The Whitehall & Industry Group is an independent charity whose purpose is to develop learning opportunities between sectors. To celebrate its 30th anniversary last year, WIG set up its first Insight Days programme, in which senior leaders – including Permanent Secretaries and Chief Executives/Chairmen – spent a day in each other’s organisations. Earlier this year, WIG arranged an Insight Day for Erik Bonino, Chairman of Shell UK, and Sir Derek Jones KCB, Permanent Secretary, Welsh Government. In a guest blog, Erik reflects on the experience.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering a new era where the logic of industrial-age organisation has lost its purchase.
Let other people speak into the silence and listen quietly for the truth behind their words. Then acknowledge what you’ve heard (which is, most likely, more than has been said) and, once the others feel seen and heard, offer your view.
Five strategies — culled from top executives’ reflections — offer insights for developing the next generation of ASEAN leaders. Companies operating in Southeast Asia must do their part to find the most promising emerging leaders and prepare them to make the most of their potential. Given the current environment, businesses cannot afford to leave leadership development to chance. They need to identify the gaps in organizational capacity and assess the effectiveness of their development approach.
Even 20 seconds of talking can be a turn off if you don’t include the other person in the conversation. To avoid that, ask questions, try to build on what they say, and look for ways to include them in the conversation so it is a genuine dialogue instead of a diatribe.
It was not about whether self-managing, self-organizing systems “work.” We have known they do since they were introduced among British miners whose industry had been disrupted by new technology. The lesson was about a central—I would argue existential—paradox of leading: If you are not leading culture, you are not leading at all. If you are leading culture, not everyone will follow.
This is my last blog as part of the LinkedIn Influencer program. I announced my retirement earlier this year and Telstra’s new CEO Andrew Penn will be picking up the baton and offering his own Influencer views on key issues going forward.This month, as part of a long—standing commitment, I spoke on leadership at the Queensland University of Technology. Here are some of the ideas I shared:The hardest thing we’ve ever done…What an amazing time in human history, with so much change in the world. Th
Organizations are often run according to “the superchicken model,” where the value is placed on star employees who outperform others. And yet, this isn’t what drives the most high-achieving teams. Business leader Margaret Heffernan observes that it is social cohesion — built every coffee break, every time one team member asks another for help — that leads over time to great results. It's a radical rethink of what drives us to do our best work, and what it means to be a leader. Because as Heffern
When your work is your life, there’s no such thing as work-life balance. The traditional aspects of the 40-hour workweek are dying, and we must change if we want to increase our productivity and support our well-being. How you change is up to you, but sticking to the same old formula isn’t going to cut it.
Persuasion researchers know that decision-makers will often place their faith less in what is being said, and more in who is saying it. For good reason–following a trusted authority often reduces feelings of uncertainty. In today’s constantly changing business environment, it’s increasingly the messenger that carries sway, not the message. Therefore, it’s crucial that you convince your audience you have the necessary expertise to make a recommendation – which can present problems if you lack credibility. You need to be seen as competent and knowledgeable, yet recounting a list of your accomplishments, successes and triumphs, however impressive, will do little to endear you to others. No one likes a braggart. But arranging for someone to do it on your behalf can be a remarkably efficient tactic in overcoming the self-promotion dilemma.
We all know the power of LinkedIn for job hunting and networking. But how do we use it to help change careers—to make sure we’re found by the right recruiters, hiring managers, colleagues—not ones from our past, but from our future careers
These days, most of my time is spent in conference rooms instead of comedy clubs, and the performers I coach are designers and consultants who want their ideas to land successfully with clients. I’ve found that many of the same storytelling approaches apply in either circumstance.
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