Archive for the 'Leadership' Category

Leadership lessons from unexpected sources

This article was first published in 2002, as part of Dictum Publishing’s Leadership Session feedback.

A Brief History of Humanity

LeadershipThe simplest summary of the broad sweep of human history is this uncomplicated thought: Let something else do the work. From the earliest hunter-gatherers, whoused sticks, rocks, flint and fire, through farmers who tamed animals and water to add extra strength to human muscles, to the Industrial era, where peoples muscles were replaced by machines, internal combustion engines and smoke-drenched factories, humankind has been on a quest to let something else do the work. These first 3 epochs of human history (subsistence, agrarian, industrial), spanning more than 10,000 years, brought us to the point in history when we only get physically tired for fun.

Having reached this point, we turned our quest to let something do the work, to the next most obvious human function: thinking. For the last 50 years, the information era has been in full swing. The theme of this era has been allowing machines to do more andmore of our thinking for us. The logical conclusion of this trend is that in a decade or so, we will only do thinking for fun.Any functions that are based on routinely applying set rules to given situations, however complex, will be the first to be completely replaced by computers. This will affect everyone from the accountant (the most obvious place to start), through lawyers and teachers, all the way to doctors (especially the GP).
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The best companies to work for…if you are a parent

ParentNot many people think about maternity benefits when applying for a job, and yet organisations differ hugely in what they provide for parents. Some offer the bare legal minimum, others offer a year’s maternity leave on full pay. In an era of increased awareness of the importance of work-life integration, The Guardian argues, following a study of 250 organisations, that it is the smart organisations that take maternity benefits seriously who will attract and retain talented staff.

The survey discovered that companies often treat family life as being entirely separate from the workplace rather than being, as they are in the lives of most employees, tightly bound together. Very few corporations showcase strong parental benefits among their recruitment incentives or as evidence of high corporate ethics. And yet any working parent knows how damaging it is to productivity, creativity and mental health to work for organisations that blank out or are hostile to the beating family heart of its staff.

The Guardian argues that good support to parents is a social contribution as important as a companies charitable donations, recycling or carbon footprint reduction efforts.

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The Soul of Your African: Celebration

Aloysias Maimane asks what makes someone an African. Part of the answer relates to African celebrations. In this article, Aloysias explains what celebrations mean to Africans, and what implications this has for companies and leaders. Anyone who needs to attract, retain and inspire African staff members, whatever their cultural background, would do well to consider the importance of celebrations.

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The Inconvenient Truth for Leaders

What global warming is to Al Gore, so is the issue of control to the leader. However the inconvenient truth is that control is an illusion. Keith Coats, global leadership guru explores the concept of leadership and control in this insightful article on invitational leadership.

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Consultants, Business School professors and leaders

The 2000’s will be looked back on as the decade of the business school professor as corporate guide. The past few decades have successively (and sometimes concurrently) belonged to big consulting firms (like McKinsey’s), big auditing companies trying to get into “advisory” (Deloitte, KPMG, Accenture), the guru (e.g. Peters), the researcher turned guru (e.g. Collins, Buckingham), the celebrity CEO turned conference speaker (Welch, and wait for Blair-the-PM-turned-conference-circuit-king) and now the professor turned business coach (Hamel, Kottler, Ghoshal, Sachs, Porter, et al).

There is nothing new about all of this. Business leaders have consistently looked for help from outside. They need outside inputs to see context, make decisions, get clarity, drive change and grow their businesses. Too often, however, these requests for help have been abrogations of responsibility as the corporate herd chases the “next big thing”.

A few decades ago, there was a technology department mantra: “nobody got fired for buying IBM”. Sure, maybe IBM machines were not the best. Maybe they weren’t perfect for the job you needed doing. Maybe they cost too much. And maybe you didn’t get the results you were hoping for. But, you wouldn’t get fired, because everyone was buying IBM, and everyone can’t be wrong. Right?

So, now the trend in management circles is to get professors of business management (a slightly loftier title than the more accurate: experts in a specific aspect of business administration) as business consultants. This is a dangerous trend - entrusting the future of your business to an academic with a limited scope, who reads a specific set of prescribed textbooks (that everyone else is reading) and who’s personality lends him or herself to mental philosophical experimentation (on the one extreme) or micro-dissecting of statistical data (on the other).

I have nothing against academics (I have been on the receiving end of 5 graduation ceremonies, after all). Nor do I have anything against consultants (I am one, sometimes). And I don’t have a problem with business bringing in outside help (that’s how I earn a living). But I do have a problem with the way in which most businesses simply play it safe and go with the crowd when it comes to strategy, leadership development and training. Right now the crowd is running with the clone-like business schools. They all have a few really top-class specialists who get involved right at the start of the process (to impress the client, and lend their “patronage” to the programme). They then employ “programme directors”, many of whom are not much more than administrators to cobble together a programme that the client will like. By this they mean that delegate feedback forms will be filled in, and the lecturers (”external faculty”) will receive a minimum good approval rating. Long-term results be damned. What the client really NEEDS be damned. Give them what they want, roll it out over a few years with lots of activity, and advertise the “investment” widely in the press, and everyone will be happy.

Everyone, except the long-term shareholders, that is. Because this is a recipe for disaster.

    OK, as I reread this post, it feels a bit doom and gloom. Read on for an extract from the article that sparked this thought flow for me…

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Exploring business’s social contract: An interview with Daniel Yankelovich

A founding father of public-opinion research explains why shareholder value isn’t enough.

I found this in my archives recently. It is dated 2007, and comes from the McKinsey Quaterly. I have no idea how I got it. It is an excellent read, and supports much of what we do at TomorrowToday. Enjoy!

As a founding father of public-opinion research and its preeminent practitioner, Daniel Yankelovich has been probing attitudes toward business and other issues for more than four decades. Yankelovich, 82, introduced the New York Times/Yankelovich poll in 1975, has written 11 books, and served as a consultant to business and political leaders. He has also established four companies, including his latest, Viewpoint Learning, which helps organizations to develop special-purpose dialogues to expand their options, anticipate obstacles, and broaden support for difficult decisions. Yankelovich is no stranger to the boardrooms of large enterprises, having served as a director of Arkla, CBS, Educational Testing Service, Meredith, U S West, and other companies, as well as foundations, universities, and nonprofits.

Throughout his career Yankelovich has unwaveringly stressed the need for organizations to embrace ethical integrity in their operations and their ties to the outside world. He recently sat down at his home in La Jolla, California, with Lenny Mendonca, a director in McKinseys San Francisco office, and Matt Miller, an adviser to McKinsey, to discuss the current and future contract between business and society.

The Quarterly: What does your research show about businesss standing with society today?
Daniel Yankelovich: The social contract with business is in a state of flux. Milton Friedman has had an enormous influence on the outlook of US business, especially his interpretation of Adam Smiths concept of the invisible hand, which argues against a corporations broader engagement with society. Friedmans view is that social good comes about automatically when companies make a profit. So its a narrow adherence to the bottom line.
But McKinseys own research is in complete agreement with the idea that you need a broader engagement.HYPERLINK “1 And thats where we are now moving. Friedmans influence and the ideology of shareholder value reinforce each other and cater to only one constituencyshareholders. Now there is growing agreement that the engagement has to be broader and that profitability doesnt always automatically enhance the public good. In other words, a more pragmatic approach.

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Rethinking Leadership

The more I look, listen, read and learn, to more convinced I am that our approach to leadership education and development needs a major rethink. Rather than focusing on static ’snapshots’ leaders need to learn how to identify patters, articulate ideas and provide metaphors that enable accurate interpretation of what is happening within their personal and business networks. The temptation (and legacy) is to default to finding ‘technical solutions’ - those answers that sit within the current paradigm and which can be analyzed, measured and managed - rather than engage in the true work of leadership; that of engaging themselves and others in the necessary ‘adaptive challenges’ at hand.

Book cover‘Adaptive leadership’ according to Parks in her book ‘Leadership can be taught’ (which explores the philosophy and methodology of Harvard leadership virtuoso Ron Heifetz - purchase online at Amazon.com or Kalahari.net) involves looking beneath the surface, embracing new mindsets, new learning and new behaviour; engaging complexity - seeing the whole and challenging deeply held assumptions and values. The kind of leadership that engages both heart and mind. In a predicable world where tomorrow resembles today, the old approach to leadership can survive. However, we no longer live in such a world. We live - and have to lead - in a world that is ‘tiny’, a world that is connected, a world of bewildering paradox and one that is no standing still. This world requires a new type of leadership and those tasked with teaching leadership will find less relevance in past models and will have to themselves, learn from the future.

Prisoners of the past

The opening line of the best selling business book of all time is as succinct as it is true: “Good is the enemy of great”. Jim Collins’ 2001 bestseller, “Good to Great” explains how most companies never become great because they are already good. They have become prisoners to their past – not feeling any need to push boundaries, innovate, prepare for the unexpected, stretch themselves or make necessary changes to ensure sustainable success. Dr Graeme Codrington argues that this is a recipe for disaster, that only future-focused leadership - who have the guts to look forward and not back - can avert.

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The New Village: Building Courageous Companies

In this article, Keith Coats, our resident leadership expert, visits one of his favourite themes: the company as a village. He explains the four key requirements for developing successful and resilient organisations: belonging, mastery, independence and generosity.

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Why Strategies Don’t Work

Many people will agree with Pete Laburn, strategy consultant and part of TomorrowToday’s network, that strategy just doesn’t work in most companies. Its either about just getting a plan done for head office, or we actually don’t have the time to lift our heads above the daily grind to see into the future. In this article, Pete argues that there is one dominant reason why strategies fail, and that is that the only strategy that organisations will deliver is the one that they are capable of delivering. He suggests three critical elements for developing organisational capability for implementing strategies.

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Being off balance: cricket and organisational development

Graeme Smith in painThe 2007 Cricket World Cup was a dismal affair for English and South African cricket fans alike. The hosts would also not be proud of their efforts, while Australia has marched on from strength to strength, not even missing Brett Lee and saying a mighty farewell to Glen McGrath.

As a die hard Protea’s supporter, I struggled to find anything good in the tournament. Yet, two things stood out for me in the end.

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Mount Grace Country House and Spa: how NOT to manage a management change

One of our family’s favourite luxury holiday destinations has been Mount Grace. My father was a friend of the founder, and so I have known about this hotel literally since attending its opening many years ago. Before our youngest child came, Mount Grace Easter breakaways were a favourite - as children (not normally allowed at the hotel) were catered for spectacularly. This was the hotel I took my wife to on our first “parents only” night away after the birth of our first child. And, as a professional conference speaker and facilitator, I have been a day and overnight conference guest at the hotel many times. A Sunday drive was well worth it - the buffet lunch the stuff of legends. We’ve also made use of the Spa on stay overs and day trips. Sure, they know how to charge for this luxury and reputation, but it has always been well worth it. And so, it was with great anticipation that my family and I (with in-laws in tow) set off for Mount Grace Country Hotel and Spa for an Easter weekend getaway!

Our expectations were rudely shattered. Short version: we shall not be going back to Mount Grace anytime soon! What a disappointing and shocking weekend we’ve had!

You can read the gory details below, if you’re the type of person who tends to slow down to rubberneck at car crashes on the side of the highway. But, for casual readers of this blog, let me start this piece by giving you the lessons that can be learned.

  • The hotel was recently taken over by a new company. They have clearly lost key staff. But when you take over an existing brand, you should be absolutely sure that systems are in place, that you know what these systems are, that you have the staff to back you up, and that you have a proper transitional process and knowledge continuity plan in place. This has clearly not happened at Mount Grace, as systems have almost entirely collapsed and staff are undertrained. What a waste of such a good brand (I shudder to think what was paid in goodwill, and how much of that payment has already been lost!)
  • “The Luxury Touch” is what distinguishes the truly great from the also rans at this end of the market - see the previous blog entry for four things that must be maintained in order to ensure the luxury touch is always there.
  • When a problem occurs, admit it, and ask the simple question: “what can we do to make this right?” Apologies are one thing, but when they come from a junior manager, who’s obvious role is to just stand there and take your abuse with an appropriately sad looking face, they are meaningless. When a customer indicates they’ve had a bad experience, agreeing with them, but obviously not having any intent to resolve the issue just serves to inflame the customer even more.
  • It takes a team - it was obvious that there were certain staff members who knew that the systems were collapsing and were incredibly frustrated at the rest of the team who were messing things up. This is understandable, but should not be allowed to come into the client space. It showed distinct low morale amongst the competent staff. It would not surprise me if Mount Grace lost even more of its talent very soon. So sadly, as always, its likely to get worse before it gets better.
  • Communication is the basis of all teamwork. The most basic error made over our weekend was a breakdown in communication between different people, and different departments. Some were actually hilarious in their magnitude - read below for some of the howlers. A lot of our frustration could have been avoided by simple communication between staff.
  • Leadership required. Ultimately this was a lack of leadership/management. We left detailed written comments for management, and I will be interested to see if they respond. BREAKING NEWS: AS I WRITE THIS, I HAVE JUST RECEIVED A PHONE CALL FROM THE GENERAL MANAGER. He has said, “No apologies, we dropped the ball. We were overwhelmed, and our new team couldn’t cope.” Well, maybe that accounts for some of what you’ll read below, but not all of it. Anyway, they’ve offered my wife and I a free weekend to attempt to show that the Easter weekend was a once off slip. I suppose I can’t ask for much more, and I really, really hope that they will get it sorted, as I love the venue. When that weekend happens, I will write a follow up to this blog. For now, our story is what our story is…
  • You only get one chance. In the 21st century, with so much consumer choice, your customers will only give you one chance to impress or disappoint them. There’s no need for my family to go back to Mount Grace - there are plenty of other options. And so, we won’t. It costs you about 5 times more to get new customers than it does to retain existing ones. And bad news tends to travel, especially when it comes from people who are perceived as knowledgeable in the field they’re commenting on. So, make sure you know what’s going on with your customers, and keep them in the fold!! HAVING SAID YOU GET ONLY ONE CHANCE, I suppose if you really grovel you can get just one more :-). This is what Mount Grace have now done, and my wife and I will give them another chance. It’s going to cost them the price of a weekend for two, but I suppose that’s ultimately cheaper than losing us forever, and living with the bad press we can create.

Simple lesson: stay away from Mount Grace - at least until they have their systems sorted.

So, now for our story…

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Campaigning on the Internet

This report from The Economist, 15 March 2007 (may need subscription):

Of slips and video clips
Candidates for 2008 are racing to master a new medium

DURING the presidential campaign of 1800, partisans harnessed high-speed technology to spread their message. Like today, that message was often scurrilous. Unlike today, the technology they harnessed needed real harnesses. When Thomas Jefferson’s enemies wanted to distribute pamphlets accusing him of atheism and adultery, or to spread a premature report of his death, they used horses, which could outrun even the most rapid rebuttal.

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Encountering the Stars (and Stripes): The Problem with the Guru Mentality a personal experience.

AmericansWhy is it that Americans always seem to have an answer? Now, before I progress let me make it clear that I have nothing against Americans per se, and in fact know many who could not be put in the category I am about to articulate. NonethelessI have noticed an alarming trend. There have been several experiences over many years that have contributed to me arriving at this opinion. But let me share a fresh experience that merely underscores the point being made.

Both these fresh observations come out of attending two Leadership conferences in Shanghai. Both involve watching and listening to the visiting American leadership Gurus that have come here (over the past two years) to share their insights. Both have come with impressive credentials and big reputations. Both have vast experience and certainly have good points worthy of attention. Both are best selling authors. Both are articulate and confident. Both offered solutions or best practices that were about their way - aka the American way of doing things. And I am sure that both would deny this and point to a global effectiveness within their sphere of influence.

And here is my issue: both seem not to listen. I found myself baulking at their quick fire, ready-made and slick answers. No hesitation, no clarifying question… just the answer wrapped, packed, sealed and delivered. They seemed unable to hear the question, to ask the question (why would you if you already have the answer?) much less pause in the space that the question invites. Both seem strangers to the gift that the question offers that space where you get to hear others, where you get to learn of a better way. For, there always is a better way. Neither, in both their formal and, as far as I could determine, their informal manner, explored the gift of the question.

During one tea break a group of us were pondering some of the more paradoxical points of coaching when the one Guru joined the group. Naturally his opinion was sought. Naturally he gave an answer offering a sweeping global formula (his technique). Naturally he didn’t hear the (small) questioning voice that challenged his opinion once he had had finished. And so the gift of the pause was lost. After sharing his wisdom (without so much as asking a question of those assembled) he moved on, no doubt to impart his wisdom elsewhere. The irony for me was that he was a coach (with some impressive CEOs as clients I might add) and the focus of his keynote address was about the virtue of listening and asking questions. And here he was in our tea group where he didn’t do either - where he didn’t join the conversation but rather took it ransom. Something that was to be repeated around the dinner table that same evening.

Continue reading ‘Encountering the Stars (and Stripes): The Problem with the Guru Mentality a personal experience.’

Do you fly economy?

You sit on the Executive Team of very large company. The company had a tough year last year. All through the business, costs are being contained and cut. You’ve got to attend a company conference a couple of continents away. You don’t travel that often, and while the business has decided that Executive members can fly business class, you decide to set an example and fly economy.

Your boss walks into your office and tells you that you can’t fly economy. Executives fly business class.

What do you do? Do you set the example, fly economy and take on your boss? Or do you fly business class?

I heard this scenario during the week. It’s not really important what happened, but it does pose some interesting thoughts.

So what would you do?

By inviting, you’re dis-inviting

I heard an advert on the radio yesterday. It was put together by one of our government departments. The message was around ensuring that our children go to school, stay in school and do well in school. The ‘carrot’ was by doing that we’d ensure our children have a brighter future with great opportunities.

It’s a great message. It’s a critical message for a country like South Africa. But it was how they communicated it that made me pause and reflect on how easy it is to dis-invite through invitation.

In this case they did it by holding a promising future up against the hard reality of the parents of some of the children they were talking about. There were one or two fathers talking about how terrible their lives were, and how bad their jobs were. They went to work and were told what to do by their bosses. They were shouted at and treated badly. And it was all because of their education or lack of it. What a sad picture for many working people out there. I wondered how they processed this advert. Not a terribly clever one in my opinion.

I’ve picked the theme of invitation leading to dis-invitation, but there are multiple themes to explore here. I’ll leave that to you.

I remember doing some work with one of the larger South African retail companies. We were talking to the Organisational Development Director about the various development programmes they were running. he spoke of the difficulty in inviting 30 people to join one of the programmes. The problem was that they were part of a pool of 70 people. By inviting 30 you were dis-inviting 40. You were sending a strong message, like it or not, to the other 40.

It’s a little like the ‘Talent’ debate at the moment. The so called ‘War for Talent’ being waged out globally. By identifying talented people, you’re dis-identifying non-talented people. What is the impact of that in the short / medium / long term?

I’m not sure how you get around it? It’s certainly a reality. There are some cultures that would simply pass it off as ’survival of the fittest’ and ‘that’s just how it is, deal with it’.

I’m not sure. Is there another way?

Yes, it will cost more

Graeme CodringtonI spend much of my time helping companies to create corporate cultures that will attract and retain talented young people. This involves looking at everything from terms and conditions of employment, remuneration policies and bonus schemes, to office layout, use of technology, management styles and team dynamics. One of my biggest frustrations is that very often those within an organisation who understand what needs to be done to get top talent to work there are overruled by those who are focused on saving money, efficiencies and creating “lean and mean” environments.

We live in an era where competitive advantage is found less and less in the products and services a company offers - mainly because the competitors are so closely aligned that the market can’t tell the difference between them. We live an era where technology is pervasive, markets open, and global competition the norm. In such an era, the only really sustainable competitive advantage is your people. This is why there is currently a “war for talent” in every industry across the globe.
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Leading the Whatever Generation – the ‘Bright Young Things’

Leadership in today’s world is not easy. I suspect it has never ‘been easy’ but with the contemporary levels of complexity, connectedness and ubiquitous change these are indeed unique times in which to live and lead. The twin challenges that leaders face, that of leading diversity and understanding the inherent paradoxes, demands from leaders new mindsets that lead to new behaviours. All of this converges, like the Leader’s personal perfect storm, when it comes to leading Talent, or those we refer to as the, ‘Bright Young Things’. This article article explores six keys to understanding and leading Talent. It may even shed some light on those ‘Bright Young Things’ who inhabit your household! Continue reading ‘Leading the Whatever Generation – the ‘Bright Young Things’’

Hokule’a sets sail

According to Wikipedia:

HÅ?kÅ«le’a is a full-scale replica of a wooden sailing vessel (Polynesian voyaging canoe) used in ancient Hawaii. Its name means “star of gladness” in Hawaiian, and the name refers to the star Arcturus, a guiding zenith star for Hawaiian navigators, which falls directly overhead at HawaiÊ»i’s latitude.

It was built in 1975 by the Polynesian Voyaging Society, and is best known for its 1976 voyage from Hawaii to Tahiti, performed without modern navigational instruments. Since then HÅ?kÅ«le’a has completed seven voyages to various destinations in Polynesia and the United States, all using ancient wayfinding techniques of celestial navigation.

Most surfers are aware of it because in it’s second voyage in 1978, Eddie Aikau was lost at sea. Our (TomorrowLeaders) interest is because of our link to the Asia Pacific Leadership Programme in Hawaii for the past 5 years. Nainoa Thompson, a Hawaiian Navigator who has led most of the voyages, is a guest lecturer in the APLP programme.

This year it sets sail once again to Micronesia and Japan and two of the students from the APLP will be on board for different parts of the voyage.

The Hokule’a is a great story to read up on. Below I’ve listed some links around the current voyage. From there the options are endless for your own voyage of discovery.

Nuf Sed

Natural or Unnatural - that is the question

Currently reading Dotlich and Cairo’s book titled, ‘Unnatural Leadership’ with the subtitle, ‘Going against intuition and experience to develop ten new leadership instincts’. So what are these 10 ‘new leadership instincts’?

Well here they are in the order in which they were given…
Refuse to be a prisoner of experience
Expose your vunerabilities
Acknowledge your shadow side
Develop a right-verses-right decision making mentality
Create teams that create discomfort
Trust others before they earn it
Coach and teach rather than lead and inspire
Connect instead of create
Challenge the conventional wisdom

I then got to wondering just how it was that, in the corporate environment, we could have perverted that, which in the context of human relationships, was the natural order, to such as extent that it is now regarded as unnatural? It seems that what was originally unnatural was able to first usurp and then masquerade as the natural order but all that is about to change once more as the natural state of things turns unnatural in order to displace the real unnatural natural!

Ummmm.

Fat Cats march on in 2007

The last few years have seen obscene payments made to CEOs. The gap between what the top managers earn and what labourers in their factories earn has never been as wide as it is today (unless you go back to Feudal landlord days). Of course, if these top managers with all the pressures on them were delivering serious financial returns to shareholders on a consistent basis and developing not only short-term, but also long-term capacity and sustainable comeptitive advantage, then they deserve to be rewarded appropriately.

But the trend has been to pay bonuses and perks completely unrelated to performance. Even worse, is when badly performing CEOs leave a company (by choice, or pushed) they are often paid unbelievable severance packages, rather than simply being sent packing in disgrace!

Bob NardelliThere has been great hope that those fat cat days were a thing of the past, and that the backlash of shareholders would stop this trend. But 2007 has started with the departure of Home Depot’s Bob Nardelli (he had previously been on the GE shortlist to replace Jack Welch, and left when Immelt was appointed to that post). For the last 6 years, he has consistently been near the top of the list of “most overpaid CEOs”. This is particularly true because Home Depot has gone nowhere under his leadership. Under the terms of his contract, his severance package is worth $210m. Not too bad, considering that the share price on the day before his departure (3 January) was slightly less than it was when he took the job in 2000.

This is unbelievable, indefensible and immoral. Simple as that!

Luckily, it appears as if shareholder activism is working, and this hopefully will be one of the last of these sorts of fat cat payouts.

The Economist sums it up this way:

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The Financial Case for Leadership Development

Its one thing to all agree that it would be “a good thing” to have better leaders. At TomorrowLeaders.biz, Keith Coats, our resident leadership guru, calls these types of leaders Savvy Leaders. But, the typical business wants to know, “what’s the bottom line?” - how will having better leaders improve the profit line of the company.

The problem is that leadership development is often seen as just a cost. In the competitive world of business, companies sometimes decide to forgo leadership training in order to cut costs - especially in lean times. In a recent USA Bureau of Labor Statistics Report, the United States Department of Labor stated that the median tenure of employees aged 25 to 34 was 2.9 years. They also reported that management and professional occupations was only 5.0 years. Alarmingly, this was the highest median tenure among major occupational groups.

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Girl Scouts update for the 21st century - its all about leadership

Sept. 18 /PRNewswire/ (full report here) — As it approaches its 95th anniversary in 2007, Girl Scouting is undergoing a historic transformation to modernize the iconic organization and focus on leadership development for girls in the 21st century. Addressing each area of the organization, the transformation intends to revitalize the Girl Scout brand, create new fundraising models, improve volunteer systems, and significantly realign the national Girl Scout council infrastructure. The monumental changes have been designed to deliver a program that focuses on Girl Scouts’ core strength of leadership development, while also offering provable outcomes that benefit girls, families and communities.

The National Board of Directors also endorsed a more contemporary leadership philosophy, and renewed an organizational commitment to develop leadership skills based on the values of the Girl Scout Promise and Law. This leadership philosophy is captured by the new Girl Scout mission statement: “Girl Scouting builds girls of courage, confidence, and character who make the world a better place.”

Girl Scouting has identified some core tenets of its leadership philosophy — discover, connect and take action — which will form the basis of all Girl Scout activities beginning in October 2008. The ideas of discovery, connection and action reflect the Girl Scout view that leadership extends beyond holding a position of authority. In Girl Scouting, leadership is about self, others, community service and philanthropy. You can’t lead well unless you really understand yourself and have your set of values very well in place. Research, conducted from June 2005-2006 by the Girl Scout Research Institute (GSRI), shows most girls see the value of developing leadership skills and that girls define leadership in terms of the qualities a leader possesses and the actions she takes.

Succession Planning for owner-managers

A recent PricewaterhouseCoopers survey of 534 businesses in Canada found that 45% said they didn’t have succession plans. Of these, 90% were family-owned businesses. This is a disturbing finding, as only 16% said they had a plan ready to replace their top managers, but more than half the companies surveyed indicated their managers planned to retire in the next five years.

Many different research projects around the world have shown that about 70% of family businesses do not make it to the second generation, while only one out of 10 are still being run by a third-generation family member. While a lack of succession planning is not new, the world could face a crisis as baby-boomer business owners begin to retire.

There are many different ways to handle succession planning, and some specific, proven strategies to do so within a family-owned business. Whichever method is selected, the message is clear: the Boomers are not going to around forever, and they need to start putting a plan in place for their succession. We believe that we have created a fantastic approach - you can read more about it at http://www.tomorrowwisdom.biz.

The Attitude and Action of Authentic Leadership

In this thought-provoking article, Keith cuts across many of the myths of modern leadership to suggest one attitude and one action that truly authentic and savvy leaders need to take more seriously than they do. He is concerned that chasing after the leadership “gurus” is part of the reason that there is a global leadership crisis, and suggests that humbly embarking on a journey may be the best response by those leaders that want to go the distance.

Continue reading ‘The Attitude and Action of Authentic Leadership’