Resources filed under leadership
(43 articles found)
Leadership of change
When clients talk to us about leadership capability, we always ask: "What is leadership for, in this business? What is the ambition they must collectively lead?"
Read this article "Leadership of change"
Seeing the whole picture
Ever since Hilary Mantel won the 2009 Booker Prize I can't get enough of this extraordinary novelist and the worlds she creates. Its a skill leaders today would do well to emulate.
Read this article "Seeing the whole picture"
Conversations as a leadership intervention
We hear a lot about the art of giving feedback, but less about the skills involved in receiving feedback. The way you respond when you perceive a critical message sends a powerful signal about what leaders care about.
Read this article "Conversations as a leadership intervention"
Q: What are the risks of working with leaders?
A: A client asked me this very good question in a discussion about leadership capability. "You've talked about the risk for us as leaders of the organisation" he said, "but what are the risks for you as leadership practitioners? What keeps you awake at night?"Read this article "What are the risks of working with leaders?"
The Arab Spring
The failings of many of the Arab regimes under threat comes from years of political suppression and dictators who are wholly out of touch with their people. I can’t help but reflect on what this means for leaders in organisations.
Read this article "The Arab Spring"
Q: I’ve got an awful boss, what shall i do?
A: Alas this is a question we come across too often for comfort. There are basically three types of answer, which depend on the one hand on the nature and degree of awfulness of the boss, and on the other on your own resilience and what is at stake for you.Read this article "I’ve got an awful boss, what shall i do?"
Creating a successful safety leadership campaign
Virginia Merritt takes us on the infrastructure company’s four-year journey toward achieving Zero Harm Safety at its job sites around the world.
Read this article "Creating a successful safety leadership campaign"Q: I’m a leader who has recently become a mentor to three ‘high potentials’- what are the do’s and don’ts?
A: With mentoring, as with leadership generally, it is the small behavioural things that make the difference. All too often, the impression you give may not be the one you intend; instead of encouraging your ‘mentees’, you may dampen their enthusiasm, or even ‘suck the life out of them’ - more like Azkabanian ‘de-mentors’!Read this article "I’m a leader who has recently become a mentor to three ‘high potentials’- what are the do’s and don’ts?"
Top of your business reading list
There are libraries of theories, models and prescriptions on leadership - I’ve certainly read a stackful over the last 20 years – but how to make sense of it all?
Read this article "Top of your business reading list"
Focus on your 'personal brand'
Those who neglect their 'personal brand' at work risk giving inconsistent messages or simply failing to have an impact. Dorie Clark, HBR, has some interesting ideas on how to reinvent your personal brand.
Read this article "Focus on your 'personal brand'"
Green light for change
Find out how to make the next big change strategy stick in your organisation using this tried and tested equation from GE. It's not new, but if it ain't broke...
Read this article "Green light for change"
Q: What’s the best way to persuade our leaders to lead the way in shaping a new culture for our organisation?
A: Although in theory it is easier and more effective to start culture change from the bottom up – with small but positive changes to work practices and behaviours - you still need leaders to lead from the front. Too often, leaders make the mistake of exhorting everyone else to change their ways...Read this article "What’s the best way to persuade our leaders to lead the way in shaping a new culture for our organisation?"
The careerist: How to apologise
Saying sorry at work is often difficult, especially as many see it as a tacit admission of weakness. The goal should be to offer a good apology that leaves you stronger and enhances your reputation.
Read this article "The careerist: How to apologise"Surviving the silly season
Love it or dread it, spending Christmas with the family is part and parcel of the season. So how can you avoid falling into the same family dynamic every year? where everyone has a part to play...and it's not always a comfortable one.
Read this article "Surviving the silly season"
6 steps to get the most out of coaching
Meeting regularly with your executive coach can really help overcome the challenges you face in your job. But to get the maximum value from your time together, try these 6 essential steps.
Read this article "6 steps to get the most out of coaching"
Leadership in Times of Uncertainty
This whitepaper is sparked by a dinner discussion, facilitated by Stanton Marris and hosted by Addleshaw Goddard in November 2010 with participants from a number of financial service businesses with the theme Have our leaders led us down the garden path and how do we get back up again?
Read this report "Leadership in Times of Uncertainty"Leaders are influencers and persuaders
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. Virginia Merritt asks, is leadership just high-level stuff?
Read this article "Leaders are influencers and persuaders"Making the impossible possible
All leaders, at some stage, will be faced with seemingly impossible, yet mission-critical, issues. So how exactly do you go about tackling the toughest leadership challenges of your career?
Read this article "Making the impossible possible"
How to successfully move up in the world
You're about to take a step up into a new role, but what do your people expect of their new boss? what leadership style do you need to bring to the job? Find out how you can get ahead of the game.
Read this article "How to successfully move up in the world"
Q: I’m leaving this job in 3 month’s time, how do you think I should ensure my legacy?
A: You should probably have asked that question on the day you joined the job, or at least 9 months ago! But here are some questions you should be asking yourself now: Be really clear about what it is you have achieved in this job. How have you moved the business on? What can you point to specifically that you have driven forward?Read this article "I’m leaving this job in 3 month’s time, how do you think I should ensure my legacy?"
How to demand less and get more
Sony Pictures are leading the way in progresssive leadership. By focussing on managing employees' energy not time, they've made significant inroads into employee burnout and disengagement.
Read this article "How to demand less and get more"
Taking the time to refocus
Successful leaders and top performers alike share the ability to pause before regrouping. By taking the time to refocus, they can switch quickly and effectively to the task at hand without getting bogged down in past activities. Find out how you can too.
Read this article "Taking the time to refocus"
The careerist: delegating efficiently
Climbing the corporate ladder requires you to hand over day-to-day tasks to others. It’s a key leadership skill, but many leaders find it very difficult to do – or do it in a way that leaves everyone feeling unhappy and demotivated.
Read this article "The careerist: delegating efficiently"The six Cs of communication
In the face of having to communicate high concern messages, many managers handle it poorly or try to avoid it altogether. Find out how to use the six Cs of communication for your next conversation.
Read this article "The six Cs of communication"
Q: I've been asked to build a leadership framework - but which model is the best one to use to help senior managers raise their game?
A: Leadership has fashions like everything else. The charismatic leader – the cult of the single strong personality – gave way in the 2001 Collins and Porras best-seller ‘Good to Great’ to the quiet leader – someone who doesn’t seek personal glory but makes things happen behind the scenes.Read this article "I've been asked to build a leadership framework - but which model is the best one to use to help senior managers raise their game?"
Five minutes to better brainstorming
We've all witnessed seemingly productive brainstorming meetings that generate a load of ideas to write up, but no further actions. Find out how to transform your meetings in five short minutes.
Read this article "Five minutes to better brainstorming"
Q: I am in a meeting where people avoid talking about the elephant in the room. How can I put the real issue on the table whilst preventing being marginalised?
A: First of all, you need to be prepared to take the heat because you are about to increase the temperature in the room. But the good news is that your instinct is most likely to be right and this presents an opportunity for you to practice real leadership...Read this article "I am in a meeting where people avoid talking about the elephant in the room. How can I put the real issue on the table whilst preventing being marginalised?"
Bringing politics back to work
Is it right to bring politics into the workplace? it brings a backdrop of uncertainty and has implications of the different party policies for our businesses. What your people need now is clear communication about priorities.
Read this article "Bringing politics back to work"Being in the moment
‘Being in the moment’ is a popular theme at the moment – but how does this apply to leadership? Julia Pritchett looks at how strategising and future planning can get in the way of action.
Read this article "Being in the moment"
The risk of coaching
Executive coaching is often characterised by listening and asking coaching style questions. Often though, it is a dose of straight talking dialogue that will have the biggest impact.
Read this article "The risk of coaching"
Q: Several members of my team are technically excellent and deliver well, but lack gravitas particularly in larger meetings. I’m concerned that this affects how others perceive them. How can I help them have more impact?
A: Firstly, it is important that you do not fall in to the trap of simply assuming ‘shyness’ or a lack of confidence here. There are a number of things that you could do to help them become more aware of the impact they are having and what they can do to have more.Read this article "Several members of my team are technically excellent and deliver well, but lack gravitas particularly in larger meetings. I’m concerned that this affects how others perceive them. How can I help them have more impact?"
Refuse to waste time
As we face ever increasing pressures on our time, the need to prioritise has never been greater. We look at two tough, but very effective, tips you can try for immediate effect.
Read this article "Refuse to waste time"
Q: As a senior manager I keep getting told I need to be more visible; I don’t see what more I can do. What do you suggest?
A: Firstly, who is telling you to be more visible? Visibility of senior managers , like communications are factors that surveys show are always in deficit in organisations. And usually they stand for something else. So ask yourself what is going on round here that makes people say they want to see more of me. Secondly, and perhaps inconveniently for you, face to face communication with your staff is essential. No-one has ever experienced motivating leadership from all staff emails and occasional ‘school assemblies’Read this article "As a senior manager I keep getting told I need to be more visible; I don’t see what more I can do. What do you suggest?"
Drive vs. bullying at work
With the recent media storm surrounding Gordon Brown's alleged temper outbursts, it makes one wonder, what is acceptable behaviour at work? and when did having a 'fire in your belly' become a negative?
Read this article "Drive vs. bullying at work"
Q: I've been given some feedback from colleagues that they don't feel I listen to them. I'm keen to develop my listening skills but don't know where to start. Can you help?
A: Listening can be hard to do and even harder to do well. A lot of us are not good listeners, even those who may think they are. Humans have an innate desire to be understood and so it's important to get this skill right (and great that you are prepared to work at it). By practising listening and by becoming aware of the different types of listening, you can work to become a better and more effective listener.Read this article "I've been given some feedback from colleagues that they don't feel I listen to them. I'm keen to develop my listening skills but don't know where to start. Can you help?"
Strike the right balance in 2010
It’s a new year, and most of us are glad to see the back of 2009. But as leaders, how do we communicate the right tone for the year ahead? We want to be truthful to our people, but we also want to shield them from the impact of the continued uncertainty.
Read this article "Strike the right balance in 2010"Mindful leaders
A local school introduces exercises in mindful meditation for their students, but how can being more mindful help busy leaders prioritise important tasks and spot potential dangers sooner?
Read this article "Mindful leaders"
Choosing your trusted advisor
In honour of the great David Maister, who has just announced his retirement, we look at one of his much used concepts 'the trusted advisor' and find out how to choose one that's right for you.
Read this article "Choosing your trusted advisor"
Q: How do I handle the difficult situation of telling an executive team colleague that he is simply not delivering what we need from him or his function, yet I want to help him be successful in his leadership role?
A: A tricky one. Firstly, banish the idea of ‘telling’ him what you think – you have to find a way to help him see for himself what is going on and what contribution he needs to make. How can you do that?Read this article "How do I handle the difficult situation of telling an executive team colleague that he is simply not delivering what we need from him or his function, yet I want to help him be successful in his leadership role?"
Leading beyond boundaries: leadership in local government
Leaders at all levels shape your organisational culture. They do this by what they pay attention to, the behaviour they role model, and the behaviour in others that they value. Leadership development must be tailored to the needs of both the sector and the unique local features of each authority. In this report, we explore what works and what doesn’t.
Read this report "Leading beyond boundaries: leadership in local government"
Getting the most from departmental Boards
New Board structures have sprung into existence all across Whitehall. Some work well; others are ineffective, lack strong team leadership, with the key decisions being taken elsewhere. Andrew Jackson, talks to leading civil servants and non-executive directors to explore just how Boards can live up to their promise.
Read this report "Getting the most from departmental Boards"
Issue 07: holding on and letting go
We explore one of the most difficult questions for leaders: what to hold on to in order to keep the organisation on track, what to let go of so that the organisation can discover better pathways. Issue 07 includes client stories on PC World, Balfour Beatty Rail and Birmingham City Council, and chapters on the controlling leader, the enabling leader and leading on principle.
Read this book "Issue 07: holding on and letting go"
Issue 03: leading with energy
Energy matters. But it’s a challenge for leaders to mobilise their people when the goalposts are constantly shifting and they operate in the crossfire of conflicting business and public pressures. Issue 03 includes private and public sector client stories, and chapters on input versus impact, the soft stuff is the hard stuff and taking the lead.
Read this book "Issue 03: leading with energy"
