Posts Tagged ‘Linked In’

When do you have time to think? Agility vs Uncertainty

Friday, March 23rd, 2012

Improve your thinking

 Reflective Space at the IQEQNetwork May 15th (8.30-10.30am, City of London).

Agility and Engagement vs. Uncertainty and Unknowing.  Turbulence creates uncertainty and unknowing: inspiring, engaging and supporting managers as they fight to keep the business on track.

IQEQNetwork inspires, engages and supports senior professionals responsible for staff and manager performance (COO, HRDs and others). We encourage a range of sector participation – from ‘extreme’ not for profits through ‘new’ technology sectors to more established organisations. The relaxed format, developed over the five years the network has been established, is valued by participants.  It allows the sharing of diverse opinions and experiences amongst senior peers, rather than the usual undifferentiated crowd. The output is published via various web platforms to ensure the learning from the meeting is not lost to the demands of work and life pressures.  The network will prove a valuable use of your time. A working group, there is no ‘talking at’ or ‘selling to’. The network operates under a set of house rules for confidentiality, and is facilitated to provide an enjoyable meeting with a productive outcome.  N.B: Whilst members sponsor us meetings are free – terms and conditions apply.  Numbers are limited.  Booking closes a week before each event. More information on event(at)iqeqnetwork.com

‘One out of every 25 business leaders could be psychopathic* ‘

Friday, September 23rd, 2011

Is your Boss a psychopath?
Is your Boss a psychopath?

What a great headline and timely – we’ve all worked with bosses from hell, and at times of turbulence when people are very stressed, these stories have a particular resonance. But the headline is a gross simplification.  **1 in 25 out of small sample of 200 individuals – that’s 4% of a really small population. 

Many of the skills sets required to be a good boss could easily be confused with those described as psychopathic traits.  Doing business means that we are not always authentic in our emotional response to situations.  Appropriate senior management behaviours include:

·         Always outgoing and charming in public, (even if you’ve just lost a major contract).

·         Knowing when not to engage at an emotional level, and even when to ignore individuals (and how not to give offense when you do not).

·         Staying adult, (whatever the provocation), with staff, and customers.

·         Maximising time to useful contacts; minimising time given to those who are not useful – and making assessments about the ‘usefulness’ of the people concerned.

·         Firing people  – even if they have families to support and there is no other employment for them.

·         Making political accommodations and contracts with people and companies you do not ‘admire’.   

Consider also entrepreneurs?  Individuals who succeed against the odds – be it in commercial or not for profit sectors tend to have different psychological traits to those of the general population.  Some of these traits are not very attractive.

Here is how to protect your organisation from psychopaths:

1                    Know your business – it’s hard to fake when managers are knowledgeable about their business. 

2                    Manage performance – manage performance against objective criteria and agreed timelines.  To underline the point, business plans usually come with numbers and dates. 

3                    Have robust hiring systems.

4                    Inform everyone one of and apply relevant processes (including informal networks) to stamp out bullying.

5                    Ensure the Organisational Values are alive, not just written on a piece of paper – which means including them in performance management.

 

 Talk to us, in confidence and without obligation about helping your managers develop the competence and confidence to manage effectively.  Solutions that engage, motivate and fit around, rather than disrupt the business.

*The Guardian newspaper and other media sources.

**The study was conducted by Dr. Paul Babiak, you will find more – including a (n interesting) check list of psychopathic traits at http://aftermath-surviving-psychopathy.org.

Competence and Risk….. Pigeons coming home to roost!

Tuesday, September 28th, 2010

Are your pigeons coming home to roost?

The news that the Irish government is to wind up Allied Irish Bank, and in doing must consider the markets reaction and the impact on the Irish economy and government (and of course people), is perhaps an extreme example of the proverbial pigeon coming home to roost.

This one is very tatty indeed having been battered by forays, into the debt boom. If Anglo Irish Bank’s exposure to Quinn Insurance is indicative of a lack of effective risk management and associated management competence, it will be interesting to see what is in the balance sheet at Allied Irish.

The bubble made making money appear easy as the market surged upwards, everyone was a Super Hero – and the risk was managed by wonderful IT systems. But there is no substitute for competence – not just technical risk, but management (governance) competence. The ability to understand what staff are doing, (however arcane or black box it may appear), and when it is appropriate to challenge it, and to do so effectively are key competencies that are developed not innate. Business is still about people.

From the outside we cannot know the motivations, and positive actions that led AIB to build up such a toxic balance sheet. We may however seek to ensure that our own Super Heroes do not fall into the same trap and become homing pigeons.

Talk to us, in confidence and without obligation about helping your managers develop the competence and confidence to manage effectively. Solutions that engage, motivate and fit around, rather than disrupt the business.

Attracted by Super Heroes?

Tuesday, September 21st, 2010

Super Hero In these uncertain times, substantial comfort is possible from a belief in Super Heroes, not least from the possibility of rescue. High achieving staff and managers are at particular risk of believing their own PR simply because it is easier.  Confronting difficult markets and working on those challenging influencing skills is not so easy. 

 

When an entire management team subscribe to the belief, then it often leads to significant trouble. ‘Star’ cultures often make organisations vulnerable.

  If the team believe themselves Super Heroes, the resultant loss of contact with the real world leads to significant reputational and other market risk.  Goldman’s and Lehmans may be recent examples.  Worse is when the customers have bought your ‘Star’ PR taking their business away when the star leaves. 

 

Cultural consequences may include difficulties with motivation and engagement as Super Heroes, (being marvellous), tend not to see the talents of other functions, or to be able to communicate with them.  Effective team working will probably prove impossible as the organisation evidently values the Super Hero income earners only.   Depending on the tax advice, the result is an atomised group of service companies/consultants with greater or lesser commitment to ‘customer’ satisfaction. 

 

Yet it need not be like this; Super Heroes are capable of and may be encouraged to learn how to both respect and talk to their ‘mortal’ colleagues.   Talk to us, in confidence and without obligation about ensuring your Super Heroes develop the competence and confidence to manage in uncertain times.

 

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