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Leadership 8 Questions Skopje

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Ian Sutherland

on 26 September 2013

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Transcript of Leadership 8 Questions Skopje

Key Concepts in Leadership
8 Essential Questions
What do you think leadership is?
What does this require?
Leadership is complex...
8 essential questions...
Long term goals vs. short term opportunities?
Question 1...
"I began with [this automotive company] after finishing engineering school. I love this company, the people here, and I have always seen myself with the company, helping it succeed. From the beginning I saw my ultimate goal as becoming CEO. After many years I have achieved that goal."
"I like to be challenged and to be inspired, and I get challenges and inspiration from working with different people, in different organizations, with different customers. I've worked in large and small business, in different countries, in different sectors...I see the whole experience as a personal enrichment."
Specialist leadership vs. generalist leadership?
Question 2...
Specialist leaders flourish in an organization that can help them develop and expand their expert skills and knowledge:

"I've been a research scientist my entire career. I began at the university as an Assistant Professor. Over the years I moved up the ranks and now I am Dean of this great faculty."
Generalist leaders can and must keep moving. The more diverse their organizational experience, the more effective they can be as generalists. An example of this kind of leader is Lou Gerstner. With positions at McKinsey, Nabisco, Amex and then IBM each new experience built upon his ability as a change agent and master of strategic reform.
Coaching-mentoring leadership vs. directive leadership?
Question 3...
"I remember a very productive mentoring relationship I had in Australia. He was a great leader, very good with people and managing the business. His way of dealing with people was to have a few beers together and work things out. Mostly we worked as a team, and he taught me about business in Australia and a different way of operating."
"With the end of family ownership of the packaging company, we faced new objectives and profit targets. I called the entire labour force into the staff canteen, and shared with them the news and its implications. My style was always one of coaching and mentoring - but the acquirer required a concentrated level of hands-on focus, personal control and daily monitoring. This was all quite new to me at the time. But this change from mentoring to directing-style leadership, I must admit, was successful. Now I seek a balance."
"Chillaxed" leadership vs. "leadaholic" leadership?
Question 4...
Authoritarian leadership vs. participative vs. collective leadership?
Question 5...
Visionary leadership vs. practical management?
Question 6...
Visionary leadership can be highly effective in motivating followers and leading impressive, innovative development. Such was the case with the exuberant and high-profile George Davies' tenure as NEXT's CEO. Davies put NEXT on the map in the early 1980s as one of the UK's leading fashion chains, but also took the company to near bankruptcy by 1988. Such leadership can lose sight of practicalities and the bottom line, too focused on a grand vision.
While George Davies' leadership brought NEXT onto the national stage, Sir David Jones' leadership steadied the business in turbulent times and ensured its continued success. It was Sir David who put NEXT back on the road to financial stability. Jones - an accountant who worked his way up the ranks from being a 16-year old messenger in the post room - was a quiet character who let others take the limelight. He saw himself as relatively pedestrian, plodding and hard-working.
Inspirational leadership vs. down-to-earth leadership?
Question 7...
"I had an inspirational leader once - but he was a disaster. He was great fun, very entertaining, and painted a picture of an exciting future where we would all be successful and make loads of money. But the firm went bust and we all lost money."

"A leader I worked with was extremely reticent and shy. He kept saying he wanted to be inspirational. However, although shy and quiet, he was more interested in people, expressed the importance of values, and built a role for himself as a father-figure leader building a caring and inclusive culture. He gave up trying to be inspirational, and found his own way to inspire others - still pedestrian but personal and authentic. His company has now gone from strength to strength."
What will my leadership legacy be?
Question 8...
"I can feel successful only if I am acting responsibly towards people, the environment and society. This is the core of my business success."
8 essential questions...
1. Long-term goals vs. short term opportunities?
2. Generalist vs. specialist?
3. Coaching-mentoring vs. directive?
4. "Chillaxed" vs. "leadaholic"?
5. Authoritarian, participative, collective?
6. Visionary vs. practical management?
7. Inspirational vs. down-to-earth?
8. What will my legacy be?
Leadership continuum
Full transcript