Leadership, data and the lady on the end of the phone — Part 1

ON THE 14 BUS — I have just read an estimate that we will have generated 35 zettabytes of data by 2020.

A zettabyte is a number with 21 zeros after it.  Try writing that out…

Yea, I can’t be bothered either.  But man, that’s a big number.  What is it all? And who is reading/ watching it?

Technology people say that we ‘create’ data and then others ‘consume’ it.

That makes it sound very posh, doesn’t it?  It certainly sounds like something you want to do.  And maybe even pay for.

Instead it increasingly feels to me like we are simply ‘throwing off’ data.  Like giving off heat.  And someone is there catching it.

It’s an image isn’t it?  We’re like wet dogs shaking furiously, and that humid cloud of noughts and dashes that flies off is being carefully preserved and made available for others to dig through.

But who wants to dig through that?

It’s brilliant that we have these new tools.  That infants in Nando’s can watch cartoons on iPads while their parents stare blindly off into the middle distance.  That satnavs mean I never have to know where I am, or where I am going.  That the Yellow Pages or Dewey Decimal System are now an anachronism.  That I can have a stack 1.5 cms high of unread books on my bedside Kindle.

Unfortunately, I don’t think that stops our most important experiences from being human ones.  I will still remember a product by the person who sold it to me, a holiday by the feeling of being there, a business meeting by the jokes or the tie…

In a digital age when the machines are meant to make all the difference, we’re learning that maybe the media is NOT the message.  Leaders are not rising up, blinking and unshaven out of their mothers’ basements.  They are still people who can interact, express and understand the things that others feel.  And do so in person.

Zettabytes are less meaningful than Zelda bites.  As F. Scott probably would never have said.

/df

Raising money

We have found it's good to do what they say

CHELSEA — Where has all the money gone?  That’s a question I discussed with senior change leaders at two great international businesses this week.

When they bemoaned their business’ inability to spend, or it’s continued focus on cutting core costs, I pointed out the money their companies are sitting on.

Great big piles of cash.

That’s what businesses have in their bank accounts at the moment. And so long as they won’t spend it, then the economy will still stutter along.

How do we change that?

Hard to say.  If you’ve known a lot of rainy days you’re going to find it hard to change your behaviour.

What can you do?

We do have one idea.  You can put some of your own money into helping those less able to help themselves.

We’re running… almost all of us at Able and How… on June 14, to raise money for Crisis.  It’s a good charity for an important cause.  And it’s one (small) way to put money back into the economy — where it is needed most.

Some of us run funny, apparently.  And some are taking it quite seriously.  Some of us will be running fast just to get away from those who run funny.

Would you sponsor us?  We’d like it if you did.

www.virginmoneygiving.com/team/AbleandHow

Meanwhile we’ll keep working on getting the economy going again.

Thanks

/df

Leadership and transformation: It’s not what you think


BALTIMORE TRAIN STATION — Harvard Business Review has a cover story about Apple founder Steve Jobs.

THE REAL LEADERSHIP LESSONS OF STEVE JOBS

The title is not capitalised like that, but it might as well be.  It screams from the news-stand. And maybe some people will part with $25 to buy a copy.

Unfortunately the article fails where almost everything else I have read on leadership does as well: it’s too specific and not useful enough.

The leadership lessons or Mr Jobs go roughly like this:
1. Focus
2. Simplicity

And then, remarkably, there are 12 more lessons that follow that.

Twelve.

Fourteen in total.

I have always said — having worked through university as a tennis instructor — that the moment you ask someone to do more that one or two things they couldn’t hit anything.

John P. Kotter in many other HBR articles insists that leaders focus on one or two things.

And then there are some of the other leadership gurus who say they’ve boiled it down to 4 things (plus 2 more)… or 5.  There are definitely only 8 says another.

One day I will make a list.  I can say for sure though that in HBR’s 10 “must read” articles on leadership there are no less than 61 things that great leaders must do.

Is it any wonder consultants and business researchers have a bad name!?

Kowabunga.

As I head into another week delivering low-key leadership training for one of the world’s biggest companies, I remain convinced of one thing.

That’s ONE thing.

There are only a few things that leaders need to know how to do.  One of them you’re going to be good at — even really good at.  One of them you’ll be… okay.  You can do it.  But you may not like it, or you may be less good at it.

And one thing you’re probably going to be quite bad at.

But that’s okay too.  You can learn.

Yes you can.  You can learn to make up the difference.  It’s not magic.  It’s just practice and learning.

We’d be happy to talk to you about it.

We’ve been doing it for many years.  For thousands of executives.  You’d recognise almost all the company names.  (It might even include your business!)

Just don’t try all 14 of Steve’s “real leadership lessons”. Life’s too short.

/df

Details, dress & diplomacy: Why your big brain won’t always be enough

LONDON — There are several converging thoughts in this article.  All of which are probably likely to get me in trouble. For this is a topic that we should be able to talk about, but many forces conspire against it.

As background to this, there are a few things going on in the business.  We are interviewing right now.  I am [...]

Communications Function reviews

MY KITCHEN — You know it could be better.

The Events team don’t do the AGM for some reason that no one can remember.  Or Brand is spread across 5 departments, including Legal and Tax?

Or sometimes you look at your Communications Function and you can tell it’s broken.

Do you need 15 people in Internal Communications?  Why does the Crisis guy sit [...]

The fine line between business vanity and genius…

FULHAM — The title should read: “The fine line between business vanity and genius: that’s change management.” But it was too long.

I have just read about the Galacticos Island this morning.  A billion-dollar plan to build a Real Madrid theme-park island in the UAE.  It was being derided as a wild and silly idea.  [...]

The end of brand nationalism?

LONDON — It’s been a busy few months. Apologies for not having written sooner.  When there is a lot on you sometimes don’t get the thoughts through to the page.

A stack of un-posted blogs litter my inbox.

I don’t want to confuse you about brand.  Able and How is not a ‘brand’ business.  But because we are almost always concerned with [...]

Apple, Foxconn and change management

KINGS ROAD — Apple are facing “bad PR” with their Foxconn tie-up.  That seems to be what columnists are saying.

(One bank, UBS, said yesterday that the pay rises for employees, brought on by exposés of the loss of life and investigations into explosions at iPhone and iPad manufacturing sites, “[...]

Change is good

WIMBLEDON COMMON — Change is good.  It is what you want when all else fails. It is the excitement of a new job.  It is what we think that money buys.

Change is what we say we want when we’re unhappy.  It can cure loneliness, boredom, stress, and, some say, cancer.

Change is a vacation.  It’s hard work.  It’s learning to catch [...]

Consulting: The Tuna Fish Sandwich Rule

HYDE PARK — Listen up. Especially if you’re new to consulting, or if you travel a lot on business.

A fellow called Tom Aiken (not the cook) taught me this important life lesson in a restaurant by the river in Philadephia… about 15 years ago.

I have always remembered.

“My wife and I have an agreement,” he said.  “When I am travelling on [...]