• The 60 Second Leader
  • Seven Secrets of Inspired Leaders
  • The Little Book of Leadership
  • Leadership Hub for Corporates
  • Learning to Live with Huntington's Disease
 

Phil's Leadership blog

‘Ploughed in’ knowledge

Instinct or intuition is out of fashion at the moment in leadership circles. Blame Skilling and Lay. People want to see your working out, like you used to have to do in your maths book at school, to prove that the conclusion is anchored in reality.

The return to ‘show me the evidence’-based leadership is a shame. I had my head in Joan Didion’s The Year of Magical Thinking yesterday and I can’t remember what she wrote that sparked this off, but she reminded me that instinct and intuition are, in fact, ‘ploughed-in’ knowledge. It has merged with you so completely that it is no longer part of your conscious thought. You don’t even know how you know it.

So, anyway, more intuition in leadership, I reckon…


11 Reasons Leaders Fail

I seem a bit obsessed with why leaders fail at the moment. I think it’s because there is so much written on ‘how to be a great leader’ yet it’s quite obvious when you look around that most leadership is bad leadership. So, I’m more attracted to the idea of identifying and working on what we are getting wrong first. Anyway, here goes with a little more on leaders and failure…

THE TOP 11 REASONS LEADERS FAIL

Score yourself with a ‘yes’ or ‘no’ for each of these and see how many you get out of 11. Be honest: no-one else will know but you.

1. Arrogance. You’re right. Everyone else is wrong.
2. Melodrama. You always grab the centre of attention
3. Volatility. Your mood shifts are sudden and unpredictable
4. Excessive caution. The next decision you make may be your first.
5. Habitual distrust. You focus on the negatives.
6. Aloofness. You disengage and disconnect.
7. Mischievousness. You know that rules are only suggestions.
8. Eccentricity. It’s fun to be different just for the sake of it.
9. Passive resistance. Your silence is misinterpreted as acceptance.
10. Perfectionism. You get the little things right while the big things go wrong.
11. Eagerness to please. You want to win any popularity contest.

So, how did you score? Before you get too pleased with yourself, even if you only gave yourself a ‘yes’ on one of the 11 it can be your downfall – EACH of these is a common reason leaders fail. Well, don’t blame me, you walked right into it: you only had to read the headline of this item properly to be pre-warned.

– These 11 points are from the book
Why CEOs Fail: The 11 behaviours that can derail your climb to the top and how to manage them by David Dotlich, Peter Cairo et al. 2003. It’s not just for CEOs, despite its title.


The Starfish and the Spider

Oh yes. What a timely book.

The Starfish & The Spider.

Leaderless organizations.

Like it. Curious recommendation in a leadership blog. But, as I said below, I am ambivalent about leadership. As currently practised it’s about 80% awful.


From behind a desk is no place to view the world

When did you last join the front line and work there for a few hours? The best leaders keep connected with their staff and market by going ‘back to the floor’ regularly. I recently came across this example from Richard Branson:

“I…insist that we continually ask our staff for any suggestions they might have, and I try my hand at their jobs. When I tried pushing a trolley down the aisle of a jumbo, I found I crashed into everyone. When I talked to the crew about this they suggested we introduce a more waitress-style service and keep the trolleys to a minimum. As it turned out, by getting rid of trolleys altogether in Upper Class, we were able to use up some of the aisle space to provide the longest and largest seats in the air.”

– Richard Branson, frm his book Losing My Virginity, challenging the conventional wisdom that leaders operate from the centre and don’t get involved in detail out at the front line. Richard Branson will be sharing more of his leadership techniques live by satellite in his session at Leaders in London at the end of November.


In praise of a genuine leader

I’m a week late on this one, so apologies for being even more behindhand than usual…

A week and a bit ago Muhammad Yunus received the Nobel Peace Prize for his work as ‘banker to the poor’. I’m not one for the ‘great man’ (it’s always men) school of history, but there are a few obvious Mandela-stature exceptions and Muhammad Yunus is one of them.

With Grameen Bank and Grameen Phone, Yunus proved that the poor and even destitute can be customers, using the collateral of their own skills and hard work.

I remember back in the 1980s when the New York banks were widely condemned for practising a secret policy of ‘red-lining’ – drawing a red line around deprived areas of the city on a map and creating a blanket policy of not lending to the people who lived there, as they were assumed to be a bad credit risk.

Cutting off whole sections of the population from banking services stinks in moral terms, leaving them with no option but loan sharks and pawn brokers; no ladder out of the cycle of poverty. Yunus showed it stinks in capitalist terms, too. When the major banks laughed at his suggestion that they break destitute Bangladeshis out of the poverty cycle with a new concept that gave them an alternative to loan sharks – micro-lending – they laughed in his face.

So, he leant a group of villagers the money in his own pocket – £14 – to buy the materials they needed to set up smallscale businesses. They all paid him back with interest. His new idea – microlending – grew into the £2.5 billion Grameen Bank that is owned by its users, is estimated to have helped hundreds of thousands of people out of poverty AND continues to make a profit.

The proportion of borrowers who default on their loan is tiny compared to traditional bank lending. Yunus then spotted that with mobile phones, local growers and crafts people – mostly women – could jump past middle-men who tended to exploit them with very low prices, to find out what actual prices were in markets and negotiate direct with buyers further away, increasing their bargaining power.

So, he launched Grameen Phone, a phone rental scheme with its own network to get mobile phones in the hands of the poor. Now if you go to Bangladesh ‘GrameenPhone’ is likely to pop up on your phone screen as your local provider as it has become, like the bank, a highly profitable success story.

Yunus, an economics professor, still lives in a tiny flat in Bangladesh. He explained once that he developed the idea for the Grameen Bank during the Bangladeshi famine in the 1970s, when he became increasingly disillusioned that people were dying while he and other economics professors were sitting around in Chittagong University teaching elegant economic theories “whereas in fact the starvation all around us showed we knew nothing. What we were teaching wasn’t helping.”

He once said to The Guardian newspaper “One day we will look in museums and say to our children, ‘That’s what poverty looked like.'”

That sounds naive. Until you look at what he has achieved so far. Fifty other countries – including the US – have taken up micro-lending. Yunus’s work helped prompt C K Prahalad’s book The Fortune At The Bottom Of The Pyramid, which looks at practising a new form of global capitalism that includes the world’s poorest and that makes healthy profits while at the same time helping people out of poverty.

Now, like I said, I am wary of the whole ‘great man as leader’ or ‘great man as forger of history’ school of thinking. But, every now and again one comes along that makes us see the world afresh and inspires us by showing us we can do the apparently un-doable and take the lead to make change happen. Sounds like a leader to me.


The Tao of Martin Scorcese

More on Martin Scorcese’s leadership as a director:

“He’s the kind of director who makes you think it was your idea.”
– Ray Winstone, on his role in The Departed.

All the best leaders do. Lao Tsu (or Tse, depending on how you want to spell it) noted this in the Tao Te Ching centuries ago:

“The good leader is he whom the people revere.
The great leader is he of whom the people say,
‘We did it ourselves’.”


Why most leadership sucks

OK, time to admit something weird in a leadership blog – I am absolutely ambivalent about the whole idea of leadership. We lead ourselves. Full stop. I don’t want anyone leading me. Do you?

I love being inspired by people who provoke in me that feeling of “Wow, I could do that, too,” or “I never thought of it like that before”. I would love it if some of the things I do even occasionally provided inspiration to other people. But, I don’t want to be a ‘leader’ and I don’t want to be ‘led’. I guess it’s the old communitarian in me.

But, the great thing is that traditional notions of leadership don’t work any more anyway. So, I work in this area because we have a tabula rasa – a blank sheet where we can virtually start again and get it right this time; allow distributed leadership cultures to emerge in which everyone leads.

Peter Senge has updated his Fifth Discipline book with 100 extra pages that help relaunch the battle for distributed leadership after a decade or so when the CEO as hero-leader seemed, depressingly, to be back in fashion.

I couldn’t agree more with this from him (my emphasis in bold):

“Most leadership strategies are doomed to failure from the outset…The first problem with all of the stuff that’s out there about leadership is that we haven’t got a clue what we’re talking about. We use the word “leader” to mean “executive”: The leader is the person at the top. That definition says that leadership is synonymous with a position. And if leadership is synonomous with a position, then it doesn’t matter what a leader does. All that matters is where the leader sits. If you define a leader as an executive, then you absolutely deny everyone else in an organization the opportunity to be a leader.”

Oh yes, oh yes, oh yes…


The secret of success is…

“Sir, What is the secret of your success?” a reporter asked a bank president.

“Two words.”

“And, Sir, what are they?”

“Right decisions.”

“And how do you make right decisions?”

“One word.”

“And, Sir, what is that one word?”

“Experience.”

“And how do you get Experience ?”

“Two words.”

“And, Sir, what are the two words?”

“Wrong decisions.”

Source: Tim Small at Compass sent me that. I think he got it from an agency he was working with called The Storytellers.


A Geldof, Descartes, Darwin mash-up

The new rules of business

“The rules of business are now different because of the great networked connections that bring us all together. There’s a kind of new Cartesian Darwinism at work. It used to be ‘I think, therefore I am’. Now, it’s ‘I didn’t think fast enough, therefore I was.’ “

SOURCE: I was invited to a closed meeting of one of the Big Five consultancy groups a while back – It was kind of a pep rally for their highly paid consultants, partners, and a jolly for their big ticket customers. Can’t remember why they let me in. It was themed based on The Matrix. The door staff all wore Smith agent suits, dark glasses, earpieces. The stage looked like a film set, with a copy of the dentist chair-thing you sit in to be plugged into the Matrix.

The back of the chair was to the audience as we filed in. It was all decidedly surreal. Then the lights in the theatre dimmed, the chair swung around to reveal the surprise speaker sitting in it, playing the role of Neo the messianic rebel, come to tell us where real truth lay and that what we thought was real about business and leadership was in fact an illusion.

It was Sir Bob. He embarked on an inspired rant about the new world of business and leadership that blew me away. Luckily I had my notebook in my pocket and could just about write shorthand in the dark. I just found the notes in a drawer this morning. Thought you might like that quote…I’ll post a bit more of it later.


Woz, Not Woz: The essential tension

“Almost everything I’ve ever done well I’d never done before.”
– Steve Wozniak, inventor of the Apple computer, talking on BBC Radio 4 this morning

Er, so what?

Successful innovation comes about at the intersection of experience and novelty. The two pull against each other and the leaders of organizations that want to foster innovation have to channel this tension away from conflict and into creativity. It’s the grit that forms the core of the pearl. Thomas Kuhn, the father of scientific thinking about innovation, taught us this. He called it ‘The Essential Tension’.

Leading innovation is one of the least understood and most challenging areas of leadership today. I’m working on a chapter on it for The 60 Second Leader book at the moment and on a ‘how to lead innovation’ module for the 60 Second Leader development system I’m, er, developing.

So, Wozniak’s comment spoke to me as I was making the coffee this morning after dropping Danny at school.

Incidentally, his new autobiography is brilliantly titled – iWoz. (iPod, iWoz, geddit? Better than Woz, Not Woz or whatever that band of David Was’s used to be called.)

Steve’s website is worth a look, too. It’s here

Ha! The link worked. Thanks to Johnnie Moore for showing me how to do that…