Monday February 4, 2013.  A regular occurrence in many organisations is the exit of a company’s best and brightest young talent in response to business owners waiting far too long to identify, nurture and develop future leaders said founder and principal of international leadership training organisation Kameleons – developing leaders, Mr. Michael Peiniger.

By the time most businesses consider leadership development training, the prospective future manager has left or (a potentially worse scenario) has stayed having developed poor communication skills, values and behaviours that have become ingrained and almost impossible to redress. A former senior officer in the Australian Air Force, Michael Peiniger says the military has understood for centuries the need to develop leadership early in a career. Peiniger says “Basic military training is far more than the movie stereotype of push-ups, yelling and polishing shoes.”

“It is the opportunity to introduce and develop values, traits, conduct and skills that will be utilised for an entire career.  Values such as integrity, teamwork and responsibility (similar to values of most businesses) are more than just words.  They are discussed, broken down, reinforced through behaviours and practiced constantly.” The same applies to leadership training.  For new management appointees to meet the leadership expectations placed upon them, their first leadership experience can’t coincide with the appointment.  It has to be early in their career.

Michael Peiniger continued, “Some of the best and most respected leaders in the world attest to learning to lead from experience – including the making of mistakes and learning from those events.  If young future leaders aren’t given the chance to discover these skills in their early years they will be doomed to make big mistakes (involving more money, people and responsibility) later in their careers.”

Michael Peiniger recommends businesses adopt 5 approaches to develop their leadership talent early:

1. Praise good behaviour and correct poor performance  

New and junior staff are highly receptive when they join an organisation and if their behaviour is ignored, the opportunity to mould good behaviour and practices is lost. In many companies, new staff members are paired with a ‘buddy’ to help them gain knowledge and adopt appropriate work related skills more quickly than learning on their own. By extending the program into a long term mentoring relationship that provides feedback and guidance, the ongoing benefits include greater camaraderie, confidence, realization of potential and increased productivity and job satisfaction.

2. Identify leadership potential early

Leadership should not be a skill that is ‘added on’ after someone has demonstrated say five years proficiency in a technical specific role.  It should be in core tasks as early as possible, so that expectations of responsibility become a normal part of doing business. In addition, today’s young people are not prepared to wait five years for an opportunity to lead.  They want to do it now. The notion that ‘you did your apprenticeship’ many years ago and then attempt to force this onto today’s Gen Y will only result in their early exit.  

Michael Peiniger says, “It’s easy to identify those members of staff that relish the extra responsibility from leadership development programs.  If you don’t recognize it early enough, another company will.”

3. Provide leadership opportunities

There is no point identifying your leadership talent and then not getting them to do anything.  This could be simple tasks like running a meeting, planning a project; or a larger undertaking such as running a small team. The important ingredient is guidance – and it is where business differs from the military dramatically. Leadership roles within the military that require management of staff and budgetary responsibility are provided extensively and often.  Candidates are assisted by the guidance and experience of senior personnel that provide a ‘well of expertise’ to draw upon when situations become difficult or complex.

4. Provide leadership skills training and build relationships

Again reflecting on his military background, Michael Peiniger says that even after identifying talent and providing opportunity, the military requires all leaders to continue their leadership training as they progress through the ranks. Leadership training provides not only access to learn new skills and experience best practice, it also provides an opportunity for leaders to network with their peers and build relationships. “The peer network is one of the most underrated in business today,” said Michael Peiniger. “In my military career, it was my peers that I often turned to for advice, help and suggestions (not my boss) as they were the most effective sounding board with insight into the issues being confronted.” Your Manager and staff can be a great help, but they also judge you at the same time. Peers are part of your team, not competition.

5. Train for war, not for peace

“Most businesses train for peace, whereas the military trains for war.  In addition, the majority of business leadership training is undertaken when times are good and there is no pressure on sales, revenue, workloads, personnel and resources,” observes Michael Peiniger. “Immediately, times become tough, the response of far too many business owners is to disarm (cease training and leadership development activities immediately) and retreat, leaving their troops on the front line with little support and guidance to deal with increased competitor focus and threats to market share.” Michael Peiniger doesn’t suggest business should only train when times are bad, but they should train for all situations as the real return to training and developing the skills of a company’s leaders is in the difficult times. By not maintaining training and leadership activities during the hard times, businesses forego an opportunity to prepare the company’s future leaders with the experience needed to address similar situations in the future.

“Business cycles of boom and bust are well-known and yet businesses continue to get caught off guard when the answer to a company’s long-term success, viability and resilience is within.”

“By identifying a company’s future leaders early and then training, nurturing, building and challenging their skills with development and mentoring programs – an internal environment is created that builds a store of leadership talent with attributes to address the economic and marketplace challenges of the future,” concluded Michael Peiniger.

 

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Monday April 29, 2013.

Reflecting on the Australian Cricket team last month when four players were suspended for not doing their homework, Founder and Principal of Kameleons – developing leaders, Michael Peiniger said the event continues to resonate as a demonstration of the need for leaders to stand firm and make tough decisions in the face of immense criticism and pressure.

While there were many former cricketing greats that took to the media to criticise the decision to suspend the players, Peiniger applauded the coach and captain Michael Clarke for their ‘line in the sand’.

It is acknowledged that sport helps young people to develop many significant traits such as the importance of teamwork, good communication, striving to achieve goals, leadership, respecting authority and the ability to accept winning and losing with equal grace and maturity. In later life, these fundamental attributes are applied in adult life and particularly in business.

“While many people are reluctant to accept the link between sport and business there are indeed lessons to be learnt. Especially in relation to leaders being called upon to make the tough decisions and this is one of the biggest challenges and defining attributes of leadership,” said Michael Peiniger.

“Whether in business or sport, leaders are judged by their ability to make the difficult decisions because they are needed to grow the business, attain its goals and objectives or simply survive.”

It is well recognized that critical decisions put leaders to the test.

In tumultuous times, true leaders make tough choices with courage and audacity. Others cannot cope with the difficulty and uncertainty so they remain indecisive, and in business, their competitors win their customers and market share.

If any group is going to try and achieve success and become a high performing team, then an appropriate behaviour standard not only has to be agreed and set, it also needs to be maintained.

Not enforcing a standard doesn’t make the leader a better friend, a better teammate or a better captain – it just makes both the leader and team weaker.

Michael Peiniger continued, “In fact, considering the situation that was faced by the Australian Cricket team last month and the lessons that are applicable in most work places – who wants to be lead or work with a team member that thinks that the rules don’t apply to them?”

Michael Peiniger believes there are four components to creating a standard for a team:

  1. Clearly identify the behaviour standard to set

  2. As the leader, ensure you are meeting the standard yourself

  3. Communicate the standard to all team members, ensuring they

    understand the ‘why’, and

  4. Enforce the standard

“When it comes to leadership standards, the effort is in the enforcing, not the setting,” added Michael Peiniger.

When a leader is required to enforce a standard, there are a number of things that they need to adhere to.

  1. The standard being enforced must be clearly articulated and agreed to by the team.

  2. The person breaking the standard knew exactly what was required.

  3. The person breaking the standard knew exactly what the consequences

    would be.

  4. What was done was for the good of the team, and in the long run, for the

    individual as well.

Business leaders and managers at all levels are faced with making difficult decisions on a regular basis. This is especially true in today's economic environment.

Michael Peiniger has studied the practice of leadership and the process leaders (both good and bad) go though in making the ‘tough call.’

Irrespective of whether leaders make their decisions based on emotion, impulse or extensive facts and data, the best leaders realise that tough decisions are made for the good of the team in the long term.

The best leaders are those that are willing to face temporary unpopularity to maintain and enforce a standard. The truth is, most people placed in leadership positions aren’t willing to face that prospect, letting team members break standards and rules in an attempt to stay popular.

Michael Peiniger concluded, “The making of tough decisions is the essence of leadership and leaders are entrusted with the responsibility by employers, customers, employees (the individuals that comprise the Australian Cricket team) to do ‘the right thing’!”

“The right thing might mean terminating an employee, restructuring an organisation, implementing a program, or simply telling someone ‘No’. The leader that does not make the right decision and act on it will lose all credibility and trust.” 

 

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Published in Articles & Resources

I know, I didn't expect to see those words used in the same sentence either! But (Chris) Ashton Kutcher delivered both a surprising and inspiring leadership speech at the Teen Choice Awards that would be the envy of business leaders and leadership experts the world over. Why? Because it was simple, heartfelt, honest and effective. Not only that, it takes an extraordinary effort to cut through the noise of 10,000 screaming fans and deliver a speech for more than 3 minutes without getting a wind-up from producers.

Why do we think this speech was so special and projects Ashton as a role model? Have a look at the video and the review below.

 

 

Why we love this video:

1. Honesty. Did you know that Ashton's real first name is Chris? Opening up and explaining this to his fans made him seem more real and authentic. When it comes to leadership, you have to be believable, both in your words and your body language. We are conditioned from an early age to pick up the disconnects between the words and body language / facial cues. It is why politicians often have such bad reputations; the disconnect between what they say and what they do, both before and after an election. Ashton's words and body language matched in front of a live audience, making him seem honest and reliable as someone to listen / look up to.

2. Recognising his team. Early in his speech, Ashton makes it clear that his success is based on the actions of his fans (his team). Good leaders take a little bit more of the criticism, and give their team a little bit more of the credit.

3. Values. The three values of opportunity, being sexy (get past the heading, I will explain shortly) and living life both resonated with his audience and again felt authentic. Each of the values had a story attached to it, that was both insightful and personal. 

4. Opportunity. Ashton states that 'opportunity looks a lot like hard work' explaining the difference between luck and success. In our view, luck is when opportunity and hard work meet. The harder you work, the luckier you get. Ashton holds a similar view, explaining the number of menial jobs he worked before getting his break in Hollywood.

5. Being Sexy. As far as Ashton is concerned, being sexy is about being smart, thoughtful and generous. If we could get more students to view sexiness in those terms (using those principles as a guide), I think we could consider ourselves as successful. In a culture that seems both celebrity / body-image / 'selfie' obsessed, this seems like a pretty positive message to send out to young adults. As Ashton stated 'Smart, Thoughtful, Generous. Everything else is crap that people try to sell you to make you feel less, so don't buy it'.

6. Living life. 'When you grow up, you tend to get told that the world is the way it is and to live your life in that world. Life can be broader than that when you remember one little thing. Everything around us was made up by someone who is no smarter than you (the audience)'. 

Smart, thoughtful, generous, work hard, challenge the status quo and being honest - sounds like a pretty good set of values to promote as a role-model. What are your thoughts? Could you use this video to start a discussion on values-based leadership in your School / Year Group?

 

 

Published in Blog

Gillard and AbbottThey say it is better to ‘park’ an emotional blog until you can re-read what you have done and look at it with fresh eyes in the morning. Well, I have done that, and I am still angry and annoyed.

This post is a little different from my usual on leadership. It involves current political issues – that I usually steer clear from as it divides people – but at the heart of this post is a request for leadership and values at the highest levels of our country. Being married to a beautiful, intelligent and inspiring woman (who I should listen to more), and trying to raise an intelligent and strong willed daughter (who I don't always fully understand but am trying to) this issue has struck home more and more in the last few days.

Here is the transcript of the speech I would love to hear in parliament this morning from our current Opposition Leader Tony Abbott– but it will never happen. It would take extraordinary guts, determination and a vision for the future that I don’t believe our politicians possess – but I can hope for it anyway. I have no doubt this speech would win him an election – which is not my intention – but it would help right a cause that has become so wrong in this country.

 

‘Mr Abbott, can you comment on the recent radio interview between the Prime Minister and radio host Howard Sattler?’

 

Response:

“I have time to reflect overnight on the interview that was conducted between the Prime Minister and Mr Sattler, and in all honesty, it has troubled me.

Troubled me because I do not believe that the Prime Minister should have to respond to such garbage – the fact that she did so with such grace and dignity is a credit to her.

The comments troubled me because I have had time to consider several issues regarding gender in the last couple of months, following comments from the Prime Minister in regards to my behaviour and calls of misogyny.

They trouble me because I am married to an intelligent and inspirational woman and I am trying to raise independent and intelligent daughters, and I can’t in good conscience let the behaviour that has been expressed in the media, both mainstream and social, in the election so far, in parliament and in Australia in general continue in the fashion that it has.

I yesterday watched the Chief of Army make an impassioned speech on this issue following revelations of Officers and SNCO’s in the Army allegedly communicating inappropriate comments and pictures via the Defence network. One comment that he made has resonated with me – ‘The standard that you walk past is the standard that you accept’. I feel I have walked past the standard on gender too often in recent times and it is time that I corrected that, not only on my behalf, but on the behalf of my party.

From this day on, the Prime Minister is going to know that she is for the fight of her life to win this election. This battle will be fought on policies and the recent history of achievements of her party – it will not be fought with gender as an issue.

Any member of my party that uses or condones inappropriate behaviour based on gender will be removed from office. Any member vying for office found to condone behaviour that is demeaning or inappropriate to women will lose pre-selection. Any media outlet promoting negative comments or debate based on gender will have no further interviews with any member of my Party until the election. If my party and I are elected, that media outlet will receive no comment or interview for the entire first term of office.

I will not walk past this standard any longer. I serve alongside some amazingly strong and intelligent women, to let this debate continue not only disrespects the Prime Minister, but them as well.

Comments such as ‘Ju-liar’, ‘Ditch the witch’ and others are inappropriate and should never have been used. Comments on the Prime Ministers clothing, size and relationship with her partner have no place in mainstream media, social media or this Parliament. Comments from shock jocks such as Alan Jones suggesting people should be thrown overboard should have been treated for what they were – vulgar and inappropriate. Menus created as a joke should never have been created, and worse, once discovered should never have been promoted. Speculation regarding the Prime Minister’s relationship and treating gossip and innuendo as newsworthy is not only inappropriate and offensive to her, but also to the office she holds.

 

The office of Prime Minister is one that should be respected, irrespective of gender of the person that holds it.

 

Earlier this week the Prime Minister referred to the ‘blue tie’ brigade of men that exist in my party, and media articles have stated that if elected, my party will have 50% less female representation than currently exists. I will admit to not having considered this prior to it being raised this week.

In this instance I am not perfect. As a politician striving to become Prime Minister of this country, I realise that the expectation is that I should be. I am far from it – but I am learning now and will continue to learn in my current and possibly future office. I cannot change this statistic in the next six months, but I will make efforts to address it in my first term in office if elected. Women represent more that 50% of the population of this country, it is then logical to assume that in the highest offices in the country, that percentage should at least be comparable.

These are the standards that I now expect of myself, my colleagues and the party. It will be our goal to ensure that those values become reflected in our society. If we as a Government and a nation wish to be respected on the world stage, this behaviour should be common place.

This change will not happen overnight – it may take a generation. But in the same way that laws enforcing the of wearing seatbelts in cars and wearing helmets on bikes seemed radical at the time but have become common place – so should the acceptance of men and women to equal roles. I hope the day comes in the future when my daughters can see a woman elected as Prime Minister and think of it as normal.”

 

That is what I would love to hear. Leadership, vision, respect, humility, defiance, values and hopefully some honesty. We can live in hope.

Published in Blog

In a recent edition of Leading Company, David James asked the question ‘Do Stephen Covey’s 7 Habits stack up’.

My response, given the vast number of businesses and managers I have worked with is: absolutely!

For those that don’t know, Stephen Covey’s book The 7 Habits of Highly Effective People has sold more than 25 million copies with its teachings quoted by Managers and corporate trainers (including myself) often.

The 7 HabitsThe 7 Habits that Covey raises are:

  1. Be Proactive
  2. Begin with the end in mind
  3. Put first things first (prioritising and planning)
  4. Thinking win-win
  5. Seek first to understand then to be understood;
  6. Synergize (combining peoples’ strengths); improving one’s attitude;
  7. “Sharpen the saw”: make sure to renew one’s personal energy and protect one’s health.

David James and several of the people he quotes put forward the argument that many of the things that Covey raises in his 7 Habits have become part of management practice and common sense. My response is that common sense isn’t that common, both at junior, middle and senior management levels.

Habit 2 – Begin With The End in Mind

Let’s start with Habit 2 – Begin with the End in Mind. It has been said that this is now the equivalent of a vision statement. In my opinion, it is much more than that (although I have to ask, how many people either have their own vision statement, or could state what the vision of their business was? Very few I am guessing).  Habit 2 is more than a vision statement – it is about developing a clear picture of what the future state should look like before you start doing it, so that you can create the steps required to get there. It is an opportunity to process re-engineer a problem before it has taken place, and map out the required steps to get there. I know there are many people that might say ‘but isn’t that what a vision statement does?’ In the true, correct use of a vision statement, you would probably be correct. In practice though, very few senior managers and very few businesses make the link between their business vision and what happens day-to-day. Very few staff at lower levels can make the link between the vision and everyday work, because often the people that came up with the vision stopped at that – stating the vision. Part of the cleverness of Covey’s Habit 2 is its use of words – begin with the end in mind, not end with the end in mind. Coming up with the vision or end state is just the start – there is then an expectation that you would work backwards to see what has to be done in stages to achieve that vision.

The other thing I love about Habit 2 is that when introduced to junior Managers, it encourages then to take time out and plan, when often they are expected and encouraged to deal with the hear and now and ‘firefight’. Taking 5 minutes to consider the end state and how to get there can often be a revelation for junior managers, because they have never been encouraged to do it. Good planning and evaluation is one difference between a junior manager and a more senior one (we would hope!) and Covey provides a simple tool to start the process.

Habit 3 – Put First Things First

Habit 3 is all about managing your time effectively, which in my experience, a large amount of Managers do poorly. Wasted time, wasted effort, poor prioritising (if there is any prioritising at all) and a lack of focus – these are the time management skills that are often exhibited by junior and middle managers. Often this isn’t by accident; managers at these levels are expected to deal with urgent issues from their direct reports quickly and effectively – ‘firefighting’ – fixing all the little crises that occur in a business to keep things on track. The problem is that often firefighting becomes a drug for managers; they can fall into the trip of only feeling like they are doing their job if it is urgent, immediate and for their direct reports. Low level and mid-level planning such as training, managing performance and planning go out the window because it isn’t urgent. Covey’s 4-quadrant model of urgency versus importance sounds simple enough, but it still has profound effects on junior and middle Managers. Often when this group takes a short time to analyse what they do in a day, they find they have spent most days focussing on urgent but unimportant tasks (such as emails, firefighting and interruptions) rather than spending a proportion of their time on important tasks such as training, coaching and managing performance. Covey’s Quadrant in Habit 3 provides a sense of assurance for junior Managers in knowing that it is OK to do more than firefight.

Discussing further habits is more than one little blog post can handle! In short, Covey’s 7 Habits are just as relevant today as they were when they were first published. In my opinion, the habits will become irrelevant when senior Managers demonstrate the 7 Habits consistently themselves, with their middle and junior managers copying that behaviour because ‘that is how it is done around here’.

Perhaps the better question to ask would be ‘Why hasn’t the coaching, training and example provided by senior Managers made the teaching of the 7 Habits irrelevant?’

Published in Blog
Thursday, 14 February 2013 04:45

Do You Have The Weapons You Need For Success?

HawkeyeI was one of the first people to see The Avengers – I love Marvel comics that have been turned into movies. One of my favourite characters is Hawkeye, an expert bowman who has a specific arrow for seemingly every situation that arises. Need to unlock a security keypad? He has an arrow for that. Take down a large-scale alien spacecraft? He has one for that as well.

What type of Hawkeye qualities do you and your team possess? Do you have an arrow (skill set) for every situation you have to encounter?

Published in Articles & Resources

istock 000003772656 sword  officerMore often than not, business leaders wait too long to identify, nurture and develop leaders in their business. By the time most businesses consider leadership development training, poor communication, values and behaviours have become so ingrained it can be hard to undo. These mistakes can hamstring both the individuals development and the businesses future. I believe there are 5 lessons managers could learn from leadership development in the military.

Published in Articles & Resources

istock 000006855981medium - blue red green peopleThere is an 80% Chance They Aren’t – Here’s How to Fix It

I love the start of a new year. While I am not big into writing New Year’s resolutions, the opportunity to start a new year, with all of the challenges and opportunities that it brings, excites me.

The start of a new year also provides an opportunity to refocus your attention on long-term goals for your business and your team. Unfortunately, some of the biggest and best ideas that come from this period never come to fruition. One of the reasons for this is that your team, whether you realise it or not, may not be on the same page as you regarding expectations, values, behaviours and performance levels.

In my time in the Air Force, the start of a new calendar year provided other challenges, including staff being posted from other locations. In my last role, the start of a new year resulted in a 50% turnover in staff for 3 of the 5 years I was posted there. With that much experience lost across the Christmas period, we needed to find a simple and effective way in bringing new staff ‘up to speed’ with what was important.

Here is one simple way we found to bring new staff onto the same page as your existing staff. It involves understanding what you love and hate your staff doing and being able to articulate it with your new staff. I have used this on numerous occasions outside the military and taught it to senior Managers of numerous businesses – it is also a great platform for performance management discussions.

To get started, provide honest and open answers to the following questions:

1.      What are the behaviours that you hate your team to exhibit?

What are the things, big or small, that annoy you about your team’s behaviour. What are the things that you wish they would never do? Write as many as you can possibly think of. Whave found that this works incredibly effectively in small groups, as people ‘feed’ off the answers of others and add some of their own when prompted. My pet peeves are:

I hate it when my team.....
 

2.      What are the behaviours that you love your team members to do?

What are things that you thank your team members for doing? What are those little things that are done for you that make your life easier? My favourites are:

I love it when my team....
 

3.      Get specific.

The more specific you can be in what you love and what you hate, the better the list is. Often, the reason why we love or hate a behaviour is based on an experience in the past. Remember that experience and be able to explain it. Why do you love or hate this type of behaviour so much? People turning up late to a meeting frustrates me so much because of one particular Manager that wasted everyone’s time. We would arrive on time for a meeting, but he would regularly turn up 10 minutes late, then expect to be briefed on what had taken place prior to his arrival. I not only found this rude and disrespectful to others, but also a huge waste of time for everyone concerned. I vowed that I would always turn up to meetings on time, and that my meetings would run on schedule.

4.      Compare your list with what your team knows.

Once you have written down the behaviours that you love and that you hate, you need to check if your team has the same understanding. Have a look at your list and consider this question: If I asked a member of your team what behaviours you loved and hated, how many would they be able to provide me?

Have a look at your list and pick up a highlighter pen (or circle your answers). If you think your team already knows the behaviour you love or hate, highlight or circle it. If you think they don’t leave it blank. Go through your entire list, considering whether your team knows what you love and what you don’t.

When I undertake this activity with management groups, most participants have about 50% of their list highlighted, and 50% unmarked. What this means for most people is that half the time your team doesn’t know if the behaviour they are demonstrating is loved or hated by you.

Does that make sense? You could have team members doing a task in a way that you love, but because they don’t know it, they change it or perform it inconsistently. Worse, your team members could continue to do something that you hate because they have no idea that you don’t like it.

5.      Brief your team on your likes and dislikes.

Every team and every Manager we work with has different likes and dislikes – what one Manager loved another might hate. If we don’t tell our team the specifics of what we prefer, they will fly completely blind and be forced to guess, wasting both of your time when they could be doing something more productive.

It would be much easier if we were robots – we could print our optimum operating instructions on our foreheads for everyone to see – ‘How to get the best out of me – Step 1’ etc. Thankfully our teams and Managers aren’t robots, but because of this they do not instinctively know our likes, our dislikes and the best way to get the best out of us – we have to tell them.

6.      Advanced Step – Ask the same of your team.

Now your team knows how to get the best out of you (be doing more of what you like and less of what you don’t), do you know how to get the best out of your team? What are their preferences?

For your team to work efficiently and effectively, you all have to be on the same page. While the steps outlined above might be simple, experience has shown us that 60% of Managers haven’t thought of the question (or its importance) and 85% have items that they love (or hate) that their teams didn’t know about.

Does your team know what you love and hate them doing?

Kameleons – Developing Leaders can help with this and many other practices to get your team to work more efficiently and cohesively together. Call us on 0409627270 or email This email address is being protected from spambots. You need JavaScript enabled to view it. to start the discussion today.

Published in Blog
Tuesday, 19 February 2013 19:00

Leadership Quote 13: A leader is best when....

Leadership Quote 13

For me, this has been the most contentious quote so far.

Pro's

Some of the most successful businesses in the world have Chairpeople and CEO's that no one knows about. Who is the CEO of 3M? John Deere? Nestle? Toyota? (I don't know why I chose those, they were the first to come to mind). Each business is very very successful in its chosen market, and because of this, I have made a big assumption in believing that the teams that work within these businesses must be very good at what they do. Yet each one does not appear to have a leader that people readily recognise. They might be doing a fantastic job in role, providing vision and letting their people do their jobs well, but as far as Mr/Mrs Public knows, they barely exist.

Con's

Some teams need the guidance, authority and presence of a leader to function effectively. A 'barely know he exists' leader creates animosity and questions such as 'What does he/she even do?' I for one have worked for several leaders that barely existed as far as the team was concerned, and we worked in spite of that person, not for them. The team (myself included) were bitter, wondering why we worked so hard when our absent leader seemed to do so little. There was a sense of relief when they left, and a hope for someone who had a deeper impact in the future.

What are your thoughts? A leader who is well known and public, or a leader that you barely know exists? We would love to know what you think

Published in Blog
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