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Leadership Lessons from Bill Campbell

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What makes you a leader? Is it your title, your ability to go through situations unscathed or leading by popular demand? Maybe it is the numerous certificates on your wall or collecting subordinate appreciation. Not quite what you had in mind? Dive into the leadership lessons from Bill Campbell, legendary mentor and executive coach to many of business luminaries.

1. Don’t assume your employees automatically respect you because you’re the boss
Campbell did not believe in positional authority “Your title makes you a manager. Your people will decide if you’re a leader, and it’s up to you to live up to that”  Campbell told managers a strong company culture was a better way to motivate employees. They should “create the environment where they can do the best work of their lives.”

2. Lean into hard problems
Campbell believed in “being brave”, particularly during tough times. You need to lean into hard problems because they don’t go away.

3. Do what’s right, even if it’s not in fashion
Bill Campbell was focused on diversity, especially gender diversity, before it was cool. Campbell sparked the idea to launch a women’s entrepreneurship conference series and funded the first one himself.

4. Lead people to opportunity
Campbell did not place much value on degrees or even IQs—he cared about courage and getting things done. “Bill loved people that had dirt under their fingernails, get-shit-done kind of people,” says Brad Smith, Chairman and CEO of Intuit. “That validated a lot of people. He gave people a shot.”

5. It’s not about you, it’s about the team
Campbell didn’t want attention for his work. Though he worked with a lot of celebrity CEOs, he didn’t like ego. “He believed in team. He lived the kind of values he taught,” said John Doerr, a partner at Kleiner Perkins. “I don’t think you can be an effective coach and be on stage,” he added. “You gotta call the plays from the side.”

How To Get The Best Out Of Your Brain At Work

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By Dr Tara Swart

You might not have guessed it, but neuroscience and the way the brain works has all sorts of implications for business. Most people get paid to use their brains, but few understand how their brain works and how to get the best out of it. Understanding neuroscience means that we can better understand leadership stress and resilience, risk-taking and decision-making; how to harness diversity of thinking in teams; how to create conditions for success in organisations; and how to deal effectively with rapid change.

Our brains are by no means fixed or set in adulthood: neuroplasticity, or the ability of the brain to change itself in response to what it experiences, means that we are all capable of changing the way with think and feel about things. The more we practice new behaviours, the deeper the neural pathways will become, and the easier the new process is.  If we want to make a change, for example, from a fixed to a growth mindset, we have to do it consciously and deliberately with awareness, focus and attention.

Just like athletes train their bodies, professionals should look after their brain’s health in order to enhance their performance at work. Our body is not just a convenient vehicle for moving the brain from meeting to meeting. We receive a lot of information and input from our bodies. In the stomach and gut, you find almost all of the neurotransmitters – such as serotonin and dopamine – that are also active in the brain, and help us make decisions and function in everyday life. Caring for both body and brain with a healthy diet, we can improve our brain’s effectiveness at work. Good hydration is equally important; likewise, cutting back on alcohol and caffeine is ideal.  

The ways in which you can improve your brain’s physical health to boost your performance at work (and outside of it) fall into 5 broad categories: Rest, fuel, hydration, oxygenation and mindfulness, or simplification.

1. Sleep

Make sure you get 7-9 hours of good quality sleep every night. Whilst you sleep, your glymphatic system cleans your brain. Population norm studies have shown that any disruption to this reduces your working IQ by 5-8 points the next day.

2. Fuel

Eating properly boosts your brain’s executive functions such as emotional regulation, complex problem-solving and thinking flexibly. Eating magnesium rich foods, such as beans, nuts or leafy green vegetables and taking a mineral supplement lowers levels of your stress hormone cortisol. If you find it hard, you can simply take supplements in magnesium and omega oils alongside your usual diet.

3. Hydration

Hydration is critical as a 1-3% decrease can negatively affect your memory, concentration and decision-making. Try to drink at least 500ml of water for every 15kg of your body weight a day.

4. Oxygenation

Doing regular exercise can have the same effect on the brain as a low dose of anti-depressants and boosts your productivity by as much as 15%. Physical exercise releases cortisol from your body through sweating and this helps you deal with stress.

5. Mindfulness

Practising mindfulness can reduce cortisol levels in the blood which lowers our stress levels and makes us feel more relaxed.

Studies have shown that just 12 minutes of mindfulness a day or 30 minutes of mindfulness 3 times a week thickens folds in the pre-frontal cortex – the area of the brain associated with higher executive functions such as emotion regulation, problem solving and flexible thinking.

We have a limited amount of quality decisions we can make each day, so avoid focusing too much energy on decision-making in the morning, saving your cognitive resources for throughout the day.

In sum, neuroscience turns out to be far more important for business than we might first imagine. Neuroscience-based coaching, and drawing on the remarkable plasticity of the brain, helps create the ideal environment and mindset in which business leaders can thrive, enjoy their work, and build happier teams too.

Dr Tara Swart is a renowned neuroscientist, leadership coach, medical doctor and award-winning author. 

This article was originally posted by Entrepreneur Magazine.

 

Lessons in Strategy from the Nonprofit World

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by Nicola Tyler 

Nestled in the heart of the Austrian Alps, Tyrol is home to some of the world’s best wines (yes, who knew?), heritage architectural sites and, of course, ski resorts.   Innsbruck, the capital is the only city to be found within the Alps.  Innsbruck is also home to one of the world’s most diverse organisations – SOS Children’s Villages.  This 1.2 billion euro non-profit supports over 1 million parentless and homeless children around the world and lives for its mission that “no child should grow up alone”.   During a recent trip to Innsbruck to work with SOS, I learned a lot about the parallel workings of the for profit and nonprofit worlds.

Serious About Strategy

It was clear to me as co-facilitator that this is a non-profit with a very clear plan.  Childcare isn’t a short-term plan; it requires long-term thinking, particularly when you are working with children from the age of 9 days old to 19.  During the first week of February, more than 100 leaders from around the world gathered in Innsbruck, representing more than 15 countries from all continents. It became a knowledge incubator for sharing best practice, lessons on advocacy and children’s rights.  A veritable feast of case studies was prepared, shared, consumed and cross-referenced.  The goal? To kick off the 2030 Strategy and to ensure that SOS is sustained beyond 2030.

Lesson learned: Strategy, good strategy, not only requires clear planning, but also a serious investment in engaging leadership to take ownership and implement that strategy.  Great strategy involves the people.  Awesome strategy ensures that people own the strategy beyond the leadership team.

Democratic Decision Making

The SOS Children’s Villages operate a federal system.  Long term decisions are made in the Senate, comprising representatives from Member Associates, who are made up of country members that meet a specific set of criteria.  A Quality Assurance model is in place to ensure appropriate governance and practices for child care within a country or region.  Members have a vote in the Senate, and these votes are used to appoint a President, Vice President, and “a Board” for a finite period of time.  The Senate meets every 4 years to decide and plan on the future leadership team, and to sanction a strategy for both fundraising and child care.  National Associates, are also present but do not have a vote.  These aspirant members, participate vigorously in the debates but a vote is only granted once they have met the criteria for inclusion.

Lesson Learned: While democracy often appears to be a slow wheel to turn, there is much to be said for the level of debate that occurs among equals, giving rise to higher levels of engagement and transparency, not often seen in a typical “for profit” environment.  While potentially flawed, the voting system of this working world ensured vigorous and non-adversarial debates.  A welcome sight indeed.

Knowledge Sharing

The world of this NGO, like any typical organisation, is broken down into Regions, with Directors appointed to work and lobby Governments and organisations, NGOs and communities.  When it comes to child rearing, everyone is involved.  For 3 days, Innsbruck became home to a brains trust of skills, experiences and case studies on child care, and everyone had a voice.  A powerhouse of insights was garnered by participants through a carefully planned and well orchestrated event allowing knowledge sharing and debate.

Lesson learned: When you invest that heavily in getting the right people in a room, invest as heavily in having them lead the learning.  This was not about leadership and “at you” presentations, this was about questions, answers, and engagement.  The presentations from leadership were not only brief but encompassed carefully facilitated Q&A sessions that were entirely interactive with the audience.  

Programme Review & Undo

What in business we might call a Strategic Initiative, in the world of NGOs is often called a Programme.  These are specific projects to which specific funds are allocated.  It is an incubator of ideas and opportunities. External organisations sponsor the research programmes, conferences, interventions, development programmes, and more.  What is clear is that these funds are respected, and protected, with careful monitoring and review processes in place from the outset.  Programmes may be funded for short periods of time, or over the longer-term.  Those that are considered successful may then be integrated into the ongoing care programmes.

Lesson learned: we could take a leaf out of this world when it comes to innovation in business.  It would be nice to see more frequent strategy testing programmes, where initiatives are first funded and tested, before being implemented.  A real incubator for strategic initiatives, instead of full steam ahead with ideas that may end up in file 13.  Worth thinking about.  Worth considering.  Worth doing!

Strength in Diversity

The group of thinkers was diverse, with participants from more than over 15 countries. Diversity is often seen as “colour” or race in South Africa, but here we witnessed the true power of diversity.  Diversity of race for sure, but also diversity of expertise, of culture, economic background and age. Diversity of experience (some had been in the organisation for a few weeks and others for two decades), diversity of information, perspectives, and outlook. The mix was electric. It was also respectful and inclusive and brought about new insights, creativity and a considerable drive toward a common purpose (no child should grow up alone). People from all walks of life came come together to achieve a common objective.

Lesson learned: diversity can be difficult, causing discomfort, a lack of trust and communication challenges among other things, but the commitment to a truly diverse team can bring profound value. Diversity works! It encourages the consideration of alternatives, drives creativity and a thirst for innovation. I cannot underemphasize the value of a clear strategic goal that goes beyond the numbers and unites a team. What could be achieved if everyone in your organisation woke up as committed today as they were yesterday, to the goal of your organisation?  I’ve said for years – people don’t get out of bed for a number.  Don’t have a mission, create a movement.  

Nicola Tyler is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Tom Peters, Robert Kaplan, Ricardo Semler, Edward de Bono, Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom. 

The ability to think, plan and operate strategically is fast becoming the true competitive advantage. Click HERE to find out more or contact us at info@brg.co.za to book a needs assessment.

5 Top Tips for Revisiting your Strategy

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by Nicola Tyler 

Nicola Tyler, famous for her Strategic Conversations, gives some great tips and tricks for when you next revisit your strategy.

 

 

1. Create a movement beyond your mission

Today, it is important to build on the value and assets that you have.  Don’t reinvent the wheel. The wheel serves a purpose.  Stay true to your mission, and to your cause.  Believe in your purpose.  Service and hone your core capability as it will stand the test of time, and retain customers (donors) that have supported you for years.

2. Let go!

Plan for the future and continuously review your plans and improve on what you have.  Continuous improvement is key to longevity, but in the process, review your initiatives (programmes) and let go of that which is no longer serving your needs.

3. Be clear on your ‘To-Don’t’ list!

Tom Peters has long claimed that a “To-Don’t” list is critically important for personal and organizational success and this underpins a good strategy. He says “I have made more mistakes in my life by saying “yes” to too many things than probably any other thing that I’ve done”.  Be as clear on what you’ll say “NO” to, as you are about what you say “yes” to.

4. Innovate to be on-trend not off-track

Innovate with the curve, not necessarily ahead of it.  Trends, like waves, come and go.  It’s vital that you know what wave to catch, and which to let go.  Don’t innovate for the sake of it, as it may just destroy the value that created your business in the first place.  Innovate because it makes sense to your business model, and keeps you on trend instead of taking you off track.

5. Cross-functional integration is more important than alignment

Research tells us that the effective implementation of strategy is not just about cascading and alignment, it’s about creating a level of fluidity across units.  What is called “cross functional integration”.  Strategies are not implemented by stealth, they are implemented by teams.  If the leader is the bottleneck when it comes to decisions, then the wheel of strategy implementation will always be a slow wheel to turn.  Create teams.  Across the functions, not just within them and see what magic happens.

Nicola Tyler is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Dr Tara Swart, Tom Peters, Prof Robert Kaplan, Ricardo Semler, Edward de Bono, Prof Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom. 

The ability to think, plan and operate strategically is fast becoming the true competitive advantage. Click HERE to find out more or contact us at info@brg.co.za to book a needs assessment.

 

Neuroscience tips for improved leadership

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by Dr Tara Swart

Most of us get paid to use our brains, yet there is often a lack of understanding about how our brain works and how we can use it to its full potential. Knowing simple facts about how your brain functions can help you train your mind and improve how you work, both personally and as part a team. It is often presumed that good leadership is inherent, a quality which we are born with. Neuroscience supports the idea that leaders can be born and are then made by developing favourable brain pathways. There has been a lot of work done in the application of neuroscience to business, and I cover the subject in depth in my book Neuroscience for Leadership. The following are a few small science-backed tips that may help you begin to realise your potential for great leadership.

The ability to adapt is crucial to effective longevity in business.
With an ever-changing business environment, as well as ongoing stress and pressure, leaders must be constantly open to re-examining and changing their habits. Encouraging our brain’s neuroplasticity (the ability of the brain to adapt by creating new neural pathways) will teach our brains new behaviours, whilst weakening the old habits we no longer need.

As a leader, it is vital to lead by example – if you are stressed this will affect your whole team.
Cortisol, the “stress” hormone, is contagious so reducing your cortisol levels is crucial to calm not only yourself, but those around you. In the long term, this can be done through practicing mindfulness meditation, which will thicken the folds in the pre-frontal cortex, the part of the brain associated with higher executive functions, such as flexible thinking, impulse control and reasonable decision-making. If you aware of your stress rising, for a quick fix, deep abdominal breathing can reduce cortisol production and increase oxygen flow to the brain.

In contrast oxytocin, the bonding hormone, will help you develop trust and good communication with others. These qualities are crucial to leading an effective team, which will thrive long-term, as well as building new business connections. Developing a trusting work environment will help encourage learning, bonding and creativity. Oxytocin can be released through simple, physical interactions, such as good eye contact and handshaking as well as through successful communication. Productive meetings, a motivational speech or team bonding sessions will all help boost oxytocin between colleagues.

Good leadership is often all about confidence – whether it be your own or instilling confidence in others.
Higher levels of testosterone are linked to an increase in confidence. Testosterone also has a positive effect on risk taking and competitiveness, important when engaging with potential business contacts and staying one step ahead of your competitors. The connection between the mind and the body means that simply standing tall and acting with assurance can boost your testosterone levels and reduce your cortisol levels (stress). In the same way hunching and making yourself small will have the opposite effect. Having positive and open body language will not only come across well, but will make you feel more confident.

Even being able to examine your current habits and implementing small changes like these will help you harness your brain’s full potential for leadership and gain a competitive edge in the work environment.

Dr Tara Swart is a neuroscientist, leadership coach, award-winning author and a medical doctor. She works with leaders all over the world to help them achieve mental resilience and peak brain performance, improving their ability to manage stress, regulate emotions and retain information.

Business Results Group is delighted to once again host Dr Swart who is visiting South Africa to present on Neuroscience for Leadership in Johannesburg on the 25th May 2017. For more information, click HERE 

Tara 2017 Attend the Event

Innovate or Die

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by Nicola Tyler 

“The entrepreneur upsets and disorganizes…his task is ‘creative disruption.” – Peter F. Drucker, Innovation and Entrepreneurship

The age of digital disruption and rapid agile development requires that we think differently.  It’s not a luxury, it’s a necessity.  It’s not an option, it’s a mandate.  So why are organisations still teetering on the brink of innovation, failing to make the leap of faith required to think differently and take action? Fear is a debilitating emotion.    

Innovate or die is a strong statement. Innovation is an option, death is not. Many companies do everything in their power to avoid death. But great companies know that for something new to be born, something has to die. In fact, the best companies know that the right time to destroy value is on the up, never on the down.  Change when you’re winning if you want to get ahead; that’s the role that innovation can play.

Nothing New

This isn’t anything new.  Like many concepts in business, this message has been around for years. Clayton Christensen from Harvard speaks about it in his book The Innovators Dilemma.  Edward de Bono wrote about it in 1968, when he first exposed us to the concept of lateral thinking – suggesting that there was a scientific and mathematical need for creativity. Alvin Toffler, who has made a Harry Potter-esque comeback, wrote about it in Future Shock, way back in 1970. Charles Handy wrote about it in the 1980s in The Age of Unreason.  Jack Matson wrote about it in 1996, in Innovate or Die. How much more evidence do we need? How many more thinkers do we need to ask? We cannot create new value if we are not prepared to destroy some value in the process. Like a phoenix rising from the ashes, something has to die to give birth to something new. It’s the same in relationships, it’s the same in business, it’s the same in life.  

The Sigmoid Curve Says It Best

In the book The Age of Unreason, Charles Handy talks about the Sigmoid Curve.  The premise is that organisations have a life-cycle, moving from Inception through Growth to Maturity and then Decline.  The theory suggests that you need to destroy value to create value, and that you have two primary opportunities to do that.  You can change at Point A (during the Growth phase) or at Point B (in the Decline phase).  Both points represent change and pain.  But it hurts more to change at point B, than it does to change at Point A.  Changing at Point B can also be catastrophic – it requires more energy to change in decline, and sometimes the momentum of the change around you is greater than the energy or the will you have in the business to execute on the change.  Changing at Point B can be too late – ask Kodak, I’m sure they will tell you.

Think Differently | Act Differently

Wherever you are in your organization’s life-cycle, take innovation seriously.  Innovation is not only about thinking but about thinking in action. Innovation is the successful exploitation of a new idea. If you haven’t made the investment yet, make it now. If you haven’t taken that leap of faith, take it now. If you are debilitated by fear, go for therapy. Innovation isn’t an option – in fact, it’s the life force of your organisation.

Nicola Tyler, is a highly respected strategic thinker. With over 20 years of experience in Strategy, Consulting, Leadership, Development and Coaching, she is an Associate of the Gordon Institute of Business, a Master Trainer in a full range of de Bono Thinking tools. Working both locally and internationally, she delivers her own “Strategic Conversation” methodology to senior teams committed to innovation and driving sustainable results.

Nicola has shared the stage with world renowned thought leaders such as Tom Peters, Robert Kaplan, Ricardo Semler, Edward de Bono, Dave Ulrich, Martin Seligman, Richard Koch and Martin Lindstrom.