Steven Hunt: Recent Episodes
Steven Hunt
Steven shares fresh insights into what global executives and managers do to confidently lead international businesses.
Steven helps global executives and managers, who struggle with communication and internal obstacles, to use the power of clarity and innovative thinking. This drives innovative thinking about how to build a high-performance culture, get things done at speed and enjoy fantastic business growth.
Steven is an expert trusted advisor, coach, and consultant to management groups around the world. He helps global managers and the people they lead to:
• be fully committed to your change plans and transformation initiatives,
• give everyone the power of clarity to deal with the operational complexity inherent in most international businesses.
• develop new perspectives, thinking and behaviours, and
• keep those behaviours on track with easy-to-use powerful metrics and implementation plans.
http://www.stevenhunt.net
Understandably, most companies have spent a good deal of 2020-21 in crisis mode. The top management team and middle managers are getting tired. But there’s a fine line between being tired and being burnt out. Here is how one company use three simple questions to make sure they have the capacity to get done what needs to be done.
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Blockbusters missing the opportunity to buy Netflix when it was cheap. Kodak missing the opportunity to move into digital cameras. These are legendary missed business opportunities. But they are rarely a one-off. They happen because individuals in those companies missed opportunities every day. It became a pattern. And the misses got embedded into the company culture.
Here are five ways to make sure your opportunity RADAR stays switched on, so that your company doesn't miss any opportunities.
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There’s one factor that doubles people’s motivation to give more to global causes, like the International Red Cross / Red Crescent. The good news is executive on your top team have access to that same factor and they can use it to boost engagement across your global company.
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Pressure in a company feels constant. It’s ongoing and non-stop.
Here are three ways you can drastically reduce the pressure in your company by “Controlling the Controllables”.
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Speed is relative. What’s fast in one business unit, may be slow for another.
Here are five ways to increase the speed of implementation.
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Have you noticed how some managers aren’t present? In Zoom meetings, their camera is switched on, but they aren’t.
Executive success depends on quickly adding value. It means having real presence and doing these three things. Listen to the full episode here: https://bit.ly/34XCxbh
highperformance #change #clarity #Executive Excellence
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Zookeepers are well-educated but get low pay, little recognition and few opportunities to advance. On paper, it’s a dead-end job. Yet there are two big things that you can learn from zookeepers to boost the ambition and challenge in your company.
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The best companies, like AMEX and Amazon, do a great job of getting global business units spending their time on their objectives. They do it using extensive dialogs.
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With these four actions you can get your global initiatives and collaborations going in next the no time. All four build on making the collaboration meaningful and adding value to your relationships.
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If you want the company that you lead to grow strongly, focus on the cultural patterns you’re passing down and across the organisation. To focus on growth, use the boosters and avoid the blockers in your culture.
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Lessons from Formula One, Red Bull Racing and the Director of a global software company on how to make the most out of your performance reviews… it doesn’t have anything to do with filling in forms!
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Commitment is a combination of your thoughts and emotions. This week we look at how to pick up on those emotional signals, through what you are seeing and hearing.
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A core feature of every company with consistent high-growth is as simple as it is courageous... they set audacious goals. Sadly, other companies have a management culture which can only be described as "managed mediocrity". This episode is all about the benefits of being in the high-growth group.
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Slogans like “Yes We Can” inspire dreams and hopes. When the words come from a charismatic person in a position of authority, the effect is powerful. But slogans don’t offer clarity. That comes from disciplined dialogs. This week’s episode explains the vital link between slogans and dialogs.
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Five factors, three of which global executives actively manage. Fuse them together and you have the everything you need for high goal achievement.
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What does it take to be an effective executive - industry expertise, a high IQ or high EQ? Researchers from Harvard University have found the optimal mix. What's more, head hunters look for the same mix in C-Suite job candidates.
We'll also cover three quick ways to boost your emotional intelligence in the shortest time possible. All you need is 10 minutes per day.
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Do your monthly management meetings feel like going to court? Do they fall into the lawyer trap: forensic cross-examination and fault-finding by other aggressive managers?
Here’s how you and your management team can escape this negative spiral by simply focusing on opportunities, obstacles and stopping events.
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A lot of people get told they have “real potential”? But only a few – 1 in 20 – people actually have the ambition to fit their high potential.
This week’s episode explains how to use your and your ambition… every day.
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All executives have doubts, concerns and fears of one type of another.
At worst, they balloon into strongly-held, false beliefs and eventually into imposter syndrome. Listen to 10 unique ways to stop that happening.
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Every company likes innovation. Yet weak executives – desperate for creativity –create a climate that kills innovation. The #1 reason is they use the wrong mental metaphors and create a climate of fear, instead. This week’s episode looks at a better mental metaphor to use.
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Too many executives and organisations run away from solutions to their challenges. The fear can be so big that they ignore the solutions, even when they have been proven to work in other industries. Why do they do it?
The answer is related to how they view vulnerability in challenging situations, as this week’s Podcast explains.
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Too many executives and organisations run away from solutions to their challenges. The fear can be so big that they ignore the solutions, even when they have been proven to work in other industries. Why do they do it?
The answer is related to how they view vulnerability in challenging situations, as this week’s Podcast explains.
Like it? You can read more on my site: www.stevenhunt.net
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As a mentor, what do you do with a narcissist who repeatedly ignored your advice?
And how do you stop the narcissist before they damage the company, you and the people in it?
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Why are people suddenly switching away from whatsapp? And what has that got to do with commitment and global management?
This episode looks at how managers can accelerate commitment in the global groups they lead.
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It starts with checking your assumptions about what makes a good team and being clear on the rationale.
This episode the benefits, the limits and the outline of a sensible implementation plan.
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Right now, a lot of people want at work want psychological comfort and relief from the stress of the last few months. The big risk is they start to be driven by fear.
In that case, there are 3 ways that you can support your local managers to make sure they stay focused on the job in hand.
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The assumptions you make – that we all make – as global managers have a surprising impact on ambitions, aims and achievements.
We look at the story of two managers – Sophia and Peter – and the two very different outcomes they achieved.
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A handful of themes stood out above the others this year. Find out which were the most popular Active Performance Podcast themes in 2020 with you - the
Here are the most listened to, most commented on and most recommended episodes from 2020.
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We all know good leaders. I meet many. Here’s the global manager who, for me, did an outstanding job in 2020. It’s his special mix of strong confidence and ability to show his vulnerability which makes him stand out.
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Why spend the time to keep up a culture of responsibility? Is it more effort than it’s worth?
Examples like than Lee Kuan Yew’s leadership in Singapore show you how responsibility can be built, even in complex operating environments.
Success starts with consistently taking seven steps to build your company’s culture of responsibility.
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How do you build trust when you’ve inherited a team split across multiple countries?
This episode looks at the best ways to do that. Define trust and decide which type works best for you. Then you’ve got to have a plan to show and communicate that trust to build a high-performing group.
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It’s time to get out of the crisis. That's what global executives are saying. But, confusion reigns in most companies about the best practical steps to get out of the crisis.
This episode looks at confidence and courage and why, together, confidence and courage is the primary force getting out of the current confusion.
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Here’s how you use a double-loop reflection which will make it easier for you to achieve repeated success.
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If you’re pushed for time, here are six ideas to boost your company productivity while everyone is working from home.
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Some people have “selective hearing” – they only hear you when they want to. Other are worse, they’re like hermits, ignoring you completely. When managers in other countries ignore you. What do you do?
We look at the human, culture and corporate dynamics you can use to improve your global management performance.
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It's a myth that you have to elbow your way to the top. The idea of being aggressive, selfish, hostile, abusive and manipulative doesn't work better than other ways. (But it does sell more business magazines and books, which is why it is popular.)
You can get to the top using three other routes.
And there's one fundamental characteristic that everyone needs. And no, it's not being dominant or aggressive.
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You've heard of the hero-CEO that's so popular in business books and articles. Well, forget it. It's a myth. And it's time to let it go.
The reality is - as supported by data and research - that you have to focus on 3 core behaviours and a simple 5-step process, if you want to get people in your organisation to change.
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We’ll look at three intelligent inclusion tactics that the best companies use to increase their productivity and global results.
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Why global collaboration works best when it starts at the top. And the action step to create clarity and boost emotional engagement between local and global managers.
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Managers with low trust often lead companies with low customer empathy. That means poor service, lower customer satisfaction and fewer positive product recommendations.
In the second of four parts, this podcast looks at trustful dialogs – and how you can accelerate your trustful dialogs with three simple actions.
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Managers who make the most of automation have developed a different mindset. It takes confidence, and bold moves That’s why they are courageous managers.
In the first of four parts, this podcast looks at how courageous managers deal with risk and innovation – a standout characteristic of winners in the race to automation.
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Integrity, in the long-term, strengthens your organisation. With integrity, you boost the company’s performance: sales and share price rise. You also avoid two big costs!
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We look at six big lessons that you can get as a global manager, from online mapping technology
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You've reached the Closure phase of a major project. Different stakeholders have different interpretations of the projects, even successful projects. That's normal.
The best companies add one element to their formal Project Evaluations. This element is a proven way to accelerate growth and to support a high-performance culture across your global business units.
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If you want to get ahead of the crisis and your competitors, an easy way that the best global managers are using is trust. The powerful combination of self-confidence, a strong personal network and trustful dialogs will enable you to outperform your competitors, as research already shows.
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Digitalization is difficult. It takes courage and risk. A lot of global managers are getting part of it right, but lack the courage to go further.
You can increase the courage that everyone needs to make digital changes. How? By using trustful, stakeholder dialogs. This episode shows you how to do that in 4 easy steps.
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This week: Underperformers and feedback. What global managers can learn from professional poker players about how to get underperformers back on a winning track. And how to minimize the emotional distractions when talking with underperformers.
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This week: faultless tactics to make your change implementation plan stick
If you’re a global manager, use these 4 easy ways to boost clarity about your change plans and, better still, make people want to implement your plans.
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All companies go through major, complex change. Here’s what to do if you want to keep everyone’s motivation high over months and months of a major change initiative?
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This surprises some people… for doctors, high-quality dialogs are the big difference between making dangerous, wrong decisions and making highly-respected medical decisions. Doctors have to quickly establish trust with people they don’t often see.
Global managers have to do the same. So here is what global managers with remote business units and teams can learn about trust from successful doctors.
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To make remote working successful in your company, it needs CTA – the Culture, Tools and Actions. This week, you'll get three pragmatic ways to improve in each of those critical areas - based on what really works in global companies.
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We look at how design your dialogs to engage people even when they are in another country.
Use a mix of Push tactics and Pull tactics to overcome time zone differences and geographical distances.
This week Working Remotely? Find somebody you trust
How to deal with the isolation and loneliness that hit us when we work remotely.
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We look at how poor global managers confuse control and efficiency, when efficiency comes from trust.
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This week Trust and Recovery
How global companies that use high trust always accelerate out of crises.
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This week Global Collaboration: the 7 Deadly Sins and Solutions.
What are the top 7 barriers that stop people collaborating? And what to do about each one?
It’s collaboration that makes companies the real winners today. And that collaboration is global. So here are the top 7 barriers that stop people collaborating and what to do about each one.
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This week: Consistency in Performance.
How to keep change and new behaviours on track using success indicators.
Forget about overloading people with data on dashboards. Instead, focus on the handful on tangible and intangible indicators that really drive behaviour in a positive direction.
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The key to motivating people to change is to create a safe space and use five pillars of support. Once that's in position you can double or triple the speed of change.
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This week: Innovation and Options. Why being innovative and creating options give you a clear path to growth… and tips on how to do it.
Now is the time to invest in innovation to create new products and new ways of collaborating. There are five areas to focus on. And I will share with you an easy way to exploit those areas.
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This week the Power of Clarity. How global managers can lead better with clarity. What is it and how do you avoid confusion.
I outline the three biggest types of confusion: continuous conflict, task mania and being frozen by fear. And I'll share my top tips for identify the early warning signs for each type of confusion.
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This week we look at how, at the heart of fast, high-quality decisions, we always find one vital characteristic: trust. And I’ll share with you the five principles one Tier 2 Auto Supplier uses to be consistently rated as an excellent supplier by its more powerful customers – the big auto manufacturers. Their secret tip: build trust into all of your customer dialogs.
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How to achieve rapid growth for you and your organisation by putting real ambition into your aims.
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This week we look at how low self-esteem shows up in three key areas for global managers. They are: waiting for change to happen, being blind to their full international potential and not knowing when to stop.
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This week: why are flexibility and resilience more important than ever for global managers?
And what is the best way to develop your flexibility and resilience?
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This week: Power and Self-Confidence – what experienced global managers say in private about their confidence when they are at the top of a global business.
What are three mistakes to avoid by simply getting your confidence mindset right.
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This week: Get Your Communication Right – what experienced global managers say in private about communication in global business.
What are the biggest communication mistakes that global executives and managers make?
This is what executives say are their mistakes, and more importantly how to avoid them.
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