Liderança21

From last summer...

2011-03-14T08:35:00.000-07:00

It has been a while, well, about 1 year, since I put here some news of myself and my 'leadership' (or ''exercising leadership''). If you remember Marty's final lecture at Angra, he said (more or less) that we need to be (frequently) on the balcony, and if a situation emerges, we make a stand. And also asked us to keep in touch with him / them. And if this 'stand' actually ''screw one's life'', still keep in touch. So, here I stand (a bit like that quote from Martin Luther, the one back in 16th century, I think
http://en.wikipedia.org/wiki/Martin_Luther#Diet_of_Worms ).

It was about this time 2 years ago. I was still Dean of Faculty, I was looking for potential interested candidates for my post (as I did not want to stay in office) when an ''issue'' occured. The new ''Chairman of the Board'', aka, 'top brass boss' at the University, created a problem... : he decided to close and eliminate a full department from another faculty and insert it in the faculty I was Dean. I was not consulted, but worse, the faculty was not properly consulted; What was even worse, in the voters list of nearing elections for Faculty and Deparments Deans & Heads, the moved staff was already in those 'lists' of ''my'' faculty. In some sense, it was like moving some counties\electoral districts from Virginia or Ohio (those famous 'swing' states in the US elections) into other nearby states. And leading to new scenarios regarding the votes and governors, senators, you see the picture. Can the US president do this? Maybe he needs a prior approval from the Senate or Capitol Hill to approve. Likewise in the university: the 'Conselho Geral' (sort of higher senate house) had to approve in advance (!). Which it did not. It was not even informed. Well, what could I do: the basic rule of law of proceedings had been violated. So, I put a complaint to the 'Conselho Geral' as well as to the 'electoral commission', saying the lists were unlawfull and had to be removed or replaced. The result?

Part 1: I won (!) in the electoral comission ie the sort of 'inner court' and a new list had to be done, the transfer that the 'top-brass-boss' wanted had to wait; To a date after (!) the elections.

Part 2: I lost (?..!). I lost in that the 'top brass boss' was fumming furious, I put my career on the edge (taking the right stand in terms of principles is sometimes putting your all future in a ''ctrl+alt+del'' operation), I lost some supporters (even those backing me and being against the ''Chairman's'' decision, turned to him as some swift 'promotions' and supports for Dean's and Head's appointments lured) [those colleagues did congratulate me as soon as I won in Part 1; but later the clouds of part 2 loomed and ....],

Part 3: I lost ... well I sort of lost again, when I wanted to have some 'office shielding' (that 'plain civilian academics cloths' would not provide) and consider to run for office (again). But I was told I was doomed before I could even start. And that if I won, my life would be a living hell (administratively speaking...) . So I did not went to the competition.

Am I being too negative? ''Yes'', I hear you say. Well, allow me to say that some good (in my opinion...) ideas I shared some time ago in faculty and the boss's inner team were now being taken but not given credit. Ie, those ideas are in some 'actas' and dispatches, but now they re-appear as completely new but with an official superior stamp from the top authorship... . Shall I pick up a fight again? As a mere 'staff'? No way, I am already in ''desert walking mode''.

So, I am not a leader, not even exercising leadership, I blew it all away, what can I do? Is it necessary for me to exercise some\any kind of leadership? Well some ideas and governance from the top-brass team are fine. Somethings are moving in a reasonable direction (although not as I would like, but people sure can have different views and I respect that). Moreover, is not safe to further damage one's career: You could be off 'terminately' (academically speaking).

This is 'aKademia 101'. Nasty, can be really nasty.

Maybe I was not meant to 'exercise leadership'. On the one hand, I went against the 'boss' (even if right on the 'principles' issue). By the way, we (the boss and I) talked in advance of the 'judicial' issue, ie, I explained to him that (for me) what he was pretending was like wanting to impose real solutions of x^2 + 1 = 0; It does not work (mathematically, regarding real numbers). Did I went alone? Only in the sense of providing a face to the complaint, since all others in the faculty against it were affraid. Because I did talked, hear, listen, sought for a lot of backing from higher ranks academics in the faculty and their feedback before making a (really dificult) decision. I had to go and ask the lists to be removed and replaced. However, most of those that supported me and were happy I went all the way, were quick in distancing themselves as soon as black smock and red flames were seen up in the top office and now are themselves conducting the faculty and sectors. Was I naive? No, I knew it would end like this, the signs were there.

So, what would have you done? I am sure you are far better leaders than my 'exercising'. Would you just make no waves? Would you make a more solid stand? Get more or better support in the path towards the complaint? It would be great to hear your feedback, your experiences as leaders, your insights, your errors or just your feedback on mine.

Meanwhile, I've been busy

* http://www.amazon.com/Quantum-Cosmology-Supersymmetric-Perspective-Fundamentals/dp/3642115748/ref=sr_1_2?ie=UTF8&s=books&qid=1275147431&sr=1-2
* http://www.amazon.com/Quantum-Cosmology-Supersymmetric-Perspective-Advanced/dp/3642115691/ref=sr_1_1?ie=UTF8&s=books&qid=1275147431&sr=1-1
* A blog dedicated to my aKademic views and reporting on aKademic life: http://sol.sapo.pt/blogs/thehonourableschoolboy/default.aspx (yet to be started)
* Some research: http://www.slac.stanford.edu/spires/find/hep/www?AUTHOR=moniz%2C+p.&TITLE=&C=&REPORT-NUM=&AFFILIATION=&cn=&k=&cc=&eprint=&eprint=&topcit=&url=&J=&*=&ps=&DATE=&*=&FORMAT=WWW&SEQUENCE=

What next?

* There will be faculty elections only in 2.5 years, 1.5 years for the Conselho geral and 2 years for Rector (I cannot and will not apply!).
* There recent elections for President of Republic (I am merely saying it is important to get a good person in the post), surely there will be new elections for the Portuguese government in 2 months (should we try to change a gear in this country?).
* I hope to be teaching-free the semester 03/11--07/11
* I hope to be on sabatical 09/11--08/12 (Paris, Koln, London, Madrid, Lisboa, Boston?)

New challenges?

o I did tried to be deputy CEO at FCT for Sciences but I did not yet had enough academic rank;
o More books and publications?
o Funding for universities seem to get worse (in spite of official memo's) the 'glass ceiling' is up there in aKademia, house rules sort of prevents mobility and likewise from strong (some fair) competition.
o Going into politics?
+ Can we change this country?
+ Does this country needs to be changed?
+ Shall one restrict politics to aKademia? I am really a 'lone wolf' now ... .
+ Politics in the broad sense? Current parties? New?

Have a great spring.

Paulo Vargas Moniz

Having been or not....

2009-08-04T14:39:00.000-07:00

So, here I am again, to report on this academic year's ''leadership'' achievements... mine, I mean. First of all, maybe I really do not feel a 'leader'. Exercising leadership? Maybe not even so. Maybe some of you are acquainted with the cartoon\comic series Asterix (http://en.wikipedia.org/wiki/Asterix). There is one book in the series (in French, it is 'La Grande Traversee' -- 'The Great Crossing') where Asterix accidentally finds his way to America. It is important to say that Asterix is a Gaul living in the time of J. Caesar. And this is not a sci-fi story. Actually, he finds his way back to Gaul thanks to the Vikings 'discovering' him in America, then capture him and his partners as 'Indians' and return them to northern Scandinavia. But where do I want to get, you may ask? Well, in the closing pages, the Viking\Explorer, after learning about his 'mistake', having been accused by his chief of ''wrongly doing'...' and instead having spent the summer in Lutece (former Paris...), he asks ''am I an explorer or not? To be or not to be, that is the question...''.

So, am I a leader or or have I been exercising leadership? Let me go back to http://cambridgeleadership.blogspot.com/. On the 14th June you can find: ''...Leadership requires challenging, not meeting, the expectations of the other people in the game. That's what makes it risky. People don't like it when you fail to meet their expectations. But doing so is, pardon the cliche, a game-changer, experienced as subversive, not fair, not playing by the rules. ...Leadership requires the courage and skill to stay in the game for as long as it takes to achieve your purpose and to sustain the disapproval of those who like the game the way it is currently played, because it suits their purposes, whether or not it is in the interests of the organization or community as a whole. ...'' So, did I got anything, did I 'conquer' something? Let me present a list of 'got and did not get':

* I managed to contribute, I think in a significant manner and enormous effort, with deep personal, family and professional 'losses' and strain, to change the governance at the University. We have a new Rector, a new policy, a new hope hope to further change and improve. My opinion: He could not get it if it were not for a group of persons, myself included. In spite of this seeming a statment of some arrogance, if I was not elected Dean of Faculty when he was elected President of the Scientific Council, he would not reach the post of Rector 3 years later. I did or at least proposed and discussed\fought most the reforms in Faculty, which the other Deans not even tried to bring forward. 'My' faculty did changed and (I hope) it will never be the same again, in terms of political participation and driving force. This is why the only option to dim this is to ... force a merger with other faculty: possible and it will happen; It is easier to 'absorb' a state instead of building a wider inclusive community of nations...

* I did NOT managed to get a post in the ‘new administration’. I keep my post in the General Assembly, will hand over Deanship (my term is coming to an end). So, the analogy (allow me to point it) is like those who are kept in some location near the 'combat zone'. No new office, ''Washington-like trimings'',.. Maybe I did two capital mistakes:

a) I did not ask for anything: I was one of the 29 members in the General Assembly voting for Rector, I always put my vote towards having a change.

b) In reflection, (and this is a bit like those thrillers where you escape something and look back, analysing [assuming you have some kind of photographic memory] all the behaviours of all those around you), I am ware that, on warning and maybe in an overemphatic way against some risks, I could have been unknowingly interfering in some no-go areas. This may sound a sort of 'there you go again on the conspiracy theories' but it fits all the reactions, silences, no-attitudes, or even words or body languages that I felt 'out of place' at the time but did not interpret them as I do today. Wrongly?

* I was 'promoted', well, actually kept..., as President of the University 'Court' to deal with all disciplinary issues. It is a position of responsibility that I have been also exercising in the past 3 years, challenging past methods and forcing that all inquires are kept and taken to the very end. Unfortunately, I did make 'enemies' in this role. I discover many serious problems, which were needed to bring into the open in order to really boost a change.

* I did NOT get that job at FCT. Ie, going to Lisbon... I did went to an interview, it went pretty well until a question about why did I not got enough PhD students. The obvious response is my area of expertise and the difficulty there is to attract students to small, far from the main centres, universities. The PhD supervisor of the new Rector was there... Unfortunately, his help was not enough....I am aware and I agree entirely that one needs to have students but one cannot force them, namely PhD students, to leave a place or situation that they feel more convenient. All I can do is keep publishing and improving gradually my CV to attract people.

* Quite a few or even almost non 'visible' support at home.... These 3 years were like a bad mission that did not gave all the response I wished at the job level. I am to be kept in the 'messy trails' of an Assembly deeply divided, where in order to pass legislation (and assuming that the balance of power keeps as it is, as it may change in by-elections soon...) a lot of diplomacy will be needed. And I mean a ''lot'': early signs from the new administration (there is hope..., the Rector listens to me, still has not forced [as it was to be...] some legislation...) have revealed either some arrogance from some members (in terms of 'telling' persons about it, instead of receiving and processing it from the persons) or some anxiety in passing legislation in a hurry, showing fear (?) that if more time is taken then an organized 'opposition' will emerge... This may backfire if instead of a 'rise and shine' economical boost to the university we have severe cuts and the need to involve, make people understand... when they were 'told about it' before... Bad politics in the local 'Washington' offices...

* I am tired, recovering, having a few research projects to conduct, find the energy and ability to finish professional commitments I have from 2004 or 2005...

* I am NOT running for office (ie being Dean again). On the one hand, the 'constitution' does not allow me and on the other hand I am tired and also believe that it is good to have a replacement. New ideas from a new and better person. Hopefully... However, 'smoke signs' indicate candidates from the AAWP 'party' are more than willing to oblige and offer their services (AAWP = Always Always With [whomever is in] the Power [seat]).

* I am having a load of teaching for 2 full semesters, when I could only have 1 semester (with twice the workload). The reasons could be that those in charge did not want to pull through a full change in the share of tasks and then, yeah, I am Dean, am there in 'front', I am not Julius (Caesar) wife but must ''be above the other without any suspicion'' and so I accept it... I hope to survive, I hope to meet all the chalenges:

i) Teaching - some students do unfortunately take the 1st year as ' the gap' year in terms of ''breaking away with 'home''' and it is more like late teenage, less facing the obstacles (yeah, I also was there some 20 years ago, but... I left Liceu Camões with a really strong background of knowledge and ability...that seldom I see today; It worries me...)

ii) Publishing, creating, finding, discovering, be unique, force me to be unique, manage projects, groups, meet the demands from a international carreer,...

So, am I or have I been a leader or exercising leadership? I feel and felt more like the ‘trim-tab’ in http://media.www.buchtelite.com/media/storage/paper1203/news/2008/02/28/News/Steven.Covey.Motivates.Ua-3239755.shtml.

Moreover, I am gradually leaving my ''CO's'' posts.Any influence I got or had is going to be reduced to being asked (by some phone call from our 'local ruling' offices) by my opinion... (wishful thinking...)

But it was a great experience. I am happy to have been there, to have made a difference (I believe I did). Maybe I exagerated in my arguments when I did 'told' persons at the 'top' about 'it', ie what should be done. Even if with enough (maybe not...) explanation and justification to support my arguments. Maybe I am really that lone wolf and lone wolfs make bad team members (do they?). Maybe my personality clashes with others. Maybe I am tired.

So, I leave you now. I do welcome the new course, in Ponta Delgada, this October. This is great since it will show that we were not unique. Leadership is example. Are we a good example, at the level of becoming agents of change? As indicated in http://cambridgeleadership.blogspot.com/? Maybe some\all of you are.

Meanwhile I hope the next elections for Parliament will bring a change in governance to Portugal. From my part, I sent some mails to some e-site(s) mentioning a few tactical elements to the consideration of those in charge. Yeah, trim-tab all the way. However, how do I feel? Right now? I am fully ready, but also feel much like the character played by Sean Penn in the film Thin Red Line, by. T. Mallick, when in the end, the character played by G. Clooney is making an ''office speech'' to the those 'fresh' from another bloody confrontation.... .

Enjoy the summer vacations.
Paulo Vargas Moniz

Fotos almoço Porto

2009-06-21T13:36:00.000-07:00

Here I stand...

2009-03-17T03:21:00.000-07:00

Here is a tentative response (actually, not a response, it is more an essay for a line of reflexion...) on M. Linsky ''challenge (www.cambridgeleadership.blogspot.com) for the group'': We are all experiencing in some way, in our personal and/or professional lives, effects of the current economic crisis. How can you use this crisis as an opportunity to make some hard decisions and to live closer to your values, rather than to hunker down and hope it will all soon pass? What if the world is never going to be the same again? How can you make decisions now both to prepare for that and to shape the future? What decisions are now before you that you could make assuming that it is time to "reset" and start fresh, rather than conserve?

I have actually read the blog above cited, some articles and links quite good, prime quality. The world will never be the same again, this situation can become as bad as the crashes in economy in the XXth century. We all trust in, well, let us all say it out loud, yes, in our...leaders. That they will strive and deliver and get us all out of this mess. It is our hope. Most of us put a brave smiling face and ignore the homeless or even the nearby misery or recent fatality of this mess. But this will leave quite some scars.

Concerning decisions, I cannot yet take them. I will probably will have to ponder on a few. But it may turn that all the risks taken in the past 3 years (cf. some chapters in M.Linsky's book 'leadership on the line' on why providing a line to others to follow (aka, sort of leadership) is very dangerous indeed. In short:

* I have been shortlisted (but may not get it...) to become a ''sort of CEO'' for the national coordination of Sciences and Technology at our NSF equivalent. It is a promotion in terms of amplitude of impact of my actions, but it may imply leaving a small town near the Spanish border, leave the family (forcing a weekly commuting of 4h30 (slow!) train each way, 250Km away, and move to Lisbon, to a zero-bedroom flat, same salary as before, more expenses... Now tell me if this may not become a difficult choice... I may be rejected in the end so, this is an academic exercise, but... what shall I do, in case if...? On the one hand I can participate in shaping the core of graduation for the new generation in Portugal and (very) indirectly in the EU, but on the other hand, it will imply a considerable sacrifice in physical, mental, perhaps emotional, family terms....

* I may also take (depending on a nasty final run of the elections for the 'supremo' leader at the university) other posts. Not that I asked or waiting. i am just being sensible and reasonable and if the winning 'party' is of mine maybe I can have this: a chance to shape some areas at the local university, a better salary, better working conditions, more\better visibility (to some already asking for a post in advance of any ballot result this may mean a better local social image...in a very small local society where vanity is sometimes having a few extra mortgages on few more car(s), house(s), villa(s) in the seaside...

* On the whole, the two above is between same salary plus more expenses plus distance from family or better salary, better 'position', also a an opportunity to contribute but strictly local: Mr Smith takes a post in Congress as 'CEO' consultant or Mr Smith stays at 'home' and assists where really needed and get some payoff for that (eventually).

* I can also ignore all this and also withdraw from the general council of the university and run again for Dean of Faculty. But I am not looking at this, really.

* Or then, if loosing all, I can go to another (!) 'desert crossing' period, taking some Saint-Exupery books on how life was exciting at Cap Juby, maybe doing a bit of Rick's, never however having had a Ingrid in my past life...; It will be probably the desert (again).

In the whole, life for some academics is that brief scene in 'A Beautiful Mind' when J.Nash is watching from the door when a Professor has won a prize and the other colleagues pay homage. It is all about being recognized, it all about getting an incentive, a tap on the back for a 'job well done'. In a global society where there is (sometimes) no mercy to stab the opponent in the back, it is getting hard.

Yes, I am a bit tired, if not exhausted: research, supervision, book writing, original papers, conducting the Faculty, coordinating with the Departments, lack of coordination from the many 'aboves', only instructions and targets, not many 'why's', even fewer 'how's'. I share Saturday's 7 Feb article in Martin's blog, the 'Piece of Mess-II'', namely the second paragraph. What can I do? Maybe sometimes it can be rephrased 'What can we be allowed to do'? I have been taking considerable risks in the past 10 to 5 years (this may sound to dramatically to some ...) but it is my true feeling. In a way, I will (only in part) learn in the next few weeks how these risks, the sacrifices were worthy or not. I fear that all this effort and struggle is now already consuming a bit of inside my own 'soul'. So,

How can you use this crisis as an opportunity to make some hard decisions and to live closer to your values, rather than to hunker down and hope it will all soon pass? What decisions are now before you that you could make assuming that it is time to "reset" and start fresh, rather than conserve?

I will let you know in a few weeks.

My very best regards

Paulo Vargas Moniz

The Fearless Leader

2009-03-13T09:12:00.000-07:00

''Lightning the load'': http://www.amazon.co.uk/Snoopy-Features-Fearless-Leader-Peanuts/dp/1841611042 .

6 months after Angra (+\-)

2009-01-13T07:52:00.000-08:00

Dear all,
here goes a summary and a description of what has been by activities in the past 6 months, sort of 1\2 year 'après' leadership21. I do not feel myself as a leader or even exercising effective or efficient leadership. I only have tasks and purposes to reach (either by option or instructed to do so), and for some of those, I do need to gather a set of people\colleagues mobilised and committed to it. No easy task, these days within the universitary realm in Portugal...

Governing or assisting governance within a university in Portugal is very different from what it is generally in the US or UK universities, and also from most industries and other trading services. It is a bit like ruling a political party and trying to get to office: All departmental-director posts as well as some (most!) 'board' chairs are by election against peers and without really any campaign, programme; It is really a bit like electing tribunes or consuls for the senate house in 'old Rome. In many aspects, some universitary political life is like the HBO series 'Rome' , without that much blood and without that sex, at least as far as I am concerned and has been my own experience... But is a bit 'shadows and fog' ...Basically, the top 'leader' at any current Portuguese university does not avoid very much (unless by favours it can be controlled and foresighted......) a potential rebellion in lower departments\'houses', since they were not nominated by him\her: All posts are conquered (!) by independent elections (ie, you can have have as many 'parties' and 'colours' as you like, no direct connections between them) , so it is difficult to rule unless you have that 'thing' that would please others ie provide promotions, better conditions, etc. All in all, maybe I am being a bit cynical and all in all, maybe good common sense will rule and everybody will have to work with everybody. But this is sometimes done merely for survival rules and not as a mission\values all over the institution, where everybody would be committed to achieve triumph (aka, winning the America's cup in sailing or the Ashes in cricket...). You do not see (often) a team, instead you see (some...) highly competitive people rowing together and it may happens that the boat moves, but could it move better, faster, smoother? As a TEAM? You may get a Rector at odds with some Deans of Faculty and these or the Rector with some Directors of Department and since all these were elected you cannot change the structure or the governing body for quite a while...

When I applied to Liderança 21, I was expecting (naively) some guiding light on what could be a survival guide and ability to carry the torch within the universitary system (in Portugal...). I did got some hints in Angra but I did not got as much as I would have liked... I am still struggling to see what to do since this has been like 'Rome' (without that and that as mentioned above...). If anyone has proper advise do let me know. If anyone wants to share, let me know, If anyone wants to criticise, let me know. And maybe that is what I would like to see in any 'après' Angra workshop: some workshop \ 'group therapy' where one can really learn from others , namely those who have been at the bottom of a hill and made it up again; Maybe there are some tricks of the trade that one cannot share or should not share but any help is helpful...
(I also think anyone in charge of the 'après' Angra should make certain that everybody has an update list of mails and contacts, since many changes occurred...)

I also felt at pain in Angra to find a significant set of Henry V like people or a potential future prime minister or emblematic element of a parliament or senate or similar. I apologise for my bluntness but it felt so 'reduced' in the sense of small problems, our very personal backyards, our infatuations instead of trying to find the 'how' to crack a real serious challenge (I do not mean solve world poverty in 3 weeks...). I apologise again. I apologise again for putting some fresh air and less 'leadership weight' in what we may feel we are, as I attach the cartoons of funny and perhaps valid book in leadership..

Here it is what I did and what ... happen. Do not try this at your 'home':

· I remembered that one exercise we had in Angra was to indicate what we would do in the next 2 to 3 weeks. I wrote: rest, watch, get 'out', watch. So I did. The situation at 'home' (home meaning the place I work) was getting complicated as days went by. The new statutes were turning ugly and a power 'blitz' took place before Angra, where some operating people (not me) were sidelined using perhaps not 'kosher' steps. So I wait and watch. At the same time, 'home' was under an assessment from the EUA (meaning an EU association of Universities) and pressure was mounting on avoiding the unpleasant issues and provide feedback to EUA in the form of a 'fudge' version of the date required. I opposed (I was member of the internal liaison committee) and for the next meeting I saw trouble. A memo asking for a meeting was suggesting to say 'blue' to the EUA when the facts were instead 'red'. So, I tried in advance to get some insight from collaborators if I should say something more strongly. No mails or replies received, so I thought, Ok, I am all alone, the lone wolf, all that, so all in all, I should strike. Gamble. And I striked (Academically speaking). A Vice-Rector. The meeting went rough but a draw was called and I think I made a point: some issues were not to be raised again... But my image of non-compliance with 'shady' lines was getting ahead.

· I also decided to make a 'wild\naive move'. Not in terms of 'home'. But hoping to contribute to the national (Portuguese) challenge to a better governance: I wrote a letter to the leader of PSD (main opposition party) as well as their leader in parliament. Terribly naive, maybe, but part of my education is UK-based and I knew how relevant (there) was the feedback from constituents. I have to say that either she\he will go to the limit of next general elections in Portugal and would apply some of what I said or then she\he ignored it and we are heading in Portugal to more 'ruling by cheese' (Limiano).... In any case, I feel bad about the coordination of PSD just because a strong opposition is necessary for a better governance.

· I then read the 'book' we were supposed to read before Angra: I did not even picked it up in Angra as I wanted to experience all without any 'preparation'. I really enjoyed to read it. I saw in the book many mistakes I did in the past, I saw many mistakes I avoided and also some I would do, but I needed to do, since the situation at 'home' was getting too 'weird'. I explain:

· In November we had elections for the 'board' (called Conselho Geral). ‘My’ list (A) competed with another (B) to get the power in the board - all 'home' staff had vote, ie, about 600 staff, 6000 students and 800 non academics. I had bought two books on how to win campaigns (from Amazon, quoted as 'the' books to get your message across) and the main message was: you want the vote of that man\woman on the street\lecture hall? You have to do 3 things: communicate, communicate and yes, you guess it, communicate. But HQ at A opted for low light campaign, maybe under influence that either was in the bag and no need to raise the issues or influenced by others, where too much campaign could harm the results in their departments.... The final score was not good: a 'draw' with A =8 and B= 7 in a 15 group board, and a close win for A in my faculy (34-30) and at others a draw or close loss. Perhaps some stronger campaign, more talking would have helped (since B had a blog, a journal, campaigns, candidates on the street, posters, phone calls, etc, semi professionals, and yes, B is close to the actual 'ruler' and they were keeping their jobs safe'). In addition some candidates for A were out and about spreading to the wind a sort of job cleaning that would follow, meaning jobs at... risk. So, people ie voters, went B. Went safe.

· I lost much in these elections. My position in the faculty (Dean) got weaker, ‘candidates’ to the job appeared (even if I was not aiming at it again) and worse, I ''lost'' a position for full professor. This was very bitter and hard. The chosen candidate had 5 times (!) less publications, almost no citations or h-index (a metric of good research scientific work) but he is close the actual ''ruler''. In addition, something really odd happened: I was in front in the first meeting of the jury, 'my HQ CO (''commanding officer'') was the president, then no vote there\then, next meeting next month, my CO could not be there\then, the Pr was a close friend of the 'chosen one' and another Vice Rector. The vote goes 4-3 to me but a full professor from my dept says he puts all ex-aequo but given the 'other guy' been at the 'home' some 15 years more than me, 'age' in the home-rules counts more , goes 4-4 and... this other Pr \VRector goes against me. I lost. And this other Pr \VRector is from another unrelated area: Like an MD surgeon voting on who gets the post in a pure maths\game theory analysing criptic math papers. So, my own subprime downfall was there....

· It takes a bit of nerve and calm and I am not that person. So I opted to a fast 'get some plan b,c …g, which I did, as I need to resume my career as I feel my time at 'home' is over. The reason being that

· ... as the time is looming for the 'showdown' for the big 'ruler' chair (sometime mid 2009) , it seems that the actual ruler will have no opponent. Ie, the CO of A is backing off after all this effort, we are suddenly all a bit in Dunkirk when we thought we were in a safe beach landing…): All of us who went to the'' beach head'' and secured a point, are now facing to be left behind, no boats, or alternatives, so better start learning a new language, eat some raw turnips, in short, an(other) desert crossing until a new opportunity to change 'home' in 4 or 8 years will come.

· Meanwhile, my popularity or ranking at real home, meaning wife and kid, is going down. I am not a popular dad and as an husband I am getting pointed as 'what you should not look\do if looking again for church bells and wedding dresses'... Some of my tactical retreat\retiring has been taking solace\use of some good hints I got. And because I am mirroring Dr. House in taking assistance to face some onslaughts (no, I am not taking vicodin or alike).

· What is my plan b or c: it is simple. I am still keeping hope\faith in my HQ CO and that he will get back\stay there with us and\or pick me up there on the ''beach''; I am also looking for 'interesting' deserts to cross and where to go, , meaning finding time and resources , strengthen my research CV lines, ie, NOT leaving home but getting some lawfully authorized time away; giving more time to my kid; caving in when the chill wind is at my real home; striving to get new research ideas to publish original results in my scientific area and lines where to publish; telling myself everyday I will be resilient and pull through.

I also decided for the sake of 'justice' and morality to go to court on the 'full professor' decision: There are some technical mistakes on the whole process and I am exploring them. I may not get the friendship of whom was against me but at least I hope I can prove one can fight it. A bit like the situation in cricket, when there is a last man standing, batting, down but not out.

Summer holidays were only a break since the pressure to get an improvement on the book I am writing (a tech book on a 'sci-fi' subject such as SUSY quantum cosmology...) was mounting but I still need to get a second round of improvement by February for this two volume 'magnum opus', about 700 pages total.

During the last semester in 07-08 and this first one in 08-09 I did tried to motivate and committ my coleagues to the necessary changes but the heads of department either refused, stalled or run away and maybe because the results of the board\c.geral elections showed that no one wanted change. A necessary change is unstopable since impositions from the governement\MCTES are looming and either we take the (pro active) initiative or wait from a thunderbolt from higher 'pastures' ie MCTES; We lost (maybe we were too scared to oppose the supreme ruler when he decided alone, without any discussion, against 'fundação') the possibility of turning into a foundation with some extra $$$, but less self ruling. So we lost on the $$$, even if we claim to be close 'pals' with CRUP (the supremo of rectors) ; CRUP in face of lack of $$$$ just screamed for it and went (like any toddler) into a menacing attitude not to open 'doors' in September'08 unless $$$ comes. Hence, some change is needed, sort of those bitter-hard decisons mentioned in the book to read.

In the whole, I think most of this short description of academic life in this small garden by the seaside (aka, Portugal) shows what is a mix of Maquiavel with the Punic wars (yes, those of the (in)famous 'delenda cartage!): In order to attack Hannibal, Scipio (Rome) avoided confrontation in Italy to go to ... Spain and attack Hasdrubal, Hannibal’s brother. Hannibal eventually retreat from near Rome, went to north Africa. Scipio was there and... yes, that was when Carthage become 'was'.
As far as I feel myself, within this 'belic' analogies, I do feel I am on a 'bridge too far, really far or mistaken'. Maybe I have been dramatising too much (my colleagues in Angra in the sessions case groups may be agreeing). I am trying to create (!) opportunities such that I do not loose all my initiative or capacity to use it. My main problem is my feeling of tiredness and exhausting (mostly physical). I will wait for the next months to see, as I stand in the balcony, what am I seeing.

I hope I have not bored you with these data above (yeah, still a lone wolf and again lost from the pack) or presented what is not those of you 'supreme leaders' are feeling or should feel. In any case, it is the real (!) fight in the universitary system in XXIth century as change is necessary, mandatory and some old schools (eg, Coimbra) do not want to move a 'iota' in the modus operandi unless forced from 'higher pastures'.
Best regards,
Yours Truly,
Honourable schoolboy
(aka Paulo Vargas Moniz)

Empreendedor nº1

2008-10-15T15:03:00.000-07:00

Queridos amigos,

Uma das conclusões a que cheguei ao fim de uma semana nos Açores é que gostaria de montar uma empresa de raiz, com a agilidade de uma PME e o espírito de uma multinacional.

Graças ao meu grupinho (Miriam, Lídia, Gonçalo e Eduardo Melo) que me deram muita força e também graças à última sessão do Hugh, ganhei coragem e desde essa marcante semana de Junho tenho andado a trabalhar para concretizar esse sonho.

Assim, nasceu a MoneyGPS cuja missão é ajudar os Clientes a obterem a melhor solução de financiamento para o seu caso individual, de uma forma rápida e simples, através de um serviço personalizado de selecção e negociação com as entidades bancárias das melhores ofertas, de uma forma isenta e independente.

Assim, convido-vos a visitar o site da MoneyGPS em http://www.moneygps.pt e agradeço desde já os vossos comentários. A originalidade do site consiste em dar permanentemente as melhores ofertas que os bancos estão a praticar no crédito habitação, crédito pessoal e depósitos a prazo.

Beijinhos e abraços,
Diogo Lopes Pereira

PS: É interessante que já tive um potencial Cliente dos Açores a pedir informações. Quem sabe se um dia não abro uma sucursal na Terceira...

Sugestões de leitura

2008-10-11T09:18:00.000-07:00

Caros,

Como sabem, da última reunião do grupo da Terceira resultou, entre outras, a decisão de criar um clube de leitura para o qual cada membro contribuiria com algumas sugestões de livros sobre liderança ou outros temas de interesse comum. Por recomendação do Miguel Carvalho, publico aqui as sugestões feitas até à data e proponho que se vá editando este 'post' para incluir as que surjam entretanto.

Francisco Gil

* Decisões de Sucesso por Claudio Fernández-Aráoz

* Winning por Jack Welch

Vasco Silva

* Heart of Change, The: Real Life Stories of How People Change Their Organizations por John P Kotter & Dan S Cohen

* What Were They Thinking?: Unconventional Wisdom About Management por Jeffrey Pfeffer

Fabíola Gil

* Overcoming the Five Dysfunctions of a Team: : A Field Guide for Leaders, Managers, and Facilitators por Patrick Lencioni

* Primal Leadership: Learning to Lead with Emotional Intelligence por Daniel Goleman, Richard E. Boyatzis e Annie McKee

* The Tipping Point: How Little Things Can Make a Big Difference por Malcolm Gladwell

Tomaz Dentinho

* The Bottom Billion: Why the Poorest Countries are Failing and What Can Be Done About It por Paul Collier

* Common Wealth: Economics for a Crowded Planet por Jeffrey Sachs

Na linha da frente na Vasco da Gama!

2008-09-29T15:49:00.000-07:00

Mais de 19 mil pesoas. Profissionais e líderes no 1º pelotão. O 2º pelotão não tem fim. No 1º, três de nós bem à frente! Da esquerda para a direita, Ricardo Machado é o 2º/3º da 2ª fila, António Eusébio o 4º da 1ª fila e Sara Medina a 6ª também na 1ªfila. Entre o António e a Sara está, apenas, o Jaouad Gharib, medalha de prata nos Jogos Olímpicos de Pequim!

Lições do Grande Mestre

2008-09-26T16:31:00.000-07:00

Os 10 segredos de Branson

A estratégia do multimilionário para criar marcas atrás de marcas e conseguir ganhar muito dinheiro com (quase) todas

Regra nº1

Meta-se com alguém muito maior

'Na Virgin temos como estratégia usar a credibilidade da nossa marca para desafiar os players dominantes' – Richard Branson

E assim tem sido, desde sempre, nos discos, na aviação, na finança. Branson criou uma editora singular, tentou comprar a EMI, lançou uma companhia de aviação que concorre com o colosso British Airways e decidiu avançar com a Virgin Cola, para fazer frente à instaladíssima Coca-Cola.

Regra nº 2

Divirta-se

'Quando comecei, não me apercebi de que havia outra forma de ser um homem de negócios. Agora, o meu grupo está a usar a sua credibilidade para tornar o mundo um melhor lugar para se viver' – Ben Cohen, co-fundador da Ben & Jerry's

Um capitalista hippie. É assim que mitos catalogam Richard Branson. E, de facto, não estarão muito longe da verdade. O estilo informal, na maneira de vestir, nas atitudes e nos negócios, é a principal imagem de marcada do empresário. Mas apesar d eter marchado contra a guerra no Vietnam, Branson não aceita bem o rótulo de hippy, da mesma forma que lhe causa alguma repulsa o termo yuppie. No meio termo consegiu encontrar o seu território e continua a explorá-lo. Ideias rebeldes, loucas, contrversas até, assentes em bons planos de negócios. Mas sem gravatas, por favor. Os neg´cios são, para ele, mais do que apenas fábricas de dinheiro.

A filosofia de funcionamento da Virgin é, desde o início assente na máxima 'work hard, play hard', algo como, trabalhem no duro mas divirtam-se à grande.

Regra nº 3

Tudo é negociável

'…Ele tinha um apetite voraz pela negociação, identificando com precisão os momentos para falar e aqueles em que deveria estar calado, quando pressionar ointerlocutor ou simplesmente abandonar a conversação' – Tim Jackson, autor do livro Virgin King

Branson tem um charme natural que o ajuda na hora de negociar. Persuasivo, inteligente e acutilante na hora de argumentar, consegue (quase) sempre sair por cima. Também aprendeu, desde muito cedo, a não aceitar 'não' como resposta. 'Nunca' e 'impossível' são outras duas palavras que excluiu do seu dicionário. Não pense, contudo, que apesar do look descontraído este homem faz negócios sem pensar. Muito pelo contrário. Não sabe fazê-los sem os ponderar, pelo que tem uma equipa de analistas que consulta sempre que pretende avançar para uma nova aventura.

Regra nº 4

'Ele cativa o público e os empregados por conseguir tornar o cinzento mundo do trabalho num local de diversão permanente' – Alan Mitchell, em Leadership by Richard Branson

O modo como Branson vê os negócios é divertida e tudo aquilo em que se aventur acaba por reflectir esta perspectiva. Trabalhar com ele é tudo menos cinzento. Escolhe bem os talentos mas depois dá-lhes completa liberdade para serem criativos, encorajando a informalidade. O entusiasmo torna-se numa (boa) infecção que se espalha rapidamente por todas as suas empresas.

Regra nº 5

'Acredito que não existem limites para o que uma marca pode fazer, mas só se esta for usada convenientemente' – Richard Branson

Branson fez uma marca ao contrário. Não se tornou sinónimo de produtos (a grande ambição de qualquer marca com ambição global), como a Coca-Cola, sinónimo de todas as colas, ou Hoover, sinónimo de aspirador, por exemplo. A Virgin tem o dom da ubiquidade, está em todo o lado: nas telecomunicações, na aviação, na música, na televisão, etc. O atributo que lhe permitiu tal elastecidade é a credibilidade angariada junto do mercado. Se tal não acontecesse, ninguém acreditaria nos produtos Virgin.

Regra nº 6

'Há quem acredite que, por debaixo da capa de charme e informalidade, Branson está à frente da maior máquina de relações públicas do Reino Unido' – Andrew Davidson, jornalista

Informal, mas não tolo. Branson gere com mão de ferro a sua imagem. Só aparece quando quer, como quer e para quem quer. Ninguém se intromete na sua vida privada. E todas as suas aparições, mesmo as mais extravagantes, têm um objectivo claro: potenciar os seus negócios, a sua marca Virgin.

Regra nº 7

Não se limite a guardar o rebanho

'Os quadros da Virgin não são meros trabalhadores a executar tarefas mecãnicas num gigante jogo de xadrez. Eles são, também, empreendedores por direito próprio' – Richard Branson

Uma das mais importantes características de Branson é aperceber-se do moment em que deve abandonar a liderança de um processo e passá-la para os outros, potenciando a capacidade de liderança e a criatividade que tem ao seu serviço. Ele é, e sabe ser, um catalisador de ideias e processos, encorajando amiúde o caos para conseguir chegar à desejada ordem. O premannte contacto que Branson mantém com empregados e clientes permite-lhe, ainda, apreceber-se, com considerável antecipação, de novas tendências e, ao mesmo tempo, criar novas ideias de negócios.

Regra nº 8

Seja mais rápido que a sua sombra

'Ele apenas diz sim ou não. Não perde o seu tempo valioso a tentar convencer um grupo de gestores intermédios de que a sua ideia é boa' – Rowan Gormley, CEO da Virgin Direct

A velocidade que pretende imprimir aos seus negócios é, por vezes, bastante para retirar o fôlego ao comum dos mortais. Não é um grande seguidor dos estudos de mercado. Prefere confiar nos seus instintos sobre os gostos dos consumidores e avançar, rapidamente. Mas raramente o faz sozinho. Branso é mestre em congregar ajuda em torno dos seus projectos, entusiasmando quem com ele trabalha. Mais importante que tudo o resto: Branson não tem uma ponta de medo de cometer erros. E comete-os muitas vezes.

Regra nº 9

O tamanho conta

'Sempre que um negócio fica grande demais, começamos outro de raiz. Manter as coisas pequenas significa mantê-las pessoais' – Richard Branson

A sua estratégia é comear do zero. Sempre. Não espere ver Branson a comprar uma grande companhia (até já tentou deitar as mãos à EMI, mas não conseguiu). Manter os negócios numa dimensão relativamente pequena permite-lhe geri-los de uma forma mais pessoal, dominando todos os pormenores.

Regra nº 10

Nunca perder a humildade

'O contacto com ele é fácil, ao contrário do que sucede com uma estrela pop ou um grande homem de negócios' – Mike Brown, biógrafo de Richard Branson

Quando falamos com Branson sentimos que ele é um de nós. Melhor, ele faz-nos sentir que nós somos como ele. É fácil, agradável e muito, muito eficaz. O êxito nunca lhe subiu à cabeça e essa é outra das grandes qualidades do empresário. É este característica que lhe permite ouvir os seus clientes e fazer deles seus consultores, em vez de gastar milhões em multinacionais como a McKinsey, por exemplo. Branson trata todos de forma igual: do recepcionista ao quadro de topo.

Fonte: Richard Branson Way: 10 Secrets of the World's Greatest Brand Builder, de Des Dearlove

Randy Pausch Last Lecture: Achieving Your Childhood Dreams

2008-09-12T02:54:00.000-07:00

Muitos já devem ter visto este vídeo. A última palestra do Professor Randy Pausch da Carnagie Mellon University.

Apesar de já estar terminal, este professor de uma prestigiada universidade norte-americana consegue desenvolver uma palestra intitulada Achieving Your Childhood Dreams, onde consegue descrever o seu percurso profissional e pessoal de uma forma que incentiva as pessoas a melhorarem-se, e a desenvolverem um percurso de vida.

Apesar de estar directamente relacionada com Liderança, esta palestra ensina uma série de lições de vida que podem ser extrapoladas para a nossa vida pessoal e profissional, que podem em alguns casos ser mesmo aceites como filosofia para a maneira como estamos em sociedade, e nas nossas organizações.

Empreendedorismo em Portugal

2008-07-20T14:11:00.000-07:00

Olá a todos

Este estudo realizado pela SPI - Empreendedorismo em Portugal poderá ser de interesse para alguns de vocês: http://www.spi.pt/Downloads/GEM.pdf

Bjs

Sara Medina

Top Training

2008-07-18T09:44:00.000-07:00

Caríssimos (disclaimer - não cobro comissões nem prémios por este anúncio ou consequentes inscrições, sou amigo do Bruno e conheci as pessoas envolvidas. eu próprio só não o faço porque vou fazer o EMBA do Insead....)
Considero esta é uma das melhores oportunidades de formação em Portugal.

Manuel Forjaz

A primeira série de entrevistas com o Professor Simon L Dolan, director académico do AMP Lisboa, irá realizar-se durante o próximo DIA 24 JULHO.

Nesta verdadeira sessão privada de executive coaching com um dos maiores experts de gestão de pessoas da nossa época, poderão ser colocadas todas as dúvidas e verificar se o programa proposto para a 1ª edição do AMP em Portugal, responde na integra às actuais necessidades/expectativas de desenvolvimento pessoal e carreira dos potenciais candidatos.
Sem qualquer compromisso financeiro e caso seja do interesse dos seus amigos/conhecidos, agradecemos que entrem em contacto connosco para os ajudarmos no preenchimento e seguimento das respectivas propostas de candidatura.
1ª EDIÇÃO AMP
Localização (Oeiras/Lisboa)
Corpo docente de luxo 100% internacional
Diploma Internacional ESADE Business School
Aperfeiçoamento da proficiência ao nível do Castelhano profissional
Acesso directo ao networking internacional do ESADE ALUMNI em 30 paises
Linha de crédito pré-aprovado, com condições especiais exclusivas na 1ª edição AMP
Condições especiais de participação para empresas dentro da AERLIS, Lagoas Park e Quinta da Fonte
Programa e formulário disponíveis em:.http://www.aerlis.pt/ e http://www.esade.edu/exed/esp/programas_a_medida/ampl

BERNARDO TEIXEIRA DINIZ ESADE ExEd Business Developer First AMP Lisbon Edition bernardodiniz@sapo.pt Telm +351 918 913 156 Fax +351 218 138 856
ESADE Business School
Av. d' Esplugues, 92-96 E-08034 Barcelona
Tel. +34932804008 ext. 3715 Fax +34 932048105
http://www.exed.esade.edu/

Rede Transatlântica 2020

2008-07-08T10:20:00.000-07:00

Caríssim@s,

O British Council está a investir num novo programa chamado Transatlantic Network 2020 que junta o que dizem ser futuros líderes europeus e norte-americanos. Eu já passei a idade limite (35 anos) e já fiz alguns destes programas (o meu chamava-se Network Effect e era a nível europeu) e gostei. É uma grande mistela de gentes de todas as cores.
Aqui vai o link do programa no site do British Council em Portugal:
http://www.britishcouncil.org/PT/portugal-projectos-europa-global-rede-transatlantica.htm

Espero que estejam todos bem.
Um abraço,
Luís

Caríssimos indivíduos que nalgum momento da vossa existência exercem liderança...

2008-07-07T11:40:00.003-07:00

Como alguns de vocês sabem dou aulas no EMBA do ISCTE, formação que recomendo, apesar de me terem de gramar como professor.

Contudo e porque conheço a escola e grupo da organização envolvido, não quero de deixar de chamar a vossa atenção para o que é provavelmente uma das melhores oportunidades de formação surgidas em Portugal nos últimos anos.

http://www.aerlis.pt/images/stories/amp/programa%20amp_lisboa.pdf

Disclaimer - Não vou dar aulas no AMP do ESADE nem ganho comissões de angariação.
:-)

Amigos

2008-07-07T11:40:00.001-07:00

Secrets to Successful Strategy Execution

2008-07-02T05:18:00.000-07:00

Caros colegas,
mais uma dica: façam a avaliação da vossa organização através do site http://www.orgdna.com/profiler/index-sim2.cfm

O meu resultado: organização resiliente! Nada mau!

Abraços,
Katia Almeida

TAKE A STRATEGIC APPROACH TO PERSUASION

2008-07-02T02:11:00.000-07:00

Caros colegas,
consultem o artigo disponivel em http://harvardbusinessonline.hbsp.harvard.edu/email/newsletters/hmu/online/pdfs/U08070f2.pdf
da Harvard Business Publishing!
Muito interessante. Penso que poderá ser do vosso interesse.

Um abraço,
Katia Almeida

Nuno Arantes Oliveira

2008-06-30T04:26:00.000-07:00

Seguramente já a usar a aprendizagem sobre exercising leadership, o Nuno Arantes Oliveira foi nomeado para a final do Leaderquest, iniciativa destinada a identificar e premiar os líderes do futuro.

Podem saber mais em http://www.leaderquest2008.com/pt/.

Agora, tudo a torcer pelo Nuno para vencer a final.

Julgo que ele vai ganhar.

Beijinhos às senhoras, parabéns ao Nuno, e cumprimentos aos demais.

Manuel Forjaz

Olá a todos

2008-06-26T11:02:00.000-07:00

Olá a todos,

Espero que estejam todos bem!
Finalmente tenho um tempinho (recém chegada dos states) para navegar pelo BLOG. Está fantástico! Parabéns pela iniciativa! Óptima forma de comunicação entre o fantástico grupo "exercising leadership".
Penso que a semana nos Açores foi fabulosa e o grupo portou-se a 200%. Avisem quando vierem ao Porto.
Temos que arranjar outro curso!
Bjs a todos,

Sara Medina

MMS no Padrão dos Descobrimentos

2008-06-25T15:51:00.000-07:00

Foi com bastante satisfação que hoje perto do Padrão dos Descobrimentos recebi um pequeno folheto invocando o facto de «Portugal necessitar de um novo rumo» e convidando à visita do site www. mudarportugal.org ou ao contacto telefónico. Independentemente da maior ou menor concordância com o Manifesto, congratulo-me com o despertar das consciências para a necessidade de mudar!

1º ENCONTRO DOS LIDERES ANÓNIMOS!

2008-06-24T06:09:00.000-07:00

Caros colegas,
serve esta mensagem como lembrete para o nosso próximo encontro:

Dia 24 de SETEMBRO !

Vamos reunir-nos no continente em casa do Manuel Forjaz (Lx), que gentilemente cedeu o seu "refúgio" para o primeiro jantar, após o curso.

Marquem já nas vossas agendas.

Prometemos que este vai ser sem dúvida um memorável primeiro encontro! (À semelhança do curso, aguardam-se algumas surpresas...)

Brevemente, irão receber mais informações.

Lembrem-se também que combinámos manter encontros regulares, com intervalos de aproximadamente 3 meses. O 2º encontro, já está agendado para 10 de Dezembro.

E claro, continuem a exercer a liderança!
Abraços,

Kátia Almeida
(Lider caloira em exercicio)

Photos II

2008-06-18T14:49:00.000-07:00

Photos

2008-06-18T14:37:00.000-07:00

Almoço em Ponta Delgada

2008-06-18T14:16:00.000-07:00

Caros colegas,

De forma a manter a chama acesa, como dizia o João R., vamos almoçar em Ponta Delgada, sexta feira, às 13h. Gostaria muito que pudessemos estar todos juntos, mas desta vez será só a facção "Micaelense".

Um abraço a todos, muito forte, muito especial.

Andreia

PERDIDOS NO ATLÂNTICO

2008-06-17T17:37:00.000-07:00

Depois de tantas declarações de que no dia seguinte ao curso, a liderança iria ser exercitada no dia-a-dia, nas nossas casas, nas ONGs, nas Universidades, nas Empresas, etc., estranho não surgirem testemunhos dessas novas realidades. Ou será, que os ensinamentos da Maxime, do Marty e do Hugh já ficaram distantes?

Para mim a partilha de experiências é um dos melhores contributos destes programas.

Fico à espera dos vossos relatos!

EXTREME WORK

2008-06-16T18:52:00.000-07:00

Hard work was not part of our typical lives in Azores (hard work was just a misnomer due to the late hour I am commenting on our leadership experience). Thank you again for all. Next year I hope it will be in São Miguel!
António Eusébio

HARD WORK

2008-06-16T15:36:00.000-07:00

Leadership trail at Angra

04/06/08

Take a light snack at the opening of the restaurant (just before 7:30). Ask at the hotel reception for a proposed route. Leave the hotel early in the morning (7:30). Ignore the hotel suggestion, take a city map and go! Breathe deeply the fresh air, forget about traffic jams, head for the marina and enjoy the magnificent ocean views. At 8:15 all of us are back at the hotel. We take a shower and are prepared for whatever our teachers thought they had planned for today, not having the slighest idea that some our colleagues had a different agenda for the day.

5/06/08

Today we start at 7:00. Luckily the restaurant opens half an hour before the normal hour, due to some early-bird tourists. One of the joggers doesn´t turn up. But we have a new recruit: Marty! At 7:30, four of us are at the hotel tennis court. We have a former Portuguese Top 10 player among us. Despite the best efforts of the other three, the top player (not used to play without appropriate outfit ?) is the first to leave. At 9:00 we are prepared for the last session! Fortunately, after one a half hour of physical activity we are ready for our final hope ...

Tryng to exercise leadership at a tennis court (a unique chance!)

Good luck to all, but please don´t bite your own tongue!

Fazer empreendedores...18 Junho à tarde!

2008-06-14T08:34:00.000-07:00

No próximo dia 18 vou substituir o Belmiro de Azevedo (tem graça mas é verdade, o engenheiro está fora do país!) num evento da SEDES a acontecer no Auditório Jean Monnet.

A minha intervenção acontecerá entre as 15 e 16h, e quem quiser assistir vá a

http://www.sedes.pt/Multimedia/ppt_sedes_18Junho[1].ppt

Beijos às senhoras e abraços aos homens.

PS; Também vale a pena ler a crítica do últimoi livro de J. Nye, The Power to Lead (teach at HKSG) escrita por ROBERT FAULKNER.

Not finding a suitable introduction to leadership for students at Harvard's Kennedy School of Government, where he teaches, Joseph Nye wrote one himself.

Mr. Nye has written elsewhere on the topic — especially on "soft power" in foreign policy — and held high posts in the Departments of State and Defense and at the Kennedy School. To his credit, "The Powers to Lead" (Oxford University Press, 240 pages, $21.95) at once ranges broadly and is concise. Anecdotes run from Lyndon Johnson and Jack Welch to Mahatma Gandhi, whom Mr. Nye especially admires, and the book treats the latest "leadership as process" theories alongside Machiavellian realism and Lao Tzu's self-effacing style. All these, together with many sensible suggestions for advancing oneself, are presented with a clear focus on power and group needs.
Leadership, according to Mr. Nye, is a relation between leaders and followers, and requires a mix of hard power — coercion — and soft power — persuasion and inspiration. Later chapters consider the traits, skills, and "contextual intelligence" thus required, and attempt some ethical guidance.
The problem with "The Powers to Lead" is the moral-political abstractness of the guiding thesis. Mr. Nye offers a universal definition: A leader is one who seeks power to develop and effectuate the shared goals of a group — one who mixes soft with hard power in what Mr. Nye calls "smart power." But this level of generality includes the Mafia don, a prince of the church, a political zealot who rises with his fellow zealots, and the grifter who shares a cut with his henchmen. It elides the crucial distinction between a leader who fulfills his duties and a slacker, grifter, despot, or criminal. This is partly because Mr. Nye chooses to work through abstract notions of leadership, rather than, field-by-field, official responsibilities and exemplary models. But an American judge who merely seeks power for the shared goals of his group of judges or partisans is, generally speaking, a threat to the office of judge, not a leader worth imitating. A modern country needs statesmen in politics and business, not merely "policy entrepreneurs" clever at intimidating and manipulating.
Mr. Nye does acknowledge that his big theory applies best to democracies — those social-political networks in which goals are necessarily shared — and in such circumstances he favors especially leadership that preserves "autonomy and choice." But how to reconcile this preference with his celebration of leadership by power seekers?
Mr. Nye suggests that leadership is a mutual "process," an interdependence of leader and followers. In this line of argument, Mr. Nye doubts differences in ambition and intelligence, is skeptical of "heroic" or great-man theories, says that everybody can be a leader, and even denies that leaders create events or structures, they only anticipate them. How this fits with his own celebration of transformational leadership, and with his suggestion that a leader must "create a culture," is an open question.
There is an oddly optimistic complacency in Mr. Nye's principle of "interdependence." He seems to suppose that the dangers posed by hierarchical leadership — chiefly, abuse of authority — are declining as certain historical processes undermine hierarchy — namely democratization, globalization, and information sharing. Bloggers abound, and knowledge spreads rapidly on the Internet; executives have to satisfy engineers who know, and understand, more than they used to.
But surely there are also contrary signs. Globalization empowers sophisticated managers, who put production where costs and wages are cheapest. Technological innovation gives greater power and wealth to capital, to innovators, and to cartels and corporations who control many of the processes of innovation. Actual power has moved from popular electorates and communities toward distant councils and executives. Consider the European Union.
Mr. Nye concludes by discussing a leader's ethics. After hesitantly touching on various schools, he moves toward an ethics that encompasses those outside the group as well as inside. There could be good sense in this. But does not Mr. Nye's universalistic version again elide the key distinctions? An exemplary school in a terrible neighborhood, for instance, had better concentrate on its own goals and priorities rather than those of its neighbors. An exemplary country should do likewise. Mr. Nye's formulation abstracts in particular from the patriotism and sturdy virtue and spirit needed to defend actual democracies. He criticizes "extreme" patriotism, while never defending its milder, positive forms, and speaks of followers' "needs," especially for "meaning," rather than of their demands, duties, virtues, and rights.

Mr. Faulkner is a professor of political science at Boston College and the author of "The Case for Greatness: Honorable Ambition and Its Critics."

the power of the difference

2008-06-12T01:30:00.000-07:00

My dear group,

I will be in touch, I normally take time because I am normally focused in my work, but to start I just want to say that my residential boss, started to punish me immediately after my arrival at work.

I believe this is the prive I have to pay in order to be able to make the difference. Not questions just little sticks ... this means that my travels to see my little daughters are a

little compromised.

This photo is just a start and is a personal thanks to the person I was next in the beginning and which, as we both thought, we did already know each other (her husband clarified our subconscience).

Thanks for all the patient that you had with me ....

Miguel Carvalho

P.S.1: I am thinking to send to Flad a CD with all the photos and videos that I took?!

What do you think?

P.S. 2: Thank you Manel for the inspiration and the creation of this blog. good luck for your book but I live surronded by sea...

P.S. 3: But most of all Thanks to our 3 leaders that came from all over the world to teach us!

Contra a autoridade, Liderar! Liderar!

2008-06-11T09:31:00.000-07:00

Contra a autoridade, liderar! liderar!...
De 2 a 6 de Junho decorreu no Hotel Terceira Mar em Angra do Heroísmo um curso denominado “Liderança para o Século 21” promovido pela Fundação Luso Americana para o Desenvolvimento com o subsídio inevitável do Governo Regional dos Açores e o pagamento de propinas por parte dos alunos. A entidade responsável pelo curso foi a Harvard Kennedy School tendo como docentes os professores Maxime Fern, da Austrália, Hugh O’Doherty, da Irlanda do Norte e Marty Linsky, dos Estados Unidos.
Os cinquenta participantes foram escolhidos de entre duzentos e tal candidatos. Em termos geográficos vinte vieram de Lisboa, onze da Terceira, nove de São Miguel, quatro do Porto, e três de outras regiões do país. Trinta e um vieram de entidades privadas, sete de universidades, sete do Estado e dois de outras instituições. As idades variavam entre vinte e poucos e cinquenta e muitos, e havia cerca de um terço de senhoras para dois terços de homens. Alguém questionou sobre o critério de selecção mas o importante foi encontrar uma representação criativa da população portuguesa naturalmente um pouco enviesada para os locais em que o curso estava mais acessível.
O curso foi um choque permanente. Primeiro, com a leitura do livro “Leadership on the Line” percebemos que liderança tem mais a ver com o testemunho de São João Baptista do que com a autoridade de Herodes, muito mais a ver com aqueles que arriscam para mudar o mundo e as organizações, do que com aqueles que procuram manter as coisas quando estão em cargos mais ou menos proeminentes. Segundo, ao longo do curso, fomos entendendo à custa de todos que tínhamos mais a aprender com os nossos próprios erros, nas tentativas de mudarmos os grupos com quem interagirmos, do que com a emissão e recepção de slides e discursos. Terceiro, depois de voltarmos aos nossos sítios, registámos a dificuldade de começar a implementar os processos de liderança e risco capazes de mudarem o mundo para melhor.
Mas o que é que nos impede de mudar o mundo, se é para melhor? O problema é que, embora as pessoas e as instituições não sejam contra a mudança, são naturalmente contra as perdas que as mudanças sempre criam. E por isso tratam de anular as atitudes de liderança adaptativa através da marginalização, da diversão, do ataque e da sedução. É o caso sintomático da liberalização dos transportes aéreos para São Miguel e para a Terceira onde uns tantos, que temem perder benefícios e poder, procuram marginalizar quem defende a mudança da regulação, buscam divergir para assuntos paralelos como declarações de princípios de características totalitárias, atacam com ironia quem sugere o estudo de soluções de regulação alternativas, e seduzem com sabedoria aqueles que teriam mais fundamentos para defender a liberalização.
Face a tanta adversidade por parte de quem exerce autoridade como é possível provocar a mudança necessária através de uma liderança adaptativa? A técnica que os docentes de Harvard propuseram ajuda-nos a perceber um pouco porque razão os sistemas humanos resistem às mudanças; mas também nos indicam a forma de ultrapassar essas restrições. Por um lado há que definir como de costume os problemas, os objectivos e as acções – como nos ensina qualquer manual de desenho de projectos. Por outro lado, e mais importante, é fundamental explicitar os objectivos velados que nos impedem de avançar com as acções necessárias, e perscrutar os riscos que corremos se as acções forem de facto avante. No caso dos transportes aéreos o problema é a falta de acessibilidade das ilhas, o objectivo é a garantia dessa acessibilidade a preços comportáveis e a acção seria liberalização dos transportes para São Miguel e terceira em vez da concessão de monopólios de serviço público. No entanto, se formos perspicazes, percebemos que o objectivo subjacente à não liberalização é evitar a falta de competitividade de companhias de bandeira e resistir à transferência da plataforma de distribuição regional de São Miguel para a Terceira ou para o Faial. A solução revolucionária que nos apontaram resume-se à máxima, se possível cantada, “contra a autoridade, liderar! liderar!.. com desígnio e persistência”

Abraço aos "Leaders" e Beijos às "Leaders"!!

2008-06-11T05:35:00.000-07:00

Serve o presente para, para já, apresentar respeitosos cumprimentos à Turma bem conseguida do Curso da semana passada.
Além disso, agradecer ao Manel pela informação sobre o acesso ao blog.
Espero que a vida vos corra bem, a minha corre!
Tudo de bom para todas e para todos!

Filipe Brum

PS: Os formadores tinham razão, quando me apresentei ao serviço muita gente estava interessada em saber como tinha corrido a semana hehehe...

5 little things

2008-06-09T08:22:00.000-07:00

...a quick thought on the five little things i learned - or remembered - in these 5 days;
1) somehow we all exercise leadership in dealing with processes, teams and tasks in our daily lives; 2) that many times we assume others to think and behave as we do 3) that words can be as valuable as silence and commitment; 4) that we tend to "stamp" people on first impressions, and should we give an opportunity, reality is far better 5) that getting out of your box, breaking your routines and listen a little can open little windows of knowledge and insight; in particular if some of us can stick together in this network of learning and who knows, future friendship.

cya soon

Manuel Forjaz

PS: The 26th June, probably in AESE or ISCTE in Lisbon, I will be launching my book "A Bela, Belmiro, Empreendedores,...ou A arte da Sprezzatura", com a editora Booknomics.
O lançamento do livro é precedido duma conferência que acontecerá provavelmente como abaixo descrevo.

Dia de Lançamento das Conferências Vasco da Gama
· Organização do Cerimónia de Lançamento Oficial do Homo Faber Club;
· Local (provável e desejado ) – Auditório INDEG/ISCTE onde dou aulas; Alternativas (AESE ou ISEG, onde dou aulas) e que se poderão querer associar a esta organização;
· Parceiros Preferenciais de Media (OJE, RCP, RTP 1); outros (Exame, Marketeer, negocios.pt, agenciafinanceira.pt, Expresso, Público);
· Público Alvo – Empreendores, Empresários, Jornalistas, Pop. Em Geral, Comunidade Académica (alunos e professores);
Agenda
1. 09h00 Recepção, Café e Get Together
2. 09h15m Discurso da Presidente do Clube – Leonor Gomes (Fundadora da Easy Bus); Apresentação do projecto Conferências Vasco da Gama (Manuel Forjaz)
3. 09h30m - 10h30m Primeiro Workshop – Sobre a importância e geração de inovação
a. Participantes – Victor Marques(N5); António Galhardo Simões (SendIt), Moderador Álvaro Mendonça
Cada empresário faz uma apresentação de 15 minutos sobre si #1, a sua empresa #2 e o tema #3 (5m cada), o moderador resume e inicia-se o debate.

4. 10h30m - 10h45m Cigarros (sem candura) e cafés

5. 10h45m - 12h00m Segundo Workshop – Sobre o financiamento
a. Participantes – Diogo Assis (The Lisbon Consortium) e Paulo Maló (Clínica Maló), Moderador Sérgio Figueiredo

6. 12h10m Sinopse Por um não empreendedor – O que aprendi hoje!
7. 12h15m Get together, business cards exchange

8. 12h30m -14h00 Lunch (Orador convidado – Ricardo Monteiro Presidente EuroRSCG – Tema – “A tentação do empreendimento”)

Primeiro Workshop aberto a toda a gente. Próximos serão gratuitos para presentes; limite máximo de participações de 100 pessoas com pré-pagamento de 50 Euros; aos presentes é devolvido o dinheiro da inscrição; os no-shows perdem o dinheiro da inscrição.

Próximos Workshops 2008 – Sempre na última Quinta-feira útil de cada mês
· Julho – Internacionalização
· Setembro – Talento
· Outubro – Crescimento e Parcerias
· Novembro – Competência Comercial
· Dezembro – Formação e Pessoas.

Um grande abraço
Manuel Forjaz

Tuesday evening: Ambiente com Sabores

2008-06-08T04:29:00.000-07:00

Visit to Quinta do Martelo

2008-06-08T04:13:00.000-07:00

Hard work

2008-06-07T16:46:00.000-07:00

Class II

2008-06-07T16:42:00.000-07:00

Class I

2008-06-07T16:37:00.000-07:00

Lidia

2008-06-07T16:35:00.001-07:00

Visit to Biscoitos II

2008-06-07T16:27:00.001-07:00

2008-06-07T16:27:00.000-07:00

Visit to Biscoitos I

2008-06-07T16:24:00.000-07:00

2008-06-07T16:22:00.000-07:00

2008-06-07T16:20:00.000-07:00

Dinner, downtown Angra II

2008-06-07T16:18:00.000-07:00

Dinner, downtown Angra

2008-06-07T16:08:00.000-07:00

Thursday evening performance

2008-06-06T18:27:00.001-07:00

Now that the course is over, and each one of us returns to its organizations and, I hope, tries to exercise leadership in the face of several different adaptive challenges, I sincerely hope that you found, as I did, the time spent very rewarding.

I also hope that this pseudo-community continues in some fashion, which will be a great common adaptive challenge that cannot be address with technical solutions, like continuous updates of the schedules.

So in conclusion, here are some photographs from Thursday evening performance.

Vasco Silva

O nosso Programa

2008-06-04T10:57:00.000-07:00