The Stanton Marris Blog

Articles filed under leadership

  • Is leadership just high level stuff?

    “A mistake executives often make is thinking that being a leader and being a manager are the same thing. But while there are similarities, they are quite distinct.” Rhymer Rigby, The Financial Times, 12 November 2010.

    You need to stay up on the balcony where you can see what’s happening on the dance floor, rather than being on the dance floor. Leading also has a far stronger political element than managing.  You need to deal with the emotional stuff as well. You have to tune into the mood of people and connect with them. Leaders are influencers and persuaders. It’s a fine balancing act.

    Read the full article ‘Leaders are influencers and persuaders’

    Read the full article "Is leadership just high level stuff?"

    Published November 14, 2010
    Written by Virginia Merritt. This article is filed under:
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  • Find out why the best organisations are getting back to basics

    There’s no room for flabby businesses today, even those that weathered the storm are cutting back on essentials. This month’s editor, Andrew Jackson, looks at what you can do to improve your bottom line.  Read the full article Getting back to basics

    Also featuring in the October strategy digest…

    To receive your own copy of the monthly Inside Track strategy digest, register now at www.stantonmarris.com

    Read the full article "Find out why the best organisations are getting back to basics"

    Published October 7, 2010
    Written by Andrew Jackson. This article is filed under: , ,
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  • Partnership working and a coalition government

    We’re suddenly faced with the prospect of a coalition government.    That seems a rather scary and unbritish thing.  It doesn’t exactly smack of strong government (remember back to Margaret Thatcher ticking off one of her wet colleagues, Francis Pym, for venturing to suggest that a rather smaller conservative majority might make for better government and stronger Parliament).

    But need we be so scared?

    Look at the corporate world.  It is full of examples of alliances and partnerships.  Few companies exist completely as their own island.  They depend on suppliers, retailers and the myriad of others who make up their value chain.  They may be in consortia, for example in large civil engineering or building projects, or they may be in formal alliances as in the airline industry.  All these arrangements require strong agreement about that the deal is and what the expectations are of different partners.  And they require what we consultants call ‘partnership behaviour’.

    Look also at the political world – close to home in Scotland, and further away in New Zealand.  In both countries coalition government has forced clearer agreement about policies and given their parliaments a stronger hand.

    Just now our politicians could do worse than a quick refresher read of the Institute for Government/Constitution Unit publication on Making Minority Government Work.   There Professor Robert Hazell and colleagues set out a really clear headed analysis of the difference between coalition government and minority government and a very practical set of steps for all the interested parties (not excluding the monarchy) to play.

    Read the full article "Partnership working and a coalition government"

    Published May 7, 2010
    Written by Andrew Jackson. This article is filed under: ,
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  • Leadership development 1,000 at a time

    The old adage goes: leadership development is a tough, laborious and lengthy process, and usually happens one person at a time. When tackling it, the industry norm is to plump straight for 1:1 coaching or small group leadership courses, which are more often than not costly ventures. But are they really impactful enough, how about challenging the norm and trying something different?

    What do you do if you only have one hour to work with a leadership issue, and an audience of 1,000 people? You book a big theatre in the West End, work with actors to bring the leadership issue to life, and you facilitate a short and crisp session for impact.

    One of our clients did just that, and the topic of the hour was leadership on safety issues, the goal of the session to make them “think again” about their leadership behaviours and the impact it has on their safety culture.

    A critical success factor for a session of this size is to manage the energy in the room. It’s a bit like photography, often you have the opportunity to take several shots of a scene, but when you only have one chance, you have to get it right first time. It’s the same when on stage instructing 1,000 people to discuss their observations in pairs, there is no room for error.  They only have a few minutes and can’t waste precious time on understanding what the task is.

    It’s important to strike a balance between encouraging your audience and increasing their level of discomfort to get your message across – not an easy task with such a large audience. So pick a target of 3-5 audience members and focus on them as your representatives of the wider audience. Don’t be afraid to ask challenging rhetorical questions, backed up with the right tone, pace and body language to drive the message home.

    The success of the event was evidence that you should think again if someone says you can’t run an effective session with 1,000 people. So why not run your next business critical session on the big stage?

    Read the full article "Leadership development 1,000 at a time"

    Published March 12, 2010
    Written by Marcus Druen. This article is filed under: , ,
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  • Mindful leaders

    Recently on TV a small feature caught my attention. It reported a rather surprising innovation being trialled in a secondary school in Kent which is using lessons on building ‘mindfulness’ to help the pupils be more aware of themselves and what is going on around them.  The pupils themselves are already saying that it is helping them to focus more both in class and in their school work and achieve better results. The classes are simply exercises in ‘mindful meditation’ 

    Mindfulness meditation is a Buddhist idea also known as ‘insight’ because the intention is to gain insight into the true nature of reality.  While concentration involves focusing our attention on a single object, in mindfulness, every aspect of experience is welcomed and appreciated.

    This strikes me as something that would be a useful technique for busy leaders who are aware that they and their organisations have become ‘addicted to action’ (a phrase used by a client recently to describe their prevailing culture). To help break the habit, leaders need to learn how to become more mindful; in our risk-aware yet very complex worlds, a mindful leader is someone who will intuit sooner what is going on, ask the right questions and ensure that the important things are being prioritised.

    To be mindful leaders, we have to take on the role of an impartial observer of everything that passes before our attention.  Our intention is not to be focused, but rather to be mindful, that is, to be fully aware and awake of what is going on in the present moment.  It is being used as a key concept in leading important issues like safety to spot potential fatal risks, but it’s one that surely has currency as a core leadership attribute for us all.

    Read the full article "Mindful leaders"

    Published January 21, 2010
    Written by Virginia Merritt. This article is filed under:
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  • Do we have the talent we need for the future?

    This is the question many business leaders are now asking themselves. The recession woke us up, forced us to evaluate our business propositions (a good thing in my view), prompted us to redefine our strategies for the changing marketplace and that is now bringing hard questions about our current talent into sharp focus.

    I think it’s shown that in the good times we were much more focused on managing the talent we needed for today; attracting the best, developing and retaining the people that are critical to delivering results in the short term. And we didn’t have to worry too much about the performance of some people who were comfortable in their roles, doing a good job overall, but maybe in danger of plateauing in terms of contribution to the business.

    That’s changing – and although there are always some notable exceptions of forward-looking organisations who anticipate the skills and attributes they need for the future – the vast majority have not been preoccupied with looking round the corner when it comes to new skills, new jobs and new generations of talent. A scary fact is that the top 10 jobs that are in most demand now did not exist just five years ago. As someone quoted to me last week, “Leadership is about fixing the future state”, so what are we doing as senior leaders today to assess and plan for the workforce we need in say 2012 to create and deliver the future?…

    Read the full article in the November issue of MT Entrepreneur Weekly

    Read the full article "Do we have the talent we need for the future?"

    Published December 4, 2009
    Written by Virginia Merritt. This article is filed under: ,
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