"Frank's skill in asking the right questions is un-mistakable, and is at the core of his leadership philosophy.

The power of these questions cannot be underestimated, especially if you want to lead and not manage."
—John Cave
Westhaven Worldwide Logistics

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Do Leaders Need Training?

Pass the soap-box because I am about to talk about one of my biggest bête-noires.

At any given time, across the globe, thousands of management hours are being expended on training courses.

Managers are being taught everything from the latest employment law to time management and from strategic planning to corporate and social responsibility.

But how many managers struggle from one day to the next with that most testing of their responsibilities, managing… and in particular, managing people?

The simple answer—plenty. In fact, probably most of them.

I know some managers in a late stage in their careers who reflect, sometimes with surprise as if it’s never occurred to them before, on the fact that they have never attended so much as one training course on the art of people management. It’s as if managing people is something they’re expected to have acquired by osmosis or divine intervention… or simple instinct.

So, back from their time management training, they continue to be worried by Fred, whose negative attitude and undermining asides at departmental meetings consume so much energy (and time).

And fully versed in putting together their strategic plans, they remain distracted by Fiona’s refusal to fulfil the requirements of her job description and reluctance to co-operate with her immediate colleagues and those in other departments.

Which is a shame. Because the collective wisdom of how to deal with these and other perennial management challenges is out there, no doubt already decanted into the right kind of training courses and ready to be shared with all the struggling managers in the world.

Leadership point?

As a top priority, put your struggling managers together with the right training courses.

ASAP.


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Encouragement Or Just Bullshit?

A triple AAA rated market leading UK bank has an interesting approach to staff encouragement.

About five years ago they introduced an appraisal marking system which had the following three overall markings:

Under performed
Met
Exceeded

These proved too few, so ‘Met Plus’ and ‘Met Minus’ were introduced…
Somewhat contradicting the dictionary definition of ‘Met’.

Now, armed with five overall markings, everyone was happy.

Not.

You see, alongside this appraisal system, senior managers also introduced a quota system to guide bonus rewarding. The quota system demanded that each marking be given to a percentage of staff in each department.

This included 15% of all staff being marked as ‘under performed’. They were to be placed on a ‘close management’ basis encouraged to move their performance out of the red ‘under performed’ zone and into the black nirvana of Met Minus.

What goes up must come down, of course. As some are ‘promoted’ out of close management, others fall into the trap. The relentless 15% underperformed label ensures that.

A good system?

They would argue so. They’d say it was more a carrot than a stick.

I say it was an orange stick and instead of leading people they were beating them with it.

Are you leading or beating?


A subsequent blog entry will return to the subject of leading people and rewarding them.

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Stop Drowning Your Employees!

Somewhere in your organisation, someone is drowning.

And it’s your fault.

They’re drowning in a raft of new initiatives that you’ve set in motion. They’re drowning in the bureaucracy that’s grown in your organisation over time—unnecessarily complex processes and procedures that have long lost sight of their original reason for being. They’re drowning as they try to achieve the numerous objectives they’ve been set for the year that do not seem to relate to the overall strategic aims of the business that you shared with them at a conference once.

And they’re drowning in a sea of emails, many of them from colleagues in the same room.

Oh…
Sorry
…it’s not your fault.
I see!

The raft of new initiatives are there to show shareholders that ‘things are happening’. The complex procedures are there to mitigate risk and ensure compliance. Managers are encouraged to set multiple objectives because ‘we like to keep raising the bar’. And as for emails…well, what better way to communicate?

Listen to yourselves! Your role is about creating a set of working circumstances that make it easy to deliver performance. Make the objectives relevant, straightforward and measurable. And as few as possible. Get in a Quality Control Manager to audit, revise and streamline procedures. Have just one or two at most ‘new initiatives’.

And have e-mail free Fridays.


Please.


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The Top 150 Management & Leadership Blogs

Jurgen Appelo informed me, that my blog made his list of The Top 150 Management & Leadership Blogs external

In addition Jurgen added a Twitter external list so one can follow external all these great people and an OPML file external with all the RSS feeds of these blogs.

This list is a great addition to the—unfortunately outdated—Personal Development List.

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Go practice.

Show me a CEO who in her first week doesn’t mention the words ‘culture’ and ‘change’ in a press release or internal memo and I will write to congratulate her personally.

Newly appointed leaders like to talk about changing their business culture because effecting that kind of change sounds like the universal panacea to business challenges that all senior managers look for.

And quite possibly, they are right… they’re just wrong to shout about it because they are probably setting themselves up for failure.

Why? Because culture is a bit of a will o’ the wisp—elusive when trying to pin it down and difficult to define and describe. It’s as much in the atmosphere and professionalism or otherwise exhibited in the Board Room as it is in the middle manager who spends an hour a day smoking outside the front entrance and the junior member of staff who walks by the eyesore piece of litter that he cannot remember discarding the day before.

Culture isn’t changed overnight either. It won’t be sorted in a couple of conferences. Nor will it be sorted our by the ‘core values’ campaign that quickly peters out to be replaced by next year’s initiative.

No. Culture changes are not effected from the top down. They’re effected from the inside out. Identify an individual or group of people or department that exhibits desired behaviours. Encourage these, add to them… grow these people into acknowledged examples of “how we’d like to do things round here“.

Reward them.

Their peers will notice and they will over time adopt the behaviours.

That’s the theory anyway.

Go.

Practice.


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02/11/2010

The conventional definition of management is getting work done through people, but real management is developing people through work.
Agha Hasan Abedi

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What Would You Do?

The team you are part of has a team player that is everything but a team player.

To make things worst—this team player is beloved by the boss. No matter how bad he acts, the boss forgives.

This specific team player gets rewarded for having an attitude—while the others are stuck with the dirty work.

What would you do?

Talk to the boss?

Leave the team?


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Do You Reward Your Players?

Life is full of examples of how business shouldn’t be done. And still…

A couple of days I watched the scrimmage of some local football teams. The tackling skills of the one player got acknowledged and applauded not by his own team, but the coaches of the opposing team.

Now, step back and look at businesses.

Can’t you easily count many where employees are treated like that: Ignored by the own management but recognized by others?


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