management

management

Nora Ghaoui explains why there are benefits to being on the outside looking in. 

When you’re trying to tackle a business challenge, what you can solve and how you can solve it depends on the position that you are in, not on the skills that you have.

As I have switched roles between management and consulting, I have learned that when you’re on the inside (as a manager) you can’t use the tools from the outside (of a consultant) and vice versa. When you’re on the inside, you might need someone on the outside to help you.

As a manager, you understand a business challenge in detail: its complexity, its implications, and the views of the stakeholders. You see all the trees, perhaps you can see the forest, but you are in the middle of it. Your responsibilities and interests colour your view, because you are there to get a certain job done.

And next to this challenge, you are dealing with all the other challenges that are part of your job. The tools you have include the authority to get things done, but you’re limited to the scope of your authority.

As a consultant, you stand on the outside, look at all the different views, and you don’t know all the details. You’re looking for the salient points, the bits that have been overlooked, the slightly different angle to take that will help this group of people set off in a different direction since they’re stuck in this one.

You see the forest, some of the trees, and you can circle around looking at it from different positions. The job you are trying to get done is this specific challenge, and you may be aware of others, but you can ignore them for now. The tools you have include your ability to paint a persuasive picture, so the people with authority can get things done.

 

Read the full article, You Can’t Be on the Inside and on the Outside at the Same Time, on Veridia.nl. 

 

David Hensley shares an article on management and leadership styles. 

We’ve observed – as we’re sure you have – that different managers and leaders have very different management/leadership styles. And that those styles don’t always fit the expectations of their organisations.

We’ve also noted that whilst the miscommunication and dysfunctionality that a mis-match causes in an organisation is a common topic for discussion, particularly around the water fountain or in the bar after work, there is typically little analytical discussion about the causes of this.

One of the reasons for this, we believe, is that there is little common vocabulary or taxonomy to use to discuss it, so it is difficult to categorize the presenting or expected leadership style.

Leadership of the Future

In some recent work we were doing, preparing for a speech on the Future of Leadership that Piret gave at the Brave World Conference in Tallinn in May 2018, we were influenced by the work of Simon Sinek, Frederic Laloux and others in describing future leadership as Purpose-driven. We contrasted this with the traditional Power-driven command and control model and the contemporary Performance-driven model. Each has a different objective set and a different management style.

We saw that these were actually three different paradigms of management/leadership, and realised that each one can be done effectively or ineffectively, and that the effectiveness depends on the socio-political environment as well as on the capabilities of the leader and on the alignment of the organisations’ people, policies and systems.

We then came to think – contrary to Laloux’s evolutionary model – that this is not a simple past-present-future sequence, but that the different paradigms have co-existed in different contexts over centuries.

 

Key points include:

  • Organization and culture
  • Changes over time
  • Moving forward

Read the full article, The 3 Management Paradigms, on HensleyPartners.com.

 

Robyn Bolton recently had an article published in Forbes that is designed to help business leaders and managers get the best results from proactive employees. 

One of the first pieces of professional advice many people receive from their managers is, “Bring me solutions, not problems.”

From my perspective, this is good coaching because it teaches people to be problem-solvers, to think critically about the problems they see and to take ownership for solving them.

But if you have ever followed that advice and brought your manager a solution instead of a problem, you might have been left feeling your manager wanted neither the problem nor the solution. The reason? In my experience, most solutions are met with silence. The manager might nod, thank the person for bringing the problem to their attention and suggesting a solution, and carry on as if nothing happened.

This reaction is likely not because the solution isn’t appreciated but because no one ever gave the manager advice on what to do when someone does bring a solution instead of a problem. In these instances, I recommend asking the following five questions when someone brings you an idea:

 

Key points include:

  • Identifying the problem
  • Investigation of the solution
  • The passion driver

 

Read the full article, Five Questions To Ask When An Employee Brings You An Idea, on Forbes.

 

 

David Hensley shares a post on management that looks at the socio-political environment, the capabilities of the leader, and the alignment of the organisations’ people, policies and systems as the basis for the development of three paradigms.

We’ve observed – as we’re sure you have – that different managers and leaders have very different management/leadership styles. And that those styles don’t always fit the expectations of their organisations.

We’ve also noted that whilst the miscommunication and dysfunctionality that a mis-match causes in an organisation is a common topic for discussion, particularly around the water fountain or in the bar after work, there is typically little analytical discussion about the causes of this.

One of the reasons for this, we believe, is that there is little common vocabulary or taxonomy to use to discuss it, so it is difficult to categorize the presenting or expected leadership style.

Leadership of the Future

In some recent work we were doing, preparing for a speech on the Future of Leadership that Piret gave at the Brave World Conference in Tallinn in May 2018, we were influenced by the work of Simon Sinek, Frederic Laloux and others in describing future leadership as Purpose-driven. We contrasted this with the traditional Power-driven command and control model and the contemporary Performance-driven model. Each has a different objective set and a different management style.

We saw that these were actually three different paradigms of management/leadership, and realised that each one can be done effectively or ineffectively, and that the effectiveness depends on the socio-political environment as well as on the capabilities of the leader and on the alignment of the organisations’ people, policies and systems.

 

Key points include:

  • Organisation and culture
  • Changes over time
  • Case Example

 

Read the full article, The Three Management Paradigms, on hensleypartners.com. 

 

 

Surbhee Grover takes a moment to think about the future and how the Coronavirus will change the way we work and live.

 

Our lives, as we’ve known them, have come to a grinding halt. What will the world look like when the music starts again?

In the time we are not obsessing with COVID-19 updates, or trying to revive the business; ensure availability of dog food (and wine), and survive homeschooling, some of us are starting to wonder what the future holds. Here’s my initial take on what comes after. These are not analytical forecasts, nor predictions – it is too soon for that, the data is too sparse, things are still too raw, and emotions too fickle. These are merely anecdote and observation-inspired musings, intended as stimulus to spark a discussion.

 

Key areas covered in this article:

  • Work from home culture
  • Education
  • Relationships
  • The benefits for dogs, the drawback for cats

 

Read the full article on LinkedIn.

 

Diane Mulcahy interviews Krystal Hicks to find out why some companies don’t hire remote employees, and how the Gig Economy has shifted the power balance between employers and employees.

 

Krystal Hicks is the founder of JOBTALK, a company that grew out of her side gig providing talent, recruiting, and job-hunting advice to companies and individuals. Before going out on her own, she managed U.S. Talent Acquisition for the Swiss chocolate maker Lindt, and was the former Director of Career Services at the University of New Hampshire.

 

Points they discuss include:

 

  1. Leaders lacking trust
  2. Managerial Darwinism
  3. The power balance between employers and employees
  4. Understanding what employees want

 

Read the full article, Women In The Gig Economy: Krystal Hicks On Why Companies Don’t Trust Their Employees, on the Forbes Inc. website.

To inspire successful innovation, Kaihan Krippendorff explains why the composition of the founding team is crucial and why the first step should be to find a sherpa. He provides six questions to help you assess and secure a powerful advocate to lead the team.

That historic moment when the perfect team unifies beyond an opportunity, pregnant with possibility, is the essential scene of any great innovation legend: think Jobs and Wozniak when they created Apple, Gates and Allen with Microsoft, or Page and Brin with Google.

This is why so many books and professors and venture capitalists focus on the composition of the founding team – you want more than one person but fewer than seven, the right mix of personality types (Roger Hamilton offers a useful framework), and a balance of skills (the hacker, hustler, and hipster).  But here is the problem. More than 70% of society’s most transformative innovations have come from employees, not entrepreneurs, and forming a team around an innovation idea as an employee is a fundamentally different challenge.

 

Read the full article, Your Innovation Needs a Sponsor… Here are 6 Signs You Have the Right One, on the Outthinker website.

Geoff Wilson explains what Andrew Luck’s recent retirement from football should teach executives about protecting top talent.

If you are an organizational leader who is leaning on a few star talents surrounded by a supporting cast of also-rans to ‘gut it out’ on a daily basis, you are playing a very dangerous game. Because when your top talent has had enough–when you have extracted enough of their soul by asking them to jump on yet another grenade dropped by a poor performing organization–it will be fully justified to go elsewhere.

And, if you aren’t doing this explicitly, it might be good to take a moment and reflect on whether you are doing this implicitly.  Take a look at the team you lead and ask whether you are leaning a bit too heavily on a talented few.  Take a look at the organization you lead and ask whether you are counting too much on a few talented teams to carry the rest of the organization.

Do this not because you have the time to do it.  Nobody does.  Do it because you can’t afford to grind your top talent down to a joyless nub.

 

Read the full article, What Andrew Luck just taught us about protecting top talent, on Wilson Growth Partners’ website.

Dan Markovitz provides a reality check on the concept of management by walking around (MBWA); how the leaders at organizations embracing lean take a different approach, and why the latter is better than the former.

Theodore Kinni argues in Strategy + Business that leaders must practice management by walking around (MBWA), a concept popularized by Tom Peters and Bob Waterman in their seminal book, In Search of Excellence. That’s the best way for them to stay connected to their businesses and understand what’s really happening with their customers. As Peters puts it, “The real meaning [of MBWA] was that you can’t lead from your office/cubicle.”

I’ve got no problem with the concept—after all, it’s similar to the lean precept of genchi gembutsu, or going to the gemba.

But here’s the problem with MBWA: it’s essentially unstructured.

 

Read the full article, Please, Not Another Argument for MBWA, on Dan’s website.