Leadership Best Practise Who do I need to be?

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1 A VUCA World Leadership Best Practise Who do I need to be? Common Purpose Presentation David Robinson - Speedo Data -Harvard 2010 Volatile Uncertain Complex Ambiguous Good leadership has never been so important Source: US Military. 1

2 Two Elements of Leadership Smart Skills Heart Skills Smart Skills for Leaders (What you need to know) The What The How 2

3 What Really Works???? (Circle only 8 Management practises) Being one of the largest enterprises in your industry. A well defined clearly communicated strategy. Being one of the lowest cost enterprises in your industry Embracing and implementing new information technologies. Superior corporate governance. Operational execution that consistently meets customers expectations. Financial engineering expertise Quality of the enterprises balance sheet Achieving the most stringent quality levels (eg Six Sigma) Creating a high performance high values culture. Delighting customers by exceeding their expectations. A structure that simplifies working in and with the organisation. Superior talent at all levels. Adopting a balanced scorecard. A great leadership team at the top. Driving innovation in your industry. A great Brand. Developing a mergers and partnership capability. Superior supply-chain management. Being a truly global enterprise. What Really Works? From over two hundred possibilities it boils down to:- A Well defined clearly communicated Strategy (Simple) Creating a high performance, high values Culture. (you need both) A Structure that simplifies working in and with the organisation. (Thought of and created as an interrelated System not departmental silos) Operational Execution that consistently meets customers expectations (constantly aware of and adapting to changing needs) 3

4 High Performance People Complexity of Role % of greater productivity from top performers People Low (Non Managerial) 52% Better Performance vs. Average 300% Better Performance vs. Bottom Medium (Manager) 85% Better Performance vs. Average 1200% Better Performance vs. Average High (Leader/Senior Manager) 127% Better Performance vs. Average Lower performers cannot do the job! 4

5 The Productivity of Ownership High performers feel and exhibit a Sense of Ownership for their role They Drive Improvements through self lead partnerships with their colleagues Purpose and Society They Focus on Value for the customer and the business The Fewer Better People principle adds more value 5

6 A Sense of Purpose Incredible global diversity and volatility will now be a norm. Leaders will be required to act ahead of expected results and make steps into the grey areas. You have to think long term but have the systems in place to be able to manage the short term also. Proctor and Gamble example. A Sense of Purpose Purpose Improve the lives of the Worlds consumers now and for generations to come. To succeed in the future we need to engage and serve a new breed of consumers and employees, who value a sense of purpose beyond profit. Key Strategy - Purpose Inspired Growth, Affect More Lives, More Places, More Completely The new model - Purpose, Vision, Values led. 6

7 Smart Skills Summary Purpose Vision Values Get Comfortable with V.U.C.A Strategy Culture System Execution People Heart Skills for Leaders (How to make things happen) 7

8 Leading Change Leading Change Management Planning and Budgeting, Organising and Staffing, controlling and Problem Solving Taking Complex systems of people and technology and making them run as effectively as possible Hour after Hour, Day after Day Analysis Think (Mind) See Feel (Heart) Leadership Creating Vision and Strategy, Communicating and getting buy in, Motivating action Change Change Creating the systems that Managers manage and transforming them, when needed, to allow growth, evolution, new opportunities and to avoid hazards Whilst both are important great leadership requires a greater focus on leading with 8

9 Leading Change Leading Change The Difficult Middle Analysis Think (Mind) Change See Feel (Heart) Change The Difficult Middle, everything can look like a failure in the middle. The Four stages of the difficult middle. 1) Forecasting results in new areas is tough, on the whole it will take longer and cost more than planned 2) As you go into the unknown you will hit road blocks and bumps in the road you didn t know existed. It s essential to have the right team in place to work through these. Whilst both are important great leadership requires a greater focus on leading with Heart. You need to be out seeing and feeling what needs to be done and encouraging change. 25% Management 75% Leadership 3) Your Team will get tired, frustrated and sometimes demoralised you have to get them through it. 4) Critics will appear and challenge the why and the what Persevere Source: John Kotter leading Change 9

10 It is not the critic who counts: not the person who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the one who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, For it is they who at best, know in the end, the triumph of high achievement, and at worst, if they fail, at least they fail whilst daring greatly, so that their place shall never be with those cold and timid souls who know neither victory nor defeat. Leadership - Life Long Learning An Open Mind, Humility, Curiosity, Ambitious Goals + Hardships that knock you out of your comfort zone imposed or sought out. Source : taken from a speech by President Roosevelt 10

11 Brands Brands Belief : Trust : Loyalty : Benefit Belief : Trust : Loyalty : Benefit 11

12 Brands My View of Leadership Constant awareness and understanding of context Belief : Trust : Loyalty : Benefit Gaining genuine buy in to an inspiring vision for a better future at every level Enabling the organisational system to sustainably increase it s capacity and capability to deliver its goals faster and better A personal passion for a Culture based on purpose and values helping your people to achieve more than they ever thought possible Ensuring the success of the organisation becomes less dependant on the Leader, but where the Leader plays a more valuable role. 12

13 Most Important element to leading In a VUCA World? Know Yourself... David Robinson