From the Bookshelf This is a fortnightly review of bestsellers for business executives Everyone's a leader By Nicole Wong The best bosses realise that success comes from finding the points of power In the past, most managers would build a hierarchy which was based on clearly defined lines of reporting and concentrated the power of decision making in the hands of a few trusted lieutenants. However, in today's increasingly competitive market, the use of initiative and problem-solving skills are expected of employees of all ranks, and tapping into everyone's ability is seen as the best way of running an effective business. This means that subordinates no longer simply follow orders, but are empowered to become decision makers, accepting new challenges and broader responsibilities. In Self Leadership and The One Minute Manager: Increasing Effectiveness Through Situational Self Leadership, Ken Blanchard, with co-authors Susan Fowler and Laurence Hawkins, gives us some interesting insights. Using the business parable of Steve, a young advertising executive who is about to lose his job, and his encounters with a magician named Cayla, readers are taken on journey to learn the three skills of self leadership: challenge assumed constraints, celebrate your points of power, and collaborate for success. Magic words Steve's experience as a junior account executive will remind many people of their own first days in a new role. His first advertising campaign is a fiasco, largely because there was no clear strategy or budget agreed between his creative team and the client. Steve is prepared to quit when he chances upon Cayla, who engages him in a lengthy conversation and teaches him to take responsibility for getting what he needs to succeed in his job. Since the root cause of his initial failure was the assumption that he had no creative talent, the first step he now takes is to envisage a new campaign together with his creative team. By participating actively, Steve realises he has to rely on the "points of power" of others. These include the knowledge power of the creative team in the design process, the personal and relationship power of his boss Rhonda to negotiate with the client, and his own position and task power in executing the new campaign (Self Leadership p. 61). This collaboration not only produces a tremendously successful advertising campaign, but also a breakthrough in Steve's career. Stages of development This story is used by Blanchard to illustrate a "situational self leadership model" which highlights the stages of development and the level of direction and support we should seek as we become self leaders. Starting out with a low level of competence and a high level of commitment, Steve had to seek clear direction from his boss and his creative team in the initial stages. As he acquired more knowledge through setbacks, he required coaching and support from his peers in order to make progress. Finally, he became fully empowered with the competence and commitment to see his campaign through to a successful conclusion. This example and the way it unfolds undoubtedly make the skills of self leadership seem more accessible and achievable. Still, most readers may find it less than straightforward to apply these principles in the real-life setting of their own workplace. The author's ideals and proposed stages of development do, however, remind us of the importance of taking the initiative even in difficult circumstances. The concept of "points of power" also challenges our assumption that we can only take charge if we are in a position of authority. By seeking the right guidance and support from our colleagues, we can be leaders in our own right and contribute more to the success of the organisations we work for. Content highlights: Self leadership can be achieved by practising three skills: challenge assumed constraints; celebrate your points of power; collaborate for success. Self leaders require different levels of direction and support as they consolidate their competence and commitment at each stage of their development. We can empower ourselves by utilising the guidance and support of our peers. About the authors A prominent writer, speaker and business guru, Ken Blanchard is the chief spiritual officer of The Ken Blanchard Companies, a global management training and consulting company which he founded in 1979 with his wife, Dr Marjorie Blanchard. He is also a co-founder of Lead Like Jesus, a non-profit organisation committed to inspiring and equipping people to be servant leaders in the marketplace. His popular bestsellers include The One Minute Manager, Raving Fans and Whale Done! Susan Fowler co-created and is the lead developer of Situational Self Leadership, which focuses on empowerment and taking the initiative. She is an adjunct professor for the University of San Diego's MSc and executive leadership programme. Laurence Hawkins is an internationally renowned management consultant, motivational speaker and co-author of the Situational Self Leadership programme. Taken from Career Times 22 July 2005 Your comments are welcome at [email protected]