What’s required from Executive Leaders has changed. Find out how executive leaders and executive teams can survive and thrive in our disrupted world. Interviews with CEOs and insights from Waldencroft’s Dr Jacqueline Conway. Waldencroft is a consulting practice dedicated to helping executive leaders anticipate, navigate and lead. Find us at https://waldencroft.com/
#18 - Going deeper on perspective taking
Perspective-taking breaks a golden rule: to treat others as we’d like to be treated and turns it on its head… to treat others as they’d like to be treated.
I wonder the impact on leadership if we were to do this more?
That's what my guest, Sarah Freiesleben, and I explore in this episode.
Sarah mentions Dave Snowden and his Cynefin framework for managing complexity. You can read Dave’s original HBR article here: https://hbr.org/2007/11/a-leaders-framework-for-decision-making
I mention working with polarities and the work of Barry Johnson. You can find out more about his work here: https://www.polaritypartnerships.com/applications-impact
Sarah mentions the personal work she’s been doing with Paul King. You can find Paul on LinkedIn here: linkedin.com/in/paulrking
And lastly, you can find Sarah Freiesleben on LinkedIn here: linkedin.com/in/sarah-freiesleben-40a7701a
#17 Unlocking your leadership through multiple perspectives
What if we had the humility to accept that we don’t have all the answers; that the answers that we have might be wrong; and that those with insightful new perspectives might be located in the most unusual and humblest of places?
We as leaders can take our leadership to a whole new level by cultivating the ability to take on and work productively with multiple perspectives.
#16 Title Inflation: taking you back to where you started
The accountancy/advisory giant EY have decided, in an effort to retain talent, to apply title inflation to all 679 Associate Partners, who from now on will all be known as Partners.
Inflating titles is an example of what I call perfectly solving the wrong problem. It seems like a straightforward solution and it’s relatively easy to implement.
The implementation can go well and for a short period of time, everyone seems happy.
Until they’re not.
Until you realise that you’ve upset the coherence in the system.
This happens in other organisational forms too and I regularly see it bunch-up the closer one gets to the C-suite.
Why does it happen and what are the implications?
That's what I explore in this episode of the podcast.
#15 Without trust, is your team really a team?
It’s widely accepted that in a successful executive team, the members must feel comfortable being vulnerable enough to admit mistakes, ask for help, share tasks and work together effectively.
And when this trust is absent, it leads to negative team politics, protectionism, and friction.
These issues not only make the work environment unpleasant — they can also prevent productive work from getting done.
If you’ve ever been in a team with low levels of trust - and who hasn’t - then you know it’s a pretty miserable place to be.
But developing trust is done in some counter-intuitive ways.
That’s what I explore in this week’s podcast.
#14 The expanding role of the Chief People Officer
Is your role in the C-suite expanding?
In this edition of the podcast, we hear from two CPOs whose role has increased to take on additional responsibilities that have a strategic overlap with their people agenda.
We discuss with Cecilie Heuch how Telenor is adopting an approach to leading remotely across geographies using a ‘tight-loose-tight’ approach and with Dr Tracey Leghorn on the importance of positive constructive challenge in the C-suite in SUEZ UK
More brilliant insights from seasoned C-suite professionals.
#13 The data you're avoiding
Leaders are usually keen to stress that they use data in their decision making.
Whether it’s hard facts, statistics, or spreadsheets; data is raised on a pedestal of rationality.
We’ve come to accept that a rational data-drive decision making style; characterised by research for, and logical evaluation of, data is the only decision-making style.
But there's a source of data and insight that leaders have in their toolkit to inform their decision making that’s oftentimes neglected.
A hunch or gut feeling holds a lot less weight than numbers. But it shouldn’t be discounted so readily.
There's great research on how experienced firefighters just knew when to get out a burning building the moment before it collapsed. It found that skilful leaders rely on their experience, the pattern-recognition they've acquired over decades, to quickly size up situations and identify the option most likely to work.
The truth is that how a decision was taken is often post-rationalised as rational, even when there was a deeply emotional and subjective component to it.
We do this because the emotional part of problem solving isn’t seen as legitimate in Western corporations. Decisions based on cool reason are still seen as the gold standard.
Perhaps it’s time to bring our subjective data back onto the executive team table in decision making. Because, let’s face it, it’s there anyway.
This is what I explore in today's podcast.