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40
the
manager
WINTER 2011
— MANAGEMENT EDUCATION —
Stuart Timperley: "Life is about forks in the
road and the judgements that people make
or don't make when they reach them"
➽
I like the word mandate rather
than job description, by the way. A
job description is one thing, but a
mandate is something which is agreed
more informally between, say, the
chief executive and the chairman.
It's important that any manager
knows what the people above them
are looking for. If you don't have this
mandate – and you'd be surprised how
often it's the case that there isn't one –
it's vital that you get one sorted out
as quickly as possible.
Your mandate doesn't have to be
formal and it doesn't even have to be
in writing. Once you've developed
an understanding of what's expected
of you, it can be as subtle a process
as continually repeating this mandate
– in board meetings, discussions or
whatever – until it becomes widely
understood and accepted.
A mandate is not fixed, either. It's
iterative and changes as the needs of
the organisation change. So if you work
to an adaptable mandate, rather than a
job description, you're already setting
things up to work in the longer term.
Some people prefer to work without
such a mandate, as they feel that it
gives them the freedom to plough
their own furrow, but I think this is a
high-risk strategy. Business and sport
almost never work in straight lines
and, without a mandate, you can find
yourself in trouble at the first sign of
difficulties. You substantially lower that
risk if everyone knows what the agreed
aims are – and this is the protection
that having a clear mandate gives you.
AB: I understand that, but it's easier
said than done... particularly if a
manager does too well too early. And
as you've just brought it up... how do
you best manage risk in business?
ST: Risk in itself is a very interesting
area. Most organisations nowadays
have a risk register and these can be
very extensive... often too extensive.
You can usually reduce the list of
potential risks in any organisation
down to two or three key things.
You have to be honest about risk
too. I did some work on risk for a
very big company recently and it had
compiled, as always, a lengthy risk
register. However, one risk which
hadn't been considered was the risk
attached to either the chairman or chief
executive leaving the organisation. It's
all very well building up a broad list of
potential risks, but that list has to be
honest and address issues which some
people might find uncomfortable.
AB: How do you feel about the
process of continuous learning?
ST: I’ve had an academic career as well
as business career and I’m passionate
about education; for me education is
about change and it should be applied,
rather than pursued for its own sake.
It goes back to the 'nature versus
nurture' debate. A good manager
influences those who he or she is
managing. This can be done in many
ways, but what you're ultimately
aiming to do is help people take
personal responsibility. Education
is a great way to facilitate that.
Life is about forks in the road and
the judgements that people make or
don't make when they reach them –
and education helps people at those
crucial transition points. Education
allows people to understand the
implications of their choices and allows
them to grow. For me, businesses
grow as a result of individuals growing
and individuals grow as a result of
businesses growing.
About Stuart
Timperley
Professor Stuart Timperley
has extensive experience in
working with organisations
on the management of
strategic change and corporate
transition. He is an alumnus
of the Universities of London,
Strathclyde and Liverpool.
For many years a Professor of
Strategic Management at the
London Business School, he was
also a Sloan Foundation Fellow
at the Massachusetts Institute
of Technology (MIT), a Senior
Associate at the Judge Institute,
Cambridge University, and a
faculty member of the Harvard
International programme.
Stuart is a corporate advisor
to a number of international
companies and has worked with,
and on, boards in a range of
sectors. He has been Chairman
of a number of organisations,
including Freightliners Ltd.,
Consulteque.com S.P.A., English
Regional Arts Boards and Watford
Football Club.