winning with-leadership-indo
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WINNING WINNING with with
LEADERSHLEADERSHIPIP
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“a leader's job is to rally people
toward a better future”
marcus buckingham
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why is leadership
so important?
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“ 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
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“when people leave companies, they tend not to quit the company,
they are more likely to have quit the boss.”
Ken Blanchard
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“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 employeesMarcus Buckingham ‘First Break All The Rules’
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trust inmanagement is declining
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“Only 36% of employees trust senior management to communicate effectively”
“This drops to only 26% of employees with more than 15 years experience”
Source: mercer hr consulting
“Only 53% felt their organisation did a good job of keeping employees informed”
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idea one
get that ‘vision thing’
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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
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strategic
operational
tactical
onin
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what does a vision look like?
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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
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people tell us theyneed to know
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•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?
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the leader’s role?
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to help people answer these
questions
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value Your
values
idea two
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it’s notwhat yousay……
it’s what you DO!
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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 behaviours
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Harley Davidson’s Values:•Tell The Truth
•Be Fair•Keep Your Promises
•Respect The Individual•Encourage Intellectual Curiosity
•Mutually Beneficial Relationships
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45%feel that their managers behave in a
way which is consistent with company values
only
Source: mercer hr consulting
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35%feel that what their organisation says it
values is consistent with what it actually
rewards
only
Source: mercer hr consulting
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turn your values into ‘preferred
behaviours’
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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
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be a rolemodel
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“There’s no ‘I’ in‘Team’,
but there
is a ‘Me’if youlook hard
enough”David Brent
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idea three
get ‘engaged’
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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: Gallup
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the benefits ofan
‘engaged’ workforce
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50%more likely to have lower staff turnover
source: gallup
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56%more likely to have higher
than average customer loyaltysource: gallup
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38%more likely to have above
average productivitysource: gallup
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27%more likely to report
higher profitabilitysource: gallup
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idea four
give your people a damn good listening to
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ideasforaction….
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• 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’
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•ask your team ‘what do you want from me?’
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be an ‘enemy of the status quo’
idea five
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when two people in business
always agree, one of them is unnecessary
william wrigley jr
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four common traits:
•leadership•systems and processes•culture•measurement
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what processes do you have to
encourage your people to
‘revolutionise’ your business?
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“find great ideas, exaggerate them,
and spread them like
hell around the business
with the speed of light”
Jan Carlzon, Head of Scandinavian Airlines
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idea six
create other leaders, not
followers
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‘PEAK PERFORMER’
‘MISMATCH’
‘STAR’
‘PROBLEMPERFORMER’
PRODUCTIVITY
UNUSED POTENTIAL
HIGH
LOW
L O W H I G H
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andfinally….
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idea seven
take action,
not notes
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“Vision without action is
hallucination
”
Andy Law, St.Lukes
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“take the first step in faith. You do not have to see the whole staircase.Just take the first step.”
Martin Luther King
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we can all be leaders