Posts Tagged 'Leadership'

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?’

Nobody gives a gift of an eBook. Leaders, discuss!

bookstore  WHEN BOOK PUBLISHERS are discussed in the media, it is almost always the big fiction houses that are at the front of mind, bidding millions for the top authors and carpeting the world with big advertising budgets. But this sort of bestseller activity is the tip of a publishing iceberg. The book, as my good colleague Bob Bolick would often say, is a resilient piece of technology that ain’t going anywhere soon. It does its job very effectively, in print and in digital forms. In particular it is interesting to note that despite predictions, print is hanging in there. Nobody gives a gift of an eBook, whereas the printed issue is still a very attractive and welcome present. Continue reading ‘Nobody gives a gift of an eBook. Leaders, discuss!’

First for NHS 360 Degree Facilitation

Greg Young LeaderShapeLEADERSHAPE IS DELIGHTED to announce that Chief Executive, Greg Young, has been confirmed as a facilitator for the new NHS 360 leadership assessments – the first of a cohort of just 50 people who hold this new accreditation in the UK.


The NHS Leadership Academy website explains:
Bringing the Leadership Model to life and helping people use it in their everyday practice is enormously important. Research into 360° feedback has shown that the provision of quality feedback from a coach or facilitated session plays a crucial role in encouraging managers to accept results of their assessment and initiate behavioural change.

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The way we manage ourselves is a central part of being an effective, (and what LeaderShape would call a transpersonal) leader. It is vital to recognise that personal qualities like self-awareness, self-confidence, self-control, self-knowledge, personal reflection, resilience and determination are the foundation of how we behave. Being aware of your strengths and limitations in these areas will have a direct effect on how you behave and interact with others.

Whether you work directly with patients and service users or not, this can affect the care experience they have. Working positively on these personal qualities will lead to a focus on care and high-quality services for patients and service users, their carers and their families.

Continue reading ‘First for NHS 360 Degree Facilitation’

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’

Which 5 things denote excellent leaders?

WE HEAR ABOUT the war on talent and how all the best people will leave if not paid huge sums. This phenomenon is especially true in the financial services sector, particularly with big brand banks.

I am not sure whether these large banks are trying to fool us or whether they really believe what they are saying when they insist on the need to pay insane bonuses. The reality is that the current leaders are not the best leaders – most are not good leaders at all. Their skill and ability has been measured primarily on how to get to the top and how to make get the most for themselves in the process. Many really talented people who would have made great leaders left these organisations long ago, not because of a lack of money, but because they were not willing to make the necessary compromises to their values, morals or ethics to climb the corporate ladder. These people may be unknown today and make a normal amount of money – but probably live more fulfilled lives and do more for society.

We need leaders who are more interested in the sustainable success of their organisation based on serving its various stakeholders. These kind of leaders are not motivated by money.

All big bonuses do is enable banks to hold onto those high ego, self indulgent sociopaths who have created this myth that the best talent needs obscene remuneration. It seems pretty clear to me that getting rid of those kind of individuals would only be good for the organisation – and for society.

In our new book published by Kogan Page, “Leadership Assessment for Talent Development“,  we argue, based on research and experience, that organisations need to totally change the way they identify and develop future leaders.

That leaders need a certain intellectual capacity is a no-brainer (if you’ll pardon the pun.)  But research shows it only needs to be a little above the norm and that values and behaviours are much more important for leadership excellence.

So, in identifying our future “excellent leaders” we need to see five things:

  1. Their basic values are very sound
  2. They have a low ego
  3. They are genuinely willing to work on developing their behaviours – increasing their emotional intelligence – to get the best out of themselves and others. That’s how to make the leaps in productivity needed
  4. They believe that values and ethical behaviour are the touchstone for decision-making
  5. They have a reasonable intellect.

With these basic ingredients, potential leaders can then become excellent leaders by following a transpersonal (beyond the ego) leadership development journey, understanding that it is a life-long commitment to learning and self improvement. It’s not just about gaining knowledge either – they must be able to demonstrate their behaviours and effectiveness in the work-place.

ImageFIND OUT ABOUT Leadership Assessment for Talent Development – authored by LeaderShape’s John Knights, the University of Chester’s Tony Wall and others in just thirty seconds, here!


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.