The Success Group

“I have come to your country in a spirit of humility. I know that Britain cannot rely on sentiment and shared history for a place in India’s future. Your country has the whole world beating a path to its door” So said David Cameron in a Hindu newspaper

 “What do I think of Western civilisation? I think it would be a very good idea” Mahatma Gandhi is reported to have said

The UK moves from its apology for its colonial past (if it needs an apology at all?) to a desire to be a trading partner in the future.

Why is the world beating a path to India’s door?

Is it because it will win the next developed world race on the surface, or is it what lies beneath?

The critical difference in growth between India and China may be in what lies beneath : India’s culture and values are deep within all its people and are integrated in all they do; China will seek to alter its culture to fit the modern objective and will allow a great divide to open up between its people – the urban and the rural. India will thrive on its underlying bedrock, China will slide.

Please add your comments on our Blog

And you may want to read our thoughts on global leadership, another area where India has much to teach us

The Success Group blogs give you the opportunity to engage in issues as an individual, rather than as spokesperson for your organisation.

We value that opportunity too, so the views expressed are those of the writer rather than a consensus of all The Success Group

So the ‘golden generation’, the superstars and the galaticos left the World Cup stage early. Not just the premier stars of England but Italy, France, Ronaldo and Senor Messi have left in dismay and disarray.

Who could name the glittering stars of Holland or Spain before a month ago?

But now we admire what their collective teams have achieved – as we did with Alf Ramsey’s collection of average players (but 44 years really is too far back!)

Jim Collins in ‘Good to Great’ describes the self-effacing nature of successful leaders, getting the right team in place as first priority before ego and self-promotion.

Where is the best playing position for outstanding individuals and stand-out egos in the business world? Can they have a stellar effect that enlightens a team, or are they destined for a rapid supernova explosion?

Please add your comments on our Blog

And you may want to scan our thoughts on global leadership, especially the learnings from the East

The Success Group blogs give you the opportunity to engage in issues as an individual, rather than as spokesperson for your organisation.

We value that opportunity too, so the views expressed are those of the writer rather than a consensus of all The Success Group

A good enough excuse to raise the topic of diversity in the workplace.

As is Global left-handed day, World-Wide short-persons morning, and Follicly challenged Friday.

I am all in favour of campaigns and legislation which seek to prevent unwarranted exclusion and unfair exploitation of minority groups.

But I suggest the debate about workplace diversity can now move on from DEFENDING THE RIGHTS of specific groups to PROMOTING THE BENEFITS of a more diverse workforce from a corporate perspective.

I look forward to a diverse range of opinion.

The easy short answer is no, but let’s apply a little rigour and objectivity to this topical question. A good starting point is always definition.

Bully n 1.  A person who is habitually cruel or overbearing towards smaller or weaker people. 2. A person who uses strength or power to coerce others by fear.

Bullying v-tr 1. To intimidate with superior size or strength. 2. Pressure or coerce a person to do something.

Bullying can be defined as the persistent use of offensive behaviour which gradually undermines a person’s self esteem and confidence. Whilst bullying does not include constructive criticism of behaviour or performance by line managers or supervisors upwards, it should be recognized that such criticism can often be used as a way to further undermine the confidence of a person who is already under the cumulative effect of harassment and that such poor performance may well be a direct result of that harassment. (source). This same source quotes BBC commissioned research by Staffs. Uni. and UMIST which concluded:

53% of the sample reported having been bullied at work

77% of the sample reported witnessing bullying at work.

Some observers and recipients of the managerial styles of both Gordon Brown and football manager Alex Ferguson have reportedly described them as bullies. Given their elevated positions and apparent success, it behoves us to question the acceptable boundaries of ‘forceful styles’ of leadership and management.

I suggest a few tests:

1. The test of consciousness. When the ‘bully’ is applying the technique ( e.g. the hairdryer half time talk, or dominating body language) is he fully in control of himself and conscious of the likely consequences of his actions?
2. The test of morality. Is the normal behaviour of the ‘bully’ in line with commonly accepted standards of human rights and ethics? Is it lawful?
3. The test of precedent. Does management research support the effectiveness of ‘forceful’ styles in the particular type of circumstances where it is being observed?

If the behaviour is ‘selective’ rather than ‘habitual’ and the proponent is fully conscious of the likely consequences whilst acting within the law and standards of behaviour prescribed by the employer….then perhaps a ‘demanding style’ has its place in the leadership lexicon. Outside of these boundaries it is bullying and should be dealt with….forcibly.

These are the personal views of Ron Leagas, and not necessarily those of The Success Group Ltd.

The end of January already!

8.5% of 2010 gone, much of it disrupted by the big freeze.

Do you still feel snowed under, trying to restore the clarity of this year’s priorities?

Are YOUR plans and ambitions on target, or do you need to find ways to regain lost ground?

Here’s some tips from our experience in coaching top Executives :

-         review TODAY’S priorities against your original targets : are they aligned?

-         take your action list and try putting someone else’s initials against everyone of them

-         keep your action lists for a month and reread them; see in a month’s time what were real priorities and what were illusions

-         recognize what would happen if a personal crisis took you out for a week; who would take over your tasks? Which would just not be needed? Reprioritise your list this way anyway.

-         when you’re asked to accept a new task, reply with ‘am I the best person to do this for you at the moment. Has someone else got the skills, knowledge and time you need to get it done by your deadline?’