Which You is the Right You?

When you have started on your journey to find the work you love, the biggest challenge is not finding something you love, and can also make money doing, but it is working out which of the many choices that you could take will lead you to the work and lifestyle of your dreams?

It's not about discovering yourself, it's about discovering yourselves!

You see there is no envelope out there with your name on that tells you your perfect job or career, it's never that easy. Instead you have to discover what your real working identity is and how you can create the lifestyle you want from it. So today I thought I would give you my top five tips for discovering your working identity.

Act Don't Think!

I get so many emails and phone calls from people who are looking for help in discovering the work they love and in most cases the first thing I discover is they have spent months, even years, thinking about their ideal role in life, yet have not taken any action to check out their thinking. So rule one is act don’t think. Throw away the assessment manuals and career guides, get out there and try things, then try some more things. Eventually, and in fact normally very quickly, you will discover what you love and hate about the work you do.

Change Your Mind!

Once you have set down a path that you think is the route to the answers you are looking for, it's fine to change your mind as often as you like. You can go back and forth between different ideas, experimenting, learning, but not to much analyzing, just a little reflection and a lot of action is whats needed.

No Big Decisions!

Don’t commit yourself to life changing decisions until you have done plenty of my first two tips. Even then, don’t do something that you cannot back out of with little consequence. In other words, do not commit your life savings, or even your redundancy cheque, to an untested idea, this is the time for small steps and small decisions.

Jump Before You're Pushed!

It's OK to take a step back and reflect on your decisions, but not for too long. If you procrastinate and wait for disaster to force your hand, you are not going to make the right decision. So prepare yourself as early as possible, start taking action, and start experimenting, before you jump from your last job. But don’t worry, many people do not have that luxury and are suddenly faced with losing their job. This doesn’t mean you need to panic, you can still follow these tips, but think about getting a coach, mentor, or a trusted expert who can help you accelerate your transition process.

Seize the Moment!

Life doesn’t move at one pace, so this is going to be a stop start process. It is really important that you are ready to take opportunities as and when they appear. Use the natural gaps and windows in your life to reach out to your network and communicate your intentions, receive feedback, and learn new things. Now some of you, I know, are big on planning and will have a fixed plan for how your transition will work. STOP! Don’t allow your fixed view of how this should all work to stifle your natural creativity. Don't let it close off potential life changing opportunities, just because they were not in your plan!

About The Author’s Work

As well as the many speaking and training events James appears at, He also conducts a small number of one on one coaching sessions for people who really need to gain traction in their career transition. James will take on a further five individual coaching assignments in the next two months, and if you would like James to help you, drop him an email at james@james-kneller.com with your contact details and we will get in contact with you.

Need a Speaker?

James is an incredibly entertaining, engaging, and knowledgable speaker, and if you would like to book him for an event, contact him by email at james@james-kneller.com

Its all about your network!

Its all about them you know! Your Network I mean.... You see last week I was sharing with you my views on being in transition, and the importance of walking the crooked path, experimenting, and trying things on for size.

So a key part of your transition process is, how do you leverage and extend your network of contacts?

For those of you of a more introvert disposition, the idea of networking may take you way out of your comfort zone. But in truth. most people find this challenging, but the thing is, no matter where your crooked path may end up, your ability to network will make a huge impact on your ability to set up a successful business, or land that perfect job you have always dreamt about.

Networking comes all many shapes and sizes, social media, blogging, formal network events, getting back in touch through Linkedin, and simply trawling through your address book on your PC, are all good places to start.

Many of you may not like the idea of Twitter, Facebook, and all the various online meeting places, but here is the thing, somewhere out there is someone who will help you find the work you love, so the more you get the message out, the quicker you will expand your community.

So within my network I have friends and contacts who I admire, who I consider a role model, and who have helped me over the years develop my business, and provided direction during my search for the work I love. So I have asked one of these people from my network, Dr Joanna Martin, to share her tips on Networking.

Why YOU Need To Network
Your network is your net-worth! In other words, who you hang out is a reflection of where you are right now in terms of career and finance.

Are your friends and colleagues high achievers, entrepreneurs, millionaires and massively successful people with a vision and a purpose? In short, are they the people you aspire to be?

If not, never fear. It’s never been easier to lift our game and widen our circle of influence.

Expand Your Business
Whatever stage of business you’re at, you can never stop learning. I get so much out of my time in my mastermind group. I discover new tricks or techniques that can save me thousands of dollars or I make a mindset shift that takes me to the next financial level. And I always meet key contacts who I can JV with later down the line. If you’re wondering how to meet these people, then it’s easy:

Never waste a single opportunity.

Talk To People And Tell People Your Purpose
That’s right, every opportunity with people is a chance to communicate your purpose on earth. That person might be able to help you facilitate this goal or they might know someone else who can help you. In my years of training events, I’ve seen countless moments where people were synchronistically connected to the right person at the right time – just because they shared their purpose.

How To Network
Networking is like dating. You don’t want to get tooheavy too soon, not unless you want to scare them off. The key point to remember, it’s not all about you and what you want. It’s about forming a natural friendship where both of you can offer value to each other. A great way to make a long term contact is to find out what value you can offer them first. Think long term trust not short term grab.

Where To Meet New People
It’s never been easier in this day and age so here’s some suggestions you can follow right now:

• Social Media – Facebook is not just about playing games and chatting to friends, it’s about meeting new people and forming friendships with them online. Just like when you meet someone at an event, don’t bombard them with what you want, offer something to them first.
• Networking Events – a chance to face to face meet new clients. They even do speed networking now so the structure is there in place for you to meet as many people as you can.
• Seminars and Trainings – always take a business
• card and make the effort to meet new people, not just stay within your comfort circle. Often they have networking boards, so post your business card on this.
• Random – networking is not a setting you have to switch on or off. You always can be networking, in a queue, on an airplane, in the supermarket, on a bus, round a swimming pool. You name it!

Summary
So networking has never been easier and the benefits are priceless. This week, make the commitment to go to at least one networking event and see what rewards you can reap just by rubbing shoulders with people who can help you raise your game.

Would you like to use this article on your website or in your ezine? You are free to reproduce the text, as long as the information below stays intact.

ABOUT THE AUTHOR:

Dr Joanna Martin

Dr Joanna Martin is an internationally acclaimed speaker and sought-after educator who has taught over 40,000 people on three continents. She is also the author of the new book "The Lifestyle Shift". Today, she trains entrepreneurs and professionals alike in key communication, leadership, and presentation skills. With her partner Greg, through their business, Shift Lifestyle they provide strategy and support for business owners who want a lifestyle, not just a living. For more information go to: www.ShiftSpeakerTraining.com

What, you thought you could plan your way out of this?

I guess it's a bit of an occupational hazard of mine that requires me to attend so many conferences, seminars, and workshops run by those "who are here to help".

Whilst I do meet some interesting and successful people, I also meet people who are really struggling to find their way through the confusion of transitioning their career. On one such occasion, I was hiding in the corner, full of flu (The male form of a cold) when I got talking to a guy who had been made redundant from a project management position two years earlier and had decided to set up as a business growth coach!

How long have you been doing this?, I asked. ....Two years came the polite reply.

How many customers do you have? (This is always my second question!) .......None currently.

How many have you had in the two years?..........Well its been a bit quiet!

How many is that then? (No time for small talk!)....... Well none really! But I have a very detailed business plan that I have been working on since I started.

Now I wish this was an unusual story, but it is not. I meet literally hundreds of people who have exited either the Public or

Corporate world, and who think calling themselves a coach will deliver income for the future, it doesn't!

Now I am not saying that you cannot make money coaching, many do, but its a crowded market with only the very best making a survivable living (Thats £250,000+ per year in my book), and they work incredibly hard for a very long time to build a coaching practice of that size!

So, in my experience, people often use the term coach because they don't really know what they want to do for the second, or even third part of their career. They haven't discovered the work they love, or the life passion they want to follow.

Entering Transition

The day you leave your job is the beginning of your transition journey, and for many senior executives I meet, it often means

crawling under a duvet for six months feeling sorry for them selves and "catching up" on sleep. This is a natural reaction,

particularly when your exit has been traumatic, although for many people, six months under a duvet is a luxury they can ill afford. But for everyone, it is a missed opportunity.

You see, this is the time to walk the crooked path, a time for experimenting, a time of trying new things for size. Many of us

discover the work we love by accident, so experimenting, getting feedback, and experiencing new approaches can help us. Now for many people this is a lengthy process and often it is two years down the road before they have gained real clarity as to what is important to them, but it doesn't have to take that long.

Ask yourself

• What is my purpose in Life?
• What is the working environment I need that will enable me to do the work I love?
• When other people describe me, what do they say I am good at?
• What are the things I hate most about working?
• What do I need to develop to improve my performance?

Now at this stage it can get a little heavy, as this is the part where I take my personal clients on a very deep journey of self

discovery, or put more simply, what REALLY matters in life?

But remember, its not the answers to these question that matter at first, just that you start thinking about them, because this focus will enable you to gain clarity on what matters.

Now here I should point out that for many people, finding the work they love, is having the income and flexibility to allow them time, space, and financial security, to go and fulfill what they consider to be their life's purpose. In other words, its not the day to day work activities, but the lifestyle choice that is important.

Part of this process is certainly an internalized one, but part must also be identifying external sources to inform and populate

your decision making process, this includes Networking, which I will talk a little more about next week.

Ah yes......... the man with a detailed plan,

My point here is that your career transition is not about planning, its about experiencing and experimenting, the planning

bit comes later when you are designing your leveraged business model, a subject for another time.

Why not start the process now?

I would like to give you a heads up about a small workshop I am planning to run shortly, that not only will reveal to you the 4 1/2 Big secrets to to successfully transitioning your career and finding the work you love, but will also help you explore further

how to manage your career transition in a fraction of the time it takes most people.

To find out more go to http://www.james-kneller.com/1-day-workshop/

I'd love to see you there!

Take care

James

So what did You spend your first £Million on?

What you haven’t made it yet? Well you are not alone and whilst winning the lottery might be nice, you might need a plan B!

So I just spent a couple of hours with my good friend Peter Thompson, The UK’s leading business and personal growth expert, who made his first few million....... well, when I was still at school, and has continued to build and grow businesses since the 1980’s.

Peter introduced me to Gill Fielding, of Channel 4’s Secret Millionaire Fame, Business advisor to The Apprentice, original creator of tax free savings, and a leading light of the wealth creation industry. The purpose of the meeting was to discuss FOREX trading, the ultimate get rich, or get poor, (depending on your luck), investment choice for those who like to take the riskier approach to their money.

I started reflecting on how many people I meet looking for a get rich quick scheme, who don’t want to put the effort in to creating something that has value; financially, socially, and spiritually. Now don’t panic, this blog is not about spiritualism, its about creating the work we love, that makes a difference to us, our family and friends, and the communities we live in.

You see you can make a difference, and build a life style business that gives you the flexibility you need, and still have the financial rewards to build the life style you want. But it does take time, hard work, and absolute determination, mixed in of course with plenty of fun!

Preparing for Change

There are two sides to this coin, one is how you design and build your leveraged business model that makes you money while you sleep, the other is how do you find the path that lets you design and build your leveraged business model that makes you money while you sleep!

So the first step you need to take is about preparing for your journey, getting ready for change, now I know some of you like the idea of jumping on plane to your favorite destination, not worrying about packing and being prepared, but our journey is in to your unknown, so a little preparation is worth it.......trust me!

Whether your still in your corporate job, or have already taken that first step outside the organization by choice or otherwise, its not to late to start preparing for your career transition, and the search for the work you love. For most of us the destination is unclear therefore we have to start to increase the possibilities!

So......

Start reading all those business and self development books that you bought but never read - one a week is a good place to start!

Look up all the free webinars, workshops, and speaking events that could help you to inform your decision making process

Find a related subject to your field of expertise and experience and research the hell out of it - I attended workshops and seminars all over the world, some relevant, some amusing, but all helpful!

Look for experts in your field, and look for people doing what you think you might want to do, go meet them, attend their workshops, read their books, blogs, Tweets, etc, talk to them, work out what they have got that you haven't got, and go get it!

But be warned!!!!!! Once you start down this path, the choices become endless, the opportunities enormous, and the experiences life changing. Before you know it you have started your transition and are well on your way to finding the work you love.

Oh...about the Forex trading, like I said, find experts in the field , study and learn from them, then make your own mind up. So what did I learn from Gill and Peter? Remind me to tell you next week!

Google Adwords - A Story of Bravery

So I was flicking through some of the postings on one of the LinkedIn groups I follow, and I came across a posting from a friend who had just launched a new website. She was discussing her £40 experimental Adwords campaign on Google. £40???? Was it worth the effort I thought to myself? As I had only just seen the ink dry on a previous blog entry – Customers Cost- I was amused at such risk taking and bravery!!

Ok, I am not really one to talk; my digital marketing manager had been nagging me to run an Adwords campaign for months, and after much procrastination, (a much used revenue reduction tool used in small businesses!) I decided to dip my toe in the water. But here is the thing! If you really want to run a test campaign, you need to run it for 3 months minimum, just to see how customer reactions, and your ability to convert them in to paying customers, pans out. A good set of Google analytics, linked to your website, is a must!

So we started just focusing on London, with a low cost per click of around fifty pence, and then expanded outwards and slowly increased our max pay per click budget. Now in just two weeks we were achieving over 400 clicks per day, and achieving a 10% conversion in to signed up customers through our home or squeeze page. Now at this point I should point out that for the customer, this is all free up to here, and its important that you provide lots of great free information to keep them interested and build trust, so that when you do want them to spend money on your service or product, they already know the value of what they will be getting and trust you to deliver.

So Google Adwords get a big tick in the box and used along with a great analytics package, can really inform your marketing plan and your future route to market. So next we take on the mighty Facebook, and test out our conversion through the open advertising PPC approach they use. I’ll keep you informed of our progress.

James Kneller International Plc

www.james-kneller.com

Follow me on Twitter at http://twitter.com/jameskneller

Follow my blog at

http://james-kneller.blogspot.com/

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http://www.facebook.com/jamesjkneller

Connect with me on LinkedIn at

http://uk.linkedin.com/in/jameskneller

A Website that Sells

A Website that Sells

Well it’s been a busy time in business this week with two core activities going on. First I spent some one to one time with the guys from my Platinum Mentoring Group, putting some finishing touches to their launch plans. A common theme this week has been their digital marketing plans, which coincidently has been the other big activity for us this week.

We have been running some experiments and testing the response and value of various social media based advertising, along with a Google Adwords campaign. My Digital Marketing consultants over at Vie Digital, www.viedigital.com are keen exponents of Google Adwords, so we are conducting a major test with 15 different advert approaches to see what delivers, we using positive toward motivational messages, and some away motivation messages, focusing on peoples biggest concerns, so watch this space and I will keep you informed.

Last week in my blog, http://james-kneller.blogspot.com/ I talked about how I approached developing my new Website, and so this week I wanted to build on this with 3 killer tips for a website that sells. You see, all to often people forget that their website is about selling them and their product, not just about passing on information.

I have therefore turned to Australian website guru Vanessa Rothwell to give her top 3 killer tips.

3 Killer Tips for a Website that Sells

As a speaker, consultant, coach, or entrepreneur you will at some stage be looking to set up a website about your business. As a student of James I would also assume you want to set up a lifestyle business, part of which includes building a list and selling products online which means you can make money from anywhere in the world . . . even when you are asleep!

 Here are 3 killer tips to think about when setting up your online presence, in order to help your website make YOU money!

• Build trust
 Your website should build trust with your audience. One of the best ways to do this is to have a great About Us page.

• By giving people a sense of who you are and what you are about, people will start to feel they know you and that they can trust you to buy from online. 

I’ve been to websites before and all they have on the website is the company name. You have no idea who is the person behind that business, so it’s hard to know if you can trust them.

 You should also have your photo on your About page. A photo shows that you are a real person not some faceless company which helps even more with the trust factor.

 Some additional ways you can build trust with your audience are having a newsletter, a blog and/or giving them an opportunity to connect to you through social networking. These are great ways to share personal stories about yourself which builds trust with your audience and helps your sales!

• Keep the focus on one specific action
 When you get your website set up its tempting to just want to throw everything you can on there. Perhaps your product or service services more than one niche or perhaps you have many different products. Giving people too much choice is a dangerous thing as the most typical response of someone who has lots of choice is to do nothing.

• 

Instead, it’s best to have a “Laser-focused” website catering to one market and product/service. Once you have success with this one site, you can set up another site for another market. Once your business has some momentum, you can look at also having a main business showcase website that has a bit of everything.

 As well as this, on each page you want to keep the focus on one specific action. If it’s an opt-in page or landing page, you want people to enter their details. It’s a good idea that you don’t mention your other products or services, and it’s often best not to have any other menus or buttons on the page that people can be distracted by, and click on and move away before completing that action. On a sales page, give the choice of only one product. If you have multiple products you want to sell, why not look at packaging them up into a single product?

• Have a call to action on every page
 As well as tip #2 where you are keeping the focus on one action, you also need a clear “Call to Action” on every page. 

What do I mean by this?

• 

It may sound silly, but you need to spell it out on every page what you want people to do. If it’s an opt-in page, tell them to enter their details (and what they will get for doing that), don’t just have an opt-in box there assuming people will know what to do and will just do it. 

If you are selling something on that page, tell them to click on the buy now or add to cart button, or call this number to contact you. This will encourage them to take the action that you want them to take.


For help with your website and online strategy, contact Vanessa at Your Online Success for a FREE 20 minute consultation on your needs. 
www.YourOnlineSuccess.com.au

ABOUT THE AUTHOR:

Vanessa Rothwell

Vanessa Rothwell has worked as Shift Speaker Training’s in-house Web Developer and then later the Customer Experience Manager overseeing many aspects of Joanna Martin’s Shift Lifestyle Business for over 2 years. Nowadays, she runs her own business Your Online Success and is available to help you set up your website and software systems to support your speaking business. To contact Vanessa and her team, please go to: YourOnlineSuccess.com.au.

Need a Speaker?

If you have an event coming up and need a speaker, give the office a call on 0044 (0)1256 886454 and check out my availability

I am working in Europe until mid December then the USA until Mid January, before returning to the UK.

When You Can See James Speak

I’ll be on stage in February 2011, in London, explaining the 4 ½ Big Secrets for successfully transitioning your career and finding the work you love! So come and join me by visiting www.james-kneller.com and mouse over to my events page.

James Kneller International Plc

www.james-kneller.com

Follow me on Twitter at http://twitter.com/jameskneller

Follow my blog at

http://james-kneller.blogspot.com/

Follow me on Facebook at

http://www.facebook.com/jamesjkneller

Connect with me on LinkedIn at

http://uk.linkedin.com/in/jameskneller

Creating a new Website – DIY or Loads of Money?

I get a bit fed up with people telling me how easy it is to set up your own website, how you can easily do it your self, or just spend a couple of hundred pounds on Elance and its done. You see, with my extremely limited ability on all things technical, plus a perfectionist streak, which means I want it done properly, creating my website took longer, cost more, and was more complicated than I expected.

Now I am not going to reveal how much I spent, but I wanted a good professional site with a strong back office functionality which means I can track, monitor, and process customers, without too much hands on activity by me and the team, after all we are about making a difference to peoples lives, helping you quit your corporate job and find the work you love, not spending all our time on admin!

This of course is the challenge, because whilst we do not want to spend too much time on admin activities, it’s the customer experience, particularly when they make a booking to one of our live events, that helps differentiate your brand in a crowded, but poorly serviced market. It is the slickness of the way you follow up enquiries that reassures customers that firstly you care, and secondly that you are competent.

So creating the website myself was never an option, and therefore I had to choose between outsourcing it to a professional consultancy who could handle all the bells and whistles, or go in to the market, but project manage it myself, and therefore deliver a website at the lowest possible cost to me. On the basis that you don’t know what you don’t know, I chose the first option, and I went with the professionals.

I chose vie Digital, mainly because I liked the guy who ran it, and who would act as my interface with the various designers and programmers involved on the project. In hindsight, the thing I have enjoyed most about working with them, is that I can change my mind one hundred times about content and layout, and they never complain, or increase the charges! They have also tried to reduce my future costs by training me on some of the basic maintenance and updating facilities, but as teaching me is like herding cats, their future revenue is probably secure!

So am I happy with the final site? Was it worth the investment? Take a look at http://www.james-kneller.com and let me know your thoughts, and while you’re on the site, grab hold of my Free 7 step system to finding the work you love!

Customers Cost!

So a good friend of mine is opening a new restaurant this week, and it reminded me of some of the best advice I have ever been given, Customers Cost! It was Peter Thomson, one of the UK’s leading business growth specialist, who told me this, when I recently interviewed him for my 7 Step System for Finding the Work you Love. http://www.james-kneller.com

My last question to Peter was what was the one tip he would give someone starting their own business? He told me that it costs, either in time or money, to acquire customers. You see most of the talented people I get the chance to work with have had to face up to perhaps the biggest challenge for any new business, building a loyal customer base who want to buy your products or services. Despite the incredible growth in Internet marketing and social media, people are mistaken if they think a couple of tweets, a website, and a few Facebook friends will bring new customers flooding in.

In truth, the digital age has created an amazing opportunity to access new markets, but at the same time has created far greater competition from providers all over the globe trying to provide better, or cheaper, services. So whilst accessing potential customers has never been cheaper, the increased choice of channel means that your marketing focus becomes potentially more thinly spread. The good news is that digital marketing provides an incredible opportunity for low cost, targeted marketing, whilst more traditional methods of attraction should not be ruled out.

If you have the budget, invest in a marketing strategy that gives you the bang for your buck, target your niche, and offer your potential customers an offer they cannot say no to, free information or support is a great place to start! If you haven’t got the budget, all is not lost, just be prepared to put the hours in, and start blogging, tweeting, and contributing to the debates in the communities where your target market spend their time. Be seen as an expert, and your audience will want more. But be warned, don’t fall in to the trap of thinking your time is free, investing a small amount in professional help, whether that is using a digital marketing consultant, or going direct to the various resources available on sites such Elance, can free up your time to enable you to focus on those activities that will enable you to deliver the products and services that your customers demand.

So customers do cost, and if you are not prepared to make the investment, then don’t expect customers to be knocking on your door. It at this point my coaching clients who are making the move from their corporate or public sector career go very pale, because when its your business, its your money, and your risk! Welcome to the cloud surrounding the silver lining, that is the work you love!

The Implications of Ethics on Business

When Margaret Thatcher stated there was no such thing as society, it seemed to mark the commencement of 20 years of economic growth fuelled by the concept of high personal reward for success, and the drive for greater and greater returns for shareholders. As Atrill & McLaney (2009, p12) point out, businesses are created by their owners (Shareholders) with the intention of enhancing those owners wealth.

During this time of relative economic prosperity, we witnessed several “ethical” scandals where business leaders appeared to put personal gain above the security of the shareholder investment, leading to false accounting and company collapses, typified by WorldCom, Enron, and Parlamat. However these fraudulent business activities did not seem to deter the dash for growth and commercial prosperity, and it was until the global banking crisis and the collapse of banks such as Lehman Brothers, that the question of the ethical approach of business leadership seemed to return to the agenda, particularly for politicians.

But do ethical CEO’s really have a social responsibility outside their consumer base, and should they actively support a decision that reduces shareholder wealth in the name of Ethics?

Leadership Ethics – The Theory

It would seem to me that a theory that is based on the work of Aristotle or Plato may just be a little confused! What seems clear is that there is this thing called ethical leadership, the concept of which most of us would support, but there is no theory of ethical leadership that appears to be a “comfortable fit” in articulating a best practice model.

Indeed, Knights & O’Leary (2006) point out the failings of various ethical leadership theories yet perhaps fail themselves to bring anything substantially new to the table.

Northouse (2010, pp 386-393) proposes 5 principles of ethical leadership:

• Ethical leaders respect others
• Ethical leaders serve others
• Ethical leaders are just
• Ethical leaders are honest
• Ethical leaders build community

Within this definition I can think of some very ethical leaders I have worked for. The overriding feeling I had with each of them was that they would always do the right thing, even if it financially disadvantaged them or the company. The most common examples I can remember are simple decisions where the company could have “got away with” accounting for some operational expenditure as capital expenditure, thus artificially enhancing the profits. Whilst there were perfectly legal ways of doing this, the ethical leaders somehow new where the line they must not cross was. They knew the difference between legally right and morally right!

Ethics – Beyond the P & L

Business ethics is not just about the legalities or moral responsibilities of business accounting. More companies are recognising the need to represent their shareholders in an ethical way in the way they trade with communities, countries, and the environment.

I was reminded this week of the dreadful events of a gas leak in a chemical factory in Bhopal, India, 25 years ago. (BBC Online News, 2010). No longer is it acceptable for western companies to run substandard divisions in developing countries, neglecting the welfare of their employees or contractors. But then again, even if Nike claims to have stopped kids sewing footballs together in “sweat shops”, they will be doing it for someone else.

At Banco Santander they invest heavily in University sponsorship and grants as a way of giving something back to the community. So is this the cleansing of the corporate sole or good PR!

Can there be such a thing as an ethical tobacco company, whose products are smoked by millions of children, throughout the world, causing addiction and ill health, as well as exacerbating poverty, or is this simply about supporting the ethics of freedom of choice?
Was the deep water drilling in the Gulf of Mexico, about the ethical exploitation of natural resources to free the American people from external energy supply dependency, or the unethical exploitation of natural resources without consideration for the environmental risks? If you subcontract the drilling have you subcontracted the ethical responsibility?

Can an Arms manufacturing business produce and sell weapons systems that will knowingly be used to wage war between nations, ethically?

Can the pursuit of profit by an investment bank, betting on, and often causing the failure of others to makes its money be ethical?

The CEO’s of BP, BAE and BAT could fit Hothouse’s 5 principles of ethical leadership yet still, perhaps unfairly, be seen as unethical in their approaches to business.
The behaviour of an organisation and its leaders can have a significant impact on all those stakeholders involved. In BP, a failure to use caution in the assessment of the risk of equipment failure in deep water drilling, meant a failure to respond appropriately when disaster struck.

The consequence to shareholders has been enormous, both in terms of share value, and future business potential, franchisees who merely use BP as a supplier of fuel have had their gas stations vandalised across America, and as for the employees, when the ethics of an organisation are questioned, so are those of every employee.

After all, if you work for a tobacco company, you are supporting the consumption of cigarettes by everyone who smokes them, no matter what their age and background!

Conclusion

There is no doubt that the ethics of leadership are key for an organisations future growth, and whilst Knights & O’Leary (2006) dismiss the impact of the trait approach to leadership, I would argue that a common feature of the leaders of those business involved in huge financial frauds, is the presence of narcissism and psychopathy. Whilst there is an argument for traits not predicting leadership capability, identifying traits, or even personality disorders that would make someone unsuitable for leadership, may be a more effective deployment of personality measurement tools that measure the “big five” personality factors. (Myers 2007, pp 618-619)

The need for further research on ethical leadership is clear but this aspect of the leadership debate surely demands more empirical evidence and measurement of ethical leadership and its effect on performance. For whilst many companies portray themselves as ethical businesses with an eye on the social needs of those around them, I do not see too much evidence of mainstream businesses sacrificing today’s profits for tomorrows social and environmental needs.

References

Atrill, P. & McLaney, E (2009) Management Accounting for Decision Makers. 6th Edition. Harlow, England: Financial Times prentice Hall.
BBC News (2010) ‘Bhopal recalls gas leak disaster’. BBC News [online] available at http://news.bbc.co.uk/1/hi/in_depth/business/2009/bhopal/default.stm Accessed 12th June 2010.
Knights, D., & O’Leary, M. (2006) ‘Leadership, ethics and responsibility to the other’, Journal of Business Ethics, 67 (2), pp. 125–137, SpringerLink [Online]. DOI: 10.1007/s10551-006-9008-6 (Accessed: 11th June 2010).
Myers, D (2007) Psychology, Eighth Edition. New York, NY. Worth Publishing.
Northouse, P.G. (2010) Leadership: Theory and practice 4th ed. London: Sage.

The Authenticity of a Leader

As an executive coach I am sometimes asked to work with executives to help them improve their authenticity. This often involves helping them develop certain behaviours that may reflect either on their own values and beliefs, or perhaps the organisation they are working for. One of the topics I discuss with them is the idea of “fake it until you make it”, which I guess is a form of inauthentic authenticity!
The concept of authentic management is still developing, but seems to be based around the concept of owning your own personal experiences, thoughts, emotions, beliefs, wants values, which form oneself, and then behaving in accordance to that model of who you are. (Gardner et al 2005).

Northouse (2010, chapter 10) reflects the concept that authenticity is developable and therefore is not fixed or rigid. This is further reflected by Erickson (1995) as quoted by Gardner et al (2005) who states that this is not an either or state and therefore leaders can grow by becoming more authentic.

Authenticity and Leadership

Gardner et al (2005) propose a conceptual framework for authentic leader and follower development, with the concept that the antecedents, or catalyst of authentic leadership starts from the personal history and key trigger life events. A large dose of self awareness, enlightening the self view of Values, Identity, Emotions, and Motives/Goals, balanced with Self Regulation, which includes the internalised processes, balancing processes, the transparency of relationships, and behaviour that matches the values, goals and identity, sets the authentic model of behaviour that is then reflected or modelled by authentic followership.

Having worked with a number of CEO’s and Chairman in my career I can understand the validity of the concept of authenticity, as having a leader who is “real” and follows what they truly believe and value, is attractive to potential followers. Simply put, if you know your Leader is real and authentic and walks the talk, you will model this behaviour creating an authentic contagion across the organisation.

It is normally at this stage of any discussion on Leadership for someone to use Nelson Mandela as their example, and Northouse (2010, p213) doesn’t let us down! He discusses the strong moral values and conscience, which he believes are essential in an authentic leader, and indeed it was Mandela’s authenticity that allowed him to cross from terrorist to prisoner to transformational leader of his country. But was Mandela a strong morally authentic man in his early days fighting with the ANC? In truth I have no idea but I raise the point to emphasise that authentic behaviour can be learnt.

I worked for a CEO, intellectually and academically brilliant, who had strong and perhaps moral values, and authentically followed these values in his honest leadership of the business. He was also transparent, partly driven by his challenging and vocal style, yet he lacked the connectedness and positive disposition argued for in many authenticity models. He was ferocious in the way he challenged performance, yet you always knew there was no easy ride or emotionally engaging relationship on offer. So was he authentic?

Gardner et al (2005) posits the idea of identity, through the self –identification of fixing and expressing one’s own identity both internally through reflection and externally through the way you present yourself. Whilst I agree that this is a way to help become aware of your identity, I don’t accept the concept that it is either a fixed state or even well formed state, and that identity is an evolving thing that changes due to life events and experience. My point of this argument is that your identity, particularly your working identity, is something that becomes clearer with age and experience and as discussed by Ibarra (2004, chapter 1) tends to become apparent as we enter the second stage of our working life.

Therefore, the model of authentic leadership demands such a level of self awareness and indeed self acceptance or contentment, I would argue most of us never reach this point and those that do, take many years to do so.

The Role of Ethics and Morality in Authentic Leadership

The academic literature on this subject emphasises the importance of such things as values, compassion of the heart, trust, and integrity as vital ingredients of authentic leadership. The idea of self awareness, self-discipline, passion of purpose, combined with integrity, trust etc, implies an importance of morality as well as ethics within this model of leadership.

Can you be an authentic immoral leader? I guess not when you consider the importance of trust. However, who defines what is moral or ethical? Is it ethical or morale to hunt whales of scientific research, whilst putting whale meat in the shops of Japan, many Japanese would say yes! Is it ethical or morale to sell arms to a country who you know will use them to oppress its own people or against a neighbouring state?
My point here is that I accept the view proposed by Gardner et al (2005) that a clear ethical and morale boundary should be transparent within an organisation, I am just not sure that those boundaries have to be particularly ethical or morale to allow authentic leadership. In other words, having boundaries and living by them is more important than what they are. After all, it is matching the behaviour consistently with the vision, values, and identity of the leader that is the real issue of authenticity.

Conclusions

I struggle with the idea of a leadership model that seems unattainable for most people. My argument is that Garner et al (2005) have proposed such an idealised model of leadership that it simply doesn’t happen very often in reality.

They argue that trigger events in life stimulate the drive for personal development, but I would argue that to achieve the required level of self insight, belief, strength of morality and ethics to transport these into your new leadership self, trigger events need to be significant, and potentially traumatic. I am not convinced by the authors view that positive trigger events are equally as effective, for in my experience, feeling good about a positive event is not as effective as the huge drive bought on by life changing tragedies or difficult events that happen to us through our lives.

We then come to the influences in a business environment that move you away from always being able to behave in a way that always reflects your values. In other words, in business we all have to do things that are unpleasant, difficult, or that we disagree with, particularly when serving a shareholder base who are investment return focused rather than organisational behaviourally focused.

I see authentic leadership sitting well with the idea of finding your passion in life and seeking out the work you love (Williams1999). But the realities of corporate business life are that the contradictory demands placed upon leaders makes a true model of authentic leadership difficult to achieve. The lack of empirical evidence to prove the benefits of such approach hinder this cause further.

References

Gardner, W.L., Avolio, B.J., Luthans, F., May, D.R., & Walumbwa, F. (2005) ‘“Can you see the real me?” A self-based model of authentic leader and follower development’, The Leadership Quarterly 16 (3), pp. 343–372, ScienceDirect [Online]. DOI: 10.1016/j.leaqua.2005.03.003 (Accessed: 4th June 2010).
Ibarra, H. (2004) Working Identity; Unconventional Strategies for Reinventing Your Career. Boston, MA. Harvard Business School Press.
Northouse, P.G. (2010) Leadership: Theory and practice 4th ed. London: Sage.
Williams, N (1999) The work we were born to do; find the work you love, love the work you do. London, England. Harper Collins Publishers

The Relationship between Personality and Leadership

Perhaps the biggest challenge facing most businesses today is how do you identify and select great leaders? I have always found it curious how businesses invest millions in the assessment and development of talent, only to appoint a new CEO or executive team member after nothing more than a couple of interviews and a bland reference.

So what do you look for when selecting a new leader? Northouse, (2010, pp 15-109) discusses four specific approaches/models of what makes a successful leader. They are the trait approach, the skills approach, the style approach, and the situational approach.

A key question in the identification of great leaders is the relationship between personality and leadership.

The Value of Personality

Hogan & Kaiser (2005) define leadership as being about the performance of groups / teams. They argue that measuring personality is a valid predictor of leadership capability, when looked at from two perspectives, firstly how you think about yourself, and secondly, how others think about you, (Reputation).

The two aspects of reputation they identify are the bright side, or when our social performance is at its best (In interview for example), and the dark side, which reflects the impression you make when you are off guard, or at your worst.

The behaviours or tendencies you display in the dark side tend to be concealed by well practiced social skills, but over a longer time period, for instance in a work/career scenario, the dark side will negatively impact relationships with others.
Many well practiced and refined candidates perform well in interview, using their social skills to mask their true behaviour as a leader.

The use of a trait model, where certain personality characteristics are seen as predictors or indicators of good leadership, are able to give a below the surface profile of a potential leader, and provider sign posts to potential problems.

Hogan & Kaiser (2005) make the important connection between personality and organisational performance through the importance of leadership style (Shaped by personality) shaping employee attitudes and the effective functioning of the team, which subsequently drives, or hinders, organisational effectiveness.

Where personality is shaped in are younger years, and therefore less developable during are adult years, the skills approach focuses on the skills and knowledge required by a leader to be successful. (Northouse 2010 chapter 3)

The skills approach uses 3 skill areas, technical, human and conceptual and postulates that leadership ability is trainable. That is not to say that the skills model completely excludes the importance of personality as one of the three components of the skills model involves personal attributes which includes personality, cognitive ability and motivation.

The style approach to leadership emphasises the importance of behaviour, which is different from the personal characteristics approach of personality based models such as the trait approach. A big question of course is can leaders behave in a way that contradicts their natural characteristics or personality? Perhaps in the short term, but on an ongoing basis?

Using a tool such as the leadership grid appears to me to oversimplify the behaviours of leadership and shows little connection between the model of style and business performance. What good is a model, if it lacks predictive capabilities? Likewise who is to say that there is a certain style of leadership most suited to a specific situation!

Situational leadership recognises that certain leaders are more successful in certain situations and espouses the need for leaders to flex and adapt their style to match the situation. Leadership style within a situational model of leadership focuses on the two spectrums of support and direction, and requires behaviour to be adapted across both.

Conclusion

When you look at some of the underpinning drivers of leadership approaches such as style, situation, and skill, I would argue that personality plays an important part.

My issue with all these models, including the trait model, is that for all the research and academic debate that has gone on over the last half century, why are we still so poor at predicting leadership success?

Perhaps leadership of more of an art than a science and therefore the factors of success are less definable than we may wish for.

I have spent many years using personality measurement within the context of picking current and future leaders and would argue that the trait approach can be a useful tool in identifying who will not be successful in a leadership role. However, using an endless list of traits, based on some theoretical model of leadership, is in my experience pointless.

Using the big five however, (Myers 2007, pp618 -620) and being clear regarding the consequences of an individual’s profile on the role you are looking to fill can be a valuable process to undertake.

For me, businesses spend too much time looking to select people into a role and not enough focus on selecting people out of a role. In other words, identify those key characteristics, such as emotional instability, low drive, and a lack of conscientiousness, that should exclude a candidate from a process, and then consider their skills, style, and ability to adapt to different situations to inform your choice.

I used to work for a privately owned business that used an external assessment company to conduct a personality, cognitive and situational leadership assessment on every managerial candidate for a leadership role. Occasionally the business would make an appointment against the advice of the assessment, and in every case 18 months down the line issues would have arisen directly in line with the concerns the assessment report suggested. The lesson for me from this was that personality, when measure along with intellect, skills, and situational capability, makes an invaluable contribution to selection decisions.

A final though on this subject is the difference between Abell’s (2006) approach to linking leadership with strategy, a forward looking approach, and the immobility of approaches such as the skills approach, which appear more focused on management tasks rather than the leadership of future success. I would argue that this gives more support to the idea of using a personality based approach, such as that proposed by Hogan & Kaiser (2005), looking for that magic ingredient of leader who can transform the organisation, and more importantly transform the hearts and minds of the workforce.

References

Abell, D.F. (2006) ‘The future of strategy is leadership’, Journal of Business Research 59 (3), pp. 310–314, Science Direct [Online]. DOI: 10.1016/j.jbusres.2005.09.003 (Accessed: 14th May 2010).
Hogan, R., & Kaiser, R.B. (2005) ‘What we know about leadership’, Review of General Psychology 9 (2), pp. 169–180, PsycArticles [Online]. DOI: 10.1037/1089-2680.9.2.169 (Accessed: 15th May 2010).
Myers, D (2007) Psychology, 8th Edition. New York, NY. Worth Publishing
Northouse, P.G. (2010) Leadership: Theory and practice 4th ed. London: Sage.