Leadership

How to survive in a large firm? The 10 Laws for Success.

management-ceo

I have had the opportunity of experiencing and observing corporate life and culture from within the organisation as a manager, CEO and board member; and from the outside looking in, as an advisor, consultant, researcher, shareholder and observer. I have thus been able to reflect on the operations and effectiveness of corporations and organisations in the for-profit, not for-profit and government sectors; and on the people within those organisations. In that context, I am firmly convinced that to survive and ‘prosper’ (from a career perspective) in an organisation, one needs to understand the corporate context in which the ‘game is played’, and be competent in the ‘playing of the game.’ I am of the view that people within larger organisations who have career aspirations within or beyond those organisations, need to practice the 10 Laws of Corporate Survival. 1. Non-Existence of a Cultural Vacuum. Understand that the organisation is not…

Leadership

Trusting Management …

management-ceo-top-leader

Much has been written about the loss of trust in management. These discussion almost always deal with the loss of ‘trust from below’ – i.e. trust by employees or subordinates of senior management. What they don’t deal with is the loss of ‘trust from above’ – i.e. the loss of trust by the board and shareholders in management. Causes for this include management: Setting expectations and failing to deliver. Saying things that are later demonstrated to be false. Withholding part of the ‘truth’. Only putting one side of the argument for an initiative proposed by management. Pursing initiatives that only management will personally benefit from (i.e. establishing KPIs when those KPIs are the basis of management’s remuneration.) Pursing personal gain ahead of corporate gain. Sabotaging initiatives that benefit shareholders ahead of management (e.g. golden parachutes, etc.). Promoting colleagues beyond their competency. Allowing risks and problems to remain unresolved beyond necessity….

Leadership, My Professional Growth

The Loneliness in Leadership

ceo-need-for-mentor-coach

  When we speak of “leadership” most people unsurprisingly think of CEOship. The reality is that although CEOs are certainly leaders, there are other leaders in the organisation apart from the CEO. Every person who has the responsibility for other people, is a leader of those people, regardless of where in the organisation they find themselves. The CEO is the leader of the entire organisation, but the field supervisors, for example, are responsible for, and the leaders of, the people and functions under their control. A leader is frequently very lonely in the role – not because they don’t have people to talk to, but because they can’t say certain things to certain people. This is not about “friendship” but about effectiveness. Everybody wants to be friends with the leader – it feels nice, it empowers the friend, and it strokes the ego – and that’s all OK and fairly…

Leadership

The cancer of Management

management

Today with Jack, as corporate advisors, we have met and dealt with hundreds if not thousands of managers at all levels of the organisation over a total of 60 years between us. When we reflect on them and their performance, and despite their general desire to perform well for their employer (and its shareholders), we can’t help but hold an uncharitable view of the management community. 1. It is the rare manager indeed, who will welcome attitudes and opinions that flag dangers to the organisations. By implications, those negative opinions might create a perception of that manager as lacking skills because they should have identified and dealt with the issue or danger themselves. It is a threat to the manager and will in most cases be rejected by the manager. Consultants who ‘tell it how it is’ experience this all the time. The consultant or advisor might be blamed for not…

Leadership

Champions, Change Agents and Change Advocates

change management - your success as a ceo with mentoring

Champions, Change Agents and Change Advocates are people within the organisation who are knowledgeable about a change initiative, who promote and support it, and with whom employees and stakeholders can direct their questions and concerns. They form a bridge between the change initiative (and its management team) and the organisation, and are an important conduit for communication in both directions. Each Champion, Change Agent and Change Advocate may be assigned to a part of the organisation (or stakeholder group) with which they have familiarity and where they are well regarded and respected. Why is this important? The Champion (or Change Agent, Change Advocate) are essentially the face of the project. Over time it’s common for people who work with the Champion to directly approach the Champion with issues, concerns, advice etc. Such dialogue is encouraged as it assists the project understand the temperament and responses of the business in a…

General Information - Miscellaneous, Human Capital, Leadership

Relax – It’s Friday

ceo-mentor-open-eyes-like-baby-new-viewpoint-change-management

We live in a serious World however, once in a while, we need to relax and laugh. Apart from giving you a little break, we wish the Friday video to open your eyes on a new way to see things. We want the video to bring critical thinking. 1. Check this video and see how a Cafe in the USA  (Roanoke Coffee Shop) decided to make a difference in our world. He decided to tackled in a very unique creative way rude people who would forget to say “hello” or “please” when ordering their favourite coffee. Viral at its best! 2. We hold no shares in the business featured in this video however it shows very well communication challenges inside this organisation. How do you communicate? How do you make sure your Team understands the message and knows how to apply it? Does the message produce the expected results? Our…

Contribution from Subject Matter Experts (SME), Leadership, Minimising Risk, My Professional Growth, Top questions to ask

How to tell if you need a Mentor?

advice-session-ceo forum- mentoring - ceomentoring -gfm mentoring

People often assume that leaders automatically come up with the right answers because of the position they hold. The thought is that “they wouldn’t be leaders if they didn’t come up with the right solutions most of the time.” One would like to think so, but the reality is different. The leader of a business or organisation on Monday morning, may have ‘only’ been an executive last Friday. On Friday, they were good, perhaps very good, but not perfect. How did they become perfect over the two days between subordinate and boss roles? Leadership is as much about learning, evolution and personal growth as it is about the innate skills of leadership. The reality is, they didn’t. One of the ways that the gaps in skill, experience or world-view can be filled is by using a suitable mentor to assist the leader contemplate and make key decisions. A mentor should…

General Information - Miscellaneous, Leadership, Minimising Risk

How to build your strategy & action plan over lunch?

ceo-mic-mentoring and how to get a strategy over lunch

To celebrate a special Anniversary date for CEO Mentoring, we wanted to introduce a new way to get together. If you want to get an expert and very experienced external Master Strategist’s one-on-one take on your issues resulting in a clear way forward, then arrange for us to meet over a lunch or dinner to discuss your biggest problems, challenges or opportunities. Come by yourself or with a small team of your executives, board members or investors. Expect to spend at least three hours with the expert. If you wish, forward a context document before the session to save time. The bigger the challenge you have and the nicer the meal, then the longer the session – anything from an hour to a few hours. Have been known to start with lunch – have extensive solution-related discussions for hours and end up with dinner – resulting in a crystal-clear plan…