During these difficult times, there’s constant anxiety on both a personal and professional level. Everyone is on high alert about their own health, as well as their loved ones. For those negatively impacted economically, there’s fear about making rent and paying bills. And for those still working, many are trying to adjust to an office job performed from a kitchen table or the living room sofa. But individual responses to the coronavirus aren’t the only change in the current environment. There’s also pressure on organisations to find ways to adjust. Some companies are considering permanently switching to remote
If we told you that one of the hot new trends for socialising was throwing axes — at a bar, no less – you might tell us that is so early 2018. But if we told you axe-throwing has become an increasingly common corporate event? (Come on, you didn’t see that coming, really. And if you work in the insurance sector, you might not for a while yet.) At best, such unusual corporate-sponsored activities seem inextricably linked with Silicon Valley start-ups. But established, more traditional companies are increasingly realising the importance of modernising their employee recruiting and hiring strategies, in
Since the Great Recession of the late 2000s and early 2010s, trust in leaders and institutions has been consistently eroding or remaining stagnant. In the business world, trust in top management is vital for ensuring that employees internalize the strategies and goals of the entire company. A lack of trust can challenge the efforts of CEOs, top management teams and their Boards of Directors when they are trying to gain broad, sometimes, global followership for growth or transformation plans.
The Typical Approach – Trickle Down
In an effort to build trust and influence the company, CEOs and their teams
The world of business is competitive, there is no doubt about it. The goal of the game is making money: Driving growth and reaping profit. As the competition becomes more intense the stakes get higher and our emotions can often let us down.
In this competitive ‘dog-eat-dog’ environment an inherent human tendency will sometimes emerge. Employees can start to adopt an “us vs. them” attitude, even within the same company. Your teams will then start to compete with each other, and not in the good sense. Different parts of the organization may try to out maneuver each other, sometimes in front
At one point in the Disney animated film Peter Pan the Lost Boys sing:
Following the leader, the leader, the leader. We’re following the leader wherever he may go. Tee dum, tee dee, A teedle ee do tee day, Tee dum, tee dee. It’s part of the game we play.
Did you ever wonder if there are rules for following the leader? In the game of business is there opportunity for a differentiated playbook when you are follower? Or, should you just ‘keep your head down and do as you are told?’
I was curious about this so I
It started out professional enough. Well, somewhat.
It was merely acknowledgment of the charisma, potential and talent of a leader with future potential. Whom she also thought was handsome…in a company that didn’t have a large pool of ‘pleasing to the eye’ male leaders. Every time he spoke she was inspired. I mean, who couldn’t help be inspired by his energy, passion, vision (and that smile…)?!
As time went on she continued to amass evidence on his:
- brilliant (?) leadership potential
- admire his dashing good looks
- be enamored by his observations of the market conditions
- be inspired in his presence
…all the while
I want to tell you a story about two leaders I worked with back when I was a management consultant. They were peers and senior leaders in the same company. Both were in similar roles and in charge of very large teams. We will call them James and Richard. Made-up names, for sure, but their story is very real. In fact it is a story that I saw regularly played out in clients across the world. The story doesn’t end happy or sad, but billions of dollars were lost and I learned a valuable distinction about success in business that I want
I love rebels. I admire those leaders who can see a different future and are able to pull it into the present. They play by their own rules. They don’t conform to status-quo or dogma. Yes, I still get goose bumps when I watch the ‘Here’s to the crazy ones…’ commercial from Apple.
Here’s a shout out to a leader who thinks differently – Bordeaux winemaker Jean Gautreau. I think there are several important lessons we can learn from his success.
In 1969 Sociando-Mallet was a forgotten and derelict property on Bordeaux’s Left Bank. Over the past five decades, through considerable expansion
I am only one of two corporate psychologists I know of who has worked at the bottom of a coal mine, let alone one in a remote part of Africa. There I learned three important lessons about decision-making, teams, leadership and social impact.
I place a high value on rolling up my sleeves and getting out in the field to actually see customers and products in action. If I didn’t, I would become distanced from reality
I once had a client in the mining industry. While working out in the field with some of the leaders, my colleague Bill and I had