Posts Tagged ‘Leadership’

Preparing business leaders to fill the leadership pipeline

It is widely acknowledged in business that the demand for top-notch leadership talent far exceeds available supply. This demand-supply gap is attributable to several macro-factors such as globalization, the “New Economy” and of course, the Information Technology revolution. Equally important is the fact that too many organisations don’t invest in the time, resources and the processes required to build a “Leadership Pipeline” and develop leaders at all levels that will provide the organisation with more people prepared to take on leadership roles.

In their hugely successful book, “The Leadership Pipeline: How to Build The Leadership Powered Company”, authors Ram Charan, Steve Drotter and Jim Noel show how companies can keep this pipeline “filled and flowing to ensure a steady supply of skilled leaders throughout the organisation”.

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Leadership risk assessment: a broad responsibility

Two seemingly unrelated events towards the end of last year has helped me crystallize a concept that I have been mulling over for some time now.

The first was the Singapore Institute of Directors conference 2010 aptly titled “Getting it right, the challenges and opportunities ahead.” There were several speakers and one of the key questions raised by Baronness Sarah Hogg Chairman of the Financial Reporting Council UK, related to the sustainability of corporate performance without sacrificing good corporate governance. Her message was clearly that one should not transfer shareholder’s rights to regulators. The regulators job is to protect the rights of the shareholders and not to usurp them.

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4 common leadership mistakes to avoid

One of the most satisfying elements of our work is being able to watch at very close quarters how different leaders work with their teams. And, we have been fortunate to see many remarkable leaders and their different styles in handling their teams. At the same time, in the course of our interaction with various teams, we do come across leaders who are perhaps still growing into their roles.

From our experience in handling several diverse teams, I would like to point out a few things that you as a leader must watch out for. Avoiding these common leadership mistakes will certainly go to great lengths in firmly establishing yourself as a leader.

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When the going’s good, good leaders get going : Straits Times, July 27th 2011

Many CEOs adopt an attitude that makes them wait till their performance has peaked, before they begin to think about renewing the competencies of their leadership team.

It is very difficult for a CEO to start thinking about the future competencies of senior leadership when revenues are galloping with healthy profits and the Board is expressing satisfaction and rewarding management for a job well done. Such behaviour is counter-intuitive. But that is precisely when a change in leadership or leadership competencies may make the most sense.

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The Board’s dilemma

I wrote this article to address one of the many difficult decisions a Board has to make when it is confronted with a conflict between corporate values and financial performance metrics. They have to make quick choices in a complex, ever changing, and competitive world. In fact the perplexing challenges they face can sometimes seem like a choice between the devil and the deep sea. You are damned if you do and damned if you don’t.

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Leaders are a lonely bunch, yet they can’t do it alone : The Business Times, Editorial section,June 17th, 2010

Tony Hayward the CEO of BP, got chastised for his remark “There is no one who wants this thing over more than me. I want my life back”. He apologized of course, but might still lose his job.

Clearly the oil spill caused by the explosion of BP’s rig in the Gulf of Mexico and the subsequent struggles of the technical team that could not cap the leak, was not Tony’s doing. But his comment which came as a result of his frustration and sincere desire to end the suffering for all (including his own) was seen as a poor example of leadership.

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Handling Difficult Conversations: An essential leadership competence

A leader’s ability to successfully conduct difficult conversations in the work place can make the difference between success and failure – both for the leader and the organization. Not being fully equipped to deal with difficult situations related to your subordinates, peers, or superiors can be seriously career limiting.

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Helping Leaders perform better

A commitment to make things happen, along with the willingness to learn can help leaders overcome today’s complex challenges

As a performance coach I spend a lot of time with CEOs and senior executives who are profit center heads. Their decisions have a large impact on the success or failures of their organizations. In my role as the Executive in Residence at the NUS Business School I facilitate the building of bridges between academia and industry – I speak to a lot of Business Leaders, HR practitioners, and heads of Learning & Development looking at their evolving needs particularly in this economic downturn.

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The six elements of decision making for business leaders

BNET carried an interview with Carl Spetzler, CEO of the Strategic Decisions Group and Director of the Strategic Decision and Risk Management program at Stanford University. Spetzler is credited with developing a decision-making framework used by managers from leading MNCs for all types of decisions: strategic, typical and on-the-fly.

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Leadership development and self-awareness

A couple of months ago, TrainingZone carried an exclusive interview with Ken Blanchard, the co-author of the famed One Minute Manager series.

His interview touched upon several points that are at the core of what we try to do at Thought Perfect: self awareness for leaders for performance enhancement, leadership development and human capital management.

Below are some excerpts from the interview that business leaders will do well to remember.

Self-awareness is key to good leadership
“You have to teach people in the heart not just the head. …. one of the reasons why people make lousy leaders is that they don’t know who they are. …. If you don’t have your heart right, you don’t realise you are here to serve, not to be served.”

Leaders set the right goals and articulate their vision well
“Leading at a higher level involves setting the right goals. It is also crucial to set a compelling vision that tells people who you are, where you are going and what is going to guide your journey. The first part of leadership is showing direction.”

Leaders help people achieve desired results
“I define leading at a higher level as a process of helping people achieve worthwhile results. Leadership should take into account the needs and concerns of everyone in the business and not just think that profit is a worthwhile goal. Profit is the applause you get for taking care of your customers and creating a motivating environment for your people.”

“If you don’t treat your people right, they will not take care of your customers.”

The first two points listed above epitomizes what we do as part of our leadership coaching. We help leaders become better aware of themselves and achieve complete clarity of thought, which enables them to make the right decisions and actions that result in perfect outcomes.

Leadership in an economic downturn

CEOs & entrepreneurs have little recession-related experience and this clearly shows up the difference between leaders and managers.

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Coaching: Helping Leaders Implement Change

Coaching more than training can help deliver a much higher ROI that leaders can rely on to master the art of achieving deep, serious, long lasting change

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