Archives for Ambition Conversations

From ‘meh’ to mission

Teenagers in the boardroom? A few years ago my daughters reached their mid-teens.  Amongst many challenging things I had to learn was a new vocabulary.  It’s tricky, you see, to communicate when it’s too much effort to use more than one syllable! One of the most used expressions was ‘meh’.  After considerable deduction, I decided that the closest translation was a shrug of the shoulders.  It means something like ‘so what’ or ‘I don’t care’ and dismisses anything that’s not of immediate and personal relevance to the teenager in question. To my surprise, I’ve gone on to find this sentiment
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Keeping your clevers happy

The importance, and challenge, of leading your ‘clevers’ In the last issue we explored the folly of much of the current thinking on individual leadership. We also explored the importance of ‘clevers’, the high value people with expertise, on whom most organisations are now highly dependent. These people are difficult to lead. They are often:  Unimpressed by hierarchy (they value cleverness more than position) Organisationally savvy (and don’t want to be led) Resistant to feedback (and won’t thank you for doing the right things, either) Hard to replace (and they know it) Bored easily (and ask difficult questions) They expect instant
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Leadership lessons in lycra

Why so much pain? It’s July 2011 and my breath is coming in huge rasping gasps.  It’s my first ride with a club and we’ve been cycling close to 20mph for what seems like forever. I am exhausted. My legs are burning. My back is aching. My lungs are ready to burst. It’s been like this for over an hour. Around me are a dozen or so other riders. They seem to be doing much better than me. There are a couple of conspicuous clues to why this might be. The first is that they are all skeletal in comparison to
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Are you and your people focussed on the right future?

  What does success look like? There’s a huge amount of psychological research which shows how humans perform better with a clear and compelling picture of what they are trying to achieve. In my experience, however, most leaders give far more attention to ‘clear’ and much less to ‘compelling’. Even worse, in their efforts to serve many different purposes, the terminology introduces complexity and confusion which actively reduce performance. Unravelling this is made more difficult by the fact that each organisation (and sometimes each person) use the many terms in different ways. In describing the terms below, therefore, my intention
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Why are you working so hard?

Our research shows that leadership teams which talk together about what they are aiming for are the ones that generate truly exceptional results. In our Six Conversations Leadership Programme we call them Ambition Conversations.
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