winning with leadership! annual conference 2011 aston business school 18 h may 2011
TRANSCRIPT
winning with leadership!
annual conference 2011aston business school
18h may 2011
who the hell is andy
hanselman?
i research, write about, talk about and work
with high performance organisations
(and have been for over 20 years!)
how I work…….
awarenessassessment
action
what do we
want from our
people?
committed,motivated,effectiv
e
what do our
people want from us?
5 key things.....•the ability to convey a clear vision•the ability to deal with challenges •a commitment to high quality•valuing employees (and their
opinions)•having the confidence of employees
the kenexa research institute’s 2010 worktrends research report, exploring leadership and managerial effectiveness
we’re not performing!
the kenexa research institute’s 2010 worktrends research report, exploring leadership and managerial effectiveness
“less than 50% of uk employees believe their leaders are ‘performing
effectively’ in these areas!”
what’s the difference between
management and
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•engage
7 ideas to help you
‘win’ with your leadership
idea 1 – ‘on’, not ‘in’!
strategic
operational
tactical
onin
it’s ok to go for a walk!
idea 2 – get that ‘vision thing’
getting that ‘vision thing’
“creating a clear picture of the
future that ‘stimulates, excites
and inspires”
what does a vision look like?
a vision.......• is not simply a set of financial figures or
targets• is not a business plan• is not a ‘pie in the sky’ idea• is more than words in the principal’s
annual speech at the staff conference
a vision
• is a picture of the future that we want
• is a point of strategic focus for the leadership of the organisation or team
• is something for everyone to work towards
a leader's job is to rally people
toward a better future
marcus buckingham
imagine the future - what does it hold for your
college?
err.......are you sure?
“well-informed people know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no
practical value”editorial in the boston post 1865
“heavier-than-air flying machines are impossible”
lord kelvin,mathematician, physicist, and president of the british royal society, 1865
“the telephone has too many shortcomings to be seriously considered
as a means of communication. the
device is inherently of no value to us”
western union internal memo,1876
“i think there is a world market for
about five computers”
thomas watson, chairman of ibm, 1943
“there is no reason for any
individual to have a computer in their home”ken olsen, president of dec at the convention
of the world future society, 1977
“640k ought to be enough for
anybody”bill gates, 1981
“by the end of the year the ipod will be dead, kaput,
finished”sir alan sugar, early 2005
“you’ll look great wearing that hat at the wedding sis”
beatrice to eugenie and eugenie to beatrice, 2011
what does your vision look like?
what will we have in place
by the end of may 2012?
what will we have in place
by the end of november
2011?
people 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
questions!
idea 3 - get ‘engaged’
what uk workers really think about work
?? % are actively ‘engaged’
?? % aren’t engaged
?? % are actively ‘disengaged’= 100%
?? % want to work hard and do their best?? % worked just hard enough
to avoid being fired!
?? % believe they could be significantly more productive
Source: Gallup
17 % are actively ‘engaged’
63 % aren’t engaged
20 % are actively ‘disengaged’= 100%
88 % want to work hard and do their best50 % worked just hard enough
to avoid being fired!
75 % believe they could be significantly more productive
Source: Gallup
the benefits ofan
‘engaged’ workforce
50%more likely to have lower staff turnover
source: gallup
56%more likely to have higher
than average customer loyaltysource: gallup
38%more likely to have above
average productivitysource: gallup
27%more likely to report
higher profitabilitysource: gallup
give your people a damn good listening to
1. do i know what is expected of me at work?
2. do i have the materials and equipment that i need in order to do my work right?
3. at work, do i have the opportunity to do what i do best every day?
4. in the past seven days, have i received recognition or praise for doing good work?
5. does my supervisor, or someone at work, seem to care about me as a person?
6. is there someone at work who encourages my development? Source: Q12, The Gallup Organisation
12 questions to consider.....
Source: Q12, The Gallup Organisation
12 questions to consider.....7. at work, do my opinions seem to count?
8. does the mission or purpose of my company make me feel that my job is important?
9. are my coworkers committed to doing quality work?
10.do i have a best friend at work? 11.in the past six months, has someone at work
talked to me about my progress?12.this past year, have i had opportunities at work
to learn and grow?
idea 4 – create leaders, not followers
‘PEAK PERFORMER’
‘MISMATCH’
‘STAR’
‘PROBLEMPERFORMER’
PRODUCTIVITY
UNUSED POTENTIAL
HIGH
LOW
L O W H I G H
idea 5:
‘create an UBER culture’
what exactly is culture?
a classic definition of ‘culture’
“a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”edgar schein, organisational culture and leadership, 1993
my definition of culture
“the way we do things
around here”
creating an UBER culture!
• people Understand what’s expected of them in terms of behaviours and behave accordingly and consistently
• systems and processes are Built to reinforce those behaviours
• people are Engaged, Empowered and Encouraged to act in line with them
• people are Rewarded and Recognised for doing so!
it’s notwhat yousay……
it’s what you do!
what do you do to
reinforce your values in your organisation?
“i never had control, and I never wanted it. if you create an environment where the people truly participate, you don’t need control”
herb kelleher, founder, southwest airlines
“there may be 50 ways to leave your lover, but there are only 4 ways out of this airplane."
“your bags will be available on carrousel x. if you do not find them, they will be available in 2-3 weeks on eBay.”
“in order to enhance the appearance of your flight crew, we will be dimming the cabin lights.”
“ we entrust every single ritz-carlton staff member, without approval from
their general manager, to spend up to $2,000 on a guest. and that's not per
year. it's per incident”simon f cooper, president ritz carlton
“ we interview people for culture
fit. we want people who are
passionate about what zappos is about–service. i
don’t care if they’re passionate
about shoes”tony hsieh, CEO, zappos
“ the more you engage with customers the clearer things become and the easier it is to
determine what you should be doing”john russell, president, harley-davidson europe
champion your
champions
idea 6:
spot people doing things well!
walk the talk!
idea 7:
45%feel that their managers behave in a
way which is consistent with company values
only
Source: mercer hr consulting
some questions.....
1. what are you like as a role model?2. which of your behaviours reinforce
your organisation’s values?3. which of your behaviours contradict
your organisation’s values?4. how do you know?
“there’s no ‘i’ in ‘team’,
but thereis a ‘me’ if you look
hard enough”
david brent
FINISHED FILESARE THE RESULT
OF YEARS OF
SCIENTIFIC STUDY COMBINED
WITH THE EXPERIENCE OF
YEARS
FINISHED FILESARE THE RESULT
OF YEARS OF
SCIENTIFIC STUDY COMBINED
WITH THE EXPERIENCE OF
YEARS
StopStartContinue
conclusions
successful leaders recognise that people need to understand:
• how well the organisation is performing against goals and targets
• their contribution to the aims of the organisation and the team
• their tasks, what is expected of them, and to what standard
• the behaviours expected of them• how well they are performing against
these things personally
they also ensure that people have the opportunity to
contribute!
when two people in business
always agree, one of them is unnecessary
william wrigley jr
encourage, welcome and praise loyal opposition
renee carayol
‘my door is always open’ does not count!
“i’ve always said I would put my employees first, customers second and shareholders third, but if
you do that… the customers and the shareholders benefit anyway’’richard branson
“when people leave companies, they tend not to quit the company,
they are more likely to have quit the boss.”
ken blanchard
7 ideas.....
1. work ‘on’ not ‘in’2. get that ‘vision thing’3. get ‘engaged’!4. create leaders not followers5. develop an UBER culture6. champion your champions7. walk the talk!
so, what are you going to
do?
leaders 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 king
scare yourself, otherwise
you’re not doing
anything newmary murphy hoye, head of r & d, intel
people can be divided into three groups
those who make things happen
those who watch things happen
those who ask ‘what happened’?
don’t just stand there….. do something!
dick dastardly
you can find out more at:www.andyhanselman.com
you can follow me at: www.twitter.com/andyhanselman
you can email me at:[email protected]
you can buy my books too!