Tag Archives: Strategic Planning

you’re never too old for fairy tales

Castle, Spain --- Image by © Reed Kaestner/Corbis

Castle, Spain — Image by © Reed Kaestner/Corbis

INSEAD is a serious institution of higher education and I often enjoy the serious and scholarly articles they share through INSEAD Knowledge. So, it was quite unexpected to find an article on fairy tales by INSEAD professor Manfred Kets de Vries.
Kets de Vries has actually written a book entitled “Telling Fairy Tales in the Boardroom: How to Make Sure Your Organisation Lives Happily Ever After” in which he forewarns executives “of the dangers they will encounter on their various quests and the fundamental issues they will confront associated with the leadership mystique”. He presents these as the five “deadly dangers” and I have listed them very briefly below:

 First danger – lack of self-knowledge
 Second danger – hubris
 Third danger – a leader’s inability to get the best out of people
 Fourth danger – a leader’s inability to create well-functioning teams
 Fifth danger – the creation of an organisational gulag

Each one of these “dangers” is worthy of serious consideration, and together they form an absolutely excellent self-reflection checklist for all leaders. It might be well worth your while to get some juice and a cookie, and tuck into this story.

To check out the article click here

the authenticity paradox

Authenticiteit

Imagine speaking to a room full of aspiring business leaders. You ask “who of you wish to be an authentic leader”? Of course, you picture hands raising as very few of us wish to be perceived as disingenuous or insincere, in either our business or personal lives. In a time where authenticity has become a gold standard for leadership, however, it is important to understand the inherent paradox, a tipping point at which too much authenticity, or rather a too limited definition and understanding of what is required in order to be an authentic leader, can hinder both your credibility, as well as your organizational impact and leadership success.

So, when exactly does rigid adherence to the pursuit of authenticity turn into a stumbling block to successful leadership?

First and foremost, true leadership almost always requires us to step out of our comfort zone, take risks, and challenge ourselves and others around us to grow, adapt, improve and change. As a leader, you may regularly be forced to choose between the self you are today, and how you are comfortable doing things, and the self you could be tomorrow, stretching, growing, and leading yourself, your team, or your organization down a new and more successful path. Choosing to remain true to your current self may feel more authentic in the short-term, but growing and changing are integral aspects of leadership. Understanding that growing and changing do not compromise your authenticity is crucial. Personal growth needs to be appreciated as key component of authenticity.

Successful leadership also requires us to inspire others and generate confidence in those who work around us. Blanket self-disclosure and transparency of your every thought, feeling, and insecurity may feel like a very authentic way of leading, but too much disclosure of uncertainty can undermine your team’s confidence in you as a leader. There are few certainties in life, and, as a leader, it is your job to regularly weigh information in order to determine a course of action and then confidently lead others through it, while remaining open to necessary changes as circumstances require. Telling your employees they are an integral component of the team’s success may be both positive and authentic, however, telling a new team that you’re depending on them because you have no idea what you are doing is going too far.

Finally, selling yourself, your visions, and your ideas are another integral component to leadership success. The act of doing this, however, can feel forced and unauthentic to some people, so much so that they avoid doing so at all costs, hoping their work will speak for itself and have the impact they wish it to. This is a naïve and ineffective ideal that can impede leadership and team success. As leaders, we need to understand and accept that the promotion of our ideas, and the act of influencing others, are not selfish pursuits, but ways to create collective team and organizational successes.

For more interesting insight into The Authenticity Paradox read the full HBR article below:

read here

Faint Signals Matter

Most warning signs are not in your face, flashing wildly in different colours to get your attention. As a leader you have to keep your eyes ahead as well as pay attention to what is happening in your periphery. Often, when a brand loses its lustre or deteriorates, the signs and signals were there long before the demise. What may seem insignificant or ‘normal’ could actually be a warning for troubled times. As a leader you have to take note of these signals and respond. Those vague signals can be tough to see. But if you have your head down these signals become impossible to detect. You cannot be a successful Transformational Leader if you don’t implement a radar system to catch these faint signals.

Personal Credibility & Trusted Judgement

Decision Making Intelligence is the second credibility builder and it is the ability to solve problems, resolve issues and come to conclusions that satisfy the various stakeholders and leave them feeling fully and clearly committed to the decision. It is about personal credibility and trusted judgment. In order to be credible, leaders must combine their Emotional Intelligence with a proven track record of superior decision making under a wide variety of circumstances and across a wide portfolio of business matters.

A leader must have the ability to understand and master the complex elements involved in the decision-making process, including the rational and interpersonal components, as well as the divergent and convergent phases. These abilities embody the essence of decision making within what is known as the field of Behavioural Economics. Our current understanding of this science comes from a growing pool of notable experts, such as Daniel Kahneman and Daniel Ariely, who have helped us better understand the mechanics of decision making and the phases we go through as we make business decisions in particular

Together, the powerful combination of Emotional Intelligence and Decision making Intelligence represent the fundamental building blocks upon which leaders develop their legitimacy. In other words, as Barbara Kellerman points out in her book Followership, leaders will not able to lead effectively unless their followers have determined them to be worthy. Legitimacy, defined in this way, is something granted to the leader by their followers. As such, it could be argued it actually puts the followers in control.

Understanding the Future: Bold Imagination

The innovation we need to transform our organizations is not developed by digging for the provable facts and empirical evidence hidden deep in the well of our retrospective data banks. It is not the deep analytical source of insight that will somehow help us make sense of the future. It is quite the opposite. Our ability to understand the future will come from the more intuitive, fluid, experimental process of looking forward, visualizing and anticipating the many changes that are just out of sight, around the corner and over the horizon.

Transformational leaders have a certain bold imagination that fuels their creative genius and combines it with a distinctive flair and a rebellious, revolutionary zeal to make something different, and to do so on their own terms. These are the types of leaders who reorder and reshape the pieces of the puzzle to arrive at solutions the rest of us hold in awe and envy. These are the leaders who violently shake the Etch A Sketch® to clear the old image and then proceed to draw a new one.

Navigating Direction : Mastering Pivot Points

Throughout history, the truly great leaders have known when and how to pivot when the situation and the context change. They seem to have a sixth sense and know exactly the right moment at which to abandon what is no longer working and comfortably embrace new tools more suited to the conditions they find themselves in. It is part experience, part intuition and part luck, but successfully identifying and then navigating these crucial inflection points is the responsibility of leaders. The average leader can perhaps do a respectable enough job when conditions are normal, but it takes an exceptional leader to navigate confidently in uncertain, uncharted and turbulent waters.

It seems as though the dangerous, pivotal moments of transformational change have been presenting themselves with increasing frequency in recent years. The more interconnected global economy, rapid technological advances and constantly evolving social, political and demographic changes have all come together to alter the once reliable maps we used to guide us in the post-WWII period. The question that should concern and even haunt us all is why, in the face of these changes, so many leaders, organizations and nations have not been brave enough, vigilant enough or just plain smart enough to switch tack from what may have been right and relevant in one set of circumstances to a new course, better suited to the changing conditions of the future.

Lies We Tell Ourselves

A common and all too often fatal flaw business leaders fall victim to is the tendency to focus on the immediate rather than the important. This is especially true when it comes to the really big things and the truly difficult problems in our lives or businesses. Unfortunately, the hidden costs, consequences and risks of distortion, denial and misalignment are like those of an iceberg. They can be ignored or underestimated for a short period of time, but if they aren’t dealt with, the risks will inevitably appear as if out of nowhere and overwhelm even the hardest working, most charismatic and most determined leader.

In organizational life, the leader of a huge multinational or a small independent business has the same set of responsibilities to their customers, employees and community. A major responsibility is to face up to, and deal directly with, the misalignments and gaps that conspire against the ability of the organization to perform at the highest level. Leaders must make it their absolute priority to constantly be on the lookout for the discordant signs and troubling signals that reveal things are not exactly as they should be. This requires a strong inner resolve, confidence and a balanced emotional temperament as find a way to run toward those situations with a solution in hand, not away from them in an effort to avoid conflict.

Why Write ‘Straight Talk on Leadership.’ Part 2

Some more reasoning behind my decision to write ‘Straight Talk on Leadership.’

Why Write ‘Straight Talk on Leadership’

Doug shares some motivation behind the writing of ‘Straight Talk on Leadership.’

Widening your Repertoire

The emphasis we have placed on the value of accumulated or stored knowledge we have worshiped in the past, is now a potentially dangerous source of false confidence. It is actually a rapidly depreciating asset, given the fact the half-life of anything new is shortening every day. To become a transformational leader and truly differentiate yourself, it has become increasingly important to work on your timely retrieval ability, rather than on your storage capacity. The more novel and different things you experience or have an interest in, the more likely your brain will be able to fill in the missing pieces and make the new connections that allow us to make sense out of apparent nonsense.