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Andrew Munro

Rethinking talent management and a bunch of more stuff; "A To Z And Back Again Adventures and Misadventures in Talent World"; "Personality Testing in Employee Selection", "Practical Succession Management"

Andrew Munro is the Director of Talent World Consulting, a position he has held since April 2022.1 He is a business psychologist specializing in talent management, with over 20 years of experience in the field.2 Munro's expertise includes leadership succession, talent development strategies, and supporting consultancies in areas such as strategic positioning, marketing, and talent management product applications.12

Prior to his current role, Munro held director positions at Envisia Learning and AM Azure Consulting.1 He also has experience as an Executive Development Manager at Nationwide Building Society and as a Consultant at SHL Group.1

Munro is an author, having written "Breaking Open The Boxes: 100 Quadrants for Wisdom and Success in Life" and "Personality Testing in Employee Selection".1 He is passionate about simplifying complex processes and evaluating the impact of talent management initiatives to improve efficiency and effectiveness.1

Educated at the University of Edinburgh, Munro holds an MA Hons in Psychology.1 His approach to talent management encompasses a wide range, from front-line recruitment to board-level succession planning, with a particular focus on middle and senior leaders.2

Highlights

Aug 24 · linkedin

How to achieve and sustain success: Running and a Straight Face

More on 2 by 2 grids as part of my ongoing project with Robert Bolton. This quadrant takes its inspiration from a quote by George Macdonald Fraser. “If half the art of survival is running, the other half is keeping a straight face.”

Fraser's books call on Harry Flashman - the cowardly anti-hero based on the bully of Tom Brown's School Days. Despite his own lack of principle and courage, Flashman is an astute observer of human nature, in particular its follies and failings. The Flashman Law of Survival hinges on two dimensions.

Running. The speed at which the game is played. At the low end of the range, slow gets found out and caught. At the other end, fast stays ahead of potential trouble.

Straight Face. The Brass Neck factor. At the low end of the spectrum, an openness to disclose feelings and intentions, and to acknowledge limitations. At the high end, a complete lack of embarrassment or contrition even when confronted by the most obvious mistakes and misdeeds.

Four executive scenarios:

Rabbit in Headlights. Slow running without a straight face is the shame when confronted with transgressions and no defence. The appeal of this grouping lies in the honesty of mea culpa. In a cynical world, it is a stance that is punished.

Greased Piglet (check out quote on Boris Johnson by David Cameron). This is slow running but with a straight face when questioned and challenged about any shortcomings. This is the full on brass neck to deny any involvement in misunderstandings and mishaps. Here it can be difficult to overcome the shamelessness of outright denial.

Panic Stations. Fast running without a straight face represents those who keep on the move knowing - if are found out - they are in trouble. Speed is critical for this group to stay ahead of indefensible past actions. This tactic is often accompanied by appeals to others’ sympathy for a predicament not of their making.

Poker Pressure. This is the Flashman strategy of fast running and a straight face. A leadership game played at pace to stay ahead of events in combination with a high level of emotional composure. Everything is under control. Hazardous for organisations when its executives adopt this stance.

Check out your senior leaders - and who is a rabbit, piglet, in panic stations or playing poker.

Aug 16 · linkedin

Why we need to rethink business success.

And abandon the attempt to copy the “best practices” of those companies now high in the business pop charts, or who present cool Ted Talks. (Spoiler alert - never a good sign).

Michael Raynor looked at the companies profiled by eleven credible or popular studies in the business success genre - Tom Peters, Jim Collins, et al.

Only 30 out of the 228 different firms held out as exemplars of successful companies were genuinely remarkable firms. On a financial note, an investor placing their bets on these “success” firms would have done worse than if they had followed a standard tracker fund.

We look in the wrong places for our understanding of the dynamics of long-term organisational success. We are not identifying the dynamics of sustained business outcomes.

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Andrew Munro
Andrew Munro, photo 1
Andrew Munro, photo 2
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Location

Dunfermline, Scotland, United Kingdom