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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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Tomorrow's Leaders – Part 2 . . .
This is the second of four articles on the issue of effective succession planning for SME organizations. Clearly, ‘Small to Medium-sized Enterprises’ are among the most vulnerable when it comes to the matter of longer-term survival. An essential question is, “Who is ready and capable to assume leadership responsibilities in the future?” . . .
Leadership is not a role, confined to the top echelons of the organization. It’s a series of contributions based on perspectives and strategies. We need to look to the future to define leadership requirements. Our first task is to assess the caliber of the contributions we can claim right now, and then to focus the effective confluence of potential performance with our intentions and expectations – the strategic plan.
So, we have a model . . . ?
We began, last issue, with a definition of leadership
“A leader is one who focuses the desire for change within others . . .
and facilitates the creation of a new reality”
We explored this concept through some of the key words. We also discussed motivation which has its source in personal vision; the change equation, and the role of the leader as catalyst.
Strategic intention can be expressed in the form of a Strategic Plan which describes all the common or shared objectives and standards for the entire organization. These objectives and standards are then cascaded throughout the organization to reach every individual contributor.
Our initial challenge is to assist with the construction of visions that are personal yet also contingent on the larger, organizational vision; these are visions that will make a real difference for us as individuals.
To ‘get a fix’ on where each individual might be ‘positioned’ relative to personal and strategic needs we offer a model using Risk, Impact and Perspective as our coordinates.
Putting them together we have a cube with four quadrants on the face (‘risk’ and ‘impact’) and behind them, the complements created by a future ‘perspective’, for a total of eight blocks. These we can label appropriately:
Specialists, Controllers, Experts and Conservators – the lower tier – prefer mainly transactional or continuous processes to achieve change – steady, incremental change over an extended period. Challengers, Implementers, Visionaries and Champions – upper tier - are more comfortable with transformative or break-through strategies, the ‘road-to-Damascus’ experience that happens in an instant.
We’ll need both processes to succeed.
How does this help me . . .?
This issue, we’ll consider the personal angle and assist each person to assess for him/her self a starting point upon which intended growth and development might be built.
We’ll begin with a simple assessment device. Here is a one-page profiling tool to assist you to position yourself on each of the three coordinates – where you are right now:
- Starting with #1 and progressing down each of the three lists, select the first statement with which you are in complete and unqualified agreement. Hopefully you will also agree with all subsequent statements in that same list. If not, then please reconsider. Do this for all three lists.
- Next, verify your conclusions by soliciting opinions from those who know you well – use one-on-one discussions, forums or a simple ‘360’ exercise. Reconcile any differences as fully as you can.
- Now, use the ‘plotting number’ against your selected, reconciled statement and define your position on the cube diagram.
Likely you won’t be surprised by your findings although you may well not be as comfortable with the outcome as you’d like to be – assuming that you’ve been completely honest in your self appraisal.
It really isn’t practical to assess yourself without considering the roles you play, within the group / team and also within the organization, so we should consider all possible inferences. Therefore, at the risk of information overload, here you’ll find a suggested guide to the relative interpretation of each statement.
Consider, if you will, just how you are feeling about this self-confrontation. Does it fit comfortably with your present self-concept? Are you appropriately configured for the responsibilities you have right now? It’s all a question of contribution - the net product of how you use your strengths to apply your competencies.
You should have a precise idea of what the organization requires of you in the way of contribution. If not, then it’s time to have a critical conversation with those who have expectations of your work efforts. If you already know, or if you’re in process of finding out what these expectations might be, you’re ready for the next question.
In order to meet the needs of the emerging market for your organization’s products and/or services, how will your present contribution need to change? If the market is changing – a certain bet – then your contributions will need to change too. In the months and years ahead, what will be the demands?
Notice that the issues of ‘role’ or ‘function’ are not pivotal ideas here. We are addressing contribution – your competencies leveraged by your strengths. As we do so, we will be able to define another set of values for the three coordinates and then plot a pathway to join the new result to that we have defined as the present. The path is clear. Now all you need is a navigation plan – with which we could assist you.
Where to from here? In the Olympic tradition it’s Citius – Altius – Fortius (Swifter – Higher – Stronger). Now we have a context and reference points we can build ‘stepping stones’. Tune in to our next issue for some more illuminating and constructive insights. You’ll be so glad that you did!
– A Note to our Readers . . .
Previous series of articles on the topics of:
· The Leadership Crucible
· Leadership Characteristics,
· Succession Planning, and
· Managing Change
have been designed as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we’d welcome your questions, suggestions and comments. They’ll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
Performance Reviews – a waste of time and talent?
It’s amazing how often this topic arises. The paradox is that everyone wants to know how well (s)he is performing – meeting expectations, delivering value, worthy of recognition and approval - but no one wants to be assessed and judged, particularly by someone with a perceived vested interest.
This is the ‘nub’ of the problem – the vested interest. Often, it’s not what is said that causes offence but rather the assumed motives for saying it. Historically, performance reviews have been used to justify salary change decisions, as a substitute for more personalized feedback and coaching, and even as an alternative disciplinary message. People know this! They’re right to be skeptical!
There’s one reason to invest the time and effort that makes perfect sense – to stimulate and guide individual growth. In fact this is the only ethical reason for intervening in the performance standards of another. Add to this an approach that’s based on building strengths, developing strategies around weaknesses or shortfalls and upon recognizing the unique contributions of each individual and you’ll find that Performance Reviews actually work!
That Entrepreneurial Itch!
They say that nothing is more convincing than a demonstration, so how about three demonstrations of the same concept?
Swiss businessman, Bruno Gideon founded and built three multi-million dollar corporations, all from scratch, experiencing “mistakes and successes, sorrows and joys”. Now he’s written the definitive book for would be entrepreneurs outlining the lessons he’s learned along the way, “Wet behind the Ears” – I love the title, too! Here are four of the pivotal lessons he offers:
- Networking is extremely powerful. To succeed you have to know your suppliers and competitors personally. The way to do this is through business associations, trade shows and other gatherings. These meetings can be boring and time-consuming and you don’t always meet interesting people but it’s the only way to have access to the right people for the right time.
- Never underestimate competitors. The more successful you are, the more of a target you become for disruptive actions by competitors, such as a lawsuit or unethical practices. Don’t get angry, upset or seek revenge; the attention is a compliment!
- Make a clear distinction between business and private issues. Gideon admits that he once made an expensive mistake flowing from the fact that he let his personal feelings cloud his business perceptions. It caused him to forget to put a clause in a contract and this resulted in a major financial loss.
- Entrepreneurs must know and accept themselves. Gideon sold his successful company because he acknowledged that he was lonely at the top, and he didn’t want to take his firm public. It was a painful decision, but strong self-awareness, aided by meditation and other introspective efforts ultimately helped him to decide that this was the right thing to do.
- Great Followers make great Leaders,
says Chris Musselwhite in the HBS Management Update. Chris is the author of “Dangerous Opportunity: Making Change Work”. Six quick points, as a taste tester, would be:
- Be honest but situational sensitive
- Be supportive while being discreet
- Be reliable – own the problem no matter
- Seek the big picture, it serves every ones’ interests
- Ask good constructive questions in context
- Be aware of your own assumptions – always ask!
Reach Chris at MUOpinion@hbsp.harvard.edu / http://hmu.harvardbusinessonline.org
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Sun Tzu's “The Art of War”
This is a pithy, lucid instruction manual for would-be winners of wars and life in general written over 2,000 years ago.
The Art of War is usually divided into 13 slim chapters, with snippets of military and philosophical advice supposedly from Sun Tzu himself mixed in with commentary from about a dozen other actual and armchair generals (some famous in their own right). Throughout, Sun Tzu and his martial-minded adjuncts continually besiege a few key points.
Know Thy Enemy, Know Thyself (Then Pick Your Spots)
"One who knows when he can fight, and when he cannot fight, will be victorious."
You've probably heard the serenity prayer: "God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference." Sun Tzu saw war in similar terms. Successful generals attack enemies they can defeat, avoid enemies they cannot, and never lose sight of the difference. They "position themselves where they will surely win, prevailing over those who have already lost."
Lie and Spy (or You're Sure to Die)
"There are no areas in which one does not employ spies."
Getting good information--and spreading bad information--is the name of the military game. And for that, says Sun Tzu, you need spies: "Foreknowledge cannot be gotten from ghosts and spirits, cannot be had by analogy, cannot be found out by calculation. It must be obtained from people, people who know the conditions of the enemy." Of course, good generals work hard to keep their plans secret. "All warfare," writes Sun Tzu, "is based on deception."
Consider the Ocean (or Even the River)
"A military force has no constant formation, as water has no constant shape."
Translation: be flexible, be creative, and take whatever advantage or opportunity your enemy gives you. "Changing and adapting according to the opponent," Sun Tzu writes, "is called genius." Successful generals shape their strategy and structure their force to fit each circumstance. Ideologues and one-trick ponies need not apply.
Take Care of #1 (and the Rest Takes Care of Itself)
"Being unconquerable lies with yourself; being conquerable lies with the enemy."
"In ancient times," writes Sun Tzu, "skillful warriors first made themselves invincible, and then watched for vulnerability in their opponents." Successful generals know they can't control the other guy. Confuse or fool or trap him, perhaps. But the other guy has to take the bait. So, a general's first job is to strengthen his own force. In that way, "a victorious army first wins and then seeks battle, while a defeated army first battles and then seeks victory."
Win Fast (or Don't Fight)
"It is never beneficial to a nation to have a military operation continue for a long time."
War is destructive, disruptive, and expensive. So it pays to win quickly and go home. Better yet, get your way without fighting at all. "Those who render others' armies helpless without fighting," writes Sun Tzu, "are the best of all."
Want to learn more?
http://www.kimsoft.com/polwar.htm / http://knowledgenews.net
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
This is a problem that you can’t solve but you might be able to give us some ammunition so that we could perhaps solve it for ourselves. We have a boss who founded the company, and who’s the brightest person in our field. He’s been President since ‘day 1’, will continue in the role until he retires – a long time from now - and he’s truly a brilliant businessman. The problem is he’s a terrible boss – the worst! How do we get the message across to him that he could ‘attract more flies with honey than with vinegar’?
Response:
He has lots of illustrious company! The issue too, is very topical right now. Just look at the past twelve months with a focus on the CEOs who ‘bit the dust’ – Philip Purcell at Morgan Stanley, Carly Fiorina at Hewlett Packard, Michael Eisner at Disney, to name just a few of the biggies. The reasons given alluded to failed strategies, but the real reasons are quite transparent – it was their management style that displeased the board and their staff.
Purcell was an autocrat who treated people with contempt; Fiorina was great in the field but inept at managing the details back at the ranch; Eisner was smart and creative but unable to share power.
Brilliance doesn’t cut it; these days it’s emotional quotient (EQ) not intelligence quotient (IQ) that matters. Certainly CEOs need to be astute, bright and incisive but this is not enough! Goleman estimates that seventy percent of an individual’s leadership success is attributable to social rather than cognitive intelligence. This theme has now been endorsed by most behavioural scientists in the field of executive assessment and coaching.
These leaders had ‘style’ but it wasn’t appropriate to the need. Where there’s a Board with the power to make a change in CEO for this reason many, if not most, have taken action. Today, Boards are looking for CEOs who have superb people skills, dealing with employees and other stakeholders while still delivering consistent bottom-line results. Leadership is more important than strategy.
Sydney Finkelstein, professor at Dartmouth’s Tuck School of Business and an expert on why leaders fail, says that successful leaders are those with “the highest ethical standards, who can lead by example, who can build a strong effective team around him or her. Those are the hot buttons now, rather than the cowboy riding in to provide the magic answer for the company”. Boards seem to agree with this perspective.
Perhaps you have no wise Board to guide the CEO, and not even an Advisory Group which could apply some leverage. Here are a couple of statistics which might help:
- Farsighted, tolerant, humane and practical CEOs returned 758% over ten years versus 128% for the Standard & Poor 500.
- Over the past five years, a particularly tough period during which the S&P 500 lost an average of 13%, these other firms returned 205%.
You know, it’s lonely at the top. Your CEO likely doesn’t share the same reality as you, doesn’t perceive the world in the same way as you, and has a self perception that you wouldn’t recognize. This makes it very unlikely that you’ll be able to use reason and even common sense to persuade him to make the needed changes. Subtle suasion is probably going to be far more effective.
Role models, either persons or organizations, best practices from within your industry and examples of successes in the social aspects of leadership and management among comparable organizations, will all contribute constructive ideas and stimulate new approaches. Do not confront but rather deflect in the event of disagreement. Be at his elbow to support every ‘good’ change rather than in his face. It sounds as though you may have the time, so seek out the opportunities.
Good luck.
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Commentary . . .
Feeling Good at Work matters!
For centuries, philosophers and social thinkers have postulated that the highest goal of human existence is to be happy. Many great thinkers have suggested that human happiness includes elements such as self respect, material well-being, good health, meaningful work and supportive families and communities.
Until recently, research on happiness and well-being has mainly been the bailiwick of psychologists and social scientists. Thanks to the pioneering work of researchers like Daniel Kahneman, professor of psychology and public affairs at Princeton University and winner of the 2002 Nobel Prize in economics, economists are becoming increasingly interested in the question of happiness and how it affects business performance. Kahneman says, “Business is more about emotions than most business people care to admit”.
Other research on happiness in the workplace suggests that worker well-being plays a major role in organizational performance. In a survey conducted by the American Psychological Association in 2004, nearly two-thirds of all respondents indicated that their work lives had a significant impact on their stress levels, while one-in-four had called in sick or taken a ‘mental health day’ as the result of stress at work. What’s more, health care expenditures are nearly fifty percent greater for workers who report high stress levels, according to the “Journal of Occupational and Environmental Medicine”.
Organizations that understand the connections between worker stress and health and well-being can help their employees manage stress and find balance in their work and personal lives. When they do, productivity and engagement improve.
The Gallup Organization has studied this issue in depth. Between 2000 and 2005, interviews were conducted with about 1000 employed adults aged eighteen years and older. The findings are written up in an informative article by Jerry Krueger and Emily Killham in their recent Journal (GMJ). The results are impressive and the numbers will stimulate action in all right thinking business leaders.
This is good business sense – please go there, take a look and use the information to your advantage.
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting
viewpoints are invited to state a case on a related topic.
Articles are welcome – up to 250 words, please. Let’s hear from you!
It’s Time to use our Brains!
The brain is arguably the most complex system we have ever encountered in the universe. I spent six years studying its dynamics and it fundamentally changed the way I look at the world. I decided not to pursue academia afterward because I wanted to branch out and experience something new.
Transitioning into business from a background in academia was difficult. One issue is in acquiring the words in order to communicate effectively; another is is the pace at which things happen. Science progresses quite slowly, and you don’t talk about or publish anything until you’ve checked, rechecked and double checked everything. Business is the 80/20 rule. You can’t wait until you’re 110% sure or you’ll miss the opportunity.
Einstein said you could never solve a problem in the framework in which it was created. So I joined Brighthouse, a creative and innovative ‘think tank’ of people from diverse backgrounds – MBAs, artists, writers, subject experts – who look at problems from different angles. I’m the neuroscientist.
I believe that now, more than ever, companies have to understand human behaviour in their effort to inspire customer loyalty. We need explanations of how brain and behaviour are linked, how we take in and process information, and how that information motivates our choices in action. Companies are hungry for that kind of clarity and insight and they can’t get it using traditional approaches.
Well, that’s my opinion anyway!
Justine Foo, PhD
Strategist and Manager, BrightHouse.
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| Section 3 |
- On the Horizon |
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The People Problem in Talent Management
Increasingly, companies view the ability to manage effectively as a strategic priority. Yet research finds that senior executives largely blame themselves and their business line managers for failing to give the issue enough time and attention.
They also believe that insular “silo” thinking and a lack of collaboration across the organization remain considerable handicaps. Moreover, executives who think that their companies’ succession-planning efforts are deficient don’t, on balance, see talent management processes and systems as the chief problem.
The results of research undertaken by McKinsey & Co. which included in-depth interviews with fifty CEOs, business unit leaders and HR professionals from around the world, suggest that the obstacles preventing talent management programs from delivering business value are all too human. As one leader commented, “Habits of mind are the real barriers to talent management”.
For the detailed report please go to http://www.mckinseyquarterly.com
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Way to Coach - three routes up the mountain . . .
Discover the secrets of liberating the fullest potentials and competencies of your key people. There are different strategies and techniques for coaching people through the career challenges they face – as their leader and manager, be their guide!
In a one-hour web-based seminar, you will discover the ways to assist them to
- Resolve problems and performance issues
- Stimulate and sustain effective, focused growth, and
- Collaborate in high performance, spontaneous teams.
Based on the highly informative and compelling book “Way to Coach – a practical guide for those who believe in creating success through other people” author David Huggins will develop the proven strategies that lead people to their personal summits. Join us for “Way to Coach – 3 ways to the summit”
It is a practical ‘how-to’ session for leaders / managers who face the challenge of getting substantially improved performance from their people.
The sessions are facilitated by Amanda Levy and the webinar leader is author, speaker and executive coach David E C Huggins, President, Andros Consultants Limited.
There are valuable hand-outs designed to enhance your coaching processes. In addition, participants are offered the stimulating and resourceful core e-book at the special value price of just US$20.00 (including taxes). http://www.ebooks4business.ca/
This extensive and very detailed guide to effective coaching strategies and techniques contains substantial examples, detailed checklists and many other significant, original resource materials that will make the coaching process considerably more effective and efficient in your hands.
Contact us today for registration details.
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Opportunities & Challenges . . .
Are you Prepared to Lead?
In the March issue of the Harvard Management Update, Lauren Keller Johnson has authored an interesting article on the competencies necessary for exceptional leaders. She states that the best leaders anticipate change, envision new opportunities that change proffers, and enable their companies to seize the advantages of change. In a word, they’re prepared.
“Prepared leaders”, she quotes from authors Bill Welter and Jean Egmon, “sense the early signals of the future and make sense of these signals, especially if they conflict with today’s truths”. These authors have defined eight skills that they consider essential for cultivating a prepared mind. They’re well-worth our careful scrutiny.
- Observing: searching out confirming and disconfirming data about a problem or course of action.
- Reasoning: articulating to yourself and others why you want to do what you want to do
- Imagining: visualizing new possibilities for your company’s policies, practices and products
- Challenging: questioning your organization’s assumptions and testing their validity
- Deciding: making or influencing decisions that will let your organization benefit from change
- Learning: using information and experience to make smarter choices and engineer corrections
- Enabling: offering the people around you the knowledge, means and opportunities to act
- Reflecting: investing time thinking about what went well/poorly in previous decisions and reflecting into the future too by considering possible outcomes of your strategies.
They are all interrelated of course, and they’re certainly not all easy to practice. Imagining is at the heart of strategy yet is the hardest to develop – it’s ‘schooled’ out of us as we grow. Corporate culture can have a negative impact too – for not all organizations welcome challenges from those below.
What makes the list particularly appealing is its pragmatism. Each of us, as individuals, can elect to hone our skills in each of the areas suggested and this action will undoubtedly serve us well in a number of life areas. It provides an excellent list for self coaching and development which will return a personal profit.
In addition, the format can be used as a checklist or audit crib for evaluating the effectiveness of our internal systems, especially Succession Planning.
Full copies of the article and access to the author can be gained through MUOpinion@hbsp.harvard.edu
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A Challenge
Your Development
How well are you doing with your personal development? Will you be ready for the challenges that tomorrow will bring?
Would you like some help
with professional / objective assessment?
with ongoing self development?
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency.
We are Polaris – the finest self-navigation program for emerging leaders / managers. You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Perhaps Polaris would be the right program for you? We’d welcome the opportunity to demonstrate this powerful program and to contribute to the strengthening of your profile and/or management team.
Please contact us for details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris Participants
Review Sessions . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to
review the modules
for Work Out 6
- Personal Organization – Personal Branding and Profiling
- Influencing Others – Assertiveness and Conflict Management
- Focusing Principles – Codes and Transparency
Preparatory assignments . . .
Work Out 7 (April 4th) is available on the web site and may be accessed now. An e-mail reminder has been sent to all participants. Our topics will be:
- Personal Organization – Schedules and Priorities
- Obstacles & Setbacks – Principled Negotiation
- Integrity & Ethics – Affirming Authenticity
Please set time aside for your preparatory work, and call your coach with any questions and comments.
Use your RED time well!
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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Contact us to learn more.
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