Focal Leadership

Leadership

Interim leader – an answer to leading change projects

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interim leaderLeading organizational change projects is a critical resourcing challenge for many organizations – an interim leader can be the ideal solution.

In XLR8, John Kotter paints a picture of the world of work; “The world is now changing at a rate at which the basic systems, structures, and cultures built over the past century cannot keep up with the demands being placed on them”. He discusses a constant organizational challenge related to this: “You find yourself going back again and again to the same small number of trusted people to lead key initiatives. That puts obvious limits on what can be done and at what speed”. One way in which Kotter suggests this challenge can be alleviated is to, “selectively hire people who see and appreciate the true turbulence you face”. This is an opportunity for an interim leader.

To find a leader who is both incredibly knowledgeable, gifted in leading change, disciplined in project management, and available, is no mean feat! For many organizations, this list of change leaders is small. To address the constant demands for organizational agility and change, John Kotter discusses the need for a dual operating system – the traditional hierarchy, supplemented by the addition of a network (diagonal slice of representatives within the organization), to provide for more agile, change-oriented processes. This makes a lot of sense, but the challenge remains as to the “A” team required to lead network teams, as well as being critical leaders in the hierarchy.

An interim leader is often an experienced senior leader who has been at the helm of many change projects. He or she is motivated to work in fast-pace environments, pick up the pace quickly, organize resources, and focus on delivery – without being distracted by internal career ambitions or politics. The advantages of an interim leader over a large consultancy, are that he or she often encapsulates many skills in one body, doesn’t bring overheads or proprietary methodologies, and is a treasure-trove of experience and success dedicated to the client. Not only can an interim leader deliver critical change projects, but he or she often brings insight to organizations on other areas of transformation.

My final quote from John Kotter’s book XLR8 is; “We cannot discount the daily demands of running a company, which traditional hierarchies and managerial processes can still do very well. What they do not do well is identify the most important hazards or opportunities early enough, formulate innovative strategic initiatives nimbly enough, and (especially) execute those initiatives fast enough.” An interim leader provides a significant resource to address this challenge. Bringing in an interim leader who has had success in delivery transformational projects elsewhere, provides an opportunity for a truly inspirational leader to stimulate an organization from the inside-out.

Focal Leadership is now offering a 1-day workshop for senior business and HR leaders, based on the upcoming publication Rise of the Gig Leaders, which defines the role of an interim leader and facilitates the creation of a business case for their engagement. If you would like to know more, please use the contact form on the Focal Leadership website www.focalleadership.com

Why an interim leader makes sense!

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interim leaderThe concept of hiring an interim leader is increasingly relevant in today’s world, but many resourcing professionals and senior leaders still lag behind in their understanding of what an interim leader can offer.

Agility, transformation, and execution are three of the most used words in organizational development. These three words also define the sweet spot of interim leaders to accelerate organizational growth and lead change. An interim leader is a seasoned professional who has held executive level or head of function roles in several organizations. He or she has chosen to work as an interim leader because of an appetite to achieve quick results, deliver key projects, and make an impact in the evolution of organizations. He or she can do this better than most and has an impressive CV that demonstrates organizational savvy, a successful track-record, and gravitas.

The UK-based Interim Management Association defines an interim leader as:
• A top-level independent executive or project manager
• An expert in his or her field
• A high-level performer with a track-record of quantifiable achievement
• A possessor of drive and energy
• A perceptive individual capable of adapting to new environments and delivering results
• Available immediately

The focus on change management professionals to support organizational projects is perhaps more prevalent now than at any previous time. I would question the preference for professionals who know how to follow a change management methodology over an interim leader who can offer a rich and powerful contribution to achieve organizational breakthroughs. Organizations also benefit by supplementing their permanent leadership with interim leaders who bring objectivity, innovation, and a passion to achieve results without the overheads of politics and career ambition.

Why consider an interim leader as opposed to a traditional consulting firm? First let me say that both options offer many positive elements to support organizational growth. But while a consulting firm might have a wealth of highly intelligent consultants, well-oiled methodologies, and scale, an interim leader brings the benefits of experience, leadership, and tenacity to deliver. An interim leader often bears the scars of organizational realities, knows how to lead from within rather than influence from without, and has a breadth of skills in one person rather than spread across many. Engaging an interim leader who has delivered similar projects before (perhaps many times), ensures a fast start, familiarity with the issues, and an ability to adapt to culture and context better than any other professional.

Interim leaders are often tasked with leading change projects, sometimes leading teams, but rarely leading business as usual activities. An interim leader knows how to read organizations, people, and cultures because of their experience. He or she is often highly emotionally intelligent as well as being a subject-matter expert. Being able to impress executive teams, provide credible influence, and challenge the status quo – these are all ‘norms’ for an interim leader.

If this blog has sparked your curiosity about interim leaders and you would like to know more, please contact me using the contact form on the Focal Leadership website www.focalleadership.com

The man or woman behind a leader

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leader shadowThe term ‘leader’, can sometimes get in the way of understanding the man or woman behind that title or designation. Just because someone is called a leader shouldn’t define them inconsistently from the man or woman that they are.

For example, being called ‘the leader of the free world’ is a very big accolade and responsibility. But the man or woman behind that title is more important than the title itself. Having a title without a nature and disposition to match it opens a person to ridicule and mistrust.

Being called a leader at work is a privilege and carries significant expectations. He or she needs to set an example, be an inspiration, communicate a vision, know how to mobilize others, and be respected for their achievements. People who are called ‘leaders’ and who do none of these things should do some serious naval gazing. There are some people who realize their short-comings, chew on humility, get some development, and apply themselves to be better. There are also some who can’t recognize their deficiencies and need others to coach and steer them towards improvement. And there are still others who just don’t care that their personality and performance doesn’t match the title, regardless of how many screaming voices, disconnected colleagues, and associated carnage lie in their wake.

The minute a person’s negative personality traits detract from effective leadership is the time for action, especially for those subject to that leadership. Say something! Rise above the negative and be your best! Work hard at trying to turn the tide! If all else fails – move on! (Don’t be a victim!)

Every person is unique, and every man or woman can bring something unique to good leadership. It may be compassion, ambition, influence, understanding, drive, or eloquence. The list of leadership virtues is long. For any leader, the important thing is to know their differentiators and allow these to flourish. The existence of leadership competency models can be helpful to promote certain behaviors, but they can also squeeze the individuality and uniqueness out of leaders. For a leader to be authentic and compelling, he or she needs to be themselves. The transparency and vitality of a leader is often what makes them attractive and effective – not their conformity to a model.

Consider the Wikipedia description of “The Emperor’s New Clothes” – a short tale written by Danish author Hans Christian Andersen, about two weavers who promise an emperor a new suit of clothes that they say is invisible to those who are unfit for their positions, stupid, or incompetent. When the emperor parades before his subjects in his new clothes, no one dares to say that they do not see any suit of clothes on him for fear that they will be seen as “unfit for their positions, stupid, or incompetent”. Finally, a child cries out, “But he isn’t wearing anything at all!” There are many leaders who find themselves in a similar position – they think that the title of ‘leader’ defines them, but everyone sees the man or woman behind the clothes of that title. For some leaders this is not a pretty sight, for others they truly are arrayed in a suit that befits the title.

5 reasons why poor leaders still exist

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leaders monsterI have often wondered why poor leaders still exist in such profuse numbers. With the emphasis on performance management, leadership development, feedback, and engagement surveys, it might be expected that the world of ‘big data’ would rumble poor leadership.

Let me offer five reasons why poor leaders survive and sometimes thrive in today’s workplace:

1) They know how to hide from their bosses

Not everyone is two-faced. Some people have more than two faces – especially leaders. They know how to suck up to their bosses and hide their poor leadership behavior. While they demonstrate autocratic and bullying behavior with their teams, they might practice a sycophantic, patronizing, and duplicitous persona with their bosses. They know how to turn it on, how to hold power over their subordinates, and how to create an illusion of being a good boss.

2) They create boundaries that others don’t cross

For some reason, a leader’s team can sometimes take on the character of their flock, herd, or tribe. Others don’t cross boundaries out of misplaced respect, parochialism, or fear. They consider that another leader’s team has nothing to do with them. The leader’s leader may just have their eye on delivery and results rather than the health of the workforce – leaving it to the team leader to get the most out of their employees. This situation can give rise to the leader treating their team members inappropriately.

3) They see employees as ‘resources’

“We can always hire someone else”. Is everyone expendable? Or should leaders invest in nurturing, developing, and encouraging their employees. Of course, the term ‘human resources’ is common in today’s workplace – but leaders who focus on the word ‘resources’ rather than ‘human’ are less likely to value their employees in a way that extracts commitment and engagement.

4) No-one confronts them

Confronting a poor leader is a sure way to call out their inappropriate behavior. It can of course carry risk. Weighing the risk of provoking better leadership against retribution or resignation, is one worth considering. A leader’s leader should of course be willing to call them out on poor leadership. Employees also carry a responsibility to stand up for being treated with respect and value.

5) They aren’t developed

Surprisingly, some poor leaders just don’t know any better. They may lack emotional intelligence, management skills, or have never had great role models. In these cases, it is the responsibility of the organization to provide a development environment to build better leadership capability. And this shouldn’t wait until leaders are in their roles – develop them for the roles they will be holding in the future.

Poor leaders exist in most organizations. Of course, ‘poor’ might be relative, in that one person’s poor is another person’s atrocious. It might also be that a poor leader in one organization is an excellent leader in an even worse environment. There is however no excuse for poor leadership. The best way for leaders to know if they are poor or good is to ask their boss, team, colleagues, clients, and even friends. Why not ask someone today what sort of leader they consider you to be?

Talent – do you have any?

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talentTalent – a natural aptitude or skill. Inclusive thinkers say, “everyone has talent”. Organizations often have talent programs, talent pipelines, and talent reviews. So, does everyone have some, but just in different amounts?

My opinion is that everyone has talent. Organizations need talent in certain skill sets, aptitudes, and abilities – but not everyone has these in the same amount as others. People choose different careers because their talents lie in different places. A skilled carpenter is incredibly talented, but they might make a lousy CEO, and vice versa. A ballet dancer has artistic talent, which differs from a football player who might have physical talent. A teacher is talented in enabling kids to learn. A parent is talented in expressing love and security to their children. And so on.

I differ from the standard definition of talent, in that I believe talent can be learned as well as being innate. I don’t think that works in every circumstance. For example, I will never be a good ballet dancer – even with years of practice! I have very little sense of timing, I am not built to dance, and I would just look ridiculous! I will never be a great violinist (I did try at school – it was terrible!) But, I think I could learn to play the violin with intense practice, even to the extent that you might comment on my talent.

I think we measure talent in very narrow bandwidths in the workplace. Talent pipelines tend to be based around leadership. There’s nothing wrong with that, but I have also implemented talent pipelines based around technical capability – something that would cause most organizations to die if they didn’t have it. So, if you’re in an organization that only measures talent by the ability of someone to take the next job up the hierarchy, think hard about creating talent pipelines around other strategic capabilities that make your organization successful.

Organizations sometimes use a 9-box or 4-box grid when conducting talent reviews. Individuals are plotted into a poor, average, or good box, based on a mix of performance and potential. I’ve often thought how harsh and simplistic this is, (although I would still use this tool as a way of guiding a conversation). If someone falls in the “wrong” box, that could strike a death knell to their career. And yet, if someone falls in the “right” box for consideration as a next level leader, their “talent” can be massively simplified in its measurement.

Measuring talent can be done in a more sophisticated and accurate way than a crude 9-box grid. It can be assessed over time using various technical, attitudinal, and leadership measures. It can be informed by the employee’s manager, peers, and clients. Insight can be gained through psychometrics, experiences, results, and interactions. Scorecards and achievements can be built over time. Discretionary effort can be observed. Extra-curricular activities can be considered when looking at broad capability. Projects, committees, and workshop outcomes can provide valuable insight. Application of training, white papers, and volunteering all speak to potential. Feedback and observation also help paint a picture.

Talent assessment is best when it is considered around a balanced scorecard, weighted differently by critical competencies appropriate to the target talent requirement.