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LEADERSHIP: TURNING AROUND FAILURE

published:2010-09-06 01:00:00

I’ve just discovered that my favourite blogger, Seth Godin, is also a columnist with the Harvard Business Review. However, even in this mainstream venue, he retains his quirky preoccupation with what’s wrong in the world. He prises open our minds and this is certainly true when he redefines

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LEADERSHIP: HOW’S YOUR KNOWLEDGE AND COURAGE?

published:2010-08-30 01:00:00

What do lobsters, scorpions and bees have in common? Yes, a capacity to inflict a nasty bite. But they also all lack a

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LEADERSHIP: 12 FACETS OF EMOTIONAL INTELLIGENCE

published:2010-08-23 01:00:00

A valuable gemstone has many facets, each finely polished. To be a valuable leader, you similarly need a range of carefully honed capabilities.

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LEADERSHIP: FIVE FAULTS TO FIX

published:2010-08-16 01:00:00

Another home run for Seth – my favourite blogger. His posting of 13 June* describes the entrepreneur’s desire for a magic lottery ticket –

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LEADERSHIP: FIRST, CREATE THE SKELETON

Maximise clarity of jobs, roles, relationships and responsibilities
Minimise confused reporting, vague accountabilities and turf wars

Our skeleton provides the structure for our body.  Without it, we’d be a wobbly heap of flesh on the floor.  The same is true for organisations.  If the structure isn't clear, it's hard to make things hold together.  What am I responsible for?  Who's my boss?  Who are my peers?  Who are the subordinates I'm responsible for?  These are amongst the first questions we ask in relation to a new job.

Across my 20-plus years of consulting, I've seen individuals and departments with no idea how far their responsibilities extended - or, in some cases, to whom they really reported.  Sadly, some leaders knowingly create such stress and inefficiency.  They believe ambiguity increase internal competition.  They're right, but it's normally destructive - and requires their regular intervention to settle turf wars and disputes.

I'm often asked how to design a good structure.  But, there's seldom a single right answer.  Responsibilities can be split a number of ways.  For example, by geography or function.  And, in a large business, there’s often matrix reporting: to both a local territory boss, and a regional or global product or functional one.

But, here are some thought-starters.  Establish business unit and team organisations to support business goals - since structure follows strategy.  If possible, capture each key business trade-off under a single individual or team.  And, clarify responsibilities and reporting lines, however complex this may be.  Also, push down responsibility and accountability as far as possible.  And, of course, recruit and promote on merit - not just familiarity or friendship.

Whether you're a leader of your own business, or a leader in a large organisation, it's your responsibility to address these types of issues.  If you don't, you open the door to grabs for territory and power, which will favour the tough over the wise.

Get organised!

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Design structures and roles, Build teams and relationships,



Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership®

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