travis perkins evolve

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For the development and production

of all your training materials.

Wallington House 35A Waterside Gardens

Fareham Hampshire PO16 8SD

www.ashfordtraining.co.uk

0845 555 6565Contact a member of

our sales team – Pete Gammon, Janet Webber

Client Travis Perkins Project

The conclusions and

recommendations from

the survey were:

New areas of focus going forward

Analysis of the 2010 data has

shown that, our secondary

improvement areas have become

more impactful in terms of driving

employee engagement:

Leadership

Focus on providing a model

of engaging leadership that is:

credible (trusted and respected);

aligned to the business (with

a clear vision of where the

business is going); and inspiring

Currently, just one-in-two leaders

in the business are seen to

demonstrate all of these qualities

Look at where the performance

varies within the business and

introduce knowledge-sharing

and best practice leadership

models

Senior management and leadership:

An engaging leadership model

Inspiring

56%

Trust and

Respect

67%(+12vs. 2007)

Clear Vision

73%(+5vs. 2007)

50% of Travis

Perkins leaders

demonstrate all

three leadership

attributes

Senior

management

in my business

are trusted and

respected by

colleagues

Senior management

in any business

provide inspiring

leadership

Senior

management in

my business have

a clear vision

of where the

business is going

The conclusions and

recommendations from

the survey were:

New areas of focus going forward

Analysis of the 2010 data has

shown that, our secondary

improvement areas have become

more impactful in terms of driving

employee engagement:

Leadership

Focus on providing a model

of engaging leadership that is:

credible (trusted and respected);

aligned to the business (with

a clear vision of where the

business is going); and inspiring

Currently, just one-in-two leaders

in the business are seen to

demonstrate all of these qualities

Look at where the performance

varies within the business and

introduce knowledge-sharing

and best practice leadership

models

21

evolve part 2 bw version 2 ARTWORK.indd 21

10/04/2012 15:48:35

It’s about getting the balance right!

I = the Individual: Behaviours Attitude Skills Experience Freedom to innovate

O = the Organisation: Systems Policies Procedures ‘Culture’

Some businesses are very process driven, so the O is a lot larger than the I

This is a huge change and some people may become uncomfortable with having to manage when there is not a clear process on how to get there as they were used to in the past.

Their foundations are built on process and standardisation. Some of these organisations are moving more towards explaining an end result and allowing the Individual to decide how they get there.

6

Other Organisations have more autonomy, so the I is biggerThese businesses see a need to bring in some process to make life easier, such as new systems. This is just as big a change for them as the changes faced by the ‘O’ managers. Some people may struggle with parts of that autonomy being ‘taken away’ from them.

The O will fl ux from time to time – there may be a need for the Organisation to be bigger, and on occasion there will be the need for the I to grow and come up with ideas, innovation and also make mistakes to be able to move forward. It is all about getting the balance right.

Organisations work best when there is a good match between their systems and structures and the capabilities of their workforce

Large, highly structured organisations that rely on a sizeable and often dispersed workforce to deliver a consistent quality of product or service create systems and structures that are designed to limit and control the Individual initiative of the workforce

These organisations are being forced to change these structures and systems quite radically. This change is being

driven by factors such as – greater expectations of personal and individual experience from their customer, also by legislative and economic factors such as the need to deliver more with less resource

As a result, these organisations are embracing and devising new methods that demand more from their workforce. In order for them to succeed, they need the workforce to shift their established behaviour in order to become more responsive and responsible, and capable of taking the initiative

It is believed that to succeed, they will have to develop in a way that enables their workforce to expand in their personal role. This means stepping away from structures and systems and starting with the individual, providing them with a new mind-set

It means working to expand the abilities and horizons of the workforce, by equipping them with a greater sense of ownership and responsibility for their actions. Building levels of confi dence and belief in their own potential and enabling them to engage more readily and effectively

Don’t forget – in your workplace you are the O!!

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Being an effective leader begins with... YOU!

Leadership is not so much about technique and methods as it is about opening your heart. Leadership is about inspiration –

of oneself and of others. Great leadership is about human experience. Leadership is a

human activity that comes from the heart and considers the hearts of others.

It is an attitude, not a routine.

Lance Secretan

Evolve is an in-role development initiative for all Managers, enabling access to tools, ideas and shared best practices from around the Group.

You are all on the starting blocks…it is up to you how far and how fast you run!!

This means understanding who you are, how you operate and how you can take your capabilities to the next level.

evolve overview

Programme Objectives To meet the ongoing demands

and changes within our Business

To deliver continuous improvement and even greater value to our business

Gain the skills and practical tools to lead our teams and increase sales, productivity and profi t

Grow and develop in a way that suits individual needs and learning styles

Workshop overview The role you play in evolving

our business Core skills to enable you to

drive team performance Using effective delegation to increase productivity

Setting great expectations for your team

Giving clear feedback Using learning styles to effectively develop others

Create your own personal development plan

What do you love about being a Manager?

What are your expectations for the programme?

nns3

Name:

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Individuals with a preference for Fiery Red energy…

Are active and move in a positive and fi rm direction

Have a strong determination that infl uences those

that they interact with

Are single-minded and determined in their focus on

results

Approach others in a direct and straightforward

manner

Seek an outcome that is specifi c and tangible

Individuals with a preference for Sunshine Yellow

energy…

Radiate enthusiasm and encourage participation

Enjoy and seek the company of others

Approach others in a persuasive, engaging and

inviting manner

Have a desire to be involved

Like to be noticed and appreciated for their

contributions

Bad Day Good Day Bad Day Good Day

PositiveAffi rmative

BoldAssertive

Cheerful

UpliftingSpiritedBuoyant

Aggresive

Controlling

DrivingOverbearing

Intolerant

Excitable

FranticIndiscreet

Flamboyant

Hasty

When have you use a

Fiery Red approach?

When have you used a

Sunshine Yellow approach?

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05/09/2012 10:01:38

Leadership can be challenging and in pressure situations you may not always be at your best and some of your less desirable or ‘bad day’ behaviours may emerge.

Consider a situation where your leadership was not effective. Which colour energies did you draw on?

In a similar situation, now what could you do differently?

Colour energies in Leadership

22

To be an effective leader you need to be able to draw on all of the 4 colour energies.A leader who does not use fi ery red energy may lack focus and direction. They may be reluctant to make decisions and can be slow to take action. They may wait for others to compel them into action showing little initiative or drive.

A leader who does not use sunshine yellow energy may not get stuck in as part of a team. They can be viewed as overly task focused and are unlikely to engage others in making decisions. They may be rigid and lack the fl exibility to change course when required.

A leader who does not use earth green energy may fi nd it diffi cult to be empathetic, considerate or respect others’ choices. They may focus too much on the immediate issues and lack consideration to wider context.

A leader who does not use cool blue energy may be disorganised and unstructured. They may make decisions without thinking of the consequences or may not consider detail to be important but focus solely on the big picture.

How are you going to plug your gaps and use some of the energy you don’t normally use?

What benefi t will this have?23

your journey continues…

In the fi rst module we looked at tips and tools for you to use to make the life of a Manager a little less stressful.

By delegating to team members, it not only involves, develops and engages them – it also releases more time for you to improve your business.

You were also introduced to the 4 Learning Styles

ActivistTheorist

What impact or benefi t have these changes had?

Since attending Module 1 –

what 3 things have you done differently?

1.

2.

3.

Knowing what your learning style is and what your team members styles are, should help the way you get your team involved in tasks and development opportunities.

Pragmatist

Refl ector

3

Name:

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evolve is the new In-role Development Programme for our Branch and Store Managers and will be open to all businesses within the Group.

All Branch and Store Managers will be eligible to take part in the programme over time although we will need to prioritise Managers in the early days as we get the programmes up and running.

In the fi rst instance RDs/RCs will nominate the Managers to participate in evolve based on PDP discussions and their position within the 9 Box Grid – priority will be given to those in boxes 2 & 3.

The invitation process will take the form of a ‘Welcome Pack’ containing a letter from their MD inviting them to commence their evolve learning journey. Also included will be access arrangements

to the learning tools, materials and programmes available.

This will be an exciting learning journey that will strengthen the capability of our Managers and

ensure they have the knowledge and skills to successfully navigate the changes and

challenges our business is facing.

evolve needs YOU!As an RD/RC you need to be an advocate of evolve and the backbone to its success.

You will have quarterly PDP discussions with your Managers providing support, guidance and feedback through the early stages of their learning. As they become familiar with the programme you will encourage them to take personal ownership and responsibility for their learning and for driving their own PDP.

In short you will:

Offer continuous support.

Give and receive honest and constructive feedback.

Challenge ineffective behaviours.

Lead by example.

Champion evolve.

Why is evolve being introduced?

The In-role Development Programme

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Leading and Managing Change

Impact and Infl uence

Stay Safe

Communication

Time Management

ER/HR

Recruitment & Selection

Coaching

Flex-Ability

Performance Management

Feedback

Infl uencing

Consultative Selling

Coaching Your Team

Negotiation

Merlin

Sales Process

Deal Manager

Management Accounts

Innovation

Group Solutions

Supporting Profi t

Group Awareness

KRAs/KPIs

Supply Chain

Transport

Marketing

Retail, Specialists, Merchants

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RD/RC Support

Many of the Development Programmes available in our business have focused on the transition from one role to another. Whilst this is important, it is now time to expand this focus to develop those who are already in position.

A key principle of evolve will be to reach all areas of development that a Manager may require – from Sales to Health & Safety to Communication skills.

evolve will do as it’s name suggests, evolve our Managers to deliver continuous improvement and evolve to meet the on-going demands and changes within our business. It will provide practical ideas, knowledge and skills to help Managers lead their teams, increase sales, productivity and profi tability.

evolve will engage learners and provide the tools for the trade!

Branch and Store Managers

Employee Engagement

– what is it?


for Managers – Key principles

evolve will be innovative in its design, utilising a variety of learning approaches to minimise time away from the day job. We want to enable individuals to grow and develop in a way that suits their needs and individual learning styles whilst adding real value to the way they lead their business.

We will be exploring ways of using technology to increase the range of learning methods available. This could mean learning through CDs, Webinars, Podcasts and other methods that accelerate learning.

By holding regular meetings and development discussions with your Managers you can help them to select optional modules that address their needs. As evolve will be linked to career paths, this will help them to evolve into the Manager or business leader they want to be and support their progression within the Group.

... coming to the business in 2012 and beyond

In-role Development Programme for our Managers across the Group

10/11/2011 15:37:21

Why is evolve being introduced?

The In-role Development Programme

Leading and Managing Change

Impact and Infl uence

Stay Safe

Communication

Time Management

ER/HR

Recruitment & Selection

Coaching

Flex-Ability

Performance Management

Feedback

Infl uencing

Consultative Selling

Coaching Your Team

Negotiation

Merlin

Sales Process

Deal Manager

Management Accounts

Innovation

Group Solutions

Supporting Profi t

Group Awareness

KRAs/KPIs

Supply Chain

Transport

Marketing

Retail, Specialists, Merchantsth

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tiona

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travis perkins evolve

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