Olympics 2012 view…..

Today I flew to Philadelphia courtesy of US Airways – nothing special in that you might think apart from the young lady sat across the cabin from me clutching a  box to her chest and smiling with that profound sense of achievement that only arises in those truly special moments of endeavour.

Sure enough  the 5 rings on the outside of the box gave witness that she  had achieved something really special – she was a member of the USA Ladies Basketball team who had won a gold medal at London 2012.

The sense of achievement was infectious and was quickly shared amongst the many Americans throughout the cabin, there were many pictures (mine included)and much whooping and hollering in celebration.

She talked at length about the opportunity that she had been given by her parents, her school, her college and thanked each and every well wisher with a modesty that reflected a side to her nation that is not universally recognised throughout the world.

As a Brit I am immensely proud of London 2012 – it reflects well on our nation but as we celebrate, quite rightly, the achievement of Team GB let us remember and celebrate the opportunities that we have provided for each and every one of the participants of London 2012 – our legacy is far wider than we perceive.

With special thanks to Tamika Catchings… Gold Medal Winner London 2012, USA Ladies Basketball Team

Leadership Development…..

A regular topic of conversation amongst the students at my local business school and indeed amongst many commentators in the field of business education is that of the value or otherwise of various types of leadership development programmes. Whilst much of the latter commentary is focussed on the cost/benefit analysis of pursuing formal programmes such as an MBA, (my students take a somewhat personal interest in this debate!), there is also a healthy dialogue amongst students and practitioners alike as to the merits or otherwise of the various types of “in-house” leadership development programmes.

“In your opinion which of these programmes yields the most immediate benefit for an aspiring leader” asked one of my recent MBA graduates.

“Well, first off, I regard Leadership as an expertise that is developed over time and therefore my perspective is that we are in it for the long-haul. Whilst some programmes can be used as a stimulus to achieve short-term objectives the more robust aspects of development are accumulated across a wide range of learning and typically over a considerable time period. A lifelong journey if you will.” I responded.

“But surely in the short-term I need to focus on the benefits that my MBA brings” responded the student. “I need to leverage the benefits of the qualification over the next three to five years to ensure that I get the most from it.”

By now other members of the group were keen to join the debate, expressing contrasting views of the best way forward.

“Yes, of course it’s important that you make your MBA work for you but you also need to think how it fits with other aspects of your development in both the short and longer term” I continued. “You might like to think of your development needs over time from three or maybe four differing perspectives.”

“Well if you’re unsure then what chance do we have?” challenged one of the group.

“Well ok let’s see if this helps” I responded taking up the challenge.

“First off, you all recognise that your MBA has a shelf life; so it’s really important that you pay attention to keeping yourself up to date. As you all know I’m an avid reader but I also regularly attend forum events and participate in Executive Education programmes across a broad range of topics. You might also like to think about a professional qualification if it’s appropriate – both breadth and depth are important to your long term career goals.”

“Ok, I don’t think anybody would argue with you there. Pretty much in line with the advice we get here at the school” continued the student.

“And so is the second” I continued. “I strongly recommend that you find yourself at least one and preferably two or three mentors. Typically the kind of individual who you can respect and have the confidence in to help you understand how you are developing as leaders and provide the support and guidance that you will inevitably need as your careers progress.”

The group members nodded their broad agreement.

“The third strand builds on what you have been doing here for the last 18 months or so; developing your network. Most of you are already reaching out way beyond your cohort into the alumni at large and throughout the School. Continue to nurture these relationships as they will stand you in good stead throughout your career.”

“Finally” I continued “there is the development that builds up over time from your previous and future job roles. This can be a challenging aspect of your development especially for those of you working in large organisations although it has to be said that there are aspects of these companies that can really work in your favour.”

“I’m not sure that I follow your logic. My view of many large organisations is that they can be very process oriented and transactional in their management style” responded the student.

“That is often so” I continued “but it’s precisely these attributes that can provide the real opportunity. Many of these organisations use the need for change as a leadership development tool. It enables them to release their aspiring leaders into cross functional teams who can embrace change across the organisation at large – way beyond the scope of their normal remit”

“Hmmm, that’s all well good but how can you establish whether the organisation you are looking to join operates in this way?”

“Well you could always ask them how they manage their change programmes at the interview……”

Do You Have A High Performing Leadership Team?

“I’m beginning to question whether we have spent sufficient time with the Leadership team preparing them for the months ahead. It’s inevitably going to be a difficult period and I don’t believe that they are well prepared to take on the changes that they need to make.”

Our discussion continued as we drove away from the plant. We had spent a considerable amount of time addressing the required restructuring of the group to improve profitability and competitiveness but precious little time addressing issues within the leadership team. Right from the beginning of our engagement the problem statement excluded any mention of the Leadership team and its role and yet clearly a lot of the existing issues had developed on their watch.

“Yes of all the groups in the organisation they are the least well defined, are under led and are certainly under resourced” my partner continued.

“It’s ironic, isn’t it, that the team that is best placed in the whole organisation to address these issues is the one that has most difficulty in doing so” I responded. “It’s as if they are too close to the issues to be able to make an objective assessment and take action.”

“You’re right” my partner continued “they lack both structure and direction probably as a result of the lack of independent input to their strategy and organisation.”

This last comment brought home to me the importance of external stimulus to the functioning of a Leadership team. It was clearly evident that this group had lost its way over the past years. Its purpose was unclear and its roles and tasks were poorly defined. And yet the irony is that, as a group, they possessed the highest level of authority in shaping their own working contexts.

“I propose that we get the group off-site somewhere to give themselves some space away from the day job to start addressing some of these issues” my partner was beginning to warm to the task ahead. “Probably needs to be over the weekend so that they won’t be missed by the rest of the management team. It will also help us to start breaking down some of the barriers and launch some team building work with them.”

His take on the situation was right on the mark. We needed to get the team to address their own shortcomings in a safe environment where they could begin to address how they as a group need to develop. The team dynamics did not support the strategy going forward and there were also some resource gaps in key areas that would seriously prejudice the successful implementation of the strategy.

The key issue now was how to broach this with the CEO in the morning. It was clearly going to be a delicate conversation…….

Leadership…..And The Change Management Paradox

“You know it never fails to amaze me how difficult managing change can be. Even when everybody’s up for it it’s just a struggle from beginning to end.” My partner was clearly suffering after a difficult week with our client. It seemed that everything that could go wrong had done so along with a few more things that hadn’t been foreseen by either us or the management team with whom we had been working for several months.

“I can’t see why you are so surprised” I responded somewhat unsympathetically as we sat down at a table to enjoy a well-earned beer. “You know that managing major change is amongst the most difficult of challenges that any leadership team can face.”

“Yes I know but whatever approach I take I cannot get them to buy into the need for them to change along with the rest of the organisation. It seems as if they are blind to the fact that the change impacts them as much as the rest of the organisation” my colleague’s frustration was all too evident. “They just don’t seem to accept that they need to change both individually and as a group as much as the rest of the organisation.”

It was a situation that we had faced many times before. The Leadership team’s focus was on the rest of the organisation. The imperative was to help the organisation to face up to the changes that needed to be made not to face up to the challenge that confronted them as a leadership team. The impact of change on the leadership team is often under-estimated primarily on the basis that they are more change oriented. This was certainly the case here.

“So, have you any thoughts on how we might change our approach?” I asked somewhat apprehensively given his mood. “It’s pretty clear that they are blocked as a team and almost certainly on an individual basis too. We need to find a way to stimulate some creativity to enable them to engage with more options”

My colleague nodded in agreement; his eyes drifting into the distance as he pondered the dilemma before us.

“The really interesting thing” he began after a few minutes “is that they are pursuing a really aggressive timescale when what they really need to do is to take some time out and create some space. I know that the Ops Director is concerned; his team is really creaking and I suspect that the Finance guy has similar concerns.”

“Well ok let’s use their concern as the way in. We can build on it and use it as the way to create some space. It will give everybody the chance to take stock and really think about the implications that the change has for them. Hopefully they will begin to sense the emotional and behavioural changes they need to take on.” I suggested.

“You know, if this were a systems modification we’d recommend using a sand-pit environment to really evaluate the change in a set of safe and secure circumstances – no damage to anybody but a massive learning opportunity for the whole organisation” he continued.

“So why don’t we do something similar” I suggested “call it Transition Space……”

Coping With Organisational Turbulence….

“As a leader I’m often faced with leading cross-functional teams where it’s difficult to establish the link to the team’s goal and maintain the relationship with the individual functions. Have you any thoughts on how I could increase my influence in this situation?” This question arose recently during an informal gathering with a group of MBA students.

“Well first of all you need to recognise that’s the situation where all of us operate. Most organisations depend on their ability to work cross functionally to deliver their objectives. The problem really stems from how we think about leadership and the teams that we all lead.” I proposed.

“Sure” he responded swiftly “but instead of leading my team I seem to spend most of my time dealing with the ensuing bureaucracy to secure the buy-in from other functions that I need to get the job done!” I sensed from the knowing smiles of the rest of the group that it was a situation that was all too familiar.

“Ok let’s get back to some basics here. Firstly, let’s think about what leadership is; a simple definition would be that Leadership is the influence of a group to achieve a common goal. The problem with this view is its simplicity; Leadership must also embrace the influence of the relationship between the team and, its goals and objectives along with those of the rest of the organisation and the individual’s themselves.” I suggested.

“Each of your group members will belong to functions that have both goals and objectives around developing capability covering individual and functional requirements. Those functions will develop processes and standards to ensure their capability and will develop the skills of the individuals by accreditation and training. These skills and processes are the primary reason why you want the individual on your team” I continued.

“That’s true but it seems I have to continuously justify why I want the amount of resource that I need to deliver my team’s objectives”

“And so you should” I interrupted. “Your team members are probably also members of several other teams within your organisation as well as their home team. It’s the job of their leadership to ensure that their resource is being wisely used on the highest priority task. Your role is to help them by providing the necessary justification to secure the on-going allocation to your team.”

I could see from his reaction that he was having some difficulty with this concept.

“I imagine organisations as turbulent places where there is a continuous ebb and flow of tension between the constituent functions and groups. Whilst there may be overall clarity in terms of objectives there will inevitably be misalignment as these individual groups and functions respond to changes in the business environment.  A leader needs to recognise this and be ready to influence not only his team but also the organisation. It is the leader’s ability to cope with this turbulence that will deliver his team’s success.”

Leadership Behaviours….. (Part 3)

“So tell me, if you think back through your career who were the leaders who really made an impression on you?” I asked my colleague as we headed towards the local diner.

“That’s really difficult for me to answer – there have been so many. My first boss made a real impression on me; nothing fazed him, he approached every situation in the same way. It didn’t matter to him whether we were facing the biggest crisis in the company’s history or thinking about developing a new opportunity he just seemed to respond in just the right way.”

“Hmmm that’s an interesting observation” I responded “so, what was he like as a person?”

“The first thing that struck me about him was his depth of experience. Sure he was nearing retirement but even so you could not be anything other than impressed by the range of his knowledge; he just seemed to know a lot about everything” responded my colleague enthusiastically “but I think the most impressive thing about him was the degree to which he influenced the entire organisation – way beyond his remit and certainly well above his pay grade.”

“You know it’s funny but you meet an awful lot of similar individuals within many organisations; the whole of the organisation just seems to depend on them. Tell me some more about your man” I continued.

“He was really positive and totally confident not only in himself but in all of us too. It just rubbed off on you; it seemed that we could achieve anything – and we did. But he was also probably the strongest person mentally that I have ever met.”

I smiled inwardly.

“I remember the speech his boss made at his retirement presentation. His list of achievements was endless. He’d played a key role in every major development within the company in the last 25 years and was highly respected for his ability to beat the odds and bring the job home.” he continued. “And yet I also learnt that he’d experienced more than his fair share of setbacks in his personal life. I just cannot work out how somebody who had gone through so much could remain so positive and upbeat.”

“Well I think that may depend upon your perspective on these things “  I concluded.

Leadership Behaviours….. (Part 2)

“You know, I’ve been thinking about our discussions over the last couple of weeks and there’s something troubling me” my colleague opened with as we sat down for what was becoming our regular discussion over coffee. “You seemed to be saying that it was really important that a leader shouldn’t be overly influenced by the thoughts and views of others but surely it’s important that these other views are considered”

“Well yes of course it is” I countered. “What I meant was that as a leader it is really important to be seen as operating in a way that is true to your own values and that your actions and decisions are a consistent reflection of them. I think what you’re talking about is something subtly different.”

“Hmmm, I’m not sure I understand the point you are making” responded my colleague with a somewhat puzzled expression.

“I think that what you are talking about is what I would call objectivity” I continued by way of explanation. “Others call it by all sorts of different terms such as taking a balanced view or remaining independent but we’re all pretty much in the same area. It’s about recognising that in any situation as a leader you need to able to embrace the views of others including most importantly those that you disagree with.”

“That sounds to me like you are advocating compromise” responded my still somewhat confused colleague.

“No – definitely not. What I am saying it that, as a leader, you need to recognise that all viewpoints have their strengths and weaknesses including your own. It’s really important that in deciding on a course of action you consider and evaluate everybody’s views and opinions and then make a balanced judgement based upon the full picture. In my opinion it’s probably the surest way of developing trust and respect between you, your team and your organisation.” I enthused. “It shows that you are open about your own perspectives but are also objective in considering those of others.”

“I think I’m beginning to understand what you mean but it still seems somewhat paradoxical. I think I need a little time to think this through” responded my colleague as he put down his coffee cup.

Leadership Behaviours…..(Part 1)

“Last week you shared with me how central you felt a leader’s self-awareness is in relation to his overall success but I’m sure there’s a lot more to it than just self-awareness” my colleague was nothing if not persistent.

“Okay, okay. Let’s meet up later on and I will explain how it fits in with a number of other things that enable good leaders to perform irrespective of the challenges they and their organisations face”

And so later that day we met once again in our in-house coffee shop.

“So” I started as we sat down at one of the tables with our cappuccinos “as we discussed last week I believe that self-awareness in a leader is fundamental to establishing how he or she operates on a day to day basis. It’s primary to the determination of how the leader will behave and more importantly how they are perceived to behave by everybody else.”

“Let’s think about an everyday situation to help me explain how it works.“ I continued “How do you react and feel when your leadership team slavishly recite the corporate mantra as the justification for a proposed course of action?”

“Well, I tend not to respond very well quite frankly“ he replied. “Everybody in the organisation knows that the leaders aren’t really doing their job. They’re not adding value; they’re not thinking and they don’t appear to be committed – the message is that it’s somebody else doing the leading not them”

“Precisely” I continued. “They are allowing the organisation to influence their behaviour instead of behaving in a way that is true to their own values and beliefs. You get the impression that when the chips are down they will toe the line rather than stand up for what they believe to be right”

“Too true” responded my colleague. I could tell by his faraway look he was recalling times from his past where this sort of leadership behaviour had occurred and how he had felt about it. Clearly these were not good memories.

“What people look for in a leader is consistency.” I continued. “By being true to their own morals and values they will both behave with consistency but also be seen to behave with consistency by everybody and won’t be seen as being overly influenced by the thoughts and behaviour of others. Sure a leader needs to be aware of and responsive to the views of others but he should not be seen to be overly influenced by them. In short he needs to be seen as being his own man.”

“But in today’s corporate environment it can be really difficult to behave in the way that you suggest” he correctly concluded.

“Yes but in the long run both the organisation and the team will benefit as the leader takes action that is in line with his expressed beliefs and morals.”

Leadership And Self-Awareness

In common with most leadership coaches I’m often inundated with surveys along the lines of “which of these attributes do you consider to be most important in a leader” that then go on to list a series of skills all of which could be considered the most important in a given scenario but as a respondent you are allowed to choose only one. The other day a colleague of mine raised the latest survey request with me over coffee.

“So which one did you choose” he asked “I bet you went for communication”

“Well actually no I didn’t. In fact I never respond to those sorts of questionnaires. Sure, I suppose that they prompt debate which in itself is no bad thing but I’m not convinced that they take things forward very much.”

“Ok I take your point on the simplicity of this approach – so if I were to give you free rein what would you say?” he responded.

“That’s a pretty big question” I replied. “but I think I’d start by talking about self-awareness.”

“In my book anybody aspiring to a position of leadership must be acutely aware of who they are, what they stand for and how they impact on the people they interact with on a day to day basis. Good leaders are reflective by nature and their re-evaluation process is second nature to them.

In essence a good leader will have a deep rooted understanding of their core values, be emotionally aware, understand their motives and goals and will know and trust their feelings. I believe that self-awareness provides the anchor that enables a leader to make decisions and take action.” I concluded.

“So that’s your starting point – where next?” inquired my colleague.

“I think that’s the subject of next week’s coffee break…..”

Are Your Leaders Authentic?

The other evening I was discussing leadership with a group of students from my local Business School. One of the students voiced his opinion that the interaction between the leader and the group of followers was fundamental to the success of the undertaking.

“Sure the relationship is important,” responded one of the group. ”but it’s only one aspect of a complexity of issues which arise in any situation. I tend to think that the relationship is the result of other factors that give rise to a scenario in which the team can flourish.”

“Such as?” came the instantaneous response.

“Well there’s all sorts of factors which influence the relationship most of which I believe are associated with the leader. For instance, if the leader doesn’t have a good understanding of who he is and what he stands for the how can he operate with integrity? The team will see straight through him”

“That’s right,” added another from within the group. “I’ve worked in several teams where this was the case. The leaders lose all credibility with their teams because their actions are not based on their core values. There is no legitimacy in their leadership position and the team understandably do not follow because there’s no trust.”

The discussion continued in a similar vain for some time. The concept of value-based action attracted wide support from within the group. Similarly strong ethics and a supportive moral perspective also achieved wide recognition from within the group. The question of the degree to which a leader should adapt his message to accommodate the needs of the group was much more contentious.

“Surely if the leader does not adapt his message to match the beliefs and values of the team he will fail to get the buy-in he needs to see the change through” protested a younger member of the group.

“But if he does that won’t he compromise his own values? Surely it would be better if he had the courage of his convictions and did what he felt was right” responded another. “At least if he took this approach he would have integrity outside his team as well”

“Hmm, good point” replied the younger member.

“Well, what do you think? “ he asked turning to me.

“Like most of you I think that leaders who don’t understand their purpose are doomed to failure. I’m also passionate that leaders should always try to do what’s right; I know this can be difficult in an organisational context but in the long run I believe it to be the best strategy. In  my book trust is the cornerstone for building the relationship with the team but remember it has to be both ways – you in them and them in you and lastly if the leader is not passionate about what he is doing then it’s time for him to move on and make way for someone who is. That just about covers it…….”