Leadership Articles
Out of the Picture
More than just a play on words, the above title (which is borrowed from the media) really speaks to the current plight of Kodak. Just recently it has been reported that Kodak has filed for Chapter 11 bankruptcy protection as it tries to restructure, boost cash and importantly, stay in business. These next two years will really determine how the company operates (if at all) into the future.
On face value, this story seems like any other story about disruptive technologies changing the market and the fallout from companies who were either on the front or back foot. The real tragedy for Kodak was that the company was on both, the front foot and then the back. How could a company with over 100 years experience in essentially capitalising on disruptive technologies get is so wrong in this case?
Leadership – Taking Your Brand to the Frontline
The importance of the role managers play in infusing real change is under-estimated in most organisations. Whilst it’s true that perhaps certain leaders are born, the significant majority are developed into becoming leaders. Your position as a manager or supervisor gives you the authority to accomplish certain tasks and objectives. This power does not make you a leader, it simply makes you the boss!
If you Google the word ‘leader’ or ‘leadership’, there are 487 million hits. That’s a lot of information which can only add to the confusion of what leadership really is. Leadership is not the sole responsibility for ‘people at the top’, everyone can learn to lead by tapping into the abilities that lie within each of us. Leadership differs from management in that it makes the followers want to achieve high goals, rather than simply bossing people around.
FIFO – What’s life on site really like?
Having recently completed a month long tour of 9 different remote mine sites conducting focus groups with employees I have seen firsthand what the mining boom and Fly in Fly Out is really like.
Conditions vary massively, some sites that have recently been established have temporary dongas located on portable semi-trailers so that the process of extracting ore can begin without camp construction. These sites could only be described as primitive. Dongas are very small, there is very little communication with the outside world and the people that work in these environments are generally long term experienced miners.
Attraction and Retention – Navigating the Perfect Storm
The recently released HAYS Salary Guide points to a “perfect storm” on the horizon for employers. The survey highlights 3 factors which will contribute to the storm. These are:
Positive Hiring Intentions – most employers are planning on hiring more people
Widening gap between candidate and employer salary intentions – most candidates expect more than employers are prepared to pay
Skills shortages – 54% of employers in Australia are experiencing difficulty in filling critical positions. This number is significantly higher in WA and QLD. Australia is ranked fourth out of 39 countries for skills shortages in critical roles.
The double-edged sword of being “fair”
There is a body of evidence theorizing on what makes a good manager. However, how a manager is perceived has dramatic effects on their career development, regardless of whether their management style is correct, unorthodox or plain wrong. How you are perceived by specific people within your company can also have dire effects on your promotion opportunities. New evidence suggests that you will be more respected by your peers and senior management if you are perceived as being a ‘tough’ manager verses a ‘fair’ manager. This hidden cost to exhibiting management fairness suggests that it is the opinions of your peers and upper management that could hinder your chances for promotion and career progression. This however does not suggest that managers can through away all scruples in order to be a successful manager.
The Tale of Two Visions
A recent article in The Australian entitled, “Volvo’s fork in road as owners vie for future” (08/06/2011) posed an interesting dilemma currently being faced by the automaker. Having been acquired by Geely Holding Group, a Chinese car manufacturer, from Ford Motor last year, the new owners have been working tirelessly to transform Volvo and revitalise the brand. It is at this point that the “fork in the road” presents itself.
The question is whether Volvo is appropriately consolidating its brand equity as a “safety” oriented brand, by representing afresh as edgy, sleek, and target to the luxury oriented customer. Arguably this has the potential to undermine such established brand equity, and Volvo must prove the credibility of such a strategic change to espouse what are clearly different organisation visions and values.
Recession Beating People Strategy
As 2010 draws to a close, there’s opportunity to reflect upon issues most Executives faced and continue to do so to this day such as the layover from the GFC, downsizing, the now present skills gaps & a definitive lack of Employee Engagement.
Understand people are your most important asset, and a critical start point when designing and implementing winning business strategy to prosper in 2011. Organisationally, your top four priorities should be:
Leadership Development – Invest and Avoid the Skills Shortage
The good news for the economy is that unemployment is unlikely to reach the projected rate of 8.5%; the question remains however, that as recovery looms will Australia have the skills capacity in the workforce to take advantage of the upturn?
Recent research from the National Institute of Labour Studies indicates that unlike previous recessions, the skills shortage of 18 months ago has influenced companies to hold onto staff, rather than hiring and training young workers to boast the skills pool.
Good Boss, Bad Times – Improving Leadership Effectiveness
Few industries have been spared from these tough economic times. Executives around the world are facing difficult decisions everyday involving lay-offs, pay cuts and managing a workforce that is constantly under threat. A McKinsey Quarterly opinion piece “Good boss, bad times” caught my interest with some useful tips for today’s leaders.
McKinsey interviewed Robert Sutton, noted author and management professor from the Stanford Graduate School of Engineering. Sutton discusses how tough times intensify the work environment and as a leader you are under even more spotlight. He speaks of a “toxic tandem” evident in current times where leaders tend to be more oblivious to the needs and actions of their subordinates. Further, subordinates have a heightened focus on trying to figure out what is going on.
Training Is An Investment Not An Expense
In a recent report by the Australian Institute of Management, 81% of companies said investing in employee development and retention will benefit their organisations in the medium-term. The question is … will they actually commit to the investment?
At the top of the list of budget cuts for most companies in these uncertain times is marketing and training. So, while companies may ‘believe’ investment in development will return a benefit, many are not laying the funds on the table to make it happen.