Andrew was a control freak. He was a smart guy and could quickly see the solution to most problems. He had been a great technical expert and was known for his prodigious output. But since moving into leadership he continued the formula that had served him well as an individual contributor. He believed that it was quicker to solve problems himself than explain how it should be done. He regularly complained that it was hard to find good people.… Read more
Meg’s leadership team produced acceptable results in their respective areas of accountability. But they did not have much interest in each other’s challenges, as they scrambled to meet their own KPIs. Meg knew that if they were aligned on a vision for the group, that they could produce game-changing results. She had her own vision but was reluctant to prescribe it from on high. She had seen too many change initiatives stall because leadership teams had not bought in to a predetermined vision and strategy. … Read more
Most of us struggle to articulate the value we bring to our organisation. Our employment history usually points to our technical knowledge and skills. Maybe it was in systems development or cyber security, large scale projects, or perhaps data and analytics. But whilst your knowledge and skills are good starting points for defining your value, that is not sufficient for a leadership role. Your value as a leader needs to also include the transferable strength that has supported you throughout your career and more than likely, in your life in general.
However, most of us cannot clearly convey our strength and therefore the value we bring.… Read more
When Chris knocked back a lucrative job offer, his boss was staggered. He thought it would have ticked all the boxes; expanded accountability, opportunities for business growth, personal challenge, to name a few. But he had not understood that it would impinge on Chris’ commitment to integrate work with his young family.
Chris knew that he would have to be available around the clock to respond to emails, join global conference calls in diverse time zones, as well as work on weekends.… Read more
A few months into a new job and Kevin was already asking himself how he would know when it was time to leave. It was a question that had come up often in his earlier career. He had moved jobs every year or two, so that he did not get stuck in one job for too long. But he also knew that he had to deliver game-changing results if he aspired to more senior leadership roles. On reflection, he realised that he would only leave his job when he stopped learning and growing.
Learning and growing is a critical piece of the employee engagement puzzle for Kevin and many others.… Read more