Amongst the 60,000 plus published books about ‘leadership’, there is a plethora of models and theories on the subject. These range from models viewing leadership as: transactional, situational or transformational through to trait-based and behavioural theories, reflections on authenticity and many, many other favoured or unpopular approaches. As the late George Box famously wrote “all models are wrong, but some are useful”. Continue reading
Morgan Clarke was incorporated on 26th October 1994. On the same day, one hundred and ninety-four years earlier, a great future Prussian General by the name of Helmuth von Moltke was born. He was a distinguished military strategist who coined the phrase, now well-known in business too, “no plan survives contact with the enemy”. He understood that the successful execution of a strategy will always depend upon it being sufficiently robust, flexible and able to withstand what other people do.
In order to keep the leadership pipeline fully stocked with future leaders, organisations adopt a variety of approaches to identify talent. These range from simple hunches through to complex assessment processes. The most common method used – identifying potential based on the subjective views of existing managers – is flawed, because the reviewers are subject to all kinds of prejudices, personal preferences and local politics. Assessment Centres are another potential solution, but they are expensive and time consuming.Continue reading
Critical to any talent management process is the identification of individuals who are perceived to have the potential to advance further in the organisation. But how is potential defined? Is it obvious for all to see? Excited claims are often made that a person has ‘it’. Many leaders state they know ‘it’ when they see ‘it’. But are they valuing the same elements of potential? Can we answer what it is about a particular person that gives us the confidence they have what it takes to perform well at the next level?Continue reading