Positive Leadership Limited is a strategic leadership and corporate finance advisory firm. We use our considerable experience to provide unique perspectives and innovative solutions which help corporate leaders unlock maximum value from complex business challenges. There is no dress rehearsal for delivering answers to critical business challenges. When you are under intense pressure to succeed, we help deliver the vitally important marginal gains which let your business excel and win.
Monday, February 22, 2010
Preparing with a Purpose
What it takes to Win an Olympic Gold Medal
What it takes to Win an Olympic Gold Medal
Teaching Leaders How Not to Behave
What are some of the behaviours which leaders need to be careful about? Typically, they are transactional flaws performed by one person against others. They include:
- Winning too much.
- Adding too much value.
- Passing judgement.
- Making destructive comments.
- Starting with 'No', 'But' or 'However'.
- Telling the world how smart we are.
- Speaking when angry.
- Negativity or 'Let me explain why that won't work'.
- Withholding information.
- Failing to give proper recognition.
- Claiming credit that we don't deserve.
- Making excuses.
- Clinging to the past.
- Playing favourites.
- Refusing to express regret.
- Not listening.
- Failing to express gratitude.
- Punishing the messenger.
- Passing the buck.
- An excessive need to be 'me'.
Teaching Leaders How Not to Behave
Sunday, February 21, 2010
Mental Toughness Matters in Elite Sport and in Business
The 2009 World Championships silver medallist, who accessing a range of English Institute of Sport (EIS) support services as part of her British based training at Bath, finished second fastest on both the final two practice runs at the Whistler Sliding Centre, where she was runner up at a World Cup event last year.
Among the EIS support she has received, Williams has worked closely with EIS Sports Psychologist Deirdre Angella leading up the Vancouver Games.
“The preparation with Skeleton for Vancouver from an EIS psychology perspective started about two and a half years ago and we really planned backwards from the Winter Olympics to ensure the athletes were in the best possible position to deliver for these Games” she says.
“The British Skeleton Coaching and support team is well established and everyone’s expertise dovetails to provide the very best athlete preparation. One of the aspects for psychology was to focus on maintaining many of the effective features already in place. With individuals working to personalise what was necessary for them to maximise their strengths in order to deliver their best performances.”
This process included looking at areas of performance that can and can’t be controlled, whilst agreeing on procedures that the athlete will look to follow in the event of various scenarios so that they are prepared for whatever happens on the day of competition.
“For Amy some of the work she did was aimed at harnessing the excitement of competition so that she can effectively transfer training performance into competition performance” Angella adds.
“We looked at ensuring she follows all the day to day basics and normalises her routine as much as possible so that she finds herself in a position where when she gets on her sled she has a simple focus which just allows her to trust her ability, the work she has done and the thrill of sliding.”
Mental Toughness Matters in Elite Sport and in Business
The Victorious Army Attacks the Defeated Enemy
For more, see - http://www.washingtonpost.com/wp-dyn/content/article/2010/01/15/AR2010011503033.html?sid=ST2010012102117
The Victorious Army Attacks the Defeated Enemy
Are You a CEO of Something?
'Q. What are the most important leadership lessons you’ve learned?
A. If I was going all the way back, it would be playing on my school’s soccer team, because we were on the same team together, most of us for eight or nine years, and we were at a really little school in Chicago that had no chance of really fielding any great athletes. But we ended up doing really well as a team, and we made it to the state quarterfinals, and it was all because of teamwork.
And the one thing I learned from that was that I actually could tell what someone would be like in business, based on how they played on the soccer field.
So even today when I play in Sunday-morning soccer games, I can literally spot the people who’d probably be good managers and good people to hire.
Q. Based on what?
A. One is reliability, the sense that they’re not going to let the team down, that they’re going to hold up their end of the bargain. And in soccer, especially if you play seven on seven, it’s more about whether you have seven guys or women who can pull their own weight rather than whether you have any stars.
So I’d rather be on a team that has no bad people than a team with stars. There are certain people who you just know are not going to make a mistake, even if the other guy’s faster than them, or whatever. They’re just reliable.
And are you a playmaker? There are people who don’t want to screw up, and so they just pass the ball right away. Then there are the ones who have this kind of intelligence, and they can make these great plays. These people seem to have high emotional intelligence. It’s not that they’re a star player, but they have decent skills, and they will get you the ball and then be where you’d expect to put it back to them. It’s like their head is really in the game.
Q. How has your leadership style evolved, given your experience running several companies?
A. You can manage 50 people through the strength of your personality and lack of sleep. You can touch them all in a week and make sure they’re all pointed in the right direction. By 150, it’s clear that that’s not going to scale, and you’ve got to find some way to keep everybody going in productive directions when you’re not in the room. And that, to me, is a huge amount of what it means to manage.....
Q. So give me an example of what you did to change that.
A. I’d turn people into C.E.O.’s. One thing I did at my second company was to put white sticky sheets on the wall, and I put everyone’s name on one of the sheets, and I said, “By the end of the week, everybody needs to write what you’re C.E.O. of, and it needs to be something really meaningful.” And that way, everyone knows who’s C.E.O. of what and they know whom to ask instead of me. And it was really effective. People liked it. And there was nowhere to hide.
.....I keep my eye out for someone who has achieved a lot, so they’ve been a great athlete or on a great team, but then something didn’t go quite right, and they’re still very hungry and want to be C.E.O. of something. I like to bet on people, especially those who have taken risks and failed in some way, because they have more real-world experience. And they’re humble.
I also like to hire people into one position below where they ought to be, because only a certain kind of person will do that — somebody who is pretty humble and somebody who’s very confident.
This is another thing I really, really value: being a true meritocracy. The only way people will have the trust to give their all to their job is if they feel like their contribution is recognised and valued. And if they see somebody else higher above them just because of a good résumé, or they see somebody else promoted who they don’t think deserves it, you’re done.
My approach is that you have to earn the respect of people you work with.'
For the full interview, see - http://www.nytimes.com/2010/01/31/business/31corner.html?pagewanted=1&ref=business
Are You a CEO of Something?
Saturday, February 20, 2010
Leadership Development Requires the Involvement of Leaders
While it is clear that the quality of the time spent on leader development is far more important than the quantity of time, researchers found that the quantity of time does matter and that many organisational leaders are reporting that senior executives are simply not putting in the necessary time.
Specifically, about two-thirds (65 percent) of executives whose firms have a head of human resources, half (50 percent) of executives whose firms have a chief learning officer, and four in 10 (40 percent) of executives whose firms have a head of leader development, indicated that no more than 25 percent of those individuals' time was spent on leadership development.
This may be seen as a clear signal that leadership development is not a high priority, despite rhetoric to the contrary.
Separate global research (http://image.exct.net/lib/fefd1674706403/m/1/RM_Employee_Engagement_Jan_2010.pdf) shows that only 34% of employees identify themselves as fully engaged, while 50% identify themselves as completely unengaged with their organisation.
With this in mind, the good news is that senior executives do see leader development as being among the top five leadership challenges confronting their organisations, with only the issues of leading innovation and internal growth being seen as bigger challenges.
Leadership Development Requires the Involvement of Leaders
The Priorities of Leadership
“How does this fit in with what we’re doing? What is the real goal, the real mission? And it makes you think about: What business are we in?”
The comments come from an interview for The New York Times, “Planes, Cars and Cathedrals,” published online on September 5, 2009. Throughout the interview, Mulally addressed the following questions:
- How do senior leaders set organisational vision and values?
- How do senior leaders deploy your organisation’s vision and values?
- How do senior leaders’ personal actions reflect a commitment to the organisation’s values?
High-performing organisations focus through a shared vision. Creating such a vision requires leaders who will listen to employees and customers and find the common themes and interests that everyone can support. “The higher the calling, the higher the compelling vision that you can articulate,” Mulally said, “then the more it pulls everybody in.”
To make his point, he recounted one of his favourite stories. “This reporter stops by a construction site and he interviews three bricklayers. He asks the first bricklayer, ‘What are you doing?’ And he says, ‘Well, I’m making a living laying these bricks.’ The reporter says: ‘Oh, that’s great. That’s very noble.’
He asks the next bricklayer, ‘What are you doing?’ And he says, ‘Well, I am practicing the profession of bricklaying. I’m going to be the best bricklayer ever.’
And the reporter asks the third bricklayer, ‘What are you doing?’ And he says, ‘I’m developing a cathedral.’ There is technical excellence and professionalism, but we all want to contribute to making a cathedral.”
Mulally listed four things he has “to really come through on” as the leader of Ford, along with critical questions he must answer:
1.Connecting what Ford is doing to the outside world. “Where is the world going? Where is the technology going? Where are the customers going? Where is the competition going?”
2.Identifying the value proposition of the company. “What business are we in? What are we going to focus on?”
3.Balancing the near term with the longer term. “Do we have a plan that works in the near term and also creates value for the long term?
4.Focusing on the values and standards of the organisation. “What are the expected behaviours? How do we want to treat each other? How do we want to act?”
These and other critical questions are asked and answered as part of developing a Positive Leadership™ strategy. To learn more about the process of introducing Positive Leadership™ to your organisation, please contact: graham.watson@positiveleadership.co.uk
The Priorities of Leadership
Friday, February 19, 2010
Tiger Woods
Tiger Woods, 19 February 2010
Tiger Woods
Leadership is Linked to Financial Results
% Change | I Year | 3 Years | 5 Years | 10 Years |
Top 20 | + 1.6 | + 4.0 | + 8.4 | +3.0 |
S&P 500 | - 37.0 | - 8.4 | - 2.2 | - 1.4 |
Leadership is Linked to Financial Results
Role Models for a Leader
Role Models for a Leader
Thursday, February 18, 2010
Leaders Who Build Trust Will Accelerate Their Organisation's Success
Trust means that every employee, starting at the top, knows the organisation's core values, its vision, and the plans for getting there. Trust means that roles and responsibilities are clear, and that the rules for dealing with conflicts are well understood. Trust means holding people accountable for what they do and don't do. In short, building trust through open communication is the quickest way to build bonds with employees, customers, and shareholders - and to accelerate your organisation's success.
Leaders Who Build Trust Will Accelerate Their Organisation's Success
Positive Leadership Begins With Values
Positive Leadership Begins With Values
Wednesday, February 17, 2010
The Power of Positive Interactions
So what does this mean for you? For most of us, it means we need to increase the number of positive interactions we have at home and at work and reduce our negative interactions. We need to engage each other with more smiles, kind words, encouragement, gratitude, meaningful conversations, honest dialogues and sincere positive interactions. And to foster these actions we need to create personal and team rituals that help us interact more positively. If we make them part of our organisational process and individual habits they are more likely to happen.
For instance, at home you might decide to take a walk with your spouse each night after dinner and talk about the positive things that happened at work. The more you practice this the more it will become ingrained in your life. At work you might make it a point to smile at your co-workers and customers more often. As a manager you would spend more time praising your employees for the things they do right rather than always focusing on what everyone is doing wrong. Make it a point to personally praise 5 people every week. As an organisation you might gather all of your employees on a call once a day to share a positive message. Or perhaps you might gather your sales team together each week and have your team members share success stories. The ideas are infinite. The key is to intentionally cultivate more positive interactions to fuel success.
However, please know that this doesn't mean we should never have negative interactions. There is research by Barbara Fredrickson from the University of Michigan that shows if a work group in a company experiences a positive to negative interaction ratio of 13 to 1 the work group will be less effective. This implies that no one is willing to confront the real problems and challenges that are holding them back. Sometimes we need to confront a situation to move past it and, as we know, ignoring problems that stare us in the face doesn't work. Negative interactions are necessary so long as they occur much less frequently than positive interactions.
Positive interactions are essential to a healthy marriage, positive work environment and individual and team success. In this spirit when you are finished reading this, we encourage you to go thank someone at work or at home and let them know how they impacted your life in a positive way. Then make it a habit.
The Power of Positive Interactions
How to Become a Positive Leader
To become a person of integrity and a positive influencer, you need to develop the following qualities:
1. Fulfill your commitments-one of the surest ways to break trust with people is to renege on a promise. Hence never promise anything you can’t or don’t intend to keep.
2. Live honestly- choose to be truthful; avoid telling lies. Avoid hypocrisy and duplicity; be consistent in your character with everyone. This will make people have good impressions about you.
3. Exemplify humility-People tend to distrust someone they perceive to be driven by ego, jealousy or an air of superiority. Humility is one of the hallmarks of an effective leader and a positive influencer.
4. Imbibe an attitude of service- leadership is all about serving others and not an opportunity to be served. Sir Wilfred T. Grenfell says “the service that we render to others is really the rent that we pay for our room on this earth.” Leaders are to give of their time, energy and gifts to others.
5. Do the first things first- Resist the temptation to do the easy and quick activities because these are often the trivial things. Zig Ziglar says “when you do the things you have to do when you have to do them, the day will come when you can do the things you want to do when you want to do them.”
How to Become a Positive Leader
Tuesday, February 16, 2010
Why Sport Matters
Why Sport Matters
The Role of 'Positivity' in Peak Performance
To quote a key passage from Sustainable Peak Performance:
The Role of 'Positivity' in Peak Performance
Monday, February 15, 2010
Constant Communication is a Key to Effective Leadership
Constant Communication is a Key to Effective Leadership
The Top 5 Deadly Sins for Leaders
Whether it’s yelling, screaming, and berating, or a more subtle approach to letting everyone else don’t they don’t matter, everybody can’t stand an arrogant leader.
2. Not listening
Not listening is another way of displaying arrogance and insensitivity, even if you don’t mean to be.
3. Manipulative
Getting things done by manipulating people shows a lack of authenticity and keeps people guessing what your true intentions are. It fosters a lack of trust.
4. Lack of integrity
Lying, cheating, blaming others for your mistakes – it only takes one mistake to ruin a reputation for life.
5. Selfishness
A “me first” approach, inability to collaborate or build a team, and unwillingness to collaborate.
If you’ve ever been told you display any of these traits, then do yourself and everyone around you a big favour – get some help!
The Top 5 Deadly Sins for Leaders
The Most Effective Leaders Focus On Their People's Strengths
The Most Effective Leaders Focus On Their People's Strengths
Sunday, February 14, 2010
Leadership Means Building a Winning Team
Leadership Means Building a Winning Team
Ideas for Developing Your Leadership Skills
1. Be resilient and retain the the desire to succeed
The boxer is characterised by a drive to complete and win many rounds of punishment. The boxer also has to demonstrate huge commitment to training, which is driven by desire – this in turn is based on a personal ambition that is nurtured and encouraged over many years and pushes an individual to go beyond the normal boundaries of performance. (One of the reasons sport is probably a good vehicle for testing desire is that it engages the emotions in a way that business sometimes fails to do for many people.)
2. Develop passion to inspire genius
To be a true genius, people must have heart; geniuses possess a passion that makes them do extraordinary things. How can we expect people to raise their games if they are not inspired by what is happening to them in the workplace? Therefore, senior managers and business owners need to understand what makes people tick – their core values and beliefs, for example. Emotional intelligence teaches us to be self-aware so that we can appreciate what drives our people.
3. Be positive and address situations
A positive mental attitude is built around a self-belief that makes you a winner whatever the circumstances. It always seeks a solution to problematic situations; it does not lay blame to others and rarely looks backwards, accepting what has happened and building on it. In business, management often spend too much time investigating why they find themselves in a predicament, and too little time addressing the situation.
4. Bring out the charisma
One of the key elements of leaders operating in team-based environments is charisma. Charisma can be interpreted as the personal character that attracts and engages followers. This can take many different forms; even if leaders aren’t overtly charismatic, they can earn the respect of their followers by their undying commitment.
5. Be inspirational through good times and bad
In a team environment, inspiration is the leader’s ability to transfer all of their relevant personal characteristics to the rest of the team. The leader uses his charisma to inspire the other team players to push their own boundaries. If the team has the right people, the leader should be able to inspire people to push their personal performance limits when they probably least want to, when the pressure is on.
6. Banish your ego
Ego is one of the key reasons for an individual failing to succeed. Ego stops an individual from learning and developing the attributes to succeed in the long term; it makes them think they are better than they actually are. Boxing is ideal for removing the ego, as a lack of awareness of your personal weaknesses can have painful repercussions.
7. Take the knocks – and get back up
The boxer’s road is long and lonely. Coaches are a great help, but a huge percentage of drive is personal. When things are not going well, the easiest route is to pull out and give in. A special character is needed to get up seven times after being knocked down six times (as demonstrated by Rocky). In the ring, the pressure pushes the individual forward. But self motivation is key to personal development when there is no pressure to succeed. Drive is the ability to channel energy in the required direction; it ensures the individual focuses on the end result and does not lose sight of the objectives to be achieved.
8. Be confident that you can drive change
Self-confidence is different from ego, in that it encourages learning and does not think that the individual is ‘too good’ to improve. The boxer needs self-confidence to make the other elements work. The business leader needs to believe that he or she can make a difference and alter the path that the organisation is taking. One of the biggest obstacles to decision-making is the fear of making a mistake. In business, leaders are great at hiding their fear and disguising it in different ways. In boxing, fear leads to indecision which means you will lose. Something needs to be done.
9. Hone your inner strength to maintain your will to win
Many people feel the boxer’s strength is their physical attributes. However, the very best boxers’ key attribute is their inner strength. The physical body is likely to give in quite early on in proceedings, depending on the level of training. However, there are numerous instances when the biggest and most physical boxer has failed to win against a physically weaker opponent. Inner strength drives determination and a will to win.
10. Push yourself – mentally and physically
Boxing involves the greatest integration between the mind and body. Leaders need to explore how far they can push their physical being, and in doing so develop their mental strength. Physical training that pushes the individual beyond their boundaries tests their determination and mental will to progress.
Ideas for Developing Your Leadership Skills
Leading through Facilitation
For more, see - http://www.nytimes.com/2010/01/17/business/17corner.html?ref=business
Leading through Facilitation






















