Why we all need support - especially CEOs

This month I’m returning to a subject that is as important as it gets for the ongoing welfare of non-profit organisations – how the leaders within this very varied sector are able to flourish as individuals while remaining in charge of the destiny of their organisations. 

It is almost impossible to pick up an article or book about successful leaders and entrepreneurs these days without finding a story or quote about how that individual derived enormous benefit from having a mentor at some stage of their career.  Mentoring has been going on for a very long time – famous relationships include Socrates and Plato, Aristotle and Alexander the Great, and more recently Freddie Laker and Richard Branson.  Indeed, government statistics show that 70% of small businesses whose leaders receive mentoring survive for five years or more, which is double the rate compared with non-mentored entrepreneurs and, in addition, they are 20% more likely to experience growth. 

We know that a CEO crisis line has just published data to say that it has received twice as many calls this year as last.  So, if it is true that the leaders within our sector are increasingly aware of the need to run their organisations as successful businesses while also being under incredible pressure from all sides, and if it’s also true that leaders of all kinds benefit from having a mentor, why do so very few Chief Executives, senior management or Board Chairs have mentors?

 

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Wow! I'm a trend setter - that's reassuring

After a blustery and challenging week I find myself with a big smile on my face this morning.  As the year winds down and we all start to look forward to what the next one brings it seems that I am way ahead of the game. What a delightful surprise! The Pantone Color Institute have announced what they believe will be the colour of 2012 - and it just happens to be the colour I chose as my corporate livery some time ago!  If  you have one of my business cards or have visited The Professionalism Group's website then you will recognise the lovely, warm colour instantly.  The particular shade is apparently called Tangerine Tango and was chosen, according to Leatrice Eiseman, executive director of the Pantone Color Institute, because it is "reminiscent of the radiant shadings of a sunset and marries the vivaciousness and adrenaline rush of red with the friendliness and warmth of yellow, to form a high-visibility, magnetic hue that emanates heat and energy.”  Doesn't that sound great?  She went on to say that their choice of orange is because of its association with urgency and calling to action and added: “Consumers look to Spring for renewed energy, optimism and the promise of a brighter day.”

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LIVING BY THE GOLDEN RULES

Whether you are looking for a professional, a tradesman, or a particular service provider, the chances are that you will first ask friends and colleagues for recommendations.  The social networks are also full of requests for trusted advisors and ‘proven’ abilities on an endless range of subjects and specialisms. Why does this work?  Because we all believe that anyone with a decent reputation, someone who has delivered excellent service before, will do so again for us.  This person is therefore to be relied upon and will turn up when expected and give us the service we need.

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PROFESSIONALISM & POLITICS STILL DON’T MIX!

I am not a political animal and I promised myself that this election would not appear on these pages but sometimes you just have to admit that enough is enough.  The behaviour of  The Right Honourable Gordon Brown, MP, Prime Minister of the United Kingdom (to give him his full title) demonstrates two professionalism issues very clearly and could not be ignored without a few comments. The first issue is, of course, standards in public life and levels of ‘Trustworthiness’.  This election has thrown up some horrible examples of individuals behaving in an unacceptable way and clearly having learned nothing from the public anger in the recent expenses debacle.  They have demonstrated contempt for the public they are supposed to serve and a belief in their own importance which appears to override any moral constraints which ought to be an integral part of the concept of public service and which seems to have eluded them altogether.  They are, in no particular order:

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True professionalism - Respect and trust

I was recently wandering around in the LinkedIn listings looking for someone’s email address and stumbled across the entry from an ex work colleague.  The entry had me rooted to my chair as the detail was claiming that this individual had been in a particular role for several years whereas I know that it had been occupied by someone else during that period.

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