Apr 7, 2011 | Collaboration, Leadership, Lean
Management structures have flattened and globalised at the same time, radically changing the way collaboration happens. Now virtual teams work across all sorts of boundaries, and have created a new set of challenges.
Traditional management simply does not work effectively, so new sets of behaviors are evolving to enable virtual teams to be managed, and to manage themselves. The tools all revolve around mutual obligation and trust, a recognition that the direct and control management style has outlived its usefulness, and it is the outcome of the team activity that is important, not necessarily the way you get there.
The foundation of successful self and virtually managed teams is a very solid framework of shared objective, collaborative behaviors, and stable processes that can be continuously improved. Sounds easy, but it is very hard, and takes a long termview and great leadership to achieve anything worthwhile.
Apr 7, 2011 | Leadership, Management
Management and leadership are not the same.
For years I have advocated this self evident truth, and occasionally something comes along to confirm, again, the essential truth that leaders lead, and managers just take care of the details.
Leadership in a tough place is often personified by individuals in the military, none I suspect better than Stan McChrystal former US commander in Afghanistan, who shares on TED.
Mar 20, 2011 | Leadership, Management, Personal Rant
An often heard claim, but leaders mean it, managers just mouth it.
Creating and nurturing a process of performance assessment should be a focal task of a leader, as it puts money in the bank over time. However, it is hard, confronting, and time consuming work, generally without a short term pay-off, and is virtually impossible to measure via the financial reports, still the default measurement for most.
There are a lot of frameworks out there, and lots of consultants ready to take your money to tell you how to do it, but without a determination to ensure future performance by investing in the capabilities of your employees, outsiders cannot really help.
However, two frameworks that may get you thinking.
The first is an essay by Marty Cagan, a successful venture capitalist in Silicon Valley. Venture capitalists invest in ideas and people to deliver future returns, so being successful, Marty probably knows a thing or two about capability assessment.
The second approaches the challenge in a highly prescriptive manner, but curiously, if you look behind the avalanche of words, you see a similar approach to Marty’s, an analysis of the requirements to generate the required outcomes, analysis of the individual, and description of the gap. It is the Integrated Leadership System (ILS) that has evolved to provide a performance and assessment management framework for the Australian federal Public Service.
Between these two, there is enough to get a conversation started about the best way for your organisation to manage its “Greatest Asset” and hopefully lay the foundations for a system that reflects your needs and environment.
Mar 13, 2011 | Change, Leadership, Personal Rant
If Australia was a business, considering the challenge of what to do about of carbon emissions would have a couple of characteristics that would have engaged the country’s boardroom:
- It is pretty obvious that some legislative framework will emerge to address what is a generally accepted problem. Even in the absence of legislation, the drivers of commercial sustainability are changing under our feet, and so we need to change quicker than they are to provide returns to stakeholders that continue to attract capital and skills in a globally competitive environment.
- Nothing Australia can do on its own will have any real impact on global emissions
- Anything we do will increase costs, if we do more than others, our costs go up more than others, making us uncompetitive.
- We would acknowledge the necessity of making strategic investments to accommodate and benefit from the changes as they occur, rather than being behind the 8-ball. Simple risk management.
- We would have looked at the changed capabilities our business needed to innovate, project manage, and leverage the regulatory and “commercial environmental” changes as they occur.
Instead of this risk/resource/return type of planning and decision making we have:
- Liberals doing a “Canute” burying their heads in the sand.
- Greens using perhaps short term electoral leverage to get us all into hair shirts sitting around (plantation sourced)log fires holding hands singing kum-by-yah.
- The government on an electoral knife-edge trying to please whoever spoke last.
- Voters being disenfranchised, simply because there is no political group taking a position that approximates a sensible long term, common sense view of what we should be doing, and besides, we do not trust any of them.
Back to our business analysis, what should we be doing?
- Taking small experimental steps to determine the cost/benefit of various alternatives before we make “bet the farm” decisions. Politicians should by now be aware of how unintended consequences can really stuff up a good idea (remember home insulation, health care changes, public/private partnerships et al)
- Being both strategic and agile in the way we structure the systems. Setting a price on carbon in a vacuum is stupid, but setting a very modest price and being prepared to vary it to quantify outcomes, and combining carbon price with elements of an ETS, makes sense, despite the uncertainty of the final level of cost impost that would remain. Combine this with support for the development and testing of innovative technology (which means most of the initiatives will fail, poison to attracting Government support but essential in an innovative system) being immune to the bleating of special interest groups, and relooking at the “carpark” of existing ideas and technologies previously parked for various reasons, would create a policy mix that has some potential to deliver for stakeholders…. Us!.
Easy. Untangled.
Mar 12, 2011 | Leadership
There are lots of blogs, facebook pages, twitter posts, and libraries on Leadership.
This is one of the consistently better ones, with often useful thoughts and links. http://leadershipfreak.wordpress.com/2011/02/28/how-to-extend-your-influence/
Mar 9, 2011 | Communication, Leadership, Management
There is a big difference between these two states, and they can have a powerful impact on the way organisations react to the decision maker.
Someone who is seen as decisive, but as yet undecided will be have the respect of others, who will usually assist in the process of coming to a decision in a positive manner.
By contrast, someone who is seen as indecisive, will be ignored, and work-arounds will be used to get things done, and at some time, if it is a personal trait, it needs to be removed from behavior patterns, or the individual will be removed.
