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Good Leadership: It’s All about Value

Continuing with the recent theme of leadership and the question of whether or not you are a good leader, here is something else you can do to find out. Ask yourself, “Do I focus on value?”  

Value and price 26236493_sThat might seem like a very strange question. Your instinctive reaction may be to shrug it off and say “Of course!”   But I urge you to probe a little deeper. You may recall Oscar Wilde’s line that, “A cynic is someone who knows the price of everything and the value of nothing!” Unfortunately cynicism seems to be a trap that many business leaders can fall into all too easily. So it may be useful to take a good, honest look at yourself,  your behaviour and your thinking, to be sure that you haven’t inadvertently fallen into that trap.

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Good Leadership and Organisational Well-Being

Well-being iStock-511789168Continuing with the last week’s theme and pursuing the subject of leadership and the question of whether or not you are a good leader, another area worth assessing is your organisational well-being. Is this a topic you ever consider and, if so, to what extent? Ideally you will regularly be asking yourself:

  1. What is the state of our organisational well-being?
  2. Am I doing enough or could/should I being doing more to improve it?

Yet you are perhaps unlikely to be doing so. Why? Because there does not even seem to be any generally accepted definition of organisational well-being!

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How do you view change?


Evolution 123rf.com_23759152_sChange is an integral part of life. So much so that we are often completely unaware of it. We simply wake up one day to the realization that something familiar isn’t quite the same as we thought it was.

We experienced a good example of this over the Christmas holidays, visiting our young grandchildren for almost a month. As you would expect, the children we met on the first day were very different from the young children we had last seen. More surprising, however, was how much they changed during our time with them. It wasn’t only that, even after a couple of weeks, they were so proficient at things they couldn’t do when we arrived. Nor was it just the delicious festive food that made them feel heavier. We were sure that they also grew physically!

The fact is change is continuous. In the 21st Century, however, we are perhaps more aware of it than ever, and the fact that – due to the massive technological advances – the pace seems to be faster and the demands on us more urgent. So much so, that ‘change management’ has not only become part of the lexicon, but a recognized skill and much sought after competency. But are we being misguided?

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Management Evolution: Where do you stand?

You probably know that, if you put a frog in cold water and slowly heat it, it will eventually boil to death. This fact was popularised by management guru Charles Handy in his 1989 book, “The Age of Unreason.”  But, even though you know the parable, do you ever stop to think about it, its implications and its relevance? After all, Handy must have had a reason for telling it.

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Nothing to Lose and Everything to Gain!

“Mine!” “No! Mine!” How often have you seen that scenario play out? I certainly found it a recurring theme over the holidays as I watched my two very young grandchildren play. And I would guess that 95 out of 100 initially happy games that ended up in tears, did so when such conflict arose. Even when it wasn’t about direct ownership, it was about perceived injustices over “turns” or temporary ownership of a particular activity. The concept of possession thus seems to be a deeply ingrained in our culture from a very early age.

Whether this is good or bad, is actually irrelevant. Less materialistic cultures, such as the San people of the Kalahari, suggest that it is possible to have a culture without ownership and consequently with considerably less conflict. This, arguably, makes ownership the Pandora’s Box that seems to be the price we pay for civilisation and something that is almost impossible to discard. Indeed, you could argue that ownership underpins capitalism, which, historically, has been responsible for the world’s major economic development.

Yet, even in commerce, ownership is a root of contention and conflict. You only have to watch “Dragon’s Den” or “Shark Tank”, with would be entrepreneurs pondering an investment offer to see this.

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Seasonal Wishes

It seems to come around more quickly than ever, as if trying to catch you by surprise.  Nevertheless, ready or not, it is once again the time of the year to take a break from business and the responsibilities of everyday life and focus on things that are just as - and possibly even more - important. No doubt you have earned the break and, however long yours is, as you take it, I wish you and yours everything you wish yourself for the festive season holidays and the coming New Year. May you see the fulfillment of every one, and even more. I look forward to your company again in the New Year.

2016 Happy Holidays

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If you like what you have read contact me today to discuss how my ‘Every Individual Matters’ Model could provide the catalyst to help you create a culture in which everyone cares and the business becomes our business, embedding improvement that transforms – and sustains – organic business performance.

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Bay Jordan

Bay is the founder and director of Zealise, and the creator of the ‘Every Individual Matters’ organisational culture model that helps transform organisational performance and bottom-line results. Bay is also the author of several books, including “Lean Organisations Need FAT People” and “The 7 Deadly Toxins of Employee Engagement” and, more recently, The Democracy Delusion: How to Restore True Democracy and Stop Being Duped.


Busting Bureaucracy by Eliminating Hierarchy

Breakthrough 000004140750XSmallRather ironically, hours after posting my blog last week (Cats, Caterpillars and Business), I received reinforcing information that substantiated all my points. And from no less an authority than Professor Gary Hamel. He enumerates the staggering scale of efficiencies that I alluded to but couldn't quantify for myself.

Believe me, when I talk about staggering numbers, I am not exaggerating! Talking about the US alone, he quantifies “the prize” for “busting bureaucracy” as $3 trillion p.a.! Perhaps, writing it as $3,000,000,000,000 gives you a clearer idea of just how much that is. Especially when you factor in this is an annual figure! Even if that number is 50% over-optimistic it is still significant. And what if it is conservative? No matter how successful you are, the possibilities this presents have to make you curious. 

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Cats, Caterpillars and Business

Cat 123rf.com_19364806_sHave you ever noticed how sensitive a cat’s fur is? Barely touch a sleeping cat and it will twitch where you touch it.  It’s purely reflex, I know, but it is something I love doing and always makes me smile. But it provides a useful lesson.

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If “No Man is an Island”, then “Every Individual Matters!”

As a human being you cannot survive on your own. It doesn’t matter how capable or self-sufficient you consider yourself to be, it is practically impossible. Interdependence is an inescapable fact of life. If you are a manager or leader, you definitely depend on other people to achieve results. And, even if you aren’t, you are still likely to rely on other people to be able to get your job done. This makes managing relationships an essential life-skill.

John Donne encapsulated this when he said, “No man is an island, entire of itself: every man is a piece of the continent.” For most of us, this “continent” is the organisation where we work. This is significant because, if you are a “piece” of the organisation, it makes the organisation itself the ‘framework of relationships.’ This begs the question, “To what extent do you recognise this and regard your organisation as a ‘framework of relationships.’?

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Securing the Successful Future of Your Organisation

How not to lead change - 123rf_25317560_sLess than 3% of leadership time is spent on collectively building a view of the future. At least, so said Gary Hamel and CK Prahalad in their book “Competing for the Future.” You might find some comfort in the fact that shocking statistic is over two decades old. But, even if things have improved subsequently, it is cause for concern.

Both the pace of change, and the fact that 70% of change initiatives, reportedly, fail to achieve their objectives, suggest that proportion should be significantly higher. This implies a need to take action to improve matters. Before identifying how to do that, however, you might ask, “Why, given the rate of change, do leaders not spend more time on this?” After all, safeguarding the future is surely a primary leadership responsibility.     

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