Tag Archives: support

Leadership is a Support Role says Prof.

30 May

CCT Kerala at podium IMG_1798 Speaking in India last week, Prof. Colin Coulson-Thomas defined his ‘New Leadership’ as a support role.  ‘It’s not about attributes’ he explained, ‘It’s about service to others – to customers, employees, business partners and to a cause’

For India’s business leaders at their World Congress, basking in the post-election afterglow of a new government, the speech was a timely reminder that their primary role was to listen and support their people.

To headline our report of Colin’s leadership speech we’ve referenced Carly Simon’s epic line of 1972, ‘I bet you think this song is about you. Don’t you.’

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Transforming Public Services – new report

4 Jun

Colin Coulson-Thomas has launched his latest report – Transforming Public Services – in which he debunks top-down management moves like restructuring.

What is really needed, he says, is far better performance support for people at the coal face – and this approach is cheaper, faster and far more effective.

You can find more of Professor Coulson-Thomas’s work in the Editorial (Management) section of the main Groupe Intellex publication.

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Muddling through – managing talents

8 May

In the Groupe Intellex commentary on a new report – ‘Talent Management 2’ from Prof. Coulson-Thomas – we found the space to quote from Pink Floyd’s anthem to wasted opportunities, ‘ Hanging on in quiet desperation is the English way’, because it captures that sense of ‘muddling through’.

The report, however, should lift corporate spirits because it argues that there are fresh approaches to the challenges of managing the complexities of multiple objectives and understanding personal performance.  Previous tendencies to simplify or commoditise roles simply because any other approach is too darn complicated to measure can now be relaxed for a more comprehensive and supportive approach.

Senior executives and ‘high-fliers’ who rail at over-simplistic measures of their contributions may perhaps hope that with a new breed of performance management methodologies they’ll be less subject to over-expectations and, at the same time, investors may be encouraged to learn to take a wider, more nuanced, view of how expensively-recruited talent is being deployed.

Full story here.