On July 12th, the FT published an article headlined “The UK’s productivity problem: the curse of the ‘accidental manager”, you can find it here – https://www.ft.com/content/b96ce8f2-5dd9-11e8-ad91-e01af256df68.
Are pork pies good for you?
It is somewhat disquieting to read that the “Peter principle”, see https://en.wikipedia.org/wiki/Peter_principle, continues to thrive in UK business. Our poor productivity performance arises because too many people gain promotion into managerial roles beyond their level of natural competence. However, in the firm featured in the FT article performance is improving.
It strikes me, however, that simply hanging up figures of Superman (is this unconscious bias by the firm’s leaders?), and doling out pork pies are rather superficial practices. The only likely outcome of this epicurean approach is hardened arteries.
The firm’s performance growth is due to its managers doing something much more profound, i.e. the way they “serve” their employees, see Robert Greenleaf’s Servant Leadership, https://www.amazon.co.uk/Power-Servant-Leadership-Robert-K-Greenleaf/dp/1576750353/ref=sr_1_3?ie=UTF8&qid=1531821205&sr=8-3&keywords=robert+greenleaf.
At the simplest level, they should be talking to their employees as equal partners striving for success. When this is achieved, I hope they’re rewarded with more than cholesterol laden pies!
Continue reading “The curse of the accidental manager”
“In order to prove to yourself what you are capable of doing, you need to step out your comfort zone, otherwise you are limiting yourself and you will never grow”, sounds familiar?.
Continue reading “Totito’s space (The comfort zone)”
Strategic decision making – is it history?
In 1977, the historian Alfred Chandler of Harvard Business School published a seminal book on the history of strategic decision making at the highest levels of American firms, including General Motors, DuPont, Standard Oil and Sears Roebuck. Of these, GM and DuPont remain strong businesses. Standard was broken up as in illegal monopoly in early 20th century although its progeny, Exxon-Mobil and Chevron, continue to thrive. Sears struggles as do so many retailers in the face of the storm called Amazon. The book is called “The Visible Hand: The Managerial Revolution in American Business”. From the book comes a maxim that I believe still rings true. It is attributed to Alfred Sloane, one of GM’s founders. The maxim is, “Structure follows strategy”.
Continue reading “Strategy and structure: squaring a necessary circle”
To you as a leader it’s Business Transformation. To people at the sharp end of the business it means Change. And many people don’t like the thought of forthcoming change – in fact they fear it, or put another way are change resistant. And many times when the change arrives they suffer a feeling of deep loss – like mourning. So what is the role of the Leadership Coach in a period of business transformation and change?
Continue reading “Resistance to Change and the role of the Coach”
Never hold back the thoughts that matter the most , just wait for the ideal when, where, how and to whom you shall speak your mind, it will make a whole difference. Continue reading “I rather not speak, she said”