The Job of A Leader Look into the future and see the organisation, not as it is but at is should be Jack Welsh Former CEO of General Electrics
5 Stages of Grief Elizabeth Kubler Ross Denial Anger Bargaining Depression Acceptance
Fear of Change There is nothing to fear but fear itself Franklin D Roosevelt
Community Strategic Plan
Get Your Ducks in a Row
You Become What You Measure
Perception is Reality We do not see things as they are. We see them as we are. -The Talmud
performance overview: 2010 PURPOSE PROPERTY PARTICIPATION PEOPLE PEACE High Legend >=80% Leadership Medium Low 50<80% <50% Recruitment & Selection Organisation Direction Resources Cross-Unit Cooperation PASSION Index Results Focus Mission & Values Ethics Processes Technology Learning & Development Involvement Rewards Motivation & Initiative Talent Wellness Work/Life Balance Organisational Commitment Job Satisfaction Intention To Stay Role Clarity Safety Recognition Teamwork Flexibility PROGRESS Index Diversity Facilities Performance Appraisal Organisation Objectives Change & Innovation Customer Satisfaction Supervision Career Opportunities
Performance lower higher gap analysis: 2010 Practices towards the right (higher importance ) have a greater impact on Passion and Progress based on your data. Ideally, practices should rest in the oval where there is a good match between performance and importance. Practices in the bottom right corner are potential priorities for action. maintain promote Role Clarity Teamwork Mission & Values Work/Lif e Balance Motivation & Initiative Talent Organisation Direction Saf ety Ethics Results Focus Facilities Technology Recruitment & Selection Resources Flexibility Supervision Involvement Performance Appraisal Diversity Processes Career Opportunities Cross-Unit Cooperation Wellness Leadership Learning & Development Rewards & Recognition limit lower Importance higher prioritise
Elements of Our Corporate Capability Plan
Leadership 2010 Results 28% felt that the General Manager and Group Mangers keep people informed about what s going on 30% felt that the General Manager and Group Managers are good role models for the staff 36% of the organisation had confidence in the ability of the General Manager and the Group Managers
With Some Help We Can Do It With some help, we can do it! Said Little Cat C. Then POP! On his head We saw Little Cat D! Then, POP! POP! POP! Little Cats E, F and G!
Overall Leadership Style Results RESULTS High >=75%ile Medium 25-75%ile Low <25%ile Your Percentile Rank CHANGE PEOPLE
Strategy Leaders set a vision and strategic outcomes: so that communities, partners and stakeholders are engaged and take ownership so that future aspirations are clear and understood by all that are delivered through programs (with both an external and internal focus) in the short, medium and long term. Leaders ensure that programs are integrated across the organisations groups and prioritise the actions and resources required to deliver outcomes. Leaders enable a clear line of sight from role responsibility to strategic intent. Modelling Leaders model ethics and behaviours of the highest calibre. Leaders walk the talk and consistently uphold the organisations values Leaders model a positive tone and build trust across the organisation Leaders avoid public disagreement with their direct reports and model unity at the top Leaders recognise staff who model the organisations values Leaders recognise staff who deliver results Leaders are transparent and open to scrutiny Leaders understand that perception is reality Leaders take accountability for their performance (both good and bad) Leaders open themselves to vulnerable states to further improve their style Leaders effectively communicate and listen to their staff The City of Ryde Leadership Aligning Model Leaders align both business disciplines and cultural principles to deliver the strategic Direction Leaders create structures which uphold our structural principles and align to the organisations needs. Leaders recruit and grow talent to align with business requirements Leaders inspire their people to deliver programs which align to strategic outcomes. Leaders align efficient corporate processes to support service delivery. Leaders integrate systems technology to support process improvement. Leaders align financial resources and assets to deliver programs and outcomes. Leaders align Business Plans to strategic outcomes across the silos Leaders align performance measurement to create a customer centric culture focussed on value for money Leaders align results to recognition and reward Leaders align communication channels to reach all levels of staffing Empowering Leaders understand, value and demonstrate emotional intelligence Leaders empower their people to remove racial and gender inequity Leaders unleash individual and team potential Leaders empower their people to remove obstacles and innovate Leaders encourage managed risks to be taken Leaders empower their people by providing clarity of roles, accountabilities and performance expectations Leaders empower their people to manage their resources with appropriate delegation Leaders empower their people with meaningful performance information and celebrate when they get it right
Outcome Framework
City of Ryde Business Model
performance overview: 2010 PURPOSE PROPERTY PARTICIPATION PEOPLE PEACE High Legend >=80% Leadership Medium Low 50<80% <50% Recruitment & Selection Organisation Direction Resources Cross-Unit Cooperation PASSION Index Results Focus Mission & Values Ethics Processes Technology Learning & Development Involvement Rewards Motivation & Initiative Talent Wellness Work/Life Balance Organisational Commitment Job Satisfaction Intention To Stay Role Clarity Safety Recognition Teamwork Flexibility PROGRESS Index Diversity Facilities Performance Appraisal Organisation Objectives Change & Innovation Customer Satisfaction Supervision Career Opportunities
performance overview: 2012 PURPOSE PROPERTY PARTICIPATION PEOPLE PEACE High Legend >=80% 32% Leadership Medium Low 50<80% <50% Recruitment & Selection 21% Organisation Direction Resources Cross-Unit Cooperation PASSION Index Results Focus Mission & Values Ethics Processes Technology Learning & Development Involvement Rewards 13% Motivation & Initiative Talent Wellness Work/Life Balance Organisational Commitment Job Satisfaction Intention To Stay Role Clarity Safety Recognition Teamwork Flexibility 16% PROGRESS Index Diversity Facilities Performance Appraisal Organisation Objectives Change & Innovation Customer Satisfaction Supervision 20% Career Opportunities
Performance lower higher gap analysis: 2010 Practices towards the right (higher importance ) have a greater impact on Passion and Progress based on your data. Ideally, practices should rest in the oval where there is a good match between performance and importance. Practices in the bottom right corner are potential priorities for action. maintain promote Role Clarity Teamwork Mission & Values Work/Lif e Balance Motivation & Initiative Talent Organisation Direction Saf ety Ethics Results Focus Facilities Technology Recruitment & Selection Resources Flexibility Supervision Involvement Performance Appraisal Diversity Processes Career Opportunities Cross-Unit Cooperation Wellness Leadership Learning & Development Rewards & Recognition limit lower Importance higher prioritise
performance lower higher gap analysis: 2012 Practices towards the right (higher importance ) have a greater impact on Passion and Progress based on your data. Ideally, practices should rest in the oval where there is a good match between performance and importance. Practices in the bottom right corner are potential priorities for action. maintain promote Organisation Direction Teamwork Role Clarity Mission & Values Results Focus Motivation & Initiative Talent Ethics Supervision Leadership Work/Lif e Balance Learning & Development Cross-Unit Cooperation Diversity Saf ety Recruitment & Selection Wellness Recognition Processes Perf ormance Appraisal Flexibility Career Opportunities Rewards Involvement Resources Technology limit lower Facilities importance higher prioritise
Whatever you do - Don t Relax!
Addressing Facilities A Good Idea?
Politics of Change
Politics of Change It is better to lead from behind and to put others in front especially when you celebrate victory when nice things occur. You take front line, when there is danger. The people will appreciate your leadership.
questions
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