What is True Leadership?

December 1, 2017

It was an honour to write the first guest blog for the DCCI.  My desire to do justice to this question was high, so I ‘asked a friend’.  In fact, I asked nearly everyone I met last week and several I didn’t.  And the answers were surprising, both in content and in consistency.  Virtually everyone from the UK to Australia said the same thing – “true leadership is not about the individual – but what happens around them.”

True leaders put service above self. They transport us to somewhere else in our heads. Everyone around them gets smarter, more capable, and they achieve extraordinary things from ordinary people.

True leadership it seems is a powerful blend of ambition and humility.  Their ambition creates a relentless drive to achieve the best possible results for the greater good, and their humility never lets their ego or personal ambition get in the way and yet is never downtrodden.  A combination that inspires, motivates and drives them and their people to give, be and achieve more than they thought they were capable of.

True leaders possess a clarity of thought, a certainty in what needs to be achieved.  They are slow in planning and fast in implementing – bringing their team aboard early to debate key decisions vigorously, before making the final decision.  They are unafraid to make tough decisions and have difficult conversations – even when it hurts. And yet they will act consistently and fairly with respect and empathy for all.  A true leader can also time travel; they can race ahead to check out the future, and they can walk with someone in pain.

In short – true leaders are hard but fair, great communicators and listeners, trust others and know there is no blame, only learning and ownership.  They are decisive and collaborative, inspire greatness in others and laugh at themselves. They support and challenge, and they attract talent and help them move on.

And the litmus test of a true leader?  It’s the legacy they leave – were they a genius, or a genius maker?

Stephen R Covey said “People are often overworked and underutilised.  Organisations that figure out how to better access the vastly underutilised resource won’t just be more enjoyable places to work; they will outperform their competitors.”

By Susannah Brade-Waring, Managing Director, Aspirin Business

NEW: Developing Strategy in Volatile Times Course

December 1, 2017

Our Learning & Development partners at Mindshop have created a new course, based on the knowledge gained by Mindshop Advisor, Mike Burke’s successful completion of the ‘Strategy in Competitive Markets’ course at the HAAS School of Business, University of California, Berkeley.

We’re looking for three business leaders to trial this 15 module online course.  Each leader must provide us with constructive feedback based on how they applied this course to their business.

You will consider the global impacts of change, including technology, competitive landscape, cost reduction and opportunity.  You’ll learn how to test the strategy, increase the likelihood of successful implementation.  The 15 modules include:  Share of Market Spend, Technology Impact, The Blank Canvas, Future Competitors, Standing out from the pack – Developing your SCA, Global Opportunity, Change Success Model and Measuring and Policing your Strategy.

If want to help Susannah trial this course, get in touch.

Aspirin’s 2017 Roundup

December 1, 2017

Wow! It’s been a very busy time at Aspirin Business in 2017.  Over the past few months, we’ve created and hosted the UK Conference for Motivational Maps, repositioned the business, updated our brand and launched a new website.   And of course, continued to create high-performing cultures for our ambitious big-hearted clients!

Our global employee engagement project for Merlin Entertainments, whose attractions include LEGOLAND and Sea Life, will start to be rolled out over the next few months, with the objective of embedding employee engagement into the daily activities on each site.  We’re in our 8th successive year of delivering Leadership and Management Development for the John Lewis Partnership.  We’ve delivered 8 Motivational Map Accreditations, increasing our total to 50 Map Practitioners, and we’re delighted that, with Heath’s TLC, over 80% of the organisations we’ve accredited over the past 7 years are regularly using Maps.

We’re delighted to be working with both existing clients and new clients.  December brings our 7th quarterly Leader’s Academy, and the opportunity to recognise and share achievements with a delicious meal at The Tickled Pig, before visioning for the success we each want in 2018.

Our ‘Junior Aspirin’, Kyle Brade-Waring, has re-joined our team having completed his volunteer year in South-east Asia and started his degree in Biological Sciences at Brighton Uni.  Kyle’s eye for detail is a fantastic help with our accounts and client support work.  And, of course, our Map Practitioners provide us with many strong coaches and consultants who’d love to work with us, and we have no shortage of Associates with a range of specialities – including, of course, Paul Kinvig.

Hot off the press! We can also announce that – with one of our Practitioners, we’ve collaborated and secured an order for 600 Motivational Maps with a well-known large organisation.  This further affirms Motivational Maps rising position as a breakthrough development tool.

Have a wonderful Christmas break and we look forward to us all having a prosperous 2018.

Best wishes from Heath and Susannah.