Archive for the ‘Leadership Thinking’ Category
Monday, March 16th, 2009
Have you ever considered the difference between a motivated person and an inspired one? It’s not about semantics; both will have a positive impact on results, and yet only one will do so sustainably.
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Motivation is something that occurs from the outside in. It is a short to medium term boost for performance, it works well initially, then it fades, and performance returns to previous levels, or worse. Find the person relying on external motivators for performance and you’ve found a manager.
Inspiration is inside – out, the awakening of a burning desire unlocked from the very core of the individual. The person is in-spired (in-spirit), driven by that part of the personality that is forever seeking expansion and fuller expression, and the impact on performance is potent and sustainable.
Powerful leaders understand that most people possess a hundred acres of possibilities yet keep only one acre under cultivation. They understand their primary responsibility is to help people grow. They understand that leadership is about having the questions, not the answers. They understand that the very essence of leadership is to increase the awareness of those they lead. They coach for performance.
The true leader is a rare commodity in a business world full of competent managers, and in these challenging times, never has the need for leadership at every level been so high.
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Wednesday, March 4th, 2009
Some years ago I was like a twisted coil of tension and pent up emotion. It didn’t take much to trigger an unhealthy and wholly inappropriate reaction from me in any given situation.
Like the sailor who sees only the surface of the ocean, and knows nothing of what is going on below, I was a happy, humorous type of guy at face value, whilst deep below there raged plenty of unresolved emotional issues, the remnants of some difficult years experiencing mental illness in my immediate family.
This toxicity lay beyond the radar of my consciousness, out of scope of my rational, thinking mind, and all of the suppressed anger, frustration and resentment morphed into a learnt behavior that was poised to react at the slightest trigger. This is conditioning, the effects of a paradigm resident within the subconscious mind. We all have paradigms, the question is, is yours serving you?
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Without conscious awareness, I was blind to the triggers and the effects of the paradigm on my behaviour.
Self-awareness is the foundation of leadership, and when it goes missing in action the consequences are often dire, especially in leadership. As Jean De La Fontaine stated in 1679, “He who knows the universe and does not know himself knows nothing”.
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Wednesday, January 28th, 2009
Barack Obama has the eyes and expectations of the world upon him, with the American people having stratospheric expectations of their new President. The reasons for those expectations are deeper than just the change from the disappointments of the previous administration. It isn’t even about the fact that Mr. Obama is the first African-American to hold office, what really excites the world about Mr Obama is an essential component of leadership that has become a scarce commodity in the field of politics – integrity. cephalexin brand download great buck howard the dvd
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The dictionary defines integrity as ‘the state of being complete, unified’. Without integrity there can be no leadership. I’ve never had the honor of meeting Barack Obama, and despite my increasing business interests in the US, I hardly paid much attention to the Presidential election race until some of the leaders I work with kept asking my opinion of Barack Obama. So I watched from afar, and what I felt (not just what I saw) was a man steeped in integrity, a man of authenticity and congruency, and, whether many are aware of it or not, that is what the American people have bought into.
He will of course be judged on his actions, not his rhetoric. He has already set his stall out by delivering on his promise regarding the closure of the detention centre at Guantanamo Bay. Barack Obama will inevitably face the same challenges that all leaders face – the decisions between what we want to do, and what we ought to do. He’ll also have many powerful people lobbying him to favor their interests, many of which may not fit with his own values and beliefs. These are the moments of truth for a leaders integrity. The world will be watching.
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Monday, January 5th, 2009
Position has little to do with authentic leadership. A common belief is that leadership is strictly the domain of the boardroom or senior management, this is simply not true. I’ve met and worked with several Chief Executives who were positional leaders, hiding insecurities behind a thinly-disguised ego, corporate tyrants that rely upon the falsehood of status, oblivious to the detrimental impact of their behaviour on the success of the organisation.
Leadership is the ability to influence, not manipulation or command. Influence can be achieved at all levels of business. That means that everyone is or can be a leader if they chose to b
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e. It isn’t necessary to be in the top job to influence others to greater productivity. True leadership is the all rounder, the person who has the ability to inspire the good will of peers, bosses, reports, reports of other leaders, and reports of reports.
Some years ago I was an account manager for a large telecommunications company. The propositions were complex and the sales cycle was elongated, often over a year between inception and fulfillment. Ultimately the buck stopped with me, yet my success was strictly reliant upon the engagement and performance of the team around me. The point I’m seeking to share with you is that I had no positional authority over these people. There wasn’t a reporting line between me and the people who could make or break my success. I didn’t have a positional status to falsely assume leadership from.
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I had to influence these people by genuinely respecting their view of the world, appreciating their unique talents and abilities, authentically wanting to know them better, helping them to be their best by encouraging them to go beyond their self- limitations to produce their best work, and ensuring they received the credit they deserved. That is true leadership, and we got results. I will always be grateful to those people (and you know who you are!) because my success was their doing.
None of this is shared in the hope of impressing you, rather to impress upon you that true leadership is not found in the reporting structure, it’s in the person. It’s about disposition, not position.
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Monday, December 15th, 2008
‘So this is Christmas, and what have you done?’ asked John Lennon in his classic yuletide offering from 1971. It’s an interesting question, how many of us ask ourselves this kind of question? It’s an important distinction to make because the quality of a persons life will always be in direct proportion to
the quality of question they are willing to ask themselves.
Lennon’s question begs another, what will you do?
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What are you planning to do differently in 2009? What is it that you are committed to achieving? Life is change, our world is in constant change and if we’re not prepared to grow with it we’re effectively deteriorating. Bob Proctor articulated this point well when
he said ‘change is constant, personal growth is a choice’.
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This is the time of year where many people are actually willing to think about what they’d like to achieve in the New Year. Unfortunately, these are often idle wishes rather than true intentions. It isn’t what we plan between Christmas and New Year that makes the difference in our lives; it’s what we do between New Year and Christmas.
This Christmas, my sincerest wish for you is that you choose to become the leader you aspire to by choosing to lead yourself. Set your intention for the year ahead by first establishing what your intention for the rest of your life is. What is it that you find meaning in? What would you choose to do with your days if all of your financial commitments were met? What are you passionate about? What
is that you do when you are at your best? Ask your friends and colleagues what you do that they admire your greatly for.
You may not think you have unique capabilities to bring to the world, however, that is simply not true, you just haven’t become conscious of them yet.
Isn’t it strange how other people can often see the talent within us whilst we remain blind to it? Effective leaders see the talent in everyone, before people see it in themselves. Good and bad, we often see in others that which we remain ignorant to in ourselves.
Have a wonderful Christmas and New Year. Make 2009 worthy of you.
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Wednesday, October 15th, 2008
There is a very real threat to success that is silently eroding the
performance in many corporations, a subtle enemy within that is known as competent and capable management.
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The cancer of the modern workplace is the ‘manager’, the ‘positional’authority who takes great pride in maintaining status quo, the measurement of process, numbers, activity, administration and spending hours checking the mileage claims of the expense report. The ‘manager’ relies upon external motivators for performance, such as the incentive scheme or bonus, lacking in the awareness that a sustainable improvement in performance can only be born of inspiration (from the inside out) not motivation (outside in).
There are droves of these well-intentioned managers in corporations. The problem isn’t that they aren’t capable of leading, they just aren’t aware cry danger free of what true leadership is, they are products of their environment, managing as they are managed, and this represents the biggest threat to sustainable growth, profits and ultimately survival.
Industrial age management behavior stifles growth, hemorrhages talent and limits creative thought. The information age demands leadership, the ability to influence by coaching for performance, not directing. The quality of a leaders results will be in direct proportion to the quality of questions he or she is prepared to ask of their people, yet very few corporate managers have the self-awareness and skill set to achieve it.
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Incompetent leadership is corporate cancer; it sucks the lifeblood from of an organization by never releasing the talent that lies dormant within it.
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Wednesday, August 27th, 2008
The need to invest in people for organisational performance is nothing new. What is becoming increasingly important is how it is done. Those organisations wise enough to invest time and money into their most appreciable asset are finding traditional methods are failing dismally.
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The missing link is personal development, helping individuals understand themselves and their aspirations better, developing the essential components of emotional intelligence (EQ) that are so vital to success. In the context of leadership, EQ accounts for an astonishing 85% of success.
Organisations must develop an understanding that leadership is not a matter of position or status, it is one of personality. The territory has changed, we’re no longer in the industrial age where good management was deemed to be enough, the information age brings with it a workforce gifted with higher levels of consciousness, and that presents a new and significant challenge.
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There needs to be a deeper understanding of what constitutes the difference between developing the employee and developing the person free perfect assistant the . Traditional training in areas such as business methodology, selling skills, product capability, and market knowledge are essential strategic weapons, but they must be seen for what they are, a mechanism to build competence not sustainable performance.
Organisations must address the missing link if they are to continue to grow. Competing for talent in the modern economy is becoming increasingly challenging, drawing on potential and retaining talent is an even greater one. Emerging and future leaders must be developed in a far more compelling manner than what can just be found on the curriculum of the business school. Far more value to the longevity of organisation performance can be derived from personal development processes that improve the emotional intelligence and self-awareness of employees, and whilst some forward-thinking organisations achieve this by hiring professional coaches to work with their top talent and leadership teams, other employees, often those shaping the client experience, are excluded due to investment constraints. This limits performance, and there are other options.
HR and OD functions must think in a more non-linear manner if they are to continue to support the growth objectives of the business. Distant learning personal leadership programmes (such as the Science of Success programme) are designed to fill that need, for individual employees to work on their own development, unlocking the hidden potential that lies dormant within them. This kind of learning offers a potent mix for performance improvement when coupled with strong coaching practices from leaders within the business.
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There is another point to consider. Organisations should be nurturing leadership at every level, creating accountability and responsibility in employees for their own development, encouraging the investment of their own time and money into improving themselves. In my experience, there is a certain percentage of people in every organisation willing to do just that. Sadly, many corporations seem to be either unaware or fearful of proposing it to employees. That could prove costly.
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Wednesday, July 30th, 2008
These are challenging times for leaders. In my book, ‘Evolve: Powerful Skills for the Next Evolution of Leadership’ an entire chapter is dedicated to raising the readers awareness of this issue.
The workplace has and continues to change dramatically. Over the past ten years, flatter organisational structures, flexible working practices and geographically dispersed teams (often spanning the globe) are now common place, each presenting a unique challenge to leaders charged with improving results and driving change. Yet there is another, hidden workplace dynamic that is far more threatening to organisational performance and therefore to leadership success.
Leadership can be summed in one word, influence.
The ability to unlock potential from talent and release it into organisational performance is the primary responsibility of leadership. Yet from two decades of experience of working with and studying leadership, we’ve found very few people in corporate leadership positions are suitably equipped to effectively influence others. Without question, this represents the most significant threat to the top and bottom line of organisations.
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The hidden threat to organisational success is the shift in awareness of the workforce. There are very different expectations of careers, organisations and leaders in the workplace. Many leaders who have been recruiting talent over the past 5 years will not have failed to notice the difference in thinking and approach from members of ‘generation Y’, those born after circa 1981. These young men and woman are looking for far more than just a salary, car and the usual trimmings – they want development, opportunities to learn and grow, to develop the self-leadership qualities that will help them move toward what it is they aspire to be. To add to this challenge, certain aspects of ‘generation X’ have also become more aware.
If this kind of talent is exposed to poorly equipped leadership behaviour not only will it be detrimental to performance, talent will exit. It simply isn’t good enough anymore to simply just ‘pay them well’.
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As the industrial age became the information age, which itself is quickly evolving into the age of wisdom, qualitative leadership has become essential to organisational success. Leadership is truly the axis of influence in business, there is significant research on the subject of how the behaviour of people in authority impacts the top and bottom line of organisations. Sadly, a large proportion of corporations have poorly equipped managers in leadership positions, capable people lacking in the essential skills to influence and inspire a workforce with very different expectations.
In order to behave differently a leader must think differently, because leadership is a personality issue, not a positional one. This demands a very different approach to leadership development than the well-trod conventional methods of knowledge-based workshops, traditional corporate training methodologies and MBA courses that still remain the default methods utilised by many organisations.
We’ll pick up on that theme in next month….
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Thursday, June 26th, 2008
Often during speaking engagements I’ll discuss the grossly underestimated and rarely used quality of thought, the highest function of which a human being is capable, a subject not found in any of the educational systems, and one that all of the great leaders of the past six thousand years have been in unanimous agreement about……that what we think about we become.
If you’ve ever wondered what your neighbours or colleagues think, it’s highly likely that they don’t. Most people are under the illusion that mental activity constitutes thought, it doesn’t.
The art of thinking, as participants of our coaching programmes will tell you, is not an easy skill to develop, because most of us have not been raised to think. Henry Ford once pointed out that ‘thinking is the hardest work there is, which is why so few people partake in it’……and very little seems to have changed since.
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Why is it that we are so very weak in the very faculty that differentiates Mankind from the animal kingdom? It’s because we are raised to operate exclusively through our five physical senses, we see, hear, taste, touch and smell and anything beyond that we tend to ignore or dismiss.
Most people live in ignorance of their higher faculties and operate in an almost animalistic level of consciousness, demonstrating virtually exactly the same capacity as their pets who also have the ability to see, hear, taste, touch and smell. vytorin manufacturer
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Recent events have served to illustrate this point. Consider for a moment that an animal is a perfect expression of nature, built to survive by reacting, always at the mercy of circumstance and environment. You, on the other hand, as a human being, have been blessed with intellectual faculties, one of which is reason, the ability to consider and respond to any given circumstance, possessing the God-like ability to shape circumstances and environment alike.
The tragedy is that the vast majority of the westernised population live in a perpetual state of reaction, completely at the mercy of the environment. Witness the panic that has ensued in many parts of the country over a fuel shortage, the mass fear that grips the larger population regarding the economy, and the droves of people desperately trying to exit the property market or delay entering it for fear/hope of an impending collapse.
Consider the vice-like grip of insecurity that swept the nation in 2007 with the tragic disappearance of Madeleine McCann. As a father of two young children the horror of losing a child cannot fail to pierce your very being, yet the endless frenzy whipped up by the media had parents in a constant state of fear that their child was next.
Many of us are simply mass manipulated, puppets of the media engine, living life completely at the whims of the opinions of others. I’m not claiming to be an authority in economics, and neither am I denying the slowing down of the western economy, however, it’s worth bearing in mind that mass consciousness was the root cause of the hardships of the 1930’s financial slump, and a large proportion of what is going on today has the same origins.
If you choose to look, you’ll find in the midst of these lugubrious economic times, a few enlightened souls who refuse to let existing circumstances limit their thinking, they continue to invest, locked on purpose toward the achievement of their goals, refusing to let existing circumstances shape them, choosing to think and respond in the name of intelligent accomplishment as oppose to react to every story or rumour. These people think, they originate an idea, a worthy ideal, and strive to achieve it regardless of circumstance.
Sadly, the majority remain rudderless, lacking in purpose, vision and goals, continually reacting to one crisis after another. They wish positively for success and think negatively, entirely deductive to opinion and a media engine built to sell what the masses crave for….stories of doom and despair. Think about it, why else would millions choose to tune into East Enders every week?
Then there are those who also have a dream, but still choose to live in accordance to the gospel of opinion, delaying action until the economy is right, or the property market settles, peace in the Middle East and the stars all aligned. It just never materialises….
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Most people operate with mental activity shrouded in lack, limitation, poverty and failure, because that’s what they focus on, ignorant to the fact that whatever floods their consciousness manifests itself in results. What we think about we become. Cause and effect, the law of laws as Emerson called it. This is the pitfall and legacy of our nurture. Thankfully, we have been given the ability to reverse it.
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