January, 2010

Changing polarities

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Management not Administration.

Leadership not Management.

Transformative not Transactional Leadership.

All are familiar polarities.

Replace the “not” with “and” – and we are starting to get there.

And what is leadership?  Our definition: “Leadership comes from anyone who wants to make a difference to the thinking and actions of others.”

Influence more than instruct.  Encourage rather than demand.

This is relevant for executive and line managers.  For workers ‘at the bottom’.  As customers.  As consultants.

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What’s important?

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If you believe Paul McKenna, learning to eat differently is more important than dieting or avoiding certain foods in losing weight. 

Nigella Lawson says that shopping is more important than cooking in entertaining well.  

In business, how we talk about things is probably more important than what we write.  What we ask, more important than what we say.  What we notice, more important than what we make. 

http://www.idenk.co.uk/boardassessment/

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How soon do you want your new hedge?

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At the start of 2010 you might be thinking about trying to change some of the ways your organisation or team is structured or how it works. One of your choices is how fast to try and do this.

Flicking through a gardening magazine this weekend, I spotted adverts from four separate companies for instant hedges. Rather than going for small plants and waiting a few years for them to grow, you can now buy fully-grown hedges 4, 6 or even 12 feet high. The most hi-tech solutions involve delivering the hedges in sophisticated troughs that are placed straight into the ground. So you can go from bare ground in the morning to something that look like Hampton Court maze in the afternoon. This has a lot of appeal – if you have the money and are prepared to take the risk that the final outcome will be just as you want it to be.

The alternative is to take your time. Do things more slowly. Plant things small and see how they take – do they grow and flourish straight away or do they need more light and feeding? As it all takes shape in front of you, you still have the chance to move things around. It’s a more experimental approach – the final outcome emerges over time.

But this way probably asks more of you as an individual. You need perseverance (because some plants will die or need a lot of care) and you need patience (it takes 5-10 times longer than instant hedging). You also need to be positive about what you’re doing – who can create a beautiful garden over a number of years without having lots of passion and enjoyment along the way?

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3Ms for successful mass meetings

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Are you planning on gathering together a large group of colleagues or collaborators? Maybe to work on a critical issue or develop your plans for the coming year?

Here are three things we think go towards making successful ’mass meetings’:

1. Mix them up – make sure that people sit with and get to know those they haven’t met before or don’t spend much time with. Do this right from the start to create an atmosphere that encourages new conversations.

2. Move them around – always create space (both in terms of time and room layout) to get people out of their seats. This increases energy and gets people thinking differently. Try having them stand up to talk or work together.

3. Motivate them to do something different afterwards – focus people in on one thing they can change themselves that will help achieve your shared aims. Show them (or create together) a vision for what they can personally contribute and then help them work out the simple first steps to achieve this.

These 3Ms can work for smaller meetings too if you’d like to put some life back into tired gatherings.

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