I had occasion lately when asked to give a presentation to managers of a company on how to increase engagement in their organization. Sadly the senior manager was not all that impressed. She was looking for some precise methodology, or a “cook book” approach, anticipating that by the end of a four hour period, there would be clear strategies that all would have agreed on so that they could be left to implement. Read the rest of this entry »
What are you doing to invest in your people?
November 17th, 2009 by Joe Tyney
As leaders, we should be continually asking ourselves questions such as:
“What are we doing to invest in ourselves, and what are we doing to invest in our people?”
Companies never remain static. They are either moving forward or going backward. A critical element in determining the direction is the development of their people. Where investment is made, it is often at the middle management level that can have minimal effect if Executive Management is not involved. CEOs who condone this by delegating (or abdicating) this responsibility to HR or individual managers do so at their peril! A high return on the investment in human capital needs to be modelled by starting at the top.
How Costly is Poor Leadership?
November 2nd, 2009 by Joe Tyney
Today, there are so many books and articles on excellence in leadership that it is astounding engagement levels are running at barely 50%, costing this country $33 billion annually. Maybe we should find some courses and write some books on poor leadership and see if it makes any difference. Read the rest of this entry »
Etiquette – For Family Business working Together
October 2nd, 2009 by Kathryn Conder
There is much discussion about ethics in business, and of course it is important, but etiquette, sometimes seen as being old fashioned, has a key role to play, particularly in a family business.
Doing business with family and friends can be very rewarding. It can also be very complicated and difficult. To be successful, it always involves an even more stringent standard of etiquette than usual.
But if appropriate measures and safeguards are taken, it can make life, work and relationships a rich, rewarding tapestry that brings the best of both worlds. Read the rest of this entry »
When should we collaborate?
September 15th, 2009 by Paul Smith
Collaboration is a powerful business tool that can create the spark to help transform organisations.
Today most commentators place coordination, cooperation and collaboration under the single banner of collaboration. But the important skill is knowing when to collaborate, cooperate or coordinate.
The High Cost of Disengagement
August 25th, 2009 by Joe Tyney
Example:
100 employees averaging 70% engagement. It would take 116 employees averaging 60% engagement to get the same result of those 100 at 70%.
That is 16 more employees to do the same job!
The cost of 10% disengagement @ basic minimum weekly wage of $544 = $452,608 per annum!
(Imagine what this figure might be if it were to include on-costs and more senior employees, middle and executive managers)
The 8 Best Practices of successful multi-generational families
August 12th, 2009 by Paul Smith
“Successful multi-generational families are just as concerned with the quality of their relationships with other family members as they are with financial measures – good governance can help the next generation build on these relationships.”
The Best Way Forward – A Summary of Best Practice
A requirement for the family and the business to operate professionally in their dealings with stakeholders – and especially each other – should be adopted as a key best practice outcome. This produces the “Three Cs” of family business:
- Clarity – what we are doing and why
- Certainty – how and when we are doing it
- Commitment – who is responsible for doing what we’ve agreed to do to achieve this clarity and certainty
These are already fundamental indicators used in the corporate world, supported by appropriate levels of detail, depending on the business. Companies have detailed plans for strategy, business planning, operations and delivery. Families need the same things, appropriately converted for family consumption, at levels that suit the individual family.
Finding and Retaining Key People
August 3rd, 2009 by Paul Smith
Motivating and holding staff today is arguably the toughest game in town and throwing money at employees is not necessarily going to provide any long-term success.
Ask yourself 2 questions.
- If you are holding a conversation and you feel good, then is the conversation more likely to have a superior outcome?
- If you are holding a conversation and you don’t feel good does the conversation often go astray:
- you get annoyed or frustrated?
- and even end up in a confrontation?
Well if you have answered “Yes” then reflect on how your key people may respond. The same perhaps? If so, are there then implications for your business?
Professional and Personal Leadership for Today
July 24th, 2009 by Paul Smith
“If you limit your choices only to what seems possible or reasonable, you disconnect yourself from what you truly want – and all that is left is a compromise. It’s your call.”
Effective leadership, both personally and professionally, will take many forms. But at its core, it necessarily includes the ability to:
- Articulate a strategy – for yourself and the Organisation
- Establish guiding principles
- Make decisions quickly, efficiently and effectively
- Earn the trust of people, include them in the process, treat them fairly, keep them informed and above all else communicate effectively
- Keep yourself, people and hence the organisation focussed on the positive outcomes
Great Leadership for Great Teams
July 16th, 2009 by Paul Smith
You are establishing a unique Professional Services firm out of Australia – you have the idea, the brand and are putting together a team of talented, focussed individuals with great potential.
What strategies and skills must you employ to make the most of this potential? What is the best way to lead a crop of great people?
By assembling a great team, you’ve already put yourself ahead of the game. Rather than jump-starting the company on your own, you’ll have the easiest time, the most fun, and probably the most success by developing the team and letting the team develop the business. You just have to organize them and point them in the right direction.
Have you ever worked in a really high-functioning team? In great teams, each member brings their best to the party. They only do the things they’re best at, and they do them superbly. The work gets divided to play to each person’s strengths.
