leadership development


The charisma thing has, it seems, raised its perfectly groomed head once more. The always readable Mervyn Dinnen blogged in response to a Guardian article by Jonathan Freedland, both exploring the apparent gap between the type of leaders we elect or support, and the kind of leaders we might choose if perhaps we put a bit more thought into the process. As is customary in contemporary business blogging circles, lines from a song were quoted. I think this is primarily an attribute of the demographic profile of bloggers, and can only plead guilty. And as songs go, Paul Weller’s Going Underground has retained the lyrical and emotive power it originally had around the time I heard being blasted live from the back of flat-bed trucks at various protests and marches in the early 1980s. Personally, however, I might have chosen a line a few bars further into the song that strikes me as both truer and considerably more cynical: “The public wants what the public gets”.

That’s not a suggestion of subservience, masochism or blind obedience, by the way. I think it’s rather closer to Gareth Jones’ observation, posted as a comment to Mervyn Dinnen’s blog post:

When you live in a bubble, that is all you know. If, for example you have 2 large dogs in your household then you house is likely to smell of dogs. You won’t notice the smell as you will be used to it. Even when you pop out to work or for a night out you won’t notice it when you come back. It’s only when you leave it for an extended period of time that you notice it smells of dogs.  However, when someone visits they can smell it but are mostly too polite to mention it.” 

Gareth’s point is about being in touch – having sufficient contact with ‘visitors’ that someone eventually has the audacity to mention the dreadful pong and suggest something is done about it. There’s a lot to be said for a breath of fresh air, after all. But Gareth’s point is also that the issue, nebulous as it might be, is systemic.

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Looking at the coverage that The Iron Lady – a biopic of Margaret Thatcher, for those who’ve somehow managed to miss it – has so far inevitably collected, opinion is fittingly divided. Knowing I was going to see it, as it was a friend’s choice as part of her day of birthday events, I’d been following newspaper articles for a while. It struck me that the first of many ironies about the film was that those who were speaking out against the film had almost certainly not seen it. One of the leading character’s repeated points in the film is that feeling has taken precedence over ideas and thinking in modern life (one wonders what she’d have made of this recent article), yet many of those speaking out against the film seemed to be doing so as they ‘felt’ it was inappropriate or wrong. One wonders what the lady herself would have said to them. (Although wondering is something that the film is likely to generate a lot of.)

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The future is a tricky thing. An opening sentiment I’m sure many economists, policy makers and politicians would agree with right now, but also a logical truism. Books about the future and what it will bring always set themselves to invite ridicule a few years down the line, and have an inevitable lack of concrete foundations: what the future holders, even for professional futurologists such as Bob Johansen, can only ultimately be subjective guesswork. Whether we are looking at the future of work (as Richard Donkin did in another book reviewed here), of leadership, of organisations, or of society, it’s worth remembering a lesson from talent management: past performance is not a reliable guide. Yet, as Marshall McLuhan once observed, “We drive into the future using only our rearview mirror.”

As a former President and Board member of the Institute For The Future, Bob Johansen should be as qualified a guide to what lies ahead as we are likely to find, drawing on four decades of experience of future casting for some of the world’s largest organisations. By its very nature, the future has always been uncertain; recently, the level of uncertainty seems to be increasing and leaders can no more be immune for anxiously wonder what it will mean for them than anyone else. Books such as Leaders Make The Future are, perhaps, only to be expected: that Johansen is one of a small number of authors essaying serious attempts to address this audience is to be welcomed.

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I’m normally more an Independent man (all puns intended), but – as professors reminded me during my own days in academia – reading around the list rather than down it can sometimes pay dividends. And if you’re going to be informed, why not be informed about more than the one thing? Glancing unaccustomedly through the pages of The Pink ‘Un, I was refreshed to find an article – Question of relevance must be addressed – in their Soapbox column that posed a long overdue question or three:

What are business schools for? What do they do? How can they best serve the needs of business and society?”

All good questions, I thought, although it seemed perhaps a little unfair to single out business schools. (We can’t all be managers, and it wouldn’t help if we could.) When it comes to purpose, relationship to both society and the economy, and to upholding their end of some very nebulous psychological contracts, most of higher education could do with clearing its throat and piping up in words of one syllable. The Guardian’s Q&A best bits: Marketing higher education during times of change (first published this April) was an interesting Googlefind, but not an inspiring one in this context.

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I’ve come across two other reviews of this book which both sum it up rather well and identify how surprising difficult I’ve found reviewing it. Director magazine commented that:

We’ve all spent long days on training courses only to emerge with little more than a single useful piece of paper with one idea on it. This book is a little like 50 of those pieces of paper pulled together in one place.”

An Amazon UK reviewer I can identify only as Dream Diver meanwhile drew these conclusions:

I think the clue that this book is just a compilation is in the title. The author perhaps couldn’t make a decision on which model was best. May be useful for MSc student who needs a simple guide to identify the many models of strategic thinking. As a Complexity thinker I personally think it shows the frailty of depending on models in real world situations.” 

To this reviewer, The Decision Book is a classic example of a book that some will love and cherish and others may not see the point of: it depends what the individuals in question are looking for, how much of it they hope to discover when they find it – and, I guess, how many training courses aimed at Director magazine readers they’ve been on! It also reminded me that models are a double-edged sword – a theme we’ve hardly left untouched on this blog – although the possibilities of over-simplification and the importance of remaining conscious you’re working with a model don’t, judging by the Instructions for Use, escape the authors.

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While the world – and certainly many of its organisations – is always in need of more skilful, insightful and capable leadership, it is hard to argue with an authentic heart that the world is crying out for more books on the subject. Thankfully, just as some leaders rise above the multitude, some books stand taller than the mire of self-help tools and celebrity business hagiographies that continue to flood forth. While some of the latter may provide inspiration to improve, or a spark that sets an individual off on a personal development path, comprehensiveness, rigour and practical usefulness tend not to be high on their authors’ agendas. For the leader (at any level), coach, L&D or HR professional who is looking for something that truly provides these so-often lacking qualities, Awaken, Align, Accelerate should be an addition to the Leadership bookshelves that they can wholeheartedly welcome.

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In September 2009, we interviewed Peter Cook of the Academy of Rock and author of the book Sex, Leadership and Rock’n’Roll. Peter has recently launched his own blog, The Rock’n'Roll Business Guru’s Blog, and suggested that we reprise the Q&A idea. We have done so, but with a twist: each of us has posed questions for the other to answer. Below, we present Peter’s answers to the questions I posed, along with responses from me. Later this month, Peter will be publishing my answers to the questions he compiled (we’ll add a link here in due course as an update).

Overtures and intros duly completed, let’s get on with the main event.

Q: Both of us have written about music as an analogy or metaphor for leadership, organisational design or culture, or teamwork. Why do you think we’ve chosen music as the metaphorical vehicle rather than any of the other arts? Theatre, film-making, even ballet might support being used as similar metaphors, but music seems to be the most powerful: are we missing some interesting lessons from other artistic forms?

Peter Cook: It’s true that different art forms present different perspectives for learning about business leadership and so on. Yet music is a good choice since it can create powerful imagery, much music has lyrical content thus it has a literary content and some music is connected with movement and dance. So, I would say that music is something of a boundary crossing art form, embracing other artforms. Yet it is true that metaphors are partial realities and focus us on certain aspects of the situation (and sometimes hide others). I think Gareth Morgan’s work on ‘Images of Organisation’ is most instructive here.

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In the previous episode in this series, I related the experience of completing the MBTI questionnaire and receiving facilitated feedback. But if MBTI is mostly about the individual, giving feedback on relationships with others more by inference and implication, FIRO-B is explicitly about the individual, others and the relationship(s) between the two. This is an instrument that looks at the ways we wish to behave towards others and others to behave towards us, and illuminates that these may be very different even in a single dimension: FIRO-B can illuminate many things, not least that “Do unto others as you would have them do unto you” may be a familiar expression but it can also be highly inaccurate in describing our behavioural patterns.

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