Gautrey Unleashed

Is This Why Careers Wither and Die?

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In my research into what it will take to become exceptional in the large organisations of tomorrow I talk to a lot of people. I’d like to highlight two recent calls that illustrate some vitally important differences between those who are on the move, and those who are stuck. David (#243) is 25, good degree and well positioned in a senior team at one of the big banks. We didn’t get a chance to talk about how he got there, but fair play to the guy. Now he’s there, he wanted to share some challenges with me:
  • What does he need to do to build credibility/respect with the more senior (older) people he is working with?
  • How can he overcome the problem of stakeholders having more important things to do than listen to him?
  • And, what does he need to do to get noticed by the right people, and build strong relationships with them?
My guess is that this bright young man will go far. John (#896) is in his mid 50s. Formidable track-record of Read More

You can run, but you can’t hide…

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You may be able to run, but you can’t hide…

…from one uncomfortable, unpalatable truth.

Right now, you may be struggling with the politics:
  • Annoyed that people can’t look at the bigger picture.
  • Ignoring your suggestions and ideas, failing to realise how they could benefit.
  • Angry they manipulate events to serve their own agenda.
In which case, you will probably be tempted to:
  • Consider your career options.
  • Get your resume up-to-date.
  • Reconnect with the headhunters.
Except there is a problem. What will you tell the recruiters? How can you explain Read More

The Ethics of Influence: Five Rules to Live By

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There is a problem. If I show you how to become influential, what does that mean for the people you influence? What will you do with that power? Will you use it to influence good things, or will you use it to fulfil your selfish ambitions? If you become so much more powerful, does that mean all those around you will be dominated? For me, this is a tough one to answer, because I don’t know you very well. I can equip you with all the ideas, frameworks and practical action, but I still don’t know what you will do with it. The ethical question is a reasonable challenge to anyone working in my field ― showing Read More

Learning to Appreciate and Value Battle-Hardened Stakeholders

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Sometimes, from the very beginning of a workshop, it is evident that the delegates have a common problem with a big powerful stakeholder. As we start to delve into their influencing objectives, “his” name keeps being mentioned. Round the table with the power cards ― there he is again. Who is this guy to be such a problem for everyone around the table? Why is he being so difficult and making everyone’s life a misery? On a recent occasion when this happened, one thing I noticed was that his name was being used as a code for “don’t even try to influence”. It was also apparent that there was a great deal of bad feeling in the room towards this character ― even the mere mention of his name. Well actually, for a long time, they wouldn’t even mention his name, somewhat akin to the fear held by elves mentioning the name of the dark lord in Middle-Earth. Something needed to be done. Troublesome, battle-hardened people exist in most organisations. These high-ranking individuals wield great power and usually do not have the time, or the patience, to let others know where they are coming from or why they are making the decisions they are making. They represent an extremely tough road-block or obstacle. Unfortunately, they are also usually misunderstood and it is this which makes them particularly difficult to handle. If you (or your team) are plagued by one of these characters, here is a simple Read More

Have You Arrived Yet?

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In terms of your work and career, have you got to where you expected or hoped you would? A position where life is fun, stimulating, rewarding. Where your performance is in flow, and no obstacle is insurmountable. A place that demonstrates you have been recognised, as you deserve to be? Most people haven’t. They are so busy doing a great job, banging in the results, that the success they dreamed of eludes them. They see the opportunities, but before they can seize them, they slip away beyond reach. Others seem to have all the luck, getting these opportunities with less effort, less capability and likely, less intelligence. So, the feelings of doubt, uncertainty and unfairness grow. At some point, Read More

Your Public Image Matters, More Than You Think

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You would be well advised to invest time in making sure your social media presence, especially your professional profile(s), are in tip-top condition to make you look your best. The relevance of this to people in the spotlight, seeking work, or trying to tease out the head-hunters is obvious. So, why should this matter to everyone else, especially those happily ensconced in large organisations? Read More

Are You Too Soft as a Project Manager?

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Incredible it may be, but the data is beginning to emerge that this could indeed be the case. The usual caveat about generalisations aside, this is what my recent research is starting to reveal. And, you don’t have to be a project manager to learn from these results. Based on a group of 195 project managers I have discovered, somewhat to my surprise, that they are more likely to be high in Tact and Diplomacy and low in Determination, than the general (professional) working population. To be honest, I had expected the opposite. These people all completed my Influence Profile that measures preferred behaviours when working with others. This is not looking at their actual behaviour, but rather the way they would most like to behave (which is reality is the default behaviour they use most of the time). Within this psychometric, four dimensions of behaviour are analysed and Read More

Attracting Attention

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If you can attract the favourable attention of the people who matter most in your work, and your life, you have overcome one of the main challenges faced by many people I talk to these days. Most new clients joining the Private Client coaching programme have getting noticed by the right people as a high priority. For those who are ambitious, this is normal. They have recognised that if they can get the support of their most senior stakeholders, their ideas will be able to start moving in the right direction. Doors will be opened, and then they can just walk on through and deliver something valued and appreciated by the top people. As with many things in the world of influence, a simple process, a determined approach and a certain amount of tenacity can do the trick. Here are seven vital steps you Read More

Command and Control: Alive and Kicking

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Some writers on leadership like to imagine that the ancient leadership style of command and control is obsolete and disappearing fast. Does it feel like that to you? It is certainly less prevalent than it may have been in the 70s and 80s, but it remains pretty vigorous — at least judging by the volume of examples I hear of each month. And perhaps it should be too. Command and control still has a place in leadership and it always will — provided it is done in the right way. Alive and kicking it is and you should be taking the latter word metaphorically rather than literally! Below I will share with you three scenarios where I believe command and control is absolutely the right style to adopt. And to help me avoid becoming the friend and mentor to mini-despots the world over, please make sure and also read the criteria for appropriate use of command and control at the end of this article! Read More

Handling Conflicting Agendas

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When you are clear about what you want to achieve, it is often frustrating to find that others do not share your enthusiasm. A great deal of time and effort is expended building the case, considering the risks and planning the execution. Everything seems to make sense and you are keen to get going – you want to implement swiftly. Then the problems start. Reaching out to your stakeholders, you begin to find out that some are not interested. They fail to buy-in to your project or, worse, don’t even give you the time to explain your plans. When you do get to see them, they start to share insights with you about other things going on elsewhere in the organisation, which seem to be in direct conflict with what you are working on. Trouble is, you can see that they may have a valid point. Doubts begin to Read More

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