Tag: Leadership

Art for Work’s Sake

This post is some slides and thoughts from a recent workshop I facilitated where people were invited to use basic artistic methods to think differently about work and leadership. It was a free flowing session which people said they enjoyed and got a lot from.

Here is a review of the session put together using Slideshare.

I hope you find this approach interesting and useful and if you would like me to help you do things differently at work – please drop me a line at doug.shaw@wgalimited.com – let’s talk.

Authenticity is Never Enough

Authenticity. I must have read that word a bazillion times this year, how it failed to make it into the 2013 LinkedIn top 10 buzzwords is anyone’s guess.

I spotted Gemma Reucroft commenting about this on Twitter earlier today:

Gemma Reucroft Authenticity Tweet

The dictionary defines authentic as being ‘of indisputable origin and not a copy’. We seem increasingly keen to search out and honour authentic leaders, and whilst I think authenticity is important (and currently over used), by itself it is never enough. In a workplace context I think people see being authentic as being true to themselves.

Think about that for a moment, being true to yourself. What if someone’s true self is a psychopathic money grabbing selfish bastard? They’re out there you know.

So as well as being ‘the answer to everything lately’, I think the term can also be unhelpful. And whilst I guess I’d always rather see someone’s true self than a sham cover up, I might add stuff like humility, dignity and even vulnerability into the mix. And if you can’t cope with vulnerability – swap it for courage (just don’t tell anyone they are often one and the same thing).

Post Autocratic Stress Syndrome

I spotted this tweet quote from Neil Denny recently:

“The more a manager controls the more he/she evokes behaviours that necessitate greater control or managing” Covey

The tweet got me thinking about overbearing management styles, and two people in particular. More importantly though, it got me thinking about how organisations perform after an autocrat departs.

autocrat

noun
a ruler who has absolute power.

Sir Alex Ferguson

The former manager of Manchester United, Sir Alex Ferguson, has been getting plenty of airtime lately publicising his autobiography. I’ve not read it and I confess that after listening to him being interviewed on the radio, I’m unlikely to. The way he and others talk about his management style leaves me cold. Arrogance and a desire to bully seems to ooze from his every pore.

Since Ferguson’s departure, the previously hugely succesful Manchester United team has struggled to make its usual impact on the field of play. I may be wrong, I often am, and I think there’s a good chance they won’t be title contenders in the Premiership this season. Fifteen games in and Manchester united are currently in ninth place, and only nine games into the season, they had conceded as many points as in thirty games last season.

Ferguson ruled with a rod of iron, it was his way or the highway. And now he’s gone, despite having another experienced, well respected manager come in to take his place, the team seems lost.

Sir Terry Leahy

The former CEO of Tesco, Sir Terry Leahy, has been quiet of late. In the aftermath of him leaving Tesco, he wrote a book titled Management in Ten Words and then seemed to fade away. Something else has happened since Leahy left Tesco, the company has struggled, compared to its previous unstoppable power. In the year to February 23, 2013, Tesco saw its profits after tax slump from £2.8bn to just £120m because of falling UK sales. They took a £1bn hit to exit the US, and an £804m writedown on UK land. The share price in May 2011 shortly after Leahy left was £4.22, currently it sits around £3.30, and the former chairman Lord MacLaurin has recently criticised the sad legacy left by the outgoing CEO.

Under Leahy, Tesco was well known for screwing its suppliers in order to maximise shareholder profits working with its suppliers to get the best deal for customers, a practice this article in The Grocer says they now say they are trying to change. The article states that Tesco management acknowledges it has been ‘guilty of arrogance, bureaucracy and hierarchy in the past’.

Coincidentally, In a recent Telegraph interview, Ferguson references Leahy.

‘Leadership, as I’ve known it, from my time as manager, has come in different stages. If you look at Sir Terry Leahy, who had a short spell as leader at Tesco, as opposed to my 27 years, the gathering of all the things he learnt, and the qualities he has, is similar to myself, in the sense that he was in control of a big unit.’

I think that part of the problem for both Manchester United and Tesco is that having been ruled over in such a way, people have unlearned how to think for themselves. The squad that David Moyes inherited at Manchester United contains many top quality players, and though I know less about them, I don’t suppose the entire management structure at Tesco are dead weights either. Yet both teams are under performing dramatically.

It must be hard to be humble when you’re being feted, by fans and shareholders alike, but I think part of the true test of leadership goes beyond the immediate tenure of the leader. How do people behave after you’ve gone? Did you co-create something sustainable, or did you craft something so suited to your style that no successor is likely to succeed? In the case of these two examples at least, I think they’re currently coming up short.