nurturing ideas and talent 2012 01 10
DESCRIPTION
A talk given by Mark Baptist of Rock Pool Consulting to Bath & Bristol Marketing Network 2012 01 10TRANSCRIPT
Nurturing ideas and talent (Leadership and change for
marketers) Mark Baptist, Rockpool Ltd
Tuesday 10th January 2012
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Bath events
• Hilton Hotel, Walcott Street, Bath. The last Thursday of every month
• Thursday 26th January
– Marketing measurement
– Jim Morison, Deep Blue Sky
Tonight’s talk
• Mark Baptist formerly with Unilever and PWC.
• Rockpool Ltd:
– Clients include Sony, Virgin and WWAV
• How you can nurture ideas, create consensus, build teams and deliver change.
– With Clients, research prospects candidates and colleagues
– Can be applied to brainstorming and facilitation, selling, client management, business strategy and leadership.
• There is interest in a workshop and 3600 profile.
– Tailored for marketers and with a BBMN discount
– Complete the form and let me know what you think
Leadership and change for Marketers
How to get better at what you already do!
Mark Baptist A passion for nurturing talent and ideas
Mark Baptist
• Marketing director • Finance manager • Blue chip + SME + consultancy • PWC / Unilever • Operational roles • Consultancy roles • Successfully implement change…the people bit
My passion is the nurturing of talent and ideas
Purpose • Demystify the notion of leadership & performance
• Provide a framework that could help develop your organisation
• It will help you understand and apply practical changes to your own behaviour (i.e. what you actually do) , and those around you, to improve business performance
• Give some practical application and examples
…and a few moments of self-reflection about what’s made you successful so far!
Background and Theory
Framework
Practical Application
Measurement and profiling
Other stuff on performance
Theory and Background
The complex dynamic external environment
Organisational survival and prosperity depends on leaders
and teams using high performance behaviour
Simple Stable
Dynamic Complex
Unpredictable Competitive
TIME
HIGH
MEDIUM
LOW
Organisational Performance
Pre: The impact of complexity and competition
Organisational Performance
TIME
HIGH
MEDIUM
LOW
Post: The impact of complexity and competition
So what was found?
• The research over many decades identified characteristics of successful organisations in highly complex fast moving and predictable environments
• And then identified the behaviours (i.e. what people were actually doing)
• Research has been validated by LSE and continues to this day
• Used by many of the FTSE 250 and Fortune 500 • Over 50,000 leaderships have been profiled using
this model
• London Business School Research
• Bank Executive HPB Study
• Retail Outlets Study (UK & USA)
• Leadership Dimensions Study
• University of South Florida Study
• Plus many others…
Identification of the
Schroder framework
• Boyatzis’ Study for AMA
• Princeton Strategy Research
• FCEM Competency Research
• Transformational Leadership Study
• Harvard, Michigan and Ohio State Leadership Studies
Validation of
framework
When these behaviours are critical
1. When moving from a stable to a dynamic and unpredictable environment
2. Staying ahead in a competitive world
3. Enabling individuals, teams and organisations to reach their full potential HPBs manage the process of change itself
Why might this be useful?
• Behaviours are what people are doing in your businesses / teams…every day – from pitching to production, from creativity to accounts
• Behaviour has a direct impact on performance and it is something that is within your sphere of control
• HP Behaviours enable individuals, teams and organisations to perform at outstanding levels in an unpredictable, complex & fast changing environment…. i.e. a classic marketing environment
• Applicable across all aspects of the business e.g. product development, sales , client management, marketing campaigns, customer service, performance measurement etc
Why might this be useful?
• It is possible to both measure and learn these behaviours.
• Ideally a team (e.g. Board, operational team, project team) should exhibit high performance in all 12 behaviours but each individual should expect to excel in only, say, four of them
• So as an individual – the opportunity is to develop in areas that you have already been successful in
How to get better at what you already do!
The Framework The behaviours fall into four clusters
think involve inspire do
1. Information Search
2. Idea Creation
3. Flexible thinking
www.tagxedo.com
Key to
strategy
formation
Highest
contribution to
performance Typically least
developed &
recognised
“Think” Cluster
4. empathy & understanding
5. facilitation
6. Developing People
Key to flat,
flexible team-
based structures
Integrate
diversity
Build ownership,
involvement and
commitment
Nurture the
contribution of
people
“Involve” Cluster
7. Inspiring confidence
8. Influence
9. Presentation
“Inspire” Cluster
Build confidence &
excitement
Key to alliance formation
Socialised Power
Critical in crises
10. Pro-activity
12. Quality Measurement
11. Customer Action
“Do” Cluster Breaking
down bureaucracy
Putting customer first
Key to empowerment
Cerate total quality
1. Information Search
2. Idea Creation
3. Flexible thinking
think involve
4. empathy & understanding
5. facilitation
6. Developing People
inspire
7. Inspiring confidence
8. Influence
9. Presentation
do
10. Pro-activity
12. Quality Measurement
11. Customer Action
What has made you successful so far?
Habitat in US – vases not tumblers, heart surgeon example, compare existing problem into a sector., how do accountants and lawyers innovate?
Label –Information Search Analogy - Breadth & Depth
Behaviour – searching for new information
Behaviour – actively linking information to form new concepts, ideas, insights or diagnostics
Analogy - Linkages Label –idea creation
•Google 20% time
Traffic congestion in Bristol
Behaviour – forming comparable alternative diagnostics, solutions, options, strategies before deciding
Analogy - Alternatives Label –flexible thinking
Label – personal understanding Analogy – getting into the shoes of others
Behaviour – trying to truly understand others views & suspend personal judgement
•Client briefs •Focus groups •Team meetings •Sales development
Label - facilitation Analogy – synergy; 2+2=5
Behaviour – actively bringing together dialogue/ideas/insights of others
Cross functional – creative / account handling / production
Label – people development Analogy – support & challenge
Behaviour – actively bringing together dialogue/ideas/insights of others
Label –inspiring confidence
Analogy – stance
Behaviour – clear decisions, point of view, positive statements
Label –influence Analogy – win-win
Behaviour – benefits, partnerships
clarity Label –presentation Analogy – clarity
Behaviour – articulating with clarity , examples and analogies
Label –pro-activity Analogy – action
Behaviour – getting things done, scheduling, overcoming barriers, freedom to act
Label –Customer Action Analogy –customer service
Behaviour – improve value to customers/measures
Label –Quality Measurement
Analogy –measurement
Behaviour – performance measures/improvement
Pro-activity
Information Search
idea creation
flexible thinking
empathy & understanding
Presentation
Influence
facilitation
Developing People
inspiring confidence
Customer Action
Dyson / Habitat
Techniques to promote it / Google 20% time
Shell hexagon thinking / Bristol traffic
Customer journey mapping / focus groups / cut off
Chair vs facilitation; control versus building Synergy / consensus example. Diesel – flat/encourage collaboration
Unilever – dual career paths, training, support / M&C
public sector decision making – constant consultation
Bransom vs Jobs
T5 contract Contract vs relationship / recruitment –introduce a friend
Maverick / Tesco check-out – without mgt assistance vs call centre / “customer service” processes; Children’s Board / Richardo Sempler
Net promotor score
Quality Measurement BBS/ Campaign analysis / RAF
Some Examples
So how could I use?
Organisation
• Framework to run your business
• Implementing an organisational change
• Building your strategic business capability
• Ideas development / creative process
• Group decision making
• Sales process
People
• Recruitment and Talent management
• Developing the people in your organisation
• Personal performance improvement
• Creating high performing teams
• Cocreation with client teams
think involve inspire do
Implementing Organisational Change
Change Process
1. Understanding the problem(s) 2. Forming the solution(s) 3. Understanding different viewpoints 4. Developing capability 5. Motivating staff 6. Communicating the vision 7. Creating momentum 8. Implementing the change 9. Measuring progress 10. Overcoming barriers
Other Applications
• Implementing change
• Developing and implementing marketing campaigns
• Forging partnerships with clients
• Creative processes – real insights
Forming Strategy - building capability
Issue Analysis
IS
IC FT
Solution Analysis
IS
IC FT
Decision
Divergent thinking
Convergent thinking
Divergent thinking
Convergent thinking
Idea Generation
• Comparative – best in class
• Immersive – in customer shoes
• Disruptive - different
“Continuous improvement is great, but can blind us to fresh possibilities. Chris Collison talks of a heart surgeon at Great Ormond Street. Exhaustive improvement hadn't reduced the risk to patients moving from life support to intensive care. After a long day, the surgeon was watching F1 racing on TV. Suddenly, he made the connection between patient transfers and efficient pit-stops. He invited Ferrari to share its approach, which led to a big increase in survival rates. Sometimes the existing knowledge base has built-in limitations. Looking beyond the narrow confines of deep expertise can be the source of inspiration”
Example of Disruptive
Level
5
Creating a value for the behaviour and ensuring sustained high performance. Setting up a system, process or culture to promote the behaviour.
4
The broader use of the behaviour contributing to higher performance
3
Core level use of the behaviour resulting in adequate performance in complex, dynamic context
2
Little or no use of behaviour resulting in unchanged performance
1
Counter-productive - negative use of behaviour leading to reduced performance
Measure a different use of the same behaviour
i.e. not a subjective quantity measure “you do this sometimes, often, never”
Label – personal understanding
Analogy – getting into the shoes of others
Behaviour – trying to truly understand others views & suspend personal judgement
Level What does it look like?
5 Implements process /strategic
4 Summary clarify
3 Open questions
2 Doesn’t do
1 Interrupts
Developing Strength
Adding Value
Under developed
Limitation
Strength
Rating
Pro-activity
Information Search
idea creation
flexible thinking
empathy & understanding
Presentation
Inspiring confidence
facilitation
Developing People
Influence
Behaviour Rating
Quality Measurement
Developing Strength
Adding Value
Under developed
Limitation
Strength
Rating Strength
Strength
Developing Strength
Under developed
Limitation
Limitation
Strength
Developing Strength
Developing Strength
Strength
Under developed
Think
Involve
Inspire
Do Customer Action Under developed
What would it be like working with this CEO?
Pro-activity
Information Search
idea creation
flexible thinking
empathy & understanding
Presentation
Inspiring Confidence
facilitation
Developing People
Influence
Behaviour Rating
Customer Action
Developing Strength
Adding Value
Under developed
Limitation
Strength
Rating
Underdeveloped
Adding Value
Underdeveloped
Strength
Developing Strength
Developing Strength
Strength
Developing Strength
Developing Strength
Limitation
Adding Value
Think
Involve
Inspire
Do
Quality Measurement Adding Value
What would it be like working with this CEO?
Where do you get the data from?
• Executive Work Shadowing
• Assessment Workshops (business simulation)
• Individual Assessment (facilitated 360)
• 360° Questionnaire (perceptual data)
Pro-activity
Information Search
idea creation
flexible thinking
empathy & understanding
Presentation
Inspiring Confidence
facilitation
Developing People
Influence
Behaviour Positive
Customer Action
Breadth/depth
New insights
Multiple alternative / similar “value” options
Climate of trust / tests assumptions/feelings of others
Support/challenge/coach Value people
Shared team concepts
Win-win / benefits / alliances
Decisions/own position/statements of hope
Analogies/compelling
Scheduling / redesign to overcome barriers
Improve customer value
Think
Involve
Inspire
Do
Negative
Ignore/distort
Pre-existing/inhibits formation of ideas
This is the only way
Closes down / interrogates for future use
Ignore development needs Underperformance-punished
Premature agreement / discourages team dialogue
Coerce/threat/shoots down
Avoids issues/pessimism
….you’ll know!
Resists action as it violates existing norms etc /
Ignores customer perspective
Quality Measurement Feedback loops/ measure
related to quality Measures with no reference to
improvement / controlling
How to use it practically …at an individual level
• Know your profile
• Identify your strengths
• Build your strengths (4-6)
– In all situations
– Apply to a business issue rather than a vague intend to “try and get better at”
• Fill gaps with others
• Stop limitations
Some other aspects of the framework
• All of the behaviours are interrelated
• Tend to combine several for effective work
• Doing one (i.e. measuring customer satisfaction) in itself won’t make great performance
• Learnt through experience / role
Pro-activity
Information Search
idea creation
flexible thinking
empathy & understanding
Presentation
Inspiring Confidence
facilitation
Developing People
Influence
Behaviour
Customer Action
Think
Involve
Inspire
Do
Quality Measurement
Team / Board Profiles
GSK Barclays Abbey Santander
Microsoft Ketchum PR Prudential
Siemens Credit Suisse TfL
M&S National Grid Gatwick Express
BBC BT National Express Group
Tesco Bayer SONY
Sainsbury MSN AXA
Inmarsat Telegraph Media Group Bank of New York
Network Rail Reckitt Benckizer Pearson
RBS American Express Deutsche Bank
Morgan Stanley New Look Omnicom
Rio Tinto Dunhumby Five TV
Savills Nat West Direct Line
Astra Zeneca UCB Pharma Jarvis
Burger King SAB Miller Asda
Birds Eye Heinz EDF
Sanofi Aventis DLA Piper Clifford Chance
Dubai world Qatar Education Dept Virgin Media
RIM-Blackberry Eisai Tate and Lyle
Fresh and Easy DEFRA Plan UK
Save the Children Amnesty International British Waterways
International Power WWAV Rap Collins Haymarket Publishing
Some of the companies that have used some form of the framework over the past 5 years
Summary
• Evidence-based link between these behaviours and organisational & personal success
• You can learn and develop them…and measure them
• Use them to develop many different aspects of your businesses /projects
• Build strategic / creative processes using them
• Apply to real business challenge to practise them – little / often / feedback
For more information on
“how to get better at what you already do!”
Mark Baptist 07815 152884
http://www.linkedin.com/pub/mark-baptist/1/46/363
…versus Belbin Schroder Competency Model Belbin Team Model
Measures behaviours shown to deliver superior performance
Team role preference – you may prefer role but not be good at it
Any situations Team situations
A result of a wide review of literature (multiple studies) and further multiple validation studies
Theory by one academic
Profile with levels of development for each behaviour
Typography – you have a preference to be a “type”
Fully developable Tend to stick with preferred role
Play to strengths Play to preference
Work with complementary people Work with complementary people
Structured around clusters Structured around clusters (although little on inspirational behaviours
Psychometric Testing
• Verbal
• Numeric
• Abstract
• Spatial
Personality Ability/intellectual
capability
Psychometric Testing
• Can be broken down into typically intelligence, ability, personality and motivation. • Can provide powerful insight when used with other information sources to provide insight in why people decide/behave in certain ways • Can also help predict a person’s future behaviour and performance • Therefore are an instrumental tool in business planning.
Motivation
Emotional Intelligence
Emotional intelligence - two aspects – This is the essential premise of EQ: to be successful requires the
effective awareness, control and management of one's own emotions, and those of other people. EQ embraces two aspects of intelligence: • Understanding yourself, your goals, intentions, responses, behaviour and all. • Understanding others, and their feelings.
Emotional intelligence - the five domains Daniel Goleman identified the five 'domains' of EQ as:
– Knowing your emotions. – Managing your own emotions. – Motivating yourself. – Recognising and understanding other people's emotions. – Managing relationships, ie., managing the emotions of others.
Source: www.businessballs.com
Openness – inventive / curious vs consistent / cautious
Conscientiousness – efficient/organised vs easy-going / careless
Extraversion – outgoing/energetic vs solitary / reserved
Agreeableness – friendly / compassionate vs cold/unkind
Neuroticism – sensitive/nervous vs secure/confident
Big 5 Personality Types
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Myers Briggs - Dichotomies
Extraversion (E) - (I) Introversion
Sensing (S) - (N) Intuition
Thinking (T) - (F) Feeling
Judgment (J) - (P) Perception