Winning With Leadership! Winning With Leadership!

winning with
leadership!
about this
presentation….
you’ll hear :
• The difference between

‘management’ and ‘leadership’
• How to get your people ‘on board’
• Ways to maximise people
performance
• Ideas to create the culture you want
what’s the difference
between
management
and
leadership?
managers
• maintain the status quo
• monitor situation
• allocate resources
• communicate targets
• measure the results
• feedback on the trends
leaders
• strategic thinkers
• look forward and create visions
• challenge
• motivate
• inspire
“a leader's job is
to rally people
toward a
better future”
marcus buckingham
why is
leadership
so 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 Nordstrom

Authors, 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 employees
Marcus Buckingham ‘First Break All The Rules’
trust in
management
is declining
“Only 36% of employees trust senior
management to communicate
effectively”
“This drops to only 26% of employees
with more than 15 years experience”
“Only 53% felt their organisation did
a good job of keeping employees
informed”
Source: mercer hr consulting
idea one
get that
‘vision
thing’
getting that ‘vision thing’
• Creating a clear picture of the future that ‘stimulates,

excites and inspires’
• Getting everyone to ‘buy’ into it
• Ensuring that everyone understands what’s expected
of them
• Turning it into meaningful goals and targets
• Communicating progress towards it continuously
• Celebrating successes
• Working ‘On’ it consistently
strategic on
operational
tactical in
what does
a vision
look like?
a vision
• Is not simply a set of financial figures

• Is not a business plan
• Is not a ‘pie in the sky’ idea
• Is more than words in the MD’s annual speech
• Is a picture of the future that we want
• Includes customers, people and finances
• Typically is a 2 year / 1 year / 6 month ‘thing’
• Is a point of strategic focus for the leadership of the
business
• Is something for everyone to work towards
people tell
us they
need 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?
• What’s in it for me?
• How are we doing?
the leader’s
role?
to help people
answer these
questions
idea two
value
Your
values
it’s not
what you
say……
it’s what you DO!
values can:
• define the fundamental character of a
business
• help create the culture you want
• create a sense of identity for the business
• reduce game playing, politics and confusion
• provide guidelines for managers and staff
• provide guidance for acceptable and
unacceptable behaviours
Harley Davidson’s Values:
• Tell The Truth
• Be Fair
• Keep Your Promises
• Respect The Individual
• Encourage Intellectual Curiosity
• Mutually Beneficial Relationships
45%
only
feel that their managers behave in a way

which is consistent with company values
35%
only
feel that what their organisation says it values

is consistent with what it actually rewards
turn your values
into ‘preferred
behaviours’
TEAMWORK
• Offers support – doesn’t wait to be asked

• Strives to understand and contribute to
departmental/team goals
• Recognises the implications of their actions/inactions on
others
• Shows respect to the needs, feelings and views of others
• Promotes ‘collective’ ownership across the business
• Encourages contributions from all team members
be a role
model
“There’s
no ‘I’ in
‘Team’,
but there
is a ‘Me’
if you
look hard
enough”
David Brent
idea three
get ‘engaged’
Only 17% are actively ‘engaged’
63% aren’t engaged
20% are actively ‘disengaged’
88% want to work hard and do
their best
50% worked just hard enough
to avoid being fired!
75% believe they could be
significantly more productive
Source: Gallup
the benefits of
an ‘engaged’
workforce
50%
more likely to have lower staff turnover
source: gallup
56%
more likely to have higher
than average customer loyalty
source: gallup
38%
more likely to have above
average productivity
source: gallup
27%
more likely to report
higher profitability
source: gallup
idea four
give your people a

damn good listening to
“The best
engineers
sometimes
come in
bodies
that can’t
talk.”
nolan bushnell,
founder of atari
ideas
for
action….
• set up feedback systems that suit your team,
not you
• ‘beat the brainwashing’ – ask your newcomers
to spot your business ‘stupidities’
• ‘kill a stupid rule’ – commerce bank offers $50
• ‘experience days’
• ‘fiver down the pub’ fridays
• ‘pizzas and problems’
• resist recruiting ‘replicants’
• ask your team ‘what do
you want from me?’
Stop
Start
Continue
idea five
be an
‘enemy of
the status quo’
when two people
in business
always agree,
one of them is
unnecessary
william wrigley jr
four common traits:
• leadership
• systems and processes
• culture
• measurement
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 six
create other
leaders, not
followers
P
R H
O I ‘PEAK
D ‘STAR’
G PERFORMER’
U H
C
T
I
V L
I O ‘PROBLEM
‘MISMATCH’
T W PERFORMER’
Y
LOW HIGH
UNUSED POTENTIAL
and
finally….
idea seven
take
action,
not notes
“Vision without
action is
hallucination”
Andy 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
“Right, I'm going to leave
you, I know there is going
to be a tsunami”Tilly Smith, Age 10
don’t just stand
there….. do
something!
dick dastardly

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winning with

• The difference between

Jonas Ridderstrale and Kjel Nordstrom

• Creating a clear picture of the future that ‘stimulates,

• Is not simply a set of financial figures

feel that their managers behave in a way

feel that what their organisation says it values

• Offers support – doesn’t wait to be asked

give your people a

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