Anyone Can Lead in Good Times

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Anyone can lead in good times, it’s when things are tough that you really see the best leaders in action. At present we are seeing decades worth of change occurring in days as the economic, social & health impacts of Covid-19 reshape whole industries, relationships between countries and the purchasing habits of people globally.

Without a doubt what is setting those businesses with a real future apart from those who are dead in the water are the people leading them. The strategic & proactive boards of directors, the inspiring CEO’s and the tight leadership teams supporting them to deliver change & business outcomes. The great news is that even in constant change some things never change but they are now even more important;

  • Inspiring a vision for the future: Leaders must be able to show a brightness of future by articulating a Vision for success. The road leading there might have pivots and turns but being able to quickly paint the future and to sell it to those you lead is the basis of inspiration. People want to be inspired & well lead. Keep the Purpose of the Company at the forefront of all you do and live the values.
  • Team first: Your team composition, sense of tightness, professional skills, engagement and focus will ensure your clients are well looked after. Your team always comes before clients. This means team meetings, one on ones and planning sessions are priority number one. Have fun, live the values, over communicate & ensure the tough conversations are on the table.
  • Being close to your clients: Know what is going on with them, what they need, what they value & how you can help them. Call them, video them, survey them and focus on their success and wellbeing. There has never been a time that this is more important. Solve their problems by knowing what keeps them awake at night.
  • Partnerships: Partner with the best suppliers & collaborate with competitors & other like minded organisations within your supply chain. Long term & win/win solutions that keep clients at the centre of all you do add massive value to your business ecosystem.
  • Plan, Plan & Plan: Contingency planning, involving the collective skills of your Board of Directors, Advisory Board, external Advisors and leadership team often and regularly keeps you ahead of the curve. Having had difficult discussions and having modelled financial scenarios allows a fast transition as the situation evolves. Bank the lessons learnt and constantly challenge the status quo – reimagine what is needed to deliver success in the future. Make good clear decisions & iterate them as the situation changes.
  • Ask for Help: Seek Support & Coaching: Any leader at the top of their game needs an eco-system of people around them whom they can ask advice, share reflections with and in many cases share ideas. Some of these are coaches you pay for but most are peers and people in your network whose advice you value. Hang out with them often and shoot the breeze. You can’t get it all right but with a good network it is hard to get the big stuff totally wrong.
  • Invest in yourself: Keep fit, sleep lots, hang out with family/friends & find time to read, watch videos and learn. Reflect in writing and revisit these ideas and reflections often as you plan.

In tough times those who can adapt, learn, inspire others and who take action early will have the resilience to succeed.

“Anyone can lead in good times” – You earn your money as a leader when times are tough.

 

Data Wins Arguments: Less “Think” More “Know”

unnamedIn the busy world of business seniority tends to over rule in decisions that have no data. The more experienced and senior members of teams have more sway in decision making as they offer opinions and ideas and too often they are incorrect. They are assumptions based in history, bias or a lack of new thinking.

I work with senior teams all the time and see this pattern. The founder, CEO or “old heads” will refer back to what happened or didn’t happen in the past or what they think. This is often driven by the desire to avoid change because as humans we all hate having to get uncomfortable. New team members voice their views and ideas that are worth exploring but are simply dismissed and at its worst this creates a culture that resists change. It creates a significant risk that the organisation will be irrelevant in the near future.

At its worst countless hours are spent talking about opinions as if they are facts. One of the lessons I have learnt is that “Data wins Arguments”. Data takes the discussion from “I think” to one of “Let me show you”. It shifts the conversation to one that will get a good solid outcome. It takes emotion and bias out of the equation. It leads to data driven and robust business decisions. The role of a leader is to disrupt business as usual in a good way so that the company adapts and thrives in the future. Data can create a huge mandate for change by exposing current & future reality.

This is the impact of KPI’s, financial trend graphs, research, analysis of patterns and numbers. A simple exercise of graphing the monthly, year to date and lifetime revenues of your top 20 clients and having your team sit together and discuss what they see can have a huge aligning effect and can completely shift thinking, perceptions and provides clarity of the actual reality.

This video is worth watching as it outlines just how wrong we get it if we don’t seek data about what media shows us. The gap can be huge and in fact chimpanzees can be more accurate if we don’t look for the numbers and validate our perceptions.

High performance leaders go well beyond emotion, perception. They are aware of the impact of data and seek it to get better business decisions.

The Team in Action.

Every day and every week our team of clever leaders are lucky enough to influence and support some iconic brands and high performance leaders. As a premium brand focussed on making a significant impact we work with selected organisations across New Zealand, Australia and the USA. This video outlines some of our recent work and I am proud to lead it.

A big Month: An AUT Business Award, New Name, New Framework & a Global Partnership

Earlier this month we won the AUT Business Excellence Award for Management Services. It was a fantastic night and the culmination of months of work as we provided client and business data to show the results our company and team were achieving as we actively make a difference.

As with any team it is important to pause, celebrate the win and regroup as we move forward. Our clients are fantastic and trust us to provide true trusted Advisory in the area of Strategic Execution and Executive Leadership Development.

The same week we changed our Company name and logo after 24 years as we continue to position ourselves as category leaders as we disrupt the Business Advisory Space.

 

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Proud to lead a team that won this award.
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Some of our team celebrate the win at the 2016 Awards dinner.
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The summary/average of data taken across all our clients as at 1 April 2016.

A new partnership with Leadership Expert and Business Influencer John Spence which he outlines in the video below.

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Our new Research based Framework as taught at a number of Universities.

Average “Pisses” Us Off: Why we do What we do

I am often asked what we do and why we do it. A few weeks back I spent some time working with my good friend & Leadership Expert John Spence in Florida. We took the opportunity to shoot a few videos and I thought it was time to articulate this starting with this Introduction to The RESULTS Group.

Why do we do what we do?

The RESULTS Group exists to make an “intentional difference” to peoples lives. We love what we do and are very good at it. We work with leaders across many organisations and industries as they seek to make a true difference in their lives and the lives of those they lead. We work with good companies seeking high performance results. We keep them ahead of disruption and support them to grow capability and capacity……to execute the important things. The connection we have with people inspires us to go that little bit further, to do what it takes to make a significant impact on people and the organisations they choose to lead and to be part of.

Our Mission (Big Hairy Audacious Goal) is to disrupt Business Advisory (to redefine Advisory in a good way) by 2020 for High Performance Businesses and Leaders.

What gets under our skin?

We hate that Advisers provide average advice and charge a lot of money. We are sick & tired of the fact that the advice is generally just Accounting advice from people who have no understanding of how to implement change or to apply the advice to real life situations. These same people are being significantly disrupted in their own industry and are often not living what they are teaching.

Other advisers make it a dark art and seek to charge as if they have the “magic bullet.” Often their work is not tangible nor the difference they make measurable. Sometimes their clients struggle to apply it and in frustration don’t get the break throughs. Further those dispensing the advice have not led at a high level themselves. They have not made real life mistakes, earned a few battle scars nor dealt with the behavioural challenges of leading people. They can’t tell real stories that bring things to life.How can you give advice if you have never done it? Worse still these advisers rarely ask for feedback from their clients.

It is not good enough and we are doing something about it.

What do we do?

We work with good Companies to support them to execute their strategy. We are their “Strategy Execution Partners.”  We collaboratively work with our clients as the “generalist” in their business. They are after all the experts and have achieved a lot over many years.

We ask the questions, we create the discussions within their teams, we apply a framework to bring it to life. Further we don’t keep it a secret. In fact our frameworks and tools are freely available and based on the research of the worlds experts. The value is not in the tool but in the discussions and alignment of the leaders in the business. It lies in the application of theory into the current business reality.

Our clients are privately held established Companies seeking to intentionally get better at what they do.

Core Business is getting the important things done which means supporting Business Leaders to disrupt the day to day Business as Usual Operations of the Business to grow capability & capacity. This means supporting them to change and adopt new ways of leading and focus. We help them to “Simplify their Business” by ensuring they have a simple Strategic Plan that their people can execute.

Often we support Leaders to develop their skills to lead at the next level or to grow and develop the leaders in their organisation so they can step back or bring the Company under management. This may be at the Governance, Advisory Board, CEO, GM or Senior Leadership Team level.

It sounds simple (and it generally is) but it is never easy to make a commitment to incrementally get better & better in an ongoing way. It takes focus and requires the important things to be done rather than the urgent.

This is about building a culture of high performance, learning, growing and coaching. The best leaders are the best coaches, managers, mentors and life long learners.

We know it works too. Our clients tell us each 6 months exactly what difference it makes in their lives & businesses. We also measure it so we have the data to show a very good return on their investment of time and money. There are no magic bullets either. It takes focus, hard work, clever thinking, tough discussions and a “try new things, fail fast & iterate the plan” approach to leading smart people.

Taking a long term approach to working with client companies we know they never leave our networks. They may disengage as a paying client but they re engage when they need us. We often work with clients for 3, 4 or 5 years (longer with many) and they come back as they need to grow to another level.

We also have fun, apply the same frameworks to our own business and live our Purpose and Values each day. Our people have been there and done it. Sure they have the academic qualifications but more importantly they have the real life experience of leadership & they love what they do. We make a difference & that it is valued by those we choose to work with.

But don’t take our word for it either…….ask any of our clients & as you join our networks there is plenty of opportunity to do this. 

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Get a different result rather than learn the same thing again.

 

 

The Ever Powerful: Purpose & Legacy

Last week I spent time in Florida doing some work with Top 100 Leadership & Business thought leader John Spence. I spent time working with him and a number of other business leaders on “Purpose”. Most people (and organisations) know “What” they do and many know “How” they do it. Not many take the time to work through “Why” they do it.

Even more importantly very few people take the time to talk this through with their business team. This process starts the alignment process & inspires like minded people. It is the beginning of “Tribe” and the “Being of team.”

A great start point is the book “Legacy” by author James Kerr. In this video John Spence talks a bit about the subjects.

 

7 Deadly Sins of Ineffective Governance

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Good Governance takes planning, good agendas and skilled forward thinking Leaders who can contribute to the future direction of the Business.

We get to work with many Advisory Boards and Boards of Directors as we facilitate Strategy & support Strategy Execution & support business owners to either initiate, restructure or optimise their Governance. This requires us to facilitate meetings, sit on a number of Advisory Boards and I currently act as Chairman on one Board of Directors. Sadly I would have to generalise that Boards are, in the main,  either ineffective or not as valuable as they could be. In fact one of the big opportunities that will ensure Business success I see is to successfully implement highly functional governance. Those that do have it in place have the opportunity to get the maximum return on their investment by taking it to the next level.

Here are what I call the 7 deadly sins of Ineffective Governance;

1. Undermining the CEO: Unknowingly they get in the way of their CEO by getting involved in the workplace, not supporting or trusting the CEO’s recommendations or initiatives. In fact  many do not trust or have confidence in their CEO full stop and worse still do nothing to address it.

2. Discussing the “how” but never defining the “what”. Many Boards Spend most of their valuable discussion time dealing with management decisions ie How should this be done? Yet they never pose & define the big questions such as what are we building? Where are we taking this? What could and should we become as a Business?

3. Not understanding the sacred relationship between Chair and CEO. It is a special relationship and the most critical one. It is an employment relationship and one in which the Chair should coach, mentor, guide and support the CEO to succeed. This includes professional development and tough conversations around delivering outcomes. It involves building trust and confidence and aligning the Board to support their CEO.

4. Never altering the composition. The Board should regularly change or include leaders with the skills the company needs as it develops and grows. As the company grows and evolves so too should the BOD as they keep the CEO and Management ahead of the game.

5. Sweating the small stuff. Particularly prevalent in family businesses is the tendency to never get breakthroughs on the sacred cows. The same conversations, fears, egos repeat at every meeting. The elephants in the room are never addressed and therefore they never go away.

6. Focussing on the negative. It is very easy to see what is going wrong but never acknowledging what is going right. Negativity kills culture and creativity. Problems must be addressed but seeing the good stuff and encouraging more of it is a key role of any leader and Directors are leaders. Negative meetings that focus on what has not worked and never inspire what could be great are unfortunately common place.

7. Not defining success. Clever strategy, KPI’s & metrics must all be measured and success defined so the CEO knows he/she is on track and so that management measures can also be clarified. Too much time  in Board meetings is dedicated to historical results ie they can’t be influenced. Whilst reviewing the results and banking lessons learnt is very important, so too knowing the business is on track for the the future is arguably more important and productive. You can’t influence the past nor be inspired by it. The role of Governance is to take a business forward and to help Management to navigate the ambiguity of the market.

By getting the agenda right, tweaking the composition, by becoming future looking and building complete trust in the CEO, a BOD can very quickly make a massive impact on business performance in a very short timeframe. Sadly it is poorly done and this inspires mediocre results.

How is your Governance? Do you have any? How effective is it? What could it achieve for your biggest investment?

How to Get Good: Focus on What You Do

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I have recently spent a lot of time with our clients. In particular really listening to understand what they expect from us. We officially launched the Executive Leadership Programme.  This programme is already becoming a significant part of their business. In a little over six months we have 26 CEOs and five “Emerging Leadership development teams” on the programme.

Over the last week I spent a long time with my friend and meet with John Spence. I’ve worked with him  as he delivered workshops to my senior team, a large event at the Isaac Theatre Royal in Christchurch and within a number of CEO leadership forums.

Reinforced to me: you become like those you spend time with and what you focus on.  It’s not about what great ideas you have it’s about what you execute and actually do.

The secret to success is extreme focus & being excellent what you do.

Note to self: do more of that!

Team Mates

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Great team mates are the key to any culture and business. No one person is a team and no one person can manage the complexity of leading in modern business. Team and culture are the outcome of good leadership, clear communication and honest robust conversations. They are the result of a conscious decision to invest in people and to work together collaboratively.

Too often this critical aspect of business is left to chance and stagnates at a certain level. The reality of business today is that really the only significant point of difference and Company can have is it team culture. Everything else can be copied, reverse engineered or improved upon. Competitors can take individuals but they cannot take nor easily replicate your team culture. If you get the team culture right then client service and great products innovation will follow.