Leadership FAQs

As a Leadership Coach, I spend a lot of my time discussing leadership with individuals and teams. It is a topic that relates to organisational success, business growth and people development, but what are the most asked questions about leadership?

My experience tallies with the research, and so in this article, we explore the 10 most asked questions about leadership, along with clear answers to what effective leadership looks like.

So, whether you are managing a team, starting a business, or aspiring to grow professionally, you will hopefully find some of the answers you are looking for.

1. What Is Leadership?

Leadership has many definitions. McKinsey and Company, the consulting firm offer up this technical definition:

“Leadership is a set of mindsets and behaviours that aligns people in a collective direction, enabling them to work together and accomplish shared goals.”

In other words, leadership is the ability to guide, influence, and inspire individuals or teams to achieve a common goal. A leader sets the direction, motivates others, and ensures that everyone works towards a joint purpose. 

Effective leadership goes beyond giving instructions. It involves building relationships, fostering trust, and creating an environment where people feel motivated to perform at their best.

However, my favourite definition of leadership is also one of the simplest, and it comes from leadership expert John C. Maxwell. He said that:

“Leadership is influence – nothing more, nothing less.” – John C. Maxwell

This definition is far more encompassing, and I think it helps to open the mind to leadership outside of corporate settings and job roles. You can read more about this concept of leadership in:

What is Leadership? (Hint: It’s Not Just a Job Title)

2. What Makes a Good Leader?

Many people wonder what qualities separate great leaders from average ones. While leadership styles vary, several traits consistently appear in successful leaders.

Key leadership qualities include determination or drive, confidence, integrity, emotional intelligence, and vision. 

You can read more about these traits in:

What Traits or Characteristics Does a Leader Need?

Alongside these traits, there are also accompanying skills. A good leader should have good communication skills – especially listening skills – as well as the ability to encourage collaboration, manage conflict and support professional growth.

You can read a more detailed breakdown of essential skills in:

In-Demand Leadership Skills for Today’s Workforce

3. Are Leaders Born or Made?

This is one of the most debated questions in leadership discussions. The first formally recognised leadership theory is the Great Man Theory, which posits that great leaders are born to change history. You can read more in:

The Great Man Theory of Leadership

Thinking has developed a lot since then, but some people believe leadership is a natural talent, while others believe it can be learned.

Research in the field of leadership development suggests that while some innate personality traits may influence leadership ability, most leadership skills can be developed through learning, experience, and practice. Training programmes, mentorship, and real-world experience all play a role in shaping effective leaders.

What’s more, when we go back to the definition of leadership being influence, we can see that we are all leaders to some degree, as we all have a level of influence, even if it just on ourselves, our immediate environment and those we come into contact with.

“Everyone is a leader because everyone has a measure of influence. The choice then is: how do we develop and use that influence to lead ourselves and others better?”

4. What Are the Different Leadership Styles?

Leadership is not a one-size-fits-all approach. Different situations require different leadership styles and various leaders will also favour certain approaches, depending upon their personality and character. Some of the most common styles include:

• Transformational leadership – inspiring and motivating teams to achieve ambitious goals
• Democratic leadership – involving team members in decision-making
• Autocratic leadership – leaders make decisions independently
• Servant leadership – prioritising the needs and development of team members
• Transactional leadership – focusing on performance, rewards, and structured goals

You can read more about these popular styles in:

Exploring Different Types of Leadership Styles

Further to these styles, there are a number of important leadership theories and models. You can read about these in:

An Introduction to the 10 Most Influential Leadership Theories

Understanding these styles, models and theories helps leaders adapt their approach depending on the situation and team dynamics.

5. How Do Leaders Motivate Their Teams?

Motivating people is one of the most important responsibilities of a leader. Employees who feel motivated are more productive, engaged, and committed to their work.

Effective leaders motivate teams by setting clear goals, recognising achievements, providing constructive feedback, listening to their teams, and creating growth opportunities. You can read more in:

How To Set Goals and Delegate the SMART Way

A strong sense of purpose and belonging (often expressed through a vision or mission statement and shared values) also plays a major role in team motivation. Find out more by reading:

Why Personal, Corporate and Universal Values Are Important   

6. How Do Leaders Handle Conflict?

Conflict is inevitable whenever people work together. Strong leaders understand that disagreements can actually lead to better ideas if handled correctly. If reviewing performance and giving feedback is part of an organisation’s culture, it makes it much easier to manage conflict. Using a simple feedback tool, such as the traffic lights approach, can help, as you can read about here:

How to Simply and Effectively Review Progress and Performance

Good leaders address conflict by listening carefully to all perspectives, remaining neutral, and focusing on solutions rather than blame. Encouraging open communication and maintaining respect among team members are key to resolving disputes effectively. But dealing with conflict can be hard, which is why a structured approach is helpful. Here are some simple ways to deal with challenging conversations:

How to Manage Difficult Conversations

7. How Do Leaders Build Trust?

Trust is not only the foundation of every successful team, but it is the basis of all productive relationships. Without trust, collaboration becomes difficult, and effectiveness suffers.

Leaders build trust by being transparent, consistent, and reliable. Research has shown that the components of trust can be expressed mathematically, as you can read about in:

How to Judge if Someone is Trustworthy using the Trust Equation

Following through on commitments, admitting mistakes, and treating everyone fairly also helps strengthen trust within a team. When employees trust their leader, they are more willing to share ideas, take initiative, and support organisational goals. You can find out more in:

How to Build Trust in the Workplace

8. What Is the Difference Between Leadership and Management?

Although the terms are often used interchangeably (and there is some overlap between these roles), leadership and management are not the same thing.

Management focuses on planning, organising, and controlling processes to achieve objectives. 

How to Make a Successful Project Plan and Achieve Your Goal

Leadership, on the other hand, focuses on inspiring people, setting a vision, and driving change. You can find out more about the importance of vision in:

What is a Vision Statement and Why are They Important?

In most situations, there is a need for both, and therefore, the most effective professionals combine both leadership and management skills to guide their teams successfully.

9. How Do Leaders Make Difficult Decisions?

Leaders are often responsible for making complex decisions that impact teams, organisations, or communities. We all make choices every day, but a leader has a particular responsibility when these decisions require careful thought and consideration.

Effective decision-making involves a process of gathering relevant information, consulting stakeholders, evaluating potential risks, and considering long-term outcomes. The decision-making process is explained here:

How To Make Decisions And Use A Decision-Making Process

Ethical judgment and clarity of purpose are also critical factors in making responsible leadership decisions. You can find out more in:

How to Make Good (Ethical) Decisions

10. How Can Someone Develop Leadership Skills?

Leadership development is an ongoing process. Anyone who wants to become a better leader must commit to continuous learning and self-improvement. You can get a good idea of where you are in your leadership development by exploring:

Leadership Skills: The Five-Level Competency Framework

Leadership development can be boosted through participating in leadership training programmes and reading books about leadership. 

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Personal reflection and getting feedback is also vital to learning and continual improvement.

Gaining experience and challenging ourselves is also important. Over time, these experiences help individuals build confidence, improve decision-making abilities, and strengthen their leadership impact.

One of the proven, most effective ways to develop leadership skills is through mentorship or getting leadership coaching. You can find out more here:

What is Leadership Coaching and How is it Beneficial?

Final Thoughts On The Top Leadership Questions

Leadership is not limited to executives or managers. Anyone can demonstrate leadership by influencing others positively, solving problems, and contributing to a shared vision.

By understanding the most common leadership questions and applying the insights discussed in this article, aspiring leaders can build stronger teams, improve communication, and create meaningful impact in their situations and organisations.

Developing leadership skills takes time, patience, and continuous growth, but the rewards — both personally and professionally — are well worth the effort.

I am passionate about supporting people to be better leaders, and you can read more of my personal call to action in:

Why Leadership is Important to Everyone (and How We Can All Be Better Leaders)

The Best Leadership and Management Books

Leadership is an ever-evolving skill that requires continuous learning and adaptation. Whether you’re a seasoned executive or an aspiring business leader, the right book can provide valuable insights, strategies, and inspiration. Here, we present a carefully curated list of the top 10 must-read books for managers and leaders of leaders, each offering unique perspectives and lessons that can enhance your leadership journey.

1. “The 7 Habits of Highly Effective People” by Stephen R. Covey

Stephen R. Covey’s classic book, “The 7 Habits of Highly Effective People,” is a staple in the realm of personal and professional development. It introduces readers to a principle-centered approach to solving personal and professional problems. Covey’s seven habits—ranging from being proactive to seeking mutual benefits in interactions—provide a holistic framework for effective leadership.

Why It’s Essential

Covey’s book emphasizes the importance of character ethics over personality traits, making it a foundational read for anyone looking to develop authentic leadership skills. It encourages leaders to focus on principles and values, fostering trust and cooperation in their teams.

2. “Leaders Eat Last” by Simon Sinek

In “Leaders Eat Last,” Simon Sinek explores the concept of leadership through the lens of trust and cooperation. Sinek uses powerful stories from the military and corporate world to illustrate how leaders can create environments where people naturally work together to achieve remarkable things.

Key Takeaways

This book highlights the importance of empathy and creating a culture of safety. Sinek argues that when leaders prioritize the well-being of their team, everyone thrives, leading to higher performance and satisfaction.

3. “Good to Great: Why Some Companies Make the Leap… and Others Don’t” by Jim Collins

Jim Collins’ “Good to Great” is a research-driven exploration of how companies transition from being good to truly great. Collins and his team analysed data from numerous companies to identify the key factors that contribute to sustained excellence.

What You’ll Learn

The book introduces the concept of the “Hedgehog Principle,” where leaders and organizations focus on what they can be the best at. It also emphasizes the importance of disciplined thought and action, making it a valuable guide for leaders striving for greatness.

4. “Dare to Lead” by Brené Brown

Brené Brown’s “Dare to Lead” challenges traditional notions of leadership by focusing on vulnerability, courage, and empathy. Brown, a research professor, shares insights from her years of studying leadership and human connection.

Why This Book Stands Out

“Dare to Lead” encourages leaders to embrace vulnerability as a strength, fostering authenticity and trust within teams. Brown’s emphasis on courageous conversations and values-driven leadership offers a fresh perspective for modern leaders.

5. “Drive: The Surprising Truth About What Motivates Us” by Daniel H. Pink

In “Drive,” Daniel H. Pink explores the science of motivation and how it applies to leadership. Pink argues that autonomy, mastery, and purpose are the key drivers of motivation, challenging traditional incentive-based models.

Leadership Insights

Leaders can use Pink’s insights to create environments where team members are intrinsically motivated. By focusing on these three elements, leaders can inspire creativity, innovation, and commitment.

6. “The Lean Startup” by Eric Ries

Eric Ries’ “The Lean Startup” is a must-read for leaders in the business world, especially those in startups and innovative environments. Ries introduces the concept of the lean startup methodology, which emphasises rapid experimentation and customer feedback.

Practical Applications

This book provides leaders with tools to navigate uncertainty and build sustainable businesses. The principles of “build, measure, learn” can be applied to any organization looking to innovate and grow.

7. “Start with Why: How Great Leaders Inspire Everyone to Take Action” by Simon Sinek

Another masterpiece by Simon Sinek, “Start with Why”, explores the importance of understanding the purpose behind actions. Sinek argues that great leaders and organisations start with a clear “why,” which inspires and motivates others.

Why Purpose Matters

This book provides leaders with a blueprint for inspiring action and loyalty. By communicating a compelling “why,” leaders can align their teams and create a shared sense of purpose.

8. “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity” by Kim Scott

Kim Scott’s “Radical Candor” offers a straightforward approach to effective leadership and management. Scott introduces the concept of radical candour, which involves caring personally while challenging directly.

Building Strong Relationships

This book teaches leaders how to provide honest feedback without sacrificing relationships. Scott’s practical advice on communication and team dynamics makes it a valuable resource for leaders at all levels.

9. “Mindset: The New Psychology of Success” by Carol S. Dweck

Carol S. Dweck’s “Mindset” explores the power of a growth mindset in achieving success. Dweck, a renowned psychologist, presents research showing how embracing a growth mindset can lead to higher achievement and resilience.

Cultivating a Growth Mindset

Leaders can use the insights from this book to foster a culture of learning and development. By encouraging a growth mindset, leaders can inspire their teams to overcome challenges and reach their full potential.

10. “The Five Dysfunctions of a Team” by Patrick Lencioni

Patrick Lencioni’s “The Five Dysfunctions of a Team” is a compelling exploration of the common pitfalls that hinder team performance. Lencioni uses a fictional narrative to illustrate these dysfunctions and offers practical solutions for overcoming them.

Enhancing Team Performance

This book provides leaders with a framework for building cohesive and high-performing teams. By addressing trust, conflict, commitment, accountability, and results, leaders can transform their teams into effective and harmonious units.

Conclusion

Reading these books can equip you with the knowledge and insights needed to become a more effective and inspiring leader. Each book offers unique perspectives and practical strategies that can be applied to your leadership style. Whether you’re looking to improve team dynamics, foster a growth mindset, or lead with empathy, these books are essential additions to your reading list.

By delving into these works, you’ll not only enhance your leadership skills but also inspire those around you to achieve greatness.

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This YouTube video introduces six common leadership styles and theories:

Leadership Theories and Approaches

No matter where you are on your leadership development journey, an understanding of different leadership styles will help you. There are various types of leadership styles, each with its own unique characteristics and impact. Understanding these styles is essential for identifying the most effective approach for different situations and individuals. This video introduces six of the most common styles and approaches.

For more information, follow the link to the full article:

Exploring Different Styles of Leadership

In today’s fast-paced and competitive business environment, effective leadership and management skills are essential. Whether you’re a budding entrepreneur, an experienced manager, or someone looking to transition into a leadership role, the right management courses can make a significant difference in your career trajectory. Fortunately, there are a plethora of management courses available locally that cater to various needs and skill levels. This article will guide you through some of the top options available and help you make an informed decision.

Why Enroll in Management or Leadership Courses?

Before diving into specific types of courses, it’s crucial to understand why investing time and resources into management education is beneficial. Management courses offer structured learning that covers essential skills such as strategic planning, team management, communication, and problem-solving. These courses not only enhance your professional skills but also bolster your confidence, making you more adaptable to change and better equipped to handle complex business challenges.

5 Key Benefits according to Harvard Business School

Harvard Business School have given these five benefits of management training:

1. Improved Communication Skills
2. Personalized Feedback and Self-Evaluation
3. Deeper Understanding of the Role of a Manager
4. Improved Understanding of Change Management
5. Improved Decision-Making Skills

But that is not all. You can also add to the list:

• Networking opportunities
• Improved chance of promotion
• Enhanced leadership skills

Top Leadership and Management Classes Near You

Local Community Colleges

Community colleges offer a wide range of management courses that are both affordable and flexible. These institutions often provide part-time, evening, or weekend classes, making it easier for working professionals to attend.

Top tip: If time and budget are major constraints then exploring local community and further education colleges is a great way to start.

Continuing Education Programs

Many universities offer continuing education programs focused on leadership and management. These programs are designed for professionals who want to update their skills or gain new insights without committing to a full degree program.

Top tip: I have personally continued my eduction at a local university and I loved the experience. It was definitely worth the expense!

Online Management Courses

In the digital age, online courses have become increasingly popular. They offer flexibility and convenience, allowing you to learn at your own pace from the comfort of your home.

There are lots of online courses available, including some that are free. If you want to find out more then read The Top Free Leadership Courses to Enhance Skills.

Top tip: This is about the most flexible way to do a course and there is loads of great content out there. But be warned, the completion rate on online courses is low. It takes more self-discipline to complete an online rather than in-person course.

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Workshops and Seminars

Workshops and seminars provide hands-on learning experiences that are often more interactive than traditional classes. They are typically short-term and focus on specific topics, such as conflict resolution or strategic planning.

Top tip: Here it is important to focus on the key trait or competency that you want to improve. If you want more help in identifying what that might be the read Which Leadership Skills Do You Need to Develop the Most?

Selecting the Right Course

Choosing the right management course can be daunting given the variety of options available. Here are some tips to help you select the course that best fits your needs:

Assess Your Goals

Determine what you hope to achieve by taking a management course. Are you looking to improve specific skills, prepare for a promotion, or switch careers? Your goals will guide your course selection.

Consider Your Schedule

Look for courses that fit into your lifestyle. If you’re working full-time, consider part-time or online options that offer the flexibility you need.

Evaluate the Curriculum

Review the course syllabus to ensure it covers topics relevant to your career goals. Don’t hesitate to reach out to course instructors for more information.

Check Reviews and Testimonials

Research what past participants have to say about the course. Positive reviews and testimonials can give you confidence in the course’s quality and effectiveness.

Final Thoughts on Choosing a Course

Investing in management courses is a strategic move that can lead to significant professional and personal growth. Whether you choose a local community college, a university continuing education program, or an online platform, the key is to select a course that aligns with your career goals and fits your schedule. By enhancing your leadership and management skills, you’ll be better prepared to navigate the challenges of today’s dynamic business world.

Remember, the journey to effective leadership starts with the first step—choosing the right course. Explore the options available near you and take that crucial step towards becoming a more effective leader.

So, having established in previous posts the background to The Right Questions and an idea of their importance, we can now get an overview of The Right Questions and how they are applied to strategic planning and achieving goals, both in a personal or business context. The questions come in an order of sorts but the process of asking The Right Questions is also iterative and cyclical. In other words, the answer to one question is likely to inform an answer to another, and even after we have worked through all the questions we will generally go back and revisit the others to refine our answers.

It is beneficial to explore the questions in two broad groups. The first is comprised of the where, what and why, and these encompass the strategic framing of a situation. The second group is made up of the questions how, when, and who and these help us develop a specific plan within the aforementioned strategic frame.

The two groups are joined by ‘which’ as this question deals with the concepts of options and risk. After looking at the overall strategic picture we use ‘which’ to explore courses of action from which we can choose an option to develop into a more detailed plan. We then return to this same question to weigh the risks as the plan progresses. Looking at these options and risks are the key decision points and can lead us to return through the strategic framing or planning loops again.

Taken all together these seven questions create a template for strategic planning and also become a decision-making process that follows a figure of eight cycle, as demonstrated in the diagram below.

“I keep six honest serving-men, (They taught me all I knew); Their names are What and Why and When, And How and Where and Who.” Rudyard Kipling

STRATEGIC FRAMING

Why? (Values and Priorities)

The ‘Why?’ represents our values. Our values are our identity; the things at our centre that define why we have the vision in the first place, why we do the things we do, why we attract certain people. They are our beliefs and worldview. These are often things we hold in common with others at one level but the particular combination and application of the values make them unique to us. Knowing our principles shows us what we value most and therefore it also helps us to prioritise and make good decisions.

Where? (Situation and Vision)

‘Where?’ is the present location and the future destination, the situation and the vision. We look at whence we have come from and whither are we going as our journey is bracketed by these ideas of ‘where’. When you get out a map the first thing you do is identify where you are and get your bearings; only once you have done this do you plan to move. And when you move, you don’t want to wander aimlessly (movement in itself is not progress), there needs to be a destination, something we are aiming for. This destination is the dream, the thing that stokes our passion and gives us our drive.

What? (Mission)

‘What?’ represents the mission, the reality of what we are going to do. The mission is the bottom line, the tangible measured difference that we are to make. To work out the mission we need to define success so that we know our finish line. We can then sum this up in a pithy and memorable way to get our mission statement.

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REFLECTION INTERSECTION

Which? (Options, Risk and Reflection)

Options

We have to choose which way to go and therefore ‘Which?’ deals with the idea of selection. First, we have to generate a range of courses of options we can choose from. This is a creative process, requiring divergent thinking, and taking time to step out of the purely logical process in order to examine unorthodox ways of problem-solving. Generating these options is something we can do before looking at the how, when and who questions. We are generally faced with various strategy options and we have to select a route by assessing relevant factors.

Risk

One of the major factors affecting a decision is risk. If a venture is deemed too risky it is the surest thing that will stop us from acting, no matter how attractive the option first seemed. To make good decisions we need to identify, assess, mitigate risk and then manage the risk accordingly. Capacity for risk varies between people and situations so it is important to remember that this is an ongoing process of management. At the same time we don’t want to become defensive, timid or risk averse; achieving bold visions means taking risks. We just need to make sure we have counted the cost before we commit ourselves.

Reflection

The option does not have to be perfect. What we are looking for is the minimal viable product (MVP) approach to problem-solving. When an idea good enough to add some planning to it, but then we need to test it. This is where the ‘which’ question becomes the reflection point in the interlinking loops between strategic framing and planning. We test our ideas, reflect and learn from them, then adjust our plans and go again.

PLANNING

How? (Strategy, Goals, Planning and Resources)

‘How?’ is the method or plan by which we achieve the mission. Goals and activities support the overall strategy and propel us towards our dream. Breaking down the route into manageable steps gives us the basis of an action plan and makes the dream an achievable reality. Once we have worked out the detail of each task it is much easier to assess the correct resources we need for each step and therefore, by adding up these resources, we can get a better estimate of the total resources we need to achieve the whole mission.

When? (Timing and Programming)

It is no surprise that ‘When?’ refers to time. Timing is critical. Choosing the right time makes the difference between success and failure and it takes an equal measure of planning and wisdom to know when to implement strategies, to go for goals and ultimately achieve missions. Time is key to planning and is the one truly limited resource. As we overlay our plan with time we create a programme with milestones that help us to measure our progress towards our goal.

Who? (Roles, Team, Structure and Network)

The ‘Who?’ is primarily about the roles different people fulfil, the makeup of our team, the structure of our organisation and the people we connect within our personal network. Sometimes we have a mission and then we go out and put together a team and therefore we need to know what we are looking for. At other times we may need an existing team to adopt a new strategy. In this case, we need to know how best to place people as we re-structure the existing team. Even if we are operating alone, not having a specific team or organisation, we always have a unique network of contacts to draw upon. People are always involved one way or another on our journey and they are the most important resource that we can draw upon.

Now that we have looked at an overview of The Right Questions we will look at each one in greater detail in future posts.

If you want to know more about the background and evidence for the approach I recommend you read:

Beyond the 5Ws: Ask questions like a philosopher, answer as a visionary

If you want to start going through the process I recommend you ‘start with why’ (like Simon Sinek) and read the following:

What are your personal values?

I love devouring books in the holiday season and I always carefully consider the books I purchase or ask for as gifts. Here are my top recommendations for leadership and management books. There are some old titles and some new ones, but they are all indispensable reads and should inform and inspire you.

1. The 7 Habits of Highly Effective People – Stephen R. Covey

This was one of the first leadership and management books I ever read and since that first encounter, I have not stopped going back to it. Full of practical wisdom, the book takes you on a journey; setting a foundation that helps you win at a personal level before providing you with the tools you need to flourish as a leader. If you have not read this book yet then redeem yourself this Christmas and get a copy!
The 7 Habits of Highly Effective People – UK
The 7 Habits of Highly Effective People – US

2. Good to Great: Why Some Companies Make the Leap and Others Don’t – Jim Collins

Jim Collins has become one of the most influential voices in organisational development over the past decade. This prequel to his other famous book, Built to Last, applies a scientific approach to identifying what makes a company successful, including what is needed of the people who lead such organisations. The book is challenging and inspiring in equal measure.
Good To Great: Why Some Companies Make the Leap… and Others Don’t – UK
Good to Great: Why Some Companies Make the Leap… and Others Don’t – US

3. The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – John C. Maxwell

John C. Maxwell is a prolific writer and there are several excellent books that I could list here but this is perhaps his classic work. His straightforward can-do approach to leadership is very appealing and his simple definition of leadership as ‘influence’ demonstrates that we are all leaders at some level and therefore should seek to develop our character and hone our skills to become the best leaders we can be.
21 Irrefutable Laws of Leadership – UK
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You – US

4. Influence: The Psychology of Persuasion – Robert B. Cialdini

Compelling and persuasive in its own right, Robert Cialdini’s famous work is a touchstone for people in marketing but considering Maxwell’s definition of leadership (that leadership is influence) this book is essential reading for every leader and manager. I guarantee that it will change the way you communicate and you will never see a sales pitch in the same way again!
Influence: The Psychology of Persuasion – UK
Influence: The Psychology of Persuasion (Collins Business Essentials) – US

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5. The Decision Book: Fifty Models for Strategic Thinking – Mikael Krogerus and Roman Tschäppeler

This fantastic resource was a new purchase for me in 2012. The book may fit in your pocket but don’t let that fool you, it is a veritable treasure trove. It is made all the more attractive because the material is presented in simple, easy to access chunks so you can work your way through or just dip in whenever you need. Whether you decide to stash the book in your top drawer at work or keep it on your bedside table, make sure it is close to hand for when you want inspiration.
The Decision Book: Fifty Models for Strategic Thinking – UK
The Decision Book: 50 Models for Strategic Thinking – US

6. Making It All Work: Winning at the Game of Work and the Business of Life – David Allen

David Allen, the bestselling author of Getting Things Done, and an expert in achieving work-life balance, wrote this book. I have just been given a copy and it comes with high recommendations so I will be reading it over Christmas. I look forward to reviewing it fully when I am finished and discussing it in the New Year!
Making It All Work: Winning at the game of work and the business of life – UK
Making It All Work: Winning at the Game of Work and Business of Life – US

Are you wanting a book to inspire your work this year? Searching for a lovely executive gift? Wondering what pogonophobia is? Then check out the Book of Job by Dale Stafford.

It felt like Christmas all over again – or maybe better – because the package I received, containing a limited edition of The Book of Job, was so lovely I almost did not want to unwrap it. My name and address were handwritten in attractive sweeping strokes, the package was encapsulated in crisp brown paper, and all this was sealed with red wax and tied up with red and white string. I felt special just getting it. And there was more! Inside there was a letter, once again sealed with wax, and the book enclosed in patterned paper. So now I am feeling like it is Christmas and my birthday too. Once inside the wrapping the book’s lavish gold edging glistered at me; beckoning me to open it.

The attention to detail, already evident in the packaging, continues throughout The Book of Job. One example of this is in the language as The Book of Job is written in an Old English style (or perhaps ‘Ye Olde Style’) with lots of ‘thee’ and ‘thou’, ‘hast’ and ‘canst’. I thought this might make the book less accessible (as I am more likely to speed-read business books) but the more I read, the more I was disarmed by the approach.

Content and style

I was also won over by the subject matter of the first page. The title runs “In the beginning was the word and the word was ‘Where?’ This immediately struck a chord with me, as in The Right Questions this is the first question that I pose too.

The book goes on to draw a parallel between the biblical character of Job and what we experience in our own job. The Bible story of Job is terrifying and inspiring in equal measure but Dale uses it cleverly to frame her book. There is an underlying theme throughout the book about turning challenges into opportunities as summed up in the quote on page 135:

“When a problem doth land on thy doorstep, it is opportunity that doth knock at thy door.”

This principle, underpinning the narrative, gives a very uplifting tone to the book. It is not a preachy how-to book about success, but rather a book of wisdom inspired by successful people. Therefore I feel that – although the book is penned in a fun way – the serious message of reframing the way we think about ourselves, others, life, work and success, is all the more powerful.

For me this meant that as I read through the book I found that Dale was speaking to the converted; I agreed with the points she emphasised and increasingly enjoyed the way she illustrated them.

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Recommendation

The Book of Job is full of quotes, anecdotes, humour and insights that make it a pleasure to delve into; whether you chose to read it cover to cover or just dip in from time to time.

This is an excellent gift, especially for your friends in business, but you may not be able to resist treating yourself to a copy! Witty and engaging as well as beautifully constructed and designed, it is a pleasure to receive and to read. Well done to Dale Stafford on creating something so unique.

Oh, and by the way, pogonophobia is the fear of beards. One of the many things I learnt from reading the book!

Dale Stafford is the author of The Book of Job and founder of The Principle Department. You can find out more about her and her work at www.theprincipledepartment.com

Buy the Book of Job from Amazon.co.uk

Buy The Book of Job from Amazon.com

What resources do you need to achieve your goal? How do you estimate those resources for your plan? Which ways can you get the resources you need?

Quite often we limit ourselves and our plan to our present resources.  After all, it is reasonable to ask ‘Which holiday can I afford?’ before going and booking one.  Budgeting is good stewardship and I would certainly not recommend getting into debt on a whim.

But we will never be able to dream big or make macro leaps forward if we limit our goals to what we can achieve with the resources we have now.  It is better to first ask what we are passionate about doing, working out the resources required, and then thinking creatively of ways to get what we need.  That is why this question comes some way down the planning process.

The importance of logistics

An army needs logistics. A large portion of every military is concerned with delivering the right resources to the right people in the right places.  In fact, there are many more logisticians than infantry soldiers in the average army.  But the army does not exist for logistics. It has a mission to achieve. That aim is very rarely just to do with just moving men and equipment from one place to another.  Logistics is a large and essential part of achieving your aim. But it is there to support the mission, not to drive it.  History testifies to the fact that an army will beg, borrow and steal if necessary to get the job done if (or rather when) logistics fail.  You can still achieve your aim when resources are difficult to come by if you remain focussed; as the United States Marine Corps would say: you just need to ‘improvise, adapt and overcome!’

The right motivation is key

This is because there are very few times when finances and resources are fixed.  A compelling vision inspires us to innovate and save. It motivates us to earn and raise the funding that we need and find the tools to get the job done.

Why is it that many people who win the lottery often struggle. Why do they end up having spent their money within a few years?  The gambling industry sells winning as the dream; it does not provide a vision for what comes beyond that.  Many people who win do not have a clear idea of what they want to do with the money. They might take a nice holiday and pay off the mortgage but that is not a grand vision. Anyway, these things can be done without playing the lottery or the roulette wheel.

People who make (and keep) large amounts of money use it productively. Resources that continue to grow are usually driven by a vision beyond that of just making cash.  Bill Gates, the richest man in the world for most of the last decade, was not motivated primarily by money.  When he started Microsoft with Paul Allen they had a vision of a computer in every home. This dream, of how computing could transform the world, drove Microsoft. It became the most successful software business in the world and made Bill Gates a multi-billionaire.

Money, Manpower and Materiel

So we start with the dream and then work out what we need to make it a reality.  When we need to make something happen it generally comes down to the three ‘M’s:

• Money
• Manning
• Materiel

Cash, workers and equipment are all important but it is usually the first element, the money, which drives others; so this is the primary consideration here (we will look at the people issue more under the Who question).

Estimating the cost

When we have our dream or our goal, we can start to put a cost against it.  If it is hard to assess the cost for a whole goal we can break it down, as we have done previously, and cost each constituent task or step.

Remember to put a cost against the time you invest in achieving the goal.  When doing something yourself you can feel you are getting it done for free but that is not actually true.  Our time is worth something, even if it is just the opportunity-cost of not being able to do something else while we are engaged with a task we have decided upon.

Often it will turn out cheaper to pay someone else to do a task that can be delegated as this leaves you just the things that no-one else can do and you will achieve your goal all the sooner.  We will look at delegation some more under the ‘Who’, but having broken down tasks and now putting costs to them will help you make decisions on the team you might need.

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Alternative funding

Once you have estimated a cost for each individual task you will get an idea of the budget for the whole project.  Once this has been done you can start to think creatively about how to reduce the costs. Or you can seek further resources in more inventive ways (and no I am not talking about stealing here!).

For example, instead of paying for a qualified professional, could you get someone to do the work voluntarily? Perhaps you could offer them experience as an intern? If someone is still in training or education they may value the experience more than pay.  Alternatively, think about what service or product you might be able to offer someone in return. Bartering is as old as trade itself but sometimes people forget it. I have used this sort of transaction in building my business. For example I have coached people in return for help with my website.

I used this method when I employed someone to develop my website. They worked on the website in return provided some coaching to help them further their career. It was an easy win for both of us, and no cash changed hands.

Fuel the dream

Considering the resources we need and how we are going to get them is an important aspect of how we make our dreams real.  An idea becomes a lot more tangible as we think about and assess the tools and materials we need for the job. It can take some time, and may not be as liberating as some of the big picture thinking, but it is important so stick with it!

“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials, and methods. Third, adjust all your means to that end.” Aristotle

“Happiness is a positive cash flow.” Fred Adler – Venture capitalist

I may not be a millionaire but in many senses, I am rich.  This is because for much of my life I have had the pleasure of not having to worry month by month about the balance in my current account.  When billions of people are worrying about whether they will have a decent meal today or if they will have a roof over their head tonight then it is good to be thankful for such mercies.

But I did not start out flush with cash and there have been times since where things have been a real struggle. At times every business pitch seems to fall flat, work is short and reserves are needed to keep afloat.  At such times I have become very keenly interested in profit, loss and cash flow and therefore they should be things we have a handle on before we hit a challenge.

The day to day challenge of cash flow

In a previous post, we looked at cost and resourcing in the context of a given task or project.  When thinking in project terms, the finances are focused on a finite amount that we are wanting to raise and control.  When thinking about a business there may well be projects that we want to achieve, but the day-to-day of the business is defined by profit and loss and – perhaps even more importantly – by cash flow. So I just want to highlight some crucial things to remember before we move on.

Cash flow is important as it determines the rate of return and affects liquidity. As Dragon’s Den star Peter Jones points out:

“There’s nothing more important than cash – cash flow issues are one of the biggest causes of company failures.”[1]

Liquidity is especially important to the SME (small and medium-sized enterprise). This is because you may well have invoices on the way but if they don’t arrive in time (to pay off your own debts) then your company can go under. Then it does not matter how profitable you are on paper. This is why all companies need a reserve of some sort, to manage these cash-flow challenges.

Cash flow and personal finance

The same goes for personal finances; after all a household is effectively a small-sized business.  You have certain a certain income and outgoings.  Each month you need to make sure more comes in than goes out.  If you achieve this then the amount left over is profit. This is the bit you get to choose how to use; to save or invest, could be considered profit.  If you spend more than you earn then quickly you will get into debt.  As debts compound it can become impossible to pay them off and then your household or business goes bust.  It is very simple.

As an individual, this could mean being declared bankrupt or as an organisation going into administration or liquidation. Either way, it will be a huge hurdle in you fulfilling what you set out to achieve. So, it is best to reduce the risk of this happening. Do this by planning as carefully as possible and keeping on top of your accounts.

Keeping your accounts and balancing the books

At the most simple level, you may just need a ledger or spreadsheet with three columns: one for money in, one for money out, and one to work out what’s leftover. This gives you a snapshot of your finances at any one time. If you then produce a table predicting this information over a period of weeks or months, then you have the making of a cash flow forecast.

The issues of profit, loss and cash flow are perhaps most important when starting out in a new business.  It can often take several years for a company to really become profitable and for finances to stabilise.  It is therefore those first few years where the business is most vulnerable.

The Business Case and forecasting cash flow

Part of the business case and business plan at the beginning will be forecasting the finances over this critical time.  If you want to attract finance or get a business loan then any investor will want to examine these figures.  It is part of their risk management; they want to get their money back, with interest.  You need to be profitable for them to be profitable.

It can be tempting to be overly optimistic about your finances in the beginning stages of a business.  Therefore I recommend you produce several models for your cash flow: a best case, most likely case and worst-case scenario. Work out the most stripped-down version of what you need to operate and the investment required, as well as your preferred initial equity.

Final thoughts

I am not going to go into more detail on book-keeping here as it is outside the remit of this post. There are plenty of good resources on accounting that you can look at. Software packages such as Microsoft Excel and Apple’s Numbers provide spreadsheet templates. These can be used for household and business budgets as well as cash flow forecasts. I have also suggested some useful links below where you can get more information.

The most important thing is to have a method that works for you where you can track you’re finances. And remember, cashflow is at least as important as profit, especially if you are a small enterprise!

Project planning is all out working out your plan in time and space. In The Right Questions Framework, the ‘When’ question relates to the ‘How’ of tasks and resources. As well as mapping these against time the ‘when’ also revisits the concept of priorities, first looked at under ‘why’. Putting this all together brings us to the concept of programming. There are various ways to graphically show a time-based plan but the Gantt Chart is probably the best known and most frequently used.

Programming

I was part of the initial project management team working on the construction of ‘The Shard’, the new tower above London Bridge station, which is the tallest building in Western Europe.  It goes without saying that it is massive and complex; too big to contemplate in all its detail.  What’s more, it is unique, there is not another building quite like it anywhere in the world.  Considering this, how could someone possibly decide how long it was going to take to build?  The key, as we looked at it under the ‘How’ question, was to break the whole plan down into manageable pieces. It is hard to estimate how long it will take to build a 330m tower, but you can start by working out how long it will take to construct one pillar or fit one window.

We can do the same for our goals.  We are already mostly there as under ‘How’ we broke down our dreams into goals and our goals into tasks.  It should be easier to assess the time for one task and if we need even greater accuracy we can break the task down into steps and work out the duration for those.

By doing this we are building up a programme (a plan with timings) to achieve our vision.  We have identified goals, worked out the necessary tasks and resources and now given time to each step.  Through this process, the dream starts to become more tangible.  Once again, don’t worry if you can’t work out everything – the important thing is to know the next few steps in enough detail to start to act.

Critical path analysis and keeping things simple

If you work out all of the activities that you need to achieve and the duration of each task then you will have a fully functioning programme; the sort of thing a project manager will create.  When you put all your activities into sequence the quickest route through the plan becomes the ‘critical path’ and gives you the shortest duration to achieve your aim.

Remember: a programme can include as little or as much detail as you need.  The important thing is that the programme helps you to plan and helps you track your progress towards a goal.  My advice is to start simple and if you can’t fit it legibly on one A4 page, or it starts being hard to understand, simplify it.

Gantt Chart Example

Earlier when we looked at tasks and milestones we looked at the example of building a shed. Let’s use the same example to make a simple programme. We can start by estimating the duration for each activity:

• Work out what type and size of shed you need and where it will go. We will need to go out and do some measuring so let’s assume 1 hour.
• Select the best shed to suit your purpose. This might require some time researching on the internet so let’s give ourselves 2 hours.
• Purchase the shed. I am planning to do this online, so once I have decided on the right shed, it should only take me only a few minutes.  It is a good idea to always give ourselves 30 minutes, even for a simple task, so I am going to assign a half-hour here.
• The shed is delivered. This is a milestone so I will not give it a duration. But, there is likely to be a time lag between purchasing and delivery and I will assume it will be 48 hours between payment and receiving the goods.
• Prepare the ground. I will need to level the ground and my garden is on a slope so this is likely to take some time. I will initially give myself 4 hours. This could take longer, especially if foundations are required. So I might have to re-calculate this after inspecting the ground and the shed I have chosen.
• Erect the walls. I am going to allow myself 2 hours for this task. This job will probably require the help of another person. I will have to ask someone to help soon to prevent my project from being delayed.
• Construct the roof and make it waterproof. Again I will estimate around 2 hours for this.
• Fit the door and windows. This could be a fiddly job so once again I am going to give myself 2 hours here
• Furnish the shed ready for use. This will likely require popping to the shops again so I am going to give myself 3 hours for this.
• Start using the shed. This is a milestone so I won’t give it a duration.

Now we can create a pictorial representation of the programme. This is known as a Gantt Chart (named after Henry Gantt, the man who developed the idea). Putting all the activities into the correct order, I have created a Gantt Chart. You can see the first version in Figure 1:

You will notice that as I start to fit the tasks into normal working hours, some activities roll forward. Now they take place over several days. I can now see that I won’t be able to start using the shed until the 5^th day.

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Prioritising

“Time is free, but it’s priceless. You can’t own it, but you can use it. You can’t keep it, but you can spend it. Once you’ve lost it you can never get it back.” Harvey MacKay

Time is limited so therefore within the plan we need to prioritise.  There is never enough time to do everything. Therefore, we need to be able to decide which things to forgo.  Our values point us towards our priorities and that helps us make the right decisions, especially when under pressure.

We have to know the tasks that are vital to success but this is not always straightforward to ascertain.  Therefore, we may need to go through a process of elimination until we can perceive the essential elements.

Which things can be done concurrently?  Which tasks could you delay or rearrange? What could you delegate or even dispense with altogether?  By asking these sorts of questions you get down to the bare bones of what are the vital actions.  You may well find that you can refine your programme after asking these questions.

For example, looking at our shed project again I can see that I don’t need to wait for the shed to arrive in order to prepare the ground. I can save myself some time by starting this task while I am waiting for the shed to be delivered as you can see in Figure 2:

You can see that by getting on with the groundwork concurrently I have reduced the total duration of the project by a day. Therefore, I will now be able to start using the shed on day 4.

Cash Flow and Budgeting

After adding the duration to the tasks the next thing to do is to add the resources needed for each activity.  This is the next layer of the programme and can be added to your table or spreadsheet.

In this way, we can establish not just the cost of any task but also the yearly, monthly, weekly or daily cost of a goal or activity.  In other words, we create a cash flow forecast or budget.

After doing all this you should be able to link the dream you have right through to the very next step you need to take.  Hopefully, you will also know exactly how long it will take and how much it will cost.  You can now put that step in your diary and you are on your way!

Project Management Programming Software

The Gantt Charts for this post was created using Merlin Project Management Software. Merlin 2 is the best project management programming software that I have used for the Mac and if you want to find out more or try a demo then click here.

Merlin is very similar to Microsoft Project, the main software I have used on PC. This is something of the industry standard for project management software, although perhaps not the best.