June 2011 issue of Ideas for Success
June 2011 issue of Ideas for Success
In this Issue:
Leadership Succession: Or Lack of...
By Dr Darryl Cross, Leadership Coach & Psychologist - Crossways Consulting
What we know about leaders is that they are influential in any organization. This is particularly apparent when the current leader has been the original entrepreneur who started the business and whose whole life and passion has been devoted to the enterprise. In this kind of situation (but not exclusively so), we find that such leaders are loath to consider succession planning or even mentoring others who might eventually, one day, take their place.
Of course, in this regard, it appears that leaders want to hang on and to do so often at any cost. Even if for example, their failure to pave the way for a successor means that the business, the employees, and the family all end in personal chaos and possibly financial ruin, a stalwart leader still will not hand it over. Why would this be the case, given the grave consequences of not planning for succession?
Simply, one needs to understand human behavior. In short, our behavior is governed by six primary and basic needs. First, the need for security control and certainty. Second, the need for variety and “uncertainty.” Third, the need for significance and importance. Fourth, the need for love and connection. These four needs are the basic needs for survival. The last two needs are directly oriented towards fulfillment. These include both personal growth and development as well as leaving a contribution or legacy.
So what does this mean for leaders? In a nutshell, leaders who refuse to hand over are caught up in satisfying their need for both control and significance. Unless they are prepared, or have the insight, to recognize that there are other needs that they might like to fulfill, then they will be locked in to satisfying the first and second basic needs, no matter what. No amount of badgering or forcing your opinion will in any way move them to consider other options. The key therefore is to try to entice them into satisfying their other needs particularly the fifth and sixth basic needs. Of course, this is a skilled conversation, but one that has to be undertaken.
So your challenge if you are facing this situation as a leader is to ask yourself, "How can I get my higher needs satisfied while at the same time allowing others to take over and learn the ropes?"
If you are observing a leader who is hanging on to their role, at some point, perhaps you could ask them, "What would it take for you to feel sufficiently comfortable to begin the process of handing over?"
Dr Darryl Cross is a clinical and organizational psychologist as well as a credentialed executive and personal coach. He is also an author, international speaker and university lecturer. Dr Darryl is about assisting people to find their strengths and reach their goals.
Further information on Dr Darryl Cross can be seen at www.DrDarryl.com
Of course, in this regard, it appears that leaders want to hang on and to do so often at any cost. Even if for example, their failure to pave the way for a successor means that the business, the employees, and the family all end in personal chaos and possibly financial ruin, a stalwart leader still will not hand it over. Why would this be the case, given the grave consequences of not planning for succession?
Simply, one needs to understand human behavior. In short, our behavior is governed by six primary and basic needs. First, the need for security control and certainty. Second, the need for variety and “uncertainty.” Third, the need for significance and importance. Fourth, the need for love and connection. These four needs are the basic needs for survival. The last two needs are directly oriented towards fulfillment. These include both personal growth and development as well as leaving a contribution or legacy.
So what does this mean for leaders? In a nutshell, leaders who refuse to hand over are caught up in satisfying their need for both control and significance. Unless they are prepared, or have the insight, to recognize that there are other needs that they might like to fulfill, then they will be locked in to satisfying the first and second basic needs, no matter what. No amount of badgering or forcing your opinion will in any way move them to consider other options. The key therefore is to try to entice them into satisfying their other needs particularly the fifth and sixth basic needs. Of course, this is a skilled conversation, but one that has to be undertaken.
So your challenge if you are facing this situation as a leader is to ask yourself, "How can I get my higher needs satisfied while at the same time allowing others to take over and learn the ropes?"
If you are observing a leader who is hanging on to their role, at some point, perhaps you could ask them, "What would it take for you to feel sufficiently comfortable to begin the process of handing over?"
Dr Darryl Cross is a clinical and organizational psychologist as well as a credentialed executive and personal coach. He is also an author, international speaker and university lecturer. Dr Darryl is about assisting people to find their strengths and reach their goals.
Further information on Dr Darryl Cross can be seen at www.DrDarryl.com
Succession Planning - Has it Finally Hit the Radar?
By Harry Kras, Family Business Facilitator
Are you tired of the same old outcomes from your management training or strategy days?As a Business Leader, are you tired of attending management training courses or strategic planning days where you spend days stepping through elaborate PowerPoint presentations and listening to guru’s talk about examples of management theory from the world’s largest companies? You then walk away with folders full of paper and scribbled notes of actions you intend to do, only to arrive back at your busy work-place where you typically forget 95% of anything you've just learnt?
The challenges• 95% of the learning is forgotten in traditional ‘lecture’ style management training• Business leaders are time poor and have heard it all before• Most learning and development is NOT made relevant to burning day-to-day issues• There is little to no support when a business leader hits hurdles during implementing
The factors to consider for effective change and retained learningWhen seeking to achieve a high level of retained learning , there are three key elements which must be present in any training, strategy day , or coaching support process:
1. Applicability to the business leaders current business issues / opportunities2. Simplification of the complex out of Management Thinking / Theory3. Collaboration with a diverse range of peers on real issues / barriers / opportunities
There are also two types of learning and development methods to consider:1. Passive2. Participatory
The below ‘Learning Pyramid’ model shows that , if you are only receiving passive methods at present , retained learning for both you and your team can be up to 85% lower than participatory methods.
The Impact of TechnologyTechnology advancements have allowed business leaders to up-skill themselves quicker than ever before. Technologies such as twitter, online training courses, slideshare, and web casts have allowed managers to quickly up-skill themselves in new thinking. Historically, this would be delivered in lengthy ‘lecture’ style training , and based around a schedule that rarely fits in with a business leaders' busy diary (or when key issues arise in the business). Gaining access to the same learning instantly via the internet at any time makes much more sense.
If you do what you have always done, you will get what you have always gotAs a business leader , you never want to seek to push more business through an incapable system thus this same principle should be adopted with the way you learn and develop. Don’t continue to learn with a system that doesn’t provide the outcomes you are seeking. Look for alternatives .
The Evolution to Learning and Development Support Solutions – 4 stepsSo what is the evolution to achieve traction with your learning and development needs considering the ever increasing influence of technology , the need to make it more relevant to your day-to-day issues and the fact that clarity comes when you can discuss specific issues with trusted peers?
The evolution can be modeled around the proven methodology of Plan – Do- Check - Act (PDCA):
1. PLAN: Identify with an experienced advisor your key business objectives and barriers to achieving them. Develop a clear plan.2. DO: Up-skill with required knowledge quickly using internet-based platforms and begin to implement.3. CHECK: Have access to a peer support network to discuss hurdles / challenges faced when implementing and be held accountable.4. ACT: Adapt / Refine your approach by using the new business tools and approaches you have learnt to problem solve and fix any issue that arises.
So the key aspects when seeking to evolve your approach to learning and development are to:1. Develop or refine a plan with an experienced advisor to address key issues2. Up-skill yourself or your team in the relevant skills rapidly online and begin implementing3. Have a peer support network to discuss real hurdles / challenges every 90 days4. Adapt your approach by using your new skills to problem solve and fix any issues5. Repeat the process periodically (e.g. every 90 days)
When compared to the traditional approach of waiting months for a training course, attempting to fix the symptoms of problems rather than the root causes, not having an opportunity to implement the learning and having no experienced sounding board to discuss the hurdles you are facing, you can see why most learning and development solutions now fail to deliver the expected outcomes. Written by James Masonwww.mindshop.com
The challenges• 95% of the learning is forgotten in traditional ‘lecture’ style management training• Business leaders are time poor and have heard it all before• Most learning and development is NOT made relevant to burning day-to-day issues• There is little to no support when a business leader hits hurdles during implementing
The factors to consider for effective change and retained learningWhen seeking to achieve a high level of retained learning , there are three key elements which must be present in any training, strategy day , or coaching support process:
1. Applicability to the business leaders current business issues / opportunities2. Simplification of the complex out of Management Thinking / Theory3. Collaboration with a diverse range of peers on real issues / barriers / opportunities
There are also two types of learning and development methods to consider:1. Passive2. Participatory
The below ‘Learning Pyramid’ model shows that , if you are only receiving passive methods at present , retained learning for both you and your team can be up to 85% lower than participatory methods.
The Impact of TechnologyTechnology advancements have allowed business leaders to up-skill themselves quicker than ever before. Technologies such as twitter, online training courses, slideshare, and web casts have allowed managers to quickly up-skill themselves in new thinking. Historically, this would be delivered in lengthy ‘lecture’ style training , and based around a schedule that rarely fits in with a business leaders' busy diary (or when key issues arise in the business). Gaining access to the same learning instantly via the internet at any time makes much more sense.
If you do what you have always done, you will get what you have always gotAs a business leader , you never want to seek to push more business through an incapable system thus this same principle should be adopted with the way you learn and develop. Don’t continue to learn with a system that doesn’t provide the outcomes you are seeking. Look for alternatives .
The Evolution to Learning and Development Support Solutions – 4 stepsSo what is the evolution to achieve traction with your learning and development needs considering the ever increasing influence of technology , the need to make it more relevant to your day-to-day issues and the fact that clarity comes when you can discuss specific issues with trusted peers?
The evolution can be modeled around the proven methodology of Plan – Do- Check - Act (PDCA):
1. PLAN: Identify with an experienced advisor your key business objectives and barriers to achieving them. Develop a clear plan.2. DO: Up-skill with required knowledge quickly using internet-based platforms and begin to implement.3. CHECK: Have access to a peer support network to discuss hurdles / challenges faced when implementing and be held accountable.4. ACT: Adapt / Refine your approach by using the new business tools and approaches you have learnt to problem solve and fix any issue that arises.
So the key aspects when seeking to evolve your approach to learning and development are to:1. Develop or refine a plan with an experienced advisor to address key issues2. Up-skill yourself or your team in the relevant skills rapidly online and begin implementing3. Have a peer support network to discuss real hurdles / challenges every 90 days4. Adapt your approach by using your new skills to problem solve and fix any issues5. Repeat the process periodically (e.g. every 90 days)
When compared to the traditional approach of waiting months for a training course, attempting to fix the symptoms of problems rather than the root causes, not having an opportunity to implement the learning and having no experienced sounding board to discuss the hurdles you are facing, you can see why most learning and development solutions now fail to deliver the expected outcomes. Written by James Masonwww.mindshop.com
3 Key Ideas for Business Success in 2011
1. Break through glass ceilings by NOT being the leader of your packToo many Business Leaders ONLY network with other leaders who are performing at a similar level to themselves or lower. They prefer to be the leader of the pack so ensure they surround themselves with people that allow them to do so. To break through glass ceilings with your business model and earning potential its critical to actually place yourself in the ‘middle of the pack’ and surround yourself with good people who are performing at levels lower (as you have things to teach them) and higher than yourself (as they have things to teach you). The strength in a network is its diversity.
2. Determining where social media fits with your strategy is criticalThe rise and rise of social media has seen sites such as twitter, facebook, LinkedIn, YouTube, slideshare and blogs become collaboration tools that almost all Business Leaders have begun using in some fashion. These websites have created an opportunity for leaders to get their messages and thoughts out to clients, prospects and the wider business community efficiently. Whilst the feeling of having hundreds or thousands of people watching your videos or following you on twitter can ‘feel good’ it’s important to stay grounded and understand where social media fits into your wider business strategy. Are you attracting the right target market? Are you investing too much time in social media with no returns? What areas of your business can social media replace or reduce? The key to success is not just to ‘rack up numbers’ on social media sites but understand where it will have a commercial impact on your business and fit with your strategy. An interesting article on measuring the impact of social media can be seen here:http://www.smartcompany.com.au/entrepreneur-watch/20110316-social-media-s-measurement-challenge.html
3. Save hours of time – use a Live scribe penMany Business Leaders are now getting great efficiency gains by making use of live scribe pens. You can discover more about these amazing pens by visiting the website: http://www.livescribe.com/en-au/ Used effectively the pens can save a dramatic amount of time in writing up notes from meetings and electronically sending to colleagues or contacts, help you move to a paper-less office environment and also remember critical aspects of meetings you may want to reflect on (as it records the voices heard whilst writing). It is certainly a valuable tool for leaders who have frequent meetings where notes are taken. Take a look!
2. Determining where social media fits with your strategy is criticalThe rise and rise of social media has seen sites such as twitter, facebook, LinkedIn, YouTube, slideshare and blogs become collaboration tools that almost all Business Leaders have begun using in some fashion. These websites have created an opportunity for leaders to get their messages and thoughts out to clients, prospects and the wider business community efficiently. Whilst the feeling of having hundreds or thousands of people watching your videos or following you on twitter can ‘feel good’ it’s important to stay grounded and understand where social media fits into your wider business strategy. Are you attracting the right target market? Are you investing too much time in social media with no returns? What areas of your business can social media replace or reduce? The key to success is not just to ‘rack up numbers’ on social media sites but understand where it will have a commercial impact on your business and fit with your strategy. An interesting article on measuring the impact of social media can be seen here:http://www.smartcompany.com.au/entrepreneur-watch/20110316-social-media-s-measurement-challenge.html
3. Save hours of time – use a Live scribe penMany Business Leaders are now getting great efficiency gains by making use of live scribe pens. You can discover more about these amazing pens by visiting the website: http://www.livescribe.com/en-au/ Used effectively the pens can save a dramatic amount of time in writing up notes from meetings and electronically sending to colleagues or contacts, help you move to a paper-less office environment and also remember critical aspects of meetings you may want to reflect on (as it records the voices heard whilst writing). It is certainly a valuable tool for leaders who have frequent meetings where notes are taken. Take a look!
Copyright © 2011 Mindshop International. All Rights Reserved.
To be updated on the latest developments!