Collaborative leadership, the rise of the wiki leader

The world’s economic structures and information systems have changed phenomenally over the years and it’s had an impact on leadership.  First there was the world wide web, then came google domination, now it’s twitter, linkedin and facebook.  Where we used to expect the leader to have all the answers and equally all the power, there is now emerging a more dynamic situation. 

Gone are the industrial days of autocratic decision making and dutiful employees seeking rewards and promotions up a linear ladder.  The information days have seen a open access to information, take wikipedia and open source programming as two examples.  Perhaps now we’re seeing the rise of wiki leadership, this dynamic, collaborative style where the leader knows they don’t have the answer to everything, yet they’re confident that someone somewhere will.  Where ideas can flow freely up and down the organisation, which now means they flow freely around the organisation.  Where the leader has the confidence to ask questions out beyond the company walls, take LinkedIn groups as an example. 

Wiki leadership, now there’s a thought.  How much of your leadership style and approach is to solve, answer and provide some form of parental role and how much of your style is dynamic, open and receptive.

Professional Passion

No one likes robots. Sure they may be efficient and they don’t talk back or chuck a duvet day to watch the world cup, but they are just machines. All a machine can do is what it programmed for and once a better machine comes along, it will be replaced. Machines cannot improve themselves (at least not yet). Every leader needs to look at himself once in while and see if he has become a machine – one that does a great job and stops there; with no ability to develop and grow. If you, on objective analysis, find that is happening to you, something is missing in your life. And that is passion.

Let’s not confuse doing well with success. Doing well is meeting expectations. Success is growth. To grow you need a passion to go beyond what is expected of you. An executive without a passion for his job comes across as dull, no matter how efficient he may be. And this concept of being dull is reflected back to you and feeds upon itself until the dullness becomes part of your personality. This personality will impact how well you perform. And worse, it will become part of how others treat you. You do not work in isolation. How you are perceived by others is an important of how successful you are. Not only will you not receive the respect you are due from your peers, you will become an uninspiring leader. The words boring and leader cannot coexist. A manager needs to inspire others to follow and work with him. If you are not inspired yourself, how do you expect to inspire others? No matter how boring and uninspiring your work is, your passion can turn that around, and the way you do it will be an example to others, allowing them to enable their passion. And that will earn you their respect.

Every job has it boring and frustrating moments – its when these get to be a major part of the job that passion dies. Do not accept boredom. Focus on the big picture. If you know where you are going, the boredom and frustration become only hurdles to be overcome, and not the race itself. If your target is not something that inspires you, your target is too easy and you are lazy. Just like a muscle, if your ambition is not exercised and pushed to do more, it will become weak. In fact, it may become so weak that you become incapable of even doing today’s job. If you are 40 today, you will not have the energy you had when you were 20. But that’s not important if your passion for your job pushes you to keep doing better. The passion in the mind and heart will more than compensate for the slowing of the body. If you allow your passion to carry your forward, you will be respected. And once you have respect, you will have opportunities to do more. And as you do and contribute more, you so will your need to continue on this path. And that need is passion.

What do you want in life? Once you know that, focus on how you will achieve your goal. Not if, but how. The “if” will be taken care of by your passion.

Building Trust in the Workplace – Authentic Leadership Master Class

Trust is a critical component to the success and performance of leaders and of a business.

There is a very simple equation:-

High Trust = High Speed + Low Cost

Low Trust = Slow Speed + High Costs

Look at the performance of your business, team, a specific relationship. Do things happen quickly or is everyone second guessing, double checking, re-doing and in the worst case preparing to cover and protect themselves should something go wrong?

Trust is a multiplier effect.  High trust people get the significant projects; you wouldn’t leave your child with someone you didn’t trust and a business makes no different decisions.

• High trust people get promoted and receive more of the company’s resources.
• Collaboration, engagement, innovation, job fulfilment all increase when there is trust.
• The ability to attract and retain talent increases where there is trust.
• Revenue, customer loyalty and referrals also increase if there is trust.

In fact research shows that high trust organisations out perform low trust ones by 278%

On April 15th at 4pm I’ll be interviewing Sue Swanborough, HR Director at General Mills UK, a company that yearly features in the Fortune Top 100 companies to work for.  Sue is an expert in trust and its impact and application throughout the business, from board level to shop floor.  The results of this have been evident in the business results achieved.

In the past Sue, a science graduate has worked in a number of fmcg businesses including Boots, Mars and most recently General Mills. She has moved cross functionally through R&D, supply chain, logistics and manufacturing before joining HR. She has held a number of generalist and specialist roles covering the full spectrum of HR. Her passion and expertise lies in cultural and leadership development through building trust to deliver excellent business results.

On this 75 minute tele conference call we’ll be discussing:-

• The impact trust has on the performance of a business
• What leaders need to pay attention to
• The top 3 mistakes leaders make and how this endangers the levels of trust they have
• Key strategies to build trust – whatever the size of your business
• Plus we’ll open the lines so you can ask your questions direct, as well as giving you the opportunity to send in your questions beforehand.

To secure your place and get a hard copy of the call, including transcript, follow this link – building trust

Leadership Development 2010 – You, Your Values & The Company’s Culture

The culture of your organisation is fundamental to business growth, especially if you’re wondering how to get the best from your people and increase your organisations’ performance.

As leader’s we need to be aware both of our presence and the wake we leave behind, these are powerful forces that impact our ability to encourage our staff to live the company’s values.

We might ask our employees for Creativity, Commitment or Integrity, but they have to choose to give them.  They’re not skills but intrinsic traits which we can only encourage to be expressed.

Join us on this 1 day workshop to discover your personal fit with your organisation’s current and desired culture and learn about the common barriers to business growth and cultural transformation.

What will I learn?

You will complete your own Individual Values Assessment before the day and we’ll take you through what the results mean.   Looking at what it means to you, your leadership, the current and desired culture of the organisation.  You’ll have a cleared idea of what’s important to you and what’s required of your leadership in 2010.

You’ll also learn the common barriers to business growth, the cost and symptoms of these and the 4 steps you can take to avoid them.

Plus we’ll share with you some aspects of best practice in the role values play in business performance and releasing human potential.  There will also be the opportunity to learn from your peers as you share your experiences and insights.  The event has been designed to be interactive, informative and experiential.

Who is this designed for?

This day is aimed at CEO’s, MD’s, FD’s and HRD’s who want to improve the performance of their organisation and create a profitable and healthy culture.

Date, Location, Investment

4^th February 2010

Manchester, venue to be confirmed

8:30 Registration and coffee

9:00 – 16:00 Event

Your investment for this event including all materials, lunch and refreshments is £247+ VAT.  Places must be booked before 31^st December to allow sufficient time for you to complete your Individual Values Assessment and for the results to be processed.

To book or find out more contact us now.

Routes to Business Growth – Emerging From A Recession

The creation of a values-led corporate culture within one of Britain’s most successful healthcare companies had engaged its workforce, driven growth and resulted in turnover rocketing from £60 million to £100 million in a handful of years, according to Chris Harrison of North West pharma company Fresenius Kabi.

Addressing business leaders from across the North West at this week’s ‘Emerging from the Recession’ conference at Manchester’s MacDonald Hotel, the Runcorn based Group Managing Director said the adoption of values-led leadership could assist organisations in weathering the economic storm.

“At Fresenius Kabi, values have provided an important underpinning of what we do as a business and they have enabled everybody within that business to be engaged,” he added.” I am convinced that our progress would not have been as sustainable without values.”

Ruth Sanderson,one of the conference organisers and MD of blue pea POD, the Chester based leadership consultancy told the delegates that all the speakers would outline their experiences of corporate culture and its impact on performance.

“The uncertain times have seen many companies lose their way,” she said:” But forward-thinking CEOs are working with their corporate culture and leadership values because they know these hold the key to business growth.

“The level of interest in this conference in Manchester is, in my view, a clear indication of the growing acknowledgement of the role of values in corporate life. We have senior players in attendance today who have all experienced the positive impact of company values. We want them to share their experiences with all our delegates.”

Her co-organiser Sue Coyne, Executive Coach and Culture Change Consultant of Stockport-based Connectiveness Ltd added that research had shown that the adoption of a values based corporate culture within an organisation had a measurable effect on performance from sales figures to the bottom line.

Mike Stevens, the Manchester based Group and UK Human Resources Director for the £300 million turnover Odeon and UCI Cinema Group told the conference that he became involved in building a values based corporate company when the Odeon and UCI operations were being integrated.

“We conducted a company wide survey of our employees and as a company we were shaken to the core when the results showed a worrying level of disengagement and negativity.”

“We made a conscious decision to apply values to the culture using engagement, communication and development. We have already seen some very positive results from our work and now values are integral in every aspect of our business.”

After the conference Ruth Sanderson said: “Many companies are now looking forward to emerging from this long and difficult recession and this conference was the start of a series of events to give our delegates the benefit of the experiences of our speakers, all of whom spoke very positively about values-led leadership and corporate culture.

“We believe in the effectiveness of values-led leadership and the end of the recession will give many companies the opportunity to examine the many positives from this approach to business. Putting in those values now will pay huge dividends as time goes on.”

Leadership Challenges – How Values Impact The Bottom Line

Event for NW Business Leaders

Leadership Challenges As We Emerge From The Recession – How your values impact the bottom line

If you’re a CEO, MD, HRD or FD based in the North West of England and you’re seeking any of the following in your organisation :-

-          A breakthrough in the performance of your organisation

-          Want to understand the magnitude of corporate culture

-          Look to tap in to the energy and commitment from your people

-          Wonder if there is another way of leading – for yourself and the business

Then you might want to attend this event being held in the center of Manchester on the 17th November.

Never before has it been so important for the Board of Directors to identify, manage and embed the desired culture and values in their working environments and never before has there been so much emphasis in place to encourage organisations to do so.

This year Maurice Summerson has been leading a team, with Phil Clothier CEO of the global Barrett Values Centre, working with NW regional business, NWDA, IoD, NWEO and other regional stakeholders. Key intentions of the programme are to create a values based, whole systems change framework to support the NW economy and wellbeing of citizens through both public and private sectors. This project team has brought significant regional, national and global capability, experience and advocacy, already resulting in the embedding of relevant values in the emerging Regional Strategy 2010 from NWDA.

You are invited to join us on this complimentary half day event to learn about:-

-          The new principles of business that are generating sustainability, resilience and shareholder value.

-          What some of your key values are and how they impact your leadership.

-          The results of the North West Values Survey.  Conducted this year it reveals the challenges and potential opportunities for both Companies and the region as a society to grow stronger.

-          Plus you’ll hear from two Directors in the North West who have seen their business grow in size and profitability through the conscious application of values and an understanding of their culture.

Here is full information – Values 17th Nov 2009 – and we hope you can join us.  To secure your place call 0845 123 1280 or email angela@bluepeapod.com.  If you can’t make the event but would like to receive our white paper also call us.

Due to space limitations please RSVP by the 30^th October.

Developing Your Organisation’s Culture – 7 Tips

Consciously developing your organizational culture is more important than ever.  At the end of the day if you aren’t developing it, then it’s developing you.

People are seeking to work for a business where they can experience fulfilment and authenticity.  Organizations which treat their employees well have experienced a better retention rate, increased productivity, increased innovation and lower sickness and absenteeism.

That said developing your organizational culture can be a big challenge for the leaders as well as its employees.   Here are few suggestions of things you can do:-

• Analyze your corporation’s existing culture and compare it with employees, suppliers and customers’ expectations and perceptions.  There are even tools that can measure this very accurately now and give valuable business insight that helps with performance and growth.

• Discuss the existing culture in your department.  What aspects of the culture are great, what’s good and what needs to change?  Then agree what you’d like the culture to be and how everyone can support and make it happen.

• Induction.  This isn’t just about training new recruits in their job, it’s about making them aware of the culture you’re growing and how they can play their part.  Even though you’ve made the culture clear in the interview process, so you’ve not recruited a misfit, it’s not enough to think that’ll do.  There are of course still companies that spend all their focus on skills and fail to explain the culture and check for alignment – which of course is expensive as they can find themselves losing the new recruit within the next 6 months and having to start all over again.

• Communication.  And I’m not talking a quick 2 line email saying our culture / values are this,  it’s important and can you just send a quick reminder to all your staff.  Yes those emails are still too common, ouch.  I’m talking about a 2 way conversation where you bring awareness that this isn’t a band-aid or quick fix approach.  Rather an ongoing, strategic process to build a more attractive culture that fits the needs of the organization and that can improve its business growth.

• Have Champions.  This is a journey so it’s important to have people who whole heartedly support the creation of this desired culture.  Plus it’s important that the champions / key culture group realise that not everyone is going to jump onboard right away.  There’s going to be scepticism, even from those who would like the desired culture.

• Momentum and Measurement.  Developing the culture to being a sustainable, profitable and healthy one for both the business and staff takes time.  Look for low hanging fruit, celebrate what works, don’t re-enforce what doesn’t.  Lastly measure.  Not incessantly but say every 12 months assess your progress against the desired end point.

If you want to do more, if you’d like to measure your culture, if you’d like to discuss how you can not only manage your culture but generate wealth from it, then give us a call.

What do you make people feel?

I love the BMW Joy advert.  From a branding perspective they’ve summarised what they believe they’re about.

What I really like is the bit where they say… ‘we realised what you make people feel is as important as the thing you make’ or words to that effect. I even spoke back to the TV, saying how true that statement was – and it is rare I am moved to talk back to the tele.

Now of course comes the challenge of getting that feeling of Joy into their dealerships.   Yes the cars when you drive them bring a feeling of Joy (I’ve had one and did enjoy driving it).   The dealership staff though never left me even close to Joy; unless you count when they handed me my keys back and I found that this time they hadn’t damaged the car.  Fortunately the fourth dealership and a commute later and I found one that didn’t think damaging your car was a normal side effect of a car service.

Having been this clear about their corporate statement then it has to be felt at every touch point.  Let’s hope they’re working on this so that something this powerful doesn’t just become a gimmick.

As a leader can you articulate your brand ethos so succinctly, your purpose, do you know how people feel when they’re with you and when you’ve just walked out of the room?

In a nutshell…Who you are, what you stand for and how you make people feel, are as important as the ‘thing’ you sell.

Is Greed Ever Good? – Remuneration and Motivation in an Organisation

The business culture of the 80’s put a clear emphasis on personal reward on the basis that highly motivated individuals could transform organisations and societies.  This continued until the late 90’s  when we began to see some companies traumatised and bankrupted by the inappropriate use of remuneration as a motivator.   Now there rages a debate about the bonus’s paid in the financial sector, and the short term view or reward they encourage.

The notorious Barings Bank had individual traders on bonuses in the millions yet in the long term these motivated individuals were not fulfilling the company’s objectives.  Then of course there are the reward system’s based on appropriate performance indicators, resulting in the organisation’s success and yet problems arise from the large differential between salaries of senior people and those of middle management.

Wise organisations are therefore trying to reward and motivate all staff so that staff act energetically to further the corporation’s interests both short and long term and feel they have been treated fairly. However there must clearly be in place the link between the items on which they are being rewarded and the actions they are able to take to influence the desired outcome.

A wise organisation accepts that:

• It is reasonable for the individual manager to act in his or her own interests.

• Managers work for people not organisations and want to please the superiors closest to them, or failing that, their peer group.

• Managers want to achieve and will be attracted to those tasks at which they know they can succeed, usually favouring the short term at the expense of the long term.
The clear implication is that an organisation should be aware of the culture at play before relying on a remuneration structure to change performance and behaviour. In other words the management and organisation’s values must be in balance with the remuneration system.
There are 5 major pre-conditions to the installation of an effective reward structure.

1. Measurement: “If you don’t measure it you won’t get it”. There are various measurement systems of which Balanced Scorecard, which sets multiple objectives and is used by Tesco, is perhaps the best known.

2. Monitoring: If the performance measures are not monitored properly or only monitored in a review at the year end, it can give the manager signals that they don’t really matter or, worse still, that failure is acceptable providing all the managers fail together.

3. Control of the tools for the job: The organisation must ensure that the individual is not over dependent on factors outside his control to achieve the performance measures set out (this is the ‘how’ part of the equation).

4. Consistency: Ensuring that short term organisational factors don’t over-influence managers or drive them from their real objective. The organisation must also ensure that its own design (be it bureaucratic or loose) is appropriate to what is being asked of managers.

5. Reward and strategy in line: An organisation’s achieving a clear strategy is not an event that will take place in the future; it is a journey. A remuneration system can be put into an organisation even when it has a relatively muddled strategy providing that organisational and management disputes are resolved by reference to strategy and the “balanced score card”. Only then will there be pressure on the organisation to refine its strategy, structure and remuneration systems.

Based on these 5 pre conditions, there is a checklist of 10 factors that the effective remuneration and reward structure must achieve:

1. Support the business strategy

2. Encourage the desired behaviour

3. Reward relevant performance

4. Be fair

5. Be substantial

6. Be tax efficient

7. Be timely   (The reward must take place close to the achievement)

8. Incorporate non financial rewards (Recognition can be as important as cash)

9. Be firm   (A bonus lost through missing target should not be recoverable whereas a salary increase should only be delayed until target is reached)

10. Be crystal clear

Transforming the Corporate Culture

When a corporation hires a proven leader to revive a sagging operation, the hardest part of the job isn’t what’s seen on the balance sheet.   Of course attention is given to improving the numbers in sales, productivity, employee retention and other measurable items.  However very often the biggest challenge comes in transforming the corporate culture.   Unless this happens early in the new leader’s reign, then little else will go right.  Corporations have a culture that was either shaped by the previous leadership or occurred by default.  Either way if the ‘unit’ isn’t performing as desired then the current culture is a significant factor.

A weak or distant leader ignores the corporate culture, which makes it possible for divisions to be created between departments and middle managers.  If you do a values based feedback on these leaders, often words like controlling, manipulative or being liked crop up.

Any new leader has to immediately make an impact on the corporate culture in positive ways or that leader will lack the power to implement significant and lasting change.  Easier said than done with something as intangible but powerful as culture.  You could watch and pay attention, but that’s the long game and maybe you don’t have time.  You could measure it, find out what everyone in the organisation really values and thinks is important – and rarely does your staff satisfaction survey ever reveal this level of information.

Transforming the corporate culture isn’t tossing out all that exists as wrong and imposing a new culture by memo.  A real leader magnifies and applauds the positive factors in the corporate culture and then, by motivation and inspiration as well as example, begins to turn the corporate culture away from negative attitudes. The blend of the best of the old culture and exciting new ideas can revitalize a corporate culture and motivate employees to perform at their very best.  You’ll see the fruits of your labour in the balance sheet, your sales, productivity, innovation and employee retention figures will show a marked difference.

Next Page »