Leadership

Discussion in 'Questcor' started by Anonymous, Jul 30, 2014 at 5:45 AM.

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  1. Anonymous

    Anonymous Guest

    Bad news does travel.

    At a recent breakfast meeting I chatted with a CEO who reflected, uncomfortably but critically, on another leader in his field. This other CEO is apparently losing the respect of peers through behaviours that clash significantly with the respected culture and values of their industry. My companion felt (quite correctly) that even a half-good recruitment process would have pointed out some of the potential dangers of this appointment in advance. To deepen the problem, the board in this organisation is not aligned, and indeed only one member is involved in setting strategy with the CEO. Danger signs everywhere.

    We left that conversation around then. I reflected afterwards. I hadn’t sought out this account of an apparently destructive leader. But it came loud and clear. If it’s an accurate account, things will come unstuck in this business one way or another. So what is this leader doing wrong? And conversely, how do you become the best leader you can be?

    Consider this example in the context of the 5 key characteristics of high performance leadership, based on the transformational leadership model.

    1. Trust

    We all know some people that we’ve instinctively trusted as leaders, and also some we have not. What leads to distrust? It can come from not delivering on promises, not acknowledging people for their contribution, undermining associates, inviting input and then implementing only one’s own ideas, delegating with either too much detail or not enough context, micromanaging and ‘hovering’, and more... It’s easy to create distrust, and tough (though possible) to recover from it.

    Several traits, demonstrated by behaviours, lead to a sense of trust. We’re proud to be associated with a trusted leader. We see them going beyond pure self-interest for the good of the team, organisation and commonly the community. They act in ways that build others' respect for them. Without overdoing it, they display a sense of power and confidence, yet are happy also with empowering those around them, allowing them opportunities to shine, and acknowledging good contributions, both big and small, from their colleagues and team members. As a result, we believe in them.

    2. Integrity

    The concept of integrity includes notions of ‘wholeness’ or consistency - in vision, values, systems, principles, expectations, actions, outcomes, and KPIs. It means a deep commitment to knowing what the right thing is, and doing it, whatever the circumstances. People who live with integrity are incorruptible. They talk about the values and beliefs that drive them and activate the organisation. They frequently refer to a sense of purpose and collective mission. In decision-making, they consider not only the bottom line but also the moral and ethical consequences. This ethical commitment will be clear in ethics statements or policies that are not just stuck up on the wall, but are integrated into all business processes, communicated to everyone, and lived by on a daily basis. It’s not just having a moral code, it’s living that code and leading by example, “walking the talk”. Integrity comes across in communication too – a leader with integrity will communicate authentically, listen attentively and encourage tolerance of divergent views. They will be reliable, accountable, respectful, accessible, and transparent. A lack of integrity can ruin careers and organisations – and this has been demonstrated many times including notably at Enron where 20,000 jobs were suddenly destroyed as a result. As the old line goes, ‘the fish rots from the head’. I’ve not actually tested this, but presume it’s true – it certainly is when it comes to integrity. It’s one of the top attributes of a great leader.

    3. Inspiration

    If you worked for a truly inspirational leader, would it influence your desire to stay with that employer? It’s a sad fact that over 50% of Australian workers are thinking of changing their job, right now. While change is needed and important at times, this high figure points to a level of dissatisfaction that results partly from a lack of inspiration. And while personal motivation is ultimately down to the individual, great leaders help provide the inspiration that drives it.

    How? Well take a look at someone like Richard Branson. He embodies most of the elements that underlie ‘inspirational’. He seems to be one of the most optimistic people around, and will tackle absolutely anything with a belief that it can be done (well reflected in his rallying cry of ‘screw it, let's do it’). He speaks optimistically about the future, spelling out a compelling vision, firing up the team about what needs to be done, and expressing confidence that their goals will be achieved. Branson explained that his interest in life ‘…comes from setting myself huge, apparently unachievable challenges and trying to rise above them'. He’s not the only one, but he is undoubtedly inspirational.

    4. Innovation

    Branson is also innovative, and encourages this in his teams. He’s said 'I've had great fun turning quite a lot of different industries on their head and making sure those industries will never be the same again…' As a model for innovative thinking, he noted that 'you never know with these things when you're trying something new what can happen. This is all experimental.' He was driven to be involved in creating ‘…something very special, something quite large and something quite exciting'.

    From the transformational perspective, innovation can mean willingness to challenge critical assumptions and to question whether they remain useful, to invite differing perspectives and encourage others to look at problems from different angles, and to suggest new ways of looking at how to get the job done. What this does is really open up the innovative powers of a person and a team, and enable the creation of something new, and potentially ground-breaking.

    5. Personal consideration

    The transformational leader doesn’t just lead their team at a global level; they invest directly and personally in the people they lead. They put time into teaching and coaching. They treat their people as individuals rather than just ‘members of a group’, and this makes a huge difference to how each person feels. Knowing that a leader really cares about our different needs, abilities and aspirations brings us to commit more, deliver more and enjoy it more. When a leader helps us develop our strengths, we take this as proof that they care, and we return this with bringing more of ourselves into our work.

    Together, these five components of transformational leadership lead others to contributing that almost mythical ‘discretionary effort’. As well as believing more in the mission, working harder and being more innovative and productive for our leaders, we tend to become their advocates. We are more satisfied with our work and with our leaders. And we tend not to be seeking to leave quite so desperately!

    Back to the ‘not so great’ leader

    So what about the CEO who’s risking the respect of their peers? From the brief account, they are being innovative, but by attacking the markets of others in an NFP field that has traditionally respected boundaries – so trust is much reduced and their integrity is being questioned (by peers, I don’t know how their staff feel). I also don’t have the information to assess their powers of inspiration. However it's clear that peers at least see them as low in personal consideration – they are seen to be disinterested in peers in their network, or worse, to be outrightly aggressive towards them. So they score low on at least 3 of the 5.

    We’ve all heard people tell of great leaders – unfortunately the stories are often about the not so great ones. While greatness may not be for all of us, becoming a much better leader is very attainable...

    Implement the 5 key elements

    With a leader who uses the 5 key elements of transformational leadership, it results in growth for everyone they work with, plus huge benefits for the business, and ultimately the community.

    And while not all leaders are born with this skillset, it can be learnt. A 360-degree instrument is available to assess a leader’s impact against the transformational model. It also tests for transactional leadership and ‘non-leadership’. It’s highly accurate and gives informative feedback against an extensively researched knowledgebase. This is the sort of tool that can help leaders transform their approach, and powerful drivers of positive change.
    ---------------------
    Buh Bye Eldon.
     
  2. Anonymous

    Anonymous Guest

    Could have sworn you meant Polio. I guess thats the caliber of all the "leaders" at Quester.

     
  3. Anonymous

    Anonymous Guest

    And good riddance!!

    Signed,
    The Entire Sales Team
     
  4. Anonymous

    Anonymous Guest

    Be careful what you wish for.
     
  5. Anonymous

    Anonymous Guest

    That is one of the best "posts" I've ever read on cafepharma. To the original poster, I say thank-you! Yes, Napoleon is gone along with his minions. KS was incompetent from day 1. SF stopped being affective once she "fixed" the HUB. Hello... it's still broken and I'm having to deal with their screw ups every day. JL... just there to do whatever Eldon said no matter what the impact on employees. His award was a joke. It was Eldon's way of keeping JL in his camp. JL should have known that by accepting, he compromised his position with every employee. Isn't HR supposed to protect the organization but also represent it's employees? (I know... I'm naïve!) There are couple more that need to go but maybe they will get theirs on the next round. Clean house Hugh... there's hope for this brand yet. Maybe when the dust settles, there will be leaders left that aspire to the standards outlined above... MAYBE!!!
     
  6. Anonymous

    Anonymous Guest

    I don't work here anymore but who was fired? Did Eldon finally get the well deserved boot!!
     
  7. Anonymous

    Anonymous Guest

    Puhlease!!! This is my birthday wish, night time prayer wish and penny in the fountain wish all rolled into one. Go bark up another tree...
     
  8. Anonymous

    Anonymous Guest

    He did... It was obvious he's number was up during NSM. MNK leadership were not shy about their disapproval.
     
  9. Anonymous

    Anonymous Guest

    Ha... wonder if he now knows what Doug felt like?!? You know what they say about karma...
     
  10. Anonymous

    Anonymous Guest

    What ya been smoking? I'd like to get me some! Under MNK, Acthar is finished. Don't you get it? They don't have a clue and the sales decline has already begun. Very sad.
     
  11. Anonymous

    Anonymous Guest

    Well I would hate to say I am happy to hear about someone else's misfortune but karma is for real. Eldon, remember, what goes around comes around. Now you know how it feels to be "fired" right? Just out of the blue "just because" we want to fire you right? You probably know who this is but I don't care. Karma has a way of making it back to the correct person. How does it feel?
     
  12. Anonymous

    Anonymous Guest

    Were all his little minions fired too? Who was that lady he promoted to a GM role who was clueless?? He had a close circle of people he promoted and "took care of" and it was obvious!

    What happened at the NSM?
     
  13. Anonymous

    Anonymous Guest

    NSM- The tension was obvious. Eldon had communicated that we were already booked for Whistler in 2016 and Hugh stood on stage and asked "who wants to go someplace warm next year?" AWKWARD!!!! Darlene was looking around to take note of who was clapping and was not happy. Quite a few of his "minions" were also shown the door. Susan Foster, Kari Smith, Ed Seto, Joel Liudahl, (2 of Joel's people, both very nice) and the rheum marketing director. Maybe 1 or 2 others. With the exception of the two HR ladies and maybe the rheum director, who I don't know, I think Hugh took a huge first step in the right direction. Let's face it, QCOR is gone... we all did well in the acquisition and now it's time to acclimate.
     
  14. Anonymous

    Anonymous Guest

    Really surprising. Thats quite a house cleaning in a short amount of time. I agree "change" is the only constant. Especially in this industry. There is not one company where stability exists.

    Look for all Mallink people to take all of those vacant positions. THis is the corporate American way!!
     
  15. Anonymous

    Anonymous Guest

    You mean the new "GM" of Ophthalmology ??? yea, that division will do great under her. NOT !!! Hugh, keep the steamroller running ! Spring cleaning is in full effect. While you're at it, get rid of the cackling trainers too. There is still hope for a new dawn for Acthar !
     
  16. Anonymous

    Anonymous Guest

    Hey Eldon (aka Dr No)
    I hear the Love Boat is looking for someone ...
    to clean the freakin' toilets!
    Karma is a fickle bitch isn't it ?!?
     
  17. Anonymous

    Anonymous Guest

    Have they hired a GM for the Nephrology Division yet?
     
  18. Anonymous

    Anonymous Guest

    Hey numbnuts, trace the history! The decline began after Steve and Doug left. Don't blame MNK for the lack of inspiration or leadership. That's a local problem.
     
  19. Anonymous

    Anonymous Guest

    True! Darlene jumped ship to go to rheum. Took her AD, ass kiss Alan with her. Now she's pulled Doug over to hire a bunch of nurses. (Servant Leadership? What a freakin' joke!) Murphy might be the only hope for neuro. Good dude but he's going it alone. Joe is trying to grow the business in neph but that's been tough. He seems well intentioned but the masses are not happy. Thank goodness Hugh at least was willing to lead a call. Eldon with all his social phobias wouldn't even get the RSM's on a conference call.