professional development / mbmc
their book Built to Last: Successful Habits of Visionary Companies.
Big hairy audacious goals are:
» Action orientated » Clearly defi ned » Compelling and gripping » Bold
Reaching such goals is not guaranteed and they require a lot of hard work and a bit of luck. Although, as Gary Player said, the harder you work, the luckier you get! They have to be communicated with passion and fervour. Martin Luther King did not say “I have an idea I think you will like.” Kennedy said “Man on the Moon before the end of the decade.” However uncomfortable you feel at first, motivating an audience is reliant on being able to express emotion about what inspires and excites you. When I joined Hearst Magazines UK, then still known as the National Magazine Company Limited, in 2009, the mantra I held was this “first is first, second is nowhere!”. We are not there yet, but great progress has been made, and the goals remain the same!
The leader There is much talk of being a “born” leader, which is not something I necessarily agree with, and within the course we discuss various theories surrounding leadership traits and styles. What a leader must be is someone who influences others to accomplish extraordinary things. How this is achieved will differ from leader to leader and a balance of styles is often needed, depending on the task in hand and the team you have.
A good leader questions and challenges his
The FIPP Magazine Brand Management Certifi cate (MBMC) programme was launched in 2005, and is a practical, experience-based, modular programme. The objective - to equip magazine managers from around the world with the knowledge and skills required to manage their people and businesses successfully and to grow their magazine brands in a multi-
“Over the past 18 months, my team at Hearst has been at the forefront of multi-platform expansion in our industry by making quick decisions and executing brilliantly...”
or herself constantly, and during our session on the MBMC course we examine our own styles. Nothing can compensate for a lack of self-awareness and understanding of your colleagues.
A leader must: BE – what are your beliefs and character? KNOW – yourself, your job, your colleagues and organisation, and human nature DO – directing, implementing, motivating, communicating, evaluating
For me, the most effective way I have found to lead my team is to share with them energy and trust. My senior management have the autonomy to run their businesses as individuals and collectively. As their leader, I influence their approach and test their thinking, but ultimately enable them to the make the decisions they want. The result is a whole team delivering above and beyond the sum of its parts. Over the last 18 months, my team at Hearst has been at the forefront of multi-platform expansion in our industry by making quick decisions and executing brilliantly. Just to mention a few, we were the first major magazine house to publish on Apple Newsstand, and we did the unthinkable and launched a new print title successfully in the 21st
century with Women’s Health. You can
now buy House Beautiful and Country Living sofas through DFS or buy a variety of goods and beauty products with the knowledge that they are Tried, Tested and Trusted by the Good Housekeeping Institute and readers. It is a team that people want to join and we continue to welcome a wide range of talent
to our ranks, from the worlds of fashion, broadcasting, digital as well as our magazine competitors.
The change agent Google “change agent” and you will find more reading materials than you could possibly wish to get through in your lifetime. The conclusion is always the same; people don’t like to change and they don’t like change happening around them. If you want to make a difference in your job today and your career at large, you need to develop your ability to drive change at ever increasing speeds. As I said, there is a wealth of publications at your disposal on this topic. However, the best person you can learn from about what change feels like is yourself. Interrogate your own struggles with change and use that to treat others with empathy. Change exists at every phase of growth in a company and industry’s lifecycle, whether in the experimentation, formative stage of a start-up or the maturity of print magazine publishing. If we have to change all the time, what can possibly be so difficult?
A little activity
» Cross your arms » Uncross your arms » Cross them back the other way » Uncomfortable isn’t it?
Arnaud de Puyfontaine is chief executive Hearst UK and executive vice president of Hearst Magazines International. He is one of a team of industry experts presenting modules at FIPP’s Magazine Brand Management Certificate (MBMC) programme in 2013.
MAGAZINE BRAND MANAGEMENT CERTIFICATE platform world.
The chief benefi t for the manager in undertaking this intensive course is the unequalled quality of education and insight that it provides. But there are many other benefi ts too, not least in the way that many participants have developed strong professional networks, and created new
business opportunities and relationships.
The course leaders are highly regarded professionals, practitioners and recognised experts in their subject area, as well as experienced communicators
The course comprises residential sessions at a London hotel. The next MBMC
programme, sponsored by UPM, begins in January 2014. To register your place on this course please contact Jenny Stubbs at Jenny@fi
pp.com or visit
www.fi pp.com/mbmc
COVER
www.fi pp.com/professionaldevelopment fipp.com/MBMC issue 76_2013 | Magazine World |53
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