Posts Tagged 'EmotionalIntelligence'

The Ancient Chinese Science of Organisational Transformation

by LeaderShape Faculty Member, Maiqi Ma

China Business

‘IF A GOVERNMENT becomes unpopular, neither good nor bad policies would be welcomed.’ The words illustrate how the Chinese people value the trustworthiness of leaders and remind me of the so-called ‘Tacitus Trap’ (referring to the Roman philosopher), who asks:

Why are efforts to change such hard work? And, why is changing mind-sets and behaviours hard work too?

Employees who are asked report that their companies’ initiatives most often reinforce changes through formal mechanisms; role modelling is used least often.

I am not surprised. My diagnosis is that these companies lack a culture based in human relations. I would provide a prescription to the leaders derived from the ancient Chinese science of organisational transformation: ‘Letting your people understand the reasons, moving them on with affection, guiding them through self modelling and having an attractive benefits package.’ The prerequisite for these principles is… that the leaders should be virtuous!

This is the beginning of a journey to grow future leaders and develop teams that can speak the same leadership language. Why not take a look here?

According to the ‘Doctrine of Confucius and Mencius’, a virtuous leader should meet three conditions. Firstly, (s)he should let his people have a ‘certain livelihood’. My interpretation of ‘certain livelihood’ for nowadays is a ‘fair salary’ and most definitely not the ‘zero hours contract’ model. (One complaint I heard from a small company is that the business owner’s wife did very little work, never appeared in the office and yet had a much higher salary than the full-time staff.)

Secondly, they should teach people, not only about knowledge and skills but, more importantly, human relations. For example there should be a sense of righteousness between bosses and managers; between senior and junior levels, a proper order…The core of all relations is mutual respect and differentiation. Mencius says that ‘when the prince regards his ministers as his hands and feet, his ministers regard their prince as their stomach and heart; … when he regards them as the ground or as grass, they regard him as a robber and an enemy.’

Qing_Dynasty_Chess_pawnsI have heard many middle managers say that they are treated like pawns in a game of chess by their bosses. In many organisations, the bosses often seem to regard the shareholders as the most important associates, while staff are least important. At employee level, the attitude is often ‘this is not my business. I don’t care.’

Another complaint I have heard from some renowned companies is that frontline staff’s basic wages are the same regardless of individual levels of education and length of service. This is a source of irritation for the senior staff and results in a high turnover of employees. They feel that their expertise and loyalty are overlooked.

Third and last, the leader should ensure there is a wide sense of shared pleasure. I was once having lunch with a senior manager of one of the top 100 companies. He introduced a mini golf game right there in the staff canteen and said to me: ‘If you like, you can take a golf ball home. Our boss likes golf.’ I was impressed by his pride, but I did not take a golf ball with me!

Confucius says that virtue is like the North Pole star, which keeps its place and all the stars turn towards it. Mencius comments ‘when one by force subdues men, they do not submit to him in their hearts…when one subdues men by virtue, they are pleased deep in their hearts and will submit with sincerity.’ So, it is much better to say ‘What can I learn in order to influence or persuade my people to change?’ rather than ‘Changing mind-sets and behaviours is hard work.’

 

apptitleLeaderShaper for Organisational Development.

THERE IS NOTHING LIKE the LeaderShaper App to provide a sense of how Emotionally Intelligent (EI) your leaders and managers are; this is the first effective self-assessment tool available in this format.

 

Growth Accelerator

DEVELOPMENT PROGRAMMES that meet a need to be transformational or drive change should ideally use coaching skills from a facilitator. They are designed to create ownership and insights that provide the conditions for lasting change for the individuals/ team and organisation.

Unique expertise for high growth businesses

COMPANIES WITH THE POTENTIAL to rapidly increase their turnover and/or number of employees can now apply for the new GrowthAccelerator service designed to help England’s high-growth SMEs achieve their ambitions.  Leadership and Management (L&M) is an integral element of GrowthAccelerator, seeking to develop the capabilities of leaders and their senior teams and to drive business growth.  It offers valuable match funding worth up to £2,000 each to help develop your leadership and management skills and support the growth objectives of your business. Match funding significantly increases the value of senior management development programmes you invest in – so you gain more access to the tools and skills that are most relevant to your business needs.

Businesses that have been assessed as having the ambition, opportunity and capacity to achieve high growth will be offered leadership and management development. Your candidates will learn:
•    Effective personal leadership and management styles
•    How to lead and manage high performance
•    To plan and develop an effective organisation
•    To create a joint enterprise culture
•    How to sustain growth and continuous improvement
•    To embed a culture of innovation
•    Strategies for new market entry

Currently there is no limit on the number of senior managers that can be supported.  CONTACT US NOW  to find out if you are eligible and how we can work with you.  Funds are likely to be limited so it’s important not to delay if you have a Senior Management learning and development issue we can help you address.

Advantages for you
Being part of GrowthAccelerator helps grow your client base and introduces you to the largest network of high growth business experts ever put together in England.  This unique service provides the new connections and new ideas you need for your businesses to achieve rapid growth.


GrowthAccelerator is where …

AMBITIOUS businesses go for new connections and the new ideas they need to achieve their full potential.
THE SHARPEST business brains gather to share knowledge and expertise
DRIVEN businesses go to realise their greatest ambitions
FORWARD-thinking businesses find the inspiration to leap ahead of their competitors.

Topics you may wish to tackle include:

  • Leadership styles and the role of the leader
  • Change management
  • Communication of your strategy
  • Performance management
  • Sales and marketing
  • Innovation and culture
  • Quality and continuous improvement innovation

and more….

Case Study
See how we have helped SME company, Poolia Parker Bridge develop its leaders.

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Thinking like a patient, acting like a taxpayer, behaving like an emotionally intelligent leader

THE NEW NHS England CEO, Simon Stevens, is a breath of fresh air. He is offering new perspectives on the challenge to leaders, and one key message, recognised by the Nuffield Trust, is the need for organisations to work across boundaries, and to abandon a top-down approach in favour of establishing new models of care that work locally.

This is demanding for board members – how can you get the right sort of change while devolving decisions about that change? The answer Simon Stevens offers, and he is right, is to develop “values-based leadership” to create a climate conducive to the right sort of change. This will take emotionally intelligent leaders, and a questioning and challenging board, working in the interests of the public and not within organisational silos.
See Simon Stevens’ speech to the NHS Confederation here

And we have provided the response from the Nuffield Trust also.

The LeaderShape Faculty has worked with many boards and directors in the NHS to develop leadership and build strategies, so please get in touch on contact@leadershape.biz if you would like to discuss these issues with us.

Regards

Duncan Enright, LeaderShape.

 

Amazon, Publishers and Us

FIRST, LET’S AGREE – Amazon is not a bookseller, though that is how it began life. It is a multiple retailer, a Walmart of the web and an internet chainstore of everything.

Amazon is one of the dominant commercial powers of our age, though not consistently profitable it has the ability to be so at the flick of a switch. It can and does put competitors out of business. It has ambitions and has made forays into product development as well as retailing. It is a behemoth, straddling the world right now. But can it be a successful book publisher? A new article in the New Yorker discusses its progress in the world of books.

Continue reading ‘Amazon, Publishers and Us’

CIPD review of Leadership Assessment for Talent Development

CIPD – People Management Magazine review

THANKS TO the CIPD’s professional journal, People Management, who reviewed John Knights and Tony Wall’s top-rated publication Leadership Assessment for Talent Development, saying:

From nine leading academics and consultants comes a thoroughly modern take on judging leaders, reflecting a world in which “knowledge is increasingly available to everyone.” By necessity there’s an emphasis on broader interpersonal skills rather than strategic (in particular the idea of the “transpersonal leader” gets a great deal of discussion), but this is still an engrossing guide for leaders or the HR directors empowering them, with some excellent analytical digressions on storytelling, coaching and diagnosing executive blind spots.

Global leadership development

GreenFern Shoots Up in India 
WE ARE PLEASED to announce a strategic development with GreenFern Leadership and Strategic Consulting Pvt. Ltd. This forward-looking company is now a Business Partner of LeaderShape in India. 

Two of GreenFern’s directors, Mohandas Menon and Jagdish Kini, also join us as Faculty Members. They have an excellent track record in business and are noted for their high ethical standards.

Managing Partner of LeaderShape India, Nikhil Nehru, says: “These new relationships will add to our expanding, dynamic team, working across India.”

And reaching further…
WE ALSO WELCOME Bangalore-based Vinesh Singh. Since 2006, he was a Vice President at India’s largest private sector company, Reliance Industries. With an academic background in management and finance from the UK and India, he has over two decades of retail sector experience with leading multinational, Bata India, in areas including Finance, Corporate and Project Management.

INVITATION: Tomorrow’s Leadership: Leaders are made, not born with Dame Helen Alexander, Peter Cheese and John Knights, Tuesday 26 November

Leaders are Made, not Born! 

‘Tomorrow’s Leadership’ series    5.00pm, Tuesday 26 November
Gresham College, Barnard’s Inn Hall, Holborn, London, EC1N 2HH

Registration: from 5.00pm for a prompt 5.30pm start and a 7.30pm finish.  Event is followed by a drinks reception.
Welcome:
Tony Manwaring, Chief Executive, Tomorrow’s Company
Key contributors and panel:
Dame Helen Alexander, Chairman, UBM plc & Chancellor, University of Southampton
Peter Cheese, Chief Executive, CIPD
John Knights, Chairman, Leadershape
Closing remarks: Peter Cheese, Chief Executive, CIPD

During the event we will be tweeting using the following hashtag: #TomorrowsLeadership

REGISTER HERE
We are delighted to invite you to the second event of our new programme Tomorrow’s Leadership, in partnership with the CIPD, where we will be exploring the core theme: leaders are made, not born.

The importance of leadership is well acknowledged. It is often argued that we need to go beyond a top-down and charismatic model of leadership; leadership must be fit for purpose for the new understanding of delivering organisational success, where power is distributed, and trust and authenticity are at a premium. So how in practice do we encourage and enable servant leadership which empowers and harnesses the talent of people inside and beyond the organisation critical to achieving success?

We will be joined at this event by three outstanding speakers, leaders and practitioners alike, to explore this key agenda with us:

Dame Helen Alexander, who has vast experience of business leadership in practice, will be providing the practitioner’s point of view. She is Chairman of the UBM Plc, and of the Port of London Authority, non-executive director at Rolls-Royce and esure plc, Senior Adviser to Bain Capital, and Chancellor of the University of Southampton. She began her publishing career at Gerald Duckworth and Faber & Faber, moving to The Economist in 1985 as Marketing Manager. She became Managing Director of The Economist Intelligence Unit in 1993 and in 1997 became Chief Executive of The Economist Group. Dame Helen was Chief Executive for 11 years until she stepped down in June 2008. In addition to her experience at the helm of an international business, Dame Helen also has extensive board experience across a range of sectors. She was a non-executive director at Northern Foods plc from 1994 to 2002, at BT plc from 1998 to 2002 and at Centrica plc from 2003 to 2011. Helen was President of the Confederation of British Industry (CBI) 2009-11.

John Knights, Chairman of Leadershape, will reflect on the development of leaders in practice, particularly by drawing on his new book “Leadership Assessment for Talent Development”. John is an experienced senior executive coach and facilitator, and an expert in emotional intelligence, transpersonal leadership and neuro-leadership. He has been a senior executive in major international corporations, a serial entrepreneur and lecturer at Oxford University. He is author of The Invisible Elephant & The Pyramid Treasure and has written for HR Magazine.

Also joining us will be Peter Cheese, Chief Executive of the CIPD. Peter holds the professional perspective in terms of what this means for the future leadership and HR at all levels of the organisation. Prior to joining CIPD in 2012 he spent 30 years working at Accenture, culminating in a 7 year spell as Global Managing Director leading the firm’s Talent and Organisation Performance Consulting Practice. He also held various executive sponsorship positions for Accenture’s firm-wide skills and capability development programs, and the firm’s global Human Capital and Talent Strategy. He isan Executive Fellow at the London Business School, associated with the faculties of Strategic Management and Organisational Behaviour.

We look forward to you joining Helen, Peter and John for what promises to be a special event examining what it means to be an exceptional leader.

This event is part of Tomorrow’s Leadership – a high profile programme of events and activities with leading figures from business and other organisations to explore the issues which will shape the agenda for tomorrow’s leaders today – led by CIPD in partnership with Tomorrow’s Company.

In our first event Kevin Murray, Chairman of the Good Relations Group talked about how inspiring communication can make the difference between poor performance and delivering lasting success and resilience and Paul Drecshler, Chief Executive of Wates Group outlined how his company, taking into account the importance of leadership at every level of the organisation, has delivered outstanding business success. This was followed by a lively Q&A with a full and varied audience of people who are leaders in their own organisations.