Book review - Blake: Leader

Peter Blake was well and truly one of the great leaders, planners and masters of execution within sport in New Zealand.  He was a gentleman and a scholar.  Of that there is no doubt.

What Mark Orams has managed to do is to pull together the real and tangible aspects of Sir Peter's leadership style and has captured then within this book.  There are a multitude of real life working examples that clearly illustrate the points being made.

From what I understand and have learned from this book is that Sir Peter was both a leader as well as an enabler.  The challenges that he faced werent faced by him and him alone but rater the responsibility and accountability was spread around the team.  

As with any book, photo or description of someone - the ability to capture the X factor is nearly impossible.  There is just no simple method of bottling that essence.  What this book does is it lets the reader get a feel for the magic, a sniff if you like of the chemistry.  When reading this book if you open all your senses then you too may sense the spirit Sir Peter as it wafts past on the breeze.

Feek free to dive into this book at any chapter.  Each chapter in it's own is a stand alone manual on excellence in people management and strategy.  The chapters open wih a direct quote from Sir Peter Blake and then the lessons follow on from that point.  And then each chapter finised with a recap of the general main points followed by specific lessons for leaders.

What I really liked most about this book was the can do attitude of it.  It is written in a way that the average person can implement the lessons of leadership directly into their own lives with ease.  This book is a how to manual.  Here's how you do this followed by here's how you do that.  Down to earth, easy to read, practical in every sense of the word.

The other great thing about this book is that it was written by someone who was there.  Having a writer tell and recall stories from a first hand experience carries much weight and also adds a certain depth and reality that supersede's an intellectual or academic approach from someone else.

If I had to choose one word to sum up this book it would be "Spirit".  Read this book and you too may begin to realise some of the spirit that flowed through Sir Peter flows through you too.

 

 

A story of educational management change

Five years ago our educational facility was in the dumps.  Seriously.  It got so bad that the institute was facing wrack and ruin due to a lack of customers, loss of face with the community and bad internal decision making processes.  And all this was topped off by a lack of leadership in the highest office. 

Enter our current CEO - Dr Pim Borren.  Mr Borren made a number of sweeping changes and was able to bring some really common sense approaches to old problems that the previous management couldn't see.  Basically the old management was so stuck in their ways of doing business that they couldn't see any real way forward.

There were some classic management 101 changes made straight off the bat.  Here are a few examples:

1.  Reduce unnecessary overhead costs.  Cut the number of business units (faculties). 

2.  Restructure the levels of management and remove as many middle managers without decision making powers as allowable.

3.  Sack the previous management team (bar two) and hire new people who are both professional and capable.

4.  Give the power to make decisions back to the business units.

5.  Rejuvenate the marketing department with professionals who had tried and true skills and ability.

6.  Decentralise.

7.  Be open and accessible to the people.

8.  Work with the unions - not against them.

9.  Give credit to the people who deserve it.

And it worked.  Since 2007 we have had significant growth and have managed to achieve fantastic results both in graduating students as well as changing the demographics.

So here we are now in 2011.  Is it still working?

Yes.  Graduating student numbers this year were through the roof!  Building development programs are under way and last year we had our biggest ever financial surplus.

And no.  Let’s be honest - we don't have it all together.  There are heaps of changes that we the workers would like to have made.  But we're not boss.  So we get on with getting on.  And to be honest we have a lot of fun along the way too.

The last five or so years of Mr Borrens term as CEO of Waiariki Institute of Technology haven't been without the odd bit of controversy.  But at the same time there have been plenty of obstacles that we have had to overcome.  The wins far outweigh the controversies by far.

Leadership and management can be tough.  And at the same time it takes a strong person take a $27m business up to a $50m business in 5 years.

This post is my small way of acknowledging the work that Mr Borren (also known as Pim) has achieved at such a rapid pace and in such a small amount of time. 

Love him or loathe him - the results speak for themselves.

 

McKinsey Quaterly - Five Global Business Forces

Seriously, if you want to know what is happening inthe world it pays to listen to the people who know.  The great people over at McKinsey Quarterly are people in the know.

If they don't know - then there's something funny going on.  This video below captures the thoughts on where the world is going in relation to global business.

I recommend you watch it - click on the following link and check it out.

https://www.mckinseyquarterly.com/Global_forces_shaping_the_future_of_business_and_society_2701

 

Be, Know, Do - Army Leadership

The November issue of the HBR focuses on what we can learn from the army as far as leadership and management lessons.  This is the opening quote - "Competent leaders of character are necessary for the Army to meet the challenges in the dangerous and complex security environment we face."

What I discovered years ago was the US army's manual and guidebook for leadership.  The leadership mantra and philosophy is defined as follows -

1. Be - who a person is.  The essence of the person.
2. Know - understanding the tactics, strategy and management of any given situation.
3. Do - putting into practice and combining who we are with what needs to be done.

"The Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership. What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment’s notice and provide leadership for whatever challenge they may face."

This is where it is at.  Knowing what to do, knowing when to do it and then doing with full confidence - thats leadership.

For more detailed information I recommend you start here - http://www.fas.org/irp/doddir/army/fm6-22.pdf

Leadership lessons - Michael Jordan

 

1. Actions speak louder than words.
2. Lead from the front - talk to people and tell them what a great job they are doing.
3. Your attitude is contagious.
4. Practice makes perfect.
5. Patience is everything.
6. When the heat is on - you be the leader!
7. Rise to the occasion and do what it takes.
8. No regrets.

"The ultimate show and tell.  Telling the team how to do it and showing them how it's done."

The Mask of Command

Not everyone who is placed in a situation where leadership is required is able to command a sense of control.  Some people may even struggle with the thought that others are following them and are relying on them to blaze the way ahead.
When leading people it is important that someone takes charge.  At least one person has to take on the role of responsibility and accountability.  What is needed in the heat of the moment is that the leader at least appears to be in control.
In the book "The Mask of Command" John Keegan looks at this whole area by examining great leaders of history.
As modern leaders it is also important that when we are in charge we also work hard to at least appear to be in control.  So how do we do that?  Here are my thoughts -

1. Start planning and implementing early.  In any situation the best way to exert control is to be the person with the plan.  By having a plan then you lead the way and others follow.  You decide what you want the final product to look like and start coordinating  everyone towards that goal.  Then get the plan rolling. 
2. Get a consensus.  If you are going in a direction and no one is following you - then you are merely going for a walk.
3. Double check your plan.  No plan is fool proof or 100% ready to roll when you start out.  When you are wearing the mask of command it is important that you get started on a path first, and then recheck your plan and path once you are rolling.  The idea is to create momentum and then the task of changing track is so much easier. More complex issues will arise if you have to complete a u-turn. 
4. Public supporters count.  Let your closest supporters know that you expect a combined front of support from them in public.  Even if they vehemently oppose what you are trying to do or the methods you are undertaking.  When you are in charge it is vital that you have a support group that will be vocal in their support of you (at least in public).  One great saying I remember is 'praise publicly, criticise privately'.  That is if someone has an issue with the leader or the plan then they should agree with you in front of the entire group but have the ability to discuss it openly and frankly behind closed doors.

We have a saying at our Toastmasters club which I think is entirely appropriate for these situations - 'fake it until you make it'.  Check out this video which demonstrates this fact in a funny way - http://www.mayomo.com/65430

Knowing Your Styles Affects Your Project Management Skills

When you decide to start a new project or undertake a new event it is important that you get it right.  The easiest way to get it right is to understand who you are, what your strengths and weaknesses are as well as understand how you fit into the bigger picture.
Here is the way that I usually approach things and some of the lessons I have learnt when it comes to project and event management.
I usually try to get as much done as quickly as possible.  This is the classic boots and all approach.  All of the energy and ideas are created at the very beginning and are implemented very, very quickly.
Positives of this approach.  A plan is out together quickly and efficiently and the work gets started.  Big tasks are handled quickly and are moved off the list of things to do.  Energy levels are high and momentum can be created at this stage.
Minuses of this approach.  Stakeholders (internal and external) often are not consulted and a bulk of the projects are completed on the fly.  Often there is a lack of resources allocated and not all the possible scenarios are thought through.
What have I learned?

• One key thing I have learnt is how I operate as a person and what my personality type is like.  I am a project starter and less of a project finisher.  I am good at spreading energy and enthusiasm early on and getting people to jump on board.
• Small early wins lay the platform for bigger wins later.
• I am aware that I need other people who have an eye for detail and who are better planners than I am.
• I have also learnt that I need to engage internal stakeholder to assist with the project both at the beginning as well as bringing them in at later stages.
• By spacing out your helpers getting involved you can use them to inject new levels of enthusiasm and energy as the project continues along. 
• Early starters may need to drop out when they lose focus or momentum but that is not really a problem.  By releasing those people they can then revitalise themselves with a new project and if they want can rejoin your project at a later time.

So you there you go.  That's how I work.  I know what I'm good at and equally (hopefully) what I'm not so good at.  How about you?  What is your personality like and how does it affect the way you work?

Out of Order

(Image: http://www.flickr.com/photos/teflon/136587359/)

Due to travel and work this blog is out of order until further notice (or Monday - whichever happens first!)

Demonstrating Real Leadership

Real leadership is a persons ability to see a need or a gap and having the courage to take charge. 

Here is my example.  Today we had a large bunch (about 120) school kids jam packed into one small room and area.  They were fidgety unruly and generally noisy.  That's what kids do!

What I really did was show leadership. At this point in time the staff member who was co-ordinating the event had to go elsewhere because other staff members hadn't shown up.

Where the leadership aspect comes into play is where I took the lead and tried to get the kids attention and got them thinking about the environment they were in.  I did this by asking them questions, moving their attention away from themselves and interacting with them.

Then when the appropriate staff turned up I worked with the co-ordinator to get the kids heading in the right direction (focus groups).  In this case leadership was demonstrated through getting the kids (13 and 14 year olds) to focus on something bigger than them and something worthwhile.

Leadership was also displayed by the co-ordinator who made fast decisions, co-ordinated people, got responses and then debriefed at the end.  Leadership is best shown in the heat of the moment that at the end of the crisis.



Leadership isn't always demonstrated through big events and world changing actions.  Real leadership is displayed when someone has the courage to step into a situation and make a difference. 

(Image: http://www.flickr.com/photos/brianauer/2886023344/)

Team Culture

Some times the behaviors and words that you use as the manager/boss can be mirrored and magnified by those who report to you.  Recognising these behaviors and managing them can lead to positive benefits if dealt with well or negatively if you allow the behaviors to continue.  It pays to be careful with your words and watch what you say both in public and in private.

Here are some areas I recommend you watch out for and reflect on within your team-

• What others say.  What are team members saying?  Are they being constructive or destructive?  If you don't like what they are saying is it possible they are copying you?
• What others do.  Reflect on your team members behaviors.  How do they cope with stress?
• How others react.  If a particular situation didn't work for a team member - what happened next?  Did they go off and sulk?  Did they kick the rubbish tin?  Or do they give people the silent treatment?

Each of these types of behavior and reaction if left unchecked can create animosity amongst people and can possibly lead to a destructive working environment.  So how do you try and fix these things?

1. Confront negative behaviors.  If someone is annoyed or angry as a once off, the best strategy may be to let it go.  If the person has an ongoing issue with their behavior then you, as a manager, need to confront that person and explain to them the effects that their behavior is having on the rest of the team.
2. Coach people to change.  Put on your 'Dr Phil' hat and coach the person towards positive behaviors and methods for reaction.  This is a less confrontational method for getting people to change.  Coaching them requires that you - name the behavior, assess what causes it and develop methods for dealing with it in a more positive and constructive way in the future.
3. Model the behaviors you expect to see in others.  You are the role model and the leader.  Behave like one.  If you lead others will follow.

"“A leader leads by example, whether he intends to or not.”

(Image: http://www.flickr.com/photos/defenceimages/4830087927/#)

Decision Making Strategies

PMI Method for Decision Making

One way to examine choices is the PMI Method, invented by Edward de Bono. PMI is an acronym for Plus, Minus, Interesting. It takes the Scored Pro & Con a step further by forcing us to think about "what is interesting" about the choice.

• Plus are the pros. What's good about the idea.

• Minus are the cons, the bad points of the idea. And finally,

• Interesting. What is interesting? What are the possibilities?

This chart is especially handy when brainstorming and you have ideas that are not really a pro or a con. Rather, ideas interesting to think about. To calculate your PMI score add up your (Plus) + (Minus) + (Interesting) scores. Items in the "interesting" column can score as a plus or a minus depending on the implication of the thought.

In the example above, the plus score added up to +13, the minus -12, and the interesting column was +3. Added together this idea scores a +4.

While it is easy to think-up why we like or don't like something, we don't usually think about it from the perspective of what is interesting about the idea. Using PMI encourages exploration of possibilities that arise from thinking about it from three directions. It enlarges our view of the situation.


(Via: Paul Williams, @Idea Sandbox).

Strategy = Vision and Mission

Strategy is what people use when they apply common sense, valuable insight or proven methods to any given situation.  Strategy is a series of principles or guiding methods that enable an organisation to move from point A to point B.

(Image: http://www.flickr.com/photos/joriel/2845792224/)

At business school (MBA class) the strategy course was made up of three basic methodologies and actions:

1. 
   
   The mission statement.  Why do you exist?  And what do you exist for?
2. 
   
   The vision statement.  The values and guiding principles of the organisation. 
3. 
   
   Putting it into action.  This is where the rubber meets the road.

Strategy is a combination of knowing who you are and why you exist coupled with the ability to assess and understand the current environment. 

Strategy is about using your knowledge of who you are and why you exist and exploiting opportunities in the current environment to your advantage.

Strategy is about understanding what you see in front of you and having skills, knowledge and actions ready to implement at the drop of a hat.

What is Leadership?

"What is Leadcership"? was a question raised in a meeting of professional like minded people who are committed to professional development.  This kind of question has no right and no real wrong answers.

However trying to define what leadership actually is can be really hard.  Here is my quicjk checklist for what constitutes leadership.

1. Decisions.  The ultimate test of leadership is a persons ability to make a decision.  Whether that decision is made instantly or over a long time can determine a persons leadership.  If the question is able to be answered and if there is a successful outcome or not is a sign of leadership.
2. Strategy.  Leaders have an uncanmny knack for being able to see ahead and to be able to devise answers and saolutions to various situations.  Managers deal with situations as they happen or after the fact.  Leaders think and plan ahead.
3. People.  Leaders deal with people.  People follow leaders.  It is amusing how many people assume they are a leader because they hold a position.  Real leadership occurs when people listen to you and do what you ask, go where you go and just plain get on with it.

If this subject interests you try looking at this article as well.

(Image: http://www.flickr.com/photos/stephenpoff/2382055622/)

The Crucial Skill for Tomorrow's Leaders

The Crucial Skill for Tomorrow's Leaders

By clicking on the link above you will be transported to the HBR website where you can watch an interesting little video on what being a leader in the future will look like (according to some of todays leaders).

I enjoyed it - thats why I have linked this post to it.  You  enjoy it too.

(Image: http://www.flickr.com/photos/tsevis/2313082920/)

Quote of the Week - JFK

"Change is the law of life. And those who look only to the past or present are certain to miss the future."

"Conformity is the jailer of freedom and the enemy of growth."

"Forgive your enemies, but never forget their names."

John F. Kennedy.

Acknowledging Your Team - Lt General Hal Moore

Lt General Hal Moore was one of the great battle field commanders.  He had the ability to lead, inspire and motivate those who were under him - with ease.  In this video the General praises those under him and gives credit where credit is due.



My question is - how do you speak of your team?  What do you say about them?  Here's a thought -

• People will act and react depending on the way you treat them.
• Respect is earned not given.
• Talk your people up not down.
• Tell anyone and everyone about how great your team is and watch the results come flooding in.

Giving respect, honor and priase to others who deserve it is the quickest route to achieving great results.

Leadership Lessons - Patton

"A piece of spaghetti or a military unit can only be led from the front end."  George S. Patton .

That quote is true for every venture, adventure and outing in life.  If you want to go somewhere and get something done using others - you must go first.

Here are a few facts about Patton that will help us better understand his style -

• He read up, researched and understood his role and how others before him had devised and executed their tactics.  Example - Patton read about the Roman invasion of Europe and used the same routes in his journey into Germany.

• He broke the rules and made changes to ensure success.  Patton had each of his own personal jeeps (or peeps) modified so that he could travel safely and successfully even in the middle of a firefight.

• He changed his persona to suit the surroundings.  When in polite company Patton would take on the air of a perfect gentleman.  When with the troops he would swear, cuss and use foul language to make a point.  He fitted in with whom he was talking to and was able to relate to others where they were at.

Being a man of action and a straight shooter often times saw Patton on the wrong side of his peers andpublic opinion.  But sometimes you need to have the spine to ignore others, make the right call and make results happen.  It is up to you to decide where, when and what is important enough to warrant such action.

"If you tell people where to go, but not how to get there, you'll be amazed at the results."  George S. Patton.

(Image: http://www.flickr.com/photos/photosnormandie/3729194525/)

 

CEO Interview - Viv Maidaborn

The need for strong leaders and management within Non Government Organisations and Not For Profits is just a crucial mission in life as is working for corporations and organisations.

Here is another strong player/leader that has been brought into the spotlight by HerBusinessMagazine's who's who edition.  This leader is Viv Maidaborn.  I am not going to repeat the article because if you hit this link you can take your time and read it at your leisure.

Here's my view of the NGO/NFP sector -

• There are a lot of hoops and paperwork requirements to jump through - so one needs to be nimble;
• Time is of the essence - so one needs to be quick;
• Lots of obstacles get thrown up in the way of those people who are seeking to 'do good' and improve the quality of life of others - so one needs also to be able to jump over the candlestick.

Here's my skill summary for a CEO - "leader be nimble, leader be quick, leader jump over the candlestick!"

Defining Your Management Brand

For the next two days I am attending the ATEM conference being hosted by AUT.  This will be the second time I have attended the national conference and I am realy looking forward to it.

On Thursday morning I am presenting a workshop session on 'Defining your management brand'.  Basically I am looking at - what is a brand, why a management brand and what will you you do with a management brand once you've got one?

Defining your management brand atem conference, july 2010

View more presentations from JonathonHagger.

I am deeply grateful to all those awesome people out there who have researched the subject and have created their own content on the subject.  I have gratefully borrowed from everyone and put it together to make what looks like a great presentation.

As my great MBA lecturer always said "Edit, don't author"/].

Leadership Lessons - From the Phillipines

Anna Cleal, a kiwi, is doing some work with people in the Phillipines at the moment and is an awesome representative of what can be achieved through micro-finance and in particular through Kiva.

If you hit the link below you will be re-directed to a fabulous little blog post she wrote on what we can learn from people in the Phillipines. 

It comes highly recommended.

http://fellowsblog.kiva.org/2010/05/11/10-things-the-philippines-can-teach-the-world/

Remember - life isn't just about us.  It's about how we can help and assist others in their lives to be the best they can be - through whatever means we have available to us.

(Image: http://www.flickr.com/photos/frisno/2946657474/)