Posts
3 weeks ago
Friday, 6 January 2012
The Definition Of Leadership
One thing I am asked quite frequently is, "What is the definition of leadership?" and of course, I can never remember the exact quote from my book - yes I know it's a sign of getting older :) - so I normally faff around with some general distinctions around the difference between managing and leading. So I thought I'd start the new year off with offering a new defintion of leadership:Leadership is about creating an environment in which people can and do perform to the best of their
Tuesday, 3 January 2012
Leading Remote Workers
If the 2011 CISCO Connected World Technology Report is anything to go by, attracting and retaining the top talent of the future will be less about the traditional workplace motivational drivers and far more about issues such as remote working and flexible working hours.
What challenges does this trend create for leaders?
Leading remote workers has always been a difficult area as it presents leadership challenges around aspects such as trust, performance management, staff development and
What challenges does this trend create for leaders?
Leading remote workers has always been a difficult area as it presents leadership challenges around aspects such as trust, performance management, staff development and
Leadership Development versus Leadership Training - Is there a difference?
When I introduce myself to people as a Leadership Development specialist one of the more common responses revolves around leadership training – “So you run leadership training?”, “What type of leadership training do you specialize in?”, “I really value leadership training” etc.
Is there really a difference between leadership training and leadership development? You bet there is and it is much more than an exercise in semantics.
Leadership training is a learning intervention.
Is there really a difference between leadership training and leadership development? You bet there is and it is much more than an exercise in semantics.
Leadership training is a learning intervention.
Leading With the Brain in Mind
In October I wrote an article introducing the SCARF model that has been developed by Dr David Rock of the NeuroLeadership Institute. Today, I’d like to take the concept further by exploring some of the key activities that might provide a threat stimulus and therefore, an away reaction versus those that provide a reward stimulus and therefore, a toward reaction. As you will see, these same factors also enable us to identify some of the differences between managing and leading.
Commanding
Commanding
Do Cultural Boundaries Exist?
Anyone who works for a global organization will be familiar with the issue of working across cultural boundaries but my provocative question is; do they really exist? And moreover, to what extent do these boundaries need to be addressed in order for global organizations thrive?
Of course every country and in many cases, regions within countries, have their own cultures. These are driven by religion, climate, industrial development, tradition and custom. Clearly there are different cultures
Of course every country and in many cases, regions within countries, have their own cultures. These are driven by religion, climate, industrial development, tradition and custom. Clearly there are different cultures
How should we measure leadership potential?
In talent management circles, the received wisdom is that leadership potential is best measured by assessing learning agility – often described as an individual’s ability to learn, adapt and change. I believe this makes a certain amount of sense as people who have these three attributes would be able to learn the skills required to lead and make the transition from being an individual contributor to becoming a leader.
Is this the right approach? And is learning agility itself
Is this the right approach? And is learning agility itself
Leadership - It's a marathon not a sprint
One of the toughest balancing acts facing leaders at all levels is the need to deliver short-term results versus the leadership activities that will help sustain and increase those results over the longer term. For example:
- How often do you have to put managing vision and purpose to one side while you focus on delivering this quarter’s results?
- How often do you have to put planning to one side while you focus on delivering this quarter’s results?
- How often do you have to put
- How often do you have to put managing vision and purpose to one side while you focus on delivering this quarter’s results?
- How often do you have to put planning to one side while you focus on delivering this quarter’s results?
- How often do you have to put
High Trust Leadership
One of the age old questions that continues to drive many people to distraction is “What is the difference between management and leadership?” There are of course a plethora of answers to this question that have kept academics, trainers and writers going in perpetuity. For me, one of the key differences between the two is that leaders build a high level of trust with their people – that is, they create respect based relationships rather than authority based relationships.
But how can
But how can
Wednesday, 12 October 2011
We Have Moved
This blog has now moved to http://brilliant-leader.org - there will be no new posts here.
Thursday, 3 December 2009
Seminars on DVD - Great Offer
I have just had an email from Michael Jeffreys at Seminars on DVD that there is a 50% sale on all products from now through to December 10th. Simply process your order as normal and add the coupon code IMPACT on checkout.
And these DVDs are great value anyway with some of the top business, leadership and personal development gurus of our time bringing you high impact seminars for only a fraction of the cost of being there.
Click here to browse the Seminars on DVD range.
And these DVDs are great value anyway with some of the top business, leadership and personal development gurus of our time bringing you high impact seminars for only a fraction of the cost of being there.
Click here to browse the Seminars on DVD range.
Monday, 30 November 2009
The Icing on the Cake
I had the pleasure last week of attending the Institute of Recruitment Professionals annual award dinner, courtesy of my client, Derek Goff of Advanced Resource Managers who had been nominated for the Best People Development Business Award 2009. And I am delighted to say that it turned out to be a winning nomination!
But being recognised in this way is really just the icing on the cake for what has been a hugely successful investment in both leadership development and talent management. Like most recruitment companies ARM were facing challenging economic conditions at the start of the year but while others were cutting costs, this Havant based recruiter was investing in its people. Here's a summary of what worked so well:
Not surprisingly, the company, the managers and their staff are reaping the rewards of all this as they set themselves to come out of a tough economic climate stronger than they went in. From my perspective, it was a pleasure to have worked with ARM, designing and delivering both the leadership and talent development programs and providing additional coaching support when required.
In an industry where less than 1% of annual turnover is invested in staff training, it is refreshing to see a company reverse the trend. The real prize is the positive impact on the business and people's careers and while it is nice, last week's award is really just the icing on the cake.
From Left to Right:
Derek Goff, Learning & Development Manager ARM
Samantha Templer, Human Resources Manager ARM
Simon Cooper, Program Facilitator
Joel Hard, a member of the talent development group who has since been promoted to Team Leader
But being recognised in this way is really just the icing on the cake for what has been a hugely successful investment in both leadership development and talent management. Like most recruitment companies ARM were facing challenging economic conditions at the start of the year but while others were cutting costs, this Havant based recruiter was investing in its people. Here's a summary of what worked so well:
- The company made a proactive investment in people development during a recession.
- The program was driven from the top, embraced and supported by the whole senior leadership team.
- The program was divided into two halves - a leadership development program for existing people managers and a talent development program for prospective managers.
- The program was designed and delivered on a modular basis so that delegates could apply their learning between modules and I could review their experiences at the beginning of the next module.
- Derek Goff, the Learning and Development Manager, attended each module so that he could provide ongoing coaching support.
- The leadership program was aligned with the Chartered Management Institute's professional qualifications so that staff could receive formal recognition of their achievement.
Not surprisingly, the company, the managers and their staff are reaping the rewards of all this as they set themselves to come out of a tough economic climate stronger than they went in. From my perspective, it was a pleasure to have worked with ARM, designing and delivering both the leadership and talent development programs and providing additional coaching support when required.
In an industry where less than 1% of annual turnover is invested in staff training, it is refreshing to see a company reverse the trend. The real prize is the positive impact on the business and people's careers and while it is nice, last week's award is really just the icing on the cake.
From Left to Right:
Derek Goff, Learning & Development Manager ARM
Samantha Templer, Human Resources Manager ARM
Simon Cooper, Program Facilitator
Joel Hard, a member of the talent development group who has since been promoted to Team Leader
Tuesday, 24 November 2009
The problem with promoting your best people
I recently appeared on the Sales Roundup Podcast discussing the problems and challenges of promoting top sales people to the role of sales manager - a problem that is magnified with a failure rate as high as 50%. This problem is not restricted solely for promoting the best sales people but can be extended to a wide range of expert doers from I.T. to finance and just about any specialist or professional discipline.
The major challenge faced by expert doers being promoted to management or leadership roles is making the transition from doing the job themselves to getting it done through others - often, people who are not (yet) as good as doing the job as they were. This presents significant issues around delegating to others, training or coaching others, making performance interventions, helping others to solve their own problems, trusting and empowering the team, motivating others. In short, it is a steep learning curve and one that all first-time managers have to go through.
But, here's the kicker...
Many expert doers don't really want to be managers but rather, it is the only career path available to them if they want to be promoted.
On the one hand, companies need to consider creating expert career paths that do not include managing others, enabling expert doers to progress and add value in other ways. On the other hand, when promoting expert doers to management roles, companies need to invest time and resources in training and supporting them through the transition. The key learning areas are likely to be:
- How to manage and motivate others.
- How to move from self-centred behaviour to team-centred behaviour.
- How to create an environment where results are delivered by others.
- How to help others learn and solve their own problems.
- How to let go of the doing.
This training should be at the point they need it - either just before or at the time of making the transition to management. Ongoing support or coaching should be provided through the first year or two in a management role. And if it doesn't work out, a route back to being an expert doer should be made available.
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
The major challenge faced by expert doers being promoted to management or leadership roles is making the transition from doing the job themselves to getting it done through others - often, people who are not (yet) as good as doing the job as they were. This presents significant issues around delegating to others, training or coaching others, making performance interventions, helping others to solve their own problems, trusting and empowering the team, motivating others. In short, it is a steep learning curve and one that all first-time managers have to go through.
But, here's the kicker...
Many expert doers don't really want to be managers but rather, it is the only career path available to them if they want to be promoted.
On the one hand, companies need to consider creating expert career paths that do not include managing others, enabling expert doers to progress and add value in other ways. On the other hand, when promoting expert doers to management roles, companies need to invest time and resources in training and supporting them through the transition. The key learning areas are likely to be:
- How to manage and motivate others.
- How to move from self-centred behaviour to team-centred behaviour.
- How to create an environment where results are delivered by others.
- How to help others learn and solve their own problems.
- How to let go of the doing.
This training should be at the point they need it - either just before or at the time of making the transition to management. Ongoing support or coaching should be provided through the first year or two in a management role. And if it doesn't work out, a route back to being an expert doer should be made available.
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
Monday, 19 October 2009
Where are the Hot Spots in your company?
"You always know when you are in a Hot Spot. You feel energized and vibrantly alive. Your brain is buzzing with ideas and the people around you share your joy and excitement. The energy is palpable, bright, shining."
This is an extract from the excellent book Hot Spots by Lynda Gratton, professor of management practice at London Business School. Dr Gratton's research is based on a number of in-depth case studies and Cooperative Advantage Research in collaboration with executives and teams from seventeen companies. The aim was to explore why some companies buzz with energy and innovation and others don't.
In conclusion, Dr Gratton found that there were four key elements:
Element 1 - A cooperative mindset. This is the basic assumption and expectation of ourselves and others that we will behave in a coopertaive and supportive manner.
Element 2 - Boundary spanning. For true Hot Spots to emerge, initial networks need to expand from immediate colleagues to stretch across the boundaries of groups, functions and companies.
Element 3 - Igniting purpose. An igniting purpose provides the focus for the energy that has been created and can be triggered by an igniting vision, an igniting question or an igniting task.
Element 4 - Productive capacity. For value to be created from a Hot Spot, there needs top be an emphasis on productive practices. Depending on the complexity of the Hot Spot this might include appreciating talents, making commitments, resolving conflicts, synchronizing time and establishing a rhythm.
Dr Gratton then goes on to consider the leader's role in Hot Spots, designing for the emergence of Hot Spots and resources for creating Hot Spots. It is a truly innovative and ground breaking study of teams and organizations that are a cut above the rest and includes some excellent case studies, examples and anecdotes that bring the text and concepts alive.
Hot Spots can be purchased online
and you can visit the Hot Spots website
Simon Cooper heads up ELC Training Solutions and is the author of Brilliant Leader, the best selling leadership development book.
This is an extract from the excellent book Hot Spots by Lynda Gratton, professor of management practice at London Business School. Dr Gratton's research is based on a number of in-depth case studies and Cooperative Advantage Research in collaboration with executives and teams from seventeen companies. The aim was to explore why some companies buzz with energy and innovation and others don't.
In conclusion, Dr Gratton found that there were four key elements:
Element 1 - A cooperative mindset. This is the basic assumption and expectation of ourselves and others that we will behave in a coopertaive and supportive manner.
Element 2 - Boundary spanning. For true Hot Spots to emerge, initial networks need to expand from immediate colleagues to stretch across the boundaries of groups, functions and companies.
Element 3 - Igniting purpose. An igniting purpose provides the focus for the energy that has been created and can be triggered by an igniting vision, an igniting question or an igniting task.
Element 4 - Productive capacity. For value to be created from a Hot Spot, there needs top be an emphasis on productive practices. Depending on the complexity of the Hot Spot this might include appreciating talents, making commitments, resolving conflicts, synchronizing time and establishing a rhythm.
Dr Gratton then goes on to consider the leader's role in Hot Spots, designing for the emergence of Hot Spots and resources for creating Hot Spots. It is a truly innovative and ground breaking study of teams and organizations that are a cut above the rest and includes some excellent case studies, examples and anecdotes that bring the text and concepts alive.
Hot Spots can be purchased online
and you can visit the Hot Spots website
Simon Cooper heads up ELC Training Solutions and is the author of Brilliant Leader, the best selling leadership development book.
Monday, 12 October 2009
Are you getting that Coach Energy?
Why is it that some leaders love personal coaching and absolutely swear by it and others reject it as unnecessary and a waste of time?
There might be many reasons of course but one significant factor became apparent to me recently when I was having a discussion with some colleagues about the Wilson Learning Social Styles Model - you know, the one that breaks our preferred communication styles down into Driver, Expressive, Amiable and Analyst.
One of the traits that most coaches seem to share is what I refer to as 'coach energy', a vibrant, open and engaging communication style that is apparent as soon as they walk into the room. This translates pretty well into the social styles model and indicates that many coaches share a natural preference for the Expressive style. But this could be a problem if you have a strong preference for one of the other styles. You might see expressive coaches as unfocused (Driver), intimidating (Amiable) or shallow (Analyst). In turn, this might see you spurn the services of a leadership coach, even though you might need one more than you realise.
Of course, the best coaches develop an intuitive ability to adapt their style for different types of people. And we should not forget that the social styles model is just one lens through which we can view character traits and communication styles. Nonetheless, it highlights one of the reasons why some leaders totally buy-in to their coach and others don't.
While 'coach energy' can be infectious and motivating, it can also have the reverse effect on some, especially those with a strong preference to communicate in a different style.
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
There might be many reasons of course but one significant factor became apparent to me recently when I was having a discussion with some colleagues about the Wilson Learning Social Styles Model - you know, the one that breaks our preferred communication styles down into Driver, Expressive, Amiable and Analyst.
One of the traits that most coaches seem to share is what I refer to as 'coach energy', a vibrant, open and engaging communication style that is apparent as soon as they walk into the room. This translates pretty well into the social styles model and indicates that many coaches share a natural preference for the Expressive style. But this could be a problem if you have a strong preference for one of the other styles. You might see expressive coaches as unfocused (Driver), intimidating (Amiable) or shallow (Analyst). In turn, this might see you spurn the services of a leadership coach, even though you might need one more than you realise.
Of course, the best coaches develop an intuitive ability to adapt their style for different types of people. And we should not forget that the social styles model is just one lens through which we can view character traits and communication styles. Nonetheless, it highlights one of the reasons why some leaders totally buy-in to their coach and others don't.
While 'coach energy' can be infectious and motivating, it can also have the reverse effect on some, especially those with a strong preference to communicate in a different style.
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
Wednesday, 7 October 2009
How Expensive is Poor Leadership?
More than you think...
Retaining talented employees should be a major focus for companies these days. I have heard over the years, that “anyone is replaceable.” When I was a young engineer fresh out college, I believed it myself. There were over 50 engineers in my graduating class and I was competing for jobs like they were. We had very similar skills and backgrounds and I knew I had to separate myself from them so an employer would hire me and not them. Even a couple years after college, I still believed that I could be replaced at any moment by fresh new talent.
It has been drilled into our heads over the years that we are replaceable and we have to conduct ourselves in a way that borders on humiliation. I took my first leadership role over a year ago after working for a few companies that really did not value the contributions of their people. Overtime and chaos was name of their games. Fortunately, those experiences allowed me to create my own leadership philosophy that centers on the fact that my people are not replaceable.
Employee turnover is very expensive. I recently was invited to speak at the Talent Management and Succession Planning Conference on creating a work life balance for employees to motivate and retain good talent. My emphasis will be on the importance of creating a pleasant work environment where leaders and employees respect each other. People will generally stay with a company if they are treated fairly, are given legitimate challenges, and feel their contributions are recognized.
The best way to illustrate the cost of poor leadership is give an example of what it takes today to hire a mid-level engineer. First, the engineer’s resume would cost the company around $15,000 provided it is coming from a recruiter. Today, many professionals move around the country, so the company would offer a full relocation package that would include moving of household items, vehicles, and pets. This would cost around $8,000. Then the employer would cover travel expenses including airfare, temporary housing, rental cars, and maybe thirty days of living expenses during the transition. I will be modest here and say that would cost around $5,000. Many employers also cover closing costs on both selling and buying of a home that could run as high as $10,000 total. Finally the engineer may be offered a starting bonus of $2,000. So, before the employer even starts paying the engineer his or her $65,000 a year salary and before the new employee steps in the door they have paid out around $40,000. This is a very large investment and I have seen many people in these positions quit after ten months to a year from poor leadership in a hostile work environment. Now the company has to do this routine all over again.
Good leadership is the key to retaining good employees and bad managers will only drive them away. As a leader myself, I cannot afford high turnover. I invest time and money into enhancing my people to be better employees. It becomes expensive to keep hiring people and training them to be productive and successful employees. I realize employees leave companies for a variety of other reasons. However, I can still do my part to make their work life a pleasant one.
Guest writer Chris Ortiz is a senior lean consultant and the owner of Kaizen Assembly. He has spent the majority of his professional career working for Fortune 500 companies, teaching and guiding them to become more efficient businesses. He has designed and constructed well over 100 assembly lines and other manufacturing processes resulting in millions of dollars in cost savings and waste reduction. Chris can be reached at chrisortiz@kaizenassembly.com or visit his company's website at www.kaizenassembly.com
Retaining talented employees should be a major focus for companies these days. I have heard over the years, that “anyone is replaceable.” When I was a young engineer fresh out college, I believed it myself. There were over 50 engineers in my graduating class and I was competing for jobs like they were. We had very similar skills and backgrounds and I knew I had to separate myself from them so an employer would hire me and not them. Even a couple years after college, I still believed that I could be replaced at any moment by fresh new talent.
It has been drilled into our heads over the years that we are replaceable and we have to conduct ourselves in a way that borders on humiliation. I took my first leadership role over a year ago after working for a few companies that really did not value the contributions of their people. Overtime and chaos was name of their games. Fortunately, those experiences allowed me to create my own leadership philosophy that centers on the fact that my people are not replaceable.
Employee turnover is very expensive. I recently was invited to speak at the Talent Management and Succession Planning Conference on creating a work life balance for employees to motivate and retain good talent. My emphasis will be on the importance of creating a pleasant work environment where leaders and employees respect each other. People will generally stay with a company if they are treated fairly, are given legitimate challenges, and feel their contributions are recognized.
The best way to illustrate the cost of poor leadership is give an example of what it takes today to hire a mid-level engineer. First, the engineer’s resume would cost the company around $15,000 provided it is coming from a recruiter. Today, many professionals move around the country, so the company would offer a full relocation package that would include moving of household items, vehicles, and pets. This would cost around $8,000. Then the employer would cover travel expenses including airfare, temporary housing, rental cars, and maybe thirty days of living expenses during the transition. I will be modest here and say that would cost around $5,000. Many employers also cover closing costs on both selling and buying of a home that could run as high as $10,000 total. Finally the engineer may be offered a starting bonus of $2,000. So, before the employer even starts paying the engineer his or her $65,000 a year salary and before the new employee steps in the door they have paid out around $40,000. This is a very large investment and I have seen many people in these positions quit after ten months to a year from poor leadership in a hostile work environment. Now the company has to do this routine all over again.
Good leadership is the key to retaining good employees and bad managers will only drive them away. As a leader myself, I cannot afford high turnover. I invest time and money into enhancing my people to be better employees. It becomes expensive to keep hiring people and training them to be productive and successful employees. I realize employees leave companies for a variety of other reasons. However, I can still do my part to make their work life a pleasant one.
Guest writer Chris Ortiz is a senior lean consultant and the owner of Kaizen Assembly. He has spent the majority of his professional career working for Fortune 500 companies, teaching and guiding them to become more efficient businesses. He has designed and constructed well over 100 assembly lines and other manufacturing processes resulting in millions of dollars in cost savings and waste reduction. Chris can be reached at chrisortiz@kaizenassembly.com or visit his company's website at www.kaizenassembly.com
Sunday, 9 August 2009
Seminars on DVD
Part of continuously developing your capability as a leader requires that you keep up to date with developments in the leadership world. Of course, following blogs like this will help, along with reading the latest leadership books. But what about those great seminars you are invited to but don't get round to attending or those you would have attended but didn't hear about in time?
These are the keynote seminars by the thought leaders and gurus of our time. We all know the problems - no time, no budget, wrong part of the world - but these are the type of seminars that can have a profound impact on your own development and the success of your business. So, shouldn't you really find out about what you might be missing?
I am delighted to announce that we have teamed up with Seminars on DVD - an exclusive service that enables you to keep up to date with the latest business and leadership seminars by having them shipped to you on DVD. Watch them at your own convenience (and watch the key parts over again!) at just a fraction of the cost of attending in person. Each keynote seminar on DVD costs just $89 but there are significant reductions if you are buying more than one.
Over the next few weeks, I'll be reviewing some of the most powerful of these seminars from globally recognised names such as Mike Lipkin, Tony Allesandra, Dr Nate Booth, Warren Greshes, Jack Canfield, Don Hutson and Brian Tracy. In the meantime, if you'd like to check out the full list of seminars currently available on DVD you can just go there now.
Simon Cooper heads up ELC Training Solutions and is author of the best selling leadership development book, Brilliant Leader.
These are the keynote seminars by the thought leaders and gurus of our time. We all know the problems - no time, no budget, wrong part of the world - but these are the type of seminars that can have a profound impact on your own development and the success of your business. So, shouldn't you really find out about what you might be missing?
I am delighted to announce that we have teamed up with Seminars on DVD - an exclusive service that enables you to keep up to date with the latest business and leadership seminars by having them shipped to you on DVD. Watch them at your own convenience (and watch the key parts over again!) at just a fraction of the cost of attending in person. Each keynote seminar on DVD costs just $89 but there are significant reductions if you are buying more than one.
Over the next few weeks, I'll be reviewing some of the most powerful of these seminars from globally recognised names such as Mike Lipkin, Tony Allesandra, Dr Nate Booth, Warren Greshes, Jack Canfield, Don Hutson and Brian Tracy. In the meantime, if you'd like to check out the full list of seminars currently available on DVD you can just go there now.
Simon Cooper heads up ELC Training Solutions and is author of the best selling leadership development book, Brilliant Leader.
Wednesday, 5 August 2009
Leadership and the 8th Muda
As a leader in your organization, do you add muda or subtract it?
Muda is a Japanese term for waste. One of the prime tenants of the Toyota production system, to which much of that company’s outstanding quality and profitability can be attributed, is to reduce muda. The organization is built on constant striving to identify and eliminate anything that does not add value for the final customer. The Toyota processes are now used worldwide, often called LEAN processing.
Seven mudas are traditionally recognized: overproduction, waiting, unnecessary transport, over processing, excess inventory, unnecessary movement, and defects. Jeffrey K. Liker, in his excellent book The Toyota Way, adds an eighth muda – unused employee creativity.
Liker describes the eighth muda as the waste of “losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees.” Too many organizations suffer from CEOs or owners that inflate the eighth muda, rather than contribute to its elimination.
In the last two weeks alone I’ve heard a handful of unsolicited stories about clueless bosses who seem eager to be eighth muda poster icons. They shut down employee contributions by:
Paradoxically, it is those leaders most obsessed about squeezing each penny that leave tons of money on the table, particularly in the form of lost opportunity and employee turnover. When faced with 8th muda bosses, the best and the brightest look for opportunities to go where they are appreciated, places where they not only have economic opportunity but can make a contribution to something larger than themselves.
I hear plenty of stories, too, of great places to work, and of incredible leaders who strive to bring out the best talent of everyone in the company. By whatever name they call it, they are intentional about eliminating the 8th muda, the waste of untapped employee talent. They invest in employee development, pay attention to the human side of their businesses, and correct unintentional disincentives whenever they are discovered. And they eat their competition’s lunches.
Seeking to reduce the muda on the human side is as important and as do-able as reducing muda in manufacturing processes. It does, however, require an effort and an attitude of doing what’s best for long-term value.
Look at your company. Look at yourself. Where are you eliminating muda? Where are you creating muda – and what are you going to do about it?
Guest writer Tom Stevens heads up Esquare Leadership.
Muda is a Japanese term for waste. One of the prime tenants of the Toyota production system, to which much of that company’s outstanding quality and profitability can be attributed, is to reduce muda. The organization is built on constant striving to identify and eliminate anything that does not add value for the final customer. The Toyota processes are now used worldwide, often called LEAN processing.
Seven mudas are traditionally recognized: overproduction, waiting, unnecessary transport, over processing, excess inventory, unnecessary movement, and defects. Jeffrey K. Liker, in his excellent book The Toyota Way, adds an eighth muda – unused employee creativity.
Liker describes the eighth muda as the waste of “losing time, ideas, skills, improvements, and learning opportunities by not engaging or listening to your employees.” Too many organizations suffer from CEOs or owners that inflate the eighth muda, rather than contribute to its elimination.
In the last two weeks alone I’ve heard a handful of unsolicited stories about clueless bosses who seem eager to be eighth muda poster icons. They shut down employee contributions by:
- Blowing up angrily at errors, apologizing, but then doing it again. Bring them bad news, they kill the messenger.
- Arrogant statements of who is in charge – “It’s my way or the highway,” or “In this company, I am god.”
- Ignoring and refusing to discuss looming challenges that keep partners, directors, and other lesser executives awake at night.
- Refusing to let other executives to speak on the company’s behalf, even if they are more polished presenters - but also can’t seem to find time to improve their own basic presentation skills.
- Discounting human concerns, while fixating on a company goal – “I don’t care about anything except making this quarter’s numbers.”
Paradoxically, it is those leaders most obsessed about squeezing each penny that leave tons of money on the table, particularly in the form of lost opportunity and employee turnover. When faced with 8th muda bosses, the best and the brightest look for opportunities to go where they are appreciated, places where they not only have economic opportunity but can make a contribution to something larger than themselves.
I hear plenty of stories, too, of great places to work, and of incredible leaders who strive to bring out the best talent of everyone in the company. By whatever name they call it, they are intentional about eliminating the 8th muda, the waste of untapped employee talent. They invest in employee development, pay attention to the human side of their businesses, and correct unintentional disincentives whenever they are discovered. And they eat their competition’s lunches.
Seeking to reduce the muda on the human side is as important and as do-able as reducing muda in manufacturing processes. It does, however, require an effort and an attitude of doing what’s best for long-term value.
Look at your company. Look at yourself. Where are you eliminating muda? Where are you creating muda – and what are you going to do about it?
Guest writer Tom Stevens heads up Esquare Leadership.
Saturday, 25 July 2009
Leadership Techniques for Everyone
Recently, I had the pleasure of attending the funeral of my friend Kermit. A pleasure, you ask? Yes, a pleasure and a honor, because it was a great celebration of Kermit’s life and the passion and spirit he brought to living it.
Usually, when I go to funerals, the spiritual leader (pastor, minister, rabbi, cleric, etc.) goes on and on about the deceased, a person he barely knows; and maybe one or two friends or associates might say something about the deceased. Well, Kermit’s funeral was special. The pastor spoke briefly, a singer sang a hymn, and then the pastor asked for comments from the audience. That’s when the funeral became really special. After one and a half hours later, over forty people had gotten up and shared their positive experiences and what Kermit meant to them. People from their 20’s to well over 60-year-old people from different spiritual, ethnic, social, and economic backgrounds stood up to make comments. People who served with him in the Navy (Kermit retired as a Commander) stood up and spoke about how Kermit changed their lives.
There was story after story about how Kermit made the speakers overcome obstacles and made them believe they could do better, and did this with passion. Some of them were as follows:
1. Past ballplayers talked about Kermit’s cowbell as a rallying cry at their ballgames.
2. A woman told of having a flat tire on a busy roadway and Kermit, whom she didn’t know at the time, stopped and helped her fix the tire; and then they became friends.
3. A businessperson talked about how Kermit volunteered his time to help him launch a business that is still going strong after ten years.
4. A previous player described how he was motivated by Kermit to make something of himself. He went to college and is a very successful basketball coach teaching the same principles that Kermit taught him.
5. A man explained that he was going through a divorce and bankruptcy and was thinking of committing suicide. Kermit heard about his troubles, called him, and helped him through these dark times. Now this person helps others through their challenging moments in life.
Wow! It moved me. Here are five leadership and success secrets Kermit shared with us. How can you apply them to become more successful and outstanding leaders?
1. What is Your Cowbell?
Create Passion! Kermit truly enjoyed working with people to make them better. It was not just the cowbell, but the emotion and excitement he experienced when seeing other people succeed. The cowbell was just the tool that Kermit used to show his passion so that others became passionate. Let your passion show. Let people know that you are excited about their accomplishments, and the passion will multiple.
2. Expect the Best
Excellence Will Take Care of the Rest. It was said about Kermit that when meeting people, he never met a stranger. In his mind they were already someone he knew. Kermit always expected the best when interacting with people, and they eventually rose to his expectations.
Expect the best out of people, and they will rise to your standards.
3. Understand So That You Are Understood
Kermit’s conversations were always centered on understanding the other person. For all the years I knew him, I never knew he was a commander in the Navy. He didn’t make his title the focus of the conversation. You see, it wasn’t about him; it was always about the other person’s interests, needs, etc. Because of this, people naturally wanted to become involved in Kermit’s projects and help Kermit make other people successful.
So my question is: How well do you understand your employees?
Take the time to understand their goals, wants, needs, hobbies, etc. The more you take time to understand them, the more your employees will want to help you succeed.
4. Give of Yourself
Kermit always gave his time, energy, and passion without “keeping score.” In return, the people he helped not only helped him, but went on to make a difference in other people’s lives.
Take the time to go the extra mile to see how you can help your employees, your team, and/or your organization without “keeping score.” Your employees will feel that you care, and then they will go to a new level of caring.
5. Share the Knowledge
Kermit took the time to share his knowledge with others so that they become more successful. Whether it was coaching a sports team, helping a friend start a business, or sharing his experiences to get a person through a difficult time, Kermit took the time to share his knowledge with others. Because Kermit shared his knowledge, other people became more successful and they shared their knowledge with others so that they could be more successful.
What special knowledge do you have that can help others succeed? Don’t hoard your knowledge, share it. By sharing your knowledge, you multiply yourself and become known as a developer of people. Your knowledge, once you share it, will live on after you are gone.
Apply these five leadership techniques and create success in your business, with your team, in your community, and your life. Just like Kermit, you will also see instant results.
Thanks for sharing, Kermit, and making the world a better place.
Ed Sykes is a professional speaker, author, and leading expert in the areas of leadership, motivation, presentation skills, customer service, and team building.
Usually, when I go to funerals, the spiritual leader (pastor, minister, rabbi, cleric, etc.) goes on and on about the deceased, a person he barely knows; and maybe one or two friends or associates might say something about the deceased. Well, Kermit’s funeral was special. The pastor spoke briefly, a singer sang a hymn, and then the pastor asked for comments from the audience. That’s when the funeral became really special. After one and a half hours later, over forty people had gotten up and shared their positive experiences and what Kermit meant to them. People from their 20’s to well over 60-year-old people from different spiritual, ethnic, social, and economic backgrounds stood up to make comments. People who served with him in the Navy (Kermit retired as a Commander) stood up and spoke about how Kermit changed their lives.
There was story after story about how Kermit made the speakers overcome obstacles and made them believe they could do better, and did this with passion. Some of them were as follows:
1. Past ballplayers talked about Kermit’s cowbell as a rallying cry at their ballgames.
2. A woman told of having a flat tire on a busy roadway and Kermit, whom she didn’t know at the time, stopped and helped her fix the tire; and then they became friends.
3. A businessperson talked about how Kermit volunteered his time to help him launch a business that is still going strong after ten years.
4. A previous player described how he was motivated by Kermit to make something of himself. He went to college and is a very successful basketball coach teaching the same principles that Kermit taught him.
5. A man explained that he was going through a divorce and bankruptcy and was thinking of committing suicide. Kermit heard about his troubles, called him, and helped him through these dark times. Now this person helps others through their challenging moments in life.
Wow! It moved me. Here are five leadership and success secrets Kermit shared with us. How can you apply them to become more successful and outstanding leaders?
1. What is Your Cowbell?
Create Passion! Kermit truly enjoyed working with people to make them better. It was not just the cowbell, but the emotion and excitement he experienced when seeing other people succeed. The cowbell was just the tool that Kermit used to show his passion so that others became passionate. Let your passion show. Let people know that you are excited about their accomplishments, and the passion will multiple.
2. Expect the Best
Excellence Will Take Care of the Rest. It was said about Kermit that when meeting people, he never met a stranger. In his mind they were already someone he knew. Kermit always expected the best when interacting with people, and they eventually rose to his expectations.
Expect the best out of people, and they will rise to your standards.
3. Understand So That You Are Understood
Kermit’s conversations were always centered on understanding the other person. For all the years I knew him, I never knew he was a commander in the Navy. He didn’t make his title the focus of the conversation. You see, it wasn’t about him; it was always about the other person’s interests, needs, etc. Because of this, people naturally wanted to become involved in Kermit’s projects and help Kermit make other people successful.
So my question is: How well do you understand your employees?
Take the time to understand their goals, wants, needs, hobbies, etc. The more you take time to understand them, the more your employees will want to help you succeed.
4. Give of Yourself
Kermit always gave his time, energy, and passion without “keeping score.” In return, the people he helped not only helped him, but went on to make a difference in other people’s lives.
Take the time to go the extra mile to see how you can help your employees, your team, and/or your organization without “keeping score.” Your employees will feel that you care, and then they will go to a new level of caring.
5. Share the Knowledge
Kermit took the time to share his knowledge with others so that they become more successful. Whether it was coaching a sports team, helping a friend start a business, or sharing his experiences to get a person through a difficult time, Kermit took the time to share his knowledge with others. Because Kermit shared his knowledge, other people became more successful and they shared their knowledge with others so that they could be more successful.
What special knowledge do you have that can help others succeed? Don’t hoard your knowledge, share it. By sharing your knowledge, you multiply yourself and become known as a developer of people. Your knowledge, once you share it, will live on after you are gone.
Apply these five leadership techniques and create success in your business, with your team, in your community, and your life. Just like Kermit, you will also see instant results.
Thanks for sharing, Kermit, and making the world a better place.
Ed Sykes is a professional speaker, author, and leading expert in the areas of leadership, motivation, presentation skills, customer service, and team building.
Saturday, 18 July 2009
Conduit goes open
Great news this week for our toolbar users. The platform providers, Conduit, have introduced an excellent new feature. By simply clicking on the + symbol at the end of our toolbar, users can access the Conduit marketplace and add any component of their choice from 200,000 other toolbars. Combined with the option to include/exclude any of the components we already provide such as direct feeds to the best leadership blogs, every user can customise their own toolbar to provide a unique and personalised browsing experience - all completely free.
Our leadership toolbar can be downloaded from here
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
Our leadership toolbar can be downloaded from here
Simon Cooper heads up ELC Training Solutions and is the author of the best selling leadership development book, Brilliant Leader.
Friday, 17 July 2009
Virtual Networking - I love it!
A couple of weeks ago, I received an unsolicited email from a reader of an online article I had written. He wasn't trying to sell me anything but just asking for some advice about the value of article marketing. Having reviewed his website I replied to the email with what I hope were some helpful comments.
To cut a long story short, it transpired that my new connection and I shared much in common in relation to our views on both leadership and learning. Dr John Dentico has just launched his new leadership blog, LeadSimm - The Games Leaders Play and if his first article is anything to go by, it is going to be an extremely valuable addition to both new and experienced leaders around the world.
Welcome to the world of leadership blogging John!
Simon Cooper heads up ELC Training Solutions and is author of the best selling leadership development book, Brilliant Leader.
To cut a long story short, it transpired that my new connection and I shared much in common in relation to our views on both leadership and learning. Dr John Dentico has just launched his new leadership blog, LeadSimm - The Games Leaders Play and if his first article is anything to go by, it is going to be an extremely valuable addition to both new and experienced leaders around the world.
Welcome to the world of leadership blogging John!
Simon Cooper heads up ELC Training Solutions and is author of the best selling leadership development book, Brilliant Leader.
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