I was interested to listen to BBCs Bottom Line last night to hear the discussion on how CEOs weaknesses

One answer given to “What are your weaknesses?” replied that “understanding weaknesses were really strengths”…much laughter.
However the statement is so true. In my work I’ve met a few CEO’s who suffer from an excess of ego and self-confidence and find it difficult to admit to weaknesses. This reduces effectiveness and encourages those around the CEO to fail to challenge thinking. Having one’s thinking challenged is always healthy and being aware that not being able to answer a question posed by an employee doesn’t mean I’m stupid!

Interestingly I was surprised that none of the people on Evan Davis’ panel (John Molton, Deborah Meeton and David Haynes) admitted to having a mentor of coach and yet they all agreed that a mentor can bring a person “Back to earth”. They also agreed that a mentoring programme should tell you what you “shouldn’t be doing” as well as what you should. It’s certainly part of the Assimilating-Talent mentoring programme.

One of the final lines was “I go to the right people (for advice)”.
I think that’s essential if you are to get a quality mentor.
So perhaps the panel DO have mentors…It’s just that their EGO insists on calling them something else

Stephen Harvard Davis

Recently I’ve been asked “How do I cope with office politics” from a number of executives who are finding that arguments over strategy are becoming more common during the financial difficulties. They have been asking me for some tactics for managing conflict.

In this video I talk about some of the reasons that conflict occurs between colleagues and sobordinates and look at some of the tactics that cen be used to manage it. It’s a small, but essential, part of my executive mentoring programme and also a topic visited in my new conference keynote “You’re Here…But How To Get There?”

Surviving Office Politics + Conflict