Posts Tagged ‘Leadership’

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

The Other Credit Crunch

Friday, May 8th, 2009

We have been hearing all sorts of gloom and doom from the press about the fall-out in the banking sector and consequences of (according to Wikipedia) a “sustained period of careless and inappropriate lending.” However there is another sort of credit we don’t talk enough about or give enough of, the credit for doing something right. One of the most powerful ways to alter behaviour is to give positive, timely and appropriate feedback. When did you last praise one of your team (or anyone else for that matter) for getting it right?

Deep down, as Desmond Morris observed, we are in many ways simple anmals who respond to praise. Animal trainers have known the power of positive reinforcement for years, why do managers of humans forget it so easily?

“I viewed my fellow man not as a fallen angel, but as a risen ape” Desmond Morris

Probably the single most important job of a manager is to get his team performing, and the most powerful tool for doing this (and possibly the cheapest too) is positive reinforcement or giving credit where it is due and clear helpful, coaching-style feedback where performance needs improving. Giving public credit to one of your team for a good idea or result is hugely motivating. In fact, if you give away the credit and keep the blame when things go wrong you will have team that is incredibly loyal to you.

You need to encourage innovation and this involves taking calculated risks, especially now, those who bring in fresh thinking are going to be big winners. In turbulent times, it is much easier to steal a march on the competition. Companies like 3M allowed their engineers to invest 15% of their time pursuing personal projects, Goggle give their employees a day a week, and this, in return, gave them Gmail and Google maps. If you aren’t getting it wrong some of the time you aren’t pushing the envelope hard enough. So you need to distinguish between mistakes that come from lack of diligence or skill and those that come from trying something new.

Not only should you have a budget for innovation, but also appropriate measures so you can track if and where you are succeeding and learn from it. New products, process improvements or tools need to be shared once they are seen to work. If they don’t, then the learnings should be shared so that they can be built on and you don’t have to keep repeating the same mistake.

We have all sat on the end of a phone to mobile phone company pressing menu options in the vain hope of finding the one person who can help us, and if we are lucky enough to find them, and we don’t resolve it completely then and there, God helps us if we ever have to try to find them again… how frustrating is that?! However, we think nothing of putting ourselves and even our customers through just such silliness, because we don’t learn from our mistakes.

At the root of the Credit Crunch were people placing too much value in the wrong things. Your people are your greatest assets, your customers could be beating a path to your door and sending all their friends to you if you get it right. We all love being looked after and being made to feel special. So today, in the midst of this credit crunch make a point of giving a little credit!

“Giving credit where credit is due is a very rewarding habit to form. Its rewards are inestimable.” Loretta Young

Managing a Smaller Business

Friday, May 8th, 2009

Perverse as it may sound this is a big challenge! There is most of the complexity of a big business and less heads and hands to cope with it. This means that the leaders in a smaller business need to grasp a number of disciplines and ideas that would have specialists in a larger one.

The key to success is focusing on the right things. This means, in terms of your own personal time, focusing on the things that make a real difference, focusing on the things only you can do. Time is a key resource for every business but none more so that the smaller business. There are never enough hours in the day and if you keep burning the midnight oil you just get tired and lose your spark and your focus too. You have to spend your time wisely. Don’t do things that others can do; it doesn’t matter if you do it better, they need to learn. If they can’t, get someone who can! Do the things that only you can do. Ensure that you have time to think, to develop new ideas and new relationships. If you aren’t leading the business then chances are, no one is!

Delegation has all sorts of challenges for all parties involved, but it is a key to growth. If everything has to go through you then you will become the rate-limiter to growth. Delegation builds trust, relationships and confidence if it is done right. Sure they will make some mistakes. Your challenge is to make sure they are ‘safe’ ones.

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” George S. Patton

All businesses are either leaders or followers. If you are not setting the pace, then you have to find some other competitive advantage such as price or convenience. You need to decide what your competitive advantage is. Are you the slickest operator, which allows you to make more profit from the same price or undercut others? Do you have a better product or service, in which case you can perhaps premium price. Or do you just have very good relationships with either key customers and / or suppliers? Knowing this will help you determine your USP (your Unique Selling Proposition). This in turn will impact on how you promote yourself, the type and location of your premises etc.

Money both in terms of overall funds and cash flow is usually a constraint too. Make sure that you use yours wisely. Invest in systems and tools that will save you time or improve quality or margins. Invest in good people and tools. The best way not to lose money through bad debts is to do a great job and then ensure you get paid promptly. In my experience, both as a supplier and a customer, I am always happy to pay on time for good work and a keen price. I tell my customers my expectations about payment before we start so that we can smooth out the bumps before we hit them! Another great tip (as an accountant in a previous life): the best time to chase for money is before it is due; why wait till you have a problem?

“Management is doing things right; leadership is doing the right things.” Peter F. Drucker

Choosing the right people is probably the most important thing you can do, and I am not just talking about your staff. I recently had dealings with a very successful smaller business that uses a lot of third party sub-contractors. This was neat because it meant less admin and less overheads. However, the smartest element was the people she chose. They were all professional and pleasant, just the sort of people who you would want representing you to your clients. If you aren’t that impressed by someone, chances are your customers and suppliers feel the same way. View everyone who works with you as an ambassador for your firm and you won’t go far wrong.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.” Dwight Eisenhower

Of course another key thing is setting the right example for your team. You can’t afford to say one thing and do another because people will always tend to do as you do rather than following what you say. Don’t tell them that “Customers are key” and then slag them off behind their backs. Don’t say “We always do a first rate job” and then skimp on quality. Treat all your staff in just the same way as you would wish them to treat your customers and you won’t go far wrong.

When hiring people, recruit people who are different from you. A lot of people make the mistake of hiring clones and then wonder why no one in their team can do certain things. You need to make sure that within your team you have people who are good at dealing with people, people who can think ‘process’, ones who are good with the technology, ones who react well under pressure and ones who plod along and get the work done. You need a mix and the art is ensuring you have the right mix.

The final message is ensure that your communications are first class; both within your team and between your team and your customers and suppliers. Clear, consistent messages align everyone and ensure mistakes don’t occur. If you are not sure if someone has understood what you want, take the time to question them, rather than just saying “Got it?” as you leave the building. Make the time to listen. It can save you a huge amount of time further down the line.

Running a business is all about balance. Get that right and you are laughing. Lose it and you are probably in the smelly stuff… Good luck!

“Life is like riding a bicycle. To keep your balance you must keep moving” Albert Einstein

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!”