YQ2011 Issue 04

02

This edition contains:

Publisher: Matthew Sinclair Executive editor: Gurnek BainsEditor: Matt BrownAssistant editor: Sam GilpinConsultant editor: Jane LewisContributors: Clare Morse-Brown & Nicholas HastingsProduction executive: Nicola GrahamGraphic design: Simon Fincham

Feedback: please send feedback including ideas for future articles to yq@ysc.com

Subscribe: for a complimentary subscription to YQ, please register your details at www.ysc.com/yq

How to fly your own planeDavid Presswell takes us up in the clouds with a full-throttled guide to investing in “Me Inc”.

Self knowledge Do some leaders suffer from blind-spots? Damien Anciano dons his specs to offer a clear-eyed analysis.

On the couchRainmaker Rajiv B. Lall on how a personal epiphany led to radical change at his Indian power-house.

Building roadmaps Where’s your career headed? Matt Brown has some great advice for programming your inner satnav. Plus Clare Morse-Brown’s cerebral tips for brainiacs.

04

08

16

SpotlightNews Extra! Thomson Reuters on its intelligent approach to nurturing talent.

What to readInspiring books on overcoming adversity, leveraging your spike strengths – and chomping on frogs. Plus an excellent beginners’ guide to meditation.... OMMMM

What to watch Nick Hastings gets vv...vocal about Bertie and Lionel.

Dr Ken’s blog Is there anybody out there? Ken’s not at all sure. But kidding around sooths his existential angst.

20

22

25

26

12

Welcome to YQ

For this, the fourth issue of YQ, we have returned to our roots. At the heart of everything we do at YSC is a fundamental belief that everyone has untapped potential which can be realised and allowed to flourish. Hence our stated purpose to “release the power of people”. The theme of this issue is how you can help yourself.

For decades the self-help industry has been a source of inspiration for millions. In our first feature, David Presswell steers us through the many competing theories of self-mastery – and reveals how an obscure 19th century poet brought sustenance and hope to Nelson Mandela during his long period of imprisonment.

Damien Anciano picks up the theme of struggle as he draws on his rich experience of coaching leaders in developed and developing countries to explore the differences between them. As he argues, one of the greatest luxuries enjoyed by older economies is the time and space to develop self-insight. Matt Brown puts flesh on that theory by showing how a successful personal development plan can give real va-va-voom to your career path. Meanwhile, Clare Morse-Brown takes a trip deep into the brain and emerges with some fascinating insights into how we can boost our memory and learning. We’ve also expanded our reviews section to include some of our consultants’ favourite self-help books – and we home in on the inspiring story of George VI in the Oscar-winning film “The King’s Speech”.

by Gurnek Bains

At YSC our mission is to release the power of people. We do this by combining industry leading psychological insight with a thorough understanding of our clients’ business needs. We work with clients across their entire talent lifecycles including: recruitment, induction, development, the identification of potential, internal selection, role change, measurement and departure. Our key client offerings include 1:1 and team assessment, executive coaching, organisational consulting and the measurement of change.

About us...

The power of personal transformation is brought home forcibly by the experiences of two clients. Turn to page 20 to read how a team led by Gail Sulkes at Thomson Reuters worked with our own Neil Jacobs to devise an innovative programme to drive its leaders’ self-awareness. We are also indebted to Dr Rajiv B Lall who bravely went ‘on the couch’ to chart his personal and emotional journey as he set about building one of India’s most exciting financial services companies, IDFC.

As Dr Lall suggests, India’s emergence as the world’s third largest economy is by no means a done deal. The situation is both uncertain and complex. For me, that is a prevailing theme globally: a continuing legacy of the financial crisis. Only those leaders able to adapt and grow in the face of so much change will be in a position to shape the future. We hope that this timely issue of YQ – with its emphasis on becoming the best you can be – will further that journey. As always, please let us have your thoughts and feedback.

Gurnek Bains is the Chief Executive of YSC.

T: +44 (0) 20 7520 5555 / gurnek.bains@ysc.com

03

04

by David Presswell

In an increasingly atomised and godless society, the self-help industry has become a lifeline for millions. Here David Presswell considers the competing theories, revealing his own formula for investing in ‘Me Inc’.

Question“Would a pilot hearing about a fatal, mid-air accident prefer to think of it as a pilot error?”

“Mechanical error!”I answered, confidently, “because that way the pilot is blameless”.

“Wrong,” answered my questioner. “Pilot error, because that way the pilot knows there’s a chance of preventing an accident if it ever happens to them.”

It was an early lesson for me in the significance of moving away from a victim mentality towards one of ‘agency’ in one’s own life. Since then, I have been a regular and grateful reader of many self-help books and, more recently, a coach seeking to help others help themselves.

Self-help is now a major industry. Dale Carnegie’s How to Win Friends and Influence People was published in 1928 and has never been out of print since. It has been joined by thousands of other titles, each holding the promise of improving oneself in one way or another:

Change Your Life in 7 Days, Families and How to Survive Them, Feel the Fear and Do It Anyway, Get Rich, Be Thin, Be Happy….. the list stretches on.

Central to most of these books is a core message: that we can become the person we aspire to be and create the life we want, simply by taking responsibility for our own lives – by becoming the pilot of our own plane. The film Invictus relates how no less a figure than Nelson Mandela found inspiration whilst incarcerated on Robben Island in a short 19th century poem’s message of self-mastery:

How to fly your own plane

How to fly your own plane

It matters not how strait the gate,How charged with punishments the scroll.I am the master of my fate:I am the captain of my soul.William Ernest Henley

It is hard to underestimate how powerful such a realisation can be – especially when the influence of traditional sources of guidance, such as family and religion, is lessening, and when the prevailing sense is that each of us is on an essentially solitary journey through life.

I have been struck, time and again, by how much difference an individual’s mindset can make to outcomes. Two young children accidently fall into a swimming pool and almost drown. One understandably develops a life-long terror of water; the other becomes a life-guard. It is the same ‘event’ and yet a radically different

‘experience’. In other words, we might not always be able to control what happens to us, but we can control what we make it mean – we can genuinely self-help.

There is a wonderful quote from Bruce Springsteen that I often use with coachees who feel incapacitated by fear in one way or another. Asked if he ever got scared before playing concerts in front of audiences of more than 50,000 people, he answered:

“Never. When I get ready to go on stage, my heart starts pounding, my hands start shaking, my breath goes up into my throat, and I know that I am pumped and ready to play!”

In other words, Springsteen has redefined for himself the sensations most of us would describe as ‘helpless terror’ to be those of ‘excited readiness’.

Taking charge Techniques such as neurolinguistic programming (NLP) provide a number of sophisticated tools for intervening in this gap between perception and reality. A person with a phobia of flying may sit in the departure lounge listening to a voice in their

“05

Self-help is now a major industry. Dale Carnegie’s How to Win Friends and Influence People was published in 1928 and has never been out of print since

head recounting all the terrible things that might go wrong. Someone traumatised by an accident may, whenever they recall it, see it vividly and ‘immersively’ in colour. Yet once we realise that we can control these voices and pictures – just as a TV producer might in an edit suite – we find we can discernibly affect our own experience. Make the ‘voice of doom’ the ‘voice of Donald Duck’ and it no longer holds the same terror. Drain the terrifying image of its colour and push it into the far distance and it loses its emotional power over us.

The reverse is also true. If we turn up the volume and colour on what we want, we discover it further motivates us to achieve it. Indeed, a core message of this school of self-help is that we should aim towards the positive, towards what we want in life rather than away from what we don’t; towards success, health and wealth – rather than away from failure, sickness and poverty.

“

“

“

The power of intent…. Some best-selling books, such as Rhonda Byrne’s The Secret, invest ‘intent’ with magical powers to create our reality:

“What you think and what you feel and what actually manifests is ALWAYS a match – no exception…EVERYTHING in your life you have attracted… accept that fact... You are the only one that creates your reality.”

This ‘Law of Attraction’ (‘you become and attract what you think’) has been applied to the acquisition of material objects and business success. Large organisations encourage their senior executives to imagine extraordinary breakthroughs and then drive their people towards them, persuaded that this is the way to game-changing performance. And so it can be.

But not always. The Law of Attraction can also be the route to delusion, manipulation and disillusion – to a sense of failure that is

as total as it is personal. Several experiments have shown that simply visualising an outcome can lead subjects to apply themselves less, with a consequent reduction in positive outcomes. And if the only reason for failure is our own inability to marshal enough positive intent, then it follows that we ourselves are profoundly to blame for everything that happens to us – adding liability to loss.

…versus acceptance of ‘what is’In contrast, another school of self-help – Gestalt Therapy – argues for what it terms the ‘paradoxical theory of change’: that the way to contentment and to success is not through assertion, but through acceptance. Indeed, the more we try to be what we are not, the more we stay the same and it is only when we stop resisting and start fully accepting ‘what is’ that a new outlook – or gestalt – becomes possible.

It is a paradox detectable in many traditions. Tai Chi and many other martial arts are based on the founding principles of Lao Tsu, a 6th century BC philosopher, who taught that it was in yielding that we overcome, in being able to bend that we can be straight. In the fairy tales many of us were read as children, it is only when the princess fully reconciles herself to the frog – by kissing him – that transformation happens and she wins her prince.

In this view, there is something fanciful and essentially adolescent about the notion that we can become anything we want to be. Rather, it is through accepting a more limited – but real – sense of ourselves that we gain traction. We are required to recognise that we are necessarily influenced by forces beyond our control – our genetic make-up, our parenting, our culture – and it is only when we acknowledge ourselves as we are and accept our profound inter-dependence on others, that agency becomes possible.

A corollary of this can be seen in leadership. Very often it is not the ‘heroic leader’ who leaves the most positive legacy. In fact, their very self-sufficiency infantilises their team, providing no room for others to step up and support. It is the ‘good enough leader’ who accepts they do not have all the answers and welcomes the contributions of others, who creates the teams and businesses that continue to prosper after their own departure.

Dreaming for tomorrow (but living for today) An increasingly popular approach to acceptance in self-help literature is that of ‘mindfulness’, which requires a total emersion in the sensations of the present moment and a stilling of the ‘monkey mind’. In the words of Ekhart Tolle, this is the “power of now”:

“ “

Very often it is not the ‘heroic leader’ who leaves the most positive legacy. In fact, their very self-sufficiency infantilises their team, providing no room for others to step up and support

06

07

David Presswell is a Director and Head of YSC’s Coaching division, based in the London office. T: +44 (0)20 7520 5555 / david.presswell@ysc.com

“Whatever the present moment contains, accept it as if you had chosen it. Always work with it, not against it. Make it your friend and ally, not your enemy. This will miraculously transform your whole life.”

For Tolle, self-improvement is nothing more than self-acceptance, because we are each already ‘whole, complete and perfect’. Yet there is surely a risk that such a philosophy can tip into a form of fatalism that tolerates needless limitations and substandard outcomes, and it is hard to see how it can be sufficient in a commercial world where innovation and improvement are the life-blood.

For me, neither ‘intent’ nor ‘acceptance’ can be the whole answer. I am left seeking a dynamic balance of the two, between dreaming for tomorrow and living for today, between going for what I want and wanting what I have got.

Self-help literature has been significant to millions of us in developing a happier, better adjusted self. As competition and opportunities increase, and as religious and family structures reduce, the importance of investing in the development of ‘Me Inc’ is only likely to grow.

But, to me, the term ‘self-help’ will always describe a process, not a destination, and it can all too easily miss the point of leadership and of life. To return to an aviation metaphor, we need to secure our own oxygen masks first, because it is only then – when we as individuals are strong, self-aware and self-giving – that we can best serve others.

International Perspective: AmericasThere’s nothing like a recession to stress-test your talent development system as companies are struggling with limited L&D budgets. Responsibility for leading change no longer applies exclusively to C-suite executives – mid-level managers are stepping in too. Many are Hi-Pos* who moved quickly through the ranks during the ‘good times’ without experiencing a down-cycle. They’re often ill-equipped to deliver. There’s a tendency to over-rely on strategies that worked for them once, rather than seeking new solutions or learning from others. Many also lack the expertise to lead or negotiate with cross-cultural (and often virtual) teams. A recent survey of our clients revealed that 31% of senior managers are leading significant multi-national change projects. We’re working with them to develop culturally-relevant leadership approaches – all styles are not endorsed globally. Two critical factors for every global leader are: 1) an ability to learn and 2) remaining open to new experiences. Executives investing time re-learning how to learn will reap big dividends for themselves and their companies in the long-term. *High potential employees

Rob Morris is a Director, based in New York. rob.morris@ysc.com

South AfricaThe demand for coaching has grown significantly over the past 15 years in South Africa. Political changes have forced leadership ‘transformation’ – organisations are required to build black representation in their leadership population. Black Economic Empowerment and Affirmative Action policies have catapulted the ‘inexperienced’ into very senior positions, often too early, and a leadership gap has opened up following the departure of ‘experienced managers’. Whilst the former often need leadership development, guidance and support, the latter have been forced to leave the corporate safety net, reinvent themselves or become entrepreneurial. This has created an opportunity for life and career coaching, from both angles. South Africa has become the gateway into Africa as an emerging continent; so leading and managing across matrix structures and different cultures and working in virtual global teams are integral coaching themes. Foreigners leading companies need support to deal with the ‘Africa mindset’ and develop a clear ‘signature’ leadership that, while truly and authentically African, also fits the global context.

Arnót Venter is a Senior Consultant, based in Johannesburg. arnot.venter@ysc.com

08

A Little Self-Knowledge Goes A Long Way by Damien Anciano

09

We have many luxuries in the developed world, most of which we take for granted and indeed expect – including decent food, shelter and safety. As employees, and especially as emerging leaders, we expect decent managers and in larger corporations, decent development. We expect managers and HR departments who help us grow; and we’ve become used to feedback and tools, such as leadership frameworks, that help us codify how we are as leaders and how we should develop. Indeed, the whole industry around leadership development (models, assessment, coaching, courses) implicitly gives us a way of thinking about ourselves and about leadership that has much more richness and texture than we know – until we encounter a system that has few of these tools.

Self-insight is one of those characteristics that people tend to believe they ‘have’ – just like integrity, or sense of humour. Yet, like all human characteristics, it is ‘normally’ distributed (a statistical term meaning that most people have some, some have a lot, and some very little). Although the capacity to learn about ourselves is possibly genetically-determined, actual self-knowledge is largely determined by our experiences: parental modelling, educational environment, early experiences at work, feedback, and so on. We almost organically develop insight without being fully aware of this process or, indeed, without being fully aware of our own journey.

Knowing, seeing and being

We have found that in many emerging economies – particularly those still focused on the drive to meet ‘lower’ needs such as security and sustenance (see Abraham Maslow’s hierarchy of human needs*) – such insight is often not nurtured in educational and work environments. India, for example, is remarkable for its emphasis on individual attainment measured by academic success: one percentage point can make the difference between entry to an esteemed school, or joining the millions at ‘lesser’ institutions. Yet the whole focus, in YSC parlance, is on knowing more rather than seeing more – whether about ourselves, how we impact others, or what it takes to succeed. There is also undoubtedly less focus on being more: ie. realising our intrinsic potential as human beings as well as leaders (as opposed to merely learning tools or techniques). Of course, many would argue, with some substance, that the same is true in European or American contexts – but our observations are that developing markets are even further behind this particular curve.

YSC’s assessment process – and indeed our coaching of leaders in these markets – allows us to understand an individual’s journey: how they got to where they are, what experiences made them the person and leader they are and, perhaps most importantly, what they learned from them.

What makes leaders who they are? Self-insight may be the biggest differentiator between leaders in older and newer economies, argues Damien Anciano.

“

“

Self-insight is one of those characteristics that people tend to believe they ‘have’ – just like integrity, or sense of humour. Yet, like all human characteristics, it is ‘normally’ distributed (a statistical term meaning that most people have some, some have a lot, and some very little)

10

My own experience – over 20 years in the UK and Europe and these past three years covering emerging markets while based in South Africa – suggests that people’s ‘journeys’ can be very different across the developing/developed divide – even though such generalisations can be unhelpful and there are always cases to prove the opposite.

One key difference, outlined above, is that learning is more embedded in Western ‘systems’. Feedback, coaching, assessment centres, psychometrics, development courses all influence and shape the approach and capability of line managers – especially as they become people managers themselves.

Western companies generally know the value of feedback and coaching, and the managers we see often aspire to it (although many fall short, even by their own reckoning). By contrast, these processes have yet to be embedded in most organisations in the developing world, leaving people to learn how best to lead ‘on the job’. Often the only aspirational standard is the current leadership, so the ‘system’ has little way of ‘regenerating’ beyond existing styles. Hence, the growing demand for coaching and for consultancies such as YSC which offer behavioural development – seeing and being more, rather than just knowing more.

Ajay’s story The difficulties in breaking out of this cycle and leading differently are compounded when organisations are in rapid growth mode, driven by opportunity and the ambitions of CEOs and owner-managers. Ajay (not his real name) was COO of an operating division of a large Indian FMCG and retail conglomerate with aspirations to dominate other emerging markets in addition to its home territory. When I met him, he was in his early forties and had developed his career from salesman, rising in rank as the business had grown. Even though he was now the prime successor for the CEO role, he was notable for never fundamentally evolving his approach, or fully undergoing the transitions inherent in going up the ‘leadership pipeline’. In some ways, he was still operating as a sales team leader – not even a ‘manager of managers’, let alone a ‘manager of function’.

As his role grew, Ajay responded by doing the same things more (and more frantically), rather than doing different things: he was still driving his people towards tangible targets (rather than coaching); still majoring on hands-on involvement with customers (at all levels); and, increasingly, losing his temper with ‘non-performers’ (even though he was doing little to support their development).

In Western contexts, ‘crucible moments’ are often environmental (a business failure; a difficult relationship; first line management role, and so on). In emerging business cultures, however, we have the opportunity as consultants to create crucible moments. Ajay had no idea what he did not know: he had little sense of why he was struggling to deliver in a much broader role, and he had few tools to help him reflect on himself. The YSC process gave him some of the concepts and language he needed to see his journey

as a series of transitions: from operational manager to visionary leader; from functional deliverer to capability builder; from reactive hands-on fixer to strategic coach; and from passion for results to passion for leaving a deeper legacy.

Thabo’s journey Since moving away from Europe, I have noticed that my own coaching work has changed. The focus has switched from European preoccupations of understanding and managing contextual demands and challenges (while still being mindful of the individual ‘how’); to understanding and managing self. Thus the concept of journey becomes even more powerful; seeing an individual’s personal evolution in the context of becoming more of what they could be – rather than attempting to ‘bolt on’ behavioural skills that are not naturally part of their ‘DNA’.

Leaders’ journeys seem to be more often marked by personal discontinuities and traumatic events than those I came across in Europe: political upheaval, death and, in the South African context, sometimes incarceration. The natural response is to withdraw into a ‘shell’ – not letting people or events touch too deeply. But very often this shell becomes an over-done defence that needs to be prised open to allow the leader within to emerge. Helping to answer questions like ‘what am I?’ and ‘why am I?’ is a great, and often very moving, opportunity for the coach.

Thabo (not his real name) was leader of a large division of a governmental department here in South Africa. He volunteered for underground military service with the ANC (African National Congress, the now dominant political force in South Africa post-1994) when he was 14. By the time

“ There are plenty of reasons why self-insight is undeveloped in newer economies ranging from lack of ‘institutionalised’ development to deeper cultural factors

“

International Perspective: EnglandIt’s hard being a leader in business today. Maybe this is something people have always said, but it strikes me that the combination of complexity and pace of change can seem overwhelming at times. In our coaching, we’re giving leaders space to take stock of who they are, their situation and their personal resources, and relate this to their organisation’s and the world’s challenges. Three consequences of the tension to deliver both short-term results and transformational change are: the struggle to prioritise what really matters; the focus on ‘just do it’ rather than working more thoughtfully and engagingly with others; and the clash of individual and organisational values. Through coaching, we are working to help leaders step back and lead rather than react. We’re building resilience, agility and flexibility in organisations – supporting leaders to link their personal purpose to their organisation’s and, through this, reinvigorate their passion and contribution. And all the while, we encourage leaders to be human. After all, it’s not easy out there.

Phil Whichello is a ManagingConsultant, based in London. phil.whichello@ysc.com

11

the apartheid regime fell, he was still in his early twenties and had endured two periods of incarceration and torture, ‘disappearing’ to his family and friends – and being alienated from his father, who disapproved of his political activity.

When I met him, he was a deeply insecure and suspicious man, seeing hidden agendas everywhere and leading with a driving but cold style. He was operating from within his own framework – as many of us do, viewing his perceptions as truths; and seeing no alternative to the way he was managing his work and his relationships. Going through our assessment process allowed him to see his ‘journey’ more clearly – from disconnected task driver to true ‘partner’ with others; and, through the coaching process, allowed him to see alternatives to how he was being, and the link with better leadership: being more open, building deeper relationships, co-creating solutions rather than always being the decision-maker.

There are plenty of reasons why self-insight is undeveloped in newer economies. They range from the lack of ‘institutionalised’ development and the continuing emphasis on ‘survival’ and material gain, to deeper cultural factors that I have not touched upon in this article (they would need a whole book!). But it does seem that self-insight is the key to unlocking great leadership, whatever the context.

*Abraham Maslow in his 1943 paper A Theory of Human Motivation

Damien Anciano is a Managing Director and Head of YSC Asia Pacific. T: +27 11 684 2952/3 damien.anciano@ysc.com

.

One of India’s leading financial architects discusses the country’s past, its uncertain future and how he reshaped an economist’s mind-set to embrace a more flexible philosophy of life.

12

On the couch with . . .

Dr Rajiv B. Lall Infrastructure Development Finance Company (IDFC)

.

Background: With a bachelor’s degree from Oxford and a PhD in economics from Columbia, Rajiv Lall is the archetypal Indian high-flyer; he has an international career spanning the World Bank, the Asian Development Bank and Wall Street institutions including Warburg Pincus and Morgan Stanley. In 2005, he became chief executive of Infrastructure Development Finance Company (IDFC) – then, a fledging project lender and embarked on the Himalayan task of successfully listing the company and transforming it into India’s premier infrastructure-focused financial conglomerate. With several academic publications to his credit, Lall is comfortable in several languages and considered a formidable intellectual force. But he has a secret penchant for popular culture. Even junk TV, he explains, can improve our understanding of a rapidly changing world in which ‘unknowns’ predominate.

13

Since taking over at IDFC, you’ve acquired several different businesses. What was the biggest challenge? Bringing them all into one coherent organisation has taken a lot more effort than I contemplated. Culture has been the biggest challenge. We welded an investment banking business onto a very traditional project finance team. Then, on top of that, we acquired a mutual funds business – which is very retail-oriented. So we had to mesh two very different cultures.

How integrated is IDFC’s identity and culture today?About 24 months ago, on a scale of 1 to 10, we were scoring 3-4, sometimes slipping to a 2! Today, I feel like we’re approaching the 7 mark – and climbing. Back then, there was very little personal contact between senior people. Now I think people look at us and think: ‘ they’re quite a team!’ We have a sense of having been through something together.

What initiative or activities made the most difference? My personal engagement was the initial impetus. It was only when people around me became convinced of my personal determination and commitment that they began joining the process. However, some people were never really aligned with this drive to build an institution. Dealing with them required a little bit of patience and dexterity. With hindsight, I would make tough decisions much sooner and perhaps have been more forceful in driving the process.

How did you view the partnership with YSC? For me it was a first – a bit of an experiment. But I knew this wasn’t something we were equipped to do by ourselves. We are a ‘blue’ organisation in terms of having a very analytical DNA and a lot of ‘INTJ’ types. These people often find interventions on soft issues – culture relationships, mentoring etc. – very difficult. There has always been a healthy scepticism that what you can’t analyse in numbers is not worthy of respect. But I became convinced there was actually more of a science to dealing with these issues than just touchy-feely intuition.

How might YSC help going forward? Learning and development is going to be very important for us. It’s about working on the next generation within the firm so that they imbibe the values we’ve articulated and become the culture carriers. It’s about succession planning and fine-tuning the mechanism for talent management. We’ve just created a Talent Council which represents the different parts of the organisation and the different personalities that comprise it. This group of 6-7 people represents the collective DNA of the organisation.

How do you find the balance between advancing independent-minded leaders and maintaining a sense of consistency, in terms of embedding IDFC values? One of the issues we grapple

YSC India has worked closely with Dr Rajiv Lall and IDFC since 2008, partnering with them in the areas of culture and values, talent management and executive coaching.

14

easing in the US may not necessarily ignite a sustainable recovery because there are fundamental changes taking place whose consequences are hard to decipher. This is the first time in several generations that Americans are expecting their living standards to decline. Elsewhere, geopolitical uncertainties have opened up on multiple fronts. Instability in the Middle East is disturbing; the future of Europe is also uncertain. Events in Japan, meanwhile, have been devastating – I could go on.

And in India? That’s also a real puzzle. If you look at India top down it’s not a very constructive story: there is government gridlock, fiscal indiscipline – and growing corruption, misgovernment and greed. But when you go to small-town India, which continues to march to its own drum, you get a sense that there is a lot happening. I don’t know how long this contradiction can last.

What are the implications for financial services in India? Given economic growth of 8%, the outlook is very good. We are under-banked: there are hundreds of millions of households without banking services, so there are huge opportunities. But in the interim, my guess is that we have to brace ourselves for instability. Sooner or later, we are going to have a hiccup. You are described as ‘the archetypal high flying Indian’. What shaped your career?By the age of 18, I was clear that I wanted to be in the public policy space. I’m the youngest of four, so my parents were the same age as most of my contemporaries’ grandparents. They were the generation that lived through Independence and were both well-educated so they participated in extraordinary historical developments. Growing up, I met a whole bunch of people who shaped my world view. Making a difference became a key driver.

Where do you see yourself 10 years from now, what kind of legacy do you want to leave behind?Gosh, difficult to say. I want to leave behind a job well done at IDFC – to be able to look back and say I had something to do with creating a well respected, ‘iconic’ institution that had an impact during a period of extraordinarily rapid change. This next decade of India’s evolution is every bit as important as the 20 years after Independence. It’s not inevitable that India will become the world’s third largest economy by 2050 – a new generation of people will have to get us there. I hope to play a part and I would like my daughters to do the same.

What are your distinctive strengths as a leader? My biggest strength is versatility. The older I get the more convinced I am that the world functions in tribes, and tribes don’t communicate well with each other. So you have the political class, corporate professionals,

“ “ My biggest strength is versatility. The older I get the more convinced I am that the world functions in tribes, and tribes don’t communicate well with each other

with in financial services is that many people see themselves as thoroughbreds. Yet if there’s one thing the 2008 crisis has taught us, it is that we are not smarter than the rest of the world – we are there to serve, not outsmart. So there’s an element of conservatism that needs to be re-injected. Managing that isn’t easy. This industry still attracts the best talent in India, but I don’t think it’s necessarily a good idea to nurture mavericks or encourage unbridled innovation. Intellectually, the ties that bind are the company’s values – and the most important binding thread for the leadership team is the intense desire to build an organisation that we can leave behind.

Moving on to broader matters, how resilient is global recovery?It’s not clear. Certainly, things are not as dire as they were in 2008. But – to deploy Donald Rumsfeld’s famous quote – it feels like there are more ‘unknown unknowns’ than I can ever remember before professionally. Quantitative

Dr Rajiv B. Lall

owner-entrepreneurs, environmentalists, economists… they are all prisoners to their own analytical framework and education. It’s very hard for people to break out of that. I think I can connect the dots.

Any personal hopes for becoming a better leader?I could always improve my people skills – I think I’m still too analytical. Actually that has been a big ‘unlearning’ over the years. As an economist, you’re trained to think of the world as a rational place that fits nicely into mathematical models. But people don’t always behave rationally. There’s a certain human, emotional quality that influences how you live and drives what you do. It’s a conundrum that we can know so much about the world and how it functions, yet religion thrives more than ever. But I am now getting to the point where I say ‘why are you trying to make sense of it. It is what it is’.

“

AustraliaFloods, fires, earthquakes and tsunamis – the environment is throwing enormous and frightening challenges to our leaders in the Asia-Pacific region. Natural disasters generate very real, immediate demands – mining production disrupted, support functions relocating, construction wreckage – alongside irreversible and long-lasting changes to the business. And that’s not to mention the individual employees who are often personally impacted and traumatised by the events. Now, more than ever, is the time for leaders to demonstrate their authenticity and inspiration in the face of loss, despair and uncertainty. The reflection space that coaching provides helps them tap into their core values and clarify their personal purpose amidst these complex demands. For those who can rise to the personal and leadership challenges, these disasters offer an opportunity to apply their strengths beyond their own organisations, so that they can make a meaningful contribution to society at large.

Shelley Winter is a Managing Consultant, based in Sydney. shelley.winter@ysc.com

15

International Perspective: Scotland

Scotland is, as ever, vibrantly polarised. Our glass is half full and half empty, depending on whom you ask. For some, the big news is that Scotland is poised on the edge of an economic revival; for others, an economic disaster... Truth told, there is much to be concerned about in Scotland’s business community, with 2009-10 leaving some of the traditionally strongest companies feeling the draught. Certain household names may never quite regain the same swagger or arrogance they once had and this is affecting the way they rebuild their self-image and their culture. On the other hand, our clients continue to do courageous, exciting work to reposition themselves for survival and new growth. It seems that this unpredictable climate is causing serious reappraisal of organisational values and leadership. 2011-12 promises to be a year of possibility.

Joanna Bleau is a Managing Consultant, based in Edinburgh. joanna.bleau@ysc.com

How do you relax out of work? I like reading historical fiction – it gives history a human face. I find Gore Vidal a particularly insightful author and Salman Rushdie’s Midnight’s Children is quite an extraordinary piece of work because it never loses its historical context. I’m also quite a popular culture junkie: I can watch a lot of junk on television – I find it an effective way of keeping up with what’s going on. 30 years ago it was easy to pigeon-hole somebody in India. Now there’s huge cultural change and social mobility. I find that quite unsettling. But it leads to the acceptance that the older you get, the more you live through and see, the less you seem to know. I think that’s the challenge of ageing gracefully.

“ I think I’m still too analytical. Actually that has been a big ‘unlearning’ over the years

“

Dr Rajiv B. Lall spoke to Elisa Krantz, a Director of YSC and former Head of YSC India.

16

During the last six months we’ve asked over 150 people the same simple question: “have you got a development plan you feel proud of?” Less than 10% have answered in the affirmative. Contrast this with over 70% of people who have responded positively when asked another simple question: “do you feel proud of your performance this year?”

What conclusions are we to draw? Performance matters, development doesn’t? Are role performance and personal development not compatible? This schism between performance and development poses a real challenge to individuals and organisations that are trying to achieve both short-term performance and the sustainable development of talent.

People give three main reasons why development planning doesn’t work for them.

• “ My development plan isn’t about my long-term development, it’s about how I can perform better by correcting my weaknesses”.

• “ Development planning happens at the end of my performance review – we don’t really give it time”.

• “ The process is about filling in the form – I just put some sensible actions down”.

Leaders seem sceptical of the value of personal development plans. But to take your performance to the next level, you need a visionary roadmap that connects who you are as an individual with where you plan to head in the future, argues Matt Brown.

Building Roadmaps by Matt Brown

Skinner’s boxes, Thorndyke’s Cats and Pavlov’s dogs:Broadly grouped together into stimulus-response theories, the work of these famous behaviourists revealed a huge amount about how we learn. Classical and operant conditioning, and the Law of Effect, describe ways in which responses are learned in the presence of a particular stimulus. Thus, Pavlov’s dogs learned to salivate at the ring of a bell because they ‘knew’ that food was coming; Thorndyke’s cats gradually learned to escape from puzzle boxes faster and faster; and Skinner trained rats and pigeons (but not his daughter, despite the popular myth!) to press levers for food at the ‘correct’ time. This sort of learning might seem simplistic but it’s very valuable –

automating responses help us to prepare for what’s coming in an appropriate way, avoid repeating mistakes of the past, and rapidly speeding up the way in which we respond to familiar scenarios.

‘Cells that fire together, wire together’ so… use it or lose it!:Donald Hebb proposed a hypothesis that, at a cellular level, learning involves the strengthening of synapses that are repeatedly active when the post-synaptic neuron fires. Put simply, this means that nerve cells in the brain (neurons) have tiny gaps or junctions (synapses) between them. When a neuron is activated it can ‘excite’ the cells near it – and if this happens repeatedly the synapse is

In other words, the process of development planning has become overly connected to short-term performance at the expense of what people are striving to achieve longer-term. It has become soulless and impersonal. People do need a plan for how they can take their performance to the next level, but they also need a more visionary route map that connects into who they are as human beings and where they want to head in the future. Organisations that excel at developing future leaders enable people to do both and do them well.

Two things stand out about the individuals with the most powerful development plans. First, they are very clear about who they are and what they want to achieve in their careers. Second, they focus year-to-year on a few key things that will help make their vision of themselves in the future become a reality, thus closing the schism between performance and development.

They can typically articulate their responses to the following questions really well:

1) What is it that makes me distinctive and enables me to have impact on the world? How can I capitalise on that even more in the future?

2) Which of my personal characteristics trip me up the most? How can I manage that better in the future?

3) In terms of my leadership style, how do I want to show up in the future? What does that mean I need to do more of or less of?

4) What experiences have I not had that would stand me in good stead as I progress?

5) What am I passionate about? How can I harness that passion most effectively to make an imprint I can feel proud of?

How many of the questions above can you answer?

Memory & Learning

by Clare Morse-Brown

Ever since Aristotle began exploring the acquisition of knowledge, philosophers, psychologists and neuroscientists have been fascinated with working out how humans learn and remember. Although we still have no complete answer, and many contradictory theories exist, studies have uncovered some intriguing phenomena – some of which you might be able to put to use, says Clare Morse-Brown.

17

Boost your brain power

18

a pre-existing file in the cabinet, which is efficient for the brain to do but can easily cause stereotyping or the twisting of information. Or we can ‘accommodate’ the new information by adapting to it – creating a new file in the cabinet. This is a more difficult and energy-consuming process but it leads to real change as the filing system gets modified and adapted. (Or, of course, we can send the new file to the recycling bin and ignore it completely!). When we come to retrieve these memories, or apply these experiences to new situations, the better our filing system, the better our retrieval. Elaboration techniques that improve depth of processing, such as trying to relate a new concept to as many things as possible that you already know – putting it in context, creating emotional links – are like creating cross-references in your filing system. So next time you have a new experience, or learn something new, take the time to think through how this new piece of information connects to your existing knowledge – you’ll be less likely to recycle or misfile it.

strengthened (cellular changes increase stability) resulting in ‘associative learning’. To put it another way, think of the cell firing as a memory ‘trace’. The brain is a bit like a memory-foam mattress – when the cell fires (or someone lies on the mattress) an imprint is made. When it stops (or they get up), the brain (or mattress) slowly returns to its original form. But if the cell is fired repeatedly (or the person lies on the mattress repeatedly) slowly, over time, the imprint becomes more lasting and stable. Like learning by rote – the memory loves repetition – if you don’t keep lying on the mattress, or exercising your skills and knowledge, you might lose that imprint!

Six degrees of separation –increase those connections:Piaget’s theory of adaptation to the outside world helps us understand memory retrieval by likening the brain to a series of filing cabinets. When presented with new information we have a choice. We can either ‘assimilate’ the knowledge by placing it in

Use a back-up device:Some theories suggest that different types of memory are controlled by different parts of the mind (this isn’t necessarily the same as saying they’re stored in different physical locations in the brain – that’s a rather more complicated picture!). For example, Baddeley and Hitch make the distinction between the phonological loop which stores auditory information and the visuospatial sketchpad which stores visual and spatial information. Make use of this by using multiple methods to ‘store’ your memories. As well as listening, try creating a mind map or using visualisation techniques.

Replicate your state:Various studies have shown that recall is improved when the physical, physiological or emotional situation matches that in which the initial learning took place. For example, studying in the same room that the exam will take place can aid memory, and (although we hesitate to recommend the use of stimulants!) nicotine, caffeine and sugar have all been shown to have a positive effect on recall. The effects are even better if you have the same levels in your system during recall as you did during learning.

Rest and exercise:It may sound like common sense, but the popularity of the theory that a good night’s sleep is effective in increasing learning and memory has varied over the years. Recent research, however, is demonstrating that sleep can influence brain cell plasticity (the formation of new synapses and connections). If you’re not sleeping well, chances are it might be because you’re stressed. This is bad news too – stress increases production of the hormone cortisol which can interfere with the brain cells needed for memory storage and recall. So apart from the physical benefits, a good reason to get plenty of

“ Various studies have shown that recall is improved when the physical, physiological or emotional situation matches that in which the initial learning took place

“

19

“

NetherlandsThe business climate resembles the weather in The Netherlands. The Dutch farmer’s wisdom “Het kan vriezen en het kan dooien”, says it all: freeze or thaw, it can go either way. There are many ambiguous signs and contradictory developments. While one iconic enterprise (Philips) has pulled its manufacturing back onshore; another (KPN) is shedding thousands of jobs that will be offshored to India. Strong profits at high tech companies like ASML are a marked contrast to plummeting public sector budgets. As ever, Dutch workforces are critical and sceptical about their leaders’ messages. What is appreciated, though, are leaders who are clear at least about what they can’t be clear about. The intelligence and skill to explain paradoxical measures, and the courage to keep communication lines open even in uncertain times, are now standing out as key leadership characteristics.

Jürgen Hell is Head of YSC Netherlands, based in Arnhem. jurgen.hell@ysc.com

19

International Perspective: Germany

“This has been a real rollercoaster experience.” We’ve been hearing that a lot in coaching sessions recently as managers reflect on a period of rapid structural change and strategic refocusing. The continued upswing in the German economy, and rapid recovery from the financial crisis, demands a lot of senior business leaders, creating even faster change and the need to manage the ambiguity around it. While the current situation is a positive one for many firms, the contrast of crisis and upturn (combined with the shock of Japan) leaves a lurking concern about the future – and their own ability to make an impact. Our coaching during the last few months has focused a lot on maintaining leaders’ personal growth in a situation which is stretching most leaders we work with. Key themes are developing and maintaining emotional resilience, and a focus on balanced decision-making.

Cordula Peterson is a Managing Consultan, based in Ratingen. cordula.peterson@ysc.com

exercise is that it can reduce cortisol (and stress levels). Another is that depression has been linked to decreased memory and learning function – and the neurotransmitters (chemical messengers released at synapses) and endorphins released by exercise can help ease depression. Some studies have even suggested that the increase in oxygen in the brain caused by exercise can also aid plasticity, and therefore memory. But even if you don’t believe this chemical research is a good enough reason to go for a run, then exercise will certainly tire you out and make you sleep better!

And if all that seems like too much effort, don’t worry, in a few years there might be a pill for it…The recent film Limitless portrayed Eddie Mora (played by Bradley Cooper) as a man who takes a memory-enhancing drug and is instantly able to access everything he’s ever seen, heard or experienced. Although the film is fictitious, genuine research into ‘nootropics’ – drugs which can enhance memory and attention – is surprisingly advanced. Ampakines, which have the ability to modulate neurotransmitters, have had some promising results in improving cognitive function; and drugs such as Ritalin (used to treat Attention Deficit Disorder) have (anecdotally and controversially) been referred to as a cognitive performance enhancer and associated with increased focus and attention in ‘normal’ individuals. But be warned: initial studies also suggest that, as in the film, there can be some pretty nasty side-effects – from mood disorders to hallucinations and seizures.

“ It may sound like common sense, but the popularity of the theory that a good night’s sleep is effective in increasing learning and memory has varied over the years

“Matt Brown is a Director and Clare Morse-Brown is a Research Consultant, both based in YSC’s London office. T: +44 (0)20 7520 5555 matt.brown@ysc.com / clare.morse-brown@ysc.com

Thomson Reuters is the world’s leading source of intelligent information for businesses and professionals. Headquartered in Times Square, New York, it has 55,000 employees in more than 100 countries and is led by Tom Glocer. The company’s 2011 Annual Report outlines a series of ambitious growth strategies.

The group’s diverse businesses are united by a common mission: to provide customers with the information and tools they need to make better decisions faster. The main sales thrust is that the right information in the right hands leads to amazing things. They call this ‘The Knowledge Effect’.

Smartly, Thomson Reuters’ position on intelligent information mirrors its approach

to talent. The philosophy underpinning all the work it does to nurture talent throughout the organisation is transparency: individuals being clear and honest about who they are as leaders, what they are good at, and how they need to develop. As a business, Thomson Reuters strives to have real, authentic conversations.

The talent challengeTo achieve its growth strategy, Thomson Reuters knows it must use the full range of assets across the group. It needs to really understand its most senior leaders and, in turn, those individuals need to really understand themselves. Hence the importance of executive level developmental assessments.

The work is focused on a small set of key executives deemed essential to the company’s succession pool. The goal is to provide leaders with a deep, insightful, enlightening and individually-oriented development experience. There are two additional drivers:

1. To round out the overall executive development offering. Thomson Reuters already has a raft of initiatives – including top team development and effectiveness work, stretch projects, and direct exposure to the board. The missing component was rich, personalised individual development.

2. To inform and support succession management making it more robust, honest and up to date.

by Neil Jacobs (YSC) & Gail Sulkes (Thomson Reuters)

Spotlight onThe Knowledge Effect

20

Nurturing a healthy succession pool is critical to any company’s long-term success. Here Neil Jacobs and Gail Sulkes outline how YSC brought its expertise to bear at the global news and data giant Thomson Reuters.

21

The partnership approach was great. It partners the independence and honesty of a third party, with the organisational and cultural insight of an insider“ “The approach

Thomson Reuters wanted to take a true partnership approach so it was decided that one of the company’s qualified internal assessors would pair up with a YSC business psychologist to work with each executive. Participants are selected by the CEO and Group HRD from the executive succession pool.

The initiative combines candid dialogue and feedback with a follow-up consultation with key voices in the business – such as team members, peers, senior influencers and clients – to gather additional insights about the individual’s leadership brand.

It is a fully collaborative approach. The aim is not to ‘provide a report’, but rather to build insights that the person owns and recognises as a true reflection of themselves. The outputs are then used to inform development planning for executives in their current roles or, in many cases, a transition to a new role. The insights gathered during the whole process are also used to inform succession management discussions and recommendations.

An innovative aspect of the process is ‘the playback’. We brought key insights to life by creating audio narratives from the feedback, recorded by actors. Even better, it’s not a one-time intervention. The internal assessors have an ongoing relationship with the

executives to support their development journey. A core objective within Strategic Talent at Thomson Reuters is for senior HR leaders to spend more time intimately knowing key talent. This work has enabled that to happen.

The outcomesJudging by the reactions of participants, the scheme has been a big hit, with leaders gaining deeper self-awareness and a clearer understanding of their strengths and development opportunities. As one notes: “I gained deep insight, not only into the ‘what’ I needed to change, but also into the ‘why’.” There was also support for the way it provided a platform for more honest conversations and greater access to the CEO. “I can see that our culture is changing,” observes one executive. “Past notions of hierarchy and structure are changing and so are the traditional perceptions of executive development and impact.”

“From our own perspective, the two YSC assessors have proved excellent partners – collaborative yet challenging and prepared to adapt their approach to suit the needs of Thomson Reuters”, says Anne Bowerman, VP of Strategic Talent.

“Partnering with YSC has brought significant value to our executives,” she concludes, “they appreciate the input and insights from highly qualified and experienced external assessors alongside the continuity of ongoing deep and rich conversations with internal assessors. They can already feel that this approach is markedly different from anything they’ve experienced before”.

Quotes from participants:“My learnings: if I don’t articulate my motivations then people will ‘write their own script’ which is likely to be different to my reality; the assessment process really got to the essence of what motivates me – and what doesn’t. I realised that at times I need to state my perspective and lead the team – not just look for consensus.”

“I am really impressed with the time, energy and focus we are putting into talent development. My internal assessor had insights and empathy with our business that I didn’t expect.”

Neil Jacobs is a Director based in YSC’s New York office T: +1 212 661 9888 / neil.jacobs@ysc.com Gail Sulkes is Global Head of HR at Thomson Reuters, based in London.

I feel in a much better place than I have for a while. The assessment has helped me reassess a few things and to embrace this role“ “

International Perspective: Hong KongIn five years of executive coaching in Hong Kong I’ve seen a definite shift. Rather than being called in by organisations to fix poor performers, clients are now reaching out proactively to give their key people support. The local market, sobering up after pre-GFC* giddiness, wants coaching that is practical, commercial and very output-focused. We’re seeing a return to predicted high growth, rapid geographical expansion and confidence in the market – with the knock-on that roles are expanding rapidly, and leaders’ responsibilities shifting hugely. For expats working in Asia Pac, coaching often focuses on the cultural translation of their existing skill-set – and in normalising often very different situations and experiences. Among home-grown talent, the hunger for best practice and new skills is palpable. They are optimistic, keen to learn and – rightly – demanding new perspectives and expertise. In sum, commercially-focused executive coaching (as opposed to the navel-gazing sort) is gaining traction in this vast and complex region – recognised by businesses as a key lever for growing talent. *Great Financial Crisis

Claire Garner is a former Director of YSC Hong Kong. HongKong@ysc.com

22

There are thousands of books out there to help you shape your life. We asked four YSC consultants to choose their favourites...

What to Read – Self-Help Books

Media Reviews

A few years back, a finance director told me she’d eaten two frogs before breakfast; pretty worrying, I thought. Upon further discussion, it emerged that she practised Brian Tracy’s guidance in Eat that Frog. As someone with big ideas about maxing my time to the limit, I dutifully ordered a copy.

A light read later, I decided that an amphibian for breakfast was indeed a good way to start the day. For the uninitiated, a ‘frog’ is the biggest, most important task that has greatest positive impact – and this book is about getting more of these important things done in less time. Who doesn’t want to achieve that?

It was a relief to have it confirmed that I don’t have to get caught up in every aspect of my life: I can now focus on the most important things. Indeed, Tracy suggests that the ability to select the frog and start on it has the greatest impact on success. Once you’ve started working on your

frog, concentrate single-mindedly on its accomplishment and don’t stop until it’s done. The aim is to get into ‘mental flow’: working on the most valuable tasks with a high and continuous level of energy. This, Tracy suggests, is key to unlocking high levels of performance and personal productivity. He argues that ‘start and stop’ strategies can increase the time taken to complete tasks by a whopping 500%.

Tracy offers some 21 tips along the way, starting by abolishing the excuse ‘I’ll clear up these little things first’. As with all habits, the trick is to make the decision to change, discipline yourself and repeat.

For anyone who wants to achieve more in less time, this is a quick, practical read. But banish all thoughts of Kermit.

Eat that Frog!

Viktor Frankl, a Viennese psychiatrist, was deported to Theresienstadt concentration camp in 1942. This book – a meditation on that ordeal – falls into two parts. The first describes the suffering Frankl experienced, but also the slow discovery that he could control his outlook and find meaning by helping others cope with the trauma. He found that it was those who created meaning for themselves who were able to survive the camp. The second half of the book develops the idea that we are all free to find meaning in what we do.

Meaning is a hot topic in organisations, but if treated too lightly it can become just another corporate gimmick. Frankl’s book is not a light-hearted read, but it illustrates the power we all have to shape our happiness and survive difficult times by making sense of what happens to us. Like the best self-help books, it gives you tools to help yourself rather than one-size-fits-all advice. While I may never face challenges like Frankl’s, it has helped me value my experience and appreciate the hard times I have had, just as much as the good.

by Viktor E. Frankl Simon & Schuster (first published 1946)

Reviewed by Amy Aggleton

“ For the uninitiated, a ‘frog’ is the biggest, most important task that has greatest positive impact

“by Brian Tracy Mobius (2004)

Reviewed by Tessa Breslin

Man’s Search for Meaning

23

When I first read Scott Eblin’s The Next Level, I was more than a bit annoyed. Scott is a veteran executive coach, not a researcher or academic, and the more I read – the more I found myself thinking that this was the book I would have written and he was spilling all my secrets.

Having worked with hundreds of leaders, what I like about the book is the way Eblin effortlessly captures what I would call my ‘go-to’ arsenal of Top 10 coaching tips – the places where I see leaders struggle time and again. His three-tiered model concisely describes how senior leaders can make the transition and operate more effectively in executive roles.

Eblin focuses on building executive presence in three realms – individual, team, and organisational – by exploring the behaviours a leader needs to shed and the skills they should gain to increase their personal impact. For instance, by empowering your team, considering your broader leadership footprint, or focusing attention on influencing your peers laterally. The concepts link nicely with YSC’s view of ‘good enough’ leadership, renewal, and leveraging one’s spike strengths.

More sophisticated readers will find this book a refresher, combining the best parts of The Leadership Pipeline and elements of Marshall Goldsmith’s What Got You Here Won’t Get You There. It provides a simple framework for rethinking our mindset, tool-kit and time application into a recipe for success in next level roles.

Leaders today occupy a stressful place. They are immersed in a crazy world which demands constant activity, unhealthy eating patterns and exhausting routines. Kabat-Zinn shows us it doesn’t have to be like that.

Using compelling research, he offers an inspiring message: relief does not come from painkillers, sleeping pills and remedial massage, it comes from becoming aware of oneself in a rich and present way. He offers us stillness and space, without moving from our seat.

An excellent beginner’s guide to meditation, the book offers a complete course of simple techniques, including an eight-week practice schedule that sets the reader on a path towards increasing mindfulness. Kabat-Zinn does not promise that his approach is easy. He warns that there is a certain discipline required and invites the reader to commit to a long-term lifestyle change. I’ve found that to be accurate. Taking time to tune into your quiet state doesn’t come naturally to people who are used to being rewarded for delivering results, but it does, over time, become a source of self-acceptance and growth. Powerfully, Kabat-Zinn presents the case for meditation as a means of reducing fear, anxiety, sleep problems, people problems, work stress and even world problems. Too good to be true? Try it for yourself!

The Next Level, What Insiders Know About Executive Success

by Scott Eblin. Davies-Black Publishing (2006)

Reviewed by Dennis Taylor

Full Catastrophe Living

by Jon Kabat-Zinn. Piatkus Books (2001)

Reviewed by Joanna Bleau

24

International Perspective: IndiaEmployee ‘stickiness’ is a real issue in India. Traditionally, senior management focused on driving business results – almost to the exclusion of developing a strong and sustainable organisational culture. The upshot was a cross-industry attrition rate that sometimes hit 20-30%, exacerbated by the rising demand for Indian talent abroad. Dangling promotions and more money didn’t help – it often made matters worse. What did make a difference was employee engagement models: companies embracing them reported lower attrition-rates, higher levels of tenure and a smaller salary bill. Executive coaching, especially around impact – how leaders energise and engage their people – was key. Some organisations seem to have an extra edge, others do not. Infosys, one of India’s most admired home grown companies, has always majored on organisational-building first, business-building second. Companies need a game-plan for managing the fluid, fluctuating resource of Indian talent – for building an employee brand, and the deep and sustained culture that underpins successful businesses.

Karen West is a Director & Head of YSC India. karen.west@ysc.com

What to Watch

25

Tom Hooper’s Oscar-winning production tells the story of George VI’s reluctant rise to power, hampered by a stammer that renders public speaking almost impossible. It charts the relationship between the King, otherwise known as ‘Bertie’, and Lionel Logue, his unconventional speech therapist. A variety of eccentric experiments are tried, much to Bertie’s chagrin, in an attempt to give him the eloquence of his abdicated brother. Eventually, where medical wizardry and paternal bullying have failed, Lionel’s methods bear fruit. In an address to the nation, Bertie’s words of solidarity bring inspiration and resilience to a people on the brink of war.

The coaching relationship between Bertie and Lionel offers thought-provoking insights into the nature

of personal development. Just as countless development plans get left in bottom drawers, so Bertie is initially reluctant to accept Lionel’s challenging methods, instead resigning himself to continued stammering. Similar dynamics have been noted by business psychologists. Karasek’s Demand-Control model (1979) hypothesises that personal mastery feeds (and is fed by) a healthy tension between the difficulty of a task and our perceived sense of control to execute it successfully. If a task is too tough, and our sense of control too low, performance suffers. This happens both when Bertie’s father shouts at him, “just do it!”, and when Lionel urges experimentation. However, as Bertie begins to see a tangible difference to his stammer, his mastery increases – fuelling confidence.

If the film has anything to tell us, it is to stay optimistic, even when our gut instinct is that objectives are beyond us. By trusting his ability to learn and pushing himself to remain open-minded, Bertie moves towards mastery. Perhaps the lesson for leaders is to set the bar high, while accepting the initial discomfort of doing so. As Bertie says to Lionel, “You have helped me, Logue, I don’t doubt it, although I did not expect it”.

The King’s SpeechDirected by Tom Hooper. See-saw Films

Reviewed by Nicholas Hastings

dr Ken blog.com

26

London

Edinburgh

Ratingen

Arnhem

New York

Chicago

Houston

San Francisco

Mexico City

Hong Kong

Sydney

Johannesburg

Mumbai

Sao Paulo Opening soon

Melbourne Opening soon

Singapore Opening soon

Business Psychologists – All Regions

We re hiring!As a result of continued client demand for our services we are currently recruiting across all geographies.

At YSC our mission is to release the power of people. We do this by combining industry leading psychological insight with a thorough understanding of our clients’ business needs. We work with clients across their entire talent lifecycle and our key offerings include individual and team assessment and development, executive coaching, workshop design and facilitation, organisational consulting and the measurement of change.

Our clients include some of the world’s best known brands as well as government bodies and non-profit organisations. We pride ourselves on having an exceptionally high level of client retention including a number of clients to whom we are still retained, more than 20 years after first partnering with them.

As a global company we are a collegiate organisation with 13 offices in eight countries and 160 staff (of whom 90 are client-facing consultants). In addition, we have three new offices opening during 2011-12 in South America and Asia Pacific. Our culture is built around genuine relationships, collaboration, hard work, a drive towards exceptional results and confidence to work with ambiguity.

As a candidate you will have a proven track record of success and significant relevant business experience. You will also have the capacity to work with clients at the most senior levels in a

relaxed yet professional manner. A post-graduate degree in Psychology would be highly desirable, but not essential if you have a proven track record of success and can demonstrate extensive, relevant business experience in the following areas:· Deep psychological assessment· Developing leaders and high performing teams

· Executive coaching· Organisational consulting· Workshop design

If you are a dynamic individual with a passion for developing and delivering exceptional results for clients and creating meaning for individuals and organisations – we’d love to hear from you.

Please send your CV/resume and a covering letter, based on the geography you are interested in, to:

recruitment@ysc.com (UK & Hong Kong)sydney.reception@ysc.com (Australia & Singapore)germany@ysc.com (Germany)netherlands@ysc.com (Netherlands)usa.recruitment@ysc.com (USA, Mexico & Brazil)india@ysc.com (India)southafrica@ysc.com (South Africa)

Please note: you must be eligible to live and work in the country to which you are applying. For more information about our story, products and services, please visit www.ysc.com

www.ysc.comReleasing the power of people

© YSC Ltd. 2011. YSC is the trading name of Young Samuel Chambers (“YSC”) Limited. Registered in England at 50 Floral Street, London, WC2E 9DA. Company Number 2402857

LondonTel: +44 (0)20 7520 5555

EdinburghTel: +44 (0)131 228 7940

Ratingen (Germany)Tel: +49 (0)2102 892690

Arnhem (Netherlands)Tel: +31 (0)651348517

New YorkTel: +1 212 661 9888

Chicago Tel: +1 312 212 4485

HoustonTel: +1 832 431 3050

San FranciscoTel: +1 415 293 8175

Mexico CityTel: +52 (55) 9172 1458

Hong KongTel: +852 2804 6006

SydneyTel: +61 2 9252 3332

JohannesburgTel: +27 11 684 2952/3

MumbaiTel: +91 22 66719917/18

At YSC our mission is to release the power of people. We do this by combining industry leading psychological insight with a thorough understanding of our clients’ business needs. We work with clients across their entire talent lifecycles, including: recruitment, induction, development, the identification of potential, internal selection, role change, measurement and departure. Our key client offerings include 1:1 and team assessment, executive coaching, organisational consulting and the measurement of change.

Printed on recycled paper