Sorry to have been conspicuous by my absence recently. I have been writing, just not here...but here:
http://blogs.hbr.org/cs/2011/01/why_superstition_is_good_for_y.html
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Saturday, 15 January 2011
Friday, 18 June 2010
World Cup, Wimbledon and Technique Under Pressure
This is a fantastic time in the sporting year - World Cup, Wimbledon, US Open Golf, IAAF Athletics. Fantastic. It is also a lively time for me sport-wise as I try to balance running and tennis.
Saturday was interesting in that respect. I had a shoulder op in Jan and have been on a race to get back for this tennis season ever since. Things have been going well, although re-modelling my serve to help my shoulder has been tough - I have twenty years of ingrained technique to overcome, and serving is so fundamental even at my level.
On Saturday I was playing for my club - Halton Village - against arch rivals Great Missenden. Halton is a fantastic club if you ever get the chance to visit - if Lane4 was a tennis club, it would look and feel much like Halton.
http://www.haltontennis.co.uk/
So - things were tight against our rivals, and my job in the doubles pair was to serve at 4-5. I was fairly confident having played reasonably well most of the day. I was 40-30 up....and it all went wrong. Out of nowhere 2 double faults. I didn't feel nervous or anxious, they just happened. Being frank about it, my new technique just folded under pressure. Something I had done hundreds of times before that day inexplicably went wrong when it really counted. It had to be the pressure...and yet I wasn't conscious of it. We lost the Game, and so the set.
The irony of this was not lost on me when 3 hours later I was watching England vs United States in the World Cup. I guess I saw exactly the same thing happen to Robert Green on a far bigger stage.
It's not many people who can say this, but Robert Green is now my role model as I pick myself up and dust myself down. I thought his reaction both in the moment and in front of the media was absolutely world class. Effectively he said, ''it happens, I prepare for handling it, I learn from what happened and move on''.
Technique does break down - in particular when it is new. A new serve or a new strategy...it is all the same. It happens, we deal with it, we move on.
Saturday was interesting in that respect. I had a shoulder op in Jan and have been on a race to get back for this tennis season ever since. Things have been going well, although re-modelling my serve to help my shoulder has been tough - I have twenty years of ingrained technique to overcome, and serving is so fundamental even at my level.
On Saturday I was playing for my club - Halton Village - against arch rivals Great Missenden. Halton is a fantastic club if you ever get the chance to visit - if Lane4 was a tennis club, it would look and feel much like Halton.
http://www.haltontennis.co.uk/
So - things were tight against our rivals, and my job in the doubles pair was to serve at 4-5. I was fairly confident having played reasonably well most of the day. I was 40-30 up....and it all went wrong. Out of nowhere 2 double faults. I didn't feel nervous or anxious, they just happened. Being frank about it, my new technique just folded under pressure. Something I had done hundreds of times before that day inexplicably went wrong when it really counted. It had to be the pressure...and yet I wasn't conscious of it. We lost the Game, and so the set.
The irony of this was not lost on me when 3 hours later I was watching England vs United States in the World Cup. I guess I saw exactly the same thing happen to Robert Green on a far bigger stage.
It's not many people who can say this, but Robert Green is now my role model as I pick myself up and dust myself down. I thought his reaction both in the moment and in front of the media was absolutely world class. Effectively he said, ''it happens, I prepare for handling it, I learn from what happened and move on''.
Technique does break down - in particular when it is new. A new serve or a new strategy...it is all the same. It happens, we deal with it, we move on.
Thursday, 20 May 2010
Our New Coalition: Real Leadership and Motivation!
One week on, and the decisions are made. We have a coalition Government in Great Britain.
I am fascinated by the energy and motivation levels of our leaders, Messrs Cameron and Clegg, at the moment. I cannot easily imagine what it feels like to be flat out for six months on the closest election campaign for decades and then have to transition overnight into running the country for five years. There was not even the chance for a quick weekend away to recuperate. It reminds me of the M&A situations we have found ourselves in supporting clients at Lane4 whereby a deal is struck to acquire a business late at night after weeks of negotiation, and the 100 day integration plan kicks off the following morning!
Britain is certainly in need of strong leadership at the moment. Lane4's Co-Founder Professor Graham Jones recently recorded a podcast for the American Management Association where he talks about the distinction between real and safe leaders. He suggests that real business leaders are, among other things, those who are prepared to take the tough decisions for the good of their organisation; who thrive on pressure in doing so and who are highly visible in tough times. They make things happen. They are mentally tough, and their motivation is principally intrinsic rather than extrinsic. The podcast is available here if you would like to listen in.
http://podcast.amanet.org/edgewise/strategic-planning/193/dr-graham-jones-on-mental-toughness/
Real leadership feels a great synopsis of what we need in Great Britain in the months and years that follow. Time will tell!
Back to the lack of a weekend off for our political leaders. Actually we are conducting a study at Lane4 at the moment which looks at the current state of motivation in the workplace against the backdrop of a relentlessly challenging economy. While we might have not all fought an election or bought a business, the last eighteen months have certainly been a roller-coaster ride for all of us. You can take part by hitting the link below. All respondents will receive a free summary report once we have compiled them. Thanks in advance for taking the time!
http://www.surveymonkey.com/s/Lane4motivationsurvey
I am fascinated by the energy and motivation levels of our leaders, Messrs Cameron and Clegg, at the moment. I cannot easily imagine what it feels like to be flat out for six months on the closest election campaign for decades and then have to transition overnight into running the country for five years. There was not even the chance for a quick weekend away to recuperate. It reminds me of the M&A situations we have found ourselves in supporting clients at Lane4 whereby a deal is struck to acquire a business late at night after weeks of negotiation, and the 100 day integration plan kicks off the following morning!
Britain is certainly in need of strong leadership at the moment. Lane4's Co-Founder Professor Graham Jones recently recorded a podcast for the American Management Association where he talks about the distinction between real and safe leaders. He suggests that real business leaders are, among other things, those who are prepared to take the tough decisions for the good of their organisation; who thrive on pressure in doing so and who are highly visible in tough times. They make things happen. They are mentally tough, and their motivation is principally intrinsic rather than extrinsic. The podcast is available here if you would like to listen in.
http://podcast.amanet.org/edgewise/strategic-planning/193/dr-graham-jones-on-mental-toughness/
Real leadership feels a great synopsis of what we need in Great Britain in the months and years that follow. Time will tell!
Back to the lack of a weekend off for our political leaders. Actually we are conducting a study at Lane4 at the moment which looks at the current state of motivation in the workplace against the backdrop of a relentlessly challenging economy. While we might have not all fought an election or bought a business, the last eighteen months have certainly been a roller-coaster ride for all of us. You can take part by hitting the link below. All respondents will receive a free summary report once we have compiled them. Thanks in advance for taking the time!
http://www.surveymonkey.com/s/Lane4motivationsurvey
Tuesday, 16 March 2010
MTV, Gen Y and the UK Election
I am very interested in the area of generational shift in the workplace. By chance my career has effectively followed a generation from teenage years (interested in urban music, fashion and, occasionally, basketball) through to young adulthood (music, parties, technology and MTV). I now find myself at Lane4 as we support businesses in the process of understanding how to assess, engage and develop their newest and youngest group of employees. This is the population we call Gen Y.
We often find perplexing. They join law firms – but do not necessarily want to be Partners in ten years time. They turn down Graduate roles at McKinsey for the equivalent Cancer Research scheme. They ask for promotions and pay rises before they have any track record of achievement. And they are never, ever, afraid to challenge.
When I was at MTV, we spent a lot of time talking with brands looking to target Gen Y. We talked with them about the power of ‘’experiences’’ and the internet to position their brand . We ran focus groups to demonstrate the importance of nurturing word of mouth among influential populations to drive trend leadership. We showed them videos of teenagers talking about poster advertising (‘’I never look at it’, ‘’It’s just brands paying to target me’’, ‘’Talk with me, not at me’’). We talked about how the internet would change the rules of the game. Often this was anathema to a marketing industry which revolved around making expensive thirty second adverts.
It is interesting to reflect on where we stand today, six years on. Those eighteen year olds who we talked to in focus groups are today’s high potential talent. They are saying exactly the same things as they were when in the focus groups, just now they are saying it to their employers. ‘’Talk with me, not at me’’. The biggest change has been the coming of age of the technology which now facilitates this. We might not like it, but facebook, linked in and the like are now part of our working lives. This is a generation who will send an e-mail to the CEO. Not only that, they will expect a reply.
I was at an excellent session yesterday morning run by Communications Management. It looked at the potential impact of a Conservative government on British business. What I found interesting was the extent to which the Conservative Party, like Obama before them, are aiming to embrace technology as a means of engaging this population. The Conservative Strategy Director has apparently spent an awful lot of time at Google HQ in the last year understanding how technology can be used to engage its users and influence decision making. Generation Y is going to be a hotly contested area of the election. It strikes me as a fascinating battleground. For Gen Y effective communication is bespoke, two way and authentic. It is not top down, manufactured and impersonal. It will be fascinating to see to what extent the Main Parties’ campaigns genuinely pick that up in the next few weeks and months. My advice to British industry would be to watch closely. The next few weeks might offer some useful learning to those corporate organisations struggling to understand how to engage, influence and retain their future corporate leaders.
We often find perplexing. They join law firms – but do not necessarily want to be Partners in ten years time. They turn down Graduate roles at McKinsey for the equivalent Cancer Research scheme. They ask for promotions and pay rises before they have any track record of achievement. And they are never, ever, afraid to challenge.
When I was at MTV, we spent a lot of time talking with brands looking to target Gen Y. We talked with them about the power of ‘’experiences’’ and the internet to position their brand . We ran focus groups to demonstrate the importance of nurturing word of mouth among influential populations to drive trend leadership. We showed them videos of teenagers talking about poster advertising (‘’I never look at it’, ‘’It’s just brands paying to target me’’, ‘’Talk with me, not at me’’). We talked about how the internet would change the rules of the game. Often this was anathema to a marketing industry which revolved around making expensive thirty second adverts.
It is interesting to reflect on where we stand today, six years on. Those eighteen year olds who we talked to in focus groups are today’s high potential talent. They are saying exactly the same things as they were when in the focus groups, just now they are saying it to their employers. ‘’Talk with me, not at me’’. The biggest change has been the coming of age of the technology which now facilitates this. We might not like it, but facebook, linked in and the like are now part of our working lives. This is a generation who will send an e-mail to the CEO. Not only that, they will expect a reply.
I was at an excellent session yesterday morning run by Communications Management. It looked at the potential impact of a Conservative government on British business. What I found interesting was the extent to which the Conservative Party, like Obama before them, are aiming to embrace technology as a means of engaging this population. The Conservative Strategy Director has apparently spent an awful lot of time at Google HQ in the last year understanding how technology can be used to engage its users and influence decision making. Generation Y is going to be a hotly contested area of the election. It strikes me as a fascinating battleground. For Gen Y effective communication is bespoke, two way and authentic. It is not top down, manufactured and impersonal. It will be fascinating to see to what extent the Main Parties’ campaigns genuinely pick that up in the next few weeks and months. My advice to British industry would be to watch closely. The next few weeks might offer some useful learning to those corporate organisations struggling to understand how to engage, influence and retain their future corporate leaders.
Tuesday, 16 February 2010
Regulation versus Common Sense!
I read with interest journalist and author Philip Whiteley's last post on regulation in British business at http://felipewh.wordpress.com/.
It is not just my core Lane4 role that I feel this pressure. Wearing my European Sponsorship Association hat, European regulation of alcohol, betting and tobacco sponsorship among other areas is also a hot topic. On one level this is understandable, and yet on another my frustration is that the lobbying becomes an industry in its own right. Six years ago I spoke at a European Union conference on the subject in Brussels. It was run by a private company in a swanky hotel with chiefly European Union Member speakers and evening ''lobbying'' aplenty. There was a distinct sense that nothing at all of any importance would be discussed or debated (let alone decided), apart from which champagne was the best on the menu.
Despite all of this I support sensible regulation in business leadership. I support it in the world of sponsorship. I particularly support it in an industry such as learning and development where no qualifications are required to call oneself a coach. However I also support common sense. Any business leader who needs to get out the small print to wrangle through a conversation about accrued holiday with a a new Mum returning to work has more fundamental issues in their organisation than the odd day of holiday. Any sporting organisation who genuinely wishes to accept a sponsorship which is ethically dubious will only erode their value in the long term. Equally any HR Director who is prepared to bring in unproven and unsupervised coaches will soon realise that the risks outweigh any potential benefits.
I believe in regulation to help us look after the vulnerable in society and business, but I also believe that ultimately the ethical, sensible and emotionally intelligent prevail way before it is needed. Regulation in business is similar in many ways to the best negotiated commercial contracts between two organisations. It is important to have in the desk drawer as a guide, but if it ever leaves the desk drawer, it is probably too late!
''The arguments over more-versus-less regulation are often not the most important ones to have, because the things that really matter are to do with leadership, workplace competence, engagement and trust''I found myself nodding along as I read. Regulation is not the sexiest of subjects, but like it or not it increasngly effects my role every day at work. We recently moved around the structure of our office and some of us were in at the weekend moving desks around. Theoretical Health and Safety risk. We have some fabulous working Mums (and some soon to be Mums) in our office. Maternity leave requires a PhD to understand. Let alone the procurement systems that some FTSE businesses would judge a suitable first interface to put together a partnership-orientated approach to scale change!
It is not just my core Lane4 role that I feel this pressure. Wearing my European Sponsorship Association hat, European regulation of alcohol, betting and tobacco sponsorship among other areas is also a hot topic. On one level this is understandable, and yet on another my frustration is that the lobbying becomes an industry in its own right. Six years ago I spoke at a European Union conference on the subject in Brussels. It was run by a private company in a swanky hotel with chiefly European Union Member speakers and evening ''lobbying'' aplenty. There was a distinct sense that nothing at all of any importance would be discussed or debated (let alone decided), apart from which champagne was the best on the menu.
Despite all of this I support sensible regulation in business leadership. I support it in the world of sponsorship. I particularly support it in an industry such as learning and development where no qualifications are required to call oneself a coach. However I also support common sense. Any business leader who needs to get out the small print to wrangle through a conversation about accrued holiday with a a new Mum returning to work has more fundamental issues in their organisation than the odd day of holiday. Any sporting organisation who genuinely wishes to accept a sponsorship which is ethically dubious will only erode their value in the long term. Equally any HR Director who is prepared to bring in unproven and unsupervised coaches will soon realise that the risks outweigh any potential benefits.
I believe in regulation to help us look after the vulnerable in society and business, but I also believe that ultimately the ethical, sensible and emotionally intelligent prevail way before it is needed. Regulation in business is similar in many ways to the best negotiated commercial contracts between two organisations. It is important to have in the desk drawer as a guide, but if it ever leaves the desk drawer, it is probably too late!
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