Articles aimed to prompt
‘In a company, the estimated loss of potential in performance ranges from 30-50% due to inter-human problems, unsettled conflicts, inhibitions, troubled relations, insufficient freedom and a lack of opportunities for development. I think this estimate is cautious.’ Robert Staubli, past President of Swissair, 1982-1988.
There are three immediate points on the observations of Robert Staubli that are as relevant today as they were some thirty years ago.
Firstly, his estimate of the loss of potential in the performance of 30-50% he thinks is ‘cautious’. Secondly, the issues he highlights are all ‘people’ related and therefore avoidable. Thirdly, these are the outcome of poor leadership.
What Staubli is talking about are the things that the leadership in organisations should consciously manage but unconsciously let happen that erodes both performance and costs their organisations money. These are non-value added activities - NVA - or what many simply...
Times of change call for leaders.
Our current Covid 19 crisis is but the latest such time, for the lockdown of economies has created an anticipation of a ‘new world’ where for many businesses the way things were done just a few weeks ago will now be much changed.
Many of us will have been here before having lived through previous economic crises with optimism that things will be different only for hope to be dashed by leaders who have carried on as before so failing to understand and grasp the opportunities that a crisis creates.
Confidence is a major contributor to performance in all roles in life and it is widely acknowledged that leaders should be seen by others as competent and capable.
For many leaders the drive to meet these expectations can create overconfidence – an illusion – that can be detrimental to both leader and follower effectiveness that is based in either a failure of the leader to see deficiencies in themselves or by their having high...
‘The Chinese use two brush strokes to write the word ‘Crisis’. One brush stroke stands for danger; the other of opportunity. In a crisis, beware of the danger: but recognise the opportunity.’
John F. Kennedy 
This quote from a pre-campaign speech by Senator John Kennedy whilst widely recognised today as an incorrect interpretation of the Chinese characters is nonetheless as pertinent a metaphor to our time of Covid-19 crisis as it was sixty-one years ago in 1959.
Crises are not a prerequisite for innovation or positive change but as Kennedy challenged his audience that day in 1959, they are an opportunity for Leaders to grasp the moment and present to people a compelling vision that will change mindsets.
Changing mindset is challenging, for humans’ will process the same situation in different ways. Primarily, these fall into two categories: those that are positive or those that are negative.
Unfortunately, it appears that in the current...
(7 min read)
‘Tell me and I’ll forget:
Show me and I may remember;
Involve me and I’ll understand.’
The current business environment brought about by the Covid-19 pandemic has seen an exponential growth in online meetings and webinars; a way of working that looks set to be here to stay long after the current crisis is over.
Over the last few weeks many people will now have attended not just one but possibly a number of online meetings and events. Understandably people are reporting of ‘online fatigue’ with the outcome that the competition to capture and maintain attendee’s minds is intense.
Attention spans vary from person to person but as a simple rule we should look for no online session to last for any longer than an hour.
Bearing that in mind and particularly for a webinar, having something informative to say it is no longer good enough; people don’t want to sit in front of a screen and watch a PowerPoint...
The silver lining of the Coronavirus Job Retention Scheme
‘All people dream: but not equally. Those who dream by night in the dusty recesses of their minds wake up in the day to find it was vanity, but the dreamers of the day are dangerous people, for they may act their dreams with open eyes, to make it possible.’
The last few weeks has seen the world of business turned upside down.
Most commercial enterprise has been shut down through no choice of their own with workers isolating at home under Government orders with emergency orders in place to enforce it if necessary.
That ‘we live in unprecedented times’ has quickly become a truism that interpreted through the mindset of business leaders splits them into two competing perceptions of the same situation.
Our mindset stems from our beliefs and is externalised through our attitude and behaviours.
Many business leaders will look only at the present and are reactive only to the current situation...
Author: Howard Betts (5 minute read )
‘Good resolutions are simply cheques that people draw on a bank where they have no account.’
It’s that time of year again when stuffed with food and drink that we didn’t need but thoroughly enjoyed that we return to work refreshed and full of optimism for the year ahead. We may possibly also have a New Year’s resolution or two.
As a leader we may like this time of year to think about our leadership and what we could change or improve.
In doing this we need to recognise that as a human we act, feel, and perform in accordance with what we perceive to be true not just about the world around us but also, our self.
The mind is a powerful thing but unfortunately, it is far from honest.
Many leaders will go no further and give up reading here; they believe that they are in the position they are because they are good at what they do.
These leaders need to appreciate that everything that we see, hear, and think is...
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