Hamilton Bradshaw

Sometimes it pays to play a part

Hamilton Bradshaw — Mon, 20 May 2013 16:22:29 +0000

When we go into the workplace all of us assume a professional persona and we play out clearly defined roles, whether we realise what we are doing or not.

This does not mean that people are being false by pretending that they are a different person to the one that the really are, but the reality is we act in a very different way in the work environment than we would do with our friends and family.

There is a set of rules and etiquette in the workplace and we all have to conform to those rules otherwise businesses would quickly descend into chaotic places where those with the loudest voices would be the only ones to get their voices heard.

However, as the leader of a company you often called on to play out many different roles which are shaped and defined by the working day and who you are dealing with at any given time.

Obviously, a chief executive has to take on the role of leader, but he or she will also have to behave differently when dealing with the senior management team. And a different set of personal and communication skills is needed when a chief executive or managing director is involved in negotiations with people from outside the business.

It is a natural instinct to look for leaders and decision makers, most of us feel comfortable when we know we are part of a group working towards a common goal.

But being a manager can be a difficult role to carry off successfully. Staff will want strong leadership but by the same token they do no want to feel like they are being coerced or forced into carrying out their tasks against their will.

Getting the balance right between being approachable and keeping a professional distance can be a very difficult trick to pull off. Too many managers go down the route of trying to be one of the boys but that approach is always destined to end in failure as sooner or later business leaders will have to take a decision that is not going to be popular with everyone.

During stressful and difficult times it is a chief executive’s role to inspire confidence. No one is going to put their trust in someone who cannot cope in crisis and gives of an air of panic and stress.

In contrast, dealing with your senior managers demands a detailed understanding of the people involved and what makes them tick. Most senior people are going to be strong characters so you also have to be able to impose your will and drive discussions without being dogmatic or dictatorial.

And when it comes to negotiations with others outside of the business a completely different set of rules come into play. Everyone goes into negotiations with a target in mind and there is a real art to standing your ground while remaining polite and business like at the same time.

As a decision maker understanding these different roles and being aware of how people view you is vitally important. Once you have grasped what is expected from you as a business leader it becomes much easier to act in the way the situation demands.

How much do you really want to see change?

Hamilton Bradshaw — Tue, 14 May 2013 20:45:21 +0000

In a work setting if you ask most people whether they like change or not then the answer they are likely to give would most probably be yes. It is one of those questions people assume they know the answer to and, as a result, they tend to give the reply that they think is expected of them.

However, the reality is that human beings are programmed to be creatures of habit and deep down most of us don’t like and even fear the prospect of any kind of change. When routine is upset or altered then instinct tells people to go on the defence or even become obstructive.

When staff tell you that they love change what they really want to say to you is that they love change as long as it is happening to someone else and they would much prefer it if the changes that are being proposed do not affect them in any way.

If you examine the way we all behave on a daily basis we like to follow the same regular routines and patterns. That routine might be the route we take into work each morning, where we go for our sandwiches at lunchtime and the way we go about arranging our working day.

The reality is that everyday routines make us feel comfortable and safe, things and events that are out of the ordinary and unexpected have the opposite affect and tend to make us feel uncomfortable and ill at ease.

But I actually believe that change is something that we should all embrace because it can help us to develop as people and professionals and it can also provide that creative spark which sets the really successful businesses and outstanding operations apart from the rest of the pack.

Thinking differently and taking a creative approach to a product or business proposition is even more vital at a time when companies are struggling to differentiate themselves in a very tough and competitive market place.

In fact in my experience change can be a dramatic and useful catalyst which can help to engage people and make them focus more fully on new and imaginative ways of thinking and approaching the tasks they are given in the course of their work.

The key for business leaders, particularly when is comes to very traditional firms is how to implement change without overly affecting the business and upsetting morale in the workplace.

There are subtle changes that can be introduced into the workplace such as tweaks to the daily routine or workplace practices. It is a common mistake made in most workplaces to assume that just because you have done something the same way for years it is the best way.

Routine can actually make people dull and uninspired, any dynamic and fast growing business needs to have staff who are engaged, imaginative and full of enthusiasm.

Sometimes the best way to create that kind of sprit within the workplace is to use change as a tool to create the right dynamic and sense of creative tension.

Will there ever be another one quite like Sir Alex?

Hamilton Bradshaw — Wed, 08 May 2013 21:36:29 +0000

Love him or loathe him few of us can ever hope to match the achievements of Sir Alex Ferguson – not just in the world of sport but also in the world of business management.

This is a man who has not just achieved unmatched success on the football pitch but he has also been the key behind the creation of a brand that is now one of the most powerful and profitable in the world.

Sir Alex’s success is unparalleled but one of the most impressive aspects about his journey to the pinnacle of his chosen career is his management and leadership skills.

The popular image of the man famous for his furious temper and hairdryer outbursts only covers a tiny part of a business leader who was at the very top of his game for more than two decades.

It is no secret that Sir Alex was asked to give a guest lecture at the world-famous Harvard Business School about his management strategies and techniques – and the reports on the lecture made for fascinating reading for anyone serious about become a decision maker or business leader.

Sir Alex’s skills have been well-documented, there is his enthusiasm and commitment, his appetite for hard work, his loyalty to his staff and his man-management skills in an era dominated by all-powerful footballers. Added to that there is an encyclopaedic knowledge of his chosen field and the ceaseless demand for excellence not just from himself but also from the people who worked with him.

Then there is the competitive spirit, determination and iron will that set him apart from his rivals. It is interesting to note that even his retirement from a game he has dominated for so long was done on his own terms and at the time of his choosing.

But perhaps the most impressive aspect of the man is the fact that he was always open to change and new methods, systems and approaches. When you have that level of success it is all too easy to become complacent and self-satisfied but that was never the Ferguson way.

Change is a great catalyst when it comes to reaching goals and targets, people who are happy to accept the status quo are never going to be market leaders or high achievers.

Sir Alex was a great innovator who was never scared to introduce new ideas and methods into his approach. That innovative and inquisitive approach is the biggest characteristic which sets the great business leaders apart from the good ones.

There is a big difference between being assertive and aggressive

Hamilton Bradshaw — Tue, 07 May 2013 08:03:54 +0000

The nature of the role means that every business leader has to be assertive on a regular basis to ensure that the point they are trying to make or the decisions they are taking are understood and fully accepted by the people who work for them.

But what sets the really accomplished leaders apart from the poor ones is the ability to distinguish between being assertive and being aggressive. The fact is that in the modern workplace most people, particularly those who are good at their job, will not respond to aggressiveness.

Which means that anyone wanting to maintain their position as an assertive leader operating in the modern workplace has to deploy other skills, rather than going down the obvious, easy and blunt route of brow-beating people into getting their own way.

It may mean more work but to be assertive without resorting to being aggressive in situations such as strategy meetings and briefings you have to be able to deploy a wide set of softer skills. These skills include being intuitive, receptive to ideas, well informed and well prepared as well as having the ability to control the direction of a debate or discussion.

The first rule of taking control of any situation is proper preparation, to be able to take a grip of a subject and challenge other people you have to know what you are talking about. If you are coming from a position of ignorance then you are also coming from a position of weakness.

I would say 90 per cent of the time I go into a situation or meeting knowing the outcome I want to achieve, the key is how to achieve that objective. It is important not to be dogmatic but as a leader it is also important to be firm and resolute about the targets you want your staff to achieve.

Having said all of that there is nothing wrong with being flexible when it comes to listening to the people who work for you.

I remember an old managing director of a bank where I worked who told me ‘I am always right even when I am wrong’ but I have never subscribed to that point of view.

I actually think that as a manager if you insist you are right when everyone else knows you are obviously wrong then you actually make yourself look weak and rather foolish.

It is vital to be seen to be decisive and in control, but at the same time showing you are willing to listen to employees and take on board their views can be seen as a sign of strength.

Everyone needs to give themselves the time and space to think

Hamilton Bradshaw — Thu, 02 May 2013 19:38:28 +0000

The world of work and business seems to speed up and become more intense and stressful with every passing year. The rapid advances in technology, communication and travel mean that for most people, particularly in senior positions, there is often little chance to take a complete break from their career or business.

But I have always believed that it is essential to take time out not just to give myself a break on a personal level but also to ensure that my various business continue to prosper and grow.

Personal success can be measured in many ways but the fact is there is no point in working hard if you never allow yourself the chance to enjoy yourself and take full advantage of the rewards.

There are some business leaders who think that there is something to be admired in a work ethic that means that you are never away from the office.

As a leader it is all too easy to create a demanding long-hours culture which in turn can mean that people are afraid to take time away from work and spend time with the people who mean the most to them. I do believe in working hard and success has to be earned but there also has to be a decent work-life balance in place for several very good reasons.

I actually believe it is counter-productive to put pressure on people to such an extent that they are too nervous to take time away from the work-place. Time away from the computer screen and the telephone is vitally important and I believe that it is even more important for business leaders and decision makers.

Firstly, everyone needs to have time to relax and unwind so they can de-stress. It is also really important to give yourself time to reflect and look at the company or organisation in a dispassionate stress free environment.

The only way you can think clearly is by clearing your mind of all the clutter that builds up during the course of a normal working week.

I have always said the key difference between a manager and a leader is the ability to see the bigger picture rather than getting bogged down in the day to day management of the business.

Real long term growth and development can only be achieved if you have a proper strategy or plan in place, it would be foolish to think that the biggest success stories in the business world have happened by chance or by accident.

And the only way it is possible to draw up a properly thought out strategy or business plan is to give yourself the time and space to think clearly and logically. It is impossible to clear your mind of all the clutter and think with the necessary clarity if you do not take yourself out of the firing line.

Clarity of thought is vital for anyone looking to create a successful and thriving business that is going to grow and prosper for many years to prosper.

Let’s get on with the business of doing business

Hamilton Bradshaw — Mon, 29 Apr 2013 19:19:52 +0000

There were plenty of headlines and discussion centred on the fact that the United Kingdom has escaped the dreaded triple dip recession.

And the Pound saw its value jump against the US Dollar as a result of the positive news from the Office of National Statistics that the economy here in the UK has returned back to growth.

The reality is that the economy grew by just 0.3 per cent over the last three months and the effect is going to have little or no impact on people’s lives and the amount of spare money they have in their pockets to go out and spend on the high street.

But the most important impact that the statistics and comment will have is on the general sentiment in the country and crucially amongst the business community.

When it comes to the economy I have always been firmly in the bull camp and these figures have simply underlined the fact that the economy really is on the upturn once again. You only have to look at America , where growth has returned, to see that the global economy is now set on a new course.

There is no doubt we have just suffered a seismic shock of huge proportions and the after effects will be felt for many generations to come but the time has now come to look forward rather than continually dwelling on bad news and the headlines filled with nothing but doom and gloom.

Hopefully, the fact that we are officially out of recession will see an end to the negativity which has started to become a really big problem for the UK .

The people who will lead this country out of recession and back to prosperity are not the politicians and the economic commentators – it will be the entrepreneurs and the people who own and manage businesses. They will be the ones who make a real difference to the health of the national economy.

Business people tend to make judgements and decisions based around hard facts and figures rather than on comment and headlines, however sentiment is really important for the general consumer.

The average person is not going to spend their money or invest if they are constantly reading articles and seeing news items about the dire state of the economy.

We should look at this at this latest news as the start of a new chapter and use it as a great opportunity to move on. The people who seem to revel in headlines about doom and gloom can no longer point to the fact that we are officially in a recession.

We should be looking forward to the job of rebuilding the economy rather than looking back at what went wrong with the financial sector and the banking system.

Rather than worrying about the impact of the recession and the financial crisis we should all be moving on, now is the time to roll up our sleeves and get on with the job of growing the economy.

That is even more important for business leaders as they are the key individuals who hold the future health and well-being of the economy in their hands.

Dealing with failure is one of the most important lessons in life

Hamilton Bradshaw — Sat, 27 Apr 2013 12:55:28 +0000

Sooner or later in life all of us have to face some kind of major setback or disappointment. Only a tiny handful of us will be lucky enough to negotiate a path through an entire lifetime and career without having to face up to a major personal defeat or disappointment.

There will always be that promotion that failed to materialise or major business deal that fell through and in these difficult and uncertain times the chances of a being made redundant or facing failure in the workplace are higher than ever before.

One of the curious things about human nature is that we all have a tendency to wallow in failure and defeat. It is the easier option to sit there and feel sorry for ourselves rather than to try and take some positive action to rectify the situation.

Being made redundant or being told that your performance in the workplace is not up to scratch can be a very traumatic experience and can sap self esteem and confidence. No one likes to be criticised or told they are not good enough but feeling sorry for yourself is the easy way out and is akin to accepting defeat.

Throughout my career I have always believed that what really defines you as a person is how you react when you are in a losing position. It is easier to gauge the real character of person when they are dealing with adversity rather than operating from a position of strength.

Self esteem is a vital part of success, no matter what walk of life or profession you happen to be involved in. If you have no faith or belief in yourself then people will be able to sense that immediately and it is bound to have a big impact on your professional dealings.

Business is a very tough space to operate in and anyone with any experience will be able to spot a weakness and use it to their advantage very quickly. Sadly that is the nature of the world in which we operate.

When we are faced with a major obstacle it is all too easy to lose sight of the full picture but the reality is we are all masters of own destiny. Those who decide to feel sorry for themselves and to wallow in self-pity are actually making a conscious decision about the direction that their life is taking.

Setbacks often happen for a very good reason and are not random incidents of bad luck or misfortune. The really important thing is to study a failure careful and in depth so you can understand and analyse exactly what went wrong and why.

It is only when you fully understand and grasp failure that you are in a position to take the necessary action to make sure that misfortune does not happen again.

There is no such thing as bad luck and it is certainly true that the harder you work in life and the more effort you put in then the luckier you tend to be as a person.

These people are a waste of space

Hamilton Bradshaw — Sun, 21 Apr 2013 20:59:31 +0000

What happened in Boston last week was a terrible tragedy in so many different ways, not just on a personal level for the people involved but also on a national and international level.

It appears that the people who carried out this terrible act deliberately set out to maim and kill as many people as possible and succeeded in taking three people’s lives and injuring more than 170 others in the cruellest way imaginable.

What is more, they created lethal weapons designed to cause as much widespread harm and injury as possible. It is impossible to grasp or imagine what would drive two individuals to commit such a heinous and callous act of terror.

In many ways the whole of incident has been made so much worse by the nature of those people who were targeted. These were ordinary individuals who had made a conscious effort to go out and tackle an incredibly difficult personal challenge.

At a time when all of us are spending more and more of our lives stuck in front of a computer screen or sitting at a desk, major events such as the Boston Marathon have to be applauded and supported.

Many of those who were caught up in the two blasts were people who had the courage and strength of character to take on a personal challenge that the vast majority of us would never be in a position to even contemplate.

It is still very early in the investigation but it is starting to look as though this terror attack was the work of two lonely embittered individuals with some sort of twisted personal grudge against the American democratic system.

Any sort of terror attack is an affront on democracy and should be condemned by all right thinking individuals but this incident in Boston is deeply frustrating.

It appears that this attack was the futile act of the kind of people who normally would never have any kind of a voice or say in the wider public realm.

Ultimately this act of carnage will have no impact or make no difference to the way we live our lives or chose to run our democratically elected countries.

Of course, there will be lifelong affect on those poor people who were unlucky enough to find themselves caught up in this act of horror. Sadly this futile attack will make no difference and will in fact strengthen the resolve in not just America but also here in the UK not to bend to the will of sadistic cowards driven by hatred.

As well as sadness and anger there is also a deep sense of frustration that people’s lives can be so cruelly destroyed for nothing.

The contrast between those who were prepared to run through the streets of Boston to improve and enrich there lives and those who were attempting to score some cheap point could not be starker or more marked.

Executive TV documentary on asset lending

Hamilton Bradshaw — Sat, 20 Apr 2013 13:56:45 +0000

http://www.executivetv.org/video%20Responsible%20Lending.htm

Hear my views on asset lending on this special Executive TV documentary

Underperformance – act now or repent at leisure

Hamilton Bradshaw — Sat, 20 Apr 2013 13:31:47 +0000

As a manager it is often easier to turn a blind eye to staff underperformance rather than opting to deal with a difficult situation as soon as rears it head.

Sometimes when an individual’s performance is not critical to the business, as is often the case in larger organisations, then people who are not working to an acceptable level are often left to their own devices.

No one likes conflict and it can be very stressful to have to tell someone to their face that they are not very good at their job. But there are several very good reasons why it is always better to tackle a difficult situation at the earliest possible opportunity rather than ignore it in the misguided hope that the problem will either go away or resolve itself.

The problem with underperformance is that the business will always know it is taking place. In other words employees who work alongside those who are not making the grade are often the first to realise that there is an issue or a problem.

Managers who fail to tackle underperformance will always run the risk of damaging morale in the workplace, especially if the individual involved is the member of a small team. There is also a real risk that bad attitudes and practices can spread to other members of staff.

People can quickly start to feel resentful and de-motivated if they think that one of the colleagues is getting preferential treatment or is not doing their fair share of work.

It also is a sign of good leadership when someone deals with an issue and it sends out a clear message to other members of staff.

In my experience there is often a very good reason why people are underperforming at work, usually it is because they are unhappy in their role or are no longer enjoying their job.

It can be a difficult and a daunting prospect to have to sit down with someone and tell them that their work is not good enough but people always respond to the personal approach.

I have always believed that employees prefer to be treated as human beings, generally people will respond positively if they are treated with honesty and intelligence. And in my experience people will respond well if you treat them in the right way.

Often a difficult issue can be resolved with a quiet chat away from the workplace. If it transpires that there is no way to tackle the issue then a little bit of honesty from both sides can save a lot of problems and expense in the long term.

Sometimes when a situation is not working then it is better for everyone to move on. A quiet chat and an agreement to a parting of the ways is a lot more preferable to a situation that could develop into a lengthy and expensive issue.