Foundation stones of leadership. David Parmenter

Transcription

1 Foundation stones of leadership David Parmenter

2 Leadership is the lifting of a person s vision to higher sights, the raising of a person s performance to a higher standard, the building of a person s personality beyond its normal limits. Peter Drucker Where does one start to understand leadership?

3 Today s agenda The six foundation stones for a successful leader The five things to do in the next five weeks Free templates to kick start your journey

4 Winning leadership B Execution Develop, engage & trust B Valuing results and people B Gather & learn from experiences Winning Leadership Crisis B management Abandonment Champion of innovation, Quality and Learning Managing through the CSFs Minimize personal baggage B Creating the future B Love thy neighbour as thyself Student of psychology B B Master of communication and PR Develop & maintain stakeholder relationships Have mentors and a safe haven B B Fearless in pursuit of legacy Decision Making Ability Recruiting & promoting Abundance of positive energy B B B Knowledge of Drucker, Collins, Welch, Hamel, 4 Peters

5 5

6 FS#1: Minimise personal baggage The Enneagram Hermann s Thinking Preferences Myers-Briggs Profiling Neuro-Linguistic Programming Transactional Analysis Intensive Life Skills Course Turning Point, Point of Choice, Money and You Landmark

7 The Enneagram

8 FS#2: Love thy neighbour as thyself Love for the common man Hostmanship - the way we make people feel welcome e.g., CEO Pilkington Glass Humility Shackleton was humble when communicating with his team / Nelson Mandela Integrity set values and live by them lack of values lead to collapse of ENRON, AA&CO etc recruit for integrity Drucker Shackleton set high values and lived by them 24/7

9 FS#3: Master of communication and public relations Candour being open, honest and being frank Avoid public fights e.g. Shackleton / Scott Work the PR machine e.g. Branson Oral and written word e.g. Shackleton / Churchill / Nelson / Mandela / Welch etc Informal one-to-one communication Walking among the staff e.g. Churchill (flights) Shackleton (tent visits), Branson (party), Nelson (meals)

10 Who is your mentor

11 FS #4: Have a cluster of mentors Upward Mentors: These are the people to whom you look up to e.g. Obi-Wan Kenobi Friendship Mentors: These are the people with whom you experience life Sandpaper Mentors: These are people who rub you the wrong way; they see everything from the other side. Downward Mentors: Here you learn from helping others - pupil teaching the teacher

12 FS #4: Have mentors and a safe haven Having a safe haven Home which you love being at Rewarding family life A hobby that you can escape to A sport that you gain immense satisfaction Who has a safe haven?

13 FS #5: Fearless in pursuit of legacy Outstanding performance is inconsistent with fear of failure - Drucker Legacy - meaning of life for the human race Shackleton s - on leadership Churchill s galvanizing the war effort Hillary s - livelihood of the Sherpa Creating a vision of what you want to achieve - otherwise, Any road will take you there.

14 FS#6: Knowledge of the paradigm shifters Read, Read, Read Jack Welch A challenge: read three new chapters a week from any of these books for the next 8 to 12 weeks. It will become a lock-in habit after that.

15 Peter Drucker s special lessons Do not give new staff new assignments widow maker The scarce resource in an organisation is performing people monitor high performers Outstanding performance is inconsistent with a fear for failure need to take risks to succeed Today s advanced knowledge is tomorrow s ignorance harness knowledge from all staff Abandonment must abandon in order to grow Collaborate with other organisations, even your competitors - Your back room is someone s front room

16 Peter Drucker s special lessons Know your customers define your customer groups Have an outside in focus to your business understand your major customers perspectives Focus on your non-customers potential customers Look for opportunities as if your life depended on it importance of innovation Management versus Leadership - doing things right versus doing the right thing Recruitment is a life and death decision significance of recruiting the right staff

17 Peter Drucker s special lessons Know what information you need to do your job and from whom you need it. When and how? Understand the importance of self-renewal balanced life = balanced perspective Have three test sites one pilot site is never enough Place people according to their strengths focus on what they are good at Generate three protégés for each senior position

18 Jack Welch s special lessons Make innovation work e.g. GE workshops where 75% of recommendations had to have a yes or no Recognition and celebration - Work is too much a part of life not to recognize moments of achievement Setting goals that stretch - mix of possible and the impossible Be number one or two in the game no point being a bit player

19 Jack Welch s special lessons Candour open and honest Jack Welch s 20/70/10 differentiation rule move the 10% ers on A cluster of mentors one is not enough Read, read, read great leaders have a thirst for knowledge to keep their learning moving on Raise the profile of human resources in your organisation - the HR team is vital recruit with care Why do you want to leave your current job then ask the five whys

20 Jim Collins s special lessons Importance of level-five leadership humility and ambition for the organisation comes first Getting the right people on the bus emphasis on recruitment Getting the wrong people off the bus move staff on if they are a poor fit The hedgehog concept know what you can be the best at in the world The flywheel effect accumulation of results will people energize staff from the results

21 What is our hedgehog? The area these three spheres share is your Hedgehog your reliable, robust and safe place to be

22 Five things to do in the next five weeks Find a mentor and have your first meeting Read three chapters a week start with Jack Welch s Winning Book yourself on a leadership course Walkabout at least once a day for the next five weeks Celebrate, once a week, an achievement or an abandonment

23 Free resources for you Chapter on leadership Chapter on recruiting Chapter on revitalising performance (includes analysis of Drucker, Collins, Welch)

24 Obtaining electronic templates Password : capability

25 Choose and commit to right pathway