Tag Archives: business leadership

Above the Line and Below the Line Thinking…

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Above the Line and Below the Line Thinking…

“We can complain because rose bushes have thorns, or rejoice because thorn bushes have roses.”
― Abraham Lincoln

Continuing on from a previous blog highlighting the difference between excuses and reasons and making sure you are not the road block, we have the concept of above and below the line thinking.

This is a very powerful concept – “The Line” is the parallel that divides our character and represents responsibility. Responsibility is a very important word. It is a powerful life skill that puts into practice the act of ownership; taking responsibility and being accountable for your actions.

Acting below the line our lives become circumstance-driven and include the characteristics of laying blame; denial and making excuses.

Are you a victor or victim?

Laying blame is far too common in organisations and businesses; whether it is the CEO or others. It shows that they are not willing to be accountable or responsible for their actions. Excuses don’t solve the issues either, nor promote responsibility. They usually cause frustration.

With denial we are committing yet another below the line action “I didn’t do it.” This obviously ineffective response can create certain frustration in others and make us appear unreliable and dishonest.

Yes, victims let things happen to them; do not take control; are pessimistic; find reasons why not and always appear tired and stressed.

By choosing to act above the line  we are using response-ability (that is taking responsibility for your performance and showing you have the ability to be responsible). It is a powerful skill. This can be defined as having the ability to respond (that is be pro-active). With response-ability comes increasing choices and freedoms that we may have never had before.

By living above the line, you take responsibility for your own life, business or career. You begin to have greater control because you stop blaming things outside yourself for your current situation. I can remember being in a business where a manager always came up with excuses about poor business performance whilst continuing to deny there was a problem. This was extremely frustrating for me. It began to affect my work performance and emotional state. I was blaming him rather than taking ownership for my performance. I decided to take responsibility for my performance and the business performance and this filtered down the organisation to others, making them take responsibility for their sections……..and unsurprising performance improved and so did workplace morale.

Responsibility is the ability to respond to the events that happen in our lives. When you sit back and accept things that happen to you, you are allowing the circumstances of life to control you rather than taking control of what circumstances come in and out of your life. When you take action, you make life happen for you…………not to you!

Lessons for managers from Nelson Mandela

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Lessons for managers from Nelson Mandela

“It always seems impossible until it’s done”

Nelson Mandela

What can Nelson Mandela teach us about being a good manager?

During December, I was planning to write a blog about what businesses should do over the Festive Season in preparation for the new calendar year. However, with the death of former South African president Nelson Mandela provided an opportunity to reflect on what Mandela could teach us in our roles as business owners, managers and supervisors. Mandela was an international hero and was universally revered around the world as a vital force in the fight for human rights and racial equality against great odds.

Despite over 25 years in gaol, Mandela came out of prison not seeking revenge. Instead he oversaw the relatively peaceful transfer of power in South Africa.

As Archbishop Tutu, stated:

“Could you imagine if he had come out of gaol a different man, very angry and baying for the blood of his former oppressors? We would not have made it to first base.”

Whilst I am tempted to list dozens of things Mandela could teach us as managers about leadership, it is always best to keep it simple – so here are my three top picks:

1. Integrity

Despite often being called a ‘living saint’ Mandela steadfastly refused to be recognised as such. In his books and speeches, Mandela went out of his way to point out the dangers of deifying him. He admitted to having many flaws, to having made many mistakes and to having had his integrity tested many times.

In 1985, Mandela was offered a conditional release from by President Botha if he renounced violence and obeyed the law (just racial laws). Mandela did not fall for this very transparent gesture. Whilst he desired freedom after decades in prison, he did not betray his principles, and his long struggle for democracy. Mandela replied as follows:

“What freedom am I being offered while the organisation of the people remains banned?  What freedom am I being offered if I must ask permission to live in an urban area?  Only free men can negotiate. Prisoners cannot enter into contracts.”

It was almost 5 more years before he was unconditionally released from prison. In the end, history showed that Mandela’s integrity overcame all obstacles when he  became the first democratically elected leader in South Africa. Integrity was combined with another important leadership trait…

2. Perseverance

Despite the seemingly impossible task of obtaining democratic rule in South Africa, Mandela managed to achieve what seemed impossible

 “Perseverance always overcomes resistance”.

How many times in our business life has this occurred? I can remember feeling that a business in which I was a significant shareholder would never sell after 2 failed attempts over 2 years. There were times I was told to ‘give up’, however, when least expected, an overseas buyer which exceeded expectations.

Opportunities often come when least expected, however this takes time, energy, and focus and perseverance.

3. Vision

Mandela had an over-riding vision of a multi-racial South Africa with a strong focus on the future, not the past. He never lost sight of this vision and did not compromise his goals. Whilst suffering in prison he was offered numerous inducements to compromise his position and be released early. He declined.

His actions and words left no doubt as to his vision. Leaders with vision have passionate and dedicated followers.

I can remember asking a managing director what his vision was for the company and the reply was ‘for me to be here next year’. Can you imagine being inspired by such a person?

Integrity, perseverance and vision are all are leadership traits that Mandela can teach us as successful managers. The outpouring of emotions at his funeral from ordinary people (not the dignitaries) is testament to these qualities.

Are these traits important in your job too?

Leadership v Management

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Leadership v Management

“Management is doing things right; leadership is doing the right things.”

Peter Drucker

Management is the act of exerting influence on individuals, therefore wielding control over a business or organisation. Good management achieves this in such a way that a positive outcome is achieved. Bad management is the opposite!

Competent managers organise, summarise, administer and communicate with other people, departments and organisations. However, management is not a substitute for leadership. People cannot be managed into responsibility or competence, however they can be lead there. A competent leader may also be a good manager, but a good manager may lack the inspirational or creative traits to be a ‘real leader’.

Leadership is ‘the ability to influence the opinions, attitudes and behaviour of others’. Note the difference between control (management) and influence (leadership). An effective manager normally displays leadership qualities. Think of Winston Churchill as the Prime Minister of Great Britain during World War II. He worked in the War Rooms beneath Whitehall with the War Cabinet (management-control) whilst the bombs rained down on London. He also provided inspiration and leadership (leadership – influence) to the British people through his speeches and walking and talking to Londoners during the ‘Blitz providing hope and vision for overcoming the Nazi threat. He was both an effective manager and leader.

Here are some of the characteristics of managers and leaders :

Managers

Leaders
Rely on control of the situation Inspire trust in their followers
Have a short range view Have long range perspectives
Generally accept the status quo Usually challenge the status quo
Administers and maintains the organisation Motivate and develop the organisation

Having compared the two, most managers develop leadership qualities over time, given circumstances, training, support and ability.

There are 6 main characteristics of being an effective leader:

  1. Having – clear sense of direction (vision and goal setting)
  2. Communicating – the vision to others
  3. Being – innovative and searching for opportunities (taking risks)
  4. Empowering – by building and encouraging strong teams
  5. Leading – by example, having clear views and being consistent (moral authority)
  6. Knowing – your own and followers strength and weaknesses

As leaders, whether at the local sports club, charity, department, organisation or business we need to develop our leadership skills and understand the main characteristics of being an effective leader?

How can you become a more effective as a leader?

Life Cycle

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Life Cycle

“All product categories have a specific life span called the product life cycle. Brands or products typically go through five stages of growth: development, introduction, growth, maturity and decline”

Yes, we all know about a product life cycles, just look at what car manufacturers do by redesigning car styles. Business leaders and business owners have a life cycle too! The issue is to know where you are in your career or business life cycle and to then plan and act accordingly.

CEOs of family businesses often have great difficulty in “letting go”. The issue is often an emotional one. Many business owners have invested so much time and money working long hours that they see stepping down as being “put out to pasture”. Ego, loss of self-worth, so called RDS (relevance deprivation syndrome – which retiring politicians claim they suffer from!) and perceived lifestyle all play a part.

Great leaders know when it’s time to pass the baton. We saw how John Howard, the former Prime Minister refused to hand over the leadership to Peter Costello. The result was a lost election in 2007, Costello leaving politics, Howard losing his seat (only the second prime minister to do so) and the Liberal party having 3 leaders in 3 years.

All businesses must have a succession plan. There are two types of succession plans; short term or emergency succession plans (the “what happens if you are hit by a bus?” scenario) and long term succession plans which protect your company’s culture, value and future. If you are a family owned business you owe it to your family, employees and customers to have a well planned and executed succession plan.

There is no greater satisfaction than mentoring and training a replacement successfully. If you do not plan for your succession then you have failed as a leader and have failed your business.

So know where you are in your career and business life cycle and start succession planning. It is not a sign of weakness but of strength and you will be recognised for it. I have seen too many companies suffer because there was not a well planned and executed succession plan.

Start planning now…