Leadership Matters from Steve Carter

Issue 5

Well, life happens - this new edition of Leadership Matters has been for several good reasons somewhat delayed.

So, welcome to the relaunch of Leadership Matters after a longer-than-expected summer recess!

As before my goal is to produce a lively, short, newsy exploration of what this thing called ‘leadership’ is all about. This week I am focusing on the Big 5 Leadership principles of Genghis Khan, the news of changes at the top of CNN and why projects fail.

I hope you enjoy this - PLEASE forward to anyone else you might think would be interested.

Best wishes,

Steve Carter

Leadership in The News
Leader of the Week
Leadership Checklist
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Leadership in the News - Mark Thompson takes the help at CNN

Mark Thompson the veteran media executive who has led The New York Times and the BBC, will be the next leader of CNN, the global news network, starting from October 9.

Thompson, who was born in Nottinghamshire, England, joined the BBC in 1979 and became its director-general in 2004. He left the BBC in 2012 to join The New York Times as its chief executive, where he boosted its digital subscription revenue and expanded its portfolio.

Thompson faces a slew of significant challenges as he takes the helm of CNN. The network faces an existential threat to its business model due to the decline of traditional linear television. Thompson will have to leverage his experience in digital innovation to create new sources of income for CNN.

CNN also continues to grapple with a thorny political environment. Former President Donald Trump, who made the network a top target in his first term, is seeking the White House again in 2024 while also facing multiple criminal indictments. Thompson will have to navigate the complex and polarized media landscape while maintaining CNN’s reputation for accuracy and integrity.

To compound the challenges, Thompson will inherit a 4,000-employee strong global news company that has suffered several seismic blows in the last 20 months. During that trying period, its longtime chief executive Jeff Zucker was unexpectedly ousted; the streaming service CNN+ was abruptly shuttered; star anchors Chris Cuomo and Don Lemon were fired; several programming shakeups were implemented; and mass layoffs took place.

Thompson will also have to deal with low morale among CNN staff, who have been unhappy with the leadership style of Zucker’s replacement, Chris Licht. Licht proved to be an unpopular leader during his short run as chief executive, with many employees complaining about his lack of vision, communication, and respect.

Thompson has a track record of innovation and excellence in the news business, but he also has a reputation for being aloof and detached from his staff. He will have to balance his strategic vision with his interpersonal skills to win over the trust and loyalty of CNN’s journalists and audiences.

Leader of the Week: Genghis Kahn

You can find gold in the most unlikely places. Genghis Khan is often criticized for his brutal conquests, resulting in the deaths of millions. He razed entire cities, decimated populations, and employed scorched earth tactics. His reign instilled terror, with mass slaughters and relentless warfare. However – putting that to one side he might have retired to a honorary doctorate or even a visiting professorship at one of the great business schools like Harvard or London Business School on the basis his insights into great leadership.

Perhaps we could take on board his Big 5 Leadership Model:

1. Adaptability: Genghis Khan, upon encountering fortified cities, recognized the value of siege warfare. Instead of retreating, he incorporated engineers from the conquered regions into his army to build siege engines. This adaptability allowed him to capture previously impregnable cities. Similarly, in business, managers must pivot strategies based on market dynamics. For instance, companies like Netflix shifted from mailing DVDs to streaming, ensuring their continued relevance.

2. Meritocracy: Khan promoted individuals like Subutai, who rose from an ordinary background to become one of Khan's top generals, based purely on skill and merit. Modern managers should look beyond traditional credentials and acknowledge talent and contribution, akin to tech companies hiring coders based on skills over formal education.

3. Vision: Khan aimed to unite the Mongolian plateau, a vision he ardently pursued and eventually expanded upon. Business managers need such vision; Steve Jobs, for example, envisioned a world with an "app for everything," leading to the App Store revolution.

4. Learn Continuously: Upon facing enemies with advanced technologies or strategies, Khan didn't shy away. Instead, he integrated them. After facing the Chinese, he incorporated their advanced crossbows. In business, Apple's early GUI inspiration from Xerox's PARC innovations demonstrates the value of integrating best practices from others.

5. Cultural Intelligence: Genghis Khan valued religious freedom and often sought the advice of different religious leaders within his empire. This inclusivity fostered loyalty and reduced rebellion. Businesses, like global tech giants, thrive by understanding and catering to diverse global markets and creating inclusive work cultures.

Next week: Florence Nightingale

Leadership Checklist - Why Projects Fail

Checklist of the Week: Why projects fail:

1. Poor Planning: Lack of clarity in project goals, scopes, resources, or timelines can lead to confusion and inefficiencies.

2. Inadequate Resources: This includes financial resources, human resources, time, and materials. Not having the right tools or enough skilled personnel can stall a project.

3. Scope Creep: This refers to uncontrolled changes or continuous growth in a project’s scope, which can lead to projects becoming unmanageable or deviating from their original purpose.

4. Poor Communication: Lack of clear communication among team members or between the project team and stakeholders can lead to misunderstandings, missed deadlines, and misaligned goals.

5. Lack of Stakeholder Engagement: If stakeholders, including team members, customers, or investors, aren’t committed or involved in the project, it may lack the direction or resources needed for success.

6. Ineffective Leadership: Poor decision-making, lack of direction, or failure to address challenges and conflicts can hinder project success.

7. Underestimating Risks: Not identifying or effectively mitigating risks can lead to unforeseen challenges that derail projects.

8. Mismatched Team Skills: If team members lack the necessary skills or expertise for the project, it can lead to inefficiencies, mistakes, or stalled progress.

9. Technology Challenges: Integration issues, outdated systems, or a lack of necessary technical skills can pose challenges.

10. External Factors: Economic downturns, regulatory changes, or other unforeseen external challenges can impact a project’s viability.

11. Poor Quality Control: Without regular checks and quality assessments, the end product might not meet the desired standards or stakeholder expectations.

12. Failure to Adapt: Resistance to change or an inability to adapt to new information, feedback, or changing circumstances can cause projects to go off course.

13. Unclear or Unrealistic Expectations: When goals are not clearly defined or are unrealistic given the timeline or resources, projects can become destined for failure.

14. Poor Financial Management: Inefficient use of funds or underestimating the cost of a project can result in budget overruns.

15. Cultural or Team Conflicts: Differences in organizational culture or interpersonal conflicts can lead to disruptions and inefficiencies.

16. Lack of User or Market Research: Not understanding the needs and preferences of the end-users or market can result in products or services that are not viable or competitive.

Understanding these reasons can help organizations and project managers to identify potential pitfalls and adopt strategies to mitigate these challenges.

Quote: Muriel Strode

“Do not follow where the path may lead. Go instead where there is no path and leave a trail.”

Muriel Strode

I am a Leadership consultant, coach and facilitator within the organisational environment - an award-winning business psychologist who offers a broad range of services in support of senior leadership.

www.leadershipatthecrossroads.net

Steve Carter

contact: steve@crossroadsct.co.uk