Posts Tagged ‘Leadership’

The Value of a Sounding Board

Friday, May 8th, 2009

Who Should Leaders Listen to?

foolI suspect that many of today’s leaders, like me, were brought up watching westerns on TV, listening to John Wayne mouthing phrases like “A man’s got to do, what a man’s go to do..” and watching him ride off into the sunset. This, in a way, typified a generation’s thinking of what strength and leadership was all about. Whilst many recognise this is an outmoded idea in the 21st century, it is sometimes hard to shake off some of the legacies of this thinking.

In times of Change, people feel much more secure with strong clear leadership, but they need considered action and decisions from their leaders. The trouble is, with the pace of business today; the pressure has never been higher, and thus there is always a temptation to act just for the sake of moving things off the pending pile and appearing decisive. This kind of ‘shoot from the hip’ style tends to makes us feel strong and that we are getting somewhere.

However, leaders are usually dealing with complex, multi-faceted problems which require more consideration. Another issue that busy leaders often are battling with are over-stuffed diaries and this means that they have little quality time to reflect and consider.

This is where I often find leaders gain huge value from working with an external ‘sounding board’. They may call this person a coach, a mentor, or even a friend or colleague, but the role is clear. It is someone they respect, who they can confide in and who can challenge their thinking process. Booking time with someone you can talk to about your agenda, in complete confidence, has a number of benefits:-

  • It makes space for you to think things through
  • The very act of explaining your ideas & issues to someone clarifies your own thinking
  • Having your thinking challenged in a safe environment gives you the chance to develop your ideas further, and if necessary, change direction completely with no loss of face, and with no adverse consequences
  • An outsider can ask those apparently daft, but highly challenging questions such as “Why would you want to do that?” “What would happen if you didn’t do that?” etc.
  • They should sit outside the organisation’s politics and therefore not need to play power games
  • They are able to bring in new ideas from outside the organisation
  • They can also see when the leader is part of the problem and highlight when (s)he needs to consider their own contribution to the situation.

“All progress is initiated by challenging current conceptions, and executed by supplanting existing institutions.” George Bernard Shaw

I normally find that the people I work with will typically leave these sessions much more focused and clear about what they need to do; more focused on what is really important for them to do and where they can afford (or need to) delegate. They usually find that the amount of work they get through in these sessions exceeds their expectations.

Time spent in reflection and exploration with a trusted ‘sounding board’ is a good way of reducing stress both for the leader and their organisation. Decisions that have been thought through inspire more confidence, and this raises the leader’s ‘stock’ with his people and their willingness to follow his lead. In the end this saves a great deal of time both in needless discussion and rework, because (s)he is passing out clear, simple messages.

There is a natural ‘sieving & sorting’ process, not unlike doing a jigsaw puzzle, where you gather together all of bits that are similar and create a clearer, more complete picture. This process helps sequence your messages in a way that makes your overall story much more coherent and easily accepted.

As a human being, it is natural for a leader to have doubts, and it is a part of the job to explore them as honestly as possible. This is a naturally uncomfortable process and it helps to have someone support you through it to make sure it is done both with integrity and completeness. The other side of this confidence is that some people are over-confident and need to almost delegate this doubting role to a trusted third party. This was why, in days of old, kings had Fools or Jesters who had license to say exactly what they thought, as truthfulness tends to shrivel as gets closer to power.

When, in the words of Harry Truman, “The buck stops here!” it is both helpful and responsible to pause to consider whether you are planning not only to do things right, but more importantly , to do the right things! It is all too easy for leaders to get sucked into operational details and it is their job to ensure that the issues that are strategic have been properly identified and planned for. If a leader isn’t strategic in the use of their own time, then the chances are they are not being sufficiently strategic in other areas!

The chairman of a very large business I work with said to me the other day that he could only discuss a particular issue with two other people in his team, and he already knew what they would both say, and he needed a fresh perspective on this issue. This is by no means untypical, and it is a wise man who knows when it is a good idea to seek help.

Another function that can be valuably performed in this safe space is venting. Once words are spoken they can not be unspoken and in every team there are frustrations, doubts and fears. These can all get in the way of the smooth running of the business. Deciding which issues are ones you need to take up with someone directly and which ones are just the result of, perhaps, you having a bad day can make you a much better person to work with.

This process is not about someone else coming in and telling you how to run your business, something that you are uniquely qualified to do, rather, in the words of Ken Keyes, they help you to “get at the wisdom you already have.” When this is supplemented with a little outside input it becomes a very potent dish.

“To keep a lamp burning, we have to keep putting oil in it” Mother Teresa

Resources:

  1. In 1994 British Airways appointed Paul Birch as ‘corporate jester’ and Abbey National also embraced this a variant of this concept
  2. The Role of the Fool

Leadership: Keep Your Eye on the Ball

Friday, May 8th, 2009

or Lessons Squash Strategies can teach Business Leaders.

Hashim Khan won the British Open squash championship 7 times between 1951 & 1958, and is considered one of the greatest squash players ever. He was asked the secret of his winning ways and he needed only 67 words to explain them! His English was a little basic, but the points he made can teach modern business leaders a great deal!

  1. Keep eye on ball. Concentration on the objective is an essential element in all success.
  2. Move quick to T (the position on the court from which you can dominate the play). Seek the position of greatest strength and comfort.li>
  3. Stay in crouch (the position from which it is easiest to spring into action). Be ready to act at any time.
  4. Take big step. Think and act big, if that’s what you want to be.
  5. Keep ball far away from opponent. The golden rule of competition is to avoid head-on conflict wherever possible – to bypass the opposition.
  6. Have many different shots ready so opponent does not know what you do next.
  7. Do not relax because you play good shot…better you get ready for next stroke.
  8. Soon as can, find out where opponent has idea to send ball. Know your competitors, and act on your knowledge.
  9. Have reason for every stroke you make. Always think before acting.

He is talking about Focus, Agility, Readiness, Boldness, Competitive Advantage, Planning & Intelligence… almost the core curriculum of an MBA course really.

Take 10 minutes from your busy day today to ask yourself these questions and tomorrow you will probably be much more effective because it:-

  • What are you concentrating on? Is it big picture, how-to-win stuff, or the minutiae? We tend to get more of the things we focus on, so focus on something positive, relevant and worthwhile. Remember… don’t sweat the small stuff!
  • Where can you best control the ‘game’? Are you stuck in your office, or out amongst the troops, or out with your clients and / or prospects?
  • Are you ready to act? If all your resources are fully committed, you need to be able to switch them quickly or have some surplus capacity or the opportunity may disappear before you can respond. [By resources, I don't just mean just staff, but also your own time and energy.]
  • Are you daring to act boldly? What would that look like for you in your business? Can you take direct steps, and cut out all the things that ultimately just waste time? Does each step add value?
  • Are you able to avoid conflict? Both within the business (where it is often the result of either politics or poor communication) and in the outside world. How can you take steps to seize the competitive advantage?
  • Are you a one-shot wonder? Do you and your business only have a single response (such as cutting price) or have you multiple ways of winning?
  • What is the next key thing for you to focus on? As a leader you have to be thinking ahead of what you are asking people to do today. Even before the current initiative is achieved, you have to be sowing seeds for the next one; ensuring that your messages are consistent, that people have realistic expectations. This helps the business to pace itself
  • What are your competitors planning? And not just today’s competitors, but tomorrow’s; business changes and people who weren’t in the game yesterday are winning it tomorrow. Think about the Chinese and their impact on many businesses!
  • Think before you act… do you have a clear idea of how your strategy holds together? Just as importantly, do the troops know why they are doing what they are doing, or are they just doing what they always do? If they don’t understand the linkages, then how can they really contribute?

“Losers live in the past. Winners learn from the past and enjoy working in the present toward the future.” Denis Waitley

Good Luck and remember, as Vince Lombardi, the famous American football coach, said “if winning isn’t everything, why do we keep score?

Leadership: What it takes?

Friday, May 8th, 2009

We constantly hear people talking about Leadership these days; great politicians, soldiers, explorers, sportsmen (and women), but what does it take to be a leader? Does it mean that they are the best technically at what they do? I suppose sometimes this is true. Does it mean ‘being in charge’? Well sometimes this is part of it. However I would suggest that there are a few elements of Leadership that are different from both of the above. You can be a Leader, without being the boss.

I would suggest that a leader is someone who influences (or controls) the direction in which the organisation/group he/she belongs to move in. This can be done by example, rather than just power; by ability rather than position.

The Leader in a group is the person who can best see or understand what needs to be done to meet the group’s needs. They are the person who can most clearly see the way forward, and what it means to the group.

They act, rather than just talk. They don’t just tell others what to do, they show them by example what needs to be done, and why it is important.

We hear a lot about ‘vision’ these days from big corporations, but it is seldom explained why this is important. It is meant to be an act of leadership. It should paint a vivid picture of what the future is meant to look like so that every member of that group knows what they are moving towards, and therefore their own personal contribution towards getting there.

A Leader enables, rather than just controls, and enabling is at least as important, if not more so, than the trendy ‘empowering’. The Leader brings out the best in their team. They help create an environment where each person can offer the best of themselves. Where the sum total of these individual gifts delivers just what is required, without waste.

A Leader draws out the best performance from each person (the word educate is from the Latin educare to draw or lead out).

A Leader must also be brave, not fearless, because they probably can see the dangers more clearly that the others, but brave enough to move forward despite the risks, because they can see that standing still is no option. They will do what is needed, rather than what is popular, because it has to be done.

“Good leaders comfort the afflicted, and afflict the comfortable”

They chose where to invest time, energy and resources. They make judgements about what is likely to work, and what won’t. Sometimes these judgements come from finely honed instincts, rather than long debate, or years of experience.

A Leader is deeply in tune with his/her environment. They listen to what is going on, both internally and externally, and are the first ones to sense danger. The essence of Leadership is survival!

I was astonished when some years ago I discovered that relatively junior people in a larger global corporation not only felt that they could exercise Leadership, but actually did so by virtue of their vision and energy. It was the first time I understood that the boss and the leader didn’t have to be the same person. Think of some families you know, who has the most influence over what happens?

So if you can see that things not only could, but should be different, rather than complaining, maybe you should be a Leader and make the difference that is required. Don’t wait to be asked, don’t wait till it is your job… Just do it and see what happens!

“I am personally convinced that one person can be a change catalyst, a “transformer” in any situation, any organization. Such an individual is yeast that can leaven an entire loaf. It requires vision, initiative, patience, respect, persistence, courage, and faith to be a transforming leader.” Stephen R. Covey

Motivational Leadership

Friday, May 8th, 2009

Knowing where you want (or need) to lead your business is vital, but it is only half of the story. Knowing how to get people to support your plan and follow you is also crucial. It is no use being the most visionary leader in the world if no one pays any attention

It tends to be accepted wisdom these days that a business (or a team) need a vision, but all too often it doesn’t deliver. Why? Because having a vision is only half of the solution, it has to be a compelling vision. That means compelling to those you are asking to adopt and embrace it.

In order to achieve this, we have to step back and consider what takes to make something compelling. As humans, we are programmed to automatically seek out the answer to WIFM? (What Is in it For Me?) To be an effective leader you must also consider What Is in it for Them. After all why should they do it?

The dictionary defines motivation thus:

motivation

  • Giving of a reason to act: the act of giving somebody a reason or incentive to do something
  • Enthusiasm: a feeling of interest or enthusiasm that makes somebody want to do something, or something that causes such a feeling
  • Reason: a reason for doing something or behaving in some way
  • Psychology forces determining behaviour: the biological, emotional, cognitive, or social forces that activate and direct behaviour

A effective leader tends to know, almost instinctively, what will motivate the ‘troops’. However, this is a complex area, and worth considering in a little more detail.

For example did you know that it is possible to divide your team into two groups; those who move towards something, and those who move away from something. This means that only some of your team will respond to a rosy vision of some improved tomorrow. Think about it, do you move away from trouble (“I don’t want to fail”) or towards success (“I want to be a winner!”)? Both are fine but this kind of programming tends to be a deep component of our natures and whilst we instinctively understand our own programme, we need to recognise others’ are almost certainly are different.

Money may be a motivation for some of your workforce, but others may well crawl over a bed of hot coals for some heartfelt recognition. This can take the form of simple feedback, awards, new opportunities or promotion. For someone with a relatively low threshold for the ‘humdrum’ a new project would be an exciting reward. For someone who finds change challenging this would be just another problem!

“If people are coming to work excited . . . if they’re making mistakes freely and fearlessly . . . if they’re having fun . . . if they’re concentrating doing things, rather than preparing reports and going to meetings – then somewhere you have leaders.” Robert Townsend

Furthermore, we all have our preferred ways of receiving communication. Some people need to see it, other like to hear it, and yet others to get a sense of it all. Some need to understand the ‘Big Picture’, and not be bogged down by details (after all, ‘if I don’t agree with where you are going why should I care about how we are going to get there?’) On the other hand, others need to know the details (‘If don’t know that it is practical, the goal is irrelevant’).

There are, of course, many other different elements that make up this complex subject, but it is useful to think about what it takes to get people to ‘get-onboard’. Also remember, you are unlikely to convince everyone, but the good news is, that you don’t have to! You just need to get enough people onboard to create momentum in the right direction. Others will enrol once they begin to get it.

So once you have taken the time to establish where you are heading, the next step is enrolling key supporters. Don’t spoil the ship for a ‘ha’p’orth of tar’, take the time to plan and execute this step carefully. Understand what is truly important to them, and communicate with them in a way that really means something, and you are much more likely to be successful.

“Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future.” H Friedman

Leadership: Succession Challenges

Friday, May 8th, 2009

For months now, the press has been full of the struggle the Labour Party is having dealing with the succession of Tony Blair. Whatever we think of him personally, and whether we like the way he has lead or not, he has been one of the most significant Labour politicians ever. Furthermore a number of his decisions, such as supporting the invasion of Iraq, will have a long lasting impact on the history of the country and possibly even the world.

All leaders who cast long shadows have a proportionally big challenge in handling their succession. History will also judge how well Blair has handled this issue. However, at this stage, he appears to be getting it wrong. One of the key jobs of a good leader is to create in the organisation the capability to make him (or her) self redundant.

Leadership consists of two main roles, setting direction for tomorrow and safe guarding the assets of today. However, the ability to understand the trends and interpret what they mean for tomorrow is something that normally has a limited time span. Usually a new mind finds new patterns and significances.

“I start with the premise that the function of leadership is to produce more leaders, not more followers.” Ralph Nader

Understanding who has the potential to take the business to the next level is a key job for a good leader. Grooming that person and giving them the experiences required to develop their potential is part of that job.

However, identifying a person who has ‘the right stuff’ is only part of the equation. They also have to be accepted as the right person to lead by their current peers and the relevant stakeholders. Building this support is part of the current leaders job too. Furthermore, this need to develop and nurture leadership is required throughout the organisation, not just for the ‘top slot’.

Pacing this development is obviously a challenge, as if you get it wrong and the person is ready before there is a suitable vacancy, you will either have to suffer the discomfiture of being constantly challenged by them or you may lose them to another organisation that can meet their needs / ambitions now. If you find yourself ‘fending off’ your successor this is a sign that, at the very least, you have got the timing of the succession wrong. If you start undermining your successor is another sign!

‘If you want one year of prosperity,
grow grain,
If you want ten years of prosperity,
grow trees,
If you want one hundred years of prosperity,
grow people.’ Chinese proverb

There is so much attention paid to the ‘super-hero’ leaders, who attract all sorts of personal publicity, that it is hard to remember sometimes that there are other models of leadership. The trouble with ‘super-hero’ leadership is that it tends to feed the ego, and that makes it hard to do anything that diverts attention and potential glory to others. The leaders-in-waiting can feel more like challengers and rivals rather than protégées to be nurtured.

Leaders in the making need not only to be mentored and developed but given the chance to develop their own styles, and follow their own visions and insights. It is a challenge to manage the conflicting need to achieve short term goals (on which reputations are built) and taking risks and learning from mistakes (which build character and experience). After all, if you aren’t making any mistakes, you are playing it too safe.

Leading change is one of the key jobs of a leader, so it follows that giving young bucks a chance to champion change is both good for them and good for the organisation. However, it goes without saying that some of the things they are changing and challenging maybe ones you have set up!

So one of the tasks for you to have on your agenda for today, is who should be worrying about these issues tomorrow.

“The most dangerous leadership myth is that leaders are born — that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.” Warren G Bennis

No Pain, No Gain

Friday, May 8th, 2009

It is a truism to say that we live in a changing world, but it is necessary to understand this to recognise that Change is unavoidable. If you aren’t leading it and making it happen, then someone else is ‘doing it to you’!

Systems and businesses are just like people; they grow older and begin to work less well. In the same way you have to invest in keeping your body fit by spending time exercising, you have to invest time and effort in keeping your business fit.

It is like exercise in another way, it is painful, takes up time you would sooner invest elsewhere and generally we would avoid it if we could. However, we also recognise that there are two sorts of pain, the one that we choose as a step to make things better and that we which comes form things breaking down and decaying.

Another thought, no one likes the guy who makes them get up early from a comfy bed and work-out. They tend to turn on them and attack them as the apparent cause of their discomfort. Leading Change is no way to win a popularity contest…

“Change is the law of life. And those who look only to the past or the present are certain to miss the future” John F. Kennedy

Change is painful. It takes up time, effort and money. It is also unavoidable. As a leader it is your job to decide where to invest time and effort; what to maintain and what to develop. It is also human nature to avoid pain and move towards pleasure. However, as mature humans we can choose to accept less gratification now, in the belief that we will have more tomorrow. Children don’t understand this, and want all their treats NOW! As a leader you have to explain to your staff why they have to invest today (by being less comfortable) in order to benefit tomorrow.

People need to understand ‘What Is in it For Them’, before they are prepared to move towards this risky future. No matter how senior, everyone needs to know why they are being asked to change and how it will benefit them.

The job of a Leader in Change is:-

1. Identify what needs changing

2. Articulate the benefits of the Change (the diminution of threats, the increase of rewards)

3. Allocate appropriate resources

4. Maintain focus, momentum and support

5. Reward success

A true leader is always going to be making some people uncomfortable some of the time, as he/she encourages people to move from their comfort zones. This is how we grow as human
beings; this is how we grow our businesses.

We all want people to like us, but sometimes, as a leader, you have to settle for their respect, because the job of a leader is “to afflict the comfortable and comfort the afflicted”.

If you are sure that you have properly identified what needs doing, you must move ahead and allocate enough resources to make the change. Then you have to keep articulating your vision and reasons, and if people don’t get it (or forget it,) keep telling them. Find new ways to tell them so they really ‘get it’. Your job is to make sure that you are not only harvesting today, but planting for tomorrow. Most people think no further ahead than the next meal.

“The world hates change, yet it is the only thing that has brought progress.” Charles F.Kettering

Leading a Sustainable Business

Friday, May 8th, 2009

I was talking to a contact at Henley Business School yesterday about a programme called Sustainable Leadership. This led initially got me thinking about Green production / economics1; this is obviously very important but didn’t seem to be the kind of issue I was used to hearing CEOs worrying about. Our conversation moved on and for the next hour or so I kept linking ideas back to this theme, and I thought it might be valuable to share this inner journey.

The first thing that came up was that many leaders are very absorbed in sorting out today’s crises and will tell you they are “too busy” to deal with tomorrow’s potential issues and problems. However, if you think of farmers, they can never say they are too busy with this season’s work to worry about next season. They know that they have to act today and prepare for tomorrow or their cycle of production will stop. Leaders who can’t make the space to think and act strategically are in exactly this position. So a little private challenge… “How much time have you spent in the last week being strategic?” Was it 10% or less? (This would represent half a day) I suspect many people, if they are honest, would fail this minimal test. If you aren’t finding time to focus on what will drive your future success, then the chances are no one is doing so.

Our farmer also has to husband his resources; he has to make sure the fields are free of weeds, fed and fertilised, boundaries in good condition and that he has access to the necessary resources. He makes sure that he uses the best seed to grow from and strives to improve the blood-stock by only breeding from animals that have the right genetic stuff. Are you looking after your resources and improving the genetics?

“To every thing there is a season, and a time to every purpose under the heaven; A time to be born, and a time to die; a time to plant, and a time to pluck that which is planted.” Bible

He knows there is a right time to act; a time to plant seeds, a time to harvest, a time to let resources recover. Modern business tends to have a single pace these days – Flat out! The thing is that human beings can’t sustain this and will burn-out. The more willing and more capable they are, the more they are at risk of this phenomenon2. In fact, if you are a high achieving business leader the chances are you are also at real risk. How much quality time are you spending with you family? How many promises to them get broken? How invested are you in the idea of being the successful business person? These are danger indicators of this syndrome.

In order for your business to be sustainable you need to have more than a single string to your bow. The collapse of the world banking system shows how quickly colossuses can fall. Oil prices have doubled and then halved in a matter of months, this too was unthinkable a little while ago. You need to have enough spread of products, suppliers and skilled staff so that you can sustain things in these times of cataclysmic change. Do you have a disaster recovery plan? Have you conducted a risk analysis recently? Is Change your ally or your enemy?

“What we need to do is learn to work in the system, by which I mean that everybody, every team, every platform, every division, every component is there not for competitive profit or recognition, but for contribution to the system as a whole on a win-win basis.” W. Edwards Deming

In order for a business to be truly sustainable it can’t be greedy. No one likes greed and we will always move away from people and businesses who appear to behave this way. We are hardwired by thousands of years of evolution to value those who share resources. The modern, sustainable business must not only be a winner, but must share those fruits with its workers, its suppliers and the society it is part of. You need to be thinking Win:Win:Win.

“Unless both sides win, no agreement can be permanent.” Jimmy Carter

So sustainability involves the creation of real value, sharing the fruits of this endeavour with those who help create and consume it. It involves focusing on today’s harvest and tomorrow’s seeds. It requires vision. It requires respect and genuine nurturing. Is what you are doing sustainable?

Resources:

1. The Story of Stuff: a beautiful piece of communication about Green issues
2. Burnout

Time For a New Kind of Leader?

Friday, May 8th, 2009

What Gandhi can teach us about Leadership

There can be little doubt that these are testing times for society as a whole and for business in particular. As long as I can remember, the banks in Britain have been considered as paragons of security and probity (remember the song in Mary Poppins that ridiculed the very idea that they might not be so…) Today, 10th Feb 2009, the leaders of the four big banks are being dragged before the Treasury Select Committee to publically answer for their actions and strategies.

So it is clear that the old model has failed, or at the very least, that this is a very apposite time for questioning if there isn’t a better way of leading than our current carrot and stick method. I know it is a crude characterisation but by-and-large, most businesses say to their people “You get this if you are good, and if you fail this happens…”

However there are a number of things to consider in this:-

  • Who does a leader owe a duty of care to?
  • How do you measure your success and the success of your business?
  • How to you get people to change?

I’m sure there are many other big questions but perhaps this last one is the place to start. If you take a view that people are somehow wrong now and need fixing you will act one way. If you see them as full of potential and it is your job to help them discover this, then you will behave differently.

Gandhi was someone who saw things differently despite being surrounded by a system that told him he was wrong. He was a London trained barrister so one might expect him to assume the view of the establishment. He was appalled by what he saw in South Africa and accepted a job with an Indian law firm there so that he could do something about it.

“Freedom is not worth having if it does not include the freedom to make mistakes.” Mahatma Gandhi

I don’t intend to make this a historical treatise but we should examine some of the ways he behaved and see what lessons there might be for today’s leaders. Firstly he wasn’t afraid to ask difficult questions of himself and those in power. Next he put himself at risk first and let others decide for themselves if they could do likewise. He didn’t tell anyone what to do, he showed them. He was committed to the long term good, not being diverted by short term expediencies. He communicated simply and powerfully with symbols and actions. He practiced what he preached to the extent of spinning the cloth for his own clothes rather than buying English milled cotton and supporting the status quo. He espoused non-violent confrontation so as not to give the British an excuse or a reason to attack him and write him off as a ‘traitor’.

He not only freed a continent and gave birth to two nations, India & Pakistan, but he influenced many of the great political leaders we still look to such as Martin Luther Kind and Nelson Mandela.

“If humanity is to progress, Gandhi is inescapable. We may ignore Gandhi at our own risk.” Martin Luther King

Gandhi counselled “Be the change you want to see” and that underlies his whole approach. If you want to transform your business then perhaps the easiest and best place to start is with yourself. When you start changing, those around you will notice and respond.

So perhaps when you have read this, you can shut your door for 30 minutes, and take some time to consider where you would like to start? Don’t be afraid to plan this and invest in it as you would in any other significant change programme and I think you will be surprised and delighted with the results and dividends.

Good Luck!

“Honest differences are often a healthy sign of progress.” Mahatma Gandhi

Resources:

Weathercocks & Signposts

Thursday, April 2nd, 2009

Weathercock I listened to Tony Benn talking yesterday about people he admired.  He divided politicians into two categories, weathercocks & signposts.

“I admire anyone who speaks their mind whatever their party and divide politicians of all parties into two categories: the signposts who point the way they think we should go and the weathercocks who haven’t got an opinion, until they’ve studied the polls, focus groups and spin doctors. I have no time for weathercocks and prefer signposts even if I think they point in the wrong direction.”  Tony BennSignpost

I agree that leaders need to be signposts for their people.  It is an interesting and very relevant challenge.  Do you have a sense of direction?  Do you know where you are going?  Do you know the way to get here?   [If not. what are you doing about it?]

“Symbols are the imaginative signposts of life.”   Margot Asquith

 

 

 

Why the best jokes are harder to remember…

Sunday, March 22nd, 2009

The thing is our brains are better at remembering the predictable, and the general rather than the specific & the original; which is why old jokes are easy to hang on to. Jokes like:-

 “My dog’s got no nose”.  bugjoke

“Oh dear, how does he smell?

“Terrible.”

We have all heard it, and once heard, it’s never forgotten…

However the truly clever joke has an unexpected twist. It takes our brains off their typical and predictable paths and that is why it works. This is why we we find it hard to remeber a more original, clever joke, such as:-

Two men are in the woods when one collapses. He’s not breathing, his eyes are blank, so his friend calls 999.

“My friend is dead. What should I do?”

“Stay calm,” says the operator. “First, let’s make sure he’s dead.”   There is silence, then  ….. a  shot.

“OK,” says the caller. “What now?”

It is the job of a leader to be able to take his team to a different way of thinking and acting (see yesterday’s blog comments for a practical example of this need.)  Our familiar paths and methods serve us well, but can lead us into traps too.  Let’s make our lives a bit more like the good jokes than the bad ones shall we?

So I’ll leave you on a better one…

Sherlock Holmes and Dr Watson are camping at night when Holmes nudges his colleague and says: “Tell me what you see.”

Watson ponders: “I see millions of stars.”

“What does that tell you?” says Holmes.

“That there are billions of galaxies and planets; that God is all powerful and that we are insignificant. Why, what does it tell you?”

“Watson, you idiot. Our tent has been stolen!”