Cutting Through The Grey

Coaching for Governance

Check out my chapter on business coaching at board level in:

'Coaching for Leadership: Writings on Leadership from the World's Greatest Coaches'.

http://eu.pfeiffer.com/WileyCDA/PfeifferTitle/productCd-0470947748.html

Publication date 1 May. Kindle download available now.

And my collaborative work with Dr Laurence Lyons developing Situational Intelligence, published in: 

 

'The Coaching for Leadership Case Study Workbook'.

"Beautifully crafted stories, which amuse and deliver the critical messages about effective business coaching. Laurence and Dr Fink provide engaging and valuable messages for busy executives."

Publication date 1 May.  

http://eu.pfeiffer.com/WileyCDA/PfeifferTitle/productCd-1118105125.html

Sharp Elbows or Courtesy

It is generally held that difficult trading conditions bring out either the best or worst behaviour in people. During this recession, the media has shared stories of ‘survivors’ in large organisation keeping their heads down, avoiding risk, breeding inertia. They are contrasted with ‘brave entrepreneurs’ who seize the day, boldly go where no man has gone before, get on their bikes to explore new pastures.

 

In a digital era, behaviour is viral. Instant, global connectivity brings increasing transparency. Reputations can be made and broken unconsciously. Technology enables mass mobilisation. Against this background, business leaders set the tone for their organisations. Their words and actions are emulated. Their impact on a wide community of stakeholders can be significant. They determine their own and their organisation’s brand values.

 

The spectrum of accepted organisational behaviour ranges from a focus on self, individual endeavour, competition for airtime and scarce resources through to a collaborative environment in which sharing and group achievement are highlighted. The former creates a sharp elbows mentality of ‘I win and you lose’. The latter breeds courtesy in the search for a mutually accepted solution.

 

Courtesy, described alternately as respect and consideration, is a commonly espoused value for public, private and third sector organisations with a focus on delivering value to customers.  But courtesy takes time to develop and deliver. It can be crowded out in a drive to action or sidestepped in a depersonalised digital environment.

 

Perceptions and expectations of courtesy differ across both cultural and generational boundaries. The cultural differences are far more complex than a simple east:west or more:less economically developed environment. Every society has different rules and norms. Generational expectations are created by the era in which individuals ‘grew up.’ Digital natives are used to virtual relationship creation and communication. Their parents and grandparents are, at best, digital immigrants. Their definition of courteous behaviour was formed before virtual arrived.

 

Business leaders face the challenge of navigating these behavioural waters. By developing Situational Intelligence™, they can build the rich picture of the context in which they are required to perform, identify the strengths they bring to the table and judge the most appropriate behaviour to achieve their objectives in a manner which is authentic and consistent with the values of the organisation they lead.

For more information on Situational Intelligence™,  go to the Weblink LyonsBateson.

 

Board succession planning

Encouraging a board to discuss the topic of succession and succession planning is not for the faint hearted. Whether the company is listed or unlisted, the challenges are similar. While the logical case is enshrined in regulation and legislation, the aspirations, expectations and motivations of key players will determine whether the process is successful.

 

Increasingly large listed companies are sharing their approaches and learning, reflecting on the merits of growing internal executive pipelines and proactively managing relations with external non-executive talent.

 

The lessons shared relate to:

 

The iterative nature of succession planning as the Board seeks to be fit for an emergent strategic future.

 

The requirement for diverse insights to be shared by the Board and the need to access the widest possible talent pool.

 

The need to select expert advisors carefully and ensure the Nominations Committee/sponsor manages the relationship effectively in order to deliver the expected value.

April 2012 article available to download.

 

Delivering 'Enlightened Shareholder Value'

The principle of defining business performance as more than commercial return is enshrined in law and regulation. Only today, the UK Chancellor of the Exchequer has highlighted the importance of environmental and fiscal sustainability. Most importantly, there is a sea change in thinking among strategic decision makers. The majority of business leaders I have worked with over the last decade have readily embraced the notion that business decisions should be taken using wider criteria than purely financial performance. Translating this commercial and moral compass into embedded processes and behaviour, requires an effective process and active leadership.

The process for strategic decision making must be robust, seeking diverse insights, anticipating future trends and establishing strategic and ethical fit.

Shareholders, regulators, customers and ‘the public’ increasingly seek transparency in the behaviour of business leaders and the reputation and brand damage of not meeting these expectations can be significant.

In a world of instant and global connectivity, the effort required to deliver a consistent and authentic message to all stakeholders has increase. While expectations and motivations differ between the various groups of interested parties, common purpose must be established in order that the business leader can deploy capability in the way most likely to deliver value for all.

Only by visibly reinforcing their organisation’s definition of performance can the business leader build the environment of trust which characterises effective business relationships. It may take brave leaders and time to rebuild that trust in sectors and organisations where commercial return at all costs has been the governing principle.

Committed organisations are investing in developing Situationally Intelligent™ leaders to embed corporate governance principles and deliver ‘enlightened shareholder value’.

For more details on Situationally Intelligent™ leadership and the work of Anna Bateson and Dr Laurence Lyons go to:

Coaching for Leadership 3^rd Edition ISBN 978-0-470-94774-6

The Coaching for Leadership Case Study Workbook ISBN 978-1-118-10512-2

A Kindle version is available now. The hard copy publication date is May 2012

Leading across boundaries

The challenges of engaging with people across geographic, gender and generational boundaries seem to be preoccupying many business leaders. The three key questions my clients ask are:

Is what I want to say going to be heard in the way I intend?

Have I chosen a medium which is appropriate for creating a continuous flow and exchange of insights and ideas?

What brand and reputation am I creating for myself?

Choice of vocabulary is important in establishing common understanding but is not sufficient to ensure that intended messages are heard. The context in which language is used determines meaning. For example ‘Yes’ can have many interpretations.

Yes, I have heard you.

Yes, I see that is your point of view.

Yes, I agree with what you have said.

Yes, I am prepared to help you.

Yes. (Because if I say that you will leave me alone).

Recognising how your words are heard is essential to building dialogue.

The medium we choose is partly determined by our generation. Digital immigrants from the boomer and X generations still refer to ‘mobile’ telephones and seek visual confirmation of the impact of their conversations. Generation Y and Millennials are digital natives. They live in a permanently connected world and chatter continuously with people they have never met.

The technological infrastructure which enables this continuous flow also creates levels of ‘noise’ to which previous business leaders were not subjected . Providing and valuing reflection time has become essential in a world which encourages instant decision making.

In recessionary times, it takes more effort to protect investment in networking opportunities, both virtual and physical. Without these opportunities, the shared insights that lead to the development of new products, services and markets may be delayed or lost.

Personal brand and reputation are created with each conscious and unconscious action. Authenticity and transparency are highly valued in business leaders seeking to build trust across boundaries and attract talent to their organisations. With a clear understanding of your brand values and an understanding of the impact you have on others, you are able to actively manage and reinforce your brand and reputation.

Sources worth checking out include:

Richard D Lewis @ Richard Lewis Communications on geographic/cultural boundaries

Prof. Paul Redmond @ Liverpool University on generational differences.

Lesley Everett @ Walking Tall on personal brand and reputation.