Tag Archives: leaders

Savvy Saturday July 22, 2017

Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.
Colin Powell

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Savvy Saturday July 8, 2017

“The function of leadership is to produce more leaders, not more followers.” — Ralph Nader

 

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Managers as Myriad Actors

One of the fundamental questions raised during the Global Peter Drucker Forum in Vienna two years’ ago was what our actions will be, as managers, when facing the Great Transformation; in other words, when facing transformational changes that lie in the future for companies, governments and communities alike, what actions will we take today? Will we be one of what Richard Straub, President of the Drucker Society Europe, calls the “myriad actors” who shape the future and impact others or will we abstain from courageous and decisive action?

Peter Drucker talked about the role of managers as “the central resource, the generic distinctive, the constitutive organ of society…” and that managers’ actions are essentially a “public concern” because our survival as a society is “dependent on the performance, the competence, the earnestness and the values of their managers.” (Drucker: The Ecological Vision)

The conversation in Vienna re-examined management’s responsibility to society and humanity. One of the things that drew me to the work of Drucker over 15 years’ ago was his focus on human-centric organizations. And yet, today, we still see organizations more focused on short term profits for shareholders rather than a balance of long and short term value creation for all stakeholders including employees, community and society in general.

Are we doing enough to keep that balance? Many of the speakers did not think seem to think so. They cited studies showing that only 13% of employees around the world are engaged in their jobs (Gallup’s “State of The Global Workplace” report) and that 63% of 1000 corporate board members and C-suite executives surveyed by Mckinsey claim that pressure to generate strong short –term results has increased over the past five years. Clearly, we have a lot of work to do – to shape the future towards value creation for all stakeholders and unleashing the incredible creative and human potential of the people who work with us.

How might we do this? By being “myriad actors”; by looking for ways to shape the future, “see around corners” (as Forum speaker Nilofer Merchant said) and impact others in positive ways. Some organizations, for example, choose to connect leading edge technology and a commitment to improving the human condition (see HopeLab recipient of the Drucker Award for Non Profit Innovation). Others focus on improving employee engagement levels (see Telus, and Dan Pontefract’s work).

I don’t think management can be taught only in a management program; I think it’s a combination of art and edifice – and perhaps this is what Drucker was referring to when he defined management in The New Realities, as a liberal art: “’liberal’ because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; ‘art’ because it is practice and application.”

We might not know exactly how the future will turn out or how it will shape our industry or impact our livelihoods but we can certainly act – in a myriad of ways – to ensure that we keep humans at the center of decision making within our organizations.

As Richard Straub states in “The Great Transformation” (EFMD Global Focus 2014), “Management is a real world practice of dealing with people and organizations. Managers can make all the difference in the world with their knowledge, their creativity, their emotions and their values.” Managers are myriad actors.

Esther M Clark

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A version of this blog post was published in 2014; two weeks following the Drucker Forum in Vienna.

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Savvy Saturday January 24, 2017

There’s alot of buzz lately about one of my favorite authors of today, Simon Sinek. Here is a timeless quote from a great book on leadership called Leaders Eat Last.

“the true price of leadership is the willingness to place the needs of others above your own. Great leaders truly care about those they are privileged to lead and understand that the true cost of the leadership privilege comes at the expense of self-interest.”

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Forgiveness

Recent events made me reflect on forgiveness; why can’t the word forgiveness have more presence in our world?

Our society was founded on great movements with visionary leaders that embraced the essence – and benefits – of forgiveness to build relevant communities, businesses and families.

There are many leaders that choose forgiveness over revenge, hate or indifference; the Civil Rights movements in the US, the anti-apartheid movement in South Africa and Gandhi’s peaceful revolution were all sparked by a shared belief in non-violent protest to change the status quo. Forgiveness can cross geographical, religious, racial, social, political, and economic barriers. It can even transcend time. Leaders like Nelson Mandela, Mahatma Gandhi and Martin Luther King became incredibly powerful by choosing to forgive. They forgave to be at peace with the present. Whatever happened to them or to their ancestors, they did not believe that ignoring the problem or encouraging hate was the answer. The answer, for them, was forgiveness; it was an action they could take – and they encouraged others to take – that would have a positive influence on a better future. The profound act of forgiveness made them visionary leaders.

I live in South America and far removed geographically from recent events in Europe and Asia. Nevertheless, I know community and business leaders who are victims of crime, of discrimination and of corruption. Some of them live with the expectation that the same negative things will happen to them again and some believe that their future can be different. It could be described as the difference between the fixed and growth mindsets. Naturally, there are also those people that are on the fence about their future; like most human beings, they experience moments when they are positive about the future and others when they keep thinking about the immitigable risks. I believe the gap between the two groups of people (or different feelings within the same person) is bridged by a simple phrase: “I forgive.”

“I forgive” is about creating peace with the present so that we can be open to new experiences. Forgiveness is personal because it has an impact on our lives even if the event happened long before we were even born or only yesterday. Making peace with ourselves and with people around us means acknowledging these terrible things – directly or indirectly – and making the decision that while events like these define part of our lives, they are not all defining, all-encompassing and all being. Human beings are bigger than the terrible things that happen to us and we can make change happen. Things can be different. Just like the brave leaders mentioned before, we don’t have to accept the status quo.

Maybe, just maybe, it is cool, it is relevant, and it is positive to forgive.

My idea is simple – say “I forgive”, post it, share it, write stories about it, make videos, take photos, make music, create art. Get the word “forgive” out there.

If we restore the word forgive to our vocabulary and to our lives, we can use it as an opportunity to build healthier businesses, communities and families. If we talk about building a better future for our children or future generations, forgiveness must be part of it.

– EMC

 

 

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Savvy Saturday April 12, 2014

“Los innovadores fijan su mirada hacia el futuro y la posibilidad de que mejores modelos existan.”

“Innovators fix their eye on the future and the possiblity that better models exist.”

Source: Esther Clark, “Modelos opuestos como fuente de innovación”, Insights Magazine, Edición 7, 2014.

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