Posts Tagged 'EthicalLeadership'

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.

 

The Arms Race in Journals Publishing Heats Up

Joe EI ALWAYS LOVE veteran author and publisher Joe Esposito’s thoughts. He is a witty and astute observer with the valuable eye of an experienced and passionate participant in research and scholarly publishing.

This year Joe has done a lot of work looking at society publishing, which is all well worth reading. The extent to which a professional or scientific society relies on publishing as a way of fulfilling its mission can vary greatly; some societies see their journals and books as the very core of their offering, whereas for others they are cash cows to support other member activity. Either way there are a bewildering range of options and new challenges thrown up by the digital shift. Commercial publishers have a lot to offer.

In this article Joe describes neatly what commercial publishers can and do offer societies (in addition to the obvious: sometimes enormous sums of money).

Looking at this from the publisher’s point of view, there are also untapped benefits (as well as the obvious financial return, “bulking up” and niche domination) from associating with societies. These include acquiring credibility, access to domain expertise, the creation or strengthening of communities or networks of authors, and perhaps strategic growth into new geographies and subject areas.

Of course there is also a very human side of this. Staff in publishing companies often come from academic backgrounds and look for the personal validation that comes from rubbing shoulders with society grandees. For a while I was, though a pretty humble physics grad, the publisher of the outstanding Landau and Lifshitz series of textbooks – The Course of Theoretical Physics. It makes me proud still, though all I did was keep them in print for a few years.

Club Elsevier, as mentioned at the end of Joe’s blog post, is much more fun when the disco floor is full of big-name society people and famous authors.

Did you know that, as an SME business, you could be eligible for Growth Accelerator match funding up to £2,000 to meet your Leadership Development needs within the business?  APPLY NOW – funds are limited and we’d be delighted to help you meet your business ambitions.

A challenge for the book industry?

2014-01-09T211337Z_4_CBREA0812MG00_RTROPTP_3_BARNESANDNOBLE-RESULTS_originalWHAT IS CHANGING is not the popularity or usefulness of the book, but the way authors create and share, and readers find and enjoy them.
Continue reading ‘A challenge for the book industry?’

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’

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.

Grow the right business leaders for tomorrow.

51iHC9FJNRL._SL110_LEADERSHAPE’S UNIQUE PUBLICATION …has reached no. 35 in the Amazon Best Seller’s Rank for Training – and highest position of Top 1% on the Amazon Best Seller’s Rank (out of 6m!)

SENIOR BUSINESS AND ACADEMIC leaders from Tata Management Training Centre, Claire’s Stores, Henley Business School and the Chartered Institute of Personal Development (CIPD) have endorsed a unique publication showing how organisations can grow and develop tomorrow’s leaders, in-house.

Co-author/editor of Leadership Assessment for Talent Development,  John Knights, Chairman and co-founder of LeaderShape says:

Many of today’s leaders reach the organisational pinnacle because they are great at getting there, not because they are a great leader when they arrive. We need to identify and develop those people who will be excellent when they are in the top position.

The publication highlights a new roadmap for CEOs, Directors, Managers and HR professionals, detailing how organisations can use assessment tools to go far beyond recruitment and selection; the aim is to recognise and develop key individuals, as part of a comprehensive talent management and development strategy.  Researched and authored by several members of LeaderShape and the University of Chester’s Centre for Work Related Studies faculties, the extensive source material covers well known public and private sector bodies, as well as family firms and SMEs, collected over 15 years.
Director of LeaderShape and contributing author, Danielle Grant says:

Business professionals needing to pinpoint future leaders will not want to be without this state-of-the-art blueprint for success.  Leadership Assessment for Talent Development goes beyond recruitment to position assessment as a central, strategic activity. It demonstrates how to apply a connected process that accelerates behavioural change and facilitates engagement and enables in-house talent.  It is an authentic and essential companion for managers in any field who want to equip their company with talented employees, to be fit for future success.

The book is also edited by Senior Lecturer (Associate Professor) at the University of Chester, Tony Wall, who lectures in the University’s Centre for Work Related Studies (CWRS) and is a specialist in personal and organisational transformation. The Centre exists to promote the University’s internationally recognised expertise in the fields of work-based learning.
Tony says:

In conducting research into the leadership needs, strengths and blind spots, we found some fascinating trends which are crucial for everyone dealing with talent management and leadership to know. The book tackles these head on, using leadership assessment as one of the most efficient and effective ways to direct talent management budgets for optimal impact. The book is focused on the ‘how to’ of ensuring you get every ounce of value from leadership assessments.

The book, published by Kogan Page, profiles step-by-step how to boost existing talent and, through extensive real-world case studies, highlights the practical application of powerful, bespoke leadership assessment processes. Reviewing the publication,
Peter Collyer, Senior Vice President, Global Human Resources, Claire’s Stores, Inc said:

A child in their favorite toy store…….that is how this book will make any inquisitive HR Executive or Business Leader feel, when they delve into the rich insights, learnings and opportunities this book provides! For any “self-aware, development-hungry leader” who strives to be successful, this provides both immediate and long-term direction on how to excel as a business and a leader whilst encouraging us to become an exceptional role model for future generations.

Shubhro Sen, Director, TATA Management Training Centre commented:

A timely and insightful treatise on a subject of central importance to every organisation today. Essential learning for all professionals engaged in leadership and talent development.

Dr Barry Z. Posner, Accolti Professor of Leadership, Santa Clara University co-authored The Leadership Challenge, selected as one of the top ten leadership books of all time. He added:

Without leadership, organisations (and nations) perish; this is why this book is so timely, and important. Full of interesting research, practical examples and insightful advice.  An excellent contemporary resource for developing leadership talents; invaluable at both an individual and organisational level.

Professor Peter Hawkins, of the Henley Business School, said:

Tomorrow’s leadership will face far greater challenges than today’s privileged generation. We need to be developing tomorrow’s leadership now and this book provides many tools, approaches and case studies that can help us with that urgent task.

Peter Cheese, Chief Executive Officer of the CIPD, who has just been named HR’s Most Influential Thinker for 2013, offered:

Leadership capabilities at all levels have never been more important in times of great change and uncertainty, and most CEOs will cite leadership as one of their most critical areas of concern. So how do we make sure we are assessing and developing leaders in the best way? Much is changing in this field and this book brings together some of the best thinking, case studies and ideas that help us all better understand and develop leaders for the future.

Chris Gulliver, Denise Meakin, Etukudo Odungide, Lisa Rossetti and Philip E Sweet were additional contributors and authors.  Case Study authors were Kate Julian, Nadine Perrins and Greg Young.