Leadership_DK_Essential_Managers,_New_Edition_DK_z_lib_org

DEVELOPING YOURSELF / 51

Journaling structure to your review and thinking
time. Looking back over your journal
Great leaders possess self-awareness will reveal how your leadership has
and character—attributes acquired developed, how you can trust yourself,
through reflection and self-analysis, even in difficult situations, and what
but also through dealing regularly with the recurring issues are.
real-life situations. Using a private
journal to write down what you have Assess your progress
learned about yourself in your day-to- against your leadership
day life can be very helpful. Record, for competences
example, how you have helped someone
else develop and learn, and how this has Tip
honed your own strengths as a leader.
KEEP YOUR FEET ON
Use your journal to make personal THE GROUND
observations about how you respond
to different conditions—what happens Never become so grand
when you are tired or stressed? The that you lose touch with
journal can help you record and work what it feels like to work
through relationships that you are with a customer on a project
enjoying or struggling with, and to reflect or to make a sale. Recognize
on the highs and lows of your moods that that your role is now to help
you could not reveal in the workplace. others enjoy this too.

At first, journaling may seem a chore;
and initially your journal may not contain
many connections or life-lessons. But
after a number of weeks, you’ll find that
journaling becomes a habit that gives

ASK YOURSELF… YES NO
About your development needs

1 Are your most time-consuming tasks related to
processes? Do you need to develop time- or project-
management skills, or planning abilities? .....................................

2 Are your most time-consuming tasks related to
content? Do you need to address a lack of knowledge
in areas such as marketing, finance, sales, or IT? ........................

3 Are your most time-consuming tasks related to people?
Do you need training in recruitment, motivation,
teambuilding, coaching, or delegating? ..........................................

52 / TAKING UP YOUR LEADERSHIP ROLE

Balancing work and life

Most people would say that they want to be healthy, happy, and make
a valued contribution at work to a successful organization. Creating and
maintaining this sense of well-being is an integral part of your role as a
leader. It involves taking a measured view of the balance between work
and life and having realistic expectations of your team.

Attending to different needs Tip

Good leaders know their team, their ACCENTUATE
capabilities, and what motivates them. THE POSITIVE
The real skill, though, is being able to use
this knowledge to balance the needs of Promote a healthy work–life
the task, the team, and its individual balance and you’ll not only
members. Maintaining this equilibrium avoid the pitfalls of stress
is not always easy, because emphasis and burnout in your team, but
inevitably shifts from one area to another. generate real benefits to the
For example, bursts of intense effort may business. Happy staff deliver
be needed to meet tight deadlines—fine better results and empathetic
once in a while, but exhausting on a customer service; and staff
regular basis. Similarly, switching to retention and recruitment
remote working brings work-life balance then becomes easier.
benefits, but can also add pressure to be
available at all hours, increasing stress.

Avoiding burnout

Left unmanaged, chronic work stress
leads to burnout, something to avoid as it
has no easy fix. Workers who experience
burnout—characterized by exhaustion,
a cynicism toward work, and a lack of
efficacy—often have to change careers,
draining your pool of available talent.

BALANCING WORK AND LIFE / 53

CHECKLIST... YES NO
Achieving balance in your life

1 I often buy new books and have time to read them .......................
2 People remark on how open I am to new ideas .............................
3 I have a regular exercise routine ....................................................
4 I usually get a good night’s sleep ....................................................
5 I have enough energy to see me through each day .......................
6 I express my feelings .......................................................................
7 I know who I am and that’s fine ........................................................
8 I have a clear sense of purpose in my life and make a real

contribution at work .........................................................................

You may need to invest Managing stress
time in team meetings
and calm tensions to Your goal should be to keep your team
maintain balance members stretched and working to their
best ability, but not stressed. Ensure
everyone has regular and predictable time
off. If you have built a strong team during
good times, it will withstand short-term
pressures, but you may need to invest
time in team meetings and calm tensions
to maintain balance. Stresses are
cumulative: a team member may be
able to tolerate stress at work for a while
if other aspects of their life are running
well. But if work stress is only one of many
issues they are dealing with, problems
may arise that you should acknowledge.

If you’re leading a remote team, set
limits on work time and share them with
staff to maintain boundaries between your
job and personal life. For example, stop
checking work messages after hours and
respect flexible working arrangements.

54 / TAKING UP YOUR LEADERSHIP ROLE

Inspiring and encouraging

From the way they formulate and express their overarching vision
to the thought they put into everyday interactions—the glue of any
team relationship—good leaders encourage and inspire others
around them at every level of activity.

Setting a good example • Make it clear to others that they
have the capability and power to
One of the basic rules of leadership make a difference—that their unique
is that in order to inspire others you
must aspire to be a model of excellence • attributes can help achieve the vision.
yourself. Of course, your personal Bring hope for the future to sustain
journey toward excellence will never end, people through change and adversity;
but it will give you two vital qualities—the if people feel overwhelmed and slow
desire to learn, and, in turn, that will lead down, bring them back to the vision
to the humility of knowing how much with simple messages that show the
more you have to learn.
• next small steps forward.
Your role is about providing inspiration, Point out progress made and signs
and that starts with a clear vision for a of success on the way to fill people
better future, which you will need to once again with confidence and the
communicate to your team on a daily
basis through your words and actions: • desire to go forward.
Praise new ideas and the courage
How to inspire through
your vision • demonstrated in new ventures.
Keep team members stretched—
one step ahead of what they

• thought they could do.
Keep positive: explain that most
experiments that do not work are not
failures—just feedback; turn setbacks
into positive impetus for change.

Your role is about providing State your vision in highly
inspiration, and that starts positive terms
with a clear vision for a
better future

INSPIRING AND ENCOURAGING / 55

BEING POSITIVE Don’ts

Dos ○ Complaining to someone that you

○ Telling someone you enjoy working feel tired or ill

with them ○ Being too shy to enjoy life or try

○ Smiling at people—sincerely, with new things

your eyes ○ Excusing your falling standards
○ Demotivating others just because
○ Thanking others for honest
you feel demotivated
feedback

○ Controlling your emotions

Taking opportunities Tip

Think how many opportunities you have in a single ZAP, DON’T
day to interact with your team, colleagues, bosses, SAP
and other stakeholders. Over 100 contacts a day—
by phone, email, face-to-face, etc.—is not unusual At every meeting,
for today’s busy leaders and managers. Every one of give people a
these interactions, however brief, is an opportunity zap—a quick
to encourage, inspire, and make your leadership felt. burst of positive
energy—and avoid
When you make every meeting count, you create the sap—anything
thousands of potential advocates for you, your team, that leaves them
your vision, and your organization. Moments add discouraged.
up to real commercial gain.

Encourage others to enrich Contextualize the vision—
the vision by describing describe when, where, and

success in their own terms with whom it will be achieved

Focusing on the now Give them your full attention whether
you are speaking face-to-face or on
Inspiring people is less about delivering the phone. Be dependable in your
impassioned speeches and having a daily interactions: your consistency
forceful personality, and more about builds trust and peace of mind in
focus and consistency. Treat everyone your team members, freeing them
you deal with as a valued customer. Place to focus on their key tasks rather
them at the center of your universe for than worrying about you.
the duration of any interaction you have.

Leading through
challenges

In business, change is a constant. Organizations are forever
having to adapt to new realities and create opportunities for
growth—something that’s truer than ever in today’s fast-shifting
“new normal.” It is your role as a leader to steer the changes,
encouraging others to take on new challenges, and project
credibility and integrity even in times of uncertainty.

FOCEUNSAEINBNELGMRINAOGGBNNIZAACTILIHGNHMAIAGENPNCNFTGRRCGUHOLIECETNEEVEAOUGNAITTNNRTERTIFGNERAANLGECIMRICNPONGTGRNEEEFTFTNIRSWDEOEOUMNRRCKSES

58 / LEADING THROUGH CHALLENGES

Focusing on the future

As a leader, you’ll need to make tough decisions, plan a course of action,
and take your team with you. The best way to achieve this is to involve
your team from the start; explain what criteria your judgement is based
upon and how plans are connected to other activities in the organization.

Making decisions Locating change

Leaders set the agenda in three key Deciding which opportunities to explore,
areas—determining the direction in which exploit, and reject requires a crystal clear
the organization will move, shaping how understanding of your organization’s
the organization does business, and purpose and mission. In particular, you
setting the pace of change. Decisions you must know what gives your business its
make in any of these three key areas edge over the competition and use this
should be based on objective criteria; knowledge to guide your future focus.
research shows that an evidence-based Competitive advantage is based on what
approach—in which decisions are made customers value and the organization’s
using evidence and critical thinking—is strengths relative to the competition. It
more effective than simply relying on takes into account external trends that
personal experience, conventional will help or hinder momentum. In a SWOT
wisdom, or anecdote. Test your decision analysis, internal factors are strengths
by assessing its strengths, weaknesses, and weaknesses, while external issues
opportunities, and threats (SWOT). are opportunities and threats.

ASK YOURSELF… YES NO
What’s our competitive advantage?

1 Do we know what business we are not in? .....................................
2 Do we know our core values? ..........................................................
3 Do we know what business we are in? ...........................................
4 Do we differentiate ourselves by offering our customers

unique benefits? ................................................................................
5 Do we differentiate ourselves by offering our customers

better prices? ....................................................................................

FOCUSING ON THE FUTURE / 59

Question your decisions using a SWOT analysis

S STRENGTHS

○ What advantages or unique ideas and proposals

do you have?

○ What do you do differently or better than anyone else?
○ What unusual materials or low-cost resources

do you have sole access to?

○ How can you build organizational resilience?

W ○ Weaknesses
○ What challenges or areas should you avoid?
○ Do new products or processes need further

development or investment?

○ Have market research results been positive,

or is there insufficient demand?

O OPPORTUNITIES
T
○ What emerging opportunities or trends can

you identify?

○ What interesting changes in technology and

developing products are you aware of?

○ Are there new consumer spending patterns

or demand for different services?

○ How can investing in analytics help you

identify opportunities?
T H R E AT S

○ Are stringent quality requirements being imposed?
○ Are you in a financial position to adapt to change

quickly?

○ Would any communication or teChnological issue

challenge your market position?

○ How can you recognize risks earlier?
○ And how can you be ready for the risks you

can’t foresee?

60 / LEADING THROUGH CHALLENGES

Keeping objective Weighted assessment

A weighted assessment will CRITERIA
make clear the criteria you can Maximize long-term
use to make a decision and give customer satisfaction
your decision transparency. Maximize return on investment
In this simple example (right),
a decision has to be made to Maximize sustainability
adopt one of two projects—A
or B; both seem attractive and Maximize high quality standards
have similar costs. To carry out
the assessment, first engage Maximize long-term profit potential
with your team to make a list
of criteria that the projects Maximize staff satisfaction
should satisfy. Not all criteria
are of equal importance, so
give each one a score from
1 to 10 depending on how
valuable the team considers
it to be. Check that the criteria
are rounded—not all skewed
toward finance, for example.
Score each option (A and B)
out of 10 on each criterion,
and multiply each score by
its corresponding weighting.
Add the scores to see which
project fulfils the criteria best.

Not all criteria are Maximize added value for customers
of equal importance,
so give each one a Minimize hassle and
score from 1 to 10 administrative complexity
depending on how
valuable the team Maximize fun and interesting work
considers it to be

TOTAL

FOCUSING ON THE FUTURE / 61

WEIGHTING SCORE PLAN A x SCORE PLAN B x
PLAN A WEIGHTING PLAN B WEIGHTING

10 6 60 9 90

9 5 45 4 36

8 9 72 4 32

8 6 48 10 80

8 8 64 5 40

7 2 14 10 70

7 6 42 8 56

5 10 50 7 35

4 3 12 8 32

407 471

62 / LEADING THROUGH CHALLENGES

Setting the pace is a trough in visible results just at
the point where you need the most
When orchestrating strategic change effort and commitment from all
within an organization, you need to give stakeholders. Investors, in particular,
careful consideration to timing. If the may lose heart in this trough period,
rate of change is too slow, the process so need to be reminded regularly of
may simply run out of momentum; if the benefits to come.
it is too fast, you risk creating stress
and burnout. Plan in “quick wins” throughout
the process of change—achievements
Aim for a sustainably fast pace at that have high visibility but require little
which your major initiatives will have effort. Celebrate and publicize these
started to produce measurable results successes, and drip-feed messages
within a year—even if the whole process about how project milestones and
is scheduled to take much longer. results achieved so far are bringing
Steering significant organizational the vision nearer to reality.
change is hard work: typically, there

Aim for a sustainably
fast pace at which your
major initiatives
will have started to
produce measurable
results within a year

Connected organizational plans Strategic
Business Plan

Tip

OPEN CHANNELS

Keep listening to everyone you are
connected to; share ideas, and keep
open channels of communication
that are needed now and may be
needed in the future.

96% FOCUSING ON THE FUTURE / 63

of organizations are Integrating change
in some phase of
transformation Everything in an organization is
connected. Processes and systems
in one area impact on others. As a
leader, you should make explicit the
connections between different plans
and explain how each one contributes
to the vision. Understanding the bigger
picture will help your team to recognize
their role and commit to change. The
message can be a complex one, so
communicate little and often, and check
in regularly to see how well people have
understood the connections between
plans, departments, and roles.

Human Resources and
Organization Development Plan

Operations Plan
(products and
services)

Finance, IT Sourcing, and R & D Plans
Marketing Plan

64 / LEADING THROUGH CHALLENGES

Enabling change

Opportunities for innovation exist at every level of an organization,
and leaders must continuously plan change to move forward and stay
ahead of competitors. Processes, systems, skills, and competences can
always be improved, or the whole business can be moved in an entirely
new direction. Leading change requires a sense of balance between
priorities and keen awareness of responses among all stakeholders.

Balancing priorities Maintaining stability

A key leadership skill is keeping a The leader seeks to progress with
good balance between short-term both short- and long-term change while
improvement and long-term innovation. maintaining equilibrium. This can be a
If you are continuously improving at the challenge: while most people will quickly
margins while neglecting strategic accommodate small steps that visibly
innovation, it will lead to organizational improve the way things are done, bold
myopia and the risk of missing out on strategic innovation requires the leader
the next big trend. Conversely, constant to inspire people, sometimes for many
innovation at the core can become years, before seeing a return. Before
counterproductive because people will implementing change, discuss its
eventually feel worn out and unwilling implications with multiple small groups
to take on yet another new initiative. of stakeholders. People should feel
free to ask questions and express their
How to recognize the stages concerns. Help people to see what will
of adaptation to change remain the same—these things can
provide an anchor of stability for those
who dislike change.

Expectation: anticipation Lack of energy: missing
and excitement “the old days”

Standstill: numbness,
disorientation, denial

Reacting to change ENABLING CHANGE / 65

People react differently to change. Tip
At one extreme are the innovators EXPECT DISSENT
who may be so eager about walking
toward a new future that they fail When you introduce
to realize no one has followed them. high-level change, expect
At the other end are the stragglers, at least 50 percent of your
who join in only when everyone else people to hate the idea.
has moved on. Traditionalists hang
on to the past, viewing change as Low output: feelings of
a threat. Surprisingly, they have one loss, the need to let go,
thing in common with the innovators— detachment from others
they respond to the impending change
with emotion. The remainder—the Increasing energy: gradual
cautious majority—are likely to acceptance of the new reality
weigh the arguments put across.

Incompetence: depression,
apathy, resentment

Conflict in the team: Problem-solving: exploring
resistance, anger, arguing the new situation and ideas,
experimenting, hope
Adjusting to plans
Increased effectiveness:
As leader, you need to use both logic and search for new purpose,
emotion when explaining your plans. Be commitment to new situation
persistent and emphasize to everyone
the benefits to come when the changes Productivity:
have been made. reengagement,
commitment, motivation
People take different lengths of
time to adjust to change and you should
prepare for the long haul: typically, the
adjustment process falls into distinct
phases, which are characterized by
different sets of behaviors. Be aware
that people who adopt change quickly can
show impatience with the slowest; this
can lead to conflict within the team, which
you may be called upon to help resolve.

66 / LEADING THROUGH CHALLENGES

Energizing the team

When you assemble a group of people—whether it’s two or several
thousand—you don’t automatically get a team. For that to happen, the
group must be energized, focused, and view success as a collective rather
than individual aim. Your job as a leader is to create that transformation.

Choosing your team

Selecting team members who work together well,
motivating the group, and dealing with conflict are
the essential aspects of team leadership. And
as increasing amounts of work are project-based,
you need to develop team cohesion and focus quickly
despite rapid changes in the mix of the team. This
is even harder if you have team members working
remotely, so ensuring that everyone can contribute
ideas and access data equally is paramount.

Invest time at the start of a project to choose or
strengthen the team—your investment will be repaid
when the pressure rises. Pick team members with
complementary skills that will come into play at
different stages of a project. Your team should have a
good mix of the thinking styles listed below. If the team
is small, members may have to fill more than one role.

The leader—ensures everyone understands the objectives;
motivates and communicates.

The creative—an imaginative thinker who has bold concepts at
the outset of a project and provides ideas when the team is stuck.

The analyst—the problem-solver who tests the plan at every stage.

The facilitator—has good interpersonal skills, is sensitive to
the group dynamic, and acts as the “glue” in a team.

The administrator—pays attention to details and keeps the team
on time and focused on the task.

ENERGIZING THE TEAM / 67

Tip

BE INCLUSIVE

Welcome newcomers to the
team and encourage them to
speak at meetings and engage
with the group from an early
stage. Don’t allow new recruits
to become accustomed to
a backseat role.

Leader

Creative

Analyst

Facilitator

Administrator

68 / LEADING THROUGH CHALLENGES When you build and manage
your team successfully,
Running your team group members will make
one another accountable
Make clear the roles that each individual for achieving individual tasks,
will play in the team. Devolve decision- and begin to appreciate
making to the group as far as possible, collective success
and encourage everyone to participate in
decisions—this will share the ownership Showing
of goals. Set out shared values, develop commitment
ground rules that describe how the team
will work together from the start, and
watch the way that group dynamics
develop. Take action immediately at the
first sign of conflict or if an individual
starts to act in a way not consistent with
the agreed team rules.

The signs of an energized team

Listening

Sharing

Getting Giving
results recognition

Showing interest
Building trust

21% ENERGIZING THE TEAM / 69

greater profitability Building trust
is shown by highly
engaged teams Be supportive, give credit for good
cooperative work and knowledge
Innovating shared, and always promote and
celebrate team achievements.

When you build and manage your
team successfully, group members will
start to make one another accountable
for achieving individual tasks, and begin
to appreciate and share in collective
success. Trust will build gradually
as each member commits to actions
at team meetings and carries them
out as promised.

Supporting one another

Giving constructive
feedback

Being trusting,
honest, and open

Taking risks Collaborating

70 / LEADING THROUGH CHALLENGES

Managing conflict

Building a successful team depends on cooperation between all
members of the group. But what if some people won’t play ball?
Unproductive confrontations with you as leader or between team
members can take up a lot of your time, create a bad atmosphere,
and stop you from achieving your aims, so finding positive ways
to deal with disagreement is a key leadership skill.

Dealing with conflict Meeting standards

Conflict arises when people stop It is tempting to work around conflict,
listening and approach a situation from but this undermines the team and your
their own point of view. As leader, you position as leader. You should explore
must look beyond the confrontation to all courses of action to bring about
understand what it is really happening improvement. But many people find
and discover the roots of the hostility. adversarial situations hard and may
sabotage their own future if they do not
Begin with yourself: your role means see a way out. If open discussion and
you may be a factor in a team member‘s support fails to achieve changes, you will
dissatisfaction. Differences in outlook, need to work within your organization’s
behavior, and style can lead to tension— disciplinary policy and procedures to
which can be used constructively to deal with the situation, and prevent an
stimulate creativity and enrich the team adverse effect on the rest of the team.
or, if left unmanaged, can cause division.

ASK YOURSELF… YES NO
Is it me?

1 Have I explained new initiatives clearly—could they
be causing insecurity or anxiety? ....................................................

2 Do I come across as approachable and accessible? .....................
3 Have I made unreasonable demands? ............................................
4 Have I been fair in my praise or my criticism? ...............................
5 Am I portraying the right image for a leader? ...............................

MANAGING CONFLICT / 71

Why conflict arises

CAUSE EFFECT REMEDY

Reaching Team member makes errors Offer support and training
the limits and cannot do the job to over a reasonable timescale.
of current If there is little improvement,
capability the required standard. their future in your team
Other team members is limited.

become impatient.

Becoming Rejection of the job; Explore causes in a one-
disengaged withdrawal from involvement on-one discussion. If you
have inherited this team
with the team. Often caused
member, you need to
by frustration when high
release the burden of all
achievers have been held
the past broken promises
back over time. Will have and build new trust.
an adverse effect on the Consider counseling.
entire team.

Getting Focus moves elsewhere, Listen sympathetically and
distracted reducing effectiveness. arrange time off if you think
The cause is often personal this will help to solve the
and while colleagues problem. Make sure that you
will sympathize initially, recognize when the problem
they will soon get tired goes beyond your ability and
of the issue. ask for additional help.

Losing Too little or too much Get to know what particularly
motivation motivates each member of
delegation or challenge the team. Ask yourself if
you are over- or under-
in the role can bring
about demotivation and delegating to the person.
decreased effectiveness.
The team member can Over-delegation can cause

quickly have a negative paralyzing fear of failure.

effect on team morale.

72 / LEADING THROUGH CHALLENGES

Balancing targets

Results are what it’s all about. They are the synthesis of all your
thinking, planning, and enabling as a leader. To get what you want
from a project, you should clarify standards and objectives from
the outset. Your targets need to be realistic, and they also require
a means of measuring the performance of all involved.

Getting the right results CUSTOMERS

The targets you set for your team should ○ Customer service
challenge everyone but also be realistic,
in line with the SMART criteria (see staff motivated
pp.46–47). Ensure the aims you set
are balanced; as well as financial ○ Customers satisfied
targets, include goals in areas such as ○ Customer experience
speed of response, product and service
quality, customer and team satisfaction, enjoyable
and brand development. List the
desired results in each of four key ○ Lifetime loyalty
areas—customers, operations, people,
and finance—so that no one objective promoted
takes assumed priority over another.
Review results in each area monthly so Setting service-level
that you can prove progress to yourself, agreements
your team, and your investors.
Clarify the results you expect from
140% interactions between purchasers and
providers or between departments in
more money is likely to be a service-level agreement. You can then
spent by customers who present the obligations in a written
enjoy positive service format—minimum or maximum standards
experiences and timescales, or other measures of

•reliability or availability, for example:
Our obligations: to provide you
with information within four

• hours of request, etc.
Your obligations: to respond to
service requests within four hours
of phone call enquiry, etc.

BALANCING TARGETS / 73

KEEPING MULTIPLE PEOPLE
TARGETS IN PLAY
○ Perception of being

a good employer

○ Personal development
○ Mutual respect fostered
○ Interesting work

FINANCE O P E R AT I O N S

○ Profits ○ Stocks delivered
○ Investment
○ Sales to warehouse in time
○ Cash
○ Safe working throughout
○ Delivery to customer

as promised

○ Competitive prices

List the desired results
in each of four key areas—
customers, operations,
people, and finance

74 / LEADING THROUGH CHALLENGES

Improving confidence

Confidence is a cornerstone of good leadership. Especially in times of
uncertainty, upheaval, or crisis, believing in yourself and making the
right decisions will give you credibility and integrity, which in turn will
enhance the organization’s reputation and build trust in all stakeholders.

Being prepared Tip

Confidence can come in a number BOOST YOURSELF
of different ways. It comes from
experience as your track record Regularly affirm your own
as a leader improves. It comes strengths as a leader by
from having well-formed plans and privately listing your abilities
anticipating challenges, and it comes and achievements. This will give
from the knowledge that you have you an instant confidence boost
a strong business built on productive and banish that internal critic
working relationships. living in your head.

COMMUNICATING WITH CONFIDENCE

While there are no shortcuts to building confidence, there are ways
that you can project confidence to your team and to your stakeholders.

○ Use confident language to describe your vision. Listen and learn

from political leaders, who characteristically employ optimistic
language that suggests a future state—words such as “innovative,”
“special,” “original,” “latest,” “breakthrough,” “updated,” and
“leading-edge.” Used regularly, this kind of vocabulary spreads
through the organization.

○ Deliver your vision messages in soundbites no more than 30 seconds

long that sum up the benefits of the opportunities you wish to explore.

○ Use the right nonverbal signals—communication is about more than

what you say. Adopting a relaxed posture, using small gestures kept
close to your body, speaking at a firm volume, smiling, and making
plenty of eye contact all help project confidence and calmness.

IMPROVING CONFIDENCE / 75

CHECKLIST... YES NO
Staying calm in adversity

1 Do I know what triggers an emotional overreaction in me? .........
2 Can I spot the signs of stress in myself? ........................................
3 Am I able to delay my response for a few seconds before

I respond? ..........................................................................................

Acknowledging ideas Tip

Your inner confidence will grow when you FACE YOUR FEARS
behave in a confident manner and gain
the trust of your team and colleagues. Confidence comes
An ability and willingness to devolve from self-knowledge;
power and decision-making is one vital understanding your thoughts
characteristic that marks a confident and actions gives you the
leader, so take every opportunity to ability to control them.
involve others and empower them A good way to become more
to act on their ideas. Be open about self-assured is to face your
what is not working for you, your fears—do that presentation,
customers, suppliers, or employees; confront your difficult CEO,
your frankness will be interpreted as and reply to that demanding
an expression of confidence because client now.
you approach success and adversity
with equal zeal. Encourage people to Being consistent
discover and understand situations for
themselves rather than spoon-feeding As a leader, your every word and action
them issues and answers—remember, is scrutinized by your team and could
your power increases as you give it away. be given far more significance than
you intended. Perceptions of you as
Take every opportunity a confident leader can be undermined
to involve others and by conscious or unconscious slips, so
empower them to act on try to think in a measured way about
their ideas—your power the kind of signals you are sending out.
grows as you give it away Consistency and calmness in adversity
are characteristics that most people
will perceive as confidence.

76 / LEADING THROUGH CHALLENGES

Creating networks

As a leader, you will need to create, develop, and maintain networks of
contacts within and far beyond your own organization. Networks enable
you to exchange information with others, share resources, gain
referrals, leads, or recommendations, test ideas, build long-term
relationships, and help others in return.

Reaping the rewards Contributing to networks

Networks are your eyes and ears. They Building effective networks can
warn you about trends and developments take a few months or a few years;
in markets, signal opportunities and maintaining them takes a lifetime. Digital
threats, and help identify niches for you communication tools, from social media
to exploit. So, the wider your network sites such as LinkedIn, to video calls and
becomes, the more responsive you will virtual networking events, now make
be to any market changes. that easier—and more global—than
ever. But remember that networking
Tip is a two-way process: the more you give
to others, the more you gain. People
CONNECT will quickly categorize you as a “taker”
if you only get in touch when you want
To network effectively on something. Engage and offer help
sites such as LinkedIn, start before you need it yourself. Introducing
by filling out your entire a contact to someone you think they
profile (including a photo). should know, posting interesting
Send personalized messages information online, and making insightful
to make connections, then comments about others’ posts are all
build relationships by sharing good ways of being useful, sparking
and writing content, and conversations, and building relationships.
commenting. Also join relevant
groups—or set up your own.

How to build an effective Include former workplaces
network and colleagues and personal

contacts of family and friends

List all potentially useful
contacts and ask your team

to do the same

Attending events CREATING NETWORKS / 77

While digital networking helps expand Keep in touch regularly and
your contacts, you can make stronger always follow up on promises
connections face to face. Business
associations and professional bodies Think creatively about what
often run specific networking events, but you can offer to help your
any meeting with colleagues, clients, or network contacts in return
suppliers is a chance to network. At any
event, take time to gauge the etiquette—
more often it’s about socializing, with
business follow-ups the next day. Try to
talk in-depth with two or three people with
potential to help you rather than working
the entire room, and always follow up the
next day with anything promised. Suggest
a way to collaborate that might be of
mutual benefit—don’t pitch for business
unless the event is designed for that.

Review your list sector by 85% of all jobs
sector to remind yourself are filled via
networking
of people. Find them on

networking sites

NETWORKING IN PERSON Don’ts
Dos

○ Preparing some introductory ○ Forgetting to study the guest list
○ Not researching the people you
questions or ice-breakers
would like to meet
○ Introducing yourself clearly,
○ Mismatching what you say with
briefly, and memorably
your body language
○ Leaving a physical gap in your group
○ Barging into groups with no eye
that invites someone to join
contact first
○ Suggesting to exchange contact info

78 / LEADING THROUGH CHALLENGES

Learning from
entrepreneurs

Entrepreneurs enjoy creating value by taking advantage of
opportunities and solving problems for customers. Leaders in
organizations of all sizes—and in all markets—can learn from
their bold approach: it is just a question of looking at old problems
in new ways and producing innovative solutions.

Finding opportunities everything is viewed as a useful
experience, and trial and error is
What defines entrepreneurs is seen as a legitimate path to success.
their preparedness to listen to their Entrepreneurs think ahead, don’t accept
customers, see new opportunities, the status quo, and ask questions that
and back their ideas with drive and begin with “why?,” “why not?,” and
determination. They also have a “what if…?.”
refreshing attitude to “failure”—

Why not?

Why?
What if...?

49% LEARNING FROM ENTREPRENEURS / 79

greater productivity is How can we help you? Celebrate
achieved in firms created both successes and failures as
by serial entrepreneurs signs of entrepreneurship, and be
sure to reward the contributions
people make to creating value for the
business, and responding flexibly to
opportunities to solve problems for
customers. Scrutinize your business
for new opportunities. Think hard,
and above all, think creatively.

Large corporations are increasingly Looking at your business with
encouraging their leaders to show
entrepreneurial zeal within the an entrepreneurial mindset
mature organization—a phenomenon will help you generate ideas for
called intrapreneurship.
maximizing opportunities for
Embrace uncertainty like an growth that no one else has
entrepreneur. Don’t be afraid seen—either within or outside
to take calculated risks, and
accept your failures as the organization.
learning experiences. Doing
nothing is the only approach
destined to eventually fail.

Develop your own
entrepreneurial
leadership skills by
asking more questions

of customers and

colleagues—what issues

cause you regular hassle?

80 / LEADING THROUGH CHALLENGES

Developing entrepreneurial examine your own organization first:
skills can you exploit existing assets?
In a fast-changing world, is your
Entrepreneurs exhibit many important organization able to adapt quickly?
traits and crucial skills that you can As you search outside your company
examine and develop in yourself to for emerging trends and products,
benefit your own organization. Most remember to apply SWOT criteria
entrepreneurs are risk-takers, goal- to test and assess your decisions
focused, and determined—all traits you (see pp.58–59).
can learn. When looking for new ideas,

Where to look for entrepreneurial ideas

UNDERUTILIZED WAYS TO CHANGE THE
INFORMATION OR ASSETS BUSINESS MODEL

○ Can we sell our information ○ Will acquisitions boost

externally? our capabilities?

○ Can we get better performance ○ Can we cut out the middle-man?
○ Should we support
by outsourcing?
employee spin-offs?
○ Can we lease our assets?
○ Can we repackage our assets ○ Can we replace on-premises

using emerging technology to solutions with more cost-
create new products? effective cloud-based ones?

Tip LEARNING FROM ENTREPRENEURS / 81

HARNESS TALENT 35%

You may have a natural of US workers are only given
entrepreneur already in your time to think creatively
team. Give them the space a few times a year
to innovate and put up with
their often challenging nature
and you will gain a real asset.

NEW MARKETS, NEW PRODUCTS
NEW CUSTOMERS AND SERVICES

○ Can we change our ○ Can we sell our products or

pricing structures? services as a system?

○ Can we do what we do for our ○ Can we turn internal services

best customers for others? into sales?

○ How do we extend ○ Can we meet unmet needs?
○ Can we use reporting and
our markets?
analytics to create new
○ Can we use customer data products and services?

to increase sales?

Developing
leaders

By discovering and developing up-and-coming leadership talent,
today’s leaders play a vital role in the future of organizations
across the world. Doing this effectively requires an inclusive
approach and an organizational culture that fosters leadership
at all levels and across all employees. Get it right, and the result
is a legacy that will live on in generations of future leaders.

INVCEOSAATCDCIHNAHAGPINNTIGNGINIFTNGOHGRTELOSFAUAUNCTDCUSERCSEASPE

84 / DEVELOPING LEADERS

Investing in the future

For an organization to expand, it needs to invest in developing
the new leaders who will take it forward. Individuals who display
leadership potential should be considered important assets
who will grow if nurtured, and be lost if not.

Appointing talent

A successful organization needs a ready supply
of new leaders. Recruiting all future leaders
from outside of your organization simply isn’t
cost effective: it takes a substantial amount of
management time and money to find the right
candidates and bring them up to speed. By
contrast, leaders who are promoted from
within your organization already have a good
understanding of its culture and working methods,
and will have been nurtured and trained by you
to have exactly the suite of skills and knowledge
required to take on their new role.

INVESTING IN THE FUTURE / 85

Tip

SPOT THE SIGNS
OF CHANGE

Train yourself as a leader
to recognize the signs of
transition between different
stages of leadership, and be
ready to support individuals as
they push for the next level.

30%
of organizations say
they are effectively
developing leaders to
meet evolving challenges

Realizing potential It can be helpful to think of leadership
growing as a series of transitions in
One of your key goals as a leader is to self-awareness, skill, and responsibility.
recognize leadership qualities in others, Recognizing these crucial changes in
and to know how to encourage and assist others, and responding appropriately,
future leaders so they can realize their will help to accelerate the development
full potential. Take a long-term approach of new leaders. Each stage on the path
to developing talent, rather than filling to leadership brings challenges—both in
positions as they arise, creating terms of taking on new responsibilities
organizational structures and cultures and leaving behind old behaviors. This
that foster and enable leaders. You might can be a stressful time for new leaders,
even consider implementing a distributed who may feel overwhelmed just when
leadership model, empowering any team they are expected to shine. They are
member to lead if required. To ensure you unlikely to be comfortable raising their
are developing talent across the board, concerns with you, their manager, for
use an evidence-based appraisal system fear of looking like they are failing.
to combat unconscious bias (see pp.44–45).

86 / DEVELOPING LEADERS

How to help potential leaders make transitions

Identify the individual’s Potential leaders start
current stage of leadership taking on more responsibility
and begin questioning the
ways things are done

Others in the Help them identify what they
organization start needed to let go of to reach
to recognize
their vision this stage

CHECKLIST... YES NO
Creating future leaders in your organization

1 Do you look for win–win situations for you/your team/
other teams/the organization? ........................................................

2 Do you demonstrate good stewardship of talent for
the whole organization’s benefit? ...................................................

3 Do you have a track record of unselfishly releasing
potential leaders to take up development opportunities? ............

4 Do you initiate the development of potential leaders? ..................
5 Do you encourage members of your team to apply for

internal promotion or transfers? ....................................................

INVESTING IN THE FUTURE / 87

Recognizing leadership stages will benefit the team or the organization
as a whole. Potential leaders thrive on
The first sign of leadership potential added responsibility, and when they
is the transition from being self-focused have a team to manage, they contribute
and performing your individual role to a at a higher level, working well with
high standard to becoming more aware their peers, and showing a talent for
of, and helpful to, others. Potential developing team members. Other staff
leaders then start taking on more members naturally gravitate toward
responsibility and begin questioning them to sound out ideas—a process that
the ways things are done and coming up may develop into more formal mentoring
with ideas for doing things differently. or coaching roles. Ultimately, they start
to develop the skills needed to nurture
As a potential leader develops, others the next generation of leaders in
in the organization start to recognize
their vision and that they have a talent 94%your organization.
for spotting important opportunities that of organizations plan to
increase or maintain
Ask them what they do their current leadership
differently now that they development spending
are at this stage

Decide between you the
areas you would like to

develop next

When they have a team to Identify role models who
manage, they contribute could help them make the
at a higher level
next transition

88 / DEVELOPING LEADERS

Making leadership transitions

STATE OF TAKING UP THE NEW LETTING GO OF THE OLD
LEADERSHIP
○ Doing the job description
SELF- ○ Doing more than the job ○ Keeping yourself to
AWARENESS
description yourself

○ Performing excellently ○ Focusing on your own
○ Accepting more
performance
responsibility
○ Carrying out everything
○ Inheriting corporate
to the letter
memory
○ Referring to “I”
○ Becoming a team player
○ Suggesting

improvements

OTHER- ○ Greater empathy ○ Conforming to previous
AWARENESS ○ Helping fellow workers
○ Being diplomatic procedures
○ Looking for win–win
○ Carrying out without
solutions
challenging
○ Preferring people to
○ Not questioning the brief
procedures ○ Going your own way
○ Focusing only on own
○ Referring to “we”
excellence

GUIDANCE ○ Looking for added value ○ Valuing people based

opportunities only on technical skills

○ Accepting responsibility ○ Using only financial

for growth and results indicators

○ Understanding and ○ Focusing on people,

promoting vision and not results
purpose
○ Going for the easy option
○ Prioritizing high-value ○ Blaming everyone else

opportunities for poor performance

INVESTING IN THE FUTURE / 89

STATE OF TAKING UP THE NEW LETTING GO OF THE OLD
LEADERSHIP
○ Prioritizing results
DEVELOPMENT ○ Developing talent for
above people
the benefit of all
○ Holding on to good
○ Helping others to
people
perform well
○ Failing to delegate
○ Becoming a mentor
○ Planning development enough

opportunities ○ Allowing too little time

○ Choosing a team to with others

complement you ○ Postponing training if

○ Nurturing future leaders under pressure

○ Underestimating time

for meetings

EMBODIMENT ○ Facilitating others ○ Focusing only on

to grow the organization

○ Initiating peer networks ○ Sacrificing social life
○ Acting as a leader ○ Allowing leader-centric

of leaders power games

○ Mentoring/coaching

leaders

90 / DEVELOPING LEADERS

Coaching for success

A good coach can accelerate the development of your future leaders,
helping them to manage the transitions they need to make to gain
leadership experience and develop the suite of competences required
to be a top leader within your organization.

Releasing potential Successful coaching
creates an increased
It isn’t easy to find time to invest in self-appreciation in
coaching your potential leaders, but there your future leaders of
will be a considerable return to you, your their personal strengths,
team, and the organization if you do. competences,
The selection of coaches needs to be approach, and actions
undertaken with care—the careers of
some of the brightest prospects in your Challenging and supporting
organization will be in their hands.
The hallmark of a skilled coach is
Tip knowing when to challenge and when
to support the individual being coached.
COACH VIRTUALLY Successful coaches work to build
self-awareness and release potential,
Distance is no barrier to by, for example, unblocking limiting
effective coaching, but virtual or constricting beliefs or confronting
sessions do need extra focus to unhelpful behaviors. They encourage
connect and build trust. Think the people they are coaching to reflect
beyond scheduled video calls: deeply, think strategically, release
quick email and text-message their instinctive creativity, and feel
check-ins can give support at good about who they are.
crucial moments, while phone
chats—without face-to-face The results of successful coaching
contact—can help people open should be an increased self-appreciation
up about difficult information. in your future leaders of their personal
strengths, competences, approach,
The right experience and actions. These newly developed
leadership elements, in turn, should
You may choose to coach your potential align with your organization’s stated
leaders yourself, or you may prefer values and aims.
to appoint other internal or external
coaches. Whoever you choose, they
must have the right business and
coaching experience or have received
training on how to coach effectively.

COACHING FOR SUCCESS / 91

Tip Benefiting the business
MAP OUT THE PROCESS
Coaching and mentoring—especially of
When providing coaching, first-line and middle managers—is often
explain what the process focused on specific issues or to help
is, how long it will take, people make leadership transitions.
and what will be covered. In this case, experienced mentors from
Encourage the coachee your organization may be most suitable.
to journal their progress. Senior managers may benefit from an
external coach with more experience at
Retention of key board level. With successful coaching
executives you may find leaders become better at
innovating and developing the overall
capability of their teams. The effects of
coaching flow through the organization
and provide significant business benefits,
including those listed here:

Enhanced working
relationships

Greater alignment of
individual/corporate
objectives

The benefits New perspectives
of coaching on business issues

The effects of coaching
flow through the
organization

92 / DEVELOPING LEADERS

Adapting to a
changing landscape

In today’s corporate world, the old idea of a job for life has been
all but superseded by that of the portfolio career. Leaders now face
near-constant transition, and only those who develop the change-
management skills to cope will survive. The emphasis has shifted
from excelling in a particular corporate position to excelling in one
vital project—leading your own life based on consistent principles.

Profiting from change Identify your next
direction for
In business today, leaders need to manage and development
inspire not just their core teams but groups of
freelancers, temporary staff, and outsourcers. Refine your brand
Engaging such potentially disparate groups
to align them with the vision and values of the Practice new
organization is the new leadership challenge. skills and
Leaders today may be heading up a virtual behaviors
team—with members based globally—
formed around a customer problem that
needs solving or an innovative idea rather
than a group of people physically working
together for the same employer. Leaders
with the ability to be agile, to build virtual
networks, teams, and alliances quickly,
will be the long-term winners.

Leaders are looking less and less to
their employers to provide a framework
or support system for their life—they
need to develop it themselves. As an
individual aiming to survive in this rapidly
changing environment, you must be
excellent at understanding customer
needs and have supreme confidence in
your ability to deliver, and market, yourself.
Thinking creatively and with vision, both
about your career and personal mission,
should become a life-long process and
a central theme in your continued success.

ADAPTING TO A CHANGING LANDSCAPE / 93

Branding yourself your position in the market. Aim to
develop yourself much as you would
So how do you develop yourself as a steer a brand. Shape your product
leader able to thrive in today’s shifting (what you offer) to anticipate customer
corporate world? One way of answering demand, and develop your identity to
that is to think of what you can deliver to make the best fit with desirable clients.
your customers as a brand. Your brand For example, should your next client be
signals your professional, technical, and a small enterprise where you can work
functional knowledge and skills, and also closely on your entrepreneurial acumen,
or should it be a large corporation where
How to develop you can refresh process management
continuously knowledge? Consider your next step
carefully—how will it shape your brand?

Assess your Take an
competences assignment
and match with to stretch you
customer needs

Leaders with the ability Listen to customers;
to be agile, to build engage with others;
virtual networks and join networks;
alliances quickly, will be initiate alliances
the long-term winners
Learn from
Recognize your best practice
potential for
development

94 / INDEX

Index

A D questionnaires 49
financial rewards 18
administrators 66–67 data management 24 financial targets 72
advantage, competitive 58 deadlines 30 focusing energy 28–33
analysts 66–67 debriefing 32 future, planning for 58–63
appraisals 42, 44–45, 46–47, 49 decision-making future leaders 21, 85, 86, 90–91

B as competence 10, 21, 41, G
60
balancing targets 72–73 goals, ownership of 68
bias 39, 45, 85 devolving 27, 68, 75 group dynamics 24, 66, 68
brainstorming 30 SWOT test 58–59 growing with your role 20–21
branding yourself 93 delegation 21, 30–33, 71
building relationships 34–37, “Plan to Delegate” table I

40, 70–71 32–33 impostor syndrome 50
burnout 52, 62 development information management 13,

C competences as tool 42, 24, 26
48–49 knowledge-sharing 41
calmness 53, 75 networking 76–77
challenges, leading through continuous 92–93 see also learning
and feedback 44–45, innovation
28–81 as competence 64–65, 81,
change 48–49
leadership 84–93 91
enabling 16, 45, 47, 62–65 self 13, 38, 50–51 continuous 41
integrating 63 devolving decision-making inspiration, providing 54, 64, 90,
locating 58
pace of 58 27, 68, 75 92
spotting signs of 85 digital networking 77 intelligence, emotional 16–17
coaching disengagement 71 internal promotion 26, 86
leadership competences 40 distributed leadership 10, 85 intrapreneurship 79
leadership styles 15 distraction 71
for success 90–91 J
see also encouragement; E
journaling 51
feedback Emotional Intelligence (EI)
communication 14, 20, 21, 54 16–17 K

and accessibility 20, 62, 63 empathy 10, 14, 15, 41, 34–37 knowledge-sharing 41
and coaching 40 encouragement 10, 42, 54–55, see also information
and confidence 74
nonverbal 74 75 management
question and answer and feedback 44–45
and future leaders 85, 90 L
sessions 18 see also coaching
competences 38–43, 48, 49, 90 energizing skills 20, 40, 66–69 leadership
competitive advantage 58 energy, focusing 28–33 challenges 58–81
confidence, improving 74–75 entrepreneurs 78–81 and change see change
conflict resolution 66, 68, 70–71 events, networking 77 competences see
consistency 55, 75 example, leading by 12
contingencies 30 competences
continuous development 92–93 F development 84–93
creativity 66–67, 70 distributed 85
customers facilitators 66–67 empathetic 10, 34–37
failure, dealing with 31, 54, expectations 27
and competitive advantage feedback see feedback
58 78–79 growing with your role
fears, dealing with 17, 71, 75 20–21
entrepreneurs, learning feedback leading from within 12–19
from 78–79 management differences 11
360 º 48–49 patterns, adopting new
feedback 20, 44–45 appraisals 42, 44–45, 92–93
needs 41, 60–61, 92–93
service 72–73 46–47, 49
customers 20, 44–45
and development 44–45,

48–51

INDEX / 95

planning for future 58–63 promotion, internal 26 tasks see prioritizing tasks
qualities in others, psychological safety 37 teams
recognizing 85
research 24, 41 Q building relationships with
self-development 50–51 34–37
stages 85–87 questionnaires, feedback 49
targets see targets choosing 66–67
and teams see teams R conflict resolution 66, 68,
transitions 85, 86–89
vision see vision reflection, self 50–51 70–71
learning relationships energizing skills 20, 40,
from entrepreneurs 78–81
from feedback see feedback building 34–37, 40, 70–71 66–69
see also information networking 76–77 feedback see feedback
remote working 45, 52, 53, 66, group dynamics 24, 66, 68
management inspiration, providing 54,
life-work balance 52–53 90
LinkedIn 76 research, leadership 24, 41 64, 92
responsibility, taking 12, 31, 87, newcomers 67
M personnel selection 32–33
88 rewards 18
management, leadership results virtual 92
differences 11 work-life balance 52–53
achieving 40, 52, 62, 72–73 thinking styles 13, 66
mentoring see coaching and coaching 90 time management 28–29, 30
micromanaging 31 rewards, team 18 see also prioritizing tasks
motivation risk 37, 59, 69, 79 transitions, leadership 85,

losing 71 S 86–89
and professional
safety, psychological 37 U
development 18 self-assessment 38–39, 42
self-awareness 15, 48, 51, 90 uncertainty, embracing 79
N self-confidence 74–75 unconscious bias 39, 44–45, 85
self-development 50–51
names, remembering 25 self-knowledge 16, 75 V
networking 76–77 service level agreements 72
nonverbal communication 74 SMART objectives 46–47 values and objectives 15, 18–19,
stability, maintaining 64 38–39
O stages of leadership 85–87
stakeholders virtual teams 92
obligations, service level vision
agreements 72 and change 64–65
operational thinking 12 relationships with 34–37 and coaching 40
organizational growth 21 trust building 74–75 delivering messages 74
other-awareness 88 stories, learning from 34–35 and growth 20–21
ownership of goals 68 strategic thinking 12 inspiration, providing 54,
stress management 51, 52, 53,
P 64, 90, 92
62, 85 leading through 18–19, 92
performance reviews 42, 44–45, success recognizing 87
46–47, 49
celebrating 62 W
personnel selection 32–33 confidence improvement
portfolio careers 92–93 weighted assessments 60–61
power devolution 27, 68, 75 74–75 why, explaining 18
prioritizing tasks energizing skills 20, 40, work-life balance 52–53

balancing 64, 72–73 66–69
delegating 21, 30–33, 71 entrepreneurial, learning
time management 28–29,
from 78–81
30 see also coaching; vision
problem-solving 10–11, 66
professional bodies 77 T

tactical thinking 12
targets 38, 64, 72–73

96 / ACKNOWLEDGMENTS

Acknowledgments

Stats Delhi Team:
p.20 “Founder-Led Companies Outperform the Rest— Senior Art Editor Govind Mittal
Here’s Why”, Harvard Business Review, March 24, 2016 Art Editor Vikas Chauhan
p.25 Leadership & Management in the UK—The Key to DTP Designer Vishal Bhatia
Sustainable Growth, Department for Business, Innovation
& Skills, July 2012 First edition:
p.32 “Delegating: A Huge Management Challenge for Senior Editor Peter Jones
Entrepreneurs”, Gallup, April 15, 2015 Senior Art Editor Helen Spencer
p.34 State of the Workplace Empathy, Businessolver, 2018 Executive Managing Editor
p.44 Feedback on Feedback, Eagle Hill, 2015
p.47 “3 Ways to Improve Performance Management Adèle Hayward
Conversations”, Gartner, December 20, 2019 Managing Art Editor Kat Mead
p.63 Succeeding in Disruptive Times: Global Art Director Peter Luff
Transformation Study, KPMG, 2016 Publisher Stephanie Jackson
p.69 “The Right Culture: Not Just About Employee Production Editor Ben Marcus
Satisfaction”, Gallup, April 12, 2017 Production Controller Hema Gohil
p.72 The True Value of Customer Experiences, US Editor Charles Wills
Deloitte, 2018
p.77 “New Survey Reveals 85% of All Jobs Are First edition produced for Dorling Kindersley Limited by
Filled via Networking”, Lou Adler, LinkedIn.com, Cobalt ID, The Stables, Wood Farm, Deopham Road,
February 29, 2016 Attleborough, Norfolk NR17 1AJ
p.79 “The Productivity Advantage of Serial www.cobaltid.co.uk
Entrepreneurs”, Kathryn Shaw & Anders Sørensen,
ILR Review, July 17, 2019 Editors
p.81 “Fostering Creativity at Work: Do Your Managers Louise Abbott, Kati Dye, Maddy King,
Push or Crush Innovation?”, Gallup, December 19, 2018 Marek Walisiewicz
p.85 Global Human Capital Trends, Deloitte, 2019
p.87 “Follow the Leader(ship) Spending”, Mike
Prokopeak, Chief Learning Officer, March 21, 2018

The publisher would like to thank:
Delhi Team
DTP Designer: Jaypal Singh Chauhan,
Mrinmoy Mazumdar
Editor: Beverly Smart

Second edition:
Senior Art Editor Gillian Andrews
Project Editor Hugo Wilkinson
Designer XAB Design
Editor Louise Tucker
UK Editor Sam Kennedy
US Editors Margaret Parrish, Jill Hamilton
Managing Editor Stephanie Farrow
Senior Managing Art Editor Lee Griffiths
Production Editor Nikoleta Parasaki
Production Controller Mandy Inness
Jacket Designer Mark Cavanagh
Design Development Manager Sophia M.T.T.