About Peter Lanius

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So far Peter Lanius has created 4 blog entries.
22 11, 2018

Why Putting Technical Specialists in GM roles doesn’t work

By |2019-01-04T14:59:55+11:00November 22nd, 2018|Blog|Comments Off on Why Putting Technical Specialists in GM roles doesn’t work

Whilst we have seen many patterns of management failure over the last 20 years, one standout is the frequency with which technical specialists get promoted into general management type roles without any diagnostics to understand if they are ready for this transition and without any individualised support once they are put into the role. In order to understand this transition better, let’s briefly look at what is different in a GM type role that technical specialists are going to struggle with.

First and foremost, in a GM type role the person will have to make decisions outside their core area of expertise. This is a real problem for technical specialists, as their self-concept is built around their mastery of an area of technical expertise. The second consistent issue is that technical experts rely on doing ‘actual work’ to get job satisfaction. When they step into a GM type role, the expectation is that […]

24 07, 2018

Organisational Politics

By |2019-01-06T21:41:31+11:00July 24th, 2018|Blog|Comments Off on Organisational Politics

We have come across an extremely wide range of beliefs about organisational politics in our coaching, most of them surprisingly antagonistic to the very idea or erroneous in relation to why politics exists, and what it is good and necessary for. A large percentage of managers and even senior managers we have worked with reject politics, and the people who engage in it, outright. In our experience, technical experts, perfectionists and a high percentage of female managers are standouts in relation to rejecting organisational politics.

Yet there are very good reasons why organisational politics exists and why we can’t do without it. In order to understand those reasons, we need to examine what politics is first. The essence of organisational politics is the reciprocal exchange of information and favours to negate or bypass the inherent inefficiencies of large hierarchical structures, which includes the power structure. In this broad meaning politics is anything that […]

26 06, 2018

A Strange Shift

By |2019-01-04T16:24:49+11:00June 26th, 2018|Blog|Comments Off on A Strange Shift

If you have been reflecting on your job or work recently and maybe compared it to what it was like say 10 years ago, you may have noticed that it feels quite different now. At least that is our impression from talking to lots of people and observing those who we coach.

We believe that what has changed significantly in the last 10 years are the levels of noise and complexity in office-based work. The increasing level of noise is a direct consequence of an ‘always-on’ mentality enabled by smartphones and encouraged by social media (both were in their infancy 10 years ago). There has been a lot of reporting on this problem and what it is doing to our brains – reducing our ability to concentrate, compelling us to chase meaningless rewards and increasing levels of stress and anxiety are all confirmed side effects of this trend.

It is obviously not unique to […]

16 05, 2018

Leadership and Unethical Behaviour

By |2019-01-04T16:30:49+11:00May 16th, 2018|Blog|Comments Off on Leadership and Unethical Behaviour

Thanks to the royal commission into the financial services industry we are currently getting detailed insights into what happens to an industry when extreme demands for profit growth combine with poor regulation and poor leadership. Whilst we had plenty of isolated ‘villains and victims’ stories in the media before the royal commission, these were continuously excused with the old ‘bad apple’ theme to deflect attention from the systemic abuse and breaches of laws and regulations.

Of course, the financial services industry is not on its own, we can see similar patterns in the franchising sector and more. The only concern is for profit growth and boards and executives are complicit in throwing customers, employees or franchisees under the bus.

How did we end up in this situation? It required the coming together of a number of recent trends:

  1. Decline in trust in institutions
  2. Myopic view of business purpose
  3. Regulatory capture
  4. Lack of moral hazard
  5. Underinvestment in leadership

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