Array
(
[0] => WP_Post Object
(
[ID] => 16058
[post_author] => 89
[post_date] => 2016-09-20 14:18:38
[post_date_gmt] => 2016-09-20 14:18:38
[post_content] =>
Sydney Finkelstein is the Steven Roth Professor of Management and Director of the Center for Leadership at the Tuck School of Business at Dartmouth College, where he teaches courses on Leadership and Strategy. He is also the Faculty Director of the flagship Tuck Executive Program, and has experience working with executives at a number of other prestigious universities around the world. His latest
bestselling book is SUPERBOSSES: How Exceptional Leaders Master the Flow of Talent. He will be a keynote speaker at the IMI National Management Conference on 29th September 2016.
IMI: Based on your current work – if you only had 6 words of advice to give a business – what would they be?
SF: Great leaders create other great leaders.
IMI: What does this mean?
SF: Imagine a world where the work you did really mattered. Where the person who you call your boss changed your life by helping you accomplish more than you ever thought possible. Where your own opportunities would multiply in ways you may have been afraid to even dream of. That’s the world of “superbosses”, leaders with an incredible track record of generating world-class talent time and again. By systematically studying business legends and pop culture icons like Lorne Michaels, Ralph Lauren, George Lucas, Larry Ellison, Miles Davis, Charlie Mayfield, and Alice Waters, what superbosses actually do comes into focus. And anyone can do these same things. Superbosses identify, motivate, coach and leverage others in remarkably consistent, yet highly unconventional and unmistakably powerful ways. Superbosses aren’t like most bosses; they follow a playbook all their own. They are unusually intense and passionate — eating, sleeping, and breathing their businesses and inspiring others to do the same. They look fearlessly in unusual places for talent and interview them in colorful ways. They create impossibly high work standards that push protégées to their limits. They partake in an almost inexplicable form of mentoring, one that occurs spontaneously and with no clear rules. They lavish responsibility on inexperienced protégées, taking risks that seem scary and foolish to outsiders. When the time is right superbosses may even encourage star talent to leave so they can then become part of a strategic network of acolytes in the industry.
IMI: Where should we look for further information?
SF: I put together a list of interesting articles related to this subject:
Superbosses aren't afraid to delegate their biggest decisions
The rise of the superbosses
George Lucas: Management Guru?
The Power of Feeling Unthreatened
Hire People and Get Out of the Way
Sydney Finkelstein is a keynote speaker at the IMI National Management Conference taking place on Thursday 29th of September. To register for this event, please click here.
[post_title] => "Great leaders create other great leaders" Six Word Wisdom from Sydney Finkelstein
[post_excerpt] =>
[post_status] => publish
[comment_status] => open
[ping_status] => open
[post_password] =>
[post_name] => great-leaders-create-great-leaders-six-word-wisdom-sydney-finkelstein
[to_ping] =>
[pinged] =>
[post_modified] => 2020-05-11 19:54:28
[post_modified_gmt] => 2020-05-11 19:54:28
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.imi.ie/?p=16058
[menu_order] => 0
[post_type] => post
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
[1] => WP_Post Object
(
[ID] => 15724
[post_author] => 66
[post_date] => 2016-10-07 10:03:20
[post_date_gmt] => 2016-10-07 10:03:20
[post_content] => Almost half of Irish business leaders would be willing to engage in potentially unethical actions to meet financial targets, according to a recent survey by EY. This startling statistic is consistent with another, perhaps less surprising, finding from a survey last year that business leaders are among the professionals least trusted by the general public to tell the truth. It may also help explain why we have witnessed a decade or more of corporate malfeasance not just in Ireland, but globally, and at some of the world’s most esteemed enterprises.
Source:
www.accountancyireland.ie
It begs the question: why and how do leaders lose their way and what, if anything, can be done about it? Some subscribe to the ‘bad apple’ theory: managers are good or bad; organisations are powerless to change this fact, and unethical behaviour can be blamed on those few renegades of poor character. Indeed, some alarming research suggested that the psychopathic personality type in particular is three times more prevalent in the corporate world than the general population. Others believe that managers may start out valuing fair compensation for hard work but that over time, the rewards – such as bonuses, share options, power, perks and press coverage – fuel a focus on extrinsic gratification to the detriment of inner satisfaction. So-called ‘careerism’ ultimately leads to a state of emotional detachment that corrodes personal integrity. This ‘dark side’ of leadership may account for some of the more egregious cases of corporate wrongdoing. However, for every psychopathic executive or megalomaniac manager, there are many more well intentioned leaders (at least half, according to EY) who try to do their best but fall short from time to time and lose their way. The reasons are manifold, but can more or less be categorised as follows:
- Groupthink;
- Blind spots;
- Delegated misbehaviour;
- Wilful neglect;
- Ill-conceived goals; and
- Flawed rationalisation.
Groupthink
Have you ever thought about speaking up at a meeting but decided against it because you didn’t want to seem contrary or unsupportive of the team’s efforts? If so, you may have been a victim of groupthink. The phenomenon occurs when a group’s desire for conformity results in irrational or dysfunctional decisions due to a lack of constructive challenge and independent judgement. Organisations by their very nature are highly susceptible to groupthink – their boardrooms especially so. When further facilitated by a general breakdown in governance, the results can be truly catastrophic – Anglo Irish Bank being a prime example.
Blind spots
We all have blind spots and often do not see the full picture. These natural biases can blur the obvious so that, at best, we miss information contradictory to our expectations or, at worst, become so wedded to certain perspectives that our judgement becomes clouded and our decisions compromised. In the workplace, when minor lapses in judgement due to these biases are accepted, incremental transgressions are also likely to be tolerated until – seemingly, all of a sudden – blatant disregard for ethical protocol has become ‘the way things are done around here’.
Delegated misbehaviour
For most executives, the idea of intentionally engaging in corrupt acts is unconscionable. However, sometimes a job has to get done ‘one way or the other’ so, in theory at least, delegating it to someone else might be a highly convenient option. This enables the manager and the company to maintain a veneer of respectability while outsourcing the most unsavoury elements of a business transaction to a third party. The ongoing bribery scandal at Walmart in Mexico is a good example and shows how badly this strategy can backfire.
Wilful neglect
Similarly, executives – while not explicitly ordering their subordinates to commit unethical business practices – may, on occasion, turn a blind eye to how certain results are achieved. This tacit acquiescence seems to have been at the heart of the current troubles at Volkswagen, which were compounded by a secondary shortcoming of ethical governance at the carmaker: nobody felt they could speak up about the illegal practices.
Ill-conceived goals
Managers often work by the mantra: ‘what gets measured gets done’. When such ‘measurable’ goals and their associated rewards are fundamentally ill-conceived, in that they fail to properly consider how they will drive employee behaviour, bad outcomes often follow. We don’t have to look much further than the recent financial crisis to see how this panned out for the banking sector.
Flawed rationalisation
This is a catch-all category and is best explained with typical statements that may accompany some of the techniques involved:
- Devaluing the victims of the wrongdoing: “He got what was coming to him. I had to put manners on him”;
- Diffusion of responsibility: “Everybody does it. You have to if you want to survive in this game”;
- Advantageous comparisons: “Sure I kept 5% for myself. Small beer compared to what my boss skimmed off ”;
- Justifying the cause: “I know we may have broken a few rules, but it was in the company’s best interests”; and
- Improbability of being caught: “I may as well. Who is going to find out?”
The solution
So what can we learn from these examples of corporate ethical failure and their contributory factors? Is there something about the pursuit of profit that inevitably drives certain people to cross the line? Can the epidemic of enterprise-wide moral flabbiness be cured? The requisite response is twofold and involves the combination of embedded structural ‘antidotes’ in the organisation and behavioural accountability on the part of the organisation’s leadership. In other words: an ethical organisation, guided by an ethical leader. To forge a culture of integrity, organisations must implement policies, procedures and programmes that translate the organisation’s core values into established patterns of behaviour. They need to establish a robust ethical decision-making framework at all levels. They must invest in training and continuous communication to ensure the message is conveyed and understood. And add to this a supportive and effective board. It is not for the faint-hearted, as the process will often require a cultural change that goes to the very heart of the business. It will almost certainly fail unless senior executives, especially the CEO and the board, ‘walk the talk’ and model those appropriate behaviours. As a former ethics lead at a large US corporation once remarked: “We could have had all the ethics workshops in the world. We could have even had Jesus, Moses, Mohammed and Buddha come and speak at them. But if, after all that, someone in a leadership position behaved in a way contrary to our standard, that instance would teach more than all the experts combined.” Therein lies the problem. By the time someone has achieved a position of leadership, they are likely to have received much instruction along the way, but its main focus is likely to have been on the ‘hard’ tasks or mechanics of running an enterprise – determining strategy, assessing opportunities, managing dispersed teams and so forth. Business ethics, if taught at all, is often treated as an arcane subject and related instruction couched in theoretical, even theological, terms. Or worse, it is delivered as part of a ‘tick-the-box’ compliance exercise. Either way, it is too far removed from the day-to- day business of leadership to have any compelling interest or lasting impact. As a result, leaders tasked with steering the enterprise in the right direction may find themselves largely on their own, bereft of practical guidelines and without useful frameworks, tools and skills.
The leader’s challenge
The challenge for leaders is to equip themselves with the understanding and tools necessary to articulate an authentic governance style. This will enable them to set the tone for their organisation and, with the right building blocks in place, embed a culture of integrity. This demands reflection on the part of the leader and a genuine commitment to assess their personal leadership style and competencies as follows:
- Clear core values: what drives me?;
- Emotional intelligence: how do I relate to others?; and
- Authenticity: what makes me unique?
When a leader understands the principles that guide his or her behaviour, has developed a high degree of emotional intelligence and can articulate the qualities that define their authentic leadership style, they can then begin to inspire others to follow their vision. They will also remain sure-footed, even in the face of moral adversity, and will instinctively know the right thing to do. More importantly, they will motivate others to do likewise. This is leading with integrity.

Ros O’Shea is the Programme Director of the IMI Diploma in the Management of Governance and Compliance Ros lectures on the topic of ethical leadership and governance on a wide range of IMI programmes. She is also an independent director and a partner in Acorn Governance Services. _____________________________________
[post_title] => Why leaders lose their way
[post_excerpt] =>
[post_status] => publish
[comment_status] => open
[ping_status] => open
[post_password] =>
[post_name] => leaders-lose-way
[to_ping] =>
[pinged] =>
[post_modified] => 2020-05-11 19:50:57
[post_modified_gmt] => 2020-05-11 19:50:57
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.imi.ie/?p=15724
[menu_order] => 0
[post_type] => post
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
[2] => WP_Post Object
(
[ID] => 11952
[post_author] => 65
[post_date] => 2015-09-25 15:20:30
[post_date_gmt] => 2015-09-25 15:20:30
[post_content] =>
Sue Cox is a Learning and Development Consultant and a Tango dancer. She has worked extensively with the public and not-for-profit sectors as well as the corporate world and has developed and led social inclusion projects across the UK.
She is interested in how we develop our own potential and how we connect better with others in order to be more effective in our organisations and relationships.
She will be a keynote speaker at the IMI National Management Conference on 8 October 2015.
IMI: Based on your current work – if you only had 6 words of advice to give a business - what would they be?
SC: Want better leadership? Develop your followership.
IMI: What does this mean?
SC: Many organisations invest heavily in developing and recognising good leadership but give little or no thought to actively cultivating good followership. Leadership is, by definition, a relational process however there is no leadership unless there is a leader/follower dynamic. When we focus only on developing leadership, we give visibility and importance to one aspect only, neglecting the contribution of followership and the untapped potential of the relationship between the two. How much do we lose by doing so?
A powerful illustration of what this looks like in practice can be seen in Argentine Tango. There is a misconception in Tango that the leader is in control and the follower is relatively passive. Nothing could be further from the truth. Tango is complex, improvised and co-created in the moment and it depends entirely on the leader/follower dynamic. Good followership amplifies and strengthens leadership; good leadership maximises the followers’ contribution. The quality of their connection elevates the whole dance to a greater level of performance.
Misconceptions about leadership and followership are seen as often in the boardroom as they are in the ballroom. If you want to release potential in your organisation and be resourceful and creative in the way you respond to change and opportunity, the challenge is to develop everybody’s ability as both leader and follower, so that each can play their full part in co-creating the dance.
IMI: Where should we look for further information?
SC: Visit my website at Ballroom2Boardroom.com

Sue Cox spoke at the IMI National Management Conference on Thursday 8 October. This event has now reached maximum capacity however if you would like to be added to the waiting list, please email your contact details and company name to conference@imi.ie.
[post_title] => "Want better leadership? Develop your followership" Six Word Wisdom from Sue Cox
[post_excerpt] =>
[post_status] => publish
[comment_status] => open
[ping_status] => open
[post_password] =>
[post_name] => want-better-leadership-develop-followership-six-word-wisdom-sue-cox
[to_ping] =>
[pinged] =>
[post_modified] => 2020-05-11 20:42:07
[post_modified_gmt] => 2020-05-11 20:42:07
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.imi.ie/?p=11952
[menu_order] => 0
[post_type] => post
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
[3] => WP_Post Object
(
[ID] => 22610
[post_author] => 80
[post_date] => 2018-04-05 09:27:06
[post_date_gmt] => 2018-04-05 09:27:06
[post_content] => [caption id="attachment_22612" align="aligncenter" width="600"]
Jack Welch was CEO of GE for 20 years. In a changing world, is he still the model for leadership?[/caption]
When discussing the challenges facing business leaders it seems almost de rigeur nowadays to talk about the level of change organisations are facing.
The challenge to equip leaders to build the future in these uncertain times is certainly daunting, with seismic geopolitical shifts (in this context the Trump administration seems to be the gift that keeps on giving), disruptive technological change (how many of us even fully understand the implications of bitcoin, blockchain and whatever new technology will be unleashed on us next) and even severe climate and weather events.
The very ubiquitous nature of these challenges may however inure us to their real potential as both a threat and an opportunity to affect a true paradigm shift in how we view leadership, a classic case of an issue being undervalued through overuse.
.
The Concept of Leadership
From the perspective of the 21st century the development of our concept of leadership is a little clearer than it may have been in the past. From this remove we can see how the largely male, heroic models of leadership have greatly influenced the literature and teaching in this field.
The business leaders who are most often cited, Jack Welch, Steve Jobs etc. are broadly from a similar mould and the models of leadership, with the exception of Servant Leadership (as a servant leader you put the needs of others, particularly team members, before you even consider your own, but how many executives really model themselves on this type of leadership?) extol an assertive, confident, out-going and mainly extroverted style.
In fact, the Myers Briggs type most associated with leadership is the ENTJ (extraversion, intuition, thinking, judgment), which is described as the ‘general’, again exposing the military underpinnings of the leadership canon. We can clearly see this bias in the continuing popularity of books like Dale Carnegie’s “How to win friends and influence people”, the pseudoscience of NLP and programmes that teach executives how to create the right ‘impression’.
Given the genesis of the leadership concept it is understandable that people might misconstrue the notion of leadership presence as the ability to impose oneself (and influence people), but there is real hope that we are about to experience a genuine shift in the paradigm.
.
Unhappy Influencers
[caption id="attachment_22617" align="aligncenter" width="600"]
Richard Boyatzis studied how leaders influence those around them and how that effected their lives and careers[/caption]
.
Recent research conducted by Richard Boyatzis and colleagues from Case Western Reserve University examined the relationship between the extent to which people adopted an ‘influencing’ leadership style and their later satisfaction with both their careers and their life in general. Interestingly they found a very strong negative correlation between these factors, i.e. the more people adopted an influence style the less satisfied they were with their careers and lives.
Boyatzis and colleagues did not have an objective measure of career success, so one could still argue that the ‘influencers’ did better in their careers, but Boyatzis’ research does tell us that irrespective on how well an outsider might judge your career progress, the ‘influencers’ are less happy about their situation. The researchers concluded that those who adopt an influencing style are pushing on their environment and trying to get more from others, e.g. they tend to show a high need to control social situations.
The crux of the problem, especially in the context of a VUCA world, is that pushing on or trying to control an environment that is in a constant state of flux, verging on chaos is unlikely to be very effective and will certainly lead to people being highly dissatisfied and unhappy in their work and indeed their lives.
Now would be the perfect time for the leadership movement to learn the lessons of evolutionary psychology that success in a changing environment falls to the most adaptable, those who can outlearn their competition.
The Adaptable Generation
This will require a cadre of new leaders who are less ego-identified with success and winning, who don’t see problems as opportunities to impose themselves and demonstrate mastery of the environment.
Rather we will see the emergence of leaders who can go with the flow, adapt to new realities quickly, work through and with others as either leader or follower and pivot gracefully as cherished paradigms fall away and hard-earned experience proves ineffective as a guide to new problems.
There is no doubt that the idea of women in leadership is in the current zeitgeist and may or may not create a fundamental shift in how we see leadership in the future. I am however hopeful, that as the new model emerges we will see less emphasis on the old machismo of the ability to impose oneself on others and on the environment and more emphasis on the willingness to adapt, change and ‘flow’ with emerging realities.
Bruce Lee used to tell his students to ‘be like water’, perhaps that is not a bad metaphor for what leaders will need to become.
Dr Colm Foster is Director of Executive Education at the Irish Management Institute. He has acted as a leadership development consultant to organisations in the US, Asia and Ireland, particularly specialising in Emotional Intelligence.
The next IMI Diploma in Leadership starts on 2nd May, 2018.
[post_title] => 21st Century Leadership: The Shifting River
[post_excerpt] =>
[post_status] => publish
[comment_status] => open
[ping_status] => open
[post_password] =>
[post_name] => 21st-century-leadership-shifting-river
[to_ping] =>
[pinged] =>
[post_modified] => 2020-05-09 13:19:26
[post_modified_gmt] => 2020-05-09 13:19:26
[post_content_filtered] =>
[post_parent] => 0
[guid] => https://www.imi.ie/?p=22610
[menu_order] => 0
[post_type] => post
[post_mime_type] =>
[comment_count] => 0
[filter] => raw
)
)