I’ve had the privilege of watching and working with many senior leadership teams over the years. One of the things that I find most interesting is watching to see what happens when there are disagreements in the team. In the worst scenarios decisions are overly personalised, arguments are one sided, and relationships are strained as a result. The best of these teams understand how to handle disagreements whilst strengthening relationships through the process of robust and respectful discussion.
Here at People Perform we understand that developing a clear people strategy for any business comes with its own unique complexity.
Understanding business requirements, gaining buy-in from the board and senior leaders whilst delivering clear results through rigorous project management; all of this whilst balancing short-term delivery and results to keep the business owners and shareholders happy!
One of the things that makes leadership such a tricky subject is that it is all about behaviour. It is about what you do every single day.
What you say matters but if it is undermined by your behaviour it becomes irrelevant.
This is why I am a strong believer in the concept of leadership by example.
It is the behaviour that is demonstrated by the leadership and the behaviour that they tolerate amongst their people that creates the organisation’s culture.
Over the past 15 years of working in the cybersecurity industry I have been privileged to have worked with highly intelligent, experienced and articulate colleagues. My experiences in large scale transformation programmes, workshops, interviews, managing both project and operational teams encompass consulting and internal business roles. These experiences led to interactions with hundreds of individuals where I have become aware of some consistent and humorous behaviour types displayed. These include eight positive and negative types including:
The existence of contrasting ways of managing people - agile and traditional top-down leadership - creates divergent experiences for employees, also sending mixed messages about what the organisation values. The case for all leaders becoming more agile in their thinking and actions ahead of changing structure in any part of an organisation, when introducing agile ways of working.
The two biggest issues faced by organisations today are the changing business context and the changing people context.
The changing business context
During a recent conversation with a family member about the data-age, she shared with me that she never thought there would be so much data at her fingertips -- anything and everything you could ever think of. We both agreed that no matter what “data” was available through online resources, friends, for example, nothing would take the place of experiencing first-hand what you just Googled.
We conducted a Q&A interview with Paul Heywood, Founder and Managing Director of Halcyon Life, regarding resilience programmes and employee engagement.
1. Could you introduce yourself and what you do?
I am Founder and Managing Director of Halcyon Life. Previously, I was IT Director at 3i, a FTSE100 Private Equity firm, and at the law firm Fieldfisher. I have also held senior positions at Allen & Overy, WHSmith, L’Oréal, EY and Ford Motor Company.
Data and culture have a significant part to play in the successful transformation of businesses. Tim looks at how data can be used to affect change and drive value within a business, whilst being cognizant of the culture of the business.
Tim discusses the importance of a roadmap and planning during transformation, emphasising the role of communication. He considers the most important part of communication to obtain buy-in for a transformation.