It's George Entwistle under the cosh from the House Of Commons Culture Select Commitee. The Director General is asked by Conservative MP Damian Collins, whether he is really just an Editor in Chief or The Director General?
It's a damning comment for it implies that Entwistle does not carry the bearing and presence of a man in full grasp of his leadership brief!
The Committee then goes on to compare the DG's leadership stance with that of News International's James Murdoch, who under inquisition from the culture committee, found constant refuge in the defence of 'Im sorry, I don't know'. Thus leading to the same charge of a 'wilful lack of curiosity' being levelled at both men.
One could also include G4S's CEO Nick Buckles in this category as well. Buckles exhibited a minimal grasp of the details of his companies Olympic recruitment strategy, and was made to look weak under pressure from the Home Affairs Select Committee.
All of which begs the question, as to why these leaders seem to lack one of the most vital of leadership qualities of all, which is curiosity. Did they ever have it? And if so where did it go? Or did they never have it in the first place, in which case what qualifies them to be leaders in this age of change?
Curiosity is vital for a leader. It comes from an open mind and genuine interest in both life and the organizations which they lead. Curiosity allows them to pick up on details, patterns and other behaviours which informs them about the current health of the organization.
And that curiosity for detail helps them instinctively pick up on mis-alignments that could lead the company off-track, or behave in a way that is contrary to the agreed core values.
The leader is the standard bearer of the organisations core values. It is from out of these values that they read the runes. Thats why it is vital for a leader to walk the floor; meet people; find out what is happening; whats new?
Sure there are meetings to attend to, challenges to handle and the future to strategize for. But surely one of the main functions of a leader is to maintain a daily curiosity on what is happening in the business?
Note: New thoughts, ideas and opportunities can just as easily turn up with a junior member of staff as they can with senior managers. Especially if you create a culture that encourages people at all levels to feel a part of the business.
When there is lots to do, and not much time to do it, a form of mental shutdown can occur. The leader, can easily become no more than a good general manager of stuff, rather than a champion of a new future. Thus being curious is not an aid to success, but more a hindrance, as they learn to manage on a 'needs to know' basis.
It's easy for habitual thinking to become the norm, as anything new simply adds to the mental workload. The leader can thus be highly capable in 'the known' and the familiar, but out of their depth when it comes to 'the unknown' and the not yet appeared.
To keep curiosity alive, the leader has to put aside time in their day, when they simply do nothing more than read the runes of the business. It may involve them just sitting alone in their office casting their mind out across the business to scan and sense. To get in touch with their gut feeling and instincts, which will pick up things which don't feel right.
Or they can get out and about, with a keen sense of curiosity, and talk to people in the business, to find out what they are up to. Howard Schultz, The CEO of Starbucks, religiously visits twenty five of his stores a week. Not to check up on staff, but because he is interested in what is happening in the coffee houses, where the essence of his business can be found.
As we enter times of change, leaders can't be expected to know everything. But by being curious, they can draw from others the vital nuggets of insights, that can create a bridge into the future.
You don't need to have all the answers. But it helps if you have a mindset that keeps you open minded to possibilities that exist outside of your habitual frames of reference. It's a leadership lesson George Entwistle will have learnt the hard way this week.
Martin Perry is a Leadership Coach. He helps leaders build confidence, self-assurance and calmness as they lead their people across the bridge of change.
It's a damning comment for it implies that Entwistle does not carry the bearing and presence of a man in full grasp of his leadership brief!
The Committee then goes on to compare the DG's leadership stance with that of News International's James Murdoch, who under inquisition from the culture committee, found constant refuge in the defence of 'Im sorry, I don't know'. Thus leading to the same charge of a 'wilful lack of curiosity' being levelled at both men.
One could also include G4S's CEO Nick Buckles in this category as well. Buckles exhibited a minimal grasp of the details of his companies Olympic recruitment strategy, and was made to look weak under pressure from the Home Affairs Select Committee.
All of which begs the question, as to why these leaders seem to lack one of the most vital of leadership qualities of all, which is curiosity. Did they ever have it? And if so where did it go? Or did they never have it in the first place, in which case what qualifies them to be leaders in this age of change?
Curiosity is vital for a leader. It comes from an open mind and genuine interest in both life and the organizations which they lead. Curiosity allows them to pick up on details, patterns and other behaviours which informs them about the current health of the organization.
And that curiosity for detail helps them instinctively pick up on mis-alignments that could lead the company off-track, or behave in a way that is contrary to the agreed core values.
The leader is the standard bearer of the organisations core values. It is from out of these values that they read the runes. Thats why it is vital for a leader to walk the floor; meet people; find out what is happening; whats new?
Sure there are meetings to attend to, challenges to handle and the future to strategize for. But surely one of the main functions of a leader is to maintain a daily curiosity on what is happening in the business?
Note: New thoughts, ideas and opportunities can just as easily turn up with a junior member of staff as they can with senior managers. Especially if you create a culture that encourages people at all levels to feel a part of the business.
When there is lots to do, and not much time to do it, a form of mental shutdown can occur. The leader, can easily become no more than a good general manager of stuff, rather than a champion of a new future. Thus being curious is not an aid to success, but more a hindrance, as they learn to manage on a 'needs to know' basis.
It's easy for habitual thinking to become the norm, as anything new simply adds to the mental workload. The leader can thus be highly capable in 'the known' and the familiar, but out of their depth when it comes to 'the unknown' and the not yet appeared.
To keep curiosity alive, the leader has to put aside time in their day, when they simply do nothing more than read the runes of the business. It may involve them just sitting alone in their office casting their mind out across the business to scan and sense. To get in touch with their gut feeling and instincts, which will pick up things which don't feel right.
Or they can get out and about, with a keen sense of curiosity, and talk to people in the business, to find out what they are up to. Howard Schultz, The CEO of Starbucks, religiously visits twenty five of his stores a week. Not to check up on staff, but because he is interested in what is happening in the coffee houses, where the essence of his business can be found.
As we enter times of change, leaders can't be expected to know everything. But by being curious, they can draw from others the vital nuggets of insights, that can create a bridge into the future.
You don't need to have all the answers. But it helps if you have a mindset that keeps you open minded to possibilities that exist outside of your habitual frames of reference. It's a leadership lesson George Entwistle will have learnt the hard way this week.
Martin Perry is a Leadership Coach. He helps leaders build confidence, self-assurance and calmness as they lead their people across the bridge of change.
Tidak ada komentar:
Posting Komentar