Guest post by Dr Arthur Shelley
Whilst the top job in organisations is occupied by the hierarchical boss, that doesn’t necessarily make them the leader.
The behaviours required to secure the top position can be quite different from those that make an excellent leader, creating bosses that are more followers than they are leaders.
Many at the top of the hierarchy have been engaged in highly competitive and self-focused behaviour to secure their role over internal and external competitors.
In doing so, they likely over-emphasised their achievements and focused on delivery of measurable tasks to prove competency.
This is a very different set of criteria to those that make a good leader. Of course, leaders need ambition and capabilities to be competitive and deliver successful outcomes. However, their competitive nature needs to be focused at opposing organisations’ services and products, not other people.
So what’s the difference between a boss and a leader?
Reactionary v progressive
Whereas a boss executes reactions to situatio
Guest post by Reg Birchfield
The rivalry between New Zealand and Australia is unparalleled in the sporting arena. But the trans-Tasman neighbours have always understood the potency of the strategic partnerships they have built together.
Despite occasional political policy differences, the ANZAC relationship has endured since the two countries opted to retain their separate and independent constitutional identities at the beginning of the 20th century.
This year, for example, marked the 30th anniversary of the Closer Economic Relations (CER) partnership that has successfully driven trade both ways across the ditch. And both governments have recently identified 30 new policy initiatives to extend trans-Tasman integration.
Building relationships is fundamental to best practice management. Politicians and policy wonks on both sides now seem determined to shape the environment in which business and organisational partnerships common to both economies can take root and flourish.
But whatever macro level policy settings are implemented, it takes micro l
Guest post by Gary Martin
In challenging financial times, the need for Australian leaders to have a “global perspective” and develop a “global mindset’’ to support the growth of local business has become more prevalent.
Our research here at the Australian Institute of Management into leadership capability found that Australian leaders achieved a relatively low rating for having an international or global perspective when compared with those leaders in such countries as Singapore, India and Malaysia.
The Australian government White Paper, ‘Australia in the Asian Century’ supported the call for leaders and managers to develop a global mindset. It outlined the need for Australian businesses to deepen their experience and knowledge of Asia to more effectively engage and integrate with Asia.
So what does having a “global mindset” mean and what are the characteristics of leaders who possess a “global mindset”?
A leader with global mindset capability views cultural and geographic difference as potential opportunities. They see that those opportunities c
Guest post by Professor Mark Farrell
You find yourself in a new management position. The organisation you work for is world famous. However, when you commence employment, you discover that the staff you have at your disposal are not up to the task, they have a drinking culture and are living off their past reputation.
Add to that ‘shareholders’ who are hungry for success and expect immediate results. In fact, your performance will be judged not annually, nor quarterly, but on a weekly basis.
That was the situation Alex Ferguson, ex-manager of Manchester United faced on his first day on the job, November 6, 1986. 27 years later Sir Alex Ferguson retired from football, the longest serving and the most successful manager in the game’s history of, after winning a total of 28 trophies.
But it’s only a game, I hear you say!
This is true, but it is also a multi-billion dollar industry in which the players are paid millions of dollars a year, in which recently, Gareth Bale was transferred from Tottenham Hotspur in the UK to Real Madr
Guest post by Miles Jakeman
When economic conditions are challenging, people feel the pressures of work and they fear about job security. These worries and fears present a major challenge for leaders who want to keep their teams on target.
Controlling costs and conserving resources is important for survival in an economic downturn, but it is also just as important to have leaders who:
An economy in decline is an opportunity to regroup, rethink, and renew. So as a leader, how can you seize the day take advantage of these new opportunities?
Confront reality. As the environment changes around you consider which objectives are you meeting? Which need more emphasis? Which you should be reconsidered or dropped? Feedback from customers
Guest post by Natalie McKenna
Brands of influence like Coca-Cola, McDonald’s and Mercedes have become successful through a carefully planned strategy to grow them. Just like the big brands you too have a personal brand, whether you like it or not!
Here are some tips to help you create a powerful personal brand:
Determine your brand. To determine your brand, you first need to ask yourself, what you do stand for? What are your passions, your strengths, your goals? Then align what you want your brand to look like with your values.
Much of the criticism of personal branding comes from those undergoing rapid transformation that appears as inauthentic. In my work with politicians and celebrities we assess not only their expertise and qualifications but passions, core beliefs and values. These points can then be emphasised and marketed authentically.
Determine your strengths and weaknesses. You need to examine yourself and receive feedback from others on how you look, what your body language is saying, how you are communicating. Do you com
Guest post by Dr Amantha Imber
Assumptions are one of the biggest creativity killers in organisations of all sizes.
They are those nasty things that sit around in the back of your head and stop your thinking going anywhere interesting. Chances are, if you have a problem you are trying to crack, you hold a whole lot of assumptions or pre-conceived notions that are boxing in your thinking.
For example, if you run a services business and you want to grow it, one assumption that you may be making is that to make money, you actually have to be working – given that’s how services work.
You provide something and your client pays you. But this old-fashioned business model means that to increase profit, you need to work harder or pay more people to work harder on your behalf. It’s a very limiting assumption.
So something I always bang on about to people is to actively challenge and crush any assumptions that they can identify.
In relation to the above example, I would recommend crushing the above assumption that to grow the business, you need to wo