ASPIRE MANAGEMENT CONSULTANCY LTD

It's not that management is unimportant; far from it, but it is at times like this (crisis/massive change) that good leaders come to the fore and make a difference. Here's a useful article by HBR on leading through a crisis: https://bit.ly/3dRopD3 I would add that a key requirement is the need to be decisive (not rash!). Pushing into the unknown means that mistakes will be made, by you and by your teams. Acknowledge them, learn from them and move on. Want to develop your lead

The latest upload to the Aspire MCL FB group is now ready for you to view. This upload contains workshop slides to help you work through leading effective change. If you have any questions please email me at iank@aspiremcl.co.uk. Ian K #OrganizationalHealth #OrganizationalChange #ExecutiveLeadership

For subscribers to Aspire's Secret FB Group, I have just uploaded a presentation on Organizational Health (OH): What it is, why it matters so much and how to develop it. Next month's resource will be on coaching. Seen this message and want access? Please contact Ian on 020 3904 7501, or email him at: iank@aspiremcl.co.uk #SecretGroup #Engagement #OrganizationalHealth #ExecutiveLeadership

Good, short article from Management Today about visionary leadership: http://bit.ly/Aspiremcl The reality is that there will always be some who are self-centred and will do almost anything to climb the 'greasy pole' for more money, power or to boost their egos. However, such an approach is not leadership and whilst it MAY generate some short-term wins, those who are willing to make more considered choices will create more value and growth for others as well as themselves. Vis

Here's a guest blog I recently wrote for the Fruitful Group on the above subject (good summary of the business case): https://goo.gl/hks31h #ExecutiveLeadership #ActionCentredLeadership #LeadershipTraits #LeadershipDevelopment #Leadership #OrganizationalHealth #Effectiveness

Interesting article from HBR on how the best leaders are not afraid to ask for help: https://hbr.org/2019/01/the-best-leaders-arent-afraid-to-ask-for-help The article rightly makes the point that we all need help in some things at some times, and asking for it can help boost our engagement with those who work for us. Of course, it depends on who, how, when and how frequently we ask, but being willing to seek assistance appropriately can make a very positive difference to our

Planning and agility are often seen as opposites. However, as a recent HBR article (https://goo.gl/wMpCnD) explains, both are necessary. Taking the HBR article a bit further, it is really a question of balance, and that balance is dictated by the following factors: Task - relative importance and complexity, time available, etc. Team as a whole - capabilities, composition, maturity, etc. Individuals - development needs, etc. Wider environment - corporate culture, senior stakeh

There is no shortage of material about the traits of good leadership and some of the pointers and lists can be helpful for assessment and development. However, it is not uncommon for someone to possess many of these traits but still be uninspiring as a leader. What makes people willing to follow one person but not another in similar situations? There are many factors to this of course, but in decades of study and experience, I have found that the most inspiring and effective

According to a study by BCG, 85% or companies have undergone a major transformation in the last decade (https://goo.gl/Cjya3w). Worryingly, the same article noted that nearly 75% of the transformations failed to improve business performance, either short-term or long-term! HBR found that a key reason was the fear and insecurity that caused people to keep behaving in ways that did not serve them well, even when they understood this to be the case. Leaders can change policies,

Another telling survey has shown that between 50-60% of new executives fail within 18 months of their first appointment (HBR – The 4 Things Successful Executives Do, 7 March 2018). The same survey showed that 61% said they were not prepared for their new role and 76% received no or inadequate help from their organisation to make the step up. On a more positive note, here's what the survey identified as the key traits of the successful 40-50%: - They had a wide-ranging perspec

Great article highlighting the most common traits of bad leaders: https://www.td.org/insights/19-traits-of-bad-bosses How does your boss score? How do YOU score? Need help to develop your leadership skills and confidence? Call us now for a no-obligation initial consultation. #ExecutiveLeadership #LeadershipDevelopment #Aggressive #Effectiveness #Leadership

Invisible leaders are a plague in many organisations. This article illustrates the damage they can do: https://goo.gl/DsZgy5 As it notes, such 'leaders' tend to be good at 'flying under the radar'. If you are an executive or other senior leader, it is important that you proactively seek to identify and remedy any such situations. If you fear the article is describing you, don't despair: get in touch and let Aspire help you become the leader you really want to be! #ExecutiveLe

https://goo.gl/mguvF7 - I recommend time for strategic thinking to all the execs I coach: it is vital for maintaining a strategic perspective, gaining understanding and generating new ideas. If you never have time for it, consider delegating more or hiring more staff. #ExecutiveLeadership #Effectiveness #Executive

https://goo.gl/ptvKhc This shows the importance for leaders to be willing to have those tough conversations and make hard calls. It may be tempting to duck them, but there's a hefty price to pay if you do so. Aspire MCL can help you do this constructively. Call for more information (020 3904 7501). #ExecutiveLeadership #Leadership #TeamBuilding #Effectiveness #Ethics

Most leaders I coach have a poor appreciation of their weaknesses. 360 reporting may be uncomfortable at times, but it can be an eye-opener and a valuable source of info for those serious about improving their leadership skills: https://goo.gl/K9UP2m #ExecutiveLeadership #PersonalDevelopment #ActionCentredLeadership #LeadershipDevelopment #Leadership #Effectiveness

Strategic focus really does pay off: https://goo.gl/vKr2V1 As well as saying 'no', be prepared to say 'stop' - strategy needs to be agile and, as circumstances change, it may be necessary to go in a new direction to achieve the vision. Too many persevere beyond the point where it is commendable to do so, when it is clear that the benefits initially identified will not be achieved. Reasons vary but include fear of being seen to fail, emotional attachment to a particular progra

Ever watched the programme ‘Undercover Boss’? A senior executive goes to work undercover as a junior employee in his/her business to find out what it is like that level. I stopped watching it after a while because I got tired of hearing lines like “I never knew this was happening”, or “I never thought we had people like that.” I always wanted to ask: “Why didn’t you know?” Whilst it is obviously impossible for senior execs to know everyone and everything at all levels in a bi

Your team already has its norms. The question is: Does it have the norms you want? It's down to the leader to ensure the answer is 'yes'. Here's a short article that will help you to set them and make them stick: https://goo.gl/gojBmB #ExecutiveLeadership #Meetings #TeamBuilding #Leadership #Management

Leaders need to ensure strategic alignment is driven at all levels in the firm and in the day-to-day business decisions. That direction needs to be clear, well-communicated and positively enforced (e.g. by aligning rewards to strategic objectives). https://goo.gl/9TE8WR #Strategy #ExecutiveLeadership #Leadership #OrganizationalHealth

Despite the costs in money, time, stress and effort, too many firms still rely on 'stick and carrot' (put in that order intentionally) motivational methods rather than sound leadership. Interactions between leaders and their teams are usually formal and brief. However, making time for your people when they need you will not only save your time in the longer run, it will foster many other positive spin-offs. Most people leave firms not for more money, but to get away from thei