Leadership Justice League style

DC Comics has just rolled out the Justice League Part One trailer at the Comic Con and you can view the trailer below and get the details of key characters here:

To me this superhero team movie has some very interesting leadership cues that’s quite relevant to the business environment today. Here are my top 4 cues:

  1. Leadership Vision: One man–Bruce Wayne– recognizes the threat and identifies the resources (meta-humans) that would be required.  Is it his 20 years + crime fighting experience or sheer intuition? Either way this is vision or the foresight to see what’s coming in the future. In the business world the CEOs are meant to show this skill.
  2. Communication: Note how Bruce W goes about searching and communicating the purpose (of negating the potential threat) in recruiting the team he feels can do the job. In the business world having such clarity of thought aids leadership in touching the hearts (along with the mind) of their potential  and existing employees.
  3. The Team— Batman, Wonder Woman, Superman, Cyborg, Aquaman, Flash (as starters)– each with a unique superhuman skill come together for a common cause.
    Sound familiar?
    In the business world every organizations has a purpose.  No it’s not making-profit! It’s a bit more than that. It’s got several terms–Social Responsibility; Community Outreach; Engagement etc. Whatever be the term, the purpose of any organization (should be) is to provide value in its offering to people in order to make their lives better.

Often such purpose and the dollar value target gets interchanged!

Thus the goal becomes a numerical item devoid of any emotions attached to it. And this impacts how the organization engages with their team. Instead of creating teams based on whose skills are best suited to the purpose, we often end up selecting teams based on who is best suited to bring in the numbers.

4. Purpose— In the movie each of the superheroes have a key purpose with regards to using their superpowers to aid the team in saving the world. In the business world this is often where the gap occurs!  Purpose and value is often not communicated with clarity.

We get so much entertainment from our superhero characters and whilst the kids look to emulate them, as matured and responsible adults, can we looks at taking the excellent leadership cues our heroes show to us into our daily lives?

 

 

Leadership provides stamina and energy to an organization to be sustainable

visual courtesy www.pinterest.com
visual courtesy http://www.pinterest.com

 

We all know the three key ingredients that go into making a healthy organization:

  1. Cash Flow—Liquidity is the life blood of any business. Having the necessary cash flow enables a business to invest and grow.
  2. Employee Engagement—Motivation leads to productivity & efficiency. Employees represent the  brand and their behaviour impacts on the output and on the business revenue and reputation. Employees are the heart of any business.
  3. Leadership— Leadership provides purpose and strategic clarity of vision of the business.

Whilst cash flow is the blood and employees are the heart, leadership acts as the vitamin for any business to give it the much-needed energy, immunity and growth.

As a business owner or a corporate executive we give  lot of attention to the first ingredient—Cash Flow. Yet we neglect the other two– employee engagement & leadership— and oft take these for granted. 

Without giving these two important areas the due attention they deserve how do we expect our businesses to be healthy?

  1. Make Leadership priority number 1.  The core of a healthy business starts with leadership. Providing the right leadership aids in getting the employees engaged and involved with the purpose of the organization.
  2. Employee engagement occurs when the employee sees a clearly defined benefit– Provide clarity of role and alignment of the functional role to the purpose of the organization. Thereby recognizing and appreciating the employee and aiding in developing effective engagement. 

Engaged employees are more productive and deliver a far better customer-experience. This results in a high cash flow for the business through sales, repeat sales and higher customer satisfaction.

So looking to grow your business?

The starting point is to study is not the new market opportunity or the pricing or the cost-benefit analysis. The first place is to look at the leadership of the organisation and evaluate if the leadership is:

  1. Being effective
  2. Having strategic clarity

These two factors are critical.

Leadership is the link to having engaged employees.

In any organisation you need to have engaged employees to generate growth and sustainability. Without the employees being engaged a business simply exists up until a point where the cash flow is severely affected resulting in the closure of the business.

The way to get employees engaged is to ensure that the leader is able to clearly articulate and align organisational goals with direct benefits that impact the employees. Answering the ‘what’s in it for me?’ question brings about an empathetic connect between the employee and the leader. That aids in motivating the employee to perform.

This is why leadership is vitamin for an organisation!

Leadership is the, all-pervasive and all-encompassing, element that provides a business with the required stamina and energy to be a sustainable brand.

Getting started on Working-Out-Loud

It’s been an amazing couple of weeks since I joined a ‘working out loud’ circle set up by Moyra Mackie . Insights like ‘getting stuck is good’ and recognizing the ‘tension between money and meaning’ were like revelations.

Here Moyra’s post on our experience so far

Reflections on Working Out Loud:
Getting Started

Thank-You-e1465592829560-644x483

“It’s as if we’re teenage boys who want to ask a girl for a dance.  There are no guarantees she’ll say “yes” but we won’t know unless we try…”

So began our check in on Week Two in my Working Out Loud Circle.

It seems that we might not have been teens at the school disco this past couple of weeks, but we’ve certainly been dancing with our inner critic to the tunes of vulnerability and risk.

For those of you who are not familiar with the concept, a Working Out Loud Circle is a guided, structured process developed by John Stepper. It’s a peer support group of four or five people which meets for an hour a week for 12 weeks to address these questions:

  • What am I trying to do?
  • Who is related to my goal?
  • How can I contribute to them to deepen our relationships?

Continue reading here…

Is the Islamic finance education sector in a stall?

Visual Courtesy: www.petricklaw.com
Visual Courtesy: http://www.petricklaw.com

The Islamic finance conference circuit has finally woken up to realise that organizational growth comes about through a focus on Human Capital and Talent Development. Better late than never. Yet one wonders if it is a bit too late in coming.

Courtsey @SimplyShariaHC @HuttonIF
Courtsey @SimplyShariaHC @HuttonIF
Courtesy: @SimplyShariaHC @HuttonIF @nafisalam
Courtesy: @SimplyShariaHC @HuttonIF @nafisalam

The Islamic finance education sector is highly fragmented. On one hand there is a plethora of established universities globally offering academic qualifications. On the other, there are a multitude of commercial education service providers delivering various professional qualifications. Global recognition of these qualifications is an output of how best an institution can show compliance of individual standards as required by countries. Increasing programme fees, cost of living, increasing preference of digital or e-learning and uncertain economic conditions are impacting quite heavily on the usual business model employed by the education service providers.

On the other side the industry has been acutely focused in the technical aspects of growing itself and trying to position itself as an alternative financial framework. Regulatory and product developments have primarily been the key areas of focus over the past decade. Other key areas of research, soft skills and talent development have not been on their radar.

The impact of this, on the education sector, is a massive one.  

Industry prefers to bring on board talent that has work experience and globally recognized qualifications. This has resulted in academic programmes and its co-related research being classified as theoretical and not providing the necessary skill-sets that the industry requires.

Couple this with the behavioural changes that has occurred, due to technological adoption and usage and economic conditions, and one finds the overall Islamic finance industry a bit out of touch with reality. Costs have brought about a demand for shorter and shorter programmes. The tech world has seen a huge rise in this area. One example is the nanodegree. Support from the Islamic finance industry in recruiting required talent on campus, by virtue of having a clear talent need and development plan that’s based on business strategy, has been sporadic and is based on regional relationships between academic institutions and industry organizations. Development of academic programmes based on data and cases from the industry are far and few. These are available as short-courses or executive programmes few of which have clear CPD (Continuous Professional Development) points and benefits linked to it.

Simultaneously the education sector is seeing significant changes with regards to programme content, delivery and accessibility. Globally ranked academic institutions have taken their general product offering to where the market is and have created business models that provide operational viability. The Islamic finance education sector, on the other hand like its industry counterpart, seems to look at hegemony as key. Staying rooted to theoretical education content across regions.

In a world where collaborative economy and disruption are now constants, such hegemony type of approach is akin to shooting down a dinosaur with a pea gun!

 Where is the Islamic finance education today?

Looking at all the talk, in public domain and the chatter in the conference circuit, one would have to surmise that the sector is, indeed, in a stall. Whilst a lot of great advice is being offered, everyone everywhere, across is the industry is waiting for some else to pick up the leadership and the associated risks. The impact is dropping rates of academic and private programme applications and lack of jobs for qualified graduates along with dearth of innovation and creativity in the industry.

Going forward the Islamic finance industry has to decide if it wants to play in the global stage or otherwise. If it’s the latter, it is a must that the industry invest in the education sector in order to develop knowledge, skills, innovation and talent as it will require in the coming decade.

 

 

 

 

 

Behaviour Impacts the Choices You Make

Visual Courtesy: The GOODVIBE.CO
Visual Courtesy: The GOODVIBE.CO
Often leaders are in a tough situation and faced with tough choices.

A key role of a leader is to make decisions. In other words exercise their choice based on evaluating all the facts available to them and factoring in the impact of that choice on the long-term strategy. Whilst many are able to have that line-of-sight often times there is a knee-jerk reaction.

This reaction comes about from the individual leader’s behaviour.  A leader’s daily habit is formed through the behaviour expressed. Unknowingly many a leader displays leadership traits that set the cultural tone through behaviour. If the leader is in survival mode—fear & flight—then choice comes across in behaviour as one that ensures self-preservation. What that means is that there is indecisiveness and inordinate delays on critical decisions. On the other hand if the leader has strong engagement, both at the C level and operational levels, then choice exercised would be expressed as a best-case scenario based one.

As leaders how can we ensure our behaviour matches what we say?

As the saying goes—lead by example. There’s no better way than to set an example, by doing what you want others to do. What this means is that one has to get one’s hands dirty but getting into execution and influencing the desired output. This sends a very strong message to all in terms of culture and expected behaviour.

This is more so important in the Asian context where employees behave as they see their bosses do.

As leaders how can we get the engagement?

Getting employee engagement is hard. Not impossible but hard. You can’t make all the people happy all the time. You can make some people happy some of the time. So it is with getting employees to be engaged.

As a leader it’s critical to have an open door relationship with your operational leadership team and actually practice it. If the operational leadership team has to always make an appointment to discuss an issue or an idea, then it’s not open door. On the contrary, the message communicated is that the leader of the organization is not interested.

The impact of such behaviour affects choices greatly.

Lack of regular interaction and access to the C suite leadership coupled with lack of ownership within the C suite, of critical organizational initiatives, leads to:

  • Lack of morale
  • Lowering of trust (in the leadership)
  • Questioning the time, energy & effort (spent) on critical initiatives

Ending in the organization losing the operational leaders and losing its way.

Is your organization showing any of these?

If yes, it’s time to have a very open, no-holds barred, heart-to-heart chat with the concerned leaders and to put the facts on the table for the leadership to imbibe, evaluate and choose wisely for the long-term benefit of the organization.

 

What Happens When Leadership Dies

Visual Courtesy: www.pininterest.com
Visual Courtesy: http://www.pininterest.com

This post was sparked by an excellent article on this subject by an expert
Moyra Mackie who I respect tremendously for her insights into leadership development. In her recent article—Where leadership goes to die—Fear and (self-loathing)in the C-suite– Moyra deftly links data to the impact of leadership failures and how it can be avoided.

Her article made me think of the importance and impact leadership has on an organization’s purpose—its’ very reason for being in existence– and its attitude in pursuing and delivering that purpose.

Today if any organization is not seriously evaluating its leadership and the effectiveness of that leadership then it’s simply fooling itself.

Strategy is as good as its execution—goes the saying.

But in developing an effective strategy listening and leading from the front are two key elements that are instrumental in creating a positive or
can-do attitude. It’s this kind of attitude that galvanise people, providing them with a cause, a bigger purpose over and above the revenue targets and cost efficiency that delivers results and, more importantly, create stories that are shared  all through the organizations’ eco-system and adds hugely to its reputation.

Do leaders really understand what leadership actually is?

In the course of my career in various industry sectors across Asia, I have noticed how leaders fail in their understanding of leadership due to some of the issues highlighted by Ms. Mackie in her article. From an organizational perspective such failure results in critical leadership gaps which leaves them paralyzed or, worse still, broken in the long-run without any warning.

The critical gaps are:

  1. Lack of strategic business understanding:

Arises from a self-denial behaviour, with regards to inability in understanding business purpose and needs beyond the P&L, and in enlisting necessary support. Resulting in creating a self-inflicted isolation and being dis-engaged.

  1. A survival not growth focus approach on projects:

Flowing from the isolated approach key projects are directed on a survival-mode manner i.e. cost-cutting and higher short-term profits at any cost and not from generating a planned effective growth in the long run.

  1. Lack of clarity and direction to the next level down:

A survival-mode approach results in the inability to engage, fruitfully, in explaining the long-term benefits and results in lack of direction.

  1. Inability to connect, from the heart, and engage rank and file:

Due to the inability in explaining the long-term benefits, stemming from a lack of understanding the strategic business purpose, such leaders are unable to be authentic and speak from the heart and lose out on engaging employees for the bigger purpose of the organization.

Whilst this may read depressingly it’s not a scenario that cannot be changed provided one is willing to make the change. Accept and acknowledging the help you, as a leader need. Be courageous to ask for that help from the team. This impact positively on the respect your team have for you and, in fact, builds respect as you are reaching out for their expertise and showing them the value you have for them.

Being vulnerable by asking for help will not reduce your leadership respect. On the contrary it will increase the same and have a positive rippling effect across the organization.

 

I’d love to know your story on leadership. Do share here.