If you haven’t seen them before, McKinsey & Company’s top 10 articles for 2013 are worth reading. They include topics such as problem solving, the building blocks of strategy, motivating people, and disruptive technologies, to name but a few. Check them out at http://www.mckinsey.com/assets/dotcom/newsletters/topten/2013-Q4.html
If you were to reflect on your working life to date, how many amazing managers with exemplary leadership skills have you worked for or with? How many managers have you worked for or with that had no leadership skills at all? Numerous leadership articles and assessments are available online and offline and the one that caught my attention recently is the Leadership Practices Inventory available through http://www.leadershipchallenge.com
This organisation suggests the 5 Practices of Exemplary Leadership includes: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act and Encourage the Heart.
The New Year is traditionally the time when a small portion of the population write down NY resolutions and commit to keeping them. Statistically however, few people are successful in their resolutions, possibly because they’re a should or must do resolution and not necessarily a deep, driving need. An alternative that may be more realistic is to forget resolutions altogether and focus instead on the Mental Health Foundation’s 5 Ways to Wellbeing. These provide a useful framework for setting intentions and goals for the future and the headings to use include: Connect (social wellbeing), Be Active, Take Notice (mindfulness, looking at what is), Keep Learning and Give to Others. For ideas and inspiration, go to http://www.mentalhealth.org.nz
There’s an unfortunate norm that occurs in many organisations – staff new to management go into entry-level management positions with little support or guidance on what management actually entails. Typically, those around them are busy in their own roles and oftentimes, new staff are left to figure things out as they go along. The school of hard knocks unfolds before them, often a difficult road to go down alone.
A resource to help people new to entry-level management is The Beginner’s Guide to Management. It is an ebook that gives an overview of management and management levels; the core management functions, management styles and approaches, important management skills and abilities, basic business etiquette and things to avoid. It is available at http://www.smashwords.com/books/view/384669 for $USD1.99
The first few days, weeks and months in a new role are hugely important for new appointee and those around them. A mistake often made by some new appointees is in their rush to make an immediate impact, they fail to take the time to get to know and understand the people around them; fail to determine the extend and scope of what people do, and to fully understand the context they work within. The colleagues working with or around a new appointee tend watch them carefully over the first few weeks to see how they’re going to fit in and they quickly develop an overall impression about them – and vice versa. All the parties need to be mindful of the impression they’re giving, both verbally and non-verbally.
So, new appointees need to be mindful of their approach and the impression and impact their behaviour or attitudes have on others; and established staff need to help new appointees induct into the organisation, by highlighting the spoken and unspoken organisational norms and explaining how and why some things are done the way they are. It will help avoid misunderstandings and confusion, later on.
If you are contemplating financial commitments with other people or organisations, first check the Personal Property Securities Register (PPSR). You could also check the Societies and Trusts Register, LINZ and the Register of Ships. For more information, see http://www.ppsr.govt.nz/cms