: I know that half of my advertising dollars are wasted ... I just don't know which half. He might equally be talking about leadership training and development. Checking Amazon, I find they have over three hundred thousand titles under "leadership". And, how many have you read? Or should you? Perhaps two or three! The key test: does this one give me a tool to diagnose what my team needs from me, in their current circumstances and facing their particular challenges. Anything else leaves you reliant on theory or anecdote. As a leader, you practice a craft: customising your leadership actions. Not borrowing, copying or mass-producing! And, the output has to be a personal Leadership Action Plan. So, how would such a tool look? And, what does it need to do? ... read more

LEADERSHIP: A BROADBAND APPROACH

published: 2009-02-16

The Brookings Institution claims the US gains 300,000 jobs for each one percent increase in broadband penetration. And, two European consultancies see 2m new jobs by 2015 from increased broadband access*. That's the good news. But, what about the bad? What's the upside (and downside) of broadband for your leadership - and your job? ... read more

LEADERSHIP: LIFT YOUR GAME OR LOSE YOUR JOB

published: 2009-02-09

Do the math. Ericsson, Microsoft, UBS and BHP (to mention just four global companies) are each retrenching thousands of workers. Unemployment in New York is rising at the "fastest pace on record". Job losses in Singapore may "triple in 2009". Small businesses are closing in every Main Street. Across the globe, millions of people are losing their jobs. And, for every ten workers, one leadership position disappears as well. So, what are you doing to be sure you're not the next leader without a role? ... read more

LEADERSHIP: YOUR FISCAL STIMULUS

published: 2009-02-02

Whether you're President Obama or the leader of China, France or any other country, you’re currently struggling to craft or manage a stimulus package that’s both effective and efficient. Effective in creating growth and jobs; efficient in doing so without waste. There’s no point giving money that isn’t spent, gets into the wrong hands or takes years to impact. OK, but what about your personal stimulus package? In these times of retrenchments and cut-throat competition, what are you doing (and investing) to grow as a leader and keep your job? ... read more

LEADERSHIP: A LESS WOBBLY GELI

published: 2009-01-26

Manfred Kets de Vries, creator of GELI (the Global Executive Leadership Inventory), is a leading leadership thinker. He's teased out the so-called "soft" human aspect of leadership. But, this aspect is actually the "hard" one: more complex; and less trainable. And, that said, I think his GELI could do with more gelatine! ... read more

LEADERSHIP: AVOID NEW YEAR'S IRRESOLUTION

published: 2009-01-19

Every year's different. But, 2009 looks like being really different. For many, the most challenging year ever. So, let's cut to the chase: as you return to work, which of your stakeholders is most frightened - in relation to their dealings with you and your business? Is it customers, employees, suppliers or, perhaps, your bankers? And, what are you going to do to ensure they don't abandon you?

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: 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: SHARP TOOLS FOR HARD TIMES

published: 2008-12-07

What's the leadership equivalent of reaching for your Swiss Army Knife, and selecting the right blade? It's creating a plan, and populating it with appropriate leadership actions. Actions relevant to current challenges, not old ones. Actions that convince people and build commitment. Things that work, giving traction in this tough new environment. ... read more

LEADERSHIP: THE V|E|C|T|O|R PROMISE

published: 2008-11-30

V|E|C|T|O|R Leadership® is an online leadership action-planning tool. It helps you do two things: first, diagnose what your colleagues need you to do, if they're going to follow and support you; and second, turn this into a plan. Sounds simple - but it's not often done. The cost: as little as $75 - and you can update your plan, email it and access lots of resource material. It's certainly new, and we believe unique.
... read more

LEADERSHIP: SIX KEY WORDS

published: 2008-05-12

To understand Italian opera, you only need five words - or, so they say. Here's the list: morte (death), amore (love), maledizione (curse), adio (farewell) and andiamo (let's go). Supposedly, these will guide you through any romantic tale.

LEADERSHIP: A STEP UP FROM MANAGEMENT

published: 2008-04-14

Are you a leader or a manager? And, what's the difference? For me, the distinction is one of degree not kind. Most managers spend time leading; and, leaders also manage.

LEADERSHIP: IT'S ABOUT LEADING, NOT READING

published: 2008-03-31

Throw out all those books on leadership, and the pile of articles on your desk! Reading what other leaders do (or recommend) is like going to the movies or watching TV. It’s entertainment. Sometimes inspiring but mostly irrelevant - and soon forgotten. Most of us don’t need to be General Patton or Rupert Murdoch. We just need to lead that team we see, talk and do things with every day at work. ... read more

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