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‘Don’t let success become a trap’ – A warning to business leaders…

“Success can be a double edged sword. There can be reluctance among the leadership to address any underlying issues whilst the business can become dependent on individuals who first led the success.

Creating a successful business is very different to sustaining a successful business.

“Business leaders can be reluctant to step aside from the day to day running of the operation when in fact their job should be creating leadership capability among their employees to increase the likelihood of continual success.” Bernd Vogel speaks at the AM People Conference .

When you believe your own PR…

“It means that managers focus completely on themselves, while most of the time they are facing problems that cannot be solved by one individual,” said Bernd Vogel, director of the Centre for Engaging Leadership at Henley Business School. “This creates real performance issues, short and long term.” Hubristic leaders believe that they always know best and there is no need to listen to other people’s ideas. This can lead to enormous errors of judgment, including the pursuit of ridiculously overoptimistic strategies and the rejection of innovation. “It also damages relationships, making it less likely that colleagues will speak up to share concerns,” said Vogel. For more, visit this page of The Sunday Times.

Following (all) the leaders to the top…

Having more than one chief at the top of a business means a shared stake in decisions — and a greater incentive to make sure things go smoothly… One boss can be good; more can be better. Companies should consider the possibilities of collective leadership rather than giving one individual ultimate decision-making authority, according to Bernd Vogel, an associate professor of leadership at Henley Business School in Oxfordshire. For more, visit this page of The Sunday Times.

Beware The Success Trap…

“The success trap is one of the biggest challenges that businesses face,” said Bernd Vogel, a professor of leadership and organisational change at Henley Business School. “We find that [successful companies] lose focus, not instantly but over time. All the feedback they get is that they are good — and they do not concentrate on what they are doing well and how they are doing it.” For more on this story, visit this page of the Sunday Times

“Typically, Young Organisations Are More Energised.”

One of the guiding questions has been to transfer the intuition we feel on the very first day: ‘this is a highly energetic project’ or ‘this is the kind of company that sort of sucks all the energy out of me’ or ‘it’s kind of toxic’. People use this language; most of them use it as a metaphor. But it really isn’t. So we measure that discomfort or confidence. Whatever you look at, make it measurable, make it tangible because by that you can remedy it and you can work with it instead of having it inside you. If you reflect carefully you can actually make it tangible for the company. For more, visit this page of OutlookBusiness.

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