mick's leadership blog ...

"A beginner's mind takes you where you need to go" (traditional Zen saying)

Wednesday, February 24, 2010

Tragedy at Toyota and How Not to Lead in Crisis by Bill George

from mick's leadership blog

Tragedy at Toyota and How Not to Lead in Crisis by Bill George.

This is not a crisis of faulty brakes and accelerators, but a leadership crisis. During Chrysler’s 1980s crisis, CEO Lee Iacocca took charge, restoring consumer trust and prosperity. When General Motors emerged from bankruptcy last summer, Chairman Ed Whitacre became the trustworthy, determined face of the company’s comeback.

Toyota needs a credible leader with a strong, cohesive plan.

... http://bit.ly/b1yQl2

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Tuesday, February 23, 2010

Strategic thinking is most important for leaders in 2010 say the top 20 Companies

from mick's leadership blog

Strategic thinking is most important for leaders in 2010 say the top 20 Companies

... http://bit.ly/98yjLP

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Saturday, February 20, 2010

Jaron Lanier – “You Are Not A Gadget”

mick's leadership blog

Jaron Lanier – “You Are Not A Gadget” – Video from RSA.

http://bit.ly/bpcllO

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Sunday, February 14, 2010

LeaderValues February Newsletter - Confucius, Leaders using the Arts, Work/Life Balance and "The Loudest Duck"

Confucius

Click here to see this month's newsletter ...

It features ...

  • Confucius - a biography by Victoria Yates, focusing on his social and moral philosophy, still appropriate today.
  • The Right Context: Using the Arts to Get Your Message Across, a thoughtful and well researched piece from Barry A. Doublestein.
  • The Imbalance of Work / Life Balance, based on Simma Liebermann's 18 years of experience in the field.
  • Lessons and Quotes
  • Book review: "The Loudest Duck" by Laura Liswood. We think it's a must read!

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Saturday, February 13, 2010

Sir Ken Robinson, educator extraordinaire ....

Ken Robinson was one of the last speakers at TED2010 today. He was also one of the best, with a powerful yet simple message about change in the education system - valuing each of us for what we are, and not continuing with the "fast food, industrialised" approach we currently have. Each child is unique and should be treated as such.

I thought it might be fun to copy a few tweets which give an idea of his key points (and the great audience response)

@missrogue "Every day our children lay their dreams beneath our feet. We should tread lightly." Sir Ken Robinson #TED

@brainpicker Sir Ken Robinson: "Our education system is impoverishing our spirits as much as fast food is depleting our bodies" #TED

@brainpicker #TED Ken Robinson: It's not about scaling the solution to education, it's about a grassroots model of personalized solutions

@TEDNews: Sir Ken Robinson at #TED: We have built our education systems on the model of fast food. Standardized, not customized to local circumstances

@brainpicker #TED Sir Ken Robinson: People are often good at things they don't care for, but it's about passion. About what moves you.

@mickyates "A watch is a single function device - Ken Robinson's 20 year old daughter - so I don't want one" #TED

@Michaelgnovak: RT @brainpicker: #TED Sir Ken Robinson's book, The Element: How Finding Your Passion Changes Everything, is a MUST read http://is.gd/8jUKl

@brainpicker "Human communities depend on a diversity of talent" Ken Robinson #TED #quote

Here's Ken's Huffington Post article from today on a slightly different - but related topic ..."Imagine a World Ending Slavery"

"As part of the work we do in education, my wife Terry and I are committed to promoting a world in which all children live in freedom. This is why we support the Tronie Foundation in its work to ensure that all children live free of exploitation and have the opportunity to laugh, play and go to school. Many estimates agree that there are now about 27 million slaves in the world, more than at the height of institutionalized slavery in the 19th century. These are men, women and children held against their will with the threat of violence and little or no pay to do what ever their owners demand. Often these are what are known as 3D jobs -- dirty difficult and dangerous -- that few people with a free choice would tolerate. It's estimated that roughly half of all slaves are children.

The good news is that there are people and organizations around the world fighting separately and together to end slavery in all of its forms. They range from government agencies to private foundations and the, often heroic, efforts of lone individuals. All are committed to ending practices that degrade all of us. One such organization is the Tronie Foundation.

Rani and Tron are acting from first-hand experience. They found their separate ways to the United States as children. Rani was sold and resold into slavery as a child in India and then into illegal adoption in the USA. Tron was shipwrecked off the coast of Vietnam after his father's desperate attempt to save him from being abducted as a boy soldier. As adults and parents, they are now committed to the global struggle to offer the gift of freedom to every child.

People around the world are ringing in a New Year. This could also be a new time of awakening. For the United States, freedom is a founding principle. Here especially we should support those who do so much to defend it on our behalf and for the children we all say we cherish. Take a look.

http://TronieFoundation.org/donate

Biography extract from his webpage:

"Sir Ken Robinson, PhD is an internationally recognized leader in the development of creativity, innovation and human resources. In 1998, he led a national commission on creativity, education and the economy for the UK Government. ‘All Our Futures: Creativity, Culture and Education’ (The Robinson Report) was published to wide acclaim in 1999. He was the central figure in developing a strategy for creative and economic development as part of the Peace Process in Northern Ireland, working with the ministers for training, education enterprise and culture.For twelve years, he was Professor of Education at the University of Warwick in the UK and is now Professor Emeritus. He has been honored with the Athena Award of the Rhode Island School of Design for services to the arts and education; the Peabody Medal for contributions to the arts and culture in the United States, and the Benjamin Franklin Medal of the Royal Society of Arts for outstanding contributions to cultural relations between the United Kingdom and the United States. In 2003, he received a knighthood from Queen Elizabeth II for his services to the arts."

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Friday, February 12, 2010

Jamie Oliver & TED Prize: Video of his speech "Educate every child about food"

An inspiring and passionate talk at TED 2010, as Jamie puts forward his wish.

"I wish for everyone to help create a strong, sustainable movement to educate every child about food, inspire familes to cook again and empower people everywhere to fight obesity".

There is a debate about Jamie's ideas online at TED. Some felt he lacked facts, others that he over-dramatised. But however you cut it, the idea that obesity is preventable and that healthy cooking can have a profound, positive impact is compelling. It needs a concerted effort at home, in schools and across industry.

Jamie's speech is full of passion and challenge - and there can be no doubt one is watching a leader at work. A man with a vision, and the character to make change happen. We should all hope he succeeds. Want more detail? Check out his campaigns and his successes.

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Thursday, February 11, 2010

Taking David Cameron’s TED talk seriously – James Crabtree @ Prospect

From Prospect - 1th February 2010 Last night Tom Chatfield and I were lucky enough to be part of the 200 or so people packed into BAFTA’s auditorium for the widely trailed “secret” Cameron TED talk. Three reflections.

1. People are missing the radicalism in his open contracts announcement. Cameron last night committed to publish the details of all government contracts. Not just IT contracts, which no one noticed they pledged to do in their IT paper before Christmas. ALL contracts. Every contract any contractor signs with a government department. Cleaners. Train operators. McKinsey being paid to write most of the Dhazi review. All of it. Here is the pledge:

A conservative government will publish all government contracts worth over £25,000 for goods and services in full, including all performance indicators, break clauses and penalty measures. This will enable the public to root out wasteful spending and poorly negotiated contracts, and open up the procurement system to more small businesses.

Its a bit confusing, because this looks like their existing announcement (to publish all govt spending lines over 25k.) But it isn’t. Its new. I can only imagine what the CBI think about this. It is, if delivered in this spirit, a genuinely radical transparency measure. Imagine the fuss this is going to cause when everyone who didn’t get the contract pours over each detail, and asks difficult questions? Imagine how much easier it is going to be for outside bodies to track public money — think PFI projects — to see if they are on track, and also to use FOI to track progress? Interesting stuff.

2. Cameron’s “Transparency, Accountability, Choice” framework should be taken seriously too. Last night Cameron — again — used this troika to structure his talk. It reminds me of Bill Clinton, who used to always talk about “Responsibility, Opportunity, Community” as his mantra — as perhaps most famously put in his 1996 campaign. I remember being told a story once about the Whitehouse staff doing an end-of-year skit at a christmas party, one part of which was to slightly tease Clinton for always saying this. Clinton, so i was told, took this badly — he saw “opportunity, community, responsibility” not as a slogan, but as a governing philosophy, as framework to apply to any policy problem. (Don’t believe me? It even turned up in the names of his laws.) The same is true for Cameron.

Last night’s talk was fairly familiar territory for anyone who follows such things. It took the basic framework from his important 2007 Google Zeitgeist speech (the first time he signed up the post-Bureaucratic age narrative, thought up by Oliver Letwin, developed by Steve Hilton and popularised in print by Michael Gove earlier that year) of a pre and post bureaucratic age. But more important is the fact that this mantra — transparency, accountability, choice — always turns up in all of his speeches. It is, in effect, his governing philosophy. People should take it seriously, and think how they are going to apply it more broadly in policy when, and if, they are elected.

3. The role of the state implicit in his remarks is startling optimistic. I think, too optimistic. In Cameron’s “big society” speech a few months back, he laid out a startlingly optimistic vision for the future role of the state. I say startling because it is one which asks for a degree of subtlety and precision from state action that most progressives, let alone most conservatives, find implausible. Here it is:

This, then, is our new role for the state. Galvanising, catalysing, prompting, encouraging and agitating for community engagement and social renewal. It must help families, individuals, charities and communities come together to solve problems. We must use the state to remake society. We must use the state to help stimulate social action.

The same vision of the state underpinned his remarks last night. This, remember, is the same hopeless, useless, Brownite state which — says Cameron — has failed utterly to deliver growth, end poverty, fix Broken Britain, improve education, make us healthier, and so on. Yet, in his hands, it will suddenly become a key-hole state, able to dip gently into the very fabric of local communities—the brittle fabric of social organisation which conservatives normally fight so hart to keep away from the state—as would a heart surgeon reach into an open chest. It will tweak here and there, and in so doing will to let lose a social flowering.

Now, some of this I buy — for instance his agenda to push open public data, and transparency, will enable communities to act in various ways, as he claimed last night in his speech (giving the example of public spending, and also local crime information.) But behind this lies a deeper vision of not simply an information-producing state, but an interventionist state tasked with “remaking” things.

How this is going to work I, honestly, have no idea, especially given all the bits of central government which might do this — the COI, the office of the third sector, the bits concerned with social action — aren’t much good at the sort of thing he has in mind. So while this vision is attractive, at the moment it feels unrealistic too—an area where more work needs to be done to make real the bold claims that underpinned last nights remarks, namely that you can improve public services through clever use of new techniques (e.g. open data, or the insights of behavioural economics) but with no need for extra investment. If it looks overly optimistic, I reckon that is because it is.

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Jamie Oliver's TED Prize wish: Educate every child about food

Jamie

From the TED Prize session: Jamie Oliver has announced his TED Prize wish.

THE WISH:
“I wish for your help to create a strong, sustainable movement to educate every child about food, inspire families to cook again and empower people everywhere to fight obesity.”

THE PLAN:
Set up an organization to create a popular movement that will inspire people to change the way they eat. The movement will do this by establishing a network of community kitchens; launching a travelling food theater that will teach kids practical food and cooking skills in an entertaining way and provide basic training for parents and professionals; and bringing millions of people together through an online community to drive the fight against obesity. The grassroots movement must also challenge corporate America to support meaningful programs that will change the culture of junk food.

THE NEEDS:

Help to establish the organization, with funding, office space and facilities.

Find partners to equip and run the community kitchens, and food suppliers to provide the fresh ingredients.

A partner to build and maintain a fleet of food theatre trucks.

Education experts, graphic designers, artists and writers to develop and produce creative, fun teaching materials.

Communications experts to create messaging for the movement.

Web designers and developers to create and build the website.

Establish a food range that generates a sustainable income for the movement.

Corporate partners to invest in cooking and food education for their customers and champion honest food labelling.

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Wednesday, February 10, 2010

Connectors keep it simple - from John C. Maxwell

Just got this from John's newsletter at Leadership Wired ...

"William Henry Harrison gave the longest inaugural address of any U.S. President, taking two hours to plod through a whopping 8,445-word speech. Even though the speech was delivered outdoors on a frigid and rainy day, the President stubbornly refused to wear an overcoat or hat. As a result, he caught a cold that developed into pneumonia, and he died a month later. The leadership lesson: it pays to simplify.

Two Myths about Simplicity

Myth #1 Simplicity Lacks Depth

A few years ago, I was being interviewed on a television talk show. "John," the host said, "I've read several of your books, and they are all so simple." His mocking tone made it clear to the audience and to me that the comment was not intended as a compliment.

My response was direct: "That's true. The principles in my books are simple to understand, but they are not always simple to apply." The audience applauded, and the talk show host conceded that what I said was true.

We often associate simplicity with a lack of depth or shortage of intelligence. Conversely, we ascribe intelligence to people who communicate using big words or hard-to-grasp concepts. Somehow, we assume that anyone speaking in a dense, academic style must be smart.

The issues we face in life can be complex, with all sorts of intricacies. However, as leaders and communicators, our job is to bring clarity to a subject, reducing rather than adding to its complexity. The measure of a great teacher isn't what he knows; it's what his students know. Simplicity is a skill, and it's a necessary one if you want to connect with people when you communicate.

Myth #2 Simplicity Is Easy

When we encounter something simple, we assume it has been hastily thrown together or not fully thought out. To us, simplicity means taking shortcuts and denying the complex reality of life. However, in a society flooded with information, simplicity has never been more difficult to achieve. Nor has it ever been as important.

Perhaps nobody understands simplicity better than Apple, Inc. The company put its computers back on the map by touting their user-friendly interfaces. Then, Apple leapfrogged the competition by pioneering devices that simplified the way we access, store, and share information.

Despite his success in bringing about simplicity, Apple CEO Steve Jobs attests to the difficulty of doing so.

If you read the Apple's first brochure, the headline was "Simplicity is the Ultimate Sophistication." What we meant by that was that when you first attack a problem it seems really simple because you don't understand it. Then when you start to really understand it, you come up with these very complicated solutions because it's really hairy. Most people stop there. But a few people keep burning the midnight oil and finally understand the underlying principles of the problem and come up with an elegantly simple solution for it. But very few people go the distance to get there.

A leader's initial attempts to resolve a problem raise a host of questions that make the problem appear bigger than it did at first. However, as leaders persevere through the haze of complexity and wade through the maze of possible remedies, they often arrive at a simple solution. Once they have the solution, and can state it plainly, leaders are in position to connect with their customers.

Summary

It may seem counterintuitive, but if you want to take your communication to the next level, don't try to dazzle people with your intellect or overpower them with information. Give them clarity and simplicity. People will relate to you, and they'll want to invite you back to communicate with them again.

Also, don't expect simplicity to come easily. At first, your attempts to find clarity may seem to backfire. Nevertheless, press on and maintain focus. Eventually, you'll reduce your problems to a manageable size, and you'll uncover simple principles that will aid your ability to connect with those you serve."

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Sunday, January 10, 2010

LeaderValues January Newsletter just published - Bryan Ferry as leader, innovator, influencer ...

Click here to see this month's newsletter

It features ...

  • Bryan Ferry - a biography by Victoria Yates
  • When is Enough, Enough - Dan Elash
  • Management 3.0: The Era of Complexity - Jurgen Appelo
  • Lessons and Quotes
  • Create marketplace Disruption - Adam Hartung

Bryan Ferry

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Saturday, January 09, 2010

John Wooden on true success - from TED

"With profound simplicity, Coach John Wooden redefines success and urges us all to pursue the best in ourselves. In this inspiring talk he shares the advice he gave his players at UCLA, quotes poetry and remembers his father's wisdom."

Here's the original video ...

 

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Sunday, December 20, 2009

"Creating Community" - by Becky Robinson at Mountain State University

A blog post at Mountain State University, from Becky Robinson

"My friend Helen is looking for community.

One evening, she and I discussed the difference between having connected relationships with people and experiencing community. We agreed people want more than just a few close relationships; people are  hungry for true community. Though you can find community many places — at work, at school, in your neighborhood, through an online network, at your church or other local organization — it's not automatic that where people gather, there will be community. Leaders who want to create community do so with a sense of purpose and intentionality.

  • To create community, leaders foster shared relationships. People feel part of a community when they are well connected in relationships. I know you, but I also know the people you know. And they know each other. To foster shared relationships, leaders facilitate this interconnectedness. The more people are interconnected, the more likely they are to have a sense of community.
  • To create community, leaders initiate shared experiences. When people participate in activities together, collaborating as a whole or working in small groups, relationships have a chance to grow. Even after the activity is over, shared memories with others can contribute to a sense of community.
  • To create community, leaders cultivate shared goals and purpose. As people rally around a shared cause or goal, a sense of community builds. People feel emboldened by others who are working toward the same purpose.
  • To create community, leaders celebrate shared achievement. People enjoy being a part of something bigger than themselves, knowing that their contribution makes a difference. Leaders who recognize a groups' effort build community.

As a leader, how are you creating community in your organization?

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Friday, December 18, 2009

Lead Change "Tweet Chat" from the LinkedIn group - post by Mike Henry Sr.

From Mike's Blog ... I am sorry I couldn't join the Chat, but I will try to next time. Sounds fascinating!

"Last Thursday we held the inaugural Lead Change Tweet Chat. The topic was “How can you apply character-based leadership to make a positive difference in 2010?” In one hour over 100 people joined in the “conversation” and made over 600 posts. Some of my friends have seen the transcript and called the event chaos. Maybe it’s the wild west of technology and communications. But if you’ve ever participated in a tweet-chat before, you know they can be chaotic. Like “Where’s Waldo,” many times you have to search to find the nuggets.

Waldo

Three nuggets I got from the chat include:

  1. People want to make a positive difference. The Lead Change Group is up to 500 members on LinkedIn right now, but only 200 that I’m aware of are on Twitter. We had good participation with short notice and we picked up several new friends and members.
  2. We all know “poster-quotes.” At 9:33 PM EST, Tim Milburn (@Timage) noted:
  3. Does anyone else feel like they’re walking past a motivational poster shop and reading all the captions? :)

  4. We want to be about something more significant than “poster-quotes.” Many committed to make a positive difference starting “tomorrow” once Kit Stookey (@kstookey) prompted us for some traction. Just Ctrl-F down the page looking for the word “tomorrow.”
  • Brandleadership: we can encourage a leader tomorrow.
  • Timage: tomorrow I will do my best to say something encouraging in the first 30 seconds of a conversation.
  • KetelboeterPR: Tomorrow, I will choose to build the vision and share the trust.
  • Timage: tomorrow I can tell someone I believe in them. I can help them become more of the person they were created to be.
  • Logosnoesis: Tomorrow I can encourage a leader to invite others into the leadership conversation @ their place.

sunset

Tomorrow?

So, let’s take this a bit further. If you’re one of the “Tomorrow” quotes, how did you do? Is there anything this group can do to help? We all want to be part of a community that makes a positive difference by applying character-based leadership.

Chaos To Community

Would you like to insert order into the chaos of your thoughts and plans? Cement your thoughts about making a positive difference. This community will help. Here are 4 steps you can take to begin to make a positive difference immediately.

  1. Download and check out the transcript. Think about what you will do to make a positive difference?
  2. Write it down. Post a comment here or on Twitter about what you can do to make a positive difference beginning today. Please use the #LeadChange hashtag on Twitter so we can find you.
  3. Get some help. Get with people who don’t want to spend the next year watching TV. Maybe it’s your church or some other local organization. If you don’t have one locally, join this group at http://bit.ly/leadchange or just follow 200 active individuals on Twitter with 1-click by going to http://bit.ly/36uhrt. Or start your own.
  4. If you do take some action to cement your plan, share it with the group here, on Twitter or LinkedIn. We’d love to help.

These four steps aren’t complex or the stuff of peace prizes, but they are steps. If you’re already making a difference, share your ideas and help the rest of us. But if this is progress for you, start making it. We won’t judge you and you don’t have to enroll in the Advanced School of Sainthood. Just do something. Our world needs you to stop being a spectator.

We’ll do this again in January. Share your plans. What are you willing to commit to, or what are you already doing to make a positive difference?

Until then, thanks and have a great year!"

------------

Great post, Mike

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Thursday, December 10, 2009

Itay Talgam: "Lead like the great conductors" - from TED Global

From TED Global. The idea that Leaders conduct an orchestra is a nice one, and this video show how different styles of conducting get different responses.

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Sunday, December 06, 2009

100 Lectures Every Leader Should Listen To ... from OnlineClasses

Carol Brown, from OnlineClasses sent this post on "100 Lectures A Leader Should Listen To". It includes links to MIT Open Courseware (OCW), amongst other sites, and the list is definitely worth checking out.

Here's the post and the first 10 out of 100 links:

"History has been empowered by triumph scarred by tyranny; both great leaders and tragic dictators alike have shaped the way we look at the world and the way future generations will feel about their generations. Whether you aspire to be student body president or president of the United States of America; whether you dream of being a school principal or a school teacher, it is vital you find within yourself the best, most merciful and just, leader you can possibly be. These lectures, videos, and even songs, will help you on your journey toward greatness so that you, too, can help change history for the better.

College Courses for Leadership

It’s always a great idea to start with the basics, and these courses have what you need. From defining "leadership" to showing common tactics and techniques, these links will serve as a drawing board for the game plan that works best for you.

  1. Special Seminar in Communications: Leadership and Personal Effectiveness Coaching: This course gives students many opportunities to fine-tune their communication skills through several in-class activities. [MIT]
  2. Practical Leadership: This course is an interactive seminar where students get individualized feedback on their leadership techniques from the instructor. [MIT]
  3. Leadership Lab: This interactive workshop looks at how leaders should promote social responsibility and generate fiscal success. [MIT]
  4. Dynamic Leadership: Using Improvisation in Business: The first part of this course serves as an overview of performing improvisation. [MIT]
  5. Leadership Development: This course’s readings and assignments emphasize the characteristics of great leadership. [MIT]
  6. Cross-Cultural Leadership: This course is a collaborative environment that examines what constitutes "effective" leadership across cultures. [MIT]
  7. Leadership Tools and Teams: In this class, you will be helping students at Sloan develop leadership tools. [MIT]
  8. People and Organizations: This course examines the historical context of civilization and organization. [MIT]
  9. Managing Innovation and Entrepreneurship: This course discusses the basics every manager to be successful entrepreneurial and established firms. [MIT]
  10. Managing and Volunteering In the Non-Profit Sector: This is a course that gives students an overview of the management challenges of the non-profit sector. [MIT]

Check out the rest of this list ...

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Saturday, December 05, 2009

Can Ethics Be Taught in Business Schools? An insightful blog article from Chris MacDonald

From "The Business Ethics Blog", by Chris MacDonald, PhD

It's a common refrain. Don't blame the business schools for all the bad stuff happening on Wall Street. It's not the b-schools' fault, because after all, ethics can't be taught. The first bit there is reasonable enough: the recent financial crisis is the result of a complicated convergence of factors, apparently including bad decisions by quite a number of individuals, and some poorly-structured institutions. But the latter part, implying the futility of ethics instruction at business schools, is simply wrong-headed.

For the latest iteration of this mistaken view, check out this opinion piece by Clifford Orwin, professor of political science at the University of Toronto, in the Globe and Mail: Can we teach ethics? When pigs fly

Ethics is a serious business. And that's why, reading in last weekend's Globe and Mail about the gurgling wave of ethics education sweeping North American business schools, I had to laugh.

“MBA programs around the globe,” wrote Joanna Pachner, “are rushing to prove that they teach students to be good – not just rich – by revamping their curriculums and encouraging debates about ethical corporate behaviour.”

I blogged about the MBA ethics oaths here. But Orwin's real focus is on business school curriculum:

I'm not suggesting that business students are bad people, or that those who would teach them to be good are any less competent than the rest of us. It's just that the whole notion of teaching ethical behaviour rests on a fundamental misconception – namely, that ethical behaviour can be taught.

But Orwin's criticism is off-target, for two reasons.

The first problem is that Orwin neglects that the main goal of business education is to teach people management skills. So we can usefully teach people to devise management structures that minimize wrong-doing on the part of their employees, even if we can't change the characters of future managers themselves.

The second problem: people like Orwin wrongly assume that the key to better behaviour is modifying character.
But that flies in the face of our best understanding (as represented in the criminology literature) of the psychology of wrongdoing. The key to wrongdoing is not primarily that wrongdoers have the wrong values (from which it would follow that ethics classes need to accomplish the difficult, perhaps impossible, task of instilling the right values in just a few short months of instruction). The key to wrongdoing is much more likely to involve faulty ways of thinking about certain behaviours, namely thinking about them in ways that "neutralize" them, morally, effectively exempting the wrongdoer from moral blame. (A simple example is the redescription of theft as "borrowing", or the redescription of stealing from one's employer as "merely taking what I deserve"). The arguments behind such neutralizations are generally fallacious, and fallacies of reasoning are something that can be taught, either in an ethics class or indeed in a first-year Critical Thinking class.

Thus it's not that Orwin is wrong in claiming that virtue cannot be taught. It's that he's wrong in thinking that that's a decisive argument against ethics education.

--------------------------------------------
Chris's take on the moral psychology of wrongdoing, and the conclusion it implies about ethics education, is adopted entirely from Joseph Heath's wonderful paper, "Business Ethics and Moral Motivation: A Criminological Perspective," Journal of Business Ethics 83:4, 2008. Here's the abstract.

Chris teaches Philosophy, including business ethics, at Saint Mary's University in Halifax, Canada, and a Nonresident Senior Fellow at Duke University's Kenan Institute for Ethics. He is a member of the Editorial Board of the Journal of Business Ethics.
He was named one of the "100 Most Influential People in Business Ethics", for 2008.

 

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Thursday, December 03, 2009

Managers Can (and Should) Be Leaders - Henry Nitzberg's Latest book reviewed by Michael McKinney

ManagingIt has become commonplace to regard managers as inferior to leaders. Leaders are out front getting things done and managers are … what are they doing? This is, in part, due of our proclivity to label people as one or the other.

Henry Mintzberg is the antidote to that kind of unproductive thinking. He writes in a book simply titled Managing: “we should be seeing managers as leaders and leadership as management practiced well.” While I have maintained that there is value in separating the functions of managers and leaders for the better understanding of both, in practice, they shouldn’t be two different people.

Mintzberg believes that managing is a practice that is learned on the job through apprenticeship, mentorship, and direct experience. He has good cause to assert that we should be more concerned about “macroleading;” people that manage by remote control; too far above it all. “We are now overlead and undermanaged", he writes.”

"By obsessing over the glories of leadership, we lose our grasp on the realities of management. And our leadership is all the worse for it."

The more we obsess about leadership, the less we seem to get.”

Managing is a page-turner (if you’re into this kind of thing). Mintzberg always makes you stop and think. He’s at his best when he’s leveling the playing field. As we’ve stressed on this blog before, leadership isn’t evolving. Leadership (and management) are a fundamental human activity. How they are practiced may change depending on the context, but their essence remains unchanged. Much of what we have to learn and relearn are fundamental principles regarding how people get along and work together.

Managers deal with different issues as time moves forward, but not with different managing. The job does not change. We buy new gasoline all the time and new shirts from time to time; that does not mean that car engines and buttons have been changing. Despite the great fuss we make about change, the fact is that basic aspects of human behavior—and what could be more basic than managing and leading?—remain rather stable.

Mintzberg has distilled management thought into a general model of managing—what do managers do? They operate on three plains of activity, from the conceptual to the concrete: They act through information. They work through people. They manage action directly. And they need to operate on all three planes. “Too much leading can result in a job free of content…and detached from its internal roots.” A blending of all three planes into a dynamic balance is required and is best learned on the job. “No simulation I have ever seen in a classroom … comes remotely close to replicating the job itself,” says Mintzberg.

Read the rest of the review from Michael McKinney on the Leadership Now blog ...

Posted via web from mick's posterous

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Sunday, November 29, 2009

Presentation on "Organizational Change"

I am pleased to be making a presentation this week to the MBA program at Leeds University Business School. It starts with a brief introduction to two approaches to cultural understanding that I have always found useful - Geert Hofstede's groundbreaking work on cultural dimensions, and Gerry Johnson's "Cultural Web".

The presentation then uses the 4E's Leadership Framework to explain the 11 step process that was co-developed with members of the Change Leaders community of practice (as part of the Oxford/HEC CCC program in 2004).

You can find a link to the PowerPoint on my LinkedIn Slidespace.

Posted via web from mick's posterous

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Simply Effective: "How to Cut Through Complexity in Your Organization and Get Things Done"

Simply Effective

ISBN 978 1 4221 8114 0

Ron Ashkenas is the co-author of The Boundaryless Organization and The GE Work-Out - both fascinating reviews of how major Companies make things happen in an increasingly complicated world. In the new book, published December 2009, Ashkenas sets out a set of diagnostics, tools and processes to help us deal with complexity on a day-to-day basis.

He identifies 4 major causes of complexity:

  1. Structural Mitosis - constant change in the way organizations are structured
  2. Management Behaviour - which wastes time and which confuses the issues
  3. Product & Service Proliferation - which makes focusing and thus managing the whole ever more difficult
  4. Process Evolution - as businesses use new and varying approaches to solve problems - processes need streamlining

By his own admission, Ashkenas does not set out to create lots of new tools. Rather, he is focused on ensuring that we have the context for simplicity clearly understood so that we start to create effective response strategies - and then applying the most proven approaches to help get results. The book is liberally laced with good case studies, from GE, Conagra, Cisco, J&J and others. And at the end of each chapter there is a helpful checklist of actions that can be taken.

For example, in the chapter on "Product and Service Proliferation", Ashkenas encourages us to use effective Portfolio Analysis to identify where to focus, rationalise our brand SKU's, and use Customer Design Partnering to be sure we are meeting the most important needs. And in "Streamlining Processes", Ashkenas urges us to use Best Practice, Process Mapping (to make explicit what is implicit or taken for granted in an organization) and, of course, proven techniques such as Six Sigma and Lean. You've also got to smile when you read about "Death by PowerPoint" when he is discussing ineffective Management behaviour.

Stepping back, Ashkenas proposes a "Simple Strategy for Simplicity", in a five step loop.

  • Declare Simplicity a Business Imperative
  • Restructure the work and consequent organization structure to reduce complexity
  • Achieve early results ("quick wins") through process and product simplification
  • Sustain Momentum through clear and constant Communication
  • Repeat over time

This is a good, clear and helpful book, and the action plans suggested will definitely start to clear away the organizational clutter that we all face every day.

If I have a critique it is that Ashkenas could have gone further in two areas. First, to make even more of the power of Customer Insight in driving better business decisions and thus helping to design more effective processes. Using a "customer lens" can really break through some of the old paradigms. I have especially seen this applied in retailing, where getting the entire enterprise focused on and rewarded by customer results can be a breakthrough strategy and a clear focus for operational excellence.

And, secondly, Ashkenas only deals lightly with the emerging knowledge we have on how Social Networks create highly efficient and effective communication vehicles. He is not alone in this, as most writers still follow the "Structure follows Strategy" dictum. Yet network science is beginning to suggest common approaches that can be used independently of the actual purpose of the Enterprise.

Still, that is for future books. For today, I can fully recommend "Simply Effective" as a well-researched, well-written book packed with helpful ideas for action. A quick read, but a useful handbook to have on your desk to dip into as your work progresses.

Review from LeaderValues, written by Mick Yates

Posted via web from mick's posterous

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Monday, October 26, 2009

A Scientific Approach to Responsibility Leadership

A guest post by Emmett C. Murphy

"Many leaders think they are acting responsibly when they take over where an associate has fallen short. When an associate fails and a leader steps in to do the work the leader may feel he or she has saved the company, or at least saved the day. Our 20-year study of responsibility-driven leadership contradicts this myth. Rather than “taking over,” the most responsible leaders help others achieve a state of responsibility. As such, responsible leaders spend the majority of their time on problem solving activities. Consider the following case study.

Sam, an environmental engineer, shares a technician with some of the other scientists at his company. Jana, the technician, divides her time among various responsibilities, one of which is maintaining an instrument essential to Sam’s research. Sam’s lab uses the ICPMS instrument 40% of the time; the rest of the time the instrument is loaned out to a variety of other users in the company. Jana oversees the use of the instrument by first-time and occasional users in the company who often don’t know how to operate it properly. But Sam has become increasingly frustrated with how Jana manages the loans. Over the past six months the ICPMS has broken five times because users have run inappropriate samples or failed to follow directions. Sam has expressed his frustration to Jana in the past—he has even become emotional; while she always responds apologetically, she never finds the time to remedy the problems. How should Sam proceed? He’s aware of Jana’s time constraints—the fact that she’s pulled in many different directions and may not have the time to educate and monitor the ICPMS users as closely as he would like. His first impulse is to “take over” and tell Jana that from now on he will be in charge of the ICPMS.

By “taking over” Sam would send the message that he doesn’t believe in Jana’s capabilities and—more—that he doesn’t believe that individuals can improve and adapt. Instead he opts to apply the problem-solving techniques he uses as a scientist to his problem with Jana. Here are his strategies—the strategies of a responsibility-driven leader.

Chart Work Tasks

Rather than using his authority as Jana’s superior to demand that she comply with his requests, Sam sits down with her as an equal to problem solve. He employs a research instrument for this purpose, something we call a “work imaging” survey. The survey consists of such questions as “What do you need to accomplish during the day?”, “What gets in the way?”, etc. It allows Sam to obtain a clear sense Jana’s daily work activities. Responsibility-driven leaders are adamantly focused on “key role responsibilities”—those responsibilities that are expected by the job description versus those that arise out of immediate or haphazard needs. Sam seeks to understand why Jana has so little time to spend on the ICPMS, which is one of her main responsibilities. Through the course of their conversation he discovers that at Jana spends at least 20% of her time responding to requests from another department—a department with its own technician. This discovery allows Sam to protect Jana’s time and his own needs.

Assess Risk from Failure

Now that Sam has freed up 20% of Jana’s time to devote to the management of the ICPMS he wants to make sure she appreciates the value of this task. He engages with her in “risk assessment” to determine the dangers of neglecting her responsibilities with the ICPMS. The two of them identify the problems that can arise with the ICPMS—these include problems that have arisen and problems that could potentially arise, including technical, operational, economic and people-related problems. They ask “Where is the risk coming from?” “What is the level of the risk? High or low?” “What is the likely duration of the risk?” The conversation helps Jana understand some risks she hadn’t considered before: like the fact that all of Sam’s research activities come to a halt if the ICPMS is down; or the fact that the money needed for the repairs on the instrument drain the funds for additional projects.

Seek Solutions

Based on the information gathered, the two then work to establish a plan of action. By engaging Jana in the solution, Sam gives her ownership over her job. The two decide to institute a schedule of short training sessions, which they want to make mandatory for every new user. Sam suggests that they require users to pass a qualifying exam before each session with the instrument; Jana thinks this process will be too labor-intensive. She takes responsibility for her job by acknowledging that she won’t have time to adequately implement Sam’s suggestion. Sam considers taking this task on himself. In the meantime, they decide to attach a checklist to the instrument to remind users what samples they can and cannot run. Sam makes sure to schedule a follow-up meeting with Jana in two months so the two of them can evaluate their new procedures.

Summary

Sam’s initial decision to take all the responsibility onto himself would probably have alienated his technician and left him with an overwhelming amount of work. His “scientific” approach to solving his problems with Jana helped him avoid an emotional confrontation, which had been counter-productive in the past. By engaging Jana in solving the problems with the ICPMS, Sam helped empower her. He took responsibility by helping her see more clearly her responsibilities and the ways she could fulfill them. It is fashionable to talk about “great organizations” as if they exist independently from the people who lead them. They don’t. Organizational life bears the stamp of individual leadership—responsible or irresponsible leadership."

Emmett Murphy is Founder and President of Murphy Leadership (www.murphyleadership.com), a global leadership consultancy.

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Thursday, October 15, 2009

Can the "Masks of Command" Coexist with Authentic Leadership?

From HBS Working Knowledge, by James Heskett

HBS Faculty Member James Heskett

In a new retrospective of his work titled The Essential Bennis, leadership guru Warren Bennis raises questions about the nature of leadership that are related to some we considered several months ago in this column: "Can a leader be authentic, or do the masks of command … force the leader to be something other than his or her true self? Can a leader both act and be real?" (To underline questions about the theatrical nature of leadership that Bennis raises, he selected actress Glenn Close as the discussant for the article in the book.)

Bennis concludes that "These are terribly important questions with no easy answers". Bill George, former Chairman and CEO of Medtronic and now a professor at the Harvard Business School, thinks he knows the answers.

George lays out the elements of "Authentic Leadership" in his book of the same name. They are: "(1) pursuing purpose with passion: Authentic leaders must first understand themselves and their passions, (2) practicing solid values: values are personal, but integrity is required of all leaders, (3) leading with heart: it means having passion for your work, compassion for the people you serve, empathy for the people you work with, and the courage to make difficult decisions, (4) establishing enduring relationships: people insist on access to, as well as openness and depth of relationships with, their leaders, (5) demonstrating self-discipline: this requires accepting full responsibility for outcomes and holding others accountable for their performance."

Read the rest of the article ....

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Sunday, October 04, 2009

Glastonbury - leadership in action - Michael Eavis

My family and I are big Glastonbury fans - and next year should be quite special. Here's a story with a few insights into Michael Eavis' 40 year leadership of the event .

From the BBC website ... Planning 40th Glasto celebration

The first ever Glastonbury Festival - then called Pilton Pop Festival - was vastly different to how it is today.

1970 Glastonbury Festival
The first Glastonbury Festival was called 'Pilton Pop'

In 1970 the festival was just a couple of fields filled with 1,500 'naked hippies' dancing to acts including Al Stewart and Marc Bolan.

But now, several years and many mud-field years later, the festival has expanded to an area the size of Bath, attracting 185,000 people.

Festival organiser Michael Eavis says he feels like his "whole life" has been consumed by it.

"The whole thing is so satisfying, and it's just worked, hasn't it?

"With all the hazards of the '80s, I knew there was a fight on our hands then. There was the legal stuff with the council and the problems with the rather inaptly named "peace convoy"!

2009 Pyramid Stage at Glastonbury
Bruce Springsteen, Blur and Neil Young headlined in 2009

"So we had about 10 or 12 years of that to contend with. It all came good in the end, though. And the history of all that is actually quite important to us, I think."

The 2009 festival saw Blur, Bruce Springsteen and Neil Young headline. Although the festival had a sombre atmosphere due to Michael Jackson's death, Eavis said he thought it was the "best ever".

Read the rest of the article ....

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Monday, September 28, 2009

Rays of Hope at General Motors

A guest post from Bill George, Author of "7 Lessons for Leading in Crisis"

Humiliated by a federal government bail-out and a forced bankruptcy declaration, General Motors (GM) experienced the worst ordeal in its history across the spring and summer of 2009.

Yet today – less than five months after emerging from bankruptcy – there are rays of hope on the horizon:

Billions of dollars in liabilities have been successfully unloaded and August 2009 month-over-month sales were up 21%. Definitively GM’s highest total and retail sales performance of 2009, GM delivered 246,479 vehicles, many by virtue of the controversial but generally successful “Cash for Clunkers” program.

Tom Stephens, GM’s Vice Chairman of Global Product Development, foresees more advanced technologies and better cars in the works, including a new line of appealing plug-in hybrids are projected for 2010 release.

An ambitious and confidence-inspiring ad campaign has been rolled out with Board Chair Ed Whitacre stamping his face and reputation on the GM brand (shades of Lee Iacocca and Chrysler in the 1980’s).

On September 22, 2009 GM announced that “third shifts” would be added for workers at three Midwest plants, ramping up production on customer-desired vehicles and putting 2,400 employees back to work.

If GM re-emerges as a great automobile company, it will be due to the wise leadership of three people: CEO Fritz Henderson, Board Chair Ed Whitacre, and unsung hero Steve Rattner, President Obama’s former auto czar.

However, the great American car company is not out of the woods yet. And unfortunately, GM has a long-standing tradition of ineptitude and unrealized promise to overcome.

For decades I have been highly critical of GM leadership. Growing up in western Michigan as the son of an automobile supplier president, I witnessed the festering complacency of GM leadership. Success bred insularity, arrogance, and ultimately hubris at what was once America’s largest employer. As ex-president Charles Wilson declared to Congress, “For years I thought that what was good for our country was good for General Motors, and vice versa.”

Styling, size, and comfort took precedence over safety, air quality and fuel efficiency. When outsiders dared to challenge this approach by proposing innovations like seat belts, catalytic converters, air bags, and gas mileage standards, GM management rallied its loyal Michigan delegation to squash the measures in Congress. When consumer advocate Ralph Nader began his lonely crusade, he was viewed as merely one more roadblock on the Interstate highway to GM’s success.

GM was so successful financially that its loyal board began a tradition of appointing finance leaders as CEO rather than “car guys” who had grown up immersed in the details of design and manufacturing. These finance leaders hit their short-term numbers but moved GM steadily away from standards of operational excellence set decades before by legendary CEO Alfred P. Sloan.

Even the growing power of the United Auto Workers didn’t sufficiently alarm GM management. Without real threats from foreign producers, GM, Ford or Chrysler would negotiate “sweet heart” deals for union workers, expecting the other companies to fall into line. Then, the Big 3 raised prices to cover added costs such as lucrative pension plans, 100% health care coverage, limitations on outsourcing, and even a “jobs bank” that provided laid off workers full compensation and benefits.

Pity former chair and CEO Rick Waggoner, a decent leader who inherited these traditions and associated legacy costs in 2000. Trained in GM’s finance tradition, Waggoner worked to preserve the short-term bottom line, but never acknowledged that GM no longer made the automobiles Americans wanted. And as GM’s market share plummeted from its high of 54 percent to 19 percent, there were always excuses why: cheap Japanese imports, rising gasoline prices, and skyrocketing health care costs. Meanwhile, no one ever got fired except for Robert Stempel, the one interloper from operations who lasted less than two years.

Of course, all this changed amid the specter of bankruptcy. With President Obama’s approval, auto czar Rattner unceremoniously fired Waggoner in March and promoted operating chief Fritz Henderson to CEO. Superficially, Henderson appears in GM’s finance mould, but there the similarity ends.

It’s little known that Henderson left GM for six years to work for Delphi, GM’s former parts company spun off in 1999. There he gained first-hand understanding of the high quality standards of Delphi customers, like Toyota, the engineering excellence of German producers like BMW, and the razor-thin margins automobile suppliers face day-to-day.

Henderson saw Delphi heading for bankruptcy and understood GM could be next. And upon becoming CEO, he faced that reality and prepared accordingly. He undertook painful cost reductions and oversaw plant closures as well as staff and executive cuts. He terminated 30 percent of GM’s dealers, dumped five major product lines – Pontiac, Opel, Volvo, Saturn, and Hummer – and began revamping GM to be more fuel efficient and attractive to American consumers. He also brought back 77-year-old Robert Lutz, America’s premier car designer, as vice chair.

With Rattner’s backing, he has gained support from UAW boss Ron Gettlefinger to make sharp cuts in wages and benefits, narrowly winning majority vote from the rank-and-file. For the first time in many years, a light is appearing at the end of the tunnel.

Henderson’s partner in rebuilding GM, Ed Whitacre, became board chair in July. Whitacre is the former CEO of AT&T, saving the company by successfully integrating it with SBC in 2005.

Aggressive and performance-focused, Whitacre came out of retirement to take on this massive challenge and will transform the formerly-complacent GM board into an active monitor of GM management. He is providing Henderson cover by serving as a buffer between Washington politicians and company management and ensuring the U.S. government doesn’t overreach.


GM faces uncharted territory. Never before has a company of its size and reputation fallen so far from prominence. Luckily, the leadership of Henderson and Whitacre is precisely what the company needs to compete in the global automobile market. We owe these men a debt of gratitude if they can restore this formerly great company.

If they cannot, what may be “good for our country” is to rid ourselves of GM. For good.

-----------------

Bill George is professor of management practice at Harvard Business School and author of "7 Lessons for Leading in Crisis", "True North", and "Authentic Leadership".

The former chair and CEO of Medtronic, he currently serves on the boards of ExxonMobil and Goldman Sachs and previously, Novartis and Target.

Read more at www.BillGeorge.org, or follow him on Twitter @Bill_George.

Bill will be an introductory speaker at the Oct. 6th-7th World Business Forum at New York’s Radio City Music Hall.

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Sunday, September 20, 2009

7 Lessons for Leading in Crisis

I've just written a short review of Bill George's excellent new book (7 Lessons for Leading in Crisis) for the LeaderValues newsletter ..... here it is:

"Bill George, the former CEO of Medtronic, is the author of best seller "True North", in which he persuasively argued for the pursuit of "Authentic Leadership" - values driven, ethical, and with an eye to one's internal moral compass at all times.

In this short and very readable new book, Bill draws lessons both from well-worn examples (e.g. Jim Burke and J&J's Tylenol withdrawal) and from recent events, where leaders of all kinds have grappled both successfully and unsuccessfully with major influences on their industries. The book notes successful leaders like Anne Mulcahy at Xerox and Greg Steinhafel at Target, while also talking about the falls of Lehman Brothers' Dick Fuld and AIG's Martin Sullivan. As always, Bill does not pull many punches, naming names and pointing out flawed decsions - and his commentary adds an extra layer of understanding to what has gone wrong in the world in the past couple of years.

Of course, Bill also comments on his own experience, both at moments of success and times when his beliefs have been challenged by his actions. Both his own experiences and those of other leaders seem good examples of what Warren Bennis would call "crucible moments" - defining oneself by looking at the mirror and digging deep.

His 7 lessons?

  1. Face Reality, Starting with Yourself
  2. Get the World off Your Shoulders
  3. Dig Deep for the Root Cause
  4. Get Ready for the Long Haul
  5. Never Waste a Good Crisis
  6. You’re in the Spotlight: Follow True North
  7. Go on Offense, Focus on Winning Now
Read the rest of the review ...

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Saturday, August 08, 2009

Learning to Apply Right View and Right Conduct to Your Decision Making

A book review from Michael McKinney at the LeadingBlog ...

The Dalai Lama and consultant Laurens Van Den Muyzenberg have collaborated in The Leader’s Way to fuse Buddhist and Western philosophies to address responsible leadership.

In order for a leader—“one who makes the right decisions”—to make the kinds of decisions that “generate a better quality of life for themselves, their organizations and everyone else affected by those decisions” they must learn to “understand more clearly what happens in their minds and the minds of others.” This involves two concepts they introduce as Right View and Right Conduct.

The Right View has to do with action based on the right intention and the right motivation. It means taking into account that nothing that exists is permanent, nothing exists without a cause and every cause has many effects.

The Right Conduct is the endgame; to take action that serves the needs of individuals and organizations. The right conduct should always align with your stated values principles.

Read the rest of the review ...

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Saturday, July 25, 2009

Leadership Is Net - Eureka! Age collective

Check out this SlideShare Presentation:

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Monday, July 13, 2009

Three Questions for Potential Managers to Ask Themselves

From the Great Leadership Blog, by Dan McCarthy ...

My organization conducts a number of “So you wanna be a manager” kinds of programs, so I get to meet a lot of aspiring managers. Many of them are aware that they'll need to learn new skills and behaviors in order to succeed in a management role. Some of them realize they need to take a hard look at their true motivations. However, not many realize that they need to be prepared that being a manager can change who they are as people.

If you are considering a management role, there are
three questions you’ll want to ask yourself, and perhaps even discuss with a trusted advisor:

1. "Why do I want to be a manager?"

People often want to be managers because they want to:
  • tell people what to do, instead of being told what to do
  • make more money
  • solve all of those nagging problems and show everyone else the right way to do things
  • move to a nice office or more prestigious surroundings
  • become noticed
  • prepare themselves to become the next CEO
Some of these things may happen, and some are just plain myths about management. For example, new managers often find out that:
  • they now have more people telling them what to do than ever before
  • they may make less money
  • problems that looked like no-brainers are really way more complicated than they thought
  • increased exposure can be a double-edged sword
  • people don’t always do what you tell them to do
However, becoming an effective manager often does provide a chance to:
  • have a larger impact on the organization because of the larger size of your role
  • help your employees develop new skills
  • help your employees achieve their own career goals dreams
It’s important to be honest with yourself about what your real motivations for being a manager and have a realistic understanding of what the role is and is not. Don’t go into management for all the wrong reasons!

Read the rest of the article ...

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CIOs Must Build Staff Trust in Times of Uncertainty

From the CIO blog ... Toyota Motor Sales CIO Barbra Cooper makes herself more available to staff through fireside chats and by creating her own IT "stimulus package."

How do you keep your staff motivated and inspire courage in this time of job uncertainty?

During a similar time of duress and economic uncertainty in the mid-1980s, I was vice president in charge of a very large IT distributed operation. It was impossible for me to get information from my bosses about what was going on. It was awful; I felt totally hamstrung, and my staff was looking to me to provide them with something. This taught me one of the biggest lessons: People fear the unknown more than they fear bad news. You are far better off saying that you may be facing layoffs at some point, but you don't know when. It gives people an opportunity to plan their lives and prepare for the choices they may face.

The most important strategy at this time is trust. Your staff may not trust the company during a downturn, but if they feel they can trust you and that, at a minimum, you will be fair and forthcoming with information when you know it, they will have more courage in facing ongoing uncertainty.

In a large organization, you have to design some techniques to bring people to the table that don't normally get proximity to you. I bring in groups of five and spend an hour answering their questions in a safe zone where they should feel comfortable and free to ask anything and share their concerns. If your direct reports are doing that too, you can get a critical mass going and keep the lines of communication open. It's a release valve that you can't achieve through internal blogs or the "rah-rah" e-mail that goes out once every couple of weeks. Intimacy is critical.

Read the rest of the article ...

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Sunday, June 14, 2009

Think Again: Why Good Leaders Make Bad Decisions

From the Leadership Now blog ...

Think Again
Why do good leaders make bad decisions? This question is at the heart of Sydney Finkelstein, Jo W hitehead and Andrew Campbell’s book, Think Again.

The authors begin their analysis with the notorious 2005 hurricane Katrina disaster. As th e retelling of the events are explained, you might even find yourself compelled to stop waving your placard, change your t-shirt, pull up a chair and listen for understanding. A series of understandable mistakes—errors of judgment—were made by very competent people. The same kinds of errors of judgment that we all make.
A bad decision starts with at least one influential person making an error of judgment. But normally, the decision process will save the day: facts will be brought to the table that challenge the flawed thinking, or other people with different views will influence the outcome. So the second factor that contributes to a bad decision is the way the decision is managed: for whatever reason, as the decision is being discussed, the erroneous views are not exposed and corrected.
Drawing on the findings of brain research, they conclude that “our brains use two processes that enable us to cope with the complexities we face: pattern recognition and emotional tagging.” Neither of these is inherently bad, in fact they are quite helpful and necessary much of the time. The problem is when we are faced with new types of input that do not match up with our previous experiences. This most often leads to flawed thinking.

They describe four conditions under which flawed thinking is most likely to happen. The first two are pattern recognition problems and the latter are emotional tagging issues.

Read the rest of the article ...

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Wednesday, June 03, 2009

The Dynamics of Leadership-Team Behavior

From Business Week on Jim Collin's latest book "How the Mighty Fall".

How managers interact says a lot about the state of a company.
  • Teams on the way down: People shield those in power from unpleasant facts, fearful of penalties and criticism for shining light on the rough realities
  • Teams on the way up: People bring forth grim facts—"Come here and look, man, this is ugly"—to be discussed; leaders never criticize those who bring forth harsh realities
  • Teams on the way down: People assert strong opinions without providing data, evidence, or a solid argument
  • Teams on the way up: People bring data, evidence, logic, and solid arguments to the discussion
  • Teams on the way down: The team leader has a very low questions-to-statements ratio, avoiding critical input and/or allowing sloppy reasoning and unsupported opinions
  • Teams on the way up: The team leader employs a Socratic style, using a high questions-to-statements ratio, challenging people, and pushing for penetrating insight

Read the rest of the article...

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