Are you, or those you lead, perfectionists? Are you focused on ‘doing the thing right?’ Perfection gets in the way of progressing our projects – they are never quite good enough. The outcome of constantly pursuing perfection can be quite demoralizing for the team. We see paralysis set in, and an inability to innovate can pervade. As Voltaire said “Perfect is the enemy of the good”.
Focus on ‘doing the right thing’ rather than ‘doing the thing right’. Focus on results and impact and outcome. It’s a mindset of ‘test-learn-improve’, where good enough is good enough. Top tips for leaders: Relentlessly pursue excellence. Don’t be a perfectionist.
How do you manage to keep control of everything that’s going on within your organisation? You need to position yourself where you can have the greatest impact. This is about situational leadership. It’s about taking different approaches to the scenarios you face. So I would suggest you need to be on a daily basis, even an hourly basis, where the action is, as that is where you can have the greatest impact.
Leaders should constantly commit to take action. Taking action is what leaders are all about. How do you take action? Ask yourself a simple question ‘What is the next action step I need to take to move this project forward now?’ Then, the key is to commit to take that action. Next, apply that methodology across all of your projects, and a sense of momentum suddenly starts to take place across everything that you’re responsible for. You are taking action. Make action your goal!
This video shares with you a process, what in the military we would probably refer to as a force multiplier. A way of increasing your influence, your impact, your authority. That process is called empowerment. Many CEOs who have adopted an environment of empowerment within their organisations all report increased motivation, increased loyalty and increased outcomes. Empowerment is a process and it is complex. It will mean changing much of the cultural way that you approach leadership within your organisation. We should remember sharing your workload is delegation, but sharing your power is empowerment.
This week’s 2 minute video asks: How do leaders cope in a crisis? How do leaders cope when deadlines are looming and passing, when there is crisis all around them? There is chaos, poor communication, advisors coming at the leader with differing opinions which the leader has to make very difficult judgments upon. The answer may sound illogical, but leaders need to walk away, to take a ‘time out’. It could just be a couple of minutes. It could be hours. It could be half a day or even a full day, but leaders need to walk away. It will be a time to reflect, think, get the bigger, greater perspective and, only then, come back. Great leaders don’t work harder, they work smarter. Watch the video here
Yesterday, Tuesday September 1st, 2020 my organisation returned from the ‘Work From Home’ situation (employed on 24th March, 23 weeks ago) back into our office. Although the office building was declared ‘COVID Safe’ on 16th June I felt the staff needed a period of notice to prepare to return, and we also needed a better understanding of how reliable London public transport would be. I eventually selected 1st September as the date to work towards and instructed everyone to prepare to return then. Those unable to return would need to apply for ‘flexible working’ as per the pre-existing extant policy.
In which I travel on public transport for the first time in 90 days to spend a day in London, unfortunately find it a depressing and dreary experience dominated by excessive signs, posters, stickers, one way systems and high visibility clothing, and reflect on how our ancestors would view our inability to tolerate or manage personal risk.
Welcome back to the Martini Diaries – as we enter the 12th week of lock-down in the UK I am beginning my plans to return to my office in London later this month. I felt it was time for a short period of reflection before we begin to share together the continuation of my life and travels as a CEO of a global non-profit organisation.
What have I learnt about leadership over these 11 weeks of being confined to barracks away from my team?
A few years ago I was very fortunate to undertake an unplanned tour of the Ypres battlefields from the 1914-1918 Great War. My wife and I were enjoying a short holiday in Brugge and decided to spend a day on a guided tour (because the weather was so brutally cold – it was mid-December – we had exhausted all the indoor museums and the only option left was outdoors. At least on a tour we could be inside a warm vehicle!).
Two memories remain from that tour. The first was finding without planning, thanks to our luck of having a first class military historian as our guide, the area where my Grandfather was taken prisoner in 1940 during the retreat to Dunkirk (he then spent the period 1940 to 1945 in various German Prisoner of War camps). The second was, despite my own natural curiosity in the war from my background as a military officer, a new fascination with the Great War of 1914-1918.
I have read many books since on the military aspects of the war, so to find a book which focuses on what could be described the ‘home front’ has been a thoroughly unexpected education. ‘Staring at God – Britain in the Great War’, by Simon Heffer, is his third volume of the period 1838-1939, and covers 1914-1919. There are 12 sections in the book, logically following the sequence of the period, overlapping chronologically where necessary to maintain the dialogue. We travel from Build-Up, War, through to a Coalition, then consider Conscription, the Political Coup of 1916, Attrition (Somme and Passchendaele), and end with the Armistice and then the Aftermath.
Within these sections Heffer skilfully, and without emotion or bias, stays within UK homes, Parliament, factories, coal mines, munition factories, and spends considerable time discussing the Irish situation, including the Easter Risings. The political plots, sub-plots, scheming, and the air of general incompetence abounds.
My reflections are many. I am left staggered to have found that Prime Minister Asquith, whilst a principled Liberal, was too passive in his approach at war time leadership and spent his afternoons in his London Club reading, evenings playing Bridge and weekends on the golf course. Can you imagine Churchill having adopted such a stance in the Second World War? How Lloyd George conducted a coup against Asquith to replace him as Prime Minister, and then turned into a dictator and a pathological liar (although some would argue he was already a known liar). In his pursuit of personal power he single handed managed to destroy the once great UK Liberal Party – it never gained power again. Moreover, his distrust of Haig (perhaps understandable after the slaughter on the Somme and Passchendaele), nearly led to defeat in 1918 when he lied about troop numbers in Flanders, which enabled the Germans to advance so close to victory in March-July 1918.
The losses of human life are staggering. 744,000 British dead, 1,600,000 wounded, close to 300,000 with no know grave because they just disappeared in the mud or explosions (believable perhaps only if you stand in the Menin Gate and consider the 54,000 inscribed names of missing soldiers in that area alone of Flanders). 18% of ex British Public School boys died, 1,157 just from Eton College alone (the single highest loss for any school), and junior officer casualties 3 times higher as a group than any other rank. Hardly a family in the country which did not suffer some form of loss.
On the domestic front Heffer describes the painfully slow transition of the country to a state of total war (for the first time in its history), and how challenging that was for the Liberal Party to achieve as it went completely against most of their values. The transformation of an economy and a country to a level of state intervention never envisioned – unprecedented levels. Hundreds of thousands of women entering the work force for the very first time. Yet, in a time of national emergency, Unions still calling on their members to strike for more and more pay (often the threat of enlistment of the strikers in the army was the only bargaining chip left for the government).
The war was eventually won not by some heroic battlefield engagement, but through exhaustion on the side of the Germans (before it happened in the UK). The blockade by the Royal Navy of Germany effectively starved them into defeat. Attrition and exhaustion.
I would mourn the loss of the great Liberal Party – it was replaced with a more hard-nosed form of politician, and the beginning of the new polarisation of conservatism against idealistic socialism (pretty much where we are still are today 100 years later). At the end though I am left considering the positives – the emancipation of women, the beginning of better health care and education, a more egalitarian future, a loss of natural deference. But what a price to have paid to achieve these positives.
Heffer captures this transition to the new 1919 UK well – and leaves us eagerly awaiting his fourth volume for the period 1920-1939.