A high level of self awareness is at the heart of the future of great leadership, according to fifteen members of the Chartered Management Institute in Bath. You also need to maximise your personal attributes as well as your technical and managerial skills, to underpin a high level of competence in leadership and soft skills. These were the conclusions from a creative problem solving seminar looking at “What will great leaders be like in 2018? “ run by Paul Maisey of Buffin Leadership International.
Top Tips include
Self Awareness
- Commit to and undertake lifelong learning
- Be true to your strengths
- Celebrate culturally diverse thinking and practices
Leadership Skills
- Have and clearly communicate a compelling vision
- Be adaptable and responsive
- Support your colleagues and customers with effective coaching
Soft Skills
- Be approachable and willing to listen
- Use your ( and others ) imagination to innovate
- Include differing views and perspectives in decision making
Managerial Skills
- Have a strategic overview of direction
- Be an effective delegator
- Use Networking to ensure knowledge & skills up to date
Technical Skills
- Be numerate and understand the profit/loss equation
- Use Information Technology to maximum advantage
- Have the ability to manage a “ virtual “ team
Personal attributes
- Whether from Asia, India , Russia or Europe play to your strengths
- Male or Female appreciate other perspectives
- Use your beliefs and values to drive change
The eighteen top tips above represent a summary of over 70 attributes required of a future leader. Each leader and each company will use them in the way most appropriate to their circumstances and industries.
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Thursday, 27 November 2008
Thursday, 16 October 2008
Leadership Futures
Last week I attended the Chartered Management Institutes Annual Convention. One of the key strands was leadership now – how should we adapt to difficult times – and leadership in 2018 – what challenges will we face?
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
Below I’ve summarised my thoughts on the issues discussed – what do you think?
1. Leadership in a “downturn “
- This can be seen as a fundamental test of our beliefs and values. As leaders will we have the courage to stick to our convictions?
- We have no “monopoly on wisdom “. Now is the time , more than ever , to be talking and critically listening to our teams
- According to a 10 year study by Aston Business School companies who innovate (at all stages of the economic cycle) achieve better levels of profitability and competitive advantage. We need to keep creativity alive.
- We need to be clear (to ourselves and others) what it is we can and can’t control. We need to effectively manage downside risk.
- Crisis can be used to implement major change. We have a clear “ burning platform “ we just need to add Vision , a Plan and Next Steps
- The media will cover “mad, bad and sad “stories. Our internal and external communication must be honest and realistic ( not pessimistic ) and celebrate any small successes
2. Leadership in 2018
An extensive research study by the CMI has looked at the future world we may face where
- Brazil , Russia , India and China will have a greater influence
- Business models will change ( being both more employee and customer centric )
- The sharing of knowledge will be heavily reliant on new technologies
And the implications for Leaders are
- A greater need for transferable skills that are constantly updated
- Coaching our teams to ensure they develop
- Extensive networking outside of home industry
- Managing a greater work /life balance for us all
You can find further information on “management futures “ via the website www.managers.org.uk
Wednesday, 10 September 2008
Managing stress during the Credit Crunch
Work related stress harms productivity and damages staff retention, according to the Health and Safety executive. Its research shows that over 105 million days are lost to stress each year costing UK employers over £1.2 billion. AND ... this was before the credit crunch! In today’s economic climate there can be no doubt that stress – “the adverse reaction people have to excessive pressure or other types of demand placed on them “is increasing. So what can we do about it ........
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.
1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective
2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.
3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources
4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.
5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????
It is vital to remember that every individual is just that. Their reactions will vary from the traditional “flight or fight “and that burst of adrenalin. Adrenalin is neither good nor bad, ask our medal winning athletes! It is how we choose to respond to the situation that impacts on us, and those around us.
1. Focus – keep a clear eye on what you want to achieve, what is the outcome? Re-frame any obstacle/hurdle as exactly that – something to be overcome on the way to achieving your objective
2. Clear priorities – take a deep breath and remember why any outcome or goal is important to you. What values will you demonstrate in how you tackle the situation? In Neuro-Linguistic Programming terms you are at choice and can choose how to respond.
3. Identify your resources – this could include personal qualities & skills , friends , previous experience as well as the traditional financial and people resources
4. Take action – whatever you think appropriate. This may simply start by dividing the challenge into “bite sized chunks “and taking steps to address the “easiest “bit.
5. Use stress reduction techniques. The Stress Management Society recommends avoiding alcohol, taking physical activity and using self-hypnosis!
One of the most effective methods and quickest ways I have found for dealing with an unexpected challenge is to ask myself the question “ what can I learn from this ?” and then use the steps outlined above.
Stress management is clearly a business and leadership issue. It is a challenge for all of us ......
How do you rise to the challenge????
Wednesday, 30 July 2008
Impact of the Credit Crunch - ITV West mini series
Last night (Tuesday 29th July) the regional news programme “The West Tonight “started a mini series featuring local companies and the impact the credit crunch is having on them.
Over the next few evenings they will be looking at retail, housing, tourism and other industry sectors – assessing the impact and exploring what businesses can do about it. How are you responding?
You will see me popping up with shorts comments on strategies these firms could consider.
Last night I suggested that every company could usefully look at 3 areas
Cash – effective management of cash flow, checking that every penny spent is helping to grow sales
Customer – adapt to changing customer needs, keep up marketing activity
Creativity – be innovative, involve employees in generating ideas
Also I gave my personal definition of the causes of the credit crunch – what would you say?
It is going to be tough now for at least a couple of years – every business will need to adapt to changing consumer demands to survive. A few will use this as an opportunity to show both customers and employees what they can really do!
Over the next few evenings they will be looking at retail, housing, tourism and other industry sectors – assessing the impact and exploring what businesses can do about it. How are you responding?
You will see me popping up with shorts comments on strategies these firms could consider.
Last night I suggested that every company could usefully look at 3 areas
Cash – effective management of cash flow, checking that every penny spent is helping to grow sales
Customer – adapt to changing customer needs, keep up marketing activity
Creativity – be innovative, involve employees in generating ideas
Also I gave my personal definition of the causes of the credit crunch – what would you say?
It is going to be tough now for at least a couple of years – every business will need to adapt to changing consumer demands to survive. A few will use this as an opportunity to show both customers and employees what they can really do!
Thursday, 26 June 2008
The Secret to Success During a Credit Crunch
THE SECRET TO SUCCESS DURING A “CREDIT CRUNCH”
Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.
Top Tips include
Customer Centric Business Development
- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)
Exceptionally Efficient use of resources
- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term
Inspire Your Team
- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )
Create a positive environment
- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )
From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Customer centric business development is the secret to being a highly successful company during a credit crunch, according to eleven companies from the South West. You also need to make exceptionally efficient use of resources, inspire your team and create a positive environment. These were the conclusions from a creative problem solving seminar looking at the issue of leading a company through these difficult times, hosted by Paul Maisey of Buffin Leadership International.
Top Tips include
Customer Centric Business Development
- Focus on providing great service to customers and adapt to their current needs
- Consider offering something different to the competition ( complementary products and services )
- Let your customers do your marketing for you ( word of mouth ) so don’t be shy about coming forward
- Look for new ideas each day ( what would make you more competitive ? what ideas could you glean from other industries ? what marketing would be free ?)
Exceptionally Efficient use of resources
- Be on top of your company numbers especially cash flow!
- Scrutinise the benefit of every penny spent and haggle for everything
- Look at cash raising ideas ( capital locked-up in assets , government funding )
- Be realistic about what’s possible in both short and long term
Inspire Your Team
- Increase the two way communication with your team. Be clear on what you want to achieve and listen to their suggestions.
- Re visit your initial vision and values, could you achieve them in a new way?
- Involve your team in “thinking outside the box” and in implementing changes to meet customer needs
- Be highly visible and look after your team ( recruitment is still an issue and is expensive )
Create a positive environment
- Be passionate about what you do and make activities fun
- Do yourself what you want others to follow ( visualise successful behaviours )
- Keep focus and energy levels high , celebrate each “ small “ success
- Be positive and motivated ( read inspirational books to keep you going ! )
From each of the sixteen top tips above each leader and each company will use them in the way most appropriate to their circumstances and industries. The overall themes though are generic to all (and true at any point in the economic cycle). Whether you are the conductor of an orchestra , captain of a ship, or chief executive of a footsie 100 focus on your customers , use your resources well, work with your team and create a positive environment !!
Paul Maisey is the Regional Director in the South West for Buffin Leadership International. Further information is available at www.Buffin.com
Tuesday, 3 June 2008
Effective Leadership During A Credit Crunch
EFFECTIVE LEADERSHIP DURING A CREDIT CRUNCH
It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!
Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!
It is clear that the UK has entered a period of difficult economic times for both consumers and companies. Cash is less accessible, house prices are falling, 57 % of consumers have trimmed their spending (Mintel) and there has been a sharp drop in retail sales. How then do Leaders guide their companies and employees through these times?
In difficult trading conditions companies traditionally look to cut costs as a way of compensating for a projected/real fall in income. Leaders must be aware that there are, at least, three competing areas where needs must be satisfied to ensure a long team future – investors, customers and employees. When times are tough it is Leaders who must keep manage the uncertainty, keep people engaged and drive performance. How you treat your investors, customers and employees now will be remembered well into the future!
Effective Leadership during a credit crunch must involve
- Having a clear and compelling vision ( be focussed on results )
- Being pro-active ( generate energy and enthusiasm )
- Being open and honest ( communicate incessantly )
- Teamwork and trust ( pull together not in different directions )
- Creativity and Innovation ( if customers are focussed on value how do you change your product/strategy )
- Staying true to your values ( or you will permanently lose investors, customers and employees )
- Adopting an AND mindset ( not solely either/or options )
- Communication Mastery ( listen to your people and respond to their concerns in an impactful way )
Leadership is hard work. It is arguably even tougher during difficult times AND it is needed even more!
Thursday, 1 May 2008
The Apprentice - exemplary leadership or tragic soap opera ?
The Apprentice – exemplary leadership or tragic soap opera?
I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?
I suspect that many of you will join me in watching the BBC series The Apprentice in a mixture of astonishment, awe and horror. The basic premise of a group of would-be leaders competing each week on different task to demonstrate their skills seems a sound one. The fact that they have given up jobs to be there and that Alan Sugar makes the decision could be seen to be a combination of confidence and risk taking. What though does the programme say about effective leadership?
If you review the behaviours demonstrated each week you may conclude that a leader
- Is the dominant member of a team and uses directive behaviours to get their way
- Is astute at team “ politics “ and ensuring others get they blame
- Is talkative (beyond belief) and unaware of what ears are for!
Alan Sugars Boardroom behaviours – being positive - could be said to be decisive, clear and emotional. Or simply idiosyncratic.
Let’s compare this to other views of Leadership. According to Bolden and Gosling (2003) some of the key qualities of Leadership are
- Integrity and moral courage
- Self-awareness and humility
- Empathy and emotional engagement
- Transparency and openness
- Clarity of vision
I believe (based on over twenty years of experience) that leadership comes from within us and is concerned with releasing the energy of the team. High performance leadership involves engaging mentally, emotionally and spiritually with your team. Focussed high energy leads to action and results.
So does The Apprentice showcase exemplary leadership behaviour or is it a soap opera?
In my view
- let’s remember the context – it is a TV show ( involving entertainment and editing )
- it is highly competitive – in the end there will be only one !
And to quote Kellerman (2004) “Leaders are like the rest of us: trustworthy and deceitful, cowardly and brave, greedy and generous “
WHAT DO YOU THINK?
Subscribe to:
Posts (Atom)
