Editor Atlarge (Page 4)

In: Crisis Management, Innovation, Leadership, Strategy

Synopsis of an article from London Business School by Michael Jacobides and Stefan Stern, Published 1st May 2020 In this article the authors ask us to consider how your company will get through the pandemic successfully they go onto challenge us to rethink and reinvent business and leadership models. To cope with the crisis you may need to make very significant and rapid changes, but given the fact that you are doing this during a crisis may lead to inertia, doubt or fear. Crisis Leadership Looks Different Leaders must respond directly and address the realities, staff are looking for their leaders to provide honest, simple, clear and direct messages. “When the situation is dire people need to be told,” he says. “You have to have a clear, bold, realistic narrative.” Provide a clear sense of direction, which is robust and consistently communicated – even if it is not good news.Continue Reading

In: Human Capital, Motivation

Synopsis of an article from SmartBrief by Susan Fowler, Published 6th July 2020 Susan uses the 1972 study into delayed gratification otherwise known as the ‘Marshmallow Study‘ where four year old children were asked to wait 15 minutes to eat a marshmallow, if they waited they got a second marshmallow. The concept of self discipline, the researchers went back to the same children 15 years later (now 18 or 19 years old). It is amusing to watch the video. “Children who had been able to delay their gratification for the marshmallow the longest — those with the greatest degree of self-regulation — had higher life-measure scores. Researchers postulated that children with high-quality self-regulation had greater later-life success.”  Lessons Learned There is greater self regulation in the environments where promises are kept, because there is greater trust that the delayed gratification will be rewarded. Optimal motivation comes from our lived experiences,Continue Reading

Self Sabotage

In: Burn Out, Career Development, Resilience

Synopsis of an article from Fast Company, by Evelyn Marinoff, Published 7th July 2020 Evelyn explores why that even when we have worked so hard to achieve a goal, we self sabotage our own attempts. There are so many ways we do this for example – watching Netflix not working on an important presentation, not going to the dentist for regular checkups, ordering takeaway when you are on a diet, the list goes on. “Self-sabotage is the action we take to thwart our own best intentions and goals. We do it because we want something, and then we fear that we may actually get it, that we won’t be able to handle it, and so we ruin everything—be it getting a promotion, finding the perfect relationship, or starting a business. So why not save ourselves from the pain, the embarrassment, the disappointment if we mess up and kill all theContinue Reading

Ways to Lead

In: Collaboration, Leadership, Trust, Virtual Teams

Synopsis of an article from Forbes, by Benjamin Laker, Published 6th July 2020 In this article Benjamin looks at ‘Respect Trumps Harmony’ a new book from Rachel Robertson who also published ‘Leading on the Edge’ which is an account and the learnings from her expedition to Antartica. The key points that Rachel makes are that now is the perfect time for leaders to reset, redefine and to clarify. To re-set the cultural boundaries, to redefine the rituals and clarify team expectations. Establish what worked in our old rituals and behaviours and what should be ‘ditched’. Three tools that any leaders can use: No TrianglesPractice only having direct conversations to build respect and collaboration. ‘‘We had a simple rule that went ‘I don’t speak to you about him, or you don’t speak to me about her.’ No Triangles go direct to the source”, Rachael said. Manage Your Bacon WarsAs you returnContinue Reading

In: Collaboration, Crisis Management, Leadership, Trust

Synopsis of an article from Chief Executive by Dale Buss, Published 1st July 2020 This article interviews Stew Leonard, CEO of the Northeast Grocery Chain and learns from the practical changes he put in place for the US group as the pandemic has transformed how people work. “No one ever really gets tested until a crisis happens,” Leonard told Chief Executive. “Then some people rise to the occasion. It’s like when people are going through tough times in their life: Some friends avoid them, but others knock on their doors and say, ‘How can I help you?’” Leonard explained how his store managers and leaders worked to build trust with customers and with staff. They did this by continuing to trial ideas and communicate the best practices as they went. Leonard established a number of principles for his team and shared them across the leadership team with an ‘informal scorecard’ to trackContinue Reading

Best_Practices

In: Collaboration, Teams

Synopsis of an article from The Heart of Innovation by Mitch Ditkoff published 26th June 2020 In this article Mitch outlines 10 reasons why Best Practices are often not shared. Why don’t people like to share what works and the best ways to get things done. Command and controlThe hierarchy of organisations often stops sharing; because ideas shared freely and widely have potential to change the status quo. Sharing and applying those learnings from another part of the business can see credit going to a competitor, the perception of new work or re-work. Lack of a clear or compelling vision for successKeeping teams aligned and working effectively is a critical to a teams effectiveness, with out a strong impetus for change most people will stay with the traditional practices and not seek to learn or grow. Lack of a sense of interdependenceA common reason people don’t share best practices isContinue Reading

In: Career Development, Human Capital

Synopis of an article from Forbes by Kathy Caprino, published 28th June 2020 Kathy explains that she has found many of the professionals that she is connected with are using this ‘unprecedented time’ to reset and consider how to get back to the career that they are really seeking out. Many people are “realising that no job or career is truly safe and secure”, so why not use this time to get on with doing something you really love. She provides four steps: 1. Stop focusing only on applying onlineYou have probably heard that more than 80% of jobs are not found online many of those jobs are not listed anywhere, so don’t expect that you will find those great jobs just by applying to what you see online. Effective and Powerful Networking are required to bring yourself to market, and that means connecting with and cultivating relationships with theContinue Reading

In: Influence, Networking

Synopsis of an article from SmartBrief Leadership by Art Pretty, Published 25th June 2020 In this article Art shares some ideas and approaches on how you can build your network and collaborate more effectively across your organisation (without compromising your values). The ‘facts of organizational life’ Organisational politics are everywhere and sadly there is no escaping it, from the parent teacher association to community sports to the executive team. Some how in all environments where decision making authority exists, so too does the politics around making those decisions. “That’s workplace power. The challenge for everyone else is how to either cultivate power organically or to tap into decision-makers’ power.” Three approaches for growing your influence at work 1. Develop strong networks to help grow your influence Building a strong network provides support, guidance and insider knowledge. “It gives you access to private information and individuals with unique skill sets.” SoContinue Reading

Negotiating a Pay Rise

In: Leadership, Negotiating

Synopsis of an article from Fast Company by Suzanne De Janasz, Published 26th June 2020. Suzanne takes us through the challenges of how to ask for a (potentially much deserved) pay rise during a Pandemic. “Remember, you don’t get what you don’t ask for. The challenge lies in how you ask.“ KNOW YOUR WORTH Any negotiation starts by knowing what the price the market will bear, and the way to find out what that number is comes from research. You need to look at what your skills, your experience, your education, the roles responsibilities and the roles accountabilities are worth in the market. But that is just the starting point. You need to be clear and put a value on the benefits or efficiencies that you have directly delivered. WHAT IF THE BOSS SAYS “NO” Being clear on what you believe that you are worth in the role is the fist stepContinue Reading

How to recover from burn out

In: Burn Out, Resilience

Synopsis of an article on Thought Leaders by Jon Wortmann published 24th June 2020. In this article Jon explains how work pressure and feeling tired can lead to burn out and exhaustion. The symptoms of burn out at work have three clear symptoms that all leaders must watch out for in ourselves and in others: chronic metal or emotional fatigue, cynicism and dissatisfaction. “Are you consistently exhausted, irritated with the people around you, bothered by issues that used to roll off your back?” Are you consistently exhausted, irritated with the people around you, bothered by issues that used to roll off your back? “Do you find yourself more critical than normal, judging and picking apart people and situations with an edge that isn’t who are or want to be?“ Do you find yourself more critical than normal, judging and picking apart people and situations with an edge that isn’t whoContinue Reading