Hanging On Versus Moving On: The Perils and Promise of Executive Transition
-- John E Tropman and James A Blackburn
Transitions are a classic problem. Change—which is what transitions involve—is most often disruptive whether it is from new ideas, birth or death, the development or dissolution of relationships. Our perspective here is on executive transitions, leaving (or not!) and assuming a new position successfully while leaving the old position gracefully. We call this the Hanging on/Moving on Dilemma. There are several perils to the “hanging on part—inappropriate enmeshment with the old firm”. Also, there is the executive who is deeply clueless, one who thinks promotion is on the way when it is really dismissal. And finally, there is a general lack of succession planning in the most organizations which means that every execution is sort of a “surprise”. On the moving on side, there is the stayer who has already mentally moved on, the destructive mover who trashes the new organization, the mover who fails to see the new job is different, and the good player/poor coach problem. Executive coaching and regular performance appraisals can help smooth the transitions.
© 2017 2017 2017 John E Tropman and James A Blackburn. All Rights Reserved.
Creating Psychologically Healthier Workplaces
-- Ronald J Burke
The media is full of stories of leadership in organizations falling short though millions, perhaps billions, of dollars are spent annually on leadership development. This paper begins by reviewing some examples of leadership failures. It then provides case studies of “transitioning leadership” using positive psychological concepts and positive organizational scholarship practices to create psychologically healthier and more effective workplaces. These case studies demonstrate the benefits of compassion, respect, thriving, positive organizational practices (e.g., forgiveness, inspiration, meaning), virtuousness, and psychological capital in improving engagement, work satisfaction and interestingly, higher levels of performance. Suggestions for developing positive leadership attitudes and behaviors are offered. These were shown to enhance employee wellbeing and financial outcomes. But the reality is that bringing about changes in these leadership attitudes and behaviors will not be easy, but worth attempting.
©2017 Ronald J Burke. All Rights Reserved..
and Risk Management
-- Colin Coulson-Thomas
One of the dilemmas faced by directors and other corporate leaders is the need to be entrepreneurial in ensuring the future success of a company which involves risk, while at the same time retaining prudent control. Transitioning leadership suggests a process of adjustment, adaptation, transformation or metamorphosis from one condition, situation or state to another, depending upon the extent of the internal or external change required to continue to operate and cope. The process also involves risk and its management. Boards need to ensure that risk aversion and contemporary approaches to compliance and risk management do not stifle creativity, innovation and entrepreneurship. In many contexts, approaches to risk management and the risk management community may need to change if risk management is to be viewed more positively as an enabler of enterprise, transition, change and transformation rather than as an inhibitor and overhead cost.
©Colin Coulson-Thomas. All Rights Reserved.
Diasporic Double Consciousness –
Creolized Identity of Colored Professionals in South Africa
-- Kurt A April and Alun Josias
The captain of a merchant ship has a unique leadership role based on his or her responsibility for the safety of the ship and cargoes, navigation, the security and welfare of the crew and passengers, the need to comply with the latest maritime regulations, and the objective of maximizing the shipowner’s profits. The level of accountability is high, as the captain’s discretion can override all prevalent rules and regulations to save the ship and crew, and the responsibility is 24/7. The captain must balance the interests of several stakeholders: not only the shipowner, crew and passengers, but the charterer, the shipper, the consignee, port authorities, and local and international administrative bodies. Issues faced by the captain include not only possible financial and reputational loss, but exposure to unethical practices, emergency situations like fire, explosion, foundering, injury, safety, and dealing with security threats, such as maritime piracy. Hope of rescue of ships being attacked can be far away; before help can arrive from outside, the captain has to protect the ship, crew and passengers, without arms and ammunition. The captain’s job includes preventing such external threats, but this can create dilemmas in balancing stakeholders’ interests, such as the need for constantly reducing costs.
© 2017 Kurt A April and Alun Josias. All Rights Reserved.
The Any Person Mindset:
The Illusion of Control
-- Dan Coughlin
© 2017 Dan Coughlin. All Rights Reserved.