Free leadership articles by Timothy Pascoe

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Leadership: overcoming those primitive instincts

published: 2010-11-22 - Comment count: 4

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 - Comment count: 6

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 - Comment count: 8

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 - Comment count: 3

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: what's it worth to you?

published: 2010-10-25 - Comment count: 8

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: is it more like poker or chess?

published: 2010-10-18 - Comment count: 6

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: when appearances count

published: 2010-10-11 - Comment count: 4

We’re often told: don’t judge by appearances. It’s a nice sentiment. But, in the real world, it’s bunk. Appearances count, particularly for leaders – both in terms of “being visible” and considering “how things look”. George Bush’s tardiness in visiting New Orleans post Hurricane Katrina was a double black cross on his card. He wasn’t there; and, his misjudgement of priorities looked bad. Similarly, it was a negative call for BP’s CEO, Tony Hayward, to take time for a sail with his son rather than focusing (and being seen to) 24x7 on the Gulf of Mexico oil spill. How do you stack up in this regard? What would people say? ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT – AGAIN

published: 2010-10-04 - Comment count: 2

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: INNOVATE OR BE THE NEXT DODO

published: 2010-09-27 - Comment count: 4

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: HOW WELL DO YOU UNDERSTAND THE NEW RULES?

published: 2010-09-20 - Comment count: 1

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: 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: TURNING AROUND FAILURE

published: 2010-09-06 - Comment count: 2

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 - Comment count: 2

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: 12 FACETS OF EMOTIONAL INTELLIGENCE

published: 2010-08-23 - Comment count: 1

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: 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: AVOIDING BLACK-SWAN DISEASE

published: 2010-07-26

Nassim Nicholas Taleb, the best-selling economist and author of The Black Swan, is famous for his arresting insights. His recent postscript to The Black Swan is no exception: presenting ten lessons from the Global Financial Crisis. Above all, he recommends learning from “Mother Nature” – by making our global financial system more robust via a series of simple but dramatic changes to our thinking and policies. However, his lessons apply way beyond finance and I’m going to apply some of them to leadership. How do you think colleagues would rate you on the issues below? ... read more

LEADERSHIP: FOR SUCCESS – AND HAPPINESS

published: 2010-07-19

Like Professor Clayton Christensen, I’ve faced a life threatening cancer and found it a crucible for clarifying my thinking about what’s important. The day after the operation, my wife asked me to step down from chairing a major fund-raising appeal for my daughter’s school. This seemed reasonable and I agreed. Overnight, however, I came to a different view: what was the point of being alive if I turned my back on this type of activity? We all face such decisions but, as Christensen points out in the July-August edition of the Harvard Business Review (2010), we must be proactive in formulating our life strategy. Are you clear about what you’re doing to ensure you are successful, have a happy family life and live by rules of which you can be proud? Below are Professor Christensen’s three strategic questions. ... read more

LEADERSHIP: TRAINING AND DEVELOPMENT - BUT HOW?

published: 2010-07-13 - Comment count: 2

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

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