Learning from those who have already succeeded is a great way to fast-track performance, avoid unforeseen obstacles and improve upon your chances of success.
Thursday
Team versus Group
The label 'team' is often used interchangeably with 'group' and yet as we understand it, it has a very specific meaning. The difference very largely lies in the direction of action. A group can exist and yet not achieve much. A team, on the other hand, is action-orientated. It has a clear purpose and it is a purpose that is shared by its members.
In an effective team, members share a high level of commitment to achieving the common objective and have a high level of satisfaction from being part of and working with the team.
Effective teams have members who work well together in an integrated way, with high levels of awareness and appreciation of each others' strengths. This gives them a high capability for solving their own problems. The skills exist and there is a willingness to act. Of prime importance, from the business adventurer's point of view, is that an effective team is one producing high-quality results. These, it could be reasonably argued, are the outcome from the other characteristics of the effective team. The qualities of an effective work team are, therefore, identifiable, and are quite specific and measurable.
Although any group can possess any or all of these characteristics, an effective team must display them all.
In an effective team, members share a high level of commitment to achieving the common objective and have a high level of satisfaction from being part of and working with the team.
Effective teams have members who work well together in an integrated way, with high levels of awareness and appreciation of each others' strengths. This gives them a high capability for solving their own problems. The skills exist and there is a willingness to act. Of prime importance, from the business adventurer's point of view, is that an effective team is one producing high-quality results. These, it could be reasonably argued, are the outcome from the other characteristics of the effective team. The qualities of an effective work team are, therefore, identifiable, and are quite specific and measurable.
Although any group can possess any or all of these characteristics, an effective team must display them all.
Leadership versus Management
There is no universally accepted definition of leadership; not least as it is not at all easy to define. But what is clear is that leadership is an essential element of management. There are many definitions of management, but put simply, it is the direction, coordination and control of assets. The exercise of management includes the process by which a manager makes decisions, impresses will on team members, and transmits intentions.
Management can be seen as consisting of three core elements; authority, responsibility and accountability.
Authority involves the legal right to enforce disciplinary measures. A manager may delegate authority, but not ultimate responsibility. This is liability and an obligation to answer to senior management/board members for the use of delegated responsibility, authority and resources. This includes the duty to act. The manager who delegates responsibility should grant sufficient authority to enable the individual to fulfill the role; while the individual remains accountable for his actions.
If we now look at the roles of managers we can identify three essential components namely decision-making, control and leadership.
For the effective manager the art of effective and timely decision-making is a key role, particularly with regard to major decisions that impact on organisational strategy. Minor decision-making should be delegated as far along the chain as possible, in line with the requisite experience, capability and capacity of the more junior manager.
Managers must also have continuing oversight, direction and coordination of their resources, although the detailed activity is often not undertaken directly and is a province of their team. Most activities within this area of responsibility should be delegated; however the reality is that many managers spend more time than they should undertaking control functions.
Leadership is the art of motivating and directing individuals into action to accomplish outputs. Leadership is ultimately based on interpersonal relations. It is natural and a learned ability, a skill, and a set of personal characteristics that influence people to take desired actions.
In simpler terms, you lead people; you manage things.
Monday
Managing Conflict in Your Team
One of the skills of a leader is the ability to deal with conflict. This may be conflict within a team, conflict between the leader and a team member, or conflict between the leader and several team members!
Conflict is extremely likely in the early stages of a team's development when team members are establishing themselves, and during periods of change when team members may be experiencing uncertainty at being asked to adapt to new systems or procedures which they find initially difficult. Other occasions include when the team is operating in a high intensity environment - pressure to meet a deadline, dealing with a crisis situation or working to overcome a major setback.
When conflict does occur it needs to be dealt with head on. If it is left unchecked it risks undermining team cohesion and creating divisions. This can result in team members efforts becoming more aligned to 'self preservation' than towards the team goal. In the worst scenario it could cause irreparable damage to a team forcing individual members to leave, or in the worst case the disbandment of the entire team.
Conflict can happen at any time, come from areas least expected and erupt without warning. The effective leader needs to remain alert for signs of conflict and when conflicts arise employ the following tips:
- Defuse - If a conflict is getting heated, immediately defuse the frustration and anger.
- Focus - Focus on thinking on the problem/cause at hand.
- Pick - Pick the problem/cause apart using the salami-slicing tactic to deconstruct the conflict to all of its parts.
- Compromise - Pushing compromise allows all involved parties to walk away with something rather than nothing.
- Defer - Some conflicts just won’t get solved at this exact moment - move them out for another day.
Sunday
An Appetite for Risk
When you wake in the morning and the blizzard is howling outside and the temperature is 40 degrees below zero do you venture outside and start hauling your sledge? When you encounter the crevasse fields do you get out the ropes and tie everyone together so that if one person falls in the others can help pull him out again? In both of these scenarios, which I have encountered many times, the answer is always different. It’s about qualifying and managing the risk.
In business taking and managing risk is part of what we must do every day to create profits and shareholder value. There's no such thing as a safe risk. None of it is safe. Rather, it is about reviewing the various scenarios, going into areas others are less likely to go and making decisions.Decisions should be made by the leader responsible for the task. Prudence, experience, judgement, intuition and situational awareness of leaders directly involved in the planning and execution of the task are the critical elements in making effective risk management decisions
But the sudden and cataclysmic corporate meltdowns of recent years suggest that many companies neither manage risk well nor fully understand the risks they are taking. “Who dares Wins” is the SAS motto however, as with the SAS, the risk needs to be qualified and managed. We are not talking here of betting the company or taking unsubstantiated risks.
What's a stupid risk and what's a calculated risk (i.e. a good one)?
We can all come up with daily life examples. Taking your entire pay cheque and betting it on a roulette table in Las Vegas is dumb risk. Investing your retirement savings in mutual funds in the stock market when you’re young is a smart risk.
But what is risk in business? When it comes to your business and/or career, ultimately only you can determine that. People and books can only give you advice about various directions. With risk we always get in the question of risk appetite. Clearly, a standout employee, entrepreneur, and a leader all need a healthy appetite for risk and a hearty helping of self-confidence to overcome all that.
But how much is enough? Is there a point at which confidence and risk tolerance become liabilities? And though it's common to mix the two (after all, you need confidence to take risks), do they really go hand in hand?
Here are some tips for helping you manage risk...
Accept the risk
Risk is related to gain; the greater the potential gain, the greater the risk. To evaluate risk maximise the likelihood of success.
Take no unnecessary risk
Accept only risks necessary to achieve goals.
Anticipate and plan for the risk
Risks are more easily controlled when they are identified early in the planning process.
Appropriate decision-making
Decisions should be made by those responsible for the task. There judgement, intuition and experience with the task is critical.
Trust in Yourself and Others
I have noticed a significant difference between the levels of self-trust in the world of exploration and in the world of business. In the world of adventure, leaders have a strong and unshakeable belief in their ability to complete a challenging assignment. It’s not arrogance, but a quiet self-confidence.
In my work with business leaders, I have been surprised just how many senior managers and leaders find it difficult to trust themselves and their ability to deliver. Encouraging people to trust you requires positive action. It is not something an organisation can mandate a person to do. Commit yourself to being trustworthy and make sure your actions reflect this.
You may have been surprised in the past by how difficult it is to earn people’s respect and trust. Maybe you were shocked, and even insulted, that your expertise and track record didn’t speak for themselves. To fix this dilemma you need to demonstrate your character - the intention to do the right thing. This is of particular importance to subordinates, who tend to analyse every statement and non-verbal gesture for signs of the new boss’s motives. Such scrutiny can be unnerving.
Trust is difficult to describe or define. We know when it’s there and when it’s not. We trust people who are predictable – not in the dull, plodding sense – but because we will receive a consistent response. Trust provides the motivation and energy that makes it possible for high performance teams to work. Here are some tips on how to generate trust
In my work with business leaders, I have been surprised just how many senior managers and leaders find it difficult to trust themselves and their ability to deliver. Encouraging people to trust you requires positive action. It is not something an organisation can mandate a person to do. Commit yourself to being trustworthy and make sure your actions reflect this.
You may have been surprised in the past by how difficult it is to earn people’s respect and trust. Maybe you were shocked, and even insulted, that your expertise and track record didn’t speak for themselves. To fix this dilemma you need to demonstrate your character - the intention to do the right thing. This is of particular importance to subordinates, who tend to analyse every statement and non-verbal gesture for signs of the new boss’s motives. Such scrutiny can be unnerving.
Trust is difficult to describe or define. We know when it’s there and when it’s not. We trust people who are predictable – not in the dull, plodding sense – but because we will receive a consistent response. Trust provides the motivation and energy that makes it possible for high performance teams to work. Here are some tips on how to generate trust
- Be Consistent - Be consistent in what you do as a business adventurer. Carry out your own task effectively both internally and to the wider environment.
- Be Committed - Demonstrate your commitment through repeated observable actions.
- Be Compassionate - Empathise with your teams by understanding how they feel and view the world.
Friday
Tent-Time
Team cohesion is essential in high performance teams, it is the glue that binds individuals as one and it provides the resilience and confidence to overcome setbacks.
During my adventures, team cohesion is achieved at the end of each day through 'tent-time'. Once we are comfortable in our tent, I encourage my teams to openly share their thoughts and views on the day's progress, highlight any positive achievements and review our future milestones.
It is also an opportunity for anyone to raise any issues of concern or grievances! It is critical to deal with any grievances head on, seek resolution and then move on. Tent-time also provided some time to share experiences, learn a useful tip someone had uncovered during the day and to laugh at the day's tribulations.
Ultimately tent-time is about asking the question 'how can we improve?' - the single most important question any team can ask themselves.
How often do you set aside some 'tent-time' to ask yourself or your team how can we improve?
During my adventures, team cohesion is achieved at the end of each day through 'tent-time'. Once we are comfortable in our tent, I encourage my teams to openly share their thoughts and views on the day's progress, highlight any positive achievements and review our future milestones.
It is also an opportunity for anyone to raise any issues of concern or grievances! It is critical to deal with any grievances head on, seek resolution and then move on. Tent-time also provided some time to share experiences, learn a useful tip someone had uncovered during the day and to laugh at the day's tribulations.
Ultimately tent-time is about asking the question 'how can we improve?' - the single most important question any team can ask themselves.
How often do you set aside some 'tent-time' to ask yourself or your team how can we improve?
Thursday
What is leadership?
There is no universally accepted definition of leadership; not least as it is not at all easy to define. But what is clear is that leadership is an essential element of management. There are many definitions of management, but put simply, it is the direction, coordination and control of assets. The exercise of management includes the process by which a manager makes decisions, impresses will on team members, and transmits intentions.
Management can be seen as consisting of three core elements; authority, responsibility and accountability.Authority involves the legal right to enforce disciplinary measures. A manager may delegate authority, but not ultimate responsibility. This is liability and an obligation to answer to senior management/board members for the use of delegated responsibility, authority and resources. This includes the duty to act. The manager who delegates responsibility should grant sufficient authority to enable the individual to fulfil the role; while the individual remains accountable for his actions.
If we now look at the roles of managers we can identify three essential components namely decision-making, control and leadership.
For the effective manager the art of effective and timely decision-making is a key role, particularly with regard to major decisions that impact on organisational strategy. Minor decision-making should be delegated as far along the chain as possible, in line with the requisite experience, capability and capacity of the more junior manager.
Managers must also have continuing oversight, direction and coordination of their resources, although the detailed activity is often not undertaken directly and is a province of their team. Most activities within this area of responsibility should be delegated; however the reality is that many managers spend more time than they should undertaking control functions.
Leadership is the art of motivating and directing individuals into action to accomplish outputs. Leadership is ultimately based on interpersonal relations. It is natural and a learned ability, a skill, and a set of personal characteristics that influence people to take desired actions.
In simpler terms, you lead people; you manage things.
Leading for Ultimate Performance
Leadership excellence is the second most powerful human force in the world, the most powerful being love. Leadership excellence has shaped the world since the earliest days of mankind. Leadership is arguably the greatest single business performance and success factor; it impacts every area of an organisation. What is interesting about leadership is that it means different things to different people.
Some Current Thoughts on Leadership
Leadership is widely considered to be directly linked to business performance and a recent Chartered Institute for Personnel and Development survey explored this further:
- 91% believe there is a link between leadership training and organisational performance.
- 85% of the organisations were involved in some form of leadership development.
However,
- 8% believed that their leadership development activities were very effective.
- 31% felt their leadership activities were not very effective.
Surprised ?
Research suggests that whilst the majority agree there is a direct link between training and performance, yet many have had an experience that has not satisfied their expectations and many still believe there is a shortage of highly effective leaders.
To Lead of Follow
Having spent over two decades in positions of formal leadership as an Officer in the Royal Marines, and as a Polar Explorer and management consultant I am aware of the importance and value of leadership to any team, and any organisation. It is critical to success. However, it is the implementation and how an individual delivers leadership that is important. In terms of peak performance teams, leadership becomes and even more critical element of team dynamics and can make the difference between an average team and one that really does deliver extraordinary results time and time again.
I call this style of leadership within a peak performance context – Leadershift©. In order to embrace the philosophy of Leadershift it is important to have a brief overview of some of the fundamentals of management. This understanding will put Leadershift© into context and enable you to embrace the art much more effectively.
What is Management?
There are many definitions of management, but put simply. It is the direction, coordination and control of business assets. It has a legal status codified in Companies Act (and other legislation) with the exercise of management including the process by which a manager makes decisions and impresses his will on, and transmits his intentions to his staff.
The Elements of Management
1. Authority
Authority involves the legal right to enforce disciplinary action. Although a manager may delegate specific authority, he retains overall responsibility.
2. Responsibility
Responsibility involves liability and obligation to answer to senior management/board members for the proper use of delegated responsibility, authority and resources; it includes the duty to act
3. Accountability
Therefore the manager who delegates responsibility should grant sufficient authority to enable the individual to fulfill the role, meanwhile the individual remains accountable to his immediate report for his actions.
The Roles of Management
If we look at the roles of managers we can identify three key areas of responsibility:
1. Control
Managers must have continuing oversight, direction and coordination of the organisations resources, although the detailed activity is often a subordinate aspect and a province of junior staff. Most activities within this area of responsibility should be delegated; however the reality is that many managers spend more time than they should undertaking Control functions.
2. Decision-Making
For the effective manager the art of effective and timely decision-making is a key role, particularly with regard to major decisions that impact on organisational strategy. Minor decision-making should be delegated to the lowest level possible in line with requisite experience, capability and capacity of the junior manager.
3. LeadershipManagement is also about leadership and the art of motivating and directing personnel into action to accomplish outputs is a fundamental requirement of any successful manager.
Leadership takes many forms and much has been written about the subject, but it still remains one of the least understood and misused skill within the manager’s toolbox.
Tuesday
Courage to Venture into the Unknown
In early 1995 I set out to complete the first ever ski crossing of Iceland from west to east coasts. It was a journey that many, including the Icelandic mountain rescue service, deemed an impossible journey due to the extreme rugged terrain and unpredictable weather. The journey was also the first time I had independently managed a ‘large scale’ adventure.
It took two years just to get the project off the ground, initially to convince backers of my ability to manage and lead such an ambitious undertaking and then to obtain permission from the Icelandic authorities who first viewed my quest as being impossible.
From the outset I knew the journey was achievable and I drew on that belief to continually motivate me forwards, despite considerable hurdles. But slowly momentum increased and eventually others came with me.
We succeeded in our venture, completing the crossing of Iceland in forty-seven days. A crossing that even today has not been repeated. The late Diana, The Princess of Wales, sent a personal letter congratulating me on the crossing highlighting courage, preparation, fitness and leadership as key contributors to our success.
Venturing into new territory requires considerable personal courage. The challenge is as much about maintaining your own motivation as you work to convince others around you to take a step with you. But having the courage to take the first step will often be sufficient enough to get the snowball slowly rolling.
Read more about my Icelandic crossing.
From the outset I knew the journey was achievable and I drew on that belief to continually motivate me forwards, despite considerable hurdles. But slowly momentum increased and eventually others came with me.
We succeeded in our venture, completing the crossing of Iceland in forty-seven days. A crossing that even today has not been repeated. The late Diana, The Princess of Wales, sent a personal letter congratulating me on the crossing highlighting courage, preparation, fitness and leadership as key contributors to our success.
Venturing into new territory requires considerable personal courage. The challenge is as much about maintaining your own motivation as you work to convince others around you to take a step with you. But having the courage to take the first step will often be sufficient enough to get the snowball slowly rolling.
Read more about my Icelandic crossing.
Sunday
10 Success Insights from Polar Explorers
Although these insights were from successful polar explorers there are many lessons that can be learnt to your benefit...
1. Go for both poles.
We didn’t manage to even reach one Pole the first time. But we never lowered our goal. Our final success was so much greater in the face of it.
2. Seek out the winners.
We wouldn’t have made it without the aid of polar veterans, and they in turn learned from veterans before them. Every true success is a mankind joint venture.
3. Don’t cut food and fuel.
In the short run, dropping food and fuel increased our speed. In the long run, it killed our expedition. Don’t undercut your survival.
4. Face the storm.
Hiding out in a tent waiting for the sunny days steals crucial time. A storm always looks the worst from inside the tent.
5. Get out each morning Get out there, every single day.
There are so many reasons not to - repairs badly needed, fatigue and whiteout. The winner moves when the others rest.
6. Keep moving.
In temperatures of -50C, we wore only thin layers of clothing. In this situation, to stop was to die. When times are rough and you are the underdog, keep running.
7. Don’t think.
Skiing thin ice commands swift and determined steps. Too much doubt in times of pressure kills the power of action.
8. Be brutal
If you want to reach the impossible then you must continue where others stop. Tear down walls with your bare hands, crawl on your knees. But never stop.
9. Say only positive things to each other.
The single, most important piece of advice - 'Say only positive things to each other.'
10. You don’t have to believe to win.
Faced with the facts, we couldn't believe in success. Yet it arrived. You don’t have to believe in success. Just do the right things. And go.
Another important insight is the subject of, what I call leadershift. This is when the mantle of leadership moves within the team. This is a step beyond empowerment, where more often than not individuals still have constraints or parameters to operate within. Leadership is a clear decentralisation of control to another member of the team, where there initiative and judgement is totally uninhibited.
Explore More
Saturday
Never Give Up
An important attribute of the high performance leader is the ability to never give up. This does not mean carrying on regardless with something that is destined to fail, but about recognising that success is achievable but it will not always be easy and will take time and effort. Here my tips for Never Giving Up:
Remember Why
Remembering how your journey started and why you are on it will help you to recommit to it. By reminding yourself of your desired outcome will generate internal energy and encouragement. All too often, especially during minor setbacks, we can get bogged down in the details and forget the overall driver that was the original source of enthusiasm. Personal, team and written commitments are a great source of inspiration for never giving up. A commitment written down and displayed has more impact than one discussed or thought about.
Keep Walking
As long as you keep moving, one step at a time, you will move towards your goal. On one of my polar journeys I coined the phrase ‘keep walking scheme of manoeuvre’ and had the catch phrase ‘keep walking’ written on charts, printed on mugs and even on the inside of the tent so the first thing we saw as we woke each morning was ‘keep walking’.
Refocus Mindset
If you have experienced previous successes think about how that made you feel. If not, imagine yourself, having achieved the result you were aiming for, looking back past all setbacks, realising that you had the confidence and energy to succeed.
Maintain Momentum
During one particular North Pole one of my team members sustained frostbite and I made the decision to have him airlifted off the ice. We had lost a valued team member, and our goal to complete the journey ‘unsupported’ had now changed. With the loss of a team member we were now classed as being ‘supported’ with our extracted team member being considered as supporting part of the journey.
My priority was to realign focus back on the journey, and a new goal ‘to reach the pole’. As soon as the emergency airlift had been completed I briefed the team that we would immediately continue and we completed a four hour ski before setting up camp. We could have waited until the following day before carrying on, but it was important for me to have everyone’s attention on the ‘here and now’ as quickly as possible.
Teambuilding Tactics from Winning Polar Teams
Based on a case study by TMS Development International Ltd on how I used the Team Management Profile to create and sustain high performance during my ground-breaking North & South Pole journey.
Building an effective teamRegardless of each individual's skills, experience and character, to succeed, it was essential that everyone was committed to working together as a team. To do this they needed to understand and appreciate the value of each member's team role.
Teamwork strategies
I believe that employee empowerment, and a teambuilding approach, enables people to make better decisions. Using the Team Management Profile, I was able to build this into my expedition strategies.
Leadership at all levels
Through real experiences on these increasingly demanding journeys, I have realised that peak performance develops when the function of leadership exists throughout the team. The ability to know when to lead and when to follow, and generating the levels of trust within the team that allow leadership to shift from one person to another, are crucial ingredients for developing high performance.
My top 5 teambuilding tactics
1. Respect individual perspectives by sharing Profiles within the team.
Before each expedition, I gave each team member an A4 photo sheet, with contact details and their team mates' major and related role Wheel 'segments'. This was a real prompt for effective communication. When contacting a Controller-Inspector, I would remember his preference for more detailed background and send an email. Likewise, I would give a Thruster-Organiser a brief summary, or a phone call.
2. Move from working groups to teams.
Build ‘Tent-Time’ discussions into your project. Once our chores were done, we took 20 minutes to review progress and look ahead at our strategy and progress towards the next goal. This open and honest discussion ensured that everyone felt comfortable raising leadership or team issues. Any successful team should always ask, 'How can we improve?'
3. Avoid role gaps by compensating for missing team roles.
The Margerison-McCann Types of Work Model is a useful project planning tool to ensure all work areas are covered. We set a 'green' or Reporter-Advisor agenda item so that we would cover our main role gap. After a while, it became natural to gather more information before making decisions.
4. Pace team members throughout the challenge.
For the South Pole, I created a pacing profile for each team member, listing their likes and dislikes. I gave each of them a copy of these notes to look at after they had completed their daily journals. This was a useful mental reminder for the following day of how to communicate most effectively.
5. Use the Team Management Systems approach every day.
Our jackets had the Team Management Wheel sewn onto them, so we had a constant visual reminder of the importance of good communication during our journey.
Explore more at TMSDI
Friday
Leadershift© - A Practical Art
Leading for Ultimate Performance
Leadership excellence is the second most powerful human force in the world, the most powerful being love. Leadership excellence has shaped the world since the earliest days of mankind. Leadership is arguably the greatest single business performance and success factor; it impacts every area of an organisation. What is interesting about leadership is that it means different things to different people.
Some Current Thoughts on Leadership
Leadership is widely considered to be directly linked to business performance and a recent Chartered Institute for Personnel and Development survey explored this further:
- 91% believe there is a link between leadership training and organisational performance.
- 85% of the organisations were involved in some form of leadership development.
However,
- 8% believed that their leadership development activities were very effective.
- 31% felt their leadership activities were not very effective.
Surprised ?
Research suggests that whilst the majority agree there is a direct link between training and performance, yet many have had an experience that has not satisfied their expectations and many still believe there is a shortage of highly effective leaders.
To Lead of Follow
Having spent over two decades in positions of formal leadership as an Officer in the Royal Marines, and as a Polar Explorer and management consultant I am aware of the importance and value of leadership to any team, and any organisation. It is critical to success. However, it is the implementation and how an individual delivers leadership that is important. In terms of peak performance teams, leadership becomes and even more critical element of team dynamics and can make the difference between an average team and one that really does deliver extraordinary results time and time again.
I call this style of leadership within a peak performance context – Leadershift©. In order to embrace the philosophy of Leadershift it is important to have a brief overview of some of the fundamentals of management. This understanding will put Leadershift© into context and enable you to embrace the art much more effectively.
What is Management?
There are many definitions of management, but put simply. It is the direction, coordination and control of business assets. It has a legal status codified in Companies Act (and other legislation) with the exercise of management including the process by which a manager makes decisions and impresses his will on, and transmits his intentions to his staff.
The Elements of Management
1. Authority
Authority involves the legal right to enforce disciplinary action. Although a manager may delegate specific authority, he retains overall responsibility.
2. Responsibility
Responsibility involves liability and obligation to answer to senior management/board members for the proper use of delegated responsibility, authority and resources; it includes the duty to act
3. Accountability
Therefore the manager who delegates responsibility should grant sufficient authority to enable the individual to fulfill the role, meanwhile the individual remains accountable to his immediate report for his actions.
The Roles of Management
If we look at the roles of managers we can identify three key areas of responsibility:
1. Control
Managers must have continuing oversight, direction and coordination of the organisations resources, although the detailed activity is often a subordinate aspect and a province of junior staff. Most activities within this area of responsibility should be delegated; however the reality is that many managers spend more time than they should undertaking Control functions.
2. Decision-Making
For the effective manager the art of effective and timely decision-making is a key role, particularly with regard to major decisions that impact on organisational strategy. Minor decision-making should be delegated to the lowest level possible in line with requisite experience, capability and capacity of the junior manager.
3. LeadershipManagement is also about leadership and the art of motivating and directing personnel into action to accomplish outputs is a fundamental requirement of any successful manager.
Leadership takes many forms and much has been written about the subject, but it still remains one of the least understood and misused skill within the manager’s toolbox.
Explore More
Leadership is widely considered to be directly linked to business performance and a recent Chartered Institute for Personnel and Development survey explored this further:
- 91% believe there is a link between leadership training and organisational performance.
- 85% of the organisations were involved in some form of leadership development.
However,
- 8% believed that their leadership development activities were very effective.
- 31% felt their leadership activities were not very effective.
Surprised ?
Research suggests that whilst the majority agree there is a direct link between training and performance, yet many have had an experience that has not satisfied their expectations and many still believe there is a shortage of highly effective leaders.
To Lead of Follow
Having spent over two decades in positions of formal leadership as an Officer in the Royal Marines, and as a Polar Explorer and management consultant I am aware of the importance and value of leadership to any team, and any organisation. It is critical to success. However, it is the implementation and how an individual delivers leadership that is important. In terms of peak performance teams, leadership becomes and even more critical element of team dynamics and can make the difference between an average team and one that really does deliver extraordinary results time and time again.
I call this style of leadership within a peak performance context – Leadershift©. In order to embrace the philosophy of Leadershift it is important to have a brief overview of some of the fundamentals of management. This understanding will put Leadershift© into context and enable you to embrace the art much more effectively.
What is Management?
There are many definitions of management, but put simply. It is the direction, coordination and control of business assets. It has a legal status codified in Companies Act (and other legislation) with the exercise of management including the process by which a manager makes decisions and impresses his will on, and transmits his intentions to his staff.
The Elements of Management
1. Authority
Authority involves the legal right to enforce disciplinary action. Although a manager may delegate specific authority, he retains overall responsibility.
2. Responsibility
Responsibility involves liability and obligation to answer to senior management/board members for the proper use of delegated responsibility, authority and resources; it includes the duty to act
3. Accountability
Therefore the manager who delegates responsibility should grant sufficient authority to enable the individual to fulfill the role, meanwhile the individual remains accountable to his immediate report for his actions.
The Roles of Management
If we look at the roles of managers we can identify three key areas of responsibility:
1. Control
Managers must have continuing oversight, direction and coordination of the organisations resources, although the detailed activity is often a subordinate aspect and a province of junior staff. Most activities within this area of responsibility should be delegated; however the reality is that many managers spend more time than they should undertaking Control functions.
2. Decision-Making
For the effective manager the art of effective and timely decision-making is a key role, particularly with regard to major decisions that impact on organisational strategy. Minor decision-making should be delegated to the lowest level possible in line with requisite experience, capability and capacity of the junior manager.
3. LeadershipManagement is also about leadership and the art of motivating and directing personnel into action to accomplish outputs is a fundamental requirement of any successful manager.
Leadership takes many forms and much has been written about the subject, but it still remains one of the least understood and misused skill within the manager’s toolbox.
Explore More
Wednesday
Explore the Wheel of High Performance
This is an extensively researched tool that through a comprehensive questionnaire delivers a 5,000 word personalised report that looks at where your motivation lies, how you can best contribute to team success and how you are likely to lead, manage and link with others who may have different perspectives on the world of work. It can be used with team members, managers and leaders, but is at its most powerful when used to build and sustain high performance teams.
Explore more about this and other powerful perfromance tools at TMSDI
Sunday
Tent Time
Team cohesion is essential in high performance teams, it is the glue that binds the individuals as one and provides the resilience and confidence to overcome setbacks.
During my expeditions, at the end of each day’s hauling our tent time was important in maintaining team cohesion. We discuss the day’s progress and review future strategy. I facilitate discussions to actively encourage communications on both positive and concerning aspects, any grievances should be aired.
The tent time was a real highlight of the day for laughter on the day’s tribulations, to share experiences or learn a useful tip that someone had uncovered by chance. And for me as leader it gave an opportunity to gauge individual’s mental and physical state. Relating this to business I encourage weekly ‘tent-time’ meetings for reflection and review.
The tent time was a real highlight of the day for laughter on the day’s tribulations, to share experiences or learn a useful tip that someone had uncovered by chance. And for me as leader it gave an opportunity to gauge individual’s mental and physical state. Relating this to business I encourage weekly ‘tent-time’ meetings for reflection and review.
Saturday
Discretion is Better Than Disaster
During one of my early attempts to ski unsupported to the geographical North Pole, a fuel leak from a damaged fuel can in my sledge contaminated our radio batteries. The fuel caused the battery to short and without power the radio and other vital safety equipment could not be used. This was a major setback and a serious blow to the team who had spent two years preparing for this journey. Fortunately, I was carrying a small emergency beacon that I activated to alert our home team that we had a problem.
Two days later a light aircraft appeared and, using ground to air VHF radio, I was able to explain the situation. Unfortunately, the aircraft had no spare batteries onboard. It was decision time. With no radio link to our home team do we continue, or do we abort? It would take too long for the aircraft to return with a new battery, as the Arctic sea ice would melt before we reached the Pole creating even greater risks. I made the decision to abort.
However, landing an aircraft on a frozen Arctic Ocean is not straight forward because aircraft need large areas of flat, obstacle-free stable ice to land on. After looking for somewhere nearby to land the pilot informed us that the closest safe landing strip was some thirty miles away - behind us. We had no option but to retrace our steps and rendezvous with the aircraft later.
The decision to abort did not sit well with some who, understandably, were focused on reaching the Pole having invested so much time and energy over the preceeding months, and despondency began to surface. This could be dangerous in the Arctic where a lack of focus can lead to serious accidents, and we still faced a long journey ahead. Although disappointed at the situation, I had to quickly move on from the setback, refocus my mindset and critically refocus team efforts onto the new plan and ultimately return everyone safely - which we did.
Not every act or decision you make will be fully supported by your team. In fact, there will be times as a leader that you may feel very alone. This is when a leader needs the courage to make the decisions that are for the greater good of the team, and having made those decisions, work to realign team efforts to new goals and objectives. As HRH Prince Phillip said to me on my return ‘discretion is better than disaster’.
Explore more at Leading High Performance Teams
Two days later a light aircraft appeared and, using ground to air VHF radio, I was able to explain the situation. Unfortunately, the aircraft had no spare batteries onboard. It was decision time. With no radio link to our home team do we continue, or do we abort? It would take too long for the aircraft to return with a new battery, as the Arctic sea ice would melt before we reached the Pole creating even greater risks. I made the decision to abort.
However, landing an aircraft on a frozen Arctic Ocean is not straight forward because aircraft need large areas of flat, obstacle-free stable ice to land on. After looking for somewhere nearby to land the pilot informed us that the closest safe landing strip was some thirty miles away - behind us. We had no option but to retrace our steps and rendezvous with the aircraft later.
The decision to abort did not sit well with some who, understandably, were focused on reaching the Pole having invested so much time and energy over the preceeding months, and despondency began to surface. This could be dangerous in the Arctic where a lack of focus can lead to serious accidents, and we still faced a long journey ahead. Although disappointed at the situation, I had to quickly move on from the setback, refocus my mindset and critically refocus team efforts onto the new plan and ultimately return everyone safely - which we did.
Not every act or decision you make will be fully supported by your team. In fact, there will be times as a leader that you may feel very alone. This is when a leader needs the courage to make the decisions that are for the greater good of the team, and having made those decisions, work to realign team efforts to new goals and objectives. As HRH Prince Phillip said to me on my return ‘discretion is better than disaster’.
Explore more at Leading High Performance Teams
Laying the Foundations for Success
A great tool to lay the foundations upon which to build and sustain high performance is the Team Charter. A Team Charter specifies the purpose of a team, the boundaries of its scope and authority, creates team cohesion and articulates expectations of team membership.
Although usually produced by the formal team leader this does not always have to be the case. What is important is that once produced the charter is shared with the team. Individuals should be encouraged to discuss the charter, offer suggestions for changes and agree its final content. Frequently reviewing roles, communications strategies and resource allocation will ensure that the charter remains current.
It is important that the charter is ‘owned’ by the team in order for them to become responsible for working as a team within its framework. Team members must be accountable to the team charter. If team members are not working within the charter framework, discuss the matter with the individual sooner rather than later to avoid damaging team cohesion.
Recommended contents are:
Although usually produced by the formal team leader this does not always have to be the case. What is important is that once produced the charter is shared with the team. Individuals should be encouraged to discuss the charter, offer suggestions for changes and agree its final content. Frequently reviewing roles, communications strategies and resource allocation will ensure that the charter remains current.
It is important that the charter is ‘owned’ by the team in order for them to become responsible for working as a team within its framework. Team members must be accountable to the team charter. If team members are not working within the charter framework, discuss the matter with the individual sooner rather than later to avoid damaging team cohesion.
Recommended contents are:
- Vision - A compelling vision will develop and sustain a culture of high performance.
- Mission - A mission, the team knows what it has to achieve.
- Communications - Agree how information will be shared among the team, the organisation and stakeholders.
- Decision-Making - Agree how decisions will be reached.
- Roles - Define each team member’s responsibility.
- Resources - List the resources needed to accomplish goals (include people and time).
Thursday
Food for Thought
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Studies had shown that a polar adventurer needs to consume at least 5,000 calories (kcals) a day to offset the high expenditure associated with hauling a heavily laden sled in sub zero temperatures. One study in Antarctica reported expenditure levels as high as 8,000kcals. Another important factor would be weight. Whatever we took, we would have to drag in our sled behind us. Team stores, spare clothing, communications equipment, fuel and food - enough to survive and operate for up to 75-days. For food, the target was to get as many calories as possible, but to keep the weight at 1kg per man/per day.
This involved lots of research to identify possible food items, calculate weights, discover kcal content and design a menu that would 'fit' with our journey. We ended up with 4,350kcals increasing to 5,750kcals as the journey unfolded. Having finalised the menu the focus then became one of procurement by seeking sponsorship from suppliers. Once procured we then moved onto the time-consuming task of removing all the original wrapping and repacking the rations in 'ready to use' packs.
As an example, each day we had a travel snack pack. It consisted of 3 x chocolate bars, 2 x packets of biscuits and 2 packets of nuts. All the original packaging was removed and the items were put in a single ziplock bag - that saved a lot of weight and extra rubbish to carry.
As the ‘ration project’ evolved, I purposely rotated ownership of the project among team members. This achieved several benefits. Firstly, because all individuals have a natural preference for a 'type of work' I sought to utilise this in order to get the maximum outputs from the team. Some liked to collect and study information (ideal for leading the research stage), others were more creative and extroverted (ideal for procurement) and others enjoyed detailed work (ideal for concluding the ration process). This rotation of ownership also helped generate individual ownership of the expedition, reinforce self-belief and improve cohesion and decision-making skills.
One great resource to explore individual work preferences further is - Margerison-McCann Team Management Profile.
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