winning with leadership!
about this presentation….
you‟ll hear :•The difference between „management‟ and „leadership‟•How to get your people „on board‟•Ways to maximise people performance•Ideas to create the culture you want
what‟s the difference betweenmanagementand leadership?
managers•maintain the status quo•monitor situation•allocate resources•communicate targets•measure the results•feedback on the trends
leaders•strategic thinkers•look forward and create visions•challenge•motivate•inspire
“a leader's job is to rally people toward a better future”marcus buckingham
why is leadershipso important?
“ The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.”Jonas Ridderstrale and Kjel NordstromAuthors, Funky Business
“when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.”Ken Blanchard
“Thetalented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor" Research from thousands of employeesMarcus Buckingham „First Break All The Rules‟
trust inmanagement is declining
“Only 36% of employees trust senior management to communicate effectively”“This drops to only 26% of employees with more than 15 years experience”“Only 53% felt their organisation dida good job of keeping employeesinformed”Source: mercer hr consulting
idea oneget that „vision thing‟
getting that „vision thing‟•Creating a clear picture of the future that „stimulates, excites and inspires‟•Getting everyone to „buy‟ into it•Ensuring that everyone understands what‟s expected of them•Turning it into meaningful goals and targets•Communicating progress towards it continuously•Celebrating successes•Working „On‟ it consistently
strategiconoperationaltacticalin
what does a vision look like?
a vision•Is not simply a set of financial figures•Is not a business plan•Is not a „pie in the sky‟ idea•Is more than words in the MD‟s annual speech•Is a picture of the future that we want•Includes customers, people and finances•Typically is a 2 year / 1 year / 6 month „thing‟•Is a point of strategic focus for the leadership of the business•Is something for everyone to work towards
people tell us theyneed toknow
•How is this vision relevant to me?•What specifically do you want me to do?•How will I be measured?•What consequences will I face?•What tools and support are available?•What‟s in it for me?•How are we doing?
the leader‟s role?
to help people answer these questions
idea twovalue Your values
it‟s notwhat yousay……it‟s what you DO!
values can:•define the fundamental character of a business•help create the culture you want•create a sense of identity for the business•reduce game playing, politics and confusion•provide guidelines for managers and staff•provide guidance for acceptable andunacceptable behaviours
Harley Davidson‟s Values:•Tell The Truth•Be Fair•Keep Your Promises•Respect The Individual•Encourage Intellectual Curiosity•Mutually Beneficial Relationships
onlyfeel that their managers behave in a way which is consistent with company valuesSource: mercer hr consulting
onlyfeel that what their organisation says it valuesis consistent with what it actually rewardsSource: mercer hr consulting
turn your values into „preferred behaviours‟
TEAMWORK•Offers support –doesn‟t wait to be asked•Strives to understand and contribute to departmental/team goals•Recognises the implications of their actions/inactions on others•Shows respect to the needs, feelings and views of others•Promotes „collective‟ ownership across the business•Encourages contributions from all team members
be a rolemodel
“There‟s no „I‟ in„Team‟,but thereis a „Me‟if youlook hard enough”David Brent
idea threeget „engaged‟
Only 17% are actively „engaged‟63% aren‟t engaged20% are actively „disengaged‟88% want to work hard and do their best50% worked just hard enough to avoid being fired!75% believe they could be significantly more productiveSource: Gallup
the benefits ofan „engaged‟workforce
more likely to have lower staff turnoversource: gallup
more likely to have higher than average customer loyaltysource: gallup
more likely to have above average productivitysource: gallup
more likely to report higher profitabilitysource: gallup
idea fourgive your people a damn good listening to
“The best engineers sometimescome in bodiesthat can‟t talk.”nolan bushnell,founder of atari
ideasforaction….
•set up feedback systems that suit your team, not you•„beat the brainwashing‟ –ask your newcomers to spot your business „stupidities‟•„kill a stupid rule‟ –commerce bank offers $50•„experience days‟•„fiver down the pub‟ fridays•„pizzas and problems‟•resist recruiting „replicants‟
•ask your team „what do you want fromme?‟
StopStartContinue
idea fivebe an ‘enemy of the status quo’
when two people in business always agree, one of them is unnecessarywilliam wrigley jr
four common traits:•leadership•systems and processes•culture•measurement
what processesdo you have to encourage your people to „revolutionise‟ your business?
“find great ideas, exaggerate them, andspread them like hell around the business with the speed of light”Jan Carlzon, Head of Scandinavian Airlines
idea sixcreate other leaders, not followers
PRHOI„PEAK D„STAR‟GPERFORMER‟UHCTIVLIO„PROBLEM„MISMATCH‟TWPERFORMER‟YL O WH I G HUNUSED POTENTIAL
andfinally….
idea seventake action,not notes
“Vision without action is hallucination”Andy Law,
“take the first step in faith. You do not have to see the whole take the first step.”Martin Luther King
we can all be leaders
“Right, I'm going to leave you, I know there is goingto be a tsunami”T illy Smith, Age 10
don‟t just stand there….. do something!dick dastardly
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