www.ciaranfenton.comCiarán Fenton’s Leadership ProgrammesProspectus May 2016

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Background

The principles I use in my leadership programmes come from my own life and leadership

experiences and from working with, and advising, scores of business leaders and

professionals over many years. My experiences are unique, even if similar to yours. We are all

1/7 billion in terms of our uniqueness. If leaders focus on this individuality, their own and

others, they will have a greater chance of success and fulfilment.

If, as individuals, we make small changes in our behaviour we can do, and be more. Changing

just ten actions out of every hundred is 10% change. That’s small change and, in aggregate,

small changes can transform us, our careers and our organisations. I have developed a model

– The Fenton Model™ – and leadership programmes to reflect this view of the world in seven

typical contexts to deliver the personal and organisational fulfilment.

Ciarán Fenton, May 2016

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My Leadership Programmes

7 contexts• First 100 Days • Start-up• Rapid growth • Complex change • Earn-Out • Career cross-roads/job

finding• Portfolio career

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3 formats• 1-1• 1- few (up to 15)• 1- many (up to 100+)1 model• Experience The Fenton

Model™• Apply it to the context• Hands-on support in

implementation

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7 Contexts• Complex change How to reframe relationships: “He got a 10/10 from me” David Eveleigh,

on leading and restructuring BT Plc’s Global Services Legal function• Rapid growth How to deliver “stretching targets”: “Ciaran had a big impact on the whole

team, on how we get to the heart of customer needs, work together and structuring the

business” Alex Hamilton, on growing Radiant Law• Start-up How to exploit the assets of everyone on the team: “We quickly saw in excess of the

10% benefit he quoted” Martin Hall, on launching ZEO• Career cross-roads/job finding How to decide on your next role and secure it against

the competition: “He helped define my objectives and a strategy that led me to securing the

role I wanted” Nigel Lambe on his move from Grampian Country Foods to Capita Plc.• First 100 Days How to exceed expectations: “His work on helping me with new

relationships was key” Simon Chipperfield, on his First 100 Days at Capita Plc.• Portfolio career How to avoid the 7 Deadly Sins of Nascent NEDs “Ciaran and his Model

made a significant difference to my approach, and to building my NED portfolio” Greg Tufnell, NED

• Earn-Out How to reduce the risks and maximise the opportunities: “He helped me de-risk the

earn-out period, significantly” Karl Weaver, on selling D2D to Dentsu Aegis Network 4

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My relationships include...

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…click on a profile picture for more details, or to ask them about me.

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3 Formats…

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• 1-1: CEOs, CXOs, NEDs, General Counsel, HRDs on one-day or six month programmes

• 1- few (<15): Leaders and their Boards or Teams on one-Day, off-site or six month programmes . Off-sites are one-three day programmes in hotels and conference centres in UK, Ireland and mainland Europe

• 1- many (up to 100+): speaking engagements; annual conferences ; keynotes

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7 Benefits

1. Good advice: sometimes robust, but always presenting choices2. Break-through insights: revealing under-exploited talent, exploiting

innovative thinking3. Accelerated change: progress, not just activity4. Conflict resolution: truth and reconciliation; clear contracting of behaviours;

legislating for the breach5. Learn how to sell yourself or an idea: clarifying need, demonstrating rather

than asserting competence; closing the gap 6. Better relationship management: Managing and fixing reds, exploiting the

greens ; networking skills7. Purposeful business and career planning: business, organisational,

sales/marketing plans; CVs and Biographies: I know how to write them

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The 7 Principles of The Fenton Model™

1. People are not human capital assets - they are unique career businesses built from individual experiences; people, not organisations, own their own career assets

2. Organisations are joint ventures of these career businesses, for brief periods  

3. Organisations use interviews to hire the least risky, not necessarily the best4. Personal purpose, strategy and behaviour – which are linked to formative

years - and organisational purpose, strategy and behaviour are inter-dependent

5. Mediated agreement on behavioural change to achieve personal and organisational purpose is a powerful way to overcome behavioural liabilities within boards and teams

6. Legislating for the breach of behaviour agreements mitigates the risks of failure and maximises the chances of success

7. Changing ten actions at work in every hundred is only 10% change - that’s small change; people can change, if they are shown how

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The Fenton Model™: Component 1

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D.O.B.R.I.P.

Reactive decisions

Proactive re-decision and small changes in behaviour

18/21 NOWCV/Resumé i.e. your official CV

The solutions for your future depend on small changes in behaviour. What changes do you need to make ?

Your Timeline

Next three years?

Your “real" CV; the story behind your story

Formative years

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The Fenton Model™: Component 2

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How will your CV, PR, & EI change over the next three years, if at all?

Your career equity

NOW

+ 3 years

Key: Reputation (PR)Experience & Skills (CV)Emotional Intelligence (EI)

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The Fenton Model™: Component 3

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Purpose, Strategy & Behaviour – PSB

Inter-dependent

Personal PSB Plan• Purpose,• Strategy• Behaviour

Organisational PSB Plan

• Link with Personal PSB• Org Purpose• Org Strategy• Org Behaviours• Market Need• The Opportunity• Marketing Plan (4Ps)• Operations Plan (TOM)• People Plan• Finance Plan• SWOT• Mitigation

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The Fenton Model™: Component 4

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Your Intangible Balance Sheet and P&L Account

AssetsA: Latent skill, competence, passionB: Brilliant at?C: Domain knowledge

LiabilitiesD: Outstanding behavioural weakness at workE: ContextualF: Contextual

A comes from D Soft revenue

A: With whom?B: Doing what?C: In what context?

Soft costsD:CultureE: StressF: Travel

Surplus/Deficit?

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The Fenton Model™: Component 5

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Component 5: Your hard P&L and Balance Sheet

RevenueMinimum needed?

Net worthImportance?

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The Fenton Model™: Component 6

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Your Relationship Grid - Changing reds and reframing greens

Relationship Vision of Success

Vision of Failure

Status: Red, Green, Amber 100, 300, 1000 Days

You

My family

My boss

Peer #1

Peer #2

Report #1

Report #2

Client #1

Client #2

Are you in “Red” with yourself?

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The Fenton Model™: Component 7

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Your career options/strategy

1. Stay where you are and make it better2. Start-up3. Join a start-up4. Join a growth business5. Join a mature business6. The Zambezi Option (Downshift)7. Exploit unexploited assets (e.g. Family)

…a bottle of champagne, if you come up with an 8th.

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Approach

I focus on Purpose, Strategy and Behaviours (PSB) in all my programmes.They are designed afresh for each new client to address their specific challenges.

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Leaders need: • A personal purpose • A personal strategy• Behaviour plans to execute that strategy

Organisations need: • An organisational purpose • An organisational strategy• Behaviour plans to execute that strategy

“The PSB approach has given us a language we didn’t have before”

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Process• Unpack, Review,

Assess– Telephone reference

interviews with third parties; essay on personal history

– “Away Day” 1-1 session to work on the first draft of the PSB Plans

– Review Skills and Experience (CV); Emotional Intelligence (EI); Reputation (PR)

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• Write the Purpose, Strategy and Behaviour (PSB) Plans– Personal PSB Plan, and

for each senior team member where appropriate

– Organisational PSB Plan, even if you are a sole trader

– Alignment of Personal and Organisation Plans

• Support their implementation – Plenary sessions– 1-1s– Facilitations and

mediations

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Ciarán Fenton Leadership & Change Consultant

For more than a decade, Ciarán Fenton has helped CEOs and professionals improve their leadership performance, working relationships and to accelerate business and behavioural change. During his early career he held senior business leadership roles at Hachette, ITN, Pearson, and The Guardian Media Group. He has worked with scores of individuals and organisations including BT, HSBC, Capita, Radiant Law, and Unilever, using his tried and tested model - The Fenton Model™ - an innovative approach to self-management that provides senior leaders with the thinking and tools to achieve a step change in their own behaviour and that of each member of their senior leadership team.

Ciarán is a mentor at London Business School, a Senior Adviser with the Blueprint for Better Business charity and a regular speaker, writer and pamphleteer on leadership issues. Pamphlets include The GC-CEO Relationship post Global Financial Crash: Flourish or Flounder and The 7 Deadly Sins of Nascent NEDs. He is writing a book about behavioural change in the work context, entitled Small Change expected to be published in 2017. He holds a business degree, B.Com (Hons.) from The National University of Ireland, Cork and he lives in Brighton. He is married to writer Marian Garvey and they have two children.

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[pron: kee-rawn]

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