Category: Creating a Culture

Sideline savvy skills

On the sidelines of the soccer pitch, speaking to another soccer dad I have not seen in a while; “How’s business?” “Not bad, travelling a lot, company’s going through some restructuring, looks like the boss here (a S. African) is now reporting to Sydney instead of the US [and the dad I’m speaking to is…
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Talent, where art thou? A tale of two leaders

Some organisations–and leaders–seldom have a problem attracting good talent(and not just huge branded MNCs). If asked, these people would likely say that if you want strong talent, spend time knowing the market–who is where, a lot of effort meeting and interviewing people, hire only on strength, and when ready to get them on board, act…
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Hit them where it hurts

A coffee conversation last week with someone who asked to meet me, almost always an indication they’re looking for a job, which is fine by me. Senior professional with nearly 30 years work experience, and in his current role for nearly 4, he was indeed looking to make a move soon, ideally to a similar…
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All in favour say “Ay”… uh-oh..

When senior management gathers around the meeting room table, the focus is often on decisions to be agreed upon, short-term or long-term, the impact on corporate performance and direction, all fairly standard stuff. A decision is always a choice-usually between not-so-good and potentially good ones, hardly ever between a great and awful choice. No guarantees…
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The job description–made to last

I look at job descriptions and at people’s CVs through the day. I assess their skills, work history, presentation and aspirations, how they compose and formulate their CV, their reflections, aspirations, ability to listen, how the articulate and market themselves, sometimes with a dollop of self awareness.. I usually (after an hour or so) understand…
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High drama Obama–How about you?

In my last blog I mentioned a confrontational leader who made people uncomfortable with his selective anger. A [successful] boss will know how to be–only at times–unpredictable in order to achieve an end result. It is an essential component of strategic leadership, knowing when to dip in to one’s repertoire and pull out the right…
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Strike without warning

At lunch last week, a senior exec (regional VP) was telling me about a more senior exec within the organisation (SVP and regional MD) and how his style was confrontational–with everyone. He continued, “At first I couldn’t stand him–all he would do was pick pick pick at everyone, me included. And our turning point was…
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Never outshine the master

My lunch partner last week is a senior business executive. with regional (AP) scope. The conversation was long, engaging, and fun. At one point, it turned to hiring practices. He looked at me and said, “My boss and his boss [at global HQ in the US] just did a telephone interview with someone out here…
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Why a boss cannot coach (Part II)

How often do I hear a Senior manager proudly tell me how much time they spend with their key staff; after work for drinks, opening a bottle of wine in the office and putting their feet up to talk, Friday afternoon pizzas, inviting them over to barbeque or swim, knowing their families, and the importance…
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Why a boss cannot coach (Part I)

I hear senior management (whether CEOs, MDs, Directors, take your pick of title) increasingly say they’re interested in coaching their key people, and more books (and speakers) trying to show how the boss can act as Chief Coach. It cannot be done, and the sooner a boss-or a subordinate-realises that, all the better for everyone.…
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