What can commonly hold back people, and particularly women, in the workplace?
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[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 decisionsThe rise of the superbossesGeorge Lucas: Management Guru?The Power of Feeling UnthreatenedHire People and Get Out of the WaySydney 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.
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[post_title] => 5 Tips for Motivating Employees
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[post_title] => 3 slick selling techniques you should take from the Time-share Salesperson
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[post_date] => 2016-09-13 12:24:52
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[post_content] => Previously a lecturer in Psychology at Pembroke College, Oxford, he has been Professor of Psychology at University College London since 1992. He has lectured widely abroad and held scholarships and visiting professorships at, amongst others, the University of New South Wales, the University of the West Indies, the University of Hong Kong and the University of KwaZulu-Natal. He has also been a Visiting Professor of Management at Henley Management College. He has recently been made Adjunct Professor of Management at the Norwegian School of Management. Since 2007 he has been nominated by HR magazine as one of the 20 Most Influential People in HR.
IMI: Based on your current work – if you only had 6 words of advice to give a business – what would they be?
AF: Every Disruption involves threat and opportunity.
IMI: What does that mean?
AF: We live in turbulent times: times of both threat and opportunity that really test managers. So what are the fundamental principles of good management to ensure staff are happy, motivated and productive? Can you teach experts to become good people managers and if so, how? What is the role of money in motivation? And how can we engage rather than disenchant our staff? We know from futurologists that the world of work is changing fast, even though many predictions have not come true. But where we work, for whom we work and with whom we work are all in flux. How do you manage the older worker? What are young people really like in the work-place? What is the work-place and organisation of the (near) future going to look like? Finally, I address the (continual) management of change. Which strategies work best and why? No one ever said managing people was easy: but we can learn to do it better and ensure our organisation thrives and survives in an uncertain world.
Adrian Furnham is a keynote speaker at the IMI National Management Conference taking place on Thursday 29th of September. To register please click here.
[post_title] => "Every Disruption involves threat and opportunity" Six Word Wisdom from Adrian Furnham
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Rory was appointed Creative Director of OgilvyOne in 1997 and ECD in 1998.
He has worked on Amex, BT, Compaq, Microsoft, IBM, BUPA, easyJet, Unilever and won numerous awards along the way.
In 2005 he was appointed Vice Chairman of the Ogilvy & Mather Group UK. He was elected President of the Institute of Practitioners in Advertising in 2009 for two years.
Rory is also a visiting professor of Warwick University and was recently awarded an honorary doctorate (D. Litt) by Brunel University.
He 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?
RS: "Think like a biologist"
IMI: What does this mean?
RS: There is a dangerous tendency for people to look at businesses and markets as though they were pieces of engineering: and should be managed and understood in Newtonian terms. Today more than ever it's more useful - at least most of the time - to use the mental models we use to understand complex and evolving systems.
Source:www.askabiologist.asu.edu
IMI: Where should we look for further information?
RS: A great first place to start is by reading Robert H Frank's book The Economic Naturalist, and his later work The Darwin Economy. Nassim Taleb's Antifragile is a long but mind-reshaping read.
The other areas of worthwhile study are evolutionary psychology and behavioural economics. These seek to understand how (and why) people - often unconsciously - make decisions in reality, and why this may differ from narrow and naive theories of economic rationality.
Where to start here? Predictably Irrational by Dan Ariely. Nudge by Thaler and Sunstein. And The Rational Animal by Griskevicius and Kenrick.
Sapiens, by Noah Harari, Butterfly Economics by Ormerod, Adapt by Tim Harford and The Origins of Wealth by Eric Beinhocker would also be an essential read.
Rory Sutherland s a keynote speaker at the IMI National Management Conference taking place 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.
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[post_content] => Described as ‘The Jane Bond of Innovation’, Nilofer Merchant has grown businesses — from Fortune 500s and silicon valley web start-ups — for 20 years. She will be a keynote speaker at the IMI National Management Conference on 9 October 2014. As an innovative thinker and practitioner, Nilofer will share her thoughts and experience on how we best align our organisations to succeed against our business challenges today and into the future.IMI: Based on your current work – if you only had 6 words of advice to give a business - what would they be?
NM: Not everyone will, but anyone can.IMI: What does this mean?
NM: Most organizations think of work in boxes. As in engineering does this and marketing does that. Or, even more personally as Tom is responsible for delivering X and Susan is responsible for Y. This is to put work into neat little boxes to create some type of measurability. It’s a relic of the industrial era when the way to profitability and market performance was on efficiency and productivity. But if you look around your workplace, you’ll notice the most obvious truth. Most things are not failing because so and so didn’t do such and such. It’s because of a gap. A gap between organizational silos. A gap between understanding. A gap between the organizational boxes. In order to close the box, you need to organize not around boxes but around purpose. Organize not by “who should be here” but who wants to be here. And while not everybody will rise up to solve the situation, create new products, etc … what you’ll discover is an amazing reserve of talent that exists. Things you didn’t know were possible will happen. Because anybody can.
IMI: Where should we look for further information?
NM: Visit my website nilofermerchant.comNilofer Merchant is a keynote speaker at the IMI National Management Conference taking place on Thursday 9 October. If you are interested in attending click here to register.
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Fiona Buckley
8th Mar 2019
Fiona Buckley is an IMI associate and expert in the fields of work behaviour, leadership, coaching and mentoring.
Related Articles
"Great leaders create other great leaders" Six Word Wisdom from Sydney Finkelstein
5 Tips for Motivating Employees
3 slick selling techniques you should take from the Time-share Salesperson
"Every Disruption involves threat and opportunity" Six Word Wisdom from Adrian Furnham
"Think like a biologist" Six Word Wisdom from Rory Sutherland
"Not everyone will, but anyone can" Six Word Wisdom from Nilofer Merchant
It’s Time to Rise and Shine
When it comes to female representation within the aviation finance industry, it is still behind comparable sectors, and history tells us that active measures will need to be taken before parity is achieved.
Getting off the ground takes concerted energy, and nowhere is this better demonstrated that in the aviation industry. When it comes to female representation within the aviation finance industry, it is still behind comparable sectors, and history tells us that active measures will need to be taken before parity is achieved.
Recent reports in the aviation finance sector signify that a glass ceiling still very much exists. While there is no overnight fixer for this and certain things can take quite some time to change, there are impactful areas that every individual woman can focus on that are within their own control and power.
Areas such as confidence, resilience and emotional intelligence can be developed and enhanced so they can be added to your toolkit to enable you to become stronger in the workplace in the face of adversity. So when situations arise in work you can tap into these areas for strength and support. An African proverb says “ when there is no enemy within, the enemies outside can do you no harm”.
Let’s examine these three areas in more detail:
Confidence
Addressing confidence issues is vital to success and is a continual work-in progress as confidence can ebb and flow throughout our lives. Confidence is often known to take the largest dip for women returning to work after maternity leave.
Acknowledging and accepting that a confidence gap may exist is the first step forward, but if you are actively working towards doing something about it- this reduces the “hold” confidence issues can have over you. Often when we dig deeper on confidence through executive coaching, we find that that the issue is not as big as we originally had thought.
Confidence can be developed and confidence can be worked on. Fact.
What is holding back women in the workplace? (Photo source)
. Resilience
Resilient people never consider themselves as victims – they focus their time and energy on changing the things that they have control over. Resilient people don’t dwell on failures; they acknowledge the situation, learn from their mistakes, and then move forward. Resilience is also another skill that can be learned and can be developed through daily practice. According to the research of leading psychologist, Susan Kobasa, there are three elements that are essential to resilience:
Challenge– Resilient people view a difficulty as a challenge, not as a paralyzing event. They look at their failures and mistakes as lessons to be learned from, and as opportunities for growth. They don’t view them as a negative reflection on their abilities or self-worth. .
Commitment– Resilient people are committed to their lives and their goals, and they have a compelling reason to get out of bed in the morning. .
Personal Control– Resilient people spend their time and energy focusing on situations and events that they have control over. Because they put their efforts where they can have the most impact, they feel empowered and confident. Those who spend time worrying about uncontrollable events can often feel lost, helpless, and powerless to take action.
.
Emotional Intelligence
Emotional intelligence is all about comprehending and analyzing emotion, while having the ability to express emotion accurately. It’s about regulating appropriately one’s own emotions and those of others. Those high in emotional intelligence have the ability to reduce negative emotions, manage stress, are assertive and express difficult emotions when required.
They also have the ability to stay proactive and not reactive in difficult situations. In most cases, people tend to be higher in certain aspects of emotional intelligence and can set out at a development plan to work on the other key areas. Undertaking an Emotional Intelligence assessment is often recommended to baseline where you are.
Like the above two areas, this too can be developed.
As a women in the aviation finance sector you have to continually ask yourself what have you done recently to help both yourself and other women in your company and/or sector. If you have a female rising star on your team, are you supporting her and championing her as much as you could? Are you creating opportunities to let both yourself and her shine? Are you encouraging her to reach her potential. If not, why not?
The key message here is get to know yourself better, invest in yourself and take control of the elements that you can take control of. It’s time to rise and shine.
Fiona Buckley is a Business Psychologist, Work Behaviourist and Executive Coach specialising in the areas of Leadership, Work Behaviour, Women in Business and Interpersonal Skills.
