Straight Talking From Andrew Leigh of Maynard Leigh Associates

Two important star performers gave their talent managers great anxiety recently culminating in strong action. First, Chelsea and France forward Nicolas Anelka was dispatched home from the World Cup in South Africa, after a half-time bust-up with manager Raymond Domenech, during their 2-0 defeat to Mexico.  

Next, President Obama sacked his top US commander in Afghanistan, saying he would not tolerate division within his team. It was an awkward echo of an earlier president—Harry Truman who retired General MacArthur was described at the time as arrogant and egotistical. 

It was a like watching a virtual crucifixion.  As the safety record at BP came under ferocious, bitter and sceptical public scrutiny, Tony Hayward’s claim that it was his number one priority at BP fell apart before the congressional hearings into the Gulf disaster.

Sometimes in my more gloomy moments in life, I wonder what a small company such as Maynard Leigh could ever have to say to a giant like BP. Surely they have everything in place to do whatever they want? Don’t they have an unimagined treasure chest of resources to get things right?

But now I know. BP does not get culture change. Hayward who took the top job a couple of years ago specifically claiming that safety was his number one priority, reluctantly let it be seen that he has spectacularly failed.

There is a famous tale about a village that invited an important rabbi to visit them. For days before the visitor’s arrival the villages anxiously asked each other “what questions shall we ask him?”

Since he would only be in the village for one night, the villages worried how they could pick the right question to ask their important and wise visitor. Despite all the discussion though, no single question emerged that seemed to be significant enough.

At last the rabbi arrived. He was ushered into the packed hall where all the villagers had assembled. Looking around carefully he absorbed the mood and suddenly he started dancing.

Approximate reading time: 5.7 minutes

Shock horror! You have a terrific team that works well together, producing outstanding results. You take care of them, you nurture them and then it happens. One fine day they announce they are leaving en bloc to join another organisation. What did you do wrong?

As the pain of recession recedes, in certain industries the potential of having your top stars, and even your best teams poached by rivals grows. Retention is likely to be a growing issue for companies.

Approximate reading time: 4.6 mins 

You do not grow a business by shrinking it. This assumption has long underpinned the strategic thinking of the most successful organisations. Yet in a recessionary era, we have seen the business agenda undoubtedly shift towards cost savings and in many places a reduced investment in developing people.

Alongside shifting priorities runs a noticeable reluctance of some individuals to leave their desks to attend learning events. Even for mandatory ones, last minute cancellations, postponements and non-enrolments seem to dominate the scene.