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 wantwhat's the difference
between
management
and
leadership?managers
• maintain the status quo
• monitor situation
• allocate resources
• communicate targets
• measure the results
• feedback on the trendsleaders
• strategic thinkers
• look forward and create visions
• challenge
• motivate
• inspire"a leader's job is
to rally people
toward a
better future"
marcus buckinghamwhy is
leadership
so impor tant?" 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 Nordstrom
Authors, Funky Business"when people leave companies,
they tend not to quit the company,
they are more
likely to have quit the boss."
Ken Blanchard"The talented 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 employees
Marcus Buckingham 'First Break All The Rules'trust in
management
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 did
a good job of keeping employees
informed" Source: mercer hr consultingidea one
get 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 consistentlystrategic on
operational in
tacticalwhat 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 towardspeople tell
us they
need to
know•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
questionsidea two
value
Your
valuesit's not
what you
say……
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 and
unacceptable behavioursHarley Davidson ' s Values:
• ruth ell The T T
• Be Fair
• our Promises YKeep
• Respect The Individual
• Encourage Intellectual Curiosity
• Mutually Beneficial Relationshipsonly
feel that their managers behave in a way
which is consistent with company values
Source: mercer hr consultingonly
feel that what their organisation says it values
is consistent with what it actually rewards
Source: mercer hr consultingturn 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 membersbe a role
model"There's
no 'I' in
'Team',
but there
is a 'Me'
if you
look hard
enough"
David Brentidea three
get 'engaged'Only 17% are actively 'engaged'
63% aren't engaged
20% are actively 'disengaged'
88% want to work hard and do
their best
50% worked just hard enough
to avoid being fired!
75% believe they could be
significantly more productive
Source: Gallupthe benefits of
an 'engaged'
workforcemore likely to have lower staff turnover
source: gallupmore likely to have higher
than average customer loyalty
source: gallupmore likely to have above
average productivity
source: gallupmore likely to report
higher profitability
source: gallupidea four
give your people a
damn good listening to"The best
engineers
sometimes
come in
bodies
that can't
talk."
nolan bushnell,
founder of atariideas
for
action….• 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 from me?'Stop
Start
Continueidea five
be an
'enemy of
the status quo'when two people
in business
always agree,
one of them is
unnecessar y
william wrigley jrfour common traits:
• leadership
• systems and processes
• culture
• measurementwhat processes do you
have to encourage your
people to 'revolutionise'
your business?"find great ideas,
exaggerate them, and
spread them like hell
around the business
with the speed of light"
Jan Carlzon, Head of Scandinavian Airlinesidea six
create other
leaders, not
followersP
R
H
O
'PEAK
I
'STAR'
D
G PERFORMER'
U
H
C
T
I
V
L
'PROBLEM
I
O
'MISMATCH'
T PERFORMER'
W
Y
L O W H I G H
UNUSED POTENTIALand
finally….idea seven
take
action,
not notes"Vision without
action is
hallucination"
Andy Law, St.Lukes"take the first
step in faith. You
do not have to
see the whole
staircase.
Just take
the first
step."
Martin Luther Kingwe can
all be
leaders"Right , I'm going to leave
you, I know there is going
to be a tsunami"
Tilly Smith, Age 10don't just stand
there….. do
something!
dick dastardlyfor stuff like this (and more)
visit . . . . .
www.andyhanselman.com