Positive Leadership

A Positive Leadership strategy will help you optimise the profitability of your business.

For more information on how we can help your business succeed under pressure, please contact: gavin.hastings@positiveleadership.co.uk

Positive Leadership

It Is About You

When we think about the best bosses, we think of pride-builders. Pride-builders are experts at engaging the emotional commitment of employees. They do this with a laser-like focus on making their people feel good about the work they have to do — whatever it may be — and take pride in giving their personal best every day.

In the excerpt below, Robert Sutton, the author of  Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst reminds us that there are important emotional and informal elements to leading people, and that some leadership qualities are more important than others in this regard. One of the more telling qualities, he says, is an acute sense of self-awareness. This is certainly true for pride-builders. If they didn’t understand how others perceived and responded to them, they could not hope to frame their actions in ways that motivate and energise their followers emotionally as well as rationally.

Excerpted from Chapter 9 of Good Boss, Bad Boss:

‘How to Be the Best…and Learn from the Worst

Last year, I led a workshop at Stanford on being a good boss during tough times. As we walked to lunch afterwards, a manager from the session told me about his boss. A few weeks earlier, a secretary in his office walked up to this vice-president and asked, “When are the layoffs coming?” The boss was stunned. He had no clue how she discovered big cuts were in the offing: the decision had just been made and extreme care had been taken to keep it under wraps. When the bewildered VP asked how she knew, the secretary answered that when bad news was coming, he couldn’t bring himself to look his people in the eye. This VP had what poker players call a “tell,” a habit or quirk that revealed when he was hiding something (bad news in this case). The codeword among his charges was, “The boss is wearing interesting shoes today.”

The “interesting shoes” story reflects a pervasive theme…that…distinguishes the best from the worst bosses: If you are a boss, your success depends on staying in tune with how others think, feel, and react to you. Bosses who persistently promote performance and humanity devote considerable energy to reading and responding to followers’ feelings and actions, and those of other key players like superiors, peers, and customers. Of course, there is no single magical or simple thing that defines a great boss…anyone who promises you an easy or instant pathway to success is ignorant or dishonest, or both. The moves that great bosses make are too complex, varied, messy, and unpredictable to be captured by any single theme, slogan, or set of steps.

Yet some skills and aspirations are more important than others. Developing and sustaining self-awareness ought to be at the top of the list for every boss. David Dunning of Cornell University shows that a hallmark of poor performers is they lack self-awareness, consistently overestimating their skills in just about any task that requires intellectual and social skills, such as debating, having a sense of humour, or interviewing others. In contrast, Dunning finds that self-awareness is a hallmark of the best performers — they are especially cognizant of their strengths and weaknesses, and fret about overcoming pitfalls that can undermine their performance. 

When it comes to bosses, one implication is the best might laugh at the VP in the “interesting shoes” story. But they also realise that they could easily be that guy — that every boss is prone to bouts of cluelessness and to forgetting how closely followers track every little thing they do. The best bosses reduce the risk of self-delusion by seeking and responding to hints and hard data about how others read their moods and moves. They urge followers to challenge them with enlightening — and disconcerting — questions, like when the VP’s secretary asked, “When are the layoffs coming?” They want their followers (and bosses, peers, and customers, too) to keep feeding them such information, no matter how unpleasant and unflattering, because they are obsessed with how their words and deeds are interpreted by others.

The upshot is, to be a great boss, you’ve got to think and act as if “it is all about you.” Your success depends on being fixated on yourself. On the surface, this conclusion clashes with advice from many gurus and experts. Former GE CEO Jack Welch and Stanford’s Robert Joss (dean of the Graduate School of Business for a decade), for example, implore managers, “It’s not about you.” I agree with the spirit of this advice, as the aim is to discourage bosses from falling prey to their most selfish and destructive instincts. Yet I question the words because most bosses, like most human beings, are remarkably self-obsessed — and that isn’t necessarily a bad thing. Yes, the worst are selfish, are oblivious to their charges, and cling to dangerous delusions about their magnificent leadership skills. The best are equally self-obsessed, but have different motivations. Their obsession isn’t for egotistical or for selfish reasons. On the contrary, they focus on controlling their moods and moves, accurately interpreting their impact on others, and making adjustments on the fly because they want their people to produce work that others will admire — and to feel respect and dignity along the way.’

It Is About You

Use Failure to Grow Your Business

How can companies plan and pursue an aggressive growth agenda with confidence? By framing their strategic growth opportunities, testing assumptions, and creating a culture that acts on evidence and learning. (An interview with Rita McGrath, Professor, Columbia Business School.)

Use Failure to Grow Your Business

Dominating Leaders Make Worse Decisions

Powerful leaders make worse decisions by dominating their colleagues into silence, a new study from the London School of Economics (LSE) has found (http://gradworks.umi.com/33/53/3353459.html).

According to the LSE study, entitled The Downside of Looking Like a Leader, strong leaders may also be worse managers because they give off such an impression of power that their colleagues’ opinions are stifled.

The study suggests that while it is important for leaders to exude authority and competence, the evidence suggests that appearing too powerful will inhibit their team members from expressing an opinion. This harms the ability to make good decisions by excluding arguments and evidence from the decision-making process.

The study’s authors point out that to dominate the decision-making process may be damaging in a business world loaded with specialist and technical information, where team members often know more about a specific subject than their leader and where participative decision-making is accepted as more effective.

Dominating Leaders Make Worse Decisions

Doing What We Already Know

In the final round of the 2006 World Match Play Event, professional golfer Stephen Ames loses to Tiger Woods “nine and eight” (almost as badly as it’s possible to lose in match play). One month later, he surges six strokes ahead of his closest competitor (and fifteen strokes ahead of Tiger Woods), to win the Tournament Players Championship and take home the biggest check in golf history at the time ($1,440,000). How did he make it happen?

One answer may be the fact that the biggest obstacle in performance isn’t not knowing what to do; it’s not doing what we already know. 

So what keeps us from doing what we know? Typically, it’s interference—or more often, interFEARence—created by those external and internal factors that slow us down, immobilise us, and keep us from performing at our best. By shifting what you pay attention to and how you pay attention, the resulting performance improvement can be dramatic.

Doing What We Already Know

Positive Leadership Limited - The Power of Sound Advice™

For more information, please contact: graham.watson@positiveleadership.co.uk

Positive Leadership Limited - The Power of Sound Advice™

Building Power and Leadership

When Ann Moore was on her way to becoming CEO of Time Inc., before women were found in top management ranks, she won loyalty by, among other things, spreading a perquisite of her magazine publisher job to peers and subordinates: preferred seats at the best sporting events in New York. Across the Atlantic, Maurice Levy was appointed CEO of Publicis while still a junior employee, in part because of his fervent commitment when the headquarters in Paris caught on fire, and he ran into the offices to rescue client files.

High achievers don't turn into leaders, even if they seem to have the right skills, without the power that comes from going beyond the letter of the job and doing the 'Extras':

1. Colleagueship. Being a good colleague means helping the entire group achieve results even when you're not in charge — for example, by filling in for an absent colleague, turning up at a special event that's not required, or helping with ideas and information for someone else's project. Colleagueship is considered a sign of whether someone can take on bigger leadership responsibilities in a flat, decentralised organisation.

2. Opening doors. Power to the connectors! Those who rise to leadership keep their virtual Rolodex rolling. They know enough about others to spot something of interest to them and pass it on, opening doors or making key introductions. In the new networked companies, connectors are the go-to people, the must-haves at meetings. The effects are viral. The more they connect, the more connections come to them.

3. Extra resources. Being a giver is powerful, especially when the gift is unexpected. Sprinkling small amounts of money or opportunities around the organisation can build enormous goodwill, for example; funding dinners for a hard-working project team or providing seed money for expenses for promising innovations. Using personal resources can matter even more, such as donations to colleagues favourite charities.

4. Framing issues. Being the first to name an issue shows leadership. One big Extra in any endeavour is to identify new opportunities or unsolved problems, and then convene conversations around them. With self-organising now a major operating mode, the people who set the agenda also set themselves up as potential leaders. It's not necessary to ask anyone's permission to lead; the self-organisers just do it.

5. Strong commitment. Some people falsely equate commitment with hours worked. But commitment is about quality, not quantity. This Extra involves the verve or passion which potential leaders convey about the mission and the singular focus they exhibit when doing each piece of work. Other people want to be led by committed leaders, not those whose eyes are always on another project or who make it clear that other parts of their lives matter more to them.

6. External diplomacy. Civic boards or charitable causes can groom leaders, and even more so if one's own organisation has an interest in the cause. Joining professional associations or industry networks and carrying information back and forth to and from the home team can also build internal power. Being a good ambassador externally reverberates internally.

Extras serve as signs of whether a person can be entrusted with major decisions or control over assets that requires doing what needs to be done regardless of formal requirements. They show that the leader will take care of others and the organisation.

At the same time, Extras carry a tinge of unfairness. Extras can be tapped more readily from jobs with discretionary budgets, or that face outward, toward clients and customers. In contrast, people holding more routine, internally-facing jobs have fewer automatic chances to show leadership. That group often includes women, who are disproportionately concentrated in staff jobs such as the Ps of personnel, public relations, and purchasing. Moreover, women who might be time-constrained by family obligations don't always have the time for Extras.

But not every Extra is out of the reach of determined potential leaders. Commitment and colleagueship are largely under individuals' control, and they build a better work community for everyone.

If the why and how of Extras can be discussed more openly, perhaps they can become more universally attainable. So consider this list both a How-To guide and a manifesto for change.

Building Power and Leadership

Enduring Truths About Leadership

Here are ten enduring truths about leadership, backed by research carried out over the years:

You make a difference: Before you can lead, you have to believe you can make a positive impact on others. You have to believe in yourself.

Credibility is the foundation of leadership: As well as believing in yourself, you have to behave in a way that will spur belief in you. If people don’t believe in you, they won’t willingly follow you.

Values drive commitment: People want to know what you believe in and you need to know what others treasure if you are going to create the commitment needed to bring everyone together into a powerful force.

Focusing on the future sets leaders apart: Leaders need the capacity to imagine and articulate exciting future possibilities. They need a long-term perspective.

You can’t do it alone: Leadership is a team sport.

Trust is paramount: If you rely on others, you will need their trust. That will only come if you trust them first.

Challenge is the crucible for greatness: Exemplary leaders don’t maintain the status quo, they change it. Change invariably involves challenge, and challenge tests you. It introduces you to yourself. It brings you face-to-face with your level of commitment, your grittiness, and your values.

You either lead by example or you don’t lead at all: Leaders must keep their promises, and be role models for the values and actions they espouse.

The best leaders are the best learners: Learning is the master skill of leadership.

Leadership is an affair of the heart: Leaders respect their colleagues and their constituents. They make others feel important, and graciously show appreciation. And they love their work, or they wouldn’t be successful at it. 

Enduring Truths About Leadership

HP's New Leadership: A Vision for the Future?

New Hewlett-Packard CEO Leo Apotheker and non-executive board chairman Ray Lane took over the reins at the technology giant on 1st November and their to-do list was daunting. Apotheker, the former CEO of business software company SAP, needs to convince doubters he is the right leader for HP, do battle with rivals such as IBM, Oracle and Apple, and set the company's long-term strategy. In addition, Apotheker must maintain the efficiency the company enjoyed under former CEO Mark Hurd, while gaining the buy-in from employees that his embattled predecessor reportedly lacked.

HP's New Leadership: A Vision for the Future?

Be a Better Leader, Have a Richer Life

An interview with Stewart Friedman, Professor, University of Pennsylvania's Wharton School and author of Total Leadership: Be a Better Leader, Have a Richer Life. 

Traditional thinking pits work and the rest of our lives against each other. But taking smart steps to integrate work, home, community, and self will make you a more productive leader and a more fulfilled person.

Be a Better Leader, Have a Richer Life

Military Skill Sets Lead to Organisational Success

What value does the military have for an organisation? 

World class, combat honed, and expansive skill sets in strategic planning, wargaming (competitor-on-competitor role play), competitive intelligence, leader development, rigorous standard enforcement, and innovation in execution are only a few of the cutting edge managerial skill sets that the military brings. Additionally, military veteran-to-CEO success stories such as Ken Hicks (Foot Locker) and Bob McDonald (P&G) credit military ethical foundations, decision making skills, practical leadership, and teamwork, and the focus of life-or-death situations that quickly developed them into decisive leaders focused on excellence, execution, and best-in-class performance.

For the organisation, the value of the military-to-organisation skill set transition comes when military skills and methodologies are translated into the context that creates the greatest value for the organisation.  

The military has a wide range of skill sets and proficiencies that business needs:

Intelligence: The military excels at systematic and ongoing analysis of competitors as well as how the operating environment influences the outcome and potential success of an operation. Additionally, a uniform, frequent, and ongoing intelligence effort provides a common competitive assessment to an organisation. In an organisation's leadership, how many leaders have a common view of competitive threats? How often is the competitive analysis updated?

Planning and Preparation: The creation of a timely, comprehensive, and structured plan is the hallmark of military operational planning. Many organisations do this well. However, what most organisations lack is the creation of multiple contingency plans, the use of wargaming or competitor-on-competitor scenarios, and mission rehearsals to ensure a flawless execution.

Execution: This requires the ability to rapidly adjust and improvise when an operation does not go according to plan. 

Team Leadership: The value of good leadership goes beyond the team being led. Good team leadership extends into leadership by example and positive role models that can inspire throughout the organisation.

Subordinate Development: The military uses a process known as the performance counseling session employed by the immediate supervisor of a military member to address what the military member did well, what they need to improve, and the plan of action to make them a better overall contributor. This inherent subordinate development process is of extraordinary value for an organisation because it makes every employee in the organisation better.

Military veterans and military techniques, when applied properly to an organisation's culture and business processes, can bring value to corporations, charities, non-governmental organisations and educational institutions. All of these organisations can benefit in vast and immediate ways through the application of military skills to their operations.

Military Skill Sets Lead to Organisational Success

Go Beyond What You Think Is Possible

Go Beyond What You Think Is Possible

Getting the Whole Leadership Picture

Setting a leadership strategy first requires a comprehensive understanding of leadership in your organisation. This begins with individual talent and competencies, but it doesn't end there. The ability of formal and informal leaders to pull together ultimately makes the difference in whether you accomplish your goals.

To get a full picture of leadership, you should consider:

1. The quantity of leaders needed, as indicated by current and projected formal leadership positions depicted on an organisation chart (number, level, location, function, business unit, reporting relationships, etc.).
2. The qualities desired in selection (demographics, diversity, background, experience level).
3. The skills and behaviour that are needed to implement the business strategy and create the desired culture (skills, competencies, knowledge base).
4. The collective leadership capabilities of leaders acting together in groups and across boundaries to implement strategies, solve problems, respond to threats, adapt to change, support innovation, etc.
5. The desired leadership culture, including the leadership practices in use, such as collaboration across boundaries, engagement of employees, accepting responsibility for outcomes, creating opportunities for others to lead, developing other leaders, learning how to learn, etc.

A good leadership strategy takes all of these factors into account. Simply having all of the leadership positions on the organisation chart filled or talented individuals will not produce the leadership that is required to implement strategy, lead change and drive innovation. 
For more information, please contact: graham.watson@positiveleadership.co.uk

Getting the Whole Leadership Picture

An Understanding of 'Class'

Still a classic - a look at 'Society'!

An Understanding of 'Class'

Why Performance Reviews Should Be Abolished

Performance reviews, in which bosses look for weaknesses and pretend to speak objectively for the company, while subordinates grin and bear it, misapply the hierarchical structure that is necessary in any organisation. They ensure that the relationship is about power and subordination, making candor all but impossible, and defensiveness the behaviour of choice for stressed employees. They should be used sparingly and replaced by performance previews.

This would involve changing the internal politics so that boss and subordinate are a team, both accountable for getting results that the company needs. No longer will the subordinate alone stand accountable for arbitrary metrics that managers create. Now they're both on the hook, and it is in the interest of each of them to understand the way the other goes about his or her job, and to support that person's strengths.

If everybody starts by owning what they think, instead of arguing over the "truth," you can begin to have a trusting relationship that can tolerate each party hearing some things they don't want to hear. And then you can have honest improvement — in people, in practices, in results.

For more, see:  Get Rid of the Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus on What Really Matters (Business Plus)

Why Performance Reviews Should Be Abolished

Leadership Lessons from a Lifetime of Service

Here are the leadership lessons of a lifetime of service from the President of Israel and Nobel Peace Prize winner Shimon Peres:

1. Leaders must not be afraid of being alone.

2. They must have the courage to be afraid.

3. A leader must decide. He should not agree or disagree. He says “yes” or “no.”

4. A leader must pioneer, not rule.

5. A leader is not on the top of his people but ahead of them in front.

6. Leadership is extremely hard work.

7. When you have a chosen a destiny . . . never give up.

8. Leadership is based on a moral call.

9. What is right today is different tomorrow.

10. It’s not enough to be up to date; you have to be up tomorrow.

11. To lead is to listen, to pay attention to every detail, to decide.

12. Everything that once was controversial ultimately becomes popular.

Leadership Lessons from a Lifetime of Service

Fear

What are you afraid of, and what does it cost you? Today, we want you to read one of the best descriptions of fear we have ever heard. It seems to be appropriate for the world in which we are living:

"I am Fear. I am the menace that lurks in the paths of life, never visible to the eye but sharply felt in the heart. I am the father of despair, the brother of procrastination, the enemy of progress, the tool of tyranny. Born of ignorance and nursed on misguided thought, I have darkened more hopes, stifled more ambitions, shattered more ideals and prevented more accomplishments than history could record.

“Like the changing chameleon, I assume many disguises. I masquerade as caution. I am sometimes known as doubt or worry. But whatever I’m called, I am still fear, the obstacle of achievement.

“I know no master but one; its name is Understanding. I have no power but what the human mind gives me, and I vanish completely when the light of Understanding reveals the facts as they really are, for I am really nothing.”

You see, if you have the courage to acknowledge your fears, you will be taking the first step toward controlling them instead of them controlling you. And if you take the next step toward understanding, you will be able to move past them to empathy, perhaps even to love. 

Fear

Types of Failure to Avoid

Innovation experts have long argued that companies should be more tolerant of failure. But not all failure is created equally. 

Here are three types of failures that rarely contribute to learning and should be avoided whenever possible:

Knowingly doing the wrong thing. When a project falls apart because someone hid information or misled others, any learning is moot. Failure is only acceptable when the project was done with good intentions.

Failing to gather the right data. Often failure can be avoided by doing some simple research: asking target customers for input or testing an idea before launching it.

Prioritising research over experience. Some things are unknowable without real-life experiments. Don't waste resources on researching a theory when you can create a prototype or conduct an experiment that will give you a more realistic answer.

Types of Failure to Avoid

Obstacles Can Be Overcome

This is the story of Dick & Rick Hoyt, the most inspirational father and son team to race in an Ironman. 

The message is important - obstacles can be overcome with focus, determination, commitment and generosity of spirit.

Obstacles Can Be Overcome

Believe You Can Achieve

Believe You Can Achieve

Be Prepared for a Turbulent Business World

Jeff Immelt, chairman and CEO of GE, gave the first annual Roanak Desai Memorial View From The Top at the Stanford Graduate School of Business recently. He discussed how business has changed in his nearly three decades at GE and stressed to the student audience to be prepared for a turbulent business world.

Be Prepared for a Turbulent Business World

Going For More At Work

Being smart and doing a good job can get you only so far, says Jeffrey Pfeffer, professor of organisational behavior at Stanford University. For really getting what you deserve — promotion, bonus, award — try high emotional intelligence and political savvy. Powerful people emphasise those traits, he says.

• Accept reality. 'It's a fact that people have done bad work and still become successful, while others have done great work and gotten fired. So if you want to play football you have to put on the pads and play. Don't become a shallow game player at work. It's far better to be smart, hardworking and savvy. This is really not about necessarily changing yourself in a dramatic way. Just be more strategic. You can't just hope that things are going to change or wish that things are not as they are,' says Pfeffer.

• Pick a good spot. You want a domain that fits your interests, said Pfeffer, author of  Power: Why Some People Have It and Others Don't: 'What gets you into serious trouble is to say, 'I'm going to show them that they're wrong.' What you should be asking yourself is, 'If I took all this effort and hard work to change these people's minds and instead go to a new environment, I would probably do better.''

• Talk with purpose. In Western countries, many people who blabber loudly are seen as leaders, wrote Robert Sutton in Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst: 'But, don't talk the whole time, as people will see you as a bully, boring or both. People gain power by winning interruption wars, interjecting and battling back when others try to interrupt,' says Pfeffer.

• Be vigilant. Avoid voluntarily surrendering your power and influence. If you're at a meeting with your boss, take every opportunity to shine. If you're attending a key event with a colleague, be strategic about being gracious. It's fine to introduce your friend, but don't fade into the woodwork and let a co-worker take over the conversation. Remember, this can be your moment to impress.

• Be forceful. You've probably heard experts advise you to get along with colleagues. Another take: 'There's a ton of research that shows that displaying anger is more likely to have other people accord you status,' says Pfeffer. Don't fly off the handle. Sometimes simply crossing your arms sends a powerful message. 'First demonstrate competence, then engage in a reasonable amount of self-promotion and be forceful,' he says.

Going For More At Work

Leading from the Front

Over the past year, business leaders have endured one of the most challenging economic climates in decades. In this video we hear from those who have emerged from the crisis stronger than ever. 

What can we learn from their leadership in developing strategies to thrive during difficult times? What has been the impact on their approaches to innovation, product life-cycles and brand management? Do changes represent a long-term shift or will things eventually return to normal?

Leading from the Front

Great Leaders = Great Teams: Ten Ways to Expand Your Leadership

"When the going is toughest, leaders must behave like emotional and intellectual anchors. The critical issues are about faith, passion, and most importantly, authenticity. People must know you are not pretending. They can see a sham."  C.K. Prahalad, Professor, University of Michigan

Leading Teams

Great teams have great leaders. Leading a team starts with a clear idea of where you are going, what needs to be done, and how it will be accomplished. In addition, team leaders must promote a collective team identity, admit their mistakes, and remain positive and focused in the face of adversity. In the end, leading a team is about...

Clarifying the vision - know where you are going, what it will take to get there, when it is best to assert yourself, how to accomplish the task, and why your leadership is important. Also, remember to keep your team informed as you go.

Talking team - it's not about any single individual but it is about "us," "we," and "our" team. Think collective identity.

Practising humility - be quick to admit mistakes and say "I'm sorry."

Leading with optimism - don't forget to remind, refocus, and rebuild when needed. Attitude is everything! Attitude sets the tone for the team.

Bringing it all together: Ten (10) ways to expand your leadership thinking

Determine your legacy

Ask yourself, "What do I want to leave behind?" Then, begin with the end in mind. You will leave a legacy! Be sure your legacy is what you want it to be.

Have a plan

Know where you are going, who is traveling with you, how you will get there, (what you need for the trip, how you will respond to delays, and how you can best help everyone arrive safely. Be prepared for what is to come.

Get connected (not to technology, but to people)

Invest in others. Get to know them, build them up, and serve them (even when you don't want to). Remember, people first and problems second.

Develop a "strength focus"

"Think Big" but also think smart. Always look to put your "team" in a position to succeed. Play to each person's strengths and the team's strengths.

Clarify roles and norms

Expect a lot from key players. You will get more when you expect more! The best teams require both quantity and quality from its members.

Create the right attitude

Influence is inevitable. Be sure to make yours positive! Remember, your attitude is "contagious." Pass on your optimism and hope every day.

Be teachable

Talent gets noticed but humility attracts followers. Know what you don't know.

Hold (and be willing to hold) accountable

Confront when needed. Every team needs an enforcer! It is important to remember that actions (or lack of actions) have consequences. Be sure everyone is doing what they said they would.

Do something different

Be creative. Find new ways of doing old things. Collaborate and cooperate. Talk with new people, develop new ideas and strategies, and ask for new input. Try something new.

Take a break and have some fun!

Laugh, smile, and "lighten up." A good sense of humour can go a long way in leading yourself, others, and teams. Have fun, enjoy the journey, and keep leading. 

Great Leaders = Great Teams: Ten Ways to Expand Your Leadership