winning with leadership!

about this presentation.

youll hear :The difference between management and leadershipHow to get your people on boardWays to maximise people performanceIdeas to create the culture you want

whats the difference betweenmanagement and leadership?

managersmaintain the status quomonitor situationallocate resourcescommunicate targetsmeasure the resultsfeedback on the trends

leadersstrategic thinkerslook forward and create visionschallengemotivateinspire

a leader's job is to rally people toward a better futuremarcus buckingham

why is leadershipso important?

The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.

Jonas Ridderstrale and Kjel NordstromAuthors, Funky Business

when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.Ken Blanchard

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor"

Research from thousands of employeesMarcus Buckingham First Break All The Rules

trust inmanagement is declining

Only 36% of employees trust senior management to communicate effectively

This drops to only 26% of employees with more than 15 years experienceSource: mercer hr consulting Only 53% felt their organisation did a good job of keeping employees informed

idea oneget that vision thing

getting that vision thingCreating a clear picture of the future that stimulates, excites and inspiresGetting everyone to buy into itEnsuring that everyone understands whats expected of themTurning it into meaningful goals and targetsCommunicating progress towards it continuouslyCelebrating successesWorking On it consistently

strategicoperationaltacticalonin

what does a vision look like?

a visionIs not simply a set of financial figuresIs not a business planIs not a pie in the sky ideaIs more than words in the MDs annual speechIs a picture of the future that we wantIncludes customers, people and financesTypically is a 2 year / 1 year / 6 month thingIs a point of strategic focus for the leadership of the businessIs something for everyone to work towards

people tell us theyneed to know

How is this vision relevant to me?What specifically do you want me to do?How will I be measured?What consequences will I face?What tools and support are available?Whats in it for me?How are we doing?

the leaders role?

to help people answer these questions

value Your values

idea two

its notwhat yousayits what you DO!

values can:define the fundamental character of a businesshelp create the culture you wantcreate a sense of identity for the businessreduce game playing, politics and confusionprovide guidelines for managers and staffprovide guidance for acceptable and unacceptable behaviours

Harley Davidsons Values:Tell The TruthBe FairKeep Your PromisesRespect The IndividualEncourage Intellectual CuriosityMutually Beneficial Relationships

45%feel that their managers behave in a way which is consistent with company valuesonlySource: mercer hr consulting

35%feel that what their organisation says it values is consistent with what it actually rewardsonlySource: mercer hr consulting

turn your values into preferred behaviours

TEAMWORK

Offers support doesnt wait to be askedStrives to understand and contribute to departmental/team goalsRecognises the implications of their actions/inactions on othersShows respect to the needs, feelings and views of othersPromotes collective ownership across the businessEncourages contributions from all team members

be a rolemodel

Theres no I inTeam,but thereis a Meif youlook hard enoughDavid Brent

idea threeget engaged

Only 17% are actively engaged63% arent engaged20% are actively disengaged88% want to work hard and do their best50% worked just hard enough to avoid being fired!75% believe they could be significantly more productiveSource: Gallup

the benefits ofan engaged workforce

50%more likely to have lower staff turnoversource: gallup

56%more likely to have higher than average customer loyaltysource: gallup

38%more likely to have above average productivitysource: gallup

27%more likely to report higher profitabilitysource: gallup

idea fourgive your people a damn good listening to

The best engineers sometimescome in bodiesthat cant talk.

nolan bushnell,founder of atari

ideasforaction.

set up feedback systems that suit your team, not youbeat the brainwashing ask your newcomers to spot your business stupiditieskill a stupid rule commerce bank offers $50experience daysfiver down the pub fridayspizzas and problemsresist recruiting replicants

ask your team what do you want from me?

StopStartContinue

be an enemy of the status quoidea five

when two people in business always agree, one of them is unnecessarywilliam wrigley jr

four common traits:leadershipsystems and processesculturemeasurement

what processes do you have to encourage your people to revolutionise your business?

find great ideas, exaggerate them, and spread them like hell around the business with the speed of light

Jan Carlzon, Head of Scandinavian Airlines

idea sixcreate other leaders, not followers

PEAK PERFORMERMISMATCHSTARPROBLEMPERFORMERPRODUCTIVITYUNUSED POTENTIALHIGHLOWL O WH I G H

andfinally.

idea seventake action, not notes

Vision without action is hallucinationAndy Law, St.Lukes

take the first step in faith. You do not have to see the whole staircase.Just take the first step.

Martin Luther King

we can all be leaders

Tilly Smith, Age 10

dont just stand there.. do something!dick dastardly

for stuff like this (and more) visit . . . . .www.andyhanselman.com