How do you get the best out of your staff? I was talking this through with a client recently, and stumbled across something that I called the Martin Johnson Syndrome.

My client was without doubt employing some of the brightest, most knowledgeable, people in their field. But he was frustrated by their unwillingness to demonstrate through actions that they had bought into his vision, to take risks, or to stop “playing it safe”.

He acknowledged that the organisation’s culture was changing, from being fairly autocratic, to one of empowerment and delegation of responsibility, but he couldn’t get his team to take the initiative.

After talking with some of his managers, I had one of those “light-bulb” moments. I knew that my client was well respected, in his field, as well as by his colleagues, but I hadn’t realised just how well he was respected. His managers were afraid of failing, and in particular, of failing in the eyes of their boss – my client.

I had read recently about the poor results of the England rugby team. There was little debate about the quality of the players, and how their collective ability was, on paper, excellent. But they were lacking that something special, that bit of magic, which turned them into a winning team. The writer surmised that they were in complete awe of their manager, Martin Johnson. Johnson is an inspirational leader, who has achieved the ultimate goals in the game (including captaining the England team that won the World Cup). The players, so the theory went, were afraid of taking risks, of trying something adventurous, in case they failed.

My suggestion to my client was simple. He needed to convince his team that he had trust and confidence in their abilities. Telling them was not enough. He needed to demonstrate through examples what his reaction would be when they failed. I even suggested that he create a situation in which one of his staff was “set up to fail”, so that he could show them how supportive he was.

Empowering people who are not used, or willing, to fail is not easy. Demonstrating your trust and confidence in them requires a special kind of management. I hope for England’s sake that Johnson has cracked it. Have you?

I gave two presentations today. The first was to a group of creative leaders, the second to the regional meeting of the Charity Finance Directors Group. Perhaps unsurprisingly I left the former meeting feeling more energised than the second…

As an ex-member of CFDG myself, a healthy dose of scepticism is to be expected while discussing charity’s reserves.

You just can’t help but be inspired while listening to leaders of organisations talking about their vision and goals in life, and appreciating that finance is a tool to help make their dreams happen.

The convenor of the training session (Helga Henry at Fierce Earth) is to be congratulated. They just need to get their website up and running!

After talking us into it, its interesting to see how the media is now telling us how to manage during a recession.

Despite the impact of the banks self-made crisis, people I am talking to are still working hard. Times are always tough when you are running a business, and having waves of negative publicity rolling over you doesn’t help. When faced with a decision, it will be more tempting to play it safe than to take a small risk.

I’m not talking people into taking unacceptable risks, but to look carefully at what is a real risk, and what is a perceived risk.

The opportunities are still out there.