Comment Comment
Comment on the blogs Log in here Become a member Register now
 
Peter Honey

Peter Honey

5 Jul 2010 | 15:54

(Maximum of 120 characters)
Articles more than one month old can be viewed only by CIPD members or PM Subscribers.

Apparently Justin Fox, editorial director of the Harvard Business Review, has produced a refreshingly different answer to the question so often asked of captains of industry, namely: “What does leadership mean to you?” The usual answers are the things you’d expect about having, and communicating, a clear vision, decision-making prowess, persistence in the face of adversity – and all the rest of it. 

Justin Fox said that the three qualities required for a great leader are a willingness to travel, being able to sleep on planes and having an iron stomach. He also invited other suggestions. Here are mine:

• Keeping a straight face while saying “people are our most important asset”.
• Consulting widely and then doing what you’d decided to do in the first place.
• Ignoring all feedback – especially anything critical.
• Visiting remote parts of the company and walking around feigning a deep interest in everything and everybody.
• Making carefully rehearsed speeches without referring to notes and pretending you are speaking off the cuff.
• Being adept at self-justification and blaming events that are “beyond your control”.
• Never admitting to any mistake or failing.
• Setting targets for staff that place a disproportionate emphasis on measurable results, regardless of whether they have control over what happens.
• Hogging all meetings.
• Frequently saying things such as: “This is where the rubber hits the road” and “If you can’t stand the heat, get out of the kitchen.”
• Being convinced that people think your jokes are funny.

What qualities would you include?

Comments

1. At 15:38 on 06 Jul 2010, Susan Johnson wrote:

This might be included as jargon, but I would suggest being able to say 'adding value' with a straight face (my pet hate!). And being ok with awarding yourself a six-figure bonues (at least) while 'cutting costs' by making swathes of your workforce redundant.
Report this post

2. At 13:07 on 15 Jul 2010, Rae wrote:

Love it...sending copies to any CEO's I know.

I think we need "Suggesting people work smarter not harder" - in there.... on the basis that people have so much capacity that they want to do it the hard way!
Report this post

3. At 20:58 on 16 Jul 2010, Dawn Sillett wrote:

Wonderful post PH!
I'd add to Susan's comment about awarding yourself a six-figure bonus: followed by leaving the organisation that paid it to you, which is actually in dire straits, whilst gathering lots of headlines for your brave new move.
Report this post

 
 

Bookmark and share

What are these?
 
 
 

About the specialists

Iain Mackinnon

Iain Mackinnon

Managing director of the Mackinnon Partnership and a public policy consultant specialising in the people side of economic development,...

Ian Buckingham

Ian Buckingham

A specialist in employee engagement. He is the former founding MD of Interbrand Inside and the founder of the Bring Yourself 2 Work...

John Philpott

John Philpott

Chief economic adviser at the CIPD and visiting professor of economics at the University of Hertfordshire. He has been an adviser to...

John Taylor

John Taylor

John Taylor is the chief executive of Acas

Lou Burrows

Lou Burrows

Global head of people at innovation company ?What If! Since joining in 2006 Lou has revolutionised the company's approach to recruitment,...

Peter Honey

Peter Honey

Founder of Peter Honey Publications Ltd. He created the Honey & Mumford Learning Styles Questionnaire and has worked as a management...

Peter Reid

Peter Reid

European Employee Relations Consultant who has monitored employment developments in Brussels for almost 20 years. Peter also advises...

Richard Goff

Richard Goff

Richard Goff is one of the CIPD's Relationship Managers, concentrating particularly on relationships with HR Leaders and engaging them...

The Apprentice

The Apprentice

Jo Cameron is a former contestant on The Apprentice and founder of training and development company Jo Cameron’s High Performance Academy....

Apprenticeships that work

New guidance to help you in developing high-quality apprenticeships

Read the new CIPD guide

HRD Conference 2012

Add value to your business with practical L&D solutions from HRD

25-26 April. Find out more
Sponsored links on People Management
Links open in new window
 
People Management neither recommends, nor is responsible for, the content of external sites listed here.
Your link here: contact the PM sales team.

It’s untenable to have a normal retirement age in public-sector schemes that is significantly different from the state retirement age

Brian Bailey, Director of pensions, West Midlands Pension Fund and member of High Pay Commission