Managers and Leaders Who Can E-Book

Ruth Spellman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 293

Veröffentlichungsjahr: 2011

Beschreibung

For a successful world economic system we need some fundamental changes that respond to the changing nature and expectations of society. Capitalism has to become more robust, more acceptable and more sustainable.

Managers and Leaders Who Can provides a vision and road-map for making sense of the new world we live in as it affects management and leadership. Looking at the new economic and social circumstances of the post-recession world and examining the implications holistically for management and leadership, for governments, employers and individuals alike, this book provides practical guidance and illustrations on how to take forward the development challenge on a national, organisational and individual level.

Praise for Managers and Leaders Who Can:

“Ruth Spellman’s book is a timely and long awaited outstanding addition to the management literature. This is a ‘must read’ for anybody in a leadership or managerial role.”

Prof. Cary L. Cooper, CBE, Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School

“Ruth Spellman has provided the thought platform from which a younger generation of aspiring leaders and managers can transform the nature of their profession. I urge you to read this and be creative!”

Des Benjamin, CEO Simplyhealth

“In times of unprecedented change, Managers and Leaders Who Can equips managers with tangible tools and case studies to develop their own and their organisations’ capabilities. Spellman offers superb, practical and up-to-date insight into what employees want, what managers need and what all business leaders have to focus on to develop competitive advantage in turbulent times.”

Christina Ioannidis, Founder and CEO, Aquitude; author of Your Loss: How to Win Back your Female Talent

“Ruth is absolutely right to identify and describe how leadership has to adapt to a totally new business environment. The advice and thoughts in this book will be valuable to all leaders in the public and private sectors.”

Miles Templeman, DG, IOD

“Chief Executives in the third sector are facing enormous challenges in the world they operate in. ACEVO members look to us for guidance in these difficult times and this book will be essential and very valuable reading for them in supporting them to make the changes many will need to make.”

Stephen Bubb, CEO ACEVO

Leseprobe

Table of Contents

Title Page

Copyright Page

ABOUT THE AUTHOR

Acknowledgements

CONTRIBUTORS

Foreword

Introduction

CHAPTER 1 - VALUES AND ETHICS

Perception versus intent

The right time – or all the time?

Consultation, not coercion

Living the values

Personal values and ethics

Values in the public sector

Making the link to CSR

The business case for CSR

CSR in practice

Social entrepreneurship

Support from professional bodies

The future

CHAPTER 2 - MANAGING YOURSELF AND LEADING OTHERS

Building self-awareness

Be the person you want to be

Developing management skills

Managing your time

Banking time

Leading others

Work – but not as we know it

Adapting your leadership style

Setting standards

Managing boundaries

Taking responsibility for failure

Celebrating success

Valuing and developing your people

Communicating with purpose

CHAPTER 3 - MANAGING CHANGE AND UNCERTAINTY

Planning for change

Building the right culture

Developing a communication strategy

Building employee commitment

Dealing with the politics

Equipping people to manage change

Stand back and review progress

CHAPTER 4 - MANAGING STAKEHOLDERS

What is a stakeholder?

Identifying your stakeholders

Prioritise your stakeholders

Mapping interactions

Understanding stakeholders

Dealing with conflicting demands

Managing stakeholder relationships

Reaping the rewards

Monitoring and review

CHAPTER 5 - RISK AND BUSINESS CONTINUITY MANAGEMENT

What do we mean by ‘risk’?

Risk in reality

Risk in good times and bad

Risk in the public sector

Creating the right culture for risk management

Key skills for managers

Business continuity management

Putting BCM into practice

Ongoing monitoring

CHAPTER 6 - MANAGING THE ENVIRONMENT

Sustainable development – a critical role for businesses

Current practice

Drivers of green management

Taking small steps

Getting to grips with regulation

Future challenges

CHAPTER 7 - MANAGING INNOVATION

Innovation in practice

Barriers to innovation

Impact of the recession

Innovation in the public sector

Facilitating innovation

CHAPTER 8 - MANAGING BRAND AND REPUTATION

Exploiting the brand

Protecting the brand in tough times

Managing the brand online

Creating internal brand engagement

Engaging stakeholders in the brand

Measuring brand equity

CHAPTER 9 - MANAGING DIVERSITY

Diversity – the true picture

Overcoming the barriers to diversity

Taking diversity forward

CHAPTER 10 - FINAL WORDS

On values

On managing yourself and others

On managing change and uncertainty

On managing stakeholders

On risk and business continuity

On managing the environment

On managing innovation

On managing brand and reputation

On managing diversity

HELP AND RESOURCES

INDEX

This edition first published in 2011

Copyright © 2011 Ruth Spellman

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A catalogue record for this book is available from the British Library.

ISBN 978-1-119-99398-8 (hardback), ISBN 978-1-119-97783-4 (ebook) ISBN 978-1-119-97784-1 (ebook), ISBN 978-1-119-97785-8 (ebook)

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ABOUT THE AUTHOR

As Chief Executive of the Chartered Management Institute (CMI), Ruth Spellman OBE leads the drive to encourage greater focus on the high-level skills needed to build UK competitiveness and productivity. She is also responsible for the Institute’s campaign to ensure that 50% of managers are professionally qualified by 2020.

Prior to joining the CMI in June 2008, Ruth served as the first female Chief Executive of the Institution of Mechanical Engineers (IMechE). She also spent seven years as Chief Executive of Investors in People (IIP), where she helped to raise the profile of the employer-led organisation across 27 countries. During this period she was appointed Chair of the skills body for the voluntary sector in a non-executive role, and was a Non-executive Director of Thompsons Solicitors.

As HR Director for the National Society for the Prevention of Cruelty to Children (NSPCC), Ruth was responsible for HR strategy, change management, resourcing strategy, employee communications, external communications and media relations. Her consultancy knowledge and strength resulted in new NSPCC policies that helped it to win the coveted Employer of the Year Award in 1996.

Ruth also spent five years working for Coopers & Lybrand. During this time, she worked with the boards of six of the UK’s top 100 companies and set up one of the firm’s HR branches.

In 2007, Ruth was awarded an OBE in the New Year Honours List for services to workplace learning. She was also recently voted 14th out of the 100 most influential HR individuals in the UK.

She has three grown-up children and currently resides in London.

ACKNOWLEDGEMENTS

I would like to thank all the contributors to the book for their time and wisdom. Many of them are distinguished Companions of the Chartered Management Institute, but all have had a substantial role in leading positions.

Their practical insights, knowledge born of experience and reflective approach to this project have helped me to look behind the headlines and the facade to the reality of management and leadership in the 2010s – messy, complicated, challenging, exciting and important. The vital ingredient in our ongoing competitive success.

I would also like to thank Erika Lucas, who has crafted the chapters, taking my ideas and making them intelligible; Claire Plimmer, who has been a guiding hand; Carol Anne Kaveney, Hannah Chapman and Analiza Gabuat, who have enabled this book to be written alongside many other priorities in the diary; and Tim Melville-Ross, whose idea it was that I should write this book.

Thank you.

CONTRIBUTORS

Peter Ayliffe, President and Chief Executive of VisaEurope

Martin Bean, Vice Chancellor, The Open University

Lord Bichard, founder, Institute for Government

Lord Bilimoria, Chairman, Cobra Beer Partnership

Helen Brand, Chief Executive, Association of Chartered Certified Accountants (ACCA)

Rita Clifton, UK Chairman, Interbrand

Professor Cary Cooper, Lancaster University Management School

Penny de Valk, Chief Executive Officer, Institute of Leadership and Management (ILM)

Adrian Godfrey, Chair, Institute of Business Consulting and Partner, Ernst & Young

Steve Holliday, Chief Executive, National Grid

Sir David Howard, Chairman, Charles Stanley

Stephen Howard, Chief Executive, Business in the Community (BITC)

Paul Idzik, Chief Executive, DTZ Holdings plc

Sir Paul Judge, Chairman, Schroder Income Growth Fund

Sir Alan Langlands, Chief Executive, Higher Education Funding Council (HEFCE)

Rob Law, founder, Magmatic

Calvert Markham, Managing Director, Elevation Learning

Nigel Meager, Director, Institute for Employment Studies (IES)

Tim Melville-Ross, Group Chairman, DTZ Holdings plc

Terry Morgan, Chairman, Crossrail

Sir David Nicholson, Chief Executive, NHS

David Noble, Chief Executive, Chartered Institute of Purchasing and Supply (CIPS)

Vicky O’Dea, Operations Director, Serco

Jackie Orme, CEO, Chartered Institute of Personnel and Development (CIPD)

Jonathan Perks, global CEO leadership coach

Stefan Stern, Director of Strategy, Edelman

Andrew Summers, Chairman of the Steering Board, Companies House

Sir John Sunderland, former Non-executive Chairman, Cadbury Schweppes

Ed Sweeney, Chair, ACAS

John Taylor, Chief Executive, ACAS

Charles Tilley, Chief Executive, Chartered Institute of Management Accountants (CIMA)

Jill Tombs, Director of Human Resources and Governance, Mencap

Mark Turner, Senior Partner, GatenbySanderson

Phillippa Williamson, Chief Executive, Serious Fraud Office

FOREWORD

When the CBI contributed to the Leitch Review of Skills in 2006, we said addressing the shortfall of management and leadership skills should be a national priority.

Although much has changed since then, this skills shortfall remains, and has the potential to hold back the economic recovery.

As Chartered Management Institute (CMI) data show, only one in five managers currently has a management qualification.

In this important book, Ruth Spellman highlights ways that this can be tackled, and how managers and leaders can develop their professional skills.

The practical insights from business leaders and many distinguished companions of the CMI provide an excellent guide to managers from any profession. They show how leadership roles are expanding and changing, and how issues like risk management, carbon emissions and, above all, ethics and values are becoming more and more important.

We now have higher expectations of fairness and openness, and we saw in the recession how improved communications were invaluable in holding off job losses, as better-informed staff had a clearer picture of their employer’s business situation.

As we look for growth in the years ahead, managers and leaders need the right learning resources and positive role models to develop and refine their skills.

The CBI worked closely with Ruth Spellman when she led Investors in People, and so knows her views on better people management must be taken seriously.

So we welcome and recommend this book to managers and policymakers alike, and hope it makes the contribution it deserves to in this critical debate.

John Cridland

CBI Director-General

INTRODUCTION

I was talking recently to a manager who faced the challenge of reducing the headcount in his division by more than half. He was charged with making difficult decisions, in an extremely short timescale, about who should stay and who should go, and how the depleted team should be re-organised.

At the same time, the same manager was being presented with ever more ambitious growth targets for his division and was grappling with the dilemma of how to achieve better results with significantly fewer people and a dramatically reduced budget.

Sadly, this scenario is not uncommon. Times are tough and the role of leaders and managers has never been more challenging. This book has been written in recognition of the fact that, more than ever before, managers need to reinforce their confidence and competence by accessing practical help and advice to negotiate their way through the turbulent, fast-moving business climate.

Technological change, growing consumer power and an unprecedented level of global competition means the pace of change has accelerated to an alarming degree. Managers now have to run simply to stay still and have no time to even catch their breath before the next wave of change comes crashing in.

We need to recognise that today’s managers are also operating in uncharted territory. The rules have changed and many of the old certainties no longer exist. The established truth about good behaviour being rewarded and bad behaviour being punished, for example, seems to have disappeared. Recent experience has shown that even when those at the helm of organisations make catastrophic decisions, they are still rewarded handsomely and appear not to be held accountable for their actions.

Our members at the Chartered Management Institute (CMI) tell us that such an atmosphere leaves them feeling lost and in the dark. They need guidance about how to behave, practical help with the seemingly endless stream of challenges presented to them and the opportunity to find out how their peers in other sectors and organisations are coping.

Above all, they need help in understanding how a values-driven, ethical approach to business can help them emerge from the maelstrom with their organisation in good shape and their heads held high.

Young managers in the lower and middle ranks of organisations are particularly vulnerable as we attempt to negotiate our way slowly and painfully out of recession. They have only known the good times and do not necessarily have the more sophisticated level of skills required to manage against the backdrop of a challenging economic climate.

At a time when budgets are being squeezed to the limit, there is a tendency for organisations to cut back on management training and development. This is both short-sighted and counter-productive. It means that managers, particularly those in the earlier stages of their career, are left exposed and that the ability of the business to improve performance and meet future challenges is stymied.

Now, more than ever, organisations should be building managerial capability and making sure their people are well equipped enough to drive and manage change, and exploit new opportunities.

The management job has become more complex, encompassing everything from managing policy, stakeholders and environmental impact to managing brand, reputation, change and innovation. Managers also need to adjust to increased transparency, the world of ‘WikiLeaks’ and the growing public appetite for increased accountability.

In this book I have interviewed some of today’s leading figures from the public and private sector. They have a wealth of experience and wisdom to share on some of the most pressing issues facing those at the helm of today’s organisations.

In writing this book, I have been influenced by their views, by the research and evidence to which the Chartered Management Institute has access, and by my own gut instincts. Although we live in hard times, we have a thousand opportunities a day to do things better by being proactive. Managing risks, seizing opportunities and becoming better at stakeholder management are realistic aspirations for us all.

The CMI also has a wealth of experience to draw on, and this book provides an opportunity for us to share some of our latest cutting edge research and thinking. We hope all managers find it a useful resource and a stimulant to their thinking.

Ruth Spellman

CEO, Chartered Management Institute

CHAPTER 1

VALUES AND ETHICS

Ethics and values are critical. Business can no longer get by saying one thing and doing another.