Archive for the ‘leading change’ Category

A career lesson from Thomas Robert Malthus, Malthusian Law

Sunday, January 31st, 2010

One of the few things I consciously remember from my “school days learning” is a ‘law’ pertaining to human existence.

If my memory serves me well Malthusian Law went something like this:

The world will never be overpopulated as population growth is limited by war, pestilence, famine and natural disasters.’

From a personal or individual perspective this means that if you are to survive you need to protect yourself from all these natural forces by astutely being somewhere where these occurrences are not likely to happen.

Now for many this is not possible, however if you are by chance lucky enough to have some control over your existence you should consider these factors carefully.

From a work-life point of view lets see what you can do to give yourself the best chance of surviving or even thriving.

WAR: Often times in your career you will come across a war at work. Interdepartmental rivalries, battles for limited resources, personality clashes and straightforward power struggles. It is human nature for us in conflict situations to seek allies or to be sought out as supporters for one side of an argument or another. Can I suggest if you are put in a situation where you are being recruited on a position, where others are in conflict, at all costs stay out of the fray and remain neutral. Keep away from the combatants and focus on your own job role and performance.

PESTILENCE: The major disease I have witnessed in organizations is that of “poor cultural attitudes”. Every organization has cultural norms that have grown over time based on the personalities within the company and or the legacy that others have left. Often the cultural norms of a company can limit or even destroy its competitiveness in ever changing markets. Our fear of change, reliance on how things have been done in the past, power groups with vested interests in maintaining the status quo and being blinded victims of our own past successes can all create very sick organizations. If you find yourself in a company that is maintaining traditions that are out of step with current market realities don’t hang around, go out and find a more healthy place to work.

FAMINE: Old style companies, working in ever shrinking markets, trying to survive on outmoded products or services will over time starve to death and if you stay on working for one of them you may well suffer the same fate. I have had personal experience with this when in Australia the government deregulated the banking industry and finance companies as a result were starved of funds and business opportunities. I hung on for a few years however those that updated their skill set and changed industries early did best over the years that ensued. There are virtually no ‘real’ finance companies left in Australia today. Much of America’s traditional manufacturing is of course suffering, or has already suffered, the same fate.

*Link for direct page viewers return to main career success blog to check out other posts!

By the way if any of the Malthusian issues are currently impacting on your career you may like to take a look at the free blank resume form and take the law into your own hands by using the document to move on to less dangerous places of existence!

Finally…

NATURAL DISASTERS: Perhaps one of the greatest natural disasters that can befall  most of us from a work perspective is a takeover or merger. In this type of scenario there will be all sorts of misinformation, false promises and spin floating around and you will have two choices, stay and be part of the rescue process to rebuild the new radically changed organization or head out on the first evacuation flight you can get. In the merger I was involved in I chose the former however after two years, even though I had a more senior and better paid position, I didn’t like the culture and business practices of the new organization and resigned. Some of my former colleagues from day one of the merger process resisted the change and were offered a handsome golden handshake. In retrospect I should have taken the same approach. Now you might find this to be counter intuitive however when you are part of a takeover/merger you should consider your future and your options very carefully and remember no matter how smart you are no one is indispensable. I guess if you can maneuver yourself into a position of getting enough money to live and study enough to gain new and more sought after skills in a new company, or perhaps even different career, you may well be better off over time.

Survey Finds Strong Leadership Still Lacking in the Workplace

Wednesday, January 27th, 2010

With sound and effective leadership in today’s economic climate more important than ever I am astounded that I still read survey results such as the one below.

‘Jan. 26 2010 PRNewswire/ — According to a recent national survey by Lee Hecht Harrison, the majority of workers in the U.S. find their bosses likeable, but feel the management within their companies have room for improvement.’

Well that’s a “no brainer” of course and I guess it will always be the case however their next statement gives a little more insight.

“When asked to rank which qualities their boss best exhibited, likability took the top spot among U.S. workers, followed by leadership, honesty, fairness, patience and loyalty. Although leadership ranked second, just less than half of workers polled (49%) thought their managers exhibited strong leadership skills – a sobering data point reinforcing the need for renewed focus on leadership development.”

I have seen in many countries the problem of bosses wanting to be liked. To be honest if you are an individual that needs to be liked can I suggest you don’t take on a leadership role. You don’t want to be hated either however you must be respected if you are wanting to be an effective leader.

There are many aspects of to gaining respect however here is a short checklist.

Openness: let people know what you want from them and how you feel about their efforts

Competence: if you can’t demonstrate that you are a competent person you will never gain committed followers

Consistency: a measured and stable attitude to work and followers is essential if you are to reduce unwarranted levels tension and promote excellence

According to the website Bizcovering [and I agree] you also need to ‘Show courage in facing difficult issues even admitting own mistakes, maintain your vision consistently and involve everyone positively’. They go on to say a “most importantly. you need some mechanism for sustaining hope when things otherwise look sour.”

Another key survey finding uncovered: “Motivation & Mentorship Lagging: Only 24% of employees polled felt that their manager displayed motivational skills [I think they mean inspirational skill as I have explained in another blog post] and the same number noted that their supervisor failed to mentor and explain the choices made from an organizational perspective.”

**Link for direct page viewers return to main blog if you would like to read other blog posts on career and leadership success!

If you are looking to work for a more effective leader and need a change of jobs/employers take a look at the free blank resume form!

Finally can I suggest that again the central problem is poor communication skills. I have written many posts on the need to communicate well as a manger, the difficulties most of us have and some of the solutions available. Can I also strongly suggest that if you are a manger and not currently reading (or have never read) a book on leadership and/or leadership communication, best visit your local bookstore as soon as possible.

TRANSFORMATIONAL LEADERSHIP part TWO: A TRANSFORMATIONAL LEADER’S CHARACTERISTICS

Sunday, January 10th, 2010

Six central personality characteristics of transformational leaders seem to emerge from the prolific literature on this topic.

Creative

Hackman and Johnson (1991) state that creativity is “challenging the status quo by seeking out new ideas…” Managers typically concern themselves with status quo maintenance, but leaders move beyond status quo to face and deal with the future. Transformation requires innovation and fresh perspectives to enduring questions. Many managers I deal with think that they will never become leaders because they don’t see themselves as being creative. Remember creative thinking can be taught and creative thinkers can hired and good leaders can effectively use the creativity of those around them… if the have the wisdom to listen.

Interactive

Hackman and Johnson (1991) also suggest that an interactive leader provides better direction than a non-interactive leader. In order to meet the needs of the follower, the leader must take a posture of open participation with follower. They also contend ‘that interaction is central to putting leadership into motion’. Many other theories (and practical experiences) of leadership emphasize the need for (effective) communication in order to attain success. Remember though communication is not interaction its merely the conduit between individuals. The important issues are found in dictionary definitions… “acting in close relation with each other” or “affecting each others behaviour”.

ARE WE CREATING TOMORROW OR BANKING ON THE PAST?

Empowering

Empowerment is fourth aspect that Hackman and Johnson (1991) suggest is important. Empowerment is the ability to “translate intention into reality and sustain it [for the followers]” (Bennis & Nanus, 1985). B & N further explain that ‘empowerment is the reciprocal of power and that empowerment puts duality into motion’. In other words, power translates into empowerment and empowerment, in turn, creates more power. Without leaders promoting responsibility and displacing power, followers cannot fully achieve their potential. This as we know is a big challenge in some Asian cultures. The key is if you want to have a modern successful organization, you as a leader must address this issue.

Visionary

Perhaps the most elemental characteristic of the transformational leader, “more than anything else, transformational leaders communicate a vision to their followers” (Hackman & Johnson, 1991). Zorn (1991) notes that vision helps to rally action toward achievement of the goal. Leaders must not only speak the vision, they must also enact the vision for individuals and the organization. Vision sets the direction and it is impossible to get where you want to be without direction. Can you or you staff quote your company’s vision, (or your own for that matter). So much has been said about vision and its central role in business and success, any more here would be superfluous.

A VISION WITH POWER CAN CHANGE MEDIOCRITY INTO EXCELLENCE

Passionate

‘Transformational leaders are passionate in their commitment to task and people alike’ (H & J, 1991). Bennis and Nanus (1985) again elaborate, “like explorer and artists, [leaders] seem to focus their attention on a limited field – their task – to forget personal problems, to loose their sense of time, to feel competent and in control”. To transform leaders must have a strong commitment to their vision. Passion is essential for this strong commitment, without passion there is no real direction and vision is short-lived.

Ethical

One final notable characteristic is that of high ethical standards. Any discussion of transformational leadership must include ethics. Burns (1978) comments, “Leaders must effectively ‘connect with’ followers from a level of morality only one stage higher than that of the followers, but moral leaders who act at much higher levels relate to followers at all levels…” Blanchard and Peale (1989) suggest that a manager with strong ethical standards is armed with the ability to do the right thing all of the time. They further conclude that ethics must not only be the result, but ethics must be involved in the process of decision making. An effective leader must be committed to ethical responses to any situation.

ETHICAL BANKERS, ACCOUNTANTS, LAWYERS, CORPORATE EXECUTIVES AND POLITICIANS… NOW THERE’S AN IDEA!

Refs: Hackman, M. & Johnson, C. (1991) Leadership. Waveland Press.
Zorn T E (1991). Construct system development, transformational leadership and leadership messages. Sthn Communication Jrnl, 56 (3), 178-193. Journal of Leadership Studies in 1995

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

SUMMARY

Transformational leadership assumes that people will energetically follow an individual who has the ability to inspire them and who can use others natural motivation to strive towards a shared vision. A person to be a true motivational leader must in addition to having worthwhile vision show a willingness to excel and the competence do great things in a creative new way. Transformational leadership to be successful assumes that agreed tasks can be accomplished by injecting commitment and enthusiasm among the followers.

Transformational leadership adjectives: articulate, uplifting, passionate, caring, trustworthy, integrity listening, committed, serving, influencing, encouraging, charismatic, creative, innovative, empowering and confident.

Transformational leaders set an example and become a role model for their followers. Transformational leaders see their followers as individuals and treat them as such.

In light of recent events transformational leadership’s capacity to reshape social and physical relationships is more needed than ever. Perhaps it is time to destroy old way of living and make way for new one. Finally transformational leadership encourages people to surpass their current levels of achievement and embrace a dynamic and innovative way to approach our future at a personal, organizational and political level. The world currently seems to be crying out for true leadership, transformational leadership, at all levels of society.

One more time:

INSPIRING AND ETHICAL BANKERS, ACCOUNTANTS, LAWYERS, CORPORATE EXECUTIVES, BUSINESS LEADERS AND POLITICIANS… NOW THERE REALLY IS A TRANSFORMATIONAL IDEA!

TRANSFORMATIONAL LEADERSHIP part ONE: WHY EMBRACE “TRANSFORMATIONAL LEADERSHIP”

Sunday, January 10th, 2010

To better understand why transformational leadership is a concept we should consider, a look at more traditional approaches is at first appropriate. Autocratic, army or public service style ‘instructional’ leadership encompasses hierarchies and the top-down use of power. This type of leader is supposed to know the best way to administer the business, conveys instructions to the subordinates then gets busy monitoring the work. The main problem with this form of leadership is that good administrators aren’t always great operators, nor can they keep up with real-world business trends, technological advances or more importantly the current rapid rate of changing customer preferences, (or social trends) and loyalties.

Another major difficulty with this style of leadership occurs as it concentrates on the growth and safety of business processes, with the development of followers, often becoming a secondary or even a non-priority. Modern business requires ‘the team’ to be “the servants of a collective vision”, thus leaders must fulfil the role of coach, cheerleader, supporter, problem solver and resource finder. Autocratic ‘instructional’ leadership, has therefore, as many correctly argue, outlived its usefulness.

Another form of traditional leadership is ‘transactional’ leadership. Transactional leadership (or bartering) is based on an exchange of services from staff for various kinds of rewards such as a salary & benefits. ‘Leithwood’ (1992) says this type of leadership “doesn’t stimulate improvement”. Mitchell and Tucker (Leadership Way of Thinking) add that ‘transactional leadership works only when both leaders and followers understand and are in agreement about which tasks are important’. Experience suggests that it is not often that staff and management, (even departments, sales vs. production, R&D vs. financial control etc.), truly agree on what is, or is not, important. It is arguable therefore that this form of leadership is also ready for the waste bin.

Ref and Adapted in part from ED347636 Aug 92 Transformational Leadership. ERIC Digest, Number 72. Author: Liontos, Lynn Balster

By the way if you want to see some other articles follow the link for direct page viewers return to main career success blog to check out other posts! While you’re here take a look at the free blank resume form!


Back to the topic…

WHAT IS TRANSFORMATIONAL LEADERSHIP?

The idea of transformational leadership was first developed by James McGregor Burns in 1978 and later extended by Bernard Bass as well as others. Burns and Bass studied political leaders, army officers and business executives. An article in a 1995 issue of the Journal of Leadership Studies states, “Perhaps the most central notion of the transformational leader is the explicit purpose behind leading others. A transforming leader ACTS TO MAXIMISE THE NEEDS OF THE FOLLOWER. Leadership must also stimulate the needs of the entire organization of people constantly moving them to higher order needs. The term ‘transformational’ stems from the leaders ability to develop people as resources (should be potentials) and move them to a more satisfactory state of existence. Burns contrasts the transforming leader with a power wielder (transactional leader) suggesting that the transformational leader has an interest in the personal development of the follower, “leaders can also shape and alter and elevate the motives and values and goals of followers…” To Burns, transactional leadership is immature because it is based on the needs of the leader rather than the follower, “The object [in transactional leadership] is not a joint effort for persons with common aims acting for the collective interests of followers but a bargain to aid the individual interests of persons or groups going their separate ways”. Bass and Avolio (1989) argue that the transformational leader motivates followers (should be uses followers motivation) to act in the interest of the organization rather than to maximize self-interest.

Ric (orglearn – transformational leadership)

Leadership: A Conductors Perspective

Friday, December 11th, 2009

A great leadership video that is also wonderful to watch.

If you can’t learn a lot from this, best not consider leadership as your role.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form and perhaps you should, if seeking a leadership position, include the word conductor in your resume!

Career Advice from Buffet and Gates

Wednesday, November 25th, 2009

This CNBC video of a town hall meeting at Columbia University with Bill Gates and Warren Buffet is a valuable resource for all of us and particularly those looking for some sound career and business advice.

Some of the assets we need as individuals seeking success:

Gates: ‘continuing to learn from those that live the topic’
Buffet: ‘developing our communication skills’

What Buffet admires about Gates: His charity to others and his commitment of energy, skill and money
What Gates admires about Buffet: His integrity and willingness to share his knowledge and experience


This is a must watch video for any aspiring and positive human being looking for something to form the pillars of their career.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form then do your resume and perhaps you can ensure that it contains and communicates examples of how you represent a person of integrity, passion, charity with a willingness to be a continuous learner!

Rupert Murdoch Interview: Has he lost the plot?

Monday, November 16th, 2009

Watch this interview with Rupert Murdoch who is suggesting (stating) that News Corporation is likely to make its content ‘unfindable’ to users on Google when it launches its paid content strategy.

Couple of quotes:

“Murdoch said, “We’d rather have fewer people coming to our website, but paying.” User pays and internet… almost an oxymoron in the context he’s talking about it?

“They [users] can also, if they choose, have only a small summary of their content indexed.” Aha written ’sound bites’ and teasers… nope I’d go once and then forget their site totally… not smart Mr Murdoch!

The telling thing for me was the level of communication or quality (or lack of it) of his speech. Looks like and icon is fading to me. Pity needs to hand it over to someone a bit younger perhaps and I’m a pretty old guy myself so it hurts to say that about anyone let alone Rupert Murdoch.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Sound Advice from Jack Welch

Wednesday, October 21st, 2009

“The Economist” Magazine once described Jack Welch, the ex-boss of General Electric as… ‘the man who has some claim to being the world’s most successful manager of the past quarter century’. A few quotes I have collected over recent years may give us some insights into the issues we as managers need to consider;

‘the best big company’s try to think like small ones’

‘you have to destroy your own company to survive’

“it is a badge of honour to learn something here (GE), no matter where it comes from”

‘GE’s values – meritocracy, dignity, simplicity, speed (and)

a hatred of bureaucracy – if bureaucracy gets in your way, scream at it’

“Face reality as it is, not as it was or as you wish it to be”

“Be candid with everyone”

“Don’t manage, lead”

“Change before you have to”

“If you don’t have a competitive advantage, don’t compete”

“Control your own destiny, or someone else will”

”The idea flow from the human spirit is absolutely unlimited”… ”All you have to do is tap into that well. I don’t like to use the word efficiency. It’s creativity. It’s a belief that every person counts.”

”This place (GE) runs by its great people…the biggest accomplishment I’ve had is to find great people … and they seem to thrive here.”

“boundaryless behaviour” (defined as business behaviour that tramples rank and bureaucracy to engage every mind in the company in pursuit of the best idea)

“We have to get everybody involved. If we do that, the best ideas rise to the top”

“…an organization’s ability to learn, share that learning, and then act on that learning is absolutely the biggest competitive advantage that an organization has…”

“The competition is out there; it isn’t in here (GE) and getting an organization to look out there and not in here is the major thing that a large company has to focus on”

…from The Economist “At GE, JACK WELCH HAS ESTABLISHED A CULTURE OF CONSTANT SELF-TRANSFORMATION THAT OTHERS SHOULD EMULATE”… (Sept 18-24 ‘99)

Of course Jack Welch has his detractors…

(from http://money.cnn.com/2006/07/10/magazines/fortune/rules.fortune/index.htm)

Anti Jack View                                 Jack’s “assumed” View

Agile is best; being big can bite you.  Big dogs own the street.

Find a niche, create something new.   Be No. 1 or 2 in your market.

The customer is king.                         Shareholders rule.

Look out, not in.                                 Be lean and mean.

Hire passionate people.                      Rank your players; go with the A’s.

Hire a courageous CEO.                      Hire a charismatic CEO.

I particularly believe in and try to live by:

“IF BUREAUCY GETS IN YOUR WAY, SCREAM AT IT”… FOR US LESSER MORTALS…  I GUESS WE NEED TO LEARN HOW TO SCREAM WITH TACT!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Time to Turn Your Business Model Upside Down Part Two

Tuesday, October 20th, 2009

WHEN YOU INVERT THE PYRAMID WHAT DOES EVERYONE DO?

For those of us working in rapidly changing markets (all of us) where inverting the pyramid is the least we need to do, what are the new priorities for each group:

For the STAFF that deals face to face with this powerful ‘new’ customer the struggle has been (and still is) to expand their knowledge to be able to effectively deal with their customer’s ever increasing demands. Organizations need to provide customers with rational decisions on ‘problems’ in the shortest possible time to survive, let alone prosper. This has forced a process of empowerment or the need for individuals to take responsibility for their own performance (success) as well as their company’s success. In some corporate, or even national cultures this is quite a challenge.

Even during time of economic stress the need to constantly train and update staff does not diminish. Modern brain studies on brain plasticity and learning styles og individuals prove that training must be constant and repetitive so that new ways of doing things become part of long term memory not just a one week short term memory fad.

For the MIDDLE MANAGEMENT that has time, money, status, careers, success, knowledge and their power based in the system as it was, the great challenge is to overcome their fear of change. For many of these people, being good at working the system has led to their success. In the future being good at doing business with the most important person in the equation… “The Customer”… will be the only basis for continued employment.

Most change programs fail because the middle management have a very strong personal investment in the “status quo” so strong efforts must be made to shift this group in particular to any new operational standards agreed upon. The alternative is of course to remove this level from the company before you set the new direction… some that perhaps Jack Welsh would perhaps approve of, revolution rather than evolution. If you did wisely decide on a new paradigm for the way your company operates this middle group will provide the most headaches.

SENIOR MANAGEMENT’S role is still to provide vision, mission purpose and values, however it is impossible (as many try to do), to remain ‘the technical expert’ or even the daily operational decision makers. The levels of service demanded by the powerful new customers make it impossible to operate effectively with only a few top decision makers. These people need to become strategists rather than planners. Now many bosses will baulk at the prospect of perhaps becoming “servant managers” however I predict those that don’t embrace a more enlightened view of their role and real value to their organizations will be removed from their lofty perches.

Those who won’t or can’t change to the new business reality face at best a bleak future in ever disappearing lowly paid manual labour type jobs, old world companies in the remotest corners of the business world, or even worse… perhaps a career in the public service, where they just might be able to hide for a few more years.

DEATH TO THE BUREAUCRACY!!!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

Looking for a move to a more enlightened organization perhpaps its time to update your resume take some time ro fill in the template at resume form and at lest get a basic resume started!

THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS – ONE

Monday, October 12th, 2009

The nature of management responsibility at work is rapidly changing and traditional methods of measuring effectiveness are no longer adequate. Performance now needs to be viewed from a totally new perspective.

In a TRADITIONAL organization management was responsible for monitoring and checking work of subordinates, i.e. checking on efficient levels of ‘inputs’… raw materials, staff time, use of capital equipment and monetary budgets. In an ENTREPRENEURIAL organization the focus shifts to prioritising activities, allocation of resources (time and money) and particularly the effective ‘purchase’ of optimal talent, expertise and services. The assessment of ‘outputs’ is now the primary focus. WHY… as modern markets move towards more varied product and service lines (e.g. Dell Computer) there is a greater need to combine more types of specialization and expertise.

Also in a TRADITIONAL organization the focus was on delegation of duties within traditional bureaucratic structures where each member knows his or her role and 1+1=2. Conversely in an ENTREPRENEURIAL organization our duty is now the selection of individuals and project teams to balance talent and creative output where 1+1 needs to = 3, 4, 5 or more.  WHY… the trend towards projects rather than long term jobs and the modern customers desire for the purchase of the innovative solutions.

A good place to start checking where your organization stands today is by reviewing current position descriptions to see if they reflect the way it was… or the way it now needs to be.

DO OUR MANAGERS REALLY UNDERSTAND THEIR ROLE IN OUR ORGANIZATION?


Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!