winning with leadership! annual conference 2011 aston business school 18 h may 2011
TRANSCRIPT
i research, write about, talk about and work
with high performance organisations
(and have been for over 20 years!)
5 key things.....•the ability to convey a clear vision•the ability to deal with challenges •a commitment to high quality•valuing employees (and their
opinions)•having the confidence of employees
the kenexa research institute’s 2010 worktrends research report, exploring leadership and managerial effectiveness
we’re not performing!
the kenexa research institute’s 2010 worktrends research report, exploring leadership and managerial effectiveness
“less than 50% of uk employees believe their leaders are ‘performing
effectively’ in these areas!”
managers•maintain the status quo•monitor situation•allocate resources•communicate targets•measure the results•feedback on the trends
getting that ‘vision thing’
“creating a clear picture of the
future that ‘stimulates, excites
and inspires”
a vision.......• is not simply a set of financial figures or
targets• is not a business plan• is not a ‘pie in the sky’ idea• is more than words in the principal’s
annual speech at the staff conference
a vision
• is a picture of the future that we want
• is a point of strategic focus for the leadership of the organisation or team
• is something for everyone to work towards
“well-informed people know it is impossible to transmit the voice over wires and that were it possible to do so, the thing would be of no
practical value”editorial in the boston post 1865
“heavier-than-air flying machines are impossible”
lord kelvin,mathematician, physicist, and president of the british royal society, 1865
“the telephone has too many shortcomings to be seriously considered
as a means of communication. the
device is inherently of no value to us”
western union internal memo,1876
“there is no reason for any
individual to have a computer in their home”ken olsen, president of dec at the convention
of the world future society, 1977
“you’ll look great wearing that hat at the wedding sis”
beatrice to eugenie and eugenie to beatrice, 2011
?? % are actively ‘engaged’
?? % aren’t engaged
?? % are actively ‘disengaged’= 100%
?? % want to work hard and do their best?? % worked just hard enough
to avoid being fired!
?? % believe they could be significantly more productive
Source: Gallup
17 % are actively ‘engaged’
63 % aren’t engaged
20 % are actively ‘disengaged’= 100%
88 % want to work hard and do their best50 % worked just hard enough
to avoid being fired!
75 % believe they could be significantly more productive
Source: Gallup
1. do i know what is expected of me at work?
2. do i have the materials and equipment that i need in order to do my work right?
3. at work, do i have the opportunity to do what i do best every day?
4. in the past seven days, have i received recognition or praise for doing good work?
5. does my supervisor, or someone at work, seem to care about me as a person?
6. is there someone at work who encourages my development? Source: Q12, The Gallup Organisation
12 questions to consider.....
Source: Q12, The Gallup Organisation
12 questions to consider.....7. at work, do my opinions seem to count?
8. does the mission or purpose of my company make me feel that my job is important?
9. are my coworkers committed to doing quality work?
10.do i have a best friend at work? 11.in the past six months, has someone at work
talked to me about my progress?12.this past year, have i had opportunities at work
to learn and grow?
‘PEAK PERFORMER’
‘MISMATCH’
‘STAR’
‘PROBLEMPERFORMER’
PRODUCTIVITY
UNUSED POTENTIAL
HIGH
LOW
L O W H I G H
a classic definition of ‘culture’
“a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”edgar schein, organisational culture and leadership, 1993
creating an UBER culture!
• people Understand what’s expected of them in terms of behaviours and behave accordingly and consistently
• systems and processes are Built to reinforce those behaviours
• people are Engaged, Empowered and Encouraged to act in line with them
• people are Rewarded and Recognised for doing so!
“i never had control, and I never wanted it. if you create an environment where the people truly participate, you don’t need control”
herb kelleher, founder, southwest airlines
“there may be 50 ways to leave your lover, but there are only 4 ways out of this airplane."
“your bags will be available on carrousel x. if you do not find them, they will be available in 2-3 weeks on eBay.”
“in order to enhance the appearance of your flight crew, we will be dimming the cabin lights.”
“ we entrust every single ritz-carlton staff member, without approval from
their general manager, to spend up to $2,000 on a guest. and that's not per
year. it's per incident”simon f cooper, president ritz carlton
“ we interview people for culture
fit. we want people who are
passionate about what zappos is about–service. i
don’t care if they’re passionate
about shoes”tony hsieh, CEO, zappos
“ the more you engage with customers the clearer things become and the easier it is to
determine what you should be doing”john russell, president, harley-davidson europe
45%feel that their managers behave in a
way which is consistent with company values
only
Source: mercer hr consulting
some questions.....
1. what are you like as a role model?2. which of your behaviours reinforce
your organisation’s values?3. which of your behaviours contradict
your organisation’s values?4. how do you know?
successful leaders recognise that people need to understand:
• how well the organisation is performing against goals and targets
• their contribution to the aims of the organisation and the team
• their tasks, what is expected of them, and to what standard
• the behaviours expected of them• how well they are performing against
these things personally
“i’ve always said I would put my employees first, customers second and shareholders third, but if
you do that… the customers and the shareholders benefit anyway’’richard branson
“when people leave companies, they tend not to quit the company,
they are more likely to have quit the boss.”
ken blanchard
7 ideas.....
1. work ‘on’ not ‘in’2. get that ‘vision thing’3. get ‘engaged’!4. create leaders not followers5. develop an UBER culture6. champion your champions7. walk the talk!
“take the first step in faith. You do not have to see the whole staircase.Just take the first step.”
martin luther king
you can find out more at:www.andyhanselman.com
you can follow me at: www.twitter.com/andyhanselman
you can email me at:[email protected]
you can buy my books too!