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Winning With Leadership 19083
This document discusses seven ideas for leadership: 1) Developing a clear vision and strategic goals, 2) Defining your organization's values and preferred behaviors, 3) Engaging employees by addressing low engagement, 4) Actively listening to employees, 5) Challenging the status quo, 6) Developing other leaders rather than just followers, 7) Taking action rather than just taking notes. It provides examples and research to support developing leadership in these seven areas to improve organizational performance, culture and employee retention.
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Winning With Leadership 19083
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- 3. 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
- 4. what’s the difference between management and leadership?
- 5. managers • maintain the status quo • monitor situation • allocate resources • communicate targets • measure the results • feedback on the trends
- 6. leaders • strategic thinkers • look forward and create visions • challenge • motivate • inspire
- 7. “a leader's jobis to rally people toward a better future” marcus buckingham
- 8. why is leadership soimportant?
- 9. “ The surplussociety 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
- 10. “when people leavecompanies, they tend not to quit the company, they are more likely to have quit the boss.” Ken Blanchard
- 11. “The talented employeemay 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’
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- 13. “Only 36% ofemployees 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 consulting
- 14. idea one get that ‘vision thing’
- 15. getting that ‘visionthing’ • 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
- 16. strategic on operational tactical in
- 17. what does avision look like?
- 18. a vision • Isnot 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
- 19. people tell us they need to know
- 20. •How is thisvision 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?
- 21. the leader’s role?
- 22. to help people answer these questions
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- 24. it’s not what you say…… it’s what you DO!
- 25. values can: • definethe 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 behaviours
- 26. Harley Davidson’s Values: •Tell The Truth •Be Fair •Keep Your Promises •Respect The Individual •Encourage Intellectual Curiosity •Mutually Beneficial Relationships
- 27. 45% only feel that theirmanagers behave in a way which is consistent with company values Source: mercer hr consulting
- 28. 35% only feelthat what their organisation says it values is consistent with what it actually rewards Source: mercer hr consulting
- 29. turn your values into ‘preferred behaviours’
- 30. 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
- 31. be a role model
- 32. “There’s no ‘I’ in ‘Team’, but there is a ‘Me’ if you look hard enough” David Brent
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- 34. Only 17% areactively ‘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: Gallup
- 35. the benefits of an ‘engaged’ workforce
- 36. 50% more likely tohave lower staff turnover source: gallup
- 37. 56% morelikely to have higher than average customer loyalty source: gallup
- 38. 38% more likely tohave above average productivity source: gallup
- 39. 27% more likely toreport higher profitability source: gallup
- 40. idea four give your people a damn good listening to
- 41. “The best engineers sometimes come in bodies thatcan’t talk.” nolan bushnell, founder of atari
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- 43. • set upfeedback 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’
- 44. • ask yourteam ‘what do you want from me?’
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- 46. idea five be an ‘enemyof the status quo’
- 47. when two people in business always agree, one of them is unnecessary william wrigley jr
- 48. four common traits: •leadership • systems and processes • culture • measurement
- 49. what processes doyou have to encourage your people to ‘revolutionise’ your business?
- 50. “find great ideas, exaggeratethem, and spread them like hell around the business with the speed of light” Jan Carlzon, Head of Scandinavian Airlines
- 51. idea six create other leaders,not followers
- 52. P R H O I ‘PEAK D ‘STAR’ G PERFORMER’ U H C T I V L I O ‘PROBLEM ‘MISMATCH’ T W PERFORMER’ Y LOW HIGH UNUSED POTENTIAL
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- 54. idea seven take action, not notes
- 55. “Vision without action is hallucination” Andy Law, St.Lukes
- 56. “take the first stepin faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King
- 57. we can allbe leaders
- 58. “Right, I'm goingto leave you, I know there is going to be a tsunami”Tilly Smith, Age 10
- 60. don’t just stand there….. do something! dick dastardly
- 61. for stuff likethis (and more) visit . . . . . www.andyhanselman.com