Category: Leadership Development

nature of competition

The Nature of Competition…
Posted on 15th October 2013 in Communication Skills Training, Emotional Intelligence, Executive Coaching, Leadership Development, Management Training

Competition between rivals is at the heart of the exhilirating movie Rush. Focusing on the intense rivalry between James Hunt and Nikki Lauda in the run up to the 1976 Formula 1 World Championship. Could either have achieved what they did without the presence of the other pushing them on constantly?

Hunt and Lauda are clearly two very different men with two hugely differing attitudes to life. But both shared a passion to win races and so each drove (literally) the other on to success. Lauda shown to be meticulous, studious and obsessive in the extreme, Hunt a flamboyant, party-hard ladies man. Daniel Bruhl who plays the uber analytical Lauda is particularly impressive.

Respected Adversaries

Rush, a rare film that places the dynamic of intense competition at its heart, makes you wonder if Coca Cola would be the giant they are today without Pepsi snapping at their heels back in the 80’s. Whether Apple would have ever become the biggest company by way of market capitalisation, if Microsoft weren’t so complete in their domination. Or even if Manchester United could have dominated English football without their rivalries with Arsenal, Chelsea et al.

Rush – An Energetic Tour De Force of Cinema

Amongst the predictable bravado, machismo and blatant rivalry we see moments of extraordinary mutual respect and acknowledgment between Hunt and Lauda. Hunt dishes out a physical lesson to a journalist who mocks Lauda. Lauda reveals that it was Hunt’s race winning appearances on his hospital room television that served to intensify his absolute need to get better just so he could get back in a car and race again, after a near fatal crash leaves him severely burnt.

We eventually witness Hunt win the Championship by coming 3rd in the final race thus earning enough points to clinch the title. What’s really interesting is that he could not have done this without Lauda’s presence. Perhaps we owe our competitors a debt of gratitude for their ever motivating presence.

http://www.youtube.com/watch?v=QKAr42gxjhM

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

learn until you die

Learn Until You Die – There’s Always Something New to Learn
Posted on 14th October 2013 in Change Management, creativity, Emotional Intelligence, Executive Coaching, Leadership Development, Management Training

Learn until you die – this was the mantra of a martial arts instructor I once trained under. There’s always something to learn. If there wasn’t you would be dead. A refusal to learn is a refusal to live. Setting limits for yourself stifles any chance of growth.

The least useful aphorism to take seriously is “you can’t teach an old dog new tricks.” It’s a lie…!!

Typically many of us as undergraduates in our late teens and early twenties were primarily motivated by partying and experimenting in all its guises. Interesting to note the difference with mature students who return to study a masters or phd years later – they genuinely want to learn, that’s their key motivation.

Learn & Adapt… or Die

So it seems that maybe the will to learn is actually linked to longevity and the struggle to survive. Adapt or die is a harsh lesson for individuals and businesses alike. Just ask HMV, Blockbuster, Woolworths etc. They either didn’t adapt whatsoever or did not adapt quickly or effectively enough.

The Best Learning is Unlearning

Bruce Lee’s take on the spiritual teachings associated with martial arts was that all his training was part of a bigger journey of unlearning. That each kick and punch was aimed squarely at his own ego, slowly chipping away over time to eventually reveal some semblance of absolute truth.

Similarly, the artist who stands still is the artist who goes backwards. Getting curious, making changes, trying new things and so moving forwards despite inevitable obstacles are the way of survival and potentially the way of success. Which kind of explains the relentless success of Madonna – an average dancer and mediocre singer who has been nothing short of prolific. She has endured through a genius knowing of when and how to reinvent herself.

Now just imagine if Madonna with her wily business outlook could have been the CEO of HMV, Blockbuster, Woolworths etc….

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

management by hand grenade

Management by Hand Grenade
Posted on 3rd October 2013 in Communication Skills Training, Critical Conversations, Employee Engagement, Executive Coaching, Leadership Development, Management Training

Management by hand grenade is how Paolo Di Canio’s leadership style as manager of footballing side Sunderland was described. And management by hand grenade is the style that has got him sacked. He often spoke about players lacking the right level of desire, that there were not enough leaders on the pitch and that he wanted more “nasty” players – a term he used frequently.

His managerial style was characterised as having a very much a me and them attitude. He was fond of dramatic statements and had a questionable history of falling out with players and footballing authorities wherever he went.

Autocratic Leadership

He favoured an autocratic leadership style and would routinely berate his players in post match press interviews – a surely divisive and dangerous tactic. Contrast this with the approach of truly accomplished man managers who get the genuine buy in of their team.

Di Canio’s focused on passion and making big statements both on and off the pitch – exactly as he was as a player in years gone by. Therefore he could often endear himself to a certain section of stakeholder – the fans, who may well be tired of overpaid, pampered players not putting in the performances that are expected of them.

Lack of Ownership & Personal Responsibility

Regards personal responsibility he never ever said “that’s my fault”, “i take full responsibility”, “i made a mistake”, “sorry”, “i need to change what i am doing” etc. In fact and crucially Di Canio continues to claim that he will not change his style.

Just a few games into the new season saw a player revolt which led immediately to his sacking from the job. His stand off with fans after the most recent defeat telling them to keep their chins up may in his mind have been an attempt to take responsibility but it played out very differently and looked to many like he was saying “what can I do, it’s those non-performing players you need to talk to.” A pretty obvious display of incongruent body language compared to the verbal message.

Reign of Fear, is no Reign at all

A reign of fear is no reign at all. Yes discipline is important, undoubtedly more so in a professional football club than in many organisations.

In short, man management these days requires more listening, probing through questioning, reflecting back, checking for understanding, taking personal responsibility, developing lastig relationships underscored with mutual trust. Alex Ferguson eventually realised this and stopped using his famous “hairdryer” tactic on players – he would loudly chastise under performing players at half time from a range of two inches until they were saturated with fear. In short, management by hand grenade just doesn’t work, influence or have much effect.

Adopting Coaching Approach

The idea of coaching or being supportive to players and staff would be alien to Di Canio.

Also, the blanket approach to man management went out a long time ago as the real art is about understanding each individual and motivating them appropriately. That’s the art of management – that flexibility, awareness and appreciating that all things change.

The lights have certainly gone out on management by hand grenade – public humiliation, denigrating the efforts of others and attempting to control through a reign of fear. And when autocratic management seems so out of place in the macho world of football you realise that times have truly changed.

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

art over science

Art Over Science
Posted on 2nd October 2013 in Art, Communication Skills Training, Emotional Intelligence, Leadership Development, Management Training

Art over science – perhaps it is just possible that the arts can teach us as much as hard science..? The Myers-Briggs Type Indicator or MBTI as it’s more commonly referred to is perhaps the most widely used of all psychological assessments. Now more than 50 years since it was first utilised it seems that its time may be up.

An MBTI test involves answering many multiple choice questions, the results of which fall into one of sixteen identifiable personality types. The test has been used by over 10,000 companies and countless governments and universities. It is estimated that at least 50 million people have undertaken the test at some point in their lives.

MBTI – Still Relevant..?

Like many personality models or behaviour models being peddled today MBTI grew out from psychological research. Whilst such models can certainly be useful indicators re: an individual’s personality style or behavioural tendencies, they remain just that: an indication and nothing more. There is a certain rigidity to defining people in such a pigeon holing manner which is surly questionable.

There are of course dozens of models on the market now all purporting to illuminate some previously hidden aspect of our natures. It rather seems that psychology sees itself as very important, serious stuff without which we could not possibly hope to understand ourselves.

Contrast this approach with themes presented in a non-didactic manner throughout great drama. The power of storytelling may outweigh any supposedly scientific approach to behavioural study. Is it possible that we could gain a greater insight into our behaviour through watching and closely observing fiction than we ever could through cold, robotic psychological testing..?

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

disagreements leadership obstacles

Disagreements – Overcoming Leadership Obstacles…
Posted on 2nd October 2013 in Critical Conversations, Executive Coaching, Leadership Development, Mediation Training

Disagreements, obstacles, challenges, difficult personalities, situations of conflict and ensuing crucial conversations are all inevitable in professional life.

What marks out true leadership is the ability to cope with these potentially stressful situations effectively whilst retaining a sense of clarity and calmness. In other words, HOW you deal with a given situation illuminates how effective a leader you are.

Fight or Flight

Often in situations of conflict we, out of a primal sense of fight or flight, adopt a combat mentality where we strive to “win” and so become entrenched in a particular position in disagreements. In doing so, listening without prejudice goes out the window and everything that is said or done by our “opponent” is a provocation to be anticipated, blocked, thwarted and defeated. Both parties move away from a safety zone where each can express themselves freely. Instead we either move towards violence by labelling, attacking and controlling behaviours or we move towards silence by avoiding, withdrawing and masking behaviours.

The art of skillful mediation in order to overcome these situations is to accept that at the heart of any conflict are emotions borne out of being human.

Authentic Leadership

A true leader can take time out, readjust and then re-establish a conversation by stating what they really want and why it matters. The heightened emotions may still be present – we claim to want passionate not ambivalent leaders after all – but somehow more focused on the desired outcome as opposed to the battle of wills and disagreements that took place earlier.

And that doesn’t necessarily mean having to come up with all the answers in a flash of genius. It could mean saying “I realise that I don’t fully understand how you see this problem.” That would likely move the conversation back into a safe zone where differing perspectives and stories can be shared. That is the beginning of understanding, the route to solving any disagreements and it is also the mark of a leader.

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

curiosity in business

Curiosity in Business – Developing Instinct and Awareness…
Posted on 2nd October 2013 in Change Management, creativity, Emotional Intelligence, Leadership Development, Management Training

Curiosity in business is essential. It has surely been a major impetus behind scientific discovery and the advancement of civilisation. Does that sound far fetched? Well surely it is our curiosity that drives us to play, to experiment, to innovate and to create. Without those basic actions we succeed in nothing.

Perhaps we are born with an abundance of wanting and needing to know, which slowly depreciates as we become more and more accustomed to our environment and to how things work. Indeed a lack of curiosity is often observed in those suffering from depression which suggests that curiosity is really a very fundamental part of our progressive selves.

Inquisitiveness sustains our interest and motivates us to inquire or explore and there is correlation between curiosity, creativity and intelligence.

Therefore, executives in the corporate world would do as well to look beyond business processes and let their creative curiosity loose. Any question beginning “What if…?” is the launch pad to collectively activate our healthy nosiness from.

Creativity and Innovation Mantras

The trouble in business is that everyone goes round asking for “creative” and “innovative” individuals and teams without really allowing those people the freedom to unleash their true talents. A bit like switching off the water supply and then demanding that you make me a cup of tea. The businesses that will excel over the next few years will be those whose people at all levels have been given space to question and probe without fear.

How many organisations today can honestly say that they consciously cultivate curiosity in their ranks? If we really want to become that much more creative and innovative, isn’t it time to take conscious steps to allow ideas to flourish..?

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

leadership development

Leadership Development Today
Posted on 14th September 2013 in Communication Skills Training, Leadership Development

Leadership development means that leaders must be able to reach beyond a reliance on only their cognitive ability to demonstrate other capabilities.

Just two decades ago, the majority of white-collar employees expected to be paid a modest salary, receive standard benefits and keep their job for years as long as they did what they were supposed to do. Few expected to be coached or developed. Fewer still expected their leaders to understand them, to be intuitive, to create energy, or to break down barriers and facilitate the flow of information. Times certainly have changed as these days top graduates see strong coaching, mentoring and leadership development programs as important as salary in choosing prospective employers.

New Behaviours

Leaders now need to protect, to inform and to have the strength of character to do the right thing. Which also means ‘fessing up’ when they haven’t done the right thing.

Behaving purely dispassionately and coldly analytically will distance you from the others. Good leaders need to be right in the mix, getting their hands dirty. It will be appropriate at times to display emotional connectedness and vulnerability – all believable human qualities.

Draw on head, heart or gut behaviours as differing situations and events demand.

Too often, leaders reflexively rely on their proven way of solving problems, approaching relationships or capitalising on opportunities. They automatically assume they can approach fresh challenges in the way they always have. They end up being partial leaders, which creates problems. I guess thats why the term innovation is bandied around so often these days. Innovation through conscious leadership development is needed as so many leaders have failed.

Leadership Development as Training Focus

As a consequence of a shifting landscape and greater focus on the actions of leaders, leadership development has grown rapidly as an area of study and training. There are a plethora of training options out there, offering everything from presentation impact to executive coaching to managing critical conversations to media skills training.

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

Bespoke Leadership Development

Leadership – It’s Something We Can All Do
Posted on 18th February 2013 in Communication Skills Training, Leadership Development

Leadership development is a fascinating growth area of study and research. Every day there are a million blog posts, tweets and updates on Facebook and LinkedIn around the broad notion of leadership and developing necessary skills to be deemed good at it. There are more “Top 10 Tips to become a CEO” than anyone who is actually working to become a CEO would have the time to read.

We at Dynamic Presenting have been guilty of getting in the mix and piling it all on the heap as well. Some articles and posts out there are very informative, engaging, sometimes amusing. Others are just repetition of well known nuggets of wisdom.

Do Leadership

When it comes down to it though, leaders simply have to DO leadership like an actor has to turn up on stage regardless of how rehearsals went and deliver what they have to. They have to roll up their sleeves and get stuck in, in whatever way they deem best. Just like learning to drive, there’s no point turning it into an academic exercise insisting that theory is all important. Get behind the steering wheel and get going. Each time you stall, you will learn more about your own resilience, determination and creativity than through any studied means.

Dynamic Presenting’s Bespoke Leadership Development

That’s why when we deliver bespoke training courses for our clients, we focus on their specific needs in the moment and are more than happy to change up our day’s agenda if that will yield greater benefits. We also place the accent very firmly on DOING many practical exercises…repeatedly.

See how Dynamic Presenting’s bespoke communication and presentation skills training could benefit you.

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

Leadership lessons film set

Leadership Lessons Learned from the Film Set….
Posted on 12th February 2013 in Film, Leadership Development

Leadership and all its attendant skills are perhaps the only role for the director on set. Everybody else from actors to crew to production assistants tends to have a pretty clear view of what they need to do and in a sense if th director wasn’t there they would all do their jobs with professionalism and aplomb. But the director is the one withe vision – quite literally in regards to a movie  and acts as the hub or conductor of the orchestra. Decisions have o made constantly and quickly by the director as the buck stops with them. Filming is a precarious, fraught, edgy business with many pitfalls, status games and consequent ongoing learning for all involved.

Film Director as Leader

Succinct, practical tips about film making and leadership from Nigel Cole, a TV and film director. Life on a film set can be pressurised with everyone looking to the director for decision after decision. Actors, cameraman, designer, script supervisor, 1st assistant director, make up…. etc. Everyone takes their leadership from the director. Yet a truly respected and supposedly talented director will not simply issue commands but will know how to communicate with and motivate those around him on set so that everyone’s creative talents are unleashed for the creative benefit of the film.

Truly effective leadership is called for on set to maximise the talents of everybody present. Understanding when to kick and when to stroke, as a theatre director once told me is the nub of the talent. In essence actors will give a good performance, the crew will do their roles with aplomb… In a way the director is the only person without a very specific role to perform.

Authoritarian Leadership

Clearly parallels exist with any other form of leadership where instant decision-making is needed. The age of the authoritative business leader, with some exceptions, seems to be largely over. Similarly, the film director who barks at his minions in a vain attempt to establish status and authority, is now a rare presence.

There is never enough time, budget or people to quite pull off the movie you wanted to or had in your mind’s eye when first imagining the finished film. The phrase “T’was ever thus” springs to mind. Business life is exactly the same. Leadership is routinely faced with competing demands, lack of resources, people management issues…

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication

empathy leadership awareness

Empathy – Towards Empathic Leadership
Posted on 15th July 2012 in Critical Conversations, Emotional Intelligence, Employee Engagement, Leadership Development

What is empathy? If you think it’s lightweight, airy fairy, post-modern self-help delusion, then check out this short animation from Jeremy Rifkin and the Royal Society of Arts. Could just be that we are all soft-wired for empathy and that it evolved as more of a pragmatic behaviour. If we embrace this notion, there could be a multitude of ramifications for how we live and work.

http://www.thersa.org/events/rsaanimate/animate/rsa-animate-the-empathic-civilisation

Survival of the most Empathic

Empathy is the lubrication that maintains strong relationships and allows us to build trust with others both personally and professionally. Putting ourselves in someone else’s shoes and seeing something as the other guy does are invaluable survival techniques. When a child sees an adult obviously in a state of upset, it’s common for the child to offer their favourite toy to that adult in a bid to cheer them up. Often this seemingly selfless action surprises us.

But perhaps deep within our collective unconscious, this ability or skill is as fundamental as any form of communication. Perhaps in ensuring all members of the tribe are healthy and happy, our ancestors ensured the overall tribe and therefore the “selfish” or individualistic survival needs of every member were met. In other words, by using empathy we look after the collective and in doing so increase our personal survival.

Empathy for Leaders

Actors are truly aware of how to use and display their empathy. In approaching a role, the actor has to use her own experience and memory of events and emotions to connect with a character in a play. To really get a handle on how the character talks, walks, acts and feels, the actor has to stretch herself and explore human behaviour as fully as possible.

What learning then could be transposed for today’s business leaders? Many of whom are focused on the bottom line, share price, their own stock options, their personal profile… As opposed to really understanding the wants, needs, motivations and emotions of the people who are the organisation.

It’s a well worn cliche that “our people are greatest assets” or words to that effect. If you’re a business leader, isn’t it time you carved out time to understand your greatest assets..?

Sartaj Garewal is the founder of Dynamic Presenting – a creative, leadership development consultancy, adapting theatre training to create leadership programs for business.

Dynamic Presenting – Enabling Powerful Communication