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Transformational Leadership Development Program Leighton Contractors Pty Ltd Submitted by: JMW Consultants Australia Pty. Ltd. Level 6, 437 St. Kilda Road Melbourne, Victoria 3004 17 October 2011

Transformational Leadership Development Program · Transformational Leadership Development Program Leighton Contractors Pty Ltd Submitted by: JMW Consultants Australia Pty. Ltd. Level

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Page 1: Transformational Leadership Development Program · Transformational Leadership Development Program Leighton Contractors Pty Ltd Submitted by: JMW Consultants Australia Pty. Ltd. Level

Transformational Leadership Development Program Leighton Contractors Pty Ltd

Submitted by:

JMW Consultants Australia Pty. Ltd. Level 6, 437 St. Kilda Road

Melbourne, Victoria 3004

17 October 2011

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Proprietary and Confidential Submitted by JMW Consultants Australia Pty Ltd 1

TABLE OF CONTENTS

1. INTRODUCTION ....................................................................................................................................... 2

2. JMW’S VIEW OF THE CHALLENGE ............................................................................................................ 3

3. ABOUT JMW ............................................................................................................................................ 5

JMW Core Commitments ........................................................................................................................ 6

4. STRUCTURE OF OUR PROPOSAL .............................................................................................................. 7

5. TRACK RECORD IN: .................................................................................................................................. 8

Transformational Leadership Development ............................................................................................ 8

Same Or Similar Industries .................................................................................................................... 11

Long-Term Partnering And Integrity Of Delivery ................................................................................... 14

6. CULTURAL FIT OF ORGANISATION AND CONSULTANTS WITH LCPL ....................................................... 18

In General ............................................................................................................................................. 18

Philosophy And IP (Frameworks, Tools And Language) And Their Resonance With LCPL ....................... 22

Proposed JMW Team ............................................................................................................................ 26

7. DELIVERY OF PROGRAM PURPOSE AND OUTCOMES (OUR OFFER) ........................................................ 27

Learning and Recommendations From Past JMW Programs at LCPL ...................................................... 27

Recommended Structure And Components For “Leading At Leighton” ................................................. 31

Other Optional Approaches .................................................................................................................. 37

Utilising the Leadersip Practices Inventory Development Tool/Framework .......................................... 38

8. CAPABILITY AND CAPACITY ................................................................................................................... 39

To Provide Interstate Delivery With Consistent Outcomes And Participant Experience ........................ 39

To Deliver Program Support .................................................................................................................. 39

(To Provide) IP That Can Be Used Directly Or Reflected In Other LCPL Management And Leadership Development Programs......................................................................................................................... 39

(To Provide) Measures Of Impact .......................................................................................................... 40

9. PRICING ................................................................................................................................................. 42

10. REFERENCES .......................................................................................................................................... 44

11. APPENDICES .......................................................................................................................................... 45

Appendix 1: CASE STUDY 1 - STANDARD LIFE ....................................................................................... 45

Appendix 2: CASE STUDY 2: GLOBAL OIL AND GAS COMPANY ............................................................. 48

Appendix 3: PARTICIPANT AND HIRING CLIENTS COMMENTS ............................................................. 49

Appendix 4. EXAMPLE COURSE CONTENT ............................................................................................ 51

Appendix 5. BIOS ................................................................................................................................. 53

Appendix 6: EXAMPLE PROGRAM READING LIST ................................................................................. 65

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1. INTRODUCTION

JMW Consultants Australia Pty Ltd (“JMW”) is submitting this proposal for the customised design and delivery of a transformational leadership development offering, tailored to the needs of leaders across all divisions of Leighton Contractors Pty Ltd (“LCPL”). LCPL has clearly stated its purpose:

To be a trusted partner integral to our clients’ success.

Through our diverse capabilities, we enhance people’s lives

Values – Leadership – Excellence

In the context of a business strategy aimed at very significant growth, LCPL has identified the ability to attract, develop and retain the best people as a critical factor for sustainable future success. LCPL’s approach includes recognition that effective leadership underpins and drives culture and performance. This proposal responds to the LCPL Request for Proposal issued on September 19, 2011 seeking a qualified partner to develop an LCPL-wide leadership development curriculum as the core leadership development offering to leaders across all divisions of LCPL. It draws on over 29 years of JMW experience in supporting organisations to build leadership in the context of a high-performance culture and delivering their strategic ambitions and objectives. The program put forth in this proposal is designed to equip LCPL leaders to enhance organisational performance and embed the leadership capabilities required to do so, on a sustainable basis. We believe that the final design and approach is best determined in collaboration with yourself and other LCPL program sponsors.

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2. JMW’S VIEW OF THE CHALLENGE

Since the appointment of Craig Laslett, Managing Director and Michael Metcalfe, Deputy Managing Director over a year ago, LCPL has been reshaping the company to meet the new industry environment in Australia and beyond, and to position itself for growth opportunities in key growth industries, including Resources and Hydrocarbons. Efforts have included aligning and reformulating the Executive Leadership Team, articulating the Purpose and Strategic Outcomes for the organisation to 2016, clearly defining a new operating model and rethinking how LCPL Divisions should be organised and can collaborate more effectively to meet both LCPL and client needs. People and Capability, Systems and Processes and Safety are particularly high on the agenda as both pain points and areas of enormous opportunity.

THE CHALLENGE

The imperative for LCPL is clear. As outlined in the Request for Proposal, LCPL will grow from 12,000 to 20,000 people by 2016. Business expansion of such magnitude brings with it all the attendant risks of operating safely, effectively and profitably in new markets and geographies, as well as ramping up the supporting functions, systems and processes on a very tight timetable. Among the myriad critical success factors, it is recognised that achieving this objective will require a workforce that is engaged, leadership that inspires performance and mobile, flexible people with the right skills and capabilities. It will also require leaders who can effectively manage people through significant organisational changes, including possible organisational redesign, effective internal and external co-operation and partnering, moves to a shared services model and strengthened client relationship building and management. The scope of this undertaking must be viewed in light of today’s unprecedented economic uncertainty. LCPL is clearly targeting to expand in the growth sectors of the economy which depend on China’s growth. In other sectors outside of Resources, Hydrocarbons and Telecommunications it is more difficult to reliably predict exactly what the marketplace will look like in the coming years. To survive and thrive with an aggressive growth strategy in such an environment, leaders (and companies) must be able to adapt quickly and effectively. This particular capability, JMW asserts, will provide unique leverage and power for emerging leaders in the new era. JMW has found that the ability to adapt proves to be a catalyst that accelerates personal learning and growth for future leaders, while enhancing their acquisition of other targeted capabilities.

WHY LEADERSHIP DEVELOPMENT?

There is a growing appreciation within LCPL that effective leadership actually drives culture and performance. Meeting aggressive objectives will therefore require key staff to be able to:

“Step up” even more quickly into expanded roles and accountabilities Lead “from the future,” that is, understand and own their role in creating and fulfilling the

future Engage staff to target and deliver levels of performance that exceed what’s been achieved to

date, while dealing with complexity, uncertainty and rapid change Build and maintain sustained and trusted client relationships Create and lead, by example, a culture of accountability, integrity and high performance Collaborate effectively both internally across Functions and Divisions and with clients,

partners and others Lead through influence, authenticity and personal responsibility

In addition to developing an expanded set of capabilities, a strong leadership brand can also create a competitive advantage for the company in a highly resource-constrained market. Moreover, JMW maintains that growth of leadership capability is essential to altering culture and performance across an organisation.

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CAPABILITIES CRITICAL FOR THE FUTURE

Experts now agree that developing new leadership skills and capabilities requires an ongoing commitment to expand self-awareness and the ability to translate new insights into action on a day-to-day basis. Conventional training methods alone are seldom sufficient. Even for talented and successful leaders, what’s called for is a fundamental shift in “worldview,” a shift in how and what they “see” in the everyday world of business, such that their thinking and actions are derived from a new and more expansive perspective - that is, from a broader set of possibilities and options. To make this shift requires identifying and shedding certain “default” approaches and habits developed from past experience – and adapting new practices consistent with the desired culture and the organisation’s performance aspiration. The table below illustrates a number of specific ways in which such transitions evidence themselves for leaders participating in JMW programs.

FROM TO

Function/Division/BU

Focussed Collaborative, thinking from the whole

Needing direction Self-reliant, informed by areas of strategic importance

Compliant Committed and accountable

Reliant on past success Courageous in deciding, accepting risks and acting

Reliant on existing

knowledge Seeking continuous learning

Internally Focused Market and client focused

Non-conforming Supporting corporate standards

Providing the answer

Asking insightful questions/Create an environment for thinking and

creativity

Relying on existing

behaviours

Taking responsibility for change

Linear, analytical Broad-based strategic approach

Telling and directing Inspiring and influencing

Circumstance driven Operating with Integrity (doing what you say, regardless of

circumstance)

Denying underperformance Powerfully dealing with “what’s so,” facing up to difficulty/ failure

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3. ABOUT JMW

JMW is a privately held corporation dedicated to helping companies significantly elevate organisational performance by working with people to expand and enhance their leadership and management abilities, capacities and competencies. Founded in 1982, JMW employs 70 individuals worldwide, serving Australia, Asia Pacific, North and South America, Europe, Middle East and Africa. JMW clients span a broad range of industries including energy, financial services, pharmaceuticals, transportation, mining, manufacturing, technology, engineering and construction. JMW supports organisations in the following key areas:

Leadership Capability Development

Strategy Development and Implementation

Organisational Performance Assessments

High-Impact Performance Coaching

Aligning Senior Leadership Teams

Exceptional Delivery of Large-Scale, Complex Projects and Alliances

Building High-Performance Teams

Specific challenges typically include:

Achieving unprecedented improvement in company performance

Implementing critical initiatives that require cultural change, new mindsets and behaviours

Developing a leadership culture of accountability, commitment and effective action at all levels of an organisation

Building client focused organisations

Managing transition through organisation redesign and implementation of new operating models

Dramatically elevating individual productivity and work-life balance

Making organisational transformation sustainable

JMW has developed a core competency and specialisation in the customisation and delivery of leadership development programs tailored to client needs. For nearly three decades, we have partnered with clients to develop the staff who are critical to their future such that they make a far greater impact throughout their organisations.

JMW’s fundamental premise regarding development is that people are already effective, committed and competent. What limit their ability to realise their potential are barriers which often remain unseen. These barriers are not merely a function of external circumstances but rather a function of people’s worldview, which shapes their perception of business challenges, opportunities and impediments ….even themselves.

When people begin to recognise - and take responsibility for - the limits imposed by their world view, their vision of what is possible for themselves and their organisations expands. Standing in this new perspective, they are better able to identify and acquire the skills necessary to elevate their performance and the performance of those around them. This is how JMW helps clients transform the impact leaders make. Clients report that the impact of JMW’s programs is both immediate and lasting, and produces a measurable impact on people’s behaviour and effectiveness.

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JMW Core Commitments

We are committed to expand what’s possible for people and our planet.

We are committed to operating with the highest level of respect, integrity and authenticity at all times with our staff, clients, service providers and the public.

Our commitment is to make a profound difference for clients, their industries and the world at large. We make a difference with clients who are out to make a difference.

We are committed to our clients as partners and to generating outcomes worth significantly more than their investment, and value beyond their expectation.

PARTIAL CLIENT LIST – Past and Current

AECOM (Aus) Macmahon (Aus)

Abigroup Contractors MainRoads, Western Australia (Aus)

Arup Melbourne and Sydney Water Corporations

Atlantic LNG Motorola, Inc.

BHP Billiton Mubadala Oil & Gas

Bovis Europe National Air Traffic Services (UK)

BP Integrated Supply and Logistics – Eastern Hemisphere

Network Rail (UK)

Chevron Parsons Brinkerhoff/Balfour Beatty

Citigroup Pfizer Inc.

ConocoPhillips Queensland Main Roads (Aus)

Department of Defence (Aus) Rio Tinto Industrial Minerals

Devon Canada Road Transport Authority (Aus)

Energy Resources Australia Shell

Fluor Sinopec

Fulton Hogan (Aus) SKM (Aus)

Hess Standard Life

Internal Revenue Service (U.S.) Talisman Energy

Invensys The Boeing Company

Leighton Contractors Pty Ltd. The Procter & Gamble Company

London Stock Exchange Transport Construction Authority (Aus)

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4. STRUCTURE OF OUR PROPOSAL

JMW’s proposal is written to incorporate the following:

Clear and concise information covering each of the 11 selection criteria outlined in the RFP document, page 6.

Responses to feedback from past and current JMW leadership programs in the Construction and Industrial &Energy (I&E), and Leighton Investment and Facility Management (LIFM) Divisions of LCPL and recommended adjustments to design, content and language employed by JMW. These changes are designed to elevate the impact, cultural fit and efficiency of the program for LCPL in general, and in particular for Divisions with no history with transformational leadership approaches and/or with JMW.

A recommended program structure for Leading at Leighton – as well as optional design frameworks and approaches to meet the desired program intentions as outlined in the RFP document, page 4.

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5. TRACK RECORD IN:

Transformational Leadership Development

In 1986, an internal audit attributed in excess of $100 million in savings to the success of JMW “breakthrough projects” in five of IBM’s key development laboratories. Consequently, JMW was asked to develop a training program to equip IBM managers and leaders with the capabilities required to deliver similar gains on an ongoing basis. The resulting program afforded our firm a unique opportunity … to demonstrate that “transformational” capabilities could be learned, assimilated, and replicated by others. The reputation and track record we enjoy today began then. We take the case that “Transformational Leadership Development” has three primary dimensions:

The individual’s own ability to think and act The individual’s ability to influence thinking and actions of others The organisation’s performance and results

In each dimension, the magnitude of impact targets an outcome beyond “the predictable.” Viewed as a whole, this constitutes the challenge of “Transformational Leadership Development. Literally thousands of individuals and numerous Fortune 100 and ASX 100 companies who have sponsored their participation attest to, and provide evidence for the fact that JMW has consistently met that challenge.

“JMW’s unique combination of developing leadership, while focusing on achieving specific results, is complimentary and supportive in having a company achieve a new level of performance. As a result of their work, I have observed an unmistakable change in how people view their roles, and who they need to be to fulfil on the company’s future. Having JMW on board provides an incredible tool for any leader trying to transform their company from where it is to where they want it to be.” Chief Operating Officer

During the same period (1984 - present), JMW has been an active player and contributor to the field of transformational leadership development. Our company was among the founding affiliates of Transformational Technologies Inc., an association of firms committed to making transformational theory and practice available to organisations and institutions worldwide. JMW is recognised among the owners of these firms as having consistently set the standard for leading edge services, quality of delivery, and documented client results. (This remains the case today among licensees of Tekniko, the association’s current name.) In addition, JMW has partnered with numerous development professionals and academic institutions to research and document the impact of transformational leadership in organisations, as well as to develop new and innovative offerings based on the findings. These associations in different eras included such noteworthy institutions as The Center for Creative Leadership and London Business School, as well as authors Richard Pascale, Dan Yankelovich, Noel Tichy, Warren Bennis, Sumantra Ghoshal, Jay Conger, Werner Erhard, Mike Jensen, Steve Zafron and Dave Logan.

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Programs designed by JMW to develop transformational leadership were also noteworthy for having pioneered a variety of innovative concepts, approaches and practices. Many of these practices have since been adopted by leading academic institutions and corporate universities and as a result are now generally accepted as standard features of the leadership program delivery repertoire. These innovations include:

Rigorously articulating commitments for session purpose and outcomes and being held to account by participants

Conducting multiple session programs over extended periods of 9 to 12 months with assignments between sessions to apply and enhance learning in action

Requiring participants to define, commit to, and deliver breakthrough projects with measurable business value over and above existing expectations

Providing individual coaching during and between sessions

Using templates that enable constructive feedback and insight

Reconciling targeted project objectives against actual delivery for learning value

Linking course content to business context and priorities

Asking for commitments from participants to improve mental, physical and emotional health

Establishing learning support partners and groups to sustain learning beyond the program

Two case studies of the impact of JMW’s custom-designed transformational leadership development programs are provided in Appendices 1 and 2.

GLOBAL EXPERIENCE IN DESIGN AND DELIVERY OF LEADERSHIP DEVELOPMENT PROGRAMS

JMW has delivered transformational leadership development programs to over 5,000 executives and managers around the world.

NUMBER OF LEADERSHIP PROGRAMS* CONDUCTED SINCE 2000

* Please note: JMW Programs are typically multi-session, extending over several months.

348

0 50 100 150 200 250 300 350

2000 … 2011

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PROGRAM EXAMPLES

Commitment, Action and Results™ Developing Excellence™ Impacting Frontline Performance™ Leadership, Performance and Results™ The JMW Organisational Productivity Program™ The Leader of the Future® Leadership and Management In Action™ Leader as Coach™ Shaping the Future™ Partnering for Delivery™

Each program is originally designed to fulfill a client need … addressing a distinct performance context and varying needs at different levels of organisational accountability.

GRADUATES OF JMW LEADERSHIP PROGRAMS – BY JOB LEVEL

COUNTRIES REPRESENTED: 61

FEATURES OF JMW LEADERSHIP DEVELOPMENT:

Linking executive development with strategy

Demonstrating a return on education and development investment

Utilising executive development as a vehicle for cultural and organisational change

Education and development as an element of strategy to attract and retain people – employee value proposition

Designing executive development to directly impact performance

SENIOR LEADERS 54%

MIDDLE LEVEL LEADERS

25%

SUPERVISORY / FRONTLINE

LEADERS 21%

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Same Or Similar Industries

JMW has partnered directly with LCPL Construction Division since 2001 to provide the following support:

Alliance/Project bid coaching

Project and alliance delivery and implementation

Strategy development and review

Leadership Development Programs (including senior level as well as front-line leader level)

Leadership team alignment

More recently, JMW’s support within LCPL has expanded to bid support and leadership development for the LIFM Division, as well as support for key strategy development and review meetings of the Executive Leadership Team and General Managers Meetings at the Group Level.

JMW has designed and delivered the following leadership development programs for LCPL to date:

2007 NSW Construction Division – Leighton NSW Leadership Program

2008 NSW Construction Division – Leighton NSW Leadership Program

2009 NSW Construction Division - Future Leaders Program

2011 National Construction and I&E Division - Future Leaders Program (underway)

2011 LIFM Division – Shaping the Future™ (underway)

DIRECT EXPERIENCE IN LCPL RELATED INDUSTRIES

In addition to this direct experience with LCPL, the majority of JMW’s clients, particularly in Asia Pacific, are in the engineering, construction, oil and gas, energy and resource industries. The table below outlines this experience.

JMW has worked for many years in the industries and sectors in which each of the LCPL Divisions work, including Resources, Energy, Oil and Gas, Telecommunications and Construction. We are familiar and conversant with their current challenges and concerns and the implications for leaders.

NUMBER OF CLIENTS IN KEY SECTORS SINCE 2007

CONSTRUCTION,

37

ENGINEERING, 19

OIL AND GAS, 62

MINING, 8

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Currently, JMW is supporting 69 different client companies worldwide. In addition to those already mentioned, JMW is working in the Advertising, Finance and Insurance, Education, Technology and Healthcare industries. The size and scope of the engagements vary from executive coaching contracts to large-scale, organisational transformations, including customised leadership development programs for senior, middle and frontline leaders.

EXAMPLES OF JMW ENGAGEMENTS

The examples listed have been chosen and ordered by likely relevance to LCPL. Company names have been omitted to protect client confidentiality.

INDUSTRY LOCATION OF SERVICE

TIMING BRIEF DESCRIPTION OF SERVICE

Construction

Australia 2002 - present

− Leighton Leadership Program™ (2007, 2008, planned for 2009) -

custom designed in-house development for division managers and

senior project managers

− Participants in public JMW The Leader of the Future® program

− Consulting in organisational performance

− Coaching

− High-performance alliance and project delivery

− Bid coaching

Consulting Engineering

Senior Mgrs all States

2008 - 2010

− Custom-designed in-house leadership development program for

senior executives

− High-performance project delivery

Engineering, Construction, Oil & Gas

US, Canada 2009 - present

− Breakthrough Project Delivery

− Executive Team Performance

− Leadership Team Meeting facilitation

− Executive Coaching

− Organisational Performance Assessment

− Various Consulting

Mining Australia, South America, UK

2001 - present

− Custom designed Forging the Future™ program

− Consulting to deliver extraordinary results

− Executive Coaching

− Leadership Team Performance

− Bid Coaching

− Team Alignment

Oil & Gas

Singapore 2006 - 2008

− Custom designed in-house leadership development program for

senior executives

− Leadership Team Development

− Executive Coaching

Canada and USA

2006 - 2008

− Customised in-house leadership programs for senior and mid level

managers

Global 2007 - 2010

− Co design and delivery of new leadership program for next top 200

leaders

Europe and US

2002 - present

− 4 In house The Leader of the Future® Programs

− 1 Shaping the Future™ Program

− Executive coaching and various consulting

Trinidad 2010 - present

− Customised in-house leadership programs for mid and senior level

managers

− Executive coaching

US 2007 - present

− Customised in-house leadership programs for senior managers to

drilling managers and superintendents

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INDUSTRY LOCATION OF SERVICE

TIMING BRIEF DESCRIPTION OF SERVICE

− Breakthrough project delivery

− Leadership Team alignment

− Executive Coaching

− Consulting to deliver specific results

Mineral, Mining, Oil & Gas

US, Europe, Australia

2008 - present

− Customised Leadership Development

− Executive Coaching

− Breakthrough Project Consulting

− Organisational Assessment

− Leadership Team Performance

Energy US, Canada, Europe, Asia

2010 - present

− Customised Leadership Development

− Executive Coaching

− Leadership Team Performance

− Various Consulting

Consulting Engineers

Australia wide

May 2005

− Design and delivery of program Leadership Excellence: A

Breakthrough in Performance™ for ACEA members (now Consult

Aust)

− Specifically designed for shift of technical focus to leadership. Building

leadership capabilities

Manufacturing Europe, USA and Asia

2003 - present

− In-house Leader of the Future® program

− Followed by customised Senior Leadership Seminar™

− Next level down customised Impacting Business Performance™

− Various consulting

Defence South Australia and Canberra

2008 - 2009

− Custom-designed development programs Shaping the Future™ and

Leadership, Performance and Results™ for senior and middle

managers

− Consulting support to elevate organisational performance and deliver

extraordinary results

− Performance coaching

Transportation UK 2003 - present

− 10 per year in public The Leader of the Future® programs

− Custom designed next-level leadership development program

− Executive Team alignment and strategy consulting

− Various breakthrough projects

− Coaching

Government Agency

UK 2007 − Leadership Development Program

US 2010 - present

− Customised Leadership Development Programs

− Executive Team Performance

Finance UK 2007 - 2010

− Two Customised Leadership Development Programs

− Leadership Team Performance

− Executive coaching

− Individual registrations in public The Leader of the Future® program

Finance & Insurance

UK 2009 - present

− Customised Leadership Development

− Executive Coaching

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Long-Term Partnering And Integrity Of Delivery

EXTENSIVE EXPERIENCE WITH LONG-TERM PARTNERING

JMW structures engagements so that we work in partnership with our clients. It is our view that a collaborative communication approach among JMW staff and client best serves the initiative and the client.

NUMBER OF LONG-TERM (OVER 3 YEARS) CLIENTS

Examples of companies with whom JMW has engaged in long-term partnerships for design and delivery of leadership development (as well as other support) include those listed in the table below.

BP

Chevron

Conoco

Devon Canada

London Stock Exchange

National Air Traffic Services – UK

Parsons Brinkerhoff

Shell

Standard Life

United States Internal Revenue Service

19

21 3 YEARS

5 YEARS

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JMW has partnered with many internal learning and organisational development professionals as well as with external academic and other consultants/providers in the customised design of programs. For example, JMW successfully co-designed and delivered a leadership development program exclusively for Conoco University in collaboration with the London Business School and the Centre for Creative Leadership. The Conoco University Objectives included:

Unify leadership across the company Unify corporate standard for development Deliver measurable enhanced performance and results

This led to the development of the Trailblazer Program, which was the cover story of Business Week in the United States in 1999. Eight programs were scheduled. The merger with Phillips interrupted the seventh program.

JMW has also worked alongside other consulting firms, including McKinsey and PWC, to ensure that the design and implementation of our programs is integrated with other company performance initiatives in the most impactful way.

APPROACH TO PARTNERING

We follow a phased process to ensure quality customer service: Prepare, Engage, Execute and Manage, Complete.

In the Prepare phase, we involve the JMW staff who will be working with the client to jointly develop the program and develop a plan that clearly outlines our respective roles and accountabilities.

We engage the client to clarify expectations and establish an agreed means of measuring success.

During Execute and Manage, we carry out our roles and responsibilities, seeking fellow staff and client feedback on progress, issues, and areas for improvement, opportunities, risks, deliverables, and measures of success.

In Complete, we jointly work with the client to assess and document our final outcomes and determine lessons learned.

Our approach begins by taking the case that our assumptions (including those put forth in this proposal) are preliminary and would benefit from in-depth dialogue with appropriate LCPL personnel across the Divisions. Further, we would take the case that you expect our expertise to complement your “in-house” capabilities, and to provide a dimension you consider essential to success. To serve your needs, we consider it our responsibility to help clarify the scope and character of this contribution, and to design our partnership to be successful. To establish alignment regarding the points above, our approach would likely include the following steps which have proved helpful in JMW’s experience to date with co-design of transformational leadership development programs. 1. Build a foundation for a successful partnership – generally this begins with an “originating

event” in which the key players can: Connect by sharing and understanding each other’s expectations, values, biases and

commitments Agree a set of principles and protocols for working together and managing any conflicts

that arise Develop initial work plan (what needs to be done, and by when) and division of labour

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2. Establish a schedule for consistent contact in real time; face-to-face and via teleconference. (Following the event described above, monthly face-to-face meetings can be utilised to confirm alignment and make strategic choices, while more frequent conference calls can update progress, identify changes and issues to resolve, and make new requests of each other.)

3. Agree on formats and process for creating and updating design documents (Purpose/Outcome

statements, session overviews, content modules, timelines, slides, etc.) Among the insights we’ve gained from experience to date with co-design and co-delivery of education, these have proved the most useful:

Design is not static, it should evolve as we learn together Changes in organisation and key players should be expected We have at least two categories of “clients” to satisfy - with different needs

− Sponsors − Participants

We can learn from each other’s expertise Efficiency is served by empowering the resource best suited for the task

− JMW adds value by discerning “what’s missing” in the content and process − Our expertise with “enrolment” can be exploited to our mutual advantage − We rely on your knowledge and experience to provide business context

Any breakdown can be resolved in communication

INTEGRITY OF DELIVERY

JMW is always seeking to elevate the integrity of delivery of our programs, which we approach in six ways:

1. The effectiveness of our program delivery against program objectives and promises. To what degree are the actual outcomes consistent with the design, the purpose, and the stated/promised outcomes? JMW is serious about the match between what we say and what gets delivered both in terms of content actually delivered, and in terms of what’s “received” by participants as described by them. Public declaration and private written feedback are instruments of holding ourselves to account. Such practices we believe to be a demonstration of a commitment to integrity of delivery. Consistent with this, JMW has rigorously articulated purpose and outcome statements for each session, as well as for the overall program. Participant assessment from documented feedback indicates a close correspondence between those objectives and what they leave with from the session, and from the program overall. Some of this feedback for LCPL programs is documented in section 6.

2. Willingness to continuously improve design and delivery, as evidenced by numerous iterations of programs with long term clients. Our track record of customer satisfaction, evidenced through numerous program iterations over time with long term clients we believe indicates a measure of integrity of delivery.

3. Fulfilling the intentions and managing the expectations of internal stakeholders who are non-participants

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JMW manages the relationships with (non-participant) internal customers before, during and after program delivery to ensure that they are engaged and satisfied. Internal customers include Organisation and Leadership Development Professionals, Division and Function Managers as well as the CEO. JMW also supports participants to effectively manage the conversations and impact of their participation on their direct reports. We consider all these aspects to be part of successful delivery of a program.

4. Regular, session by session reviews of internal and external business conditions to adapt program content for maximum impact. JMW meets with relevant client stakeholders, OD and learning professionals and program sponsors between each session to ensure that all current business issues are known to the Program Leaders, including how those issues might be affecting the participants and how best to position or frame the material in subsequent sessions to be of most benefit to the participants and therefore the organisation.

5. Internal JMW quality reviews

JMW conducts regular internal quality reviews of client engagements. Senior JMW program leaders and consultants meet with senior management to review progress of outcomes against promises, share best practice in design and delivery, support the identification of any areas that are not a match for JMW’s quality standards and design appropriate actions to elevate impact consistent with our commitment.

6. Two senior JMW professionals working in partnership We have learned through many years of experience that ensuring a transformational impact for each and every participant requires a highly tuned capability in managing both the conversations that happen “out loud” (between the program leader and participants and between participants themselves), as well as the listening of those not speaking. What is in the background listening shapes the learning. With 20+ people in the room, this requires two highly trained program leaders to manage this critical aspect of program delivery.

Ultimately, professionals at JMW hold themselves to a standard of integrity which includes meeting expectations as well as promises, and if they are not met, we hold ourselves to account and take whatever actions needed to restore a condition of integrity in both expectations and deed.

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6. CULTURAL FIT OF ORGANISATION AND CONSULTANTS WITH LCPL

In General

JMW has a detailed understanding of LCPL having been engaged by the company to support a range of challenges and initiatives since 2001. JMW has primarily supported the Construction Division. In recent years this has expanded to include the I&E and LIFM Divisions of LCPL, as well as the Executive Leadership Team and corporate (group) functions, with the following:

Custom design and delivery of senior leadership development programs Strategy development and implementation Leadership team alignment Delivery of large-scale projects and alliances – building high-performance teams Turnaround of distressed projects Executive coaching Supervisory/Frontline leadership programs for major projects

JMW understands the journey that LCPL is on and the organisational ambitions, aspirations and performance challenges. We have a team of senior professionals who have all contributed to Leighton engagements at various times and in various capacities. There are several factors which suggest that JMW is uniquely suited to work with LCPL to expand the leadership capability within the organisation. These include: Familiarity with LCPL Executives and current strategic challenges

JMW continues to support LCPL conversations regarding strategy and critical organisational issues at the senior most levels of the organisation. We have unique insight into the perspectives, challenges and strengths of the Divisions and Functions and the strategic direction of the company overall. The emerging impact and requirements for organisational design, behaviours, internal and external cooperation and effective implementation of the operating model are a few critical examples of the necessary context for effective design and implementation of Leading at Leighton.

Extensive experience with engineering and construction companies – as well as their client companies

In providing leadership development and consulting to engineering and construction companies in Australia and around the world, as well as for many of their clients, we appreciate the performance challenges facing companies in this industry and in the current economic climate in particular.

Understanding of the nature of the people and the work

JMW understands projects in LCPL and related industries - it is a language with which we are familiar. The JMW team have many years experience working with engineering and scientific professionals and the manner of thinking in which they have been trained. Similarly, we are very experienced in relating to pragmatic, direct people, as is characteristic of LCPL. In fact, we very much value and enjoy it! Demonstrated success in developing leaders in LCPL

JMW has a proven track record in developing technical professionals from varied engineering, and scientific disciplines, including those who have had limited leadership development experience. As mentioned above, this includes the successful delivery of several programs for LCPL.

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TABLE OF STATISTICS

An analysis of Leighton program participant surveys is provided below as indicative evidence of a cultural fit of JMW’s leadership development approach within LCPL. While restricted to Construction, I&E and LIFM Division participants, the survey data suggests that the JMW programs fit well within the Leighton culture, to the extent that culture is represented by the participants in past and current programs. Following is a compilation of survey results from the two leadership programs designed and led by JMW for Leighton NSW in 2007 and 2008. A total of 44 participants completed these two programs. Among other questions, participants were asked to indicate the degree to which the purpose and outcomes of the programs were fulfilled for them. They were also asked their level of improvement against an established list of capabilities. One could argue that had there been no cultural fit, the results would have been less satisfactory. (Please note we are also aware of some negative feedback which is addressed in section 7)

Has the purpose of the program been fulfilled for you?

Not Sure Not at all To some extent

To a large

extent

To enable you to provide the leadership required to make a far greater impact in your organisation.

1 43

Have the objectives for the program been fulfilled for you?

To develop new leadership capabilities 2 42

To establish a common understanding of leadership

2 42

To generate a common set of principles, skills and practices that will elevate leadership throughout the organisation

9 35

Have the outcomes been fulfilled for you?

To develop leaders who have a powerful relationship to:

Leighton NSW’s future 7 37

Developing yourself and others 3 41

Partnership and collaboration 9 35

Individual and collective performance 3 41

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CAPABILITIES

How would you assess the improvements in your capabilities to: N/A Not at all

To some extent

To a large extent

Listening 14 30

Speaking 24 20

Managing conversations 19 25

Engagement of others 11 33

Generating new possibilities 5 39

Expanding and enhancing relationships 1 1 15 27

Requests, promise, offer 1 22 21

Kinds of talking 13 31

Communication 16 28

Commitment 8 36

Impact of background conversations 12 32

Recognising your reactions 8 36

Intervening in difficult circumstances/ problems 15 29

Your Success Strategy 13 31

Your Counterproductive Behaviours 1 8 35

New leadership possibilities 6 38

Similarly, survey responses of the completed Leighton NSW Future Leaders Program in 2009 designed and conducted by JMW for NSW/ACT yielded similar results and seem to point to a good cultural fit between JMW and Leighton. (A second Future Leaders Program is currently being conducted for Leighton Construction and I&E Divisions; preliminary results of that survey indicate a similar level of success.)

PURPOSE AND OUTCOMES

Has the purpose of the program been fulfilled for you?

Not Sure Not at all To some extent

To a large

extent

To enable you to provide the leadership required to make a far greater impact in your organisation.

4 17

Have the objectives for the program been fulfilled for you?

To develop new leadership capabilities 1 20

To establish a common understanding of leadership

5 16

To generate a common set of principles, skills and practices that will elevate leadership throughout the organisation

2 19

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Have the outcomes been fulfilled for you? To develop leaders who have a powerful relationship to:

Not Sure Not at all To some extent

To a large

extent

Leighton NSW’s future 2 19

Developing yourself and others 4 17

Partnership and collaboration 5 16

Individual and collective performance 3 18

Safety, quality and environment 1 2 12 6

CAPABILITIES

What capabilities do you have an expanded understanding/appreciation for:

Not at all To some extent

To a larger extent

Cultivate one’s own learning 4 17

Challenge what’s predictable 2 19

Develop discipline in thinking, speaking and listening

2 19

Bring clarity and accountability to commitments

2 19

Stand for new possibilities 2 19

Enhance involvement and ownership 8 13

Lastly, a fit for culture assessment should include the Shaping the Future™ program which is currently underway with the leadership of Leighton Investment & Facility Management. Following is a compilation of the satisfaction ratings from sessions 1 and 2.

Example quotes from Leighton participants and other hiring clients is provided in Appendix 3.

Please note: Complete survey compilations for each program, including all satisfaction ratings, can be provided on request.

Very Satisfied

62%

Satisfied 36%

Somewhat satisfied

2%

Dissatisfied 0%

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Philosophy And IP (Frameworks, Tools And Language) And Their Resonance With LCPL

JMW’s development philosophy proceeds from three fundamental premises. Experience to date with LCPL suggests there is considerable resonance with and appreciation of these perspectives among program participants in general, and several key leaders with whom we’ve shared and discussed the themes in particular. To briefly summarise these core premises, we take the case that:

Human beings want their lives to matter, and are thus drawn to opportunities for extraordinary accomplishment and a chance to make a difference.

This statement serves as a “ground of being,” a foundation from which to think about who people are and how one might choose to relate to them. It appeals to people’s best instincts about themselves and others, and hence provides an optimistic and highly empowering entry point for taking on the challenge of personal learning and growth.

Successful people are already highly effective and committed, but they have barriers to the full realisation of their innate potential for effectiveness and commitment.

With this as a given, there’s no need to be defensive about learning. Even the most capable and talented leaders can recognise areas to improve and take their prowess to a new level. However, what’s not obvious to them is how often the most significant barriers to realise their potential are unseen. These “blind spots” reside in one’s habitual views and opinions – about the environment, about others, and even about oneself. Once seen and acknowledged, authentic new insights and breakthroughs emerge, revealing pathways beyond prior limits.

Learning is a social phenomenon which, in and of itself, is enabling and satisfying.

Effective acquisition of new capabilities invariably occurs in a social environment, in communities of practice. Evidence also shows that those who engage in ongoing learning derive a greater sense of satisfaction from their everyday experience of living and working.

To put our development philosophy into practice, JMW has developed a unique pedagogical model that incorporates informational, operational and transformational learning. The difference in method and impact is demonstrated by the following model:

Informational

Traditional classroom

Operational

In Action

Transformational

Worldview Changing

DOING COACHING PRACTICE

BEING QUESTIONING

INSIGHT

KNOWING REPLICATING

ANSWERS

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By addressing what’s required for leaders to advance in all three realms, the impact extends beyond the benefits of traditional learning – which deepens understanding through new relevant data. As with any practical skill or competence, improvement depends on consistent and appropriate practice. Our approach incorporates sufficient time and attention to enable leaders to discover what they can actually “do” to practice the specific behaviours and actions which are designed to enhance their effectiveness. This emphasis has been cited by LCPL program participants as a helpful aspect of their learning to date. While the components required for transformational learning are less familiar and obvious, we have developed reliable methods for instigating this process. Consistent with findings in recent research, challenging successful and talented individuals to question their own assumptions, habits and attitudes proves useful in building a new level of personal reflection, insight, and self-knowledge. Discussions of this kind are often the key to significant shifts in one’s orientation as a leader (see the display at the end of Section 2 for reference). The result evidences itself in greater freedom to express oneself fully and authentically, which is generally accompanied by a new sense of clarity and confidence from which to navigate as a leader. Positive feedback from LCPL program participants indicates an appreciation of the particular insight and value derived from their experience of this kind of “Transformational Learning.” Each individual learns differently and at a different pace, therefore part of JMW’s philosophy is to include alternate modes of learning. This kind of impact for people can be accomplished in classroom training and through blended learning modalities, e.g., teleconferences and web conferences, multi-media, on-line programs, coaching, project work, etc. JMW’s training philosophy therefore includes training that encourages participants to:

Own their development and take the opportunity seriously

Engage fully in programs

Explore, and be willing to be surprised by insights that occur as authentic and compelling

Take the opportunity to reflect and integrate that experience to draw a deeper

understanding of how leadership actually shows up “on the field”

Develop a more sensitive and precise inner compass

Develop an appreciation of development beyond assessment

Adopt an approach to career development as a journey of learning

From the perspective of IP, JMW’s leadership development programs incorporate the following fundamentals:

1. Transformational leadership stands on a foundation of integrity, authenticity and the courage to be committed to something bigger than oneself

2. Leadership in action is defined as “causing what isn’t” vs. “managing what is.” Ultimately, a leader’s job is to intervene in service of performance and results which would not otherwise occur.

3. Confronting the limits imposed by one’s strengths and weaknesses provides an access to

create capabilities beyond both. This is the key to increased confidence.

4. Greater fluency with the language of commitment and action enables leaders to translate concepts, possibilities and ideas into real and measurable results. It also provides increased leverage for influencing others and responding to change.

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5. Delivery of business challenge (“breakthrough”) project objectives which exceed existing expectations (both during and subsequent to the program) provide the requisite challenge and stretch to ensure learning is translated.

In this context, JMW has an extensive library of relevant content to draw on, many elements of which are well established in LCPL programs conducted to date. The nature of the content ranges from conceptual frameworks to specific methods, tools and practices for applying such concepts in real time. Allowing for individual preferences (and specific negatives) LCPL program participants have generally found much they could relate to and apply.

CONCEPTUAL FRAMEWORKS

Given that the impact of JMW’s leadership development programs is transformational; our programs are designed to reliably prompt dramatic shifts in leaders’ views of themselves and their capacity to contribute to their organisation.

Our program leaders engage program participants in structured dialogues and facilitated inquiries that draw on approaches pioneered in the sciences of Phenomenology and Ontology and which have been refined and validated by recent discoveries and developments in Neuroscience. In 29 years of “on-the-court” engagement, study and refinement, JMW has developed a body of proprietary practices and distinctions which we deploy in our programs. Program participants are prompted to engage in rigorous thinking to master these distinctions and the new perspectives they provide. This approach closes the learning gap between knowing and doing. Instead of merely gaining a better understanding of the skills required for current and future success, leaders actually master new perspectives. This unique learning model enables them to move beyond understanding, to fully own and integrate new skills and capabilities critical to expanding their leadership.

Example key frameworks, tools and distinctions deployed in our leadership programs include:

A Spectrum of Conversations™ for

Engagement and Enrolment

The Anatomy of Reaction

Access to Authenticity Facts versus Interpretations

Alignment versus Agreement The Nature of Commitment versus

Compliance

Background Conversations Committed vs. Descriptive Talking

Declaring New Possibilities Principles of Integrity and Accountability

Intervening With Problems Bringing Closure to the Past

Inventing the Future Limits of Self as Identity

Leading through Influence Keeping Vision Alive

The Breakthrough Model™ Essentials of Collaboration

The Source of Performance

For example content, please see Appendix 4. For example program and session purpose and outcomes, please refer to those for the current Future Leaders Program.

JMW’s proprietary technology of principles, practices and tools are taught in ways that have each participant challenge him/herself to achieve the highest level of what is possible through self-reflection, choice and insight. In fact, after the programs, people are able to use everyday experiences and challenges as a fertile ground for continuous growth and development.

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JMW’s methods include such specific tools and practices as:

Techniques for listening more generously to others; Templates for establishing commitments via clear and effective requests, promises and

offers; Processes to identify and acknowledge one’s biases and prejudices; Templates for offering constructive feedback; Written assignments to speculate about, expand on, debate new principles; Individual, partner, and group exercises utilising role play, critique, and coaching to embed

learning and generate insights; Role-play presentations to test engagement, understanding and agreement of others.

JMW has evidence from more than 5,000 graduates that this leadership capability development continues to expand over time based on the learning shift that is generated during our programs, even more so when structures are developed to support ongoing practice and coaching, and to integrate the learning. Clients report that the impact of JMW’s programs is both immediate and lasting, and produces a measurable impact on people’s behaviour and effectiveness.

JMW is also aware of aspects of the learning method and language that have not resonated well with some Leighton participants, or with some Executives who have not participated in the programs but have heard about some of the content from past and current participants. This feedback and JMW’s proposed response is outlined in Section 7.

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Proposed JMW Team

Please note:

1. Depending on the number of programs that LCPL needs at a given time, JMW has other Senior Faculty to draw on to lead programs, including David Spiwack and others globally and locally.

2. JMW’s responsiveness to administrative matters for the 2011 Construction Division program has at times not met our own standards. Once the full scope for Leading at Leighton is known, we will review and determine the optimal approach for administration.

3. JMW’s leadership development programs are delivered by two highly trained, senior professionals of many years experience. JMW will draw on our most experienced resources to support the design and delivery of the LCPL programs. We propose to complement this (as outlined above) with highly experienced, program leaders who also have extensive consulting experience in LCPL and other Australian and Asia Pacific organisations to deliver high performance outcomes.

Bios for JMW Program Design and Delivery teams are attached in Appendix 5.

• Deborah Kiers - Managing Director OVERSIGHT AND CLIENT

RELATIONSHIP MANAGEMENT

• David Spiwack - Executive Vice President

• Alan Ross - Director, Program Leader Development

• Conrad Amos - Senior Program Leader, Senior Consultant

• Deborah Kiers - Managing Director

DESIGN, QUALITY AND EVALUATION

• Alan Ross - Senior Program Leader

• Conrad Amos - Senior Program Leader, Senior Consultant

• Steve Morton - Program Leader and Senior Consultant

• Evan Hough - Program Leader and Senior Consultant

DELIVERY

• Tracey Heyward Petry - Senior Program Manager

• Di Morton - Senior Administrator PROGRAM MANAGEMENT

AND ADMINISTRATION

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7. DELIVERY OF PROGRAM PURPOSE AND OUTCOMES (OUR OFFER)

Learning and Recommendations From Past JMW Programs at LCPL

REFINEMENTS TO DATE

Since delivering three programs in the NSW Construction Division since 2007, the current Leighton Future Leaders Program has evolved to incorporate the following:

Closer integration with the strategic outcomes and ambition of the Construction and I&E Divisions, both in terms of the broader context of the program and the design and delivery of business challenge projects (thus far termed “Extraordinary Outcomes”)

Development of a Mentor program with graduates mentoring current participants. This provides a learning benefit for both the Mentor and Mentee. The take-up rate of this opportunity has been very high

Strengthened links with strategic priorities to build support building a culture of Integrity, Accountability and High-Performance Teams

Visits by Senior Division and BU Managers to both share their learning and experiences, as well as their expectations for current participants and the business

Increasing emphasis on reflection, preparation and management feedback prior to the commencement of the program to clarify individual leadership gaps, learning objectives, and what participants have at stake in being in the program

Increased internal support for development and delivery of “extraordinary outcomes”, including the role of Cindy Moussi as a coach and support, and the active interest of the Division Managers, both through attendance at the sessions and off line.

In the case of the LIFM Division, a program has been designed for an intact team, including the Division Manager and the top 25 managers in his team. The program has both a delivery as well as development focus, with the sessions of the program providing a forum for strategic alignment and working on strategy implementation challenges. Transformational leadership concepts are incorporated into the program allowing strategic issues and challenges to be worked “real time,” utilising the new frameworks and tools to facilitate individual and team learning.

PROGRAM FEEDBACK TO BE ADDRESSED

In addition to positive feedback and support for the JMW programs in many quarters, JMW is also aware of negative feedback from some participants, as well as references to the program that have caused difficulty within the broader, internal LCPL environment. While JMW is not clear how widespread such feedback is, we are committed to being responsive and to ensuring that these issues and concerns do not persist. Further, we believe that appropriate refinement of program design, content and delivery will largely resolve the issues without diluting the desired transformational impact. Early ideas to achieve this are offered in Section B below. Identified issues include:

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Some participants find the program polarising.

There is a perceived tension between those who quickly embrace program premises and terminology and those who prefer to take a more sceptical posture in their participation. The apparent “evangelism” of the former group has been “off-putting” to the latter. This tension is characterised as “polarising.” The content, design and delivery of a new Leading at Leighton program will need to temper this response. Aspects of the program language do not resonate.

Some of the specialised terminology in the program (including “extraordinary outcomes,” “transformational leadership”, etc.) has raised concern. It is viewed by some as exclusive or arrogant and by others as insufficiently pragmatic and “down-to-earth” for LCPL employees and an engineering environment. Such “terms of art” are deliberately designed to provoke thinking beyond habitual tactics to improve action and performance. At the same time, JMW understands that more pragmatic terminology will work best in general and a few key terms in particular may need to be eliminated from the vocabulary for Leading at Leighton.

Delving into people’s past is unnecessary.

We agree. For some people any conversations which reference earlier experiences in life are viewed as too personal and outside the scope of business and leadership. JMW can respond to this concern with a new framework and material to ensure sufficient depth of impact and heightened self-awareness for participants, while avoiding what is for some an overly personal approach.

The program is too expensive

The structure and intensity of the current Future Leaders program in the Construction and I&E Division requires a very significant investment of time and money. In reviewing the Leading at Leighton program intentions in the RFP, we believe they can be accomplished more efficiently and in less time.

Participation of managers at sessions in design of projects is viewed by some as intimidating.

Attempts in this year’s program to elevate the level of involvement and support by senior managers in the design of Extraordinary Outcomes have left a few participants feeling judged and/or criticised. Again, the context and design of this aspect needs to be enhanced to mitigate the risk of such a response.

Some participants experience too much support and input

JMW has recently had feedback from a few participants that in addition to the Learning Partner, Mentor support and JMW Coaching, they are also receiving input/coaching from other consultants/coaches hired by Leighton. While participants recognise and appreciate that this is all provided to support them, so much input can be confusing and at times overwhelming. It will be important for the design of Leading at Leighton that all input is well coordinated and that we reconsider how much, and what type of support is optimal.

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CHALLENGES FOR AN LCPL-WIDE PROGRAM

In addition to addressing the evolution of the program based on the feedback outlined above, JMW is also aware that the context for designing and delivering an LCPL-wide program is substantially different than that for the current Construction Division Programs. In the case of the latter, the Sponsor Executive (Mike Metcalfe) was a graduate of JMW’s public The Leader of the Future® program and to this day, is a powerful advocate for the value of transformational leadership development as the basis of individual performance improvement, as well as underpinning organisational culture development and organisational performance.

While two other ELT members are also graduates, the level of sponsorship across the remaining Divisions and Functions will obviously vary. JMW understands that it is not agreed or planned to have the head of each Division and/or Function participate in the program. There are various options that JMW can employ to ensure that executives are sufficiently engaged and informed to effectively leverage the development opportunity for their organisations.

Appropriately designed briefings for Division and Function leaders would likely include:

1. What is covered in the program, the content and approach 2. How the program is designed to support the leadership culture they want to develop for

LCPL 3. What they can expect of people who participate in the program 4. What will be required of them to best support graduates on completion of the program 5. The limits of leadership development (that it is not a “fix” for under or poor performance).

The optimal approach for engaging LCPL ELT members, both individually and collectively, to maximise the impact and value of the program investment, will be determined in partnership with you during the design phase for Leading at Leighton. JMW believes that there are advantages of conducting leadership development programs with intact teams, as well as advantages in bringing people together across Divisions and Functions. As in the current LIFM example, the program can serve as a forum to directly apply learning, real time, to leadership alignment around strategic challenges and opportunities. It can serve a dual purpose in developing capabilities at the same time as moving business issues forward. This is possible in either scenario, depending on the grouping of participants. However, maximising the potential delivery impact of such a program requires that the senior-most manager also participates. Mixed groups drawn from across various Divisions and Functions strengthens the network of relationships of participants across the company and their knowledge and understanding of LCLP overall. It supports participants to see their careers and future inside a bigger context of the company, rather than within one Division, which can assist career development and staff retention strategies. Thinking about issues from the perspective of the whole company is likely to become increasingly important to the success of LCPL’s strategy. The programs represent a key lever in breaking down silo mindsets. The recommended approach which follows below can be designed to be delivered to a range of participant pools – either intact team drawn within a particular Division, or cross Division and cross Functional groups. Our experience shows that what works best to initiate a development intervention of this scope, is to begin where both the interest and what is at stake is highest. This might mean an initial program in the most receptive Division (outside of Construction). Alternatively, it might mean that two Divisions have sufficient interest to fill a joint program at first. It might also be that there is an intact team that really sees the value of being early adopters, and even of having the division manager participate. Or it might be that the ELT view the cultural and organisational benefit of an intensive approach to developing many cross-functional and/or intact teams concurrently.

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IN SUMMARY - RECOMMENDED CHANGES AND IMPROVEMENTS

In light of the feedback and evolution of the current programs as outlined above, JMW recommends taking a fresh approach to both the context, language and some of the content of the Leading at Leighton program. This new approach includes the following elements:

1. New, pragmatic language and links to LPI JMW will introduce and emphasise more pragmatic language including alternative terms for concepts that have been regarded as problematic, such as “extraordinary outcome”. While we may recommend that some terms remain as important “terms of art”, the language will be considered and determined in partnership with you to ensure it resonates appropriately with LCPL. It is the distinctions, concepts and tools utilised in JMW programs that are ultimately important - less so the nomenclature to describe them. In addition, the JMW program vocabulary will be reviewed to build links and consistency with the capabilities described and measured in the Leadership Practices Inventory.

2. Maintaining depth of impact Design, content and language adaptations will eliminate most if not all of the references people find troublesome or too personal, without diminishing the transformational impact of the program. JMW will always consider changes from the perspective of maintaining the integrity of program impact, delivery and organisational benefits.

3. New structure and design From preliminary re-design conversations for Leading at Leighton, JMW proposes that the intentions of the program as outlined in the RFP be accomplished more efficiently, in fewer sessions. This is detailed in the following section.

4. An additional new context for transformational leadership

A new context, introduced at the program’s outset will provide additional possibilities for development as well as allow for less focus on people’s past and how they came to be the way they are. The new context is - Transformational leadership stands on a foundation of integrity, authenticity and the courage to be committed to something bigger than oneself. The entire program will be re-designed within this new context. JMW will engage participants in the view that the “being” of a leader and the effective exercise of leadership include three factors:

Integrity - creates workability and develops trust and is the cornerstone to holding oneself and others to account.

Authenticity - is being and acting consistent with who you hold yourself out to be for others, and who you hold yourself to be for yourself.

Being Committed to Something Bigger than Oneself - is the source of power in leading and in exercising leadership effectively.

5. Building bridge between past and future programs

The material in the current Future Leaders Program can be adapted easily to the new context recommended above to ensure consistency and continuity between the thinking and approach of past and future participants. Much of the current material will remain as a powerful way of operationalising the leadership framework.

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6. Leveraging the learning impact JMW offers to work with LCPL to continue to design ways to sustain and leverage participant learning within the organisation. While almost all participants derive significant and lasting benefits from JMW programs, the degree to which the environment in the organisation supports the ongoing application of learning has a big impact on sustainability. This includes ensuring coherence between development plans, performance and talent management frameworks and/or application of tools and frameworks to management of day-to-day meetings and business. JMW has found that even if program learning recedes into the background and is not being powerfully applied to performance (as one would expect for some people, at least from time to time), it can be re-presenced almost instantly in an appropriately designed conversation. Also, as the number of LCPL participants reaches a critical mass of people across Divisions who are operating within the new, shared frame of reference for leadership, the environment will increasingly pull for the application of learning. JMW will discuss optimal approaches for LCPL to leverage the benefits of the program and ensure organisational support for the ongoing application of learning.

7. Enhanced context for management visits JMW will elevate coordination of setup and execution of the sessions when senior managers attend the sessions to support the development of business challenge projects, so they are more effective for all concerned. This includes working more closely with the visiting managers to offer guidance on the kind of feedback best suited for the program format and providing a more expansive context and preparation for the participants, particularly those who see such sessions as daunting.

Recommended Structure And Components For “Leading At Leighton”

JMW proposes the following change in structure to the existing program. Instead of the Future Leaders Program structure of four sessions comprising 4 days, 3 days, 4 days, 3 days - JMW recommends that the Leading at Leighton program comprise 4 days, 3 days, 4 days. As discussed above, this structure allows for the following:

Delivery of the intentions for the program as outlined in the RFP, with desired transformational impact

Redesign of the program within a new context for leadership

Improvements and efficiencies in delivery as outlined above

Reduced total spend for the program

The recommended components of the program are presented in the table below.

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COMPONENTS OF THE PROGRAM

MONTHS

1 2 3 4 5 6 7 8 9 10 11 12

Nomination and Selection Process

Pre-work and engagement

Orientations

Classroom

Evening & between session assignments

Coaching

Real-time learning and results

Learning Partners

Mentors*

Leadership Visits and Networking

Welcome Reception and Completion Dinner

* Needs to be assessed as the structure and composition of the LCPL-wide programs develop.

NOMINATION AND SELECTION PROCESS

JMW recommends refining and continuing the current Construction Division selection process for Leading at Leighton. This includes nomination and invitation from the Division Manager, clarity around the basis of nomination and the expectations of participation. It also includes requests for participant responses, including reasons for wanting to participate and what the participant would like to derive from the program, both individually and for the business. (Please refer to letter from Mike Metcalfe to participants, drafted by JMW in conjunction with Cindy Moussi). The nomination and selection process should also include linking participation with succession planning and talent management strategies.

PRE-WORK AND ENGAGEMENT

In JMW’s view, the program starts with the nomination process. Between then and commencement of the program, important recommended preparatory activities include:

Speaking with managers and colleagues about leadership “gaps” to work on in the program

Assigned pre-Reading

Speculating about a business challenge to be at work on in the context of the program

Orientation call with Program Leader (described below)

Reflecting on the results of the Leadership Practices Inventory (LPI), as an indicator of how and in what areas they are committed to developing themselves from their participation

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ORIENTATIONS

Prior to each course, JMW will conduct individual conversations with the participants to illuminate for the program leaders the specific challenges and issues the participants are facing. These conversations also inform the design of sections of the program, and ensure that participants are clear about the nature and approach of the program. They are typically of 60 minutes duration. During these conversations, participants begin to better understand the nature and expectations of a business challenge project to take on in the context of the program and are left to think about and engage with their manager and colleagues about possible appropriate projects to take on. The gaps in participant leadership capabilities and what they would like to focus on developing in the program is also be discussed, both in general terms and specifically in the context of the results of participants’ LPI’s for the Leading at Leighton program.

CLASSROOM

Our recommendation is that the program consist of three (3) residential sessions - two sessions of four (4) days duration and one session of three (3) days duration - across a nine-month period for up to 25 participants. Each day will start at 8:30am and end at 6:00pm. While we do not consider residential to be essential, it is recommended. It is very important the participants put aside their day-to-day pressing business issues to put themselves into a learning environment without interruption. What it takes for some participants to carve out this time and effectively delegate to others, often represents an initial breakthrough in their leadership! It is also optimal to allow for evening assignment partner and group work and for networking and building relationships with other participants. JMW has found that multiple sessions provide the best structure to practice and apply learning to the delivery of new results. The opportunity at each session to debrief and learn from successes as well as failures prior to developing new tools and competencies has the maximum cumulative effect. In our view, residential sessions provide the following benefits to participants:

Enhances their relationships with one another Promotes the informal discussion of issues, concerns and opportunities Provides the opportunity to work together on evening assignments (readings, discussions

and exercises) Allows time away from day-to-day demands to think and learn with less distraction

As mentioned on page 17, we have learned through many years of experience that the optimal delivery approach to ensure a transformational impact for each and every participant requires two highly trained Program Leaders. One clear intent of the program is to ensure that all critical issues and limits to current thinking surface and are resolved. Depending on the nature of the issues in the background, this is not always a straight forward exercise. We have found that the effectiveness of sessions is greatly enhanced by having two people to listen and deal with the dynamics occurring in the session and manage the conversation.

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REAL-TIME LEARNING AND RESULTS

The program will be designed to have participants take on real-time organisational issues and challenges in a way that returns significantly in excess of the investment costs of their participation in the program and provides a direct impact on performance. There is a direct line of sight from the development work in the programs to the ambitions of the organisation. Participants will create and deliver a business challenge project that exceeds existing expectations, makes a tangible difference to the organisation and requires a step change in their leadership. The project provides an opportunity for participants to demonstrate the integration of the program’s principles, skills and practices into their leadership.

EVENING AND BETWEEN SESSION ASSIGNMENTS – SELF STUDY PROGRAM

Participants will be given daily and between session assignments to progress their learning, embed key principles and models and to provide an opportunity for reflection and practice. The assignments include readings from business literature, group and partner discussions, personal reflection, application of new practices and reaching milestones for delivery of the projects they have chosen. Example assignments include sharing with study partner about what is opening up out of participating in the program and to coach each other; taking on a daily practice to stay engaged and keep the learning alive; Readings from Supplemental Reading List. To assist such self study, participants are provided with guidelines for working with a learning partner, a “Practice Menu” for application of learning a Supplemental Reading List and Study Partner Coaching Guidelines.

COACHING

The program will incorporate one-on-one coaching with a Program Leader, both during the program and between sessions to ensure all questions about course content are answered and to support the application and practice of learning. Embedding and internalising learning and the application to day-to-day business challenges is a key commitment underpinning the recommended design of the program. Coaching support is provided for three distinct purposes. 1. Clarify any outstanding questions from the material covered and/or feedback forms and how it can be applied to current challenges and situations. 2. The development and implementation of the Business Challenge Project including:

The design of the project including the identification of key milestones Identification of key stakeholders and the design of conversations to establish necessary buy-in

and commitments An approach for powerfully addressing obstacles and problems

3. To address specific counterproductive behaviours/style preferences that are impeding an individual’s leadership effectiveness and develop new capabilities and approaches that are effective and consistent with Leighton’s cultural shift, including:

Clearly identify the performance issue and establish the desired outcome Bring new insight and awareness to the issue Establish new strategies and capabilities

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The results of the LPI will also be incorporated into the coaching calls and can serve as a useful baseline. Participants can subjectively (with their JMW coach) assess their progress in the areas they identified as leadership gaps prior to program commencement. The LPI feedback and results can be viewed in the context of their learning and development in the program.

JMW recommends at minimum, coaching calls/meetings once between sessions, as well during sessions. We would like to discuss the potential cumulative impact of providing an additional coaching call/s after completion of the program, when the formal support structure of the classrooms has ended and additional support may be needed. We have recently found that the combined benefits of an additional coaching call can far outweigh the additional incremental cost.

MENTORING BY PAST PROGRAM GRADUATES

It is recommended that the program design includes participants where practical, having a past graduate as a Mentor to support them through the program. JMW has found that this can enhance the experience and benefit participants derive from the program. Mentors are available to participants as someone to go to for advice, guidance and support - to point them in the right direction, listen to their potential struggles in the program, share their own journey and be committed that they be successful with their business challenge projects. Taking on this role for participants also contributes to the ongoing development of the mentor him/herself. There is nothing better than supporting someone else’s leadership development to deepen one’s own learning and re-presence the principles, ideas and practices of transformational leadership. As Leading at Leighton is delivered across the Divisions, the practicality of implementation of mentor support will need to be assessed, in light of the make-up of the new participant pools and availability of mentors.

NETWORKING AND BUILDING RELATIONSHIPS ACROSS THE BUSINESS

Whether participants are drawn from different parts of the business, or participate in intact teams, the program will be designed to maximise networking opportunities and collaboration with others. In the former selection pool, a key additional benefit is a deepened understanding and awareness of the accountabilities and strategic concerns of other parts of the business while building deep and enduring relationships with colleagues. This happens not only as a result of the sharing during the class sessions, but also as a result of assignments that request them to work in groups and the fact that the participants usually dine together in various size groups. A cocktail reception during the first week of the program provides further opportunity for informal networking.

VISITS FROM SENIOR LEADERSHIP TEAM

At each session of the program, leaders from the Divisions and Functions will attend the session and where appropriate, address the group regarding both current business issues and (if relevant) share their experience and impact of the program. We have found that this builds a strong connection between participants and senior managers and also between the business and the program content.

LEARNING PARTNERS

Besides having a graduate mentor, the participants will be paired-up into learning partners. They will be encouraged to talk to their learning partner as frequently as they can make work, but no less than every two weeks. The intent is to support each other with the assignments, getting another’s experience of applying the ideas and principles, and making progress with their business challenge project.

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WELCOME RECEPTION AND COMPLETION DINNER

As part of the program, JMW recommends that LCPL hosts a reception to welcome people to the program. Ideally this would be addressed by the CEO or alternate senior executive and/or Division Manager. This sends a powerful signal regarding the importance of leadership development and the program to LCPL, builds a powerful connection to the strategy and future of the company and facilitates participants building strong relationships as quickly as possible. On the final evening, JMW recommends hosting a completion dinner. The intent is to bring the program to a close with an evening of celebration and recognition of the contribution the participants have made to each other, as well as to be known and appreciated for the difference each participant has made to the success of the program and each other. Past participants report that this is a defining event in the program.

LEARNING METHODS EMPLOYED

JMW employs a range of learning methods in the classroom:

Lecture, Dialogue and Inquiry Small and Large Group Discussions Exercises, Simulations, Presentations and Videos Reflection and Observation

COURSE MATERIAL PROVIDED TO PARTICIPANTS

Participant binders/manuals will be provided at the start of the program. Materials can be provided in hard copy, although increasingly, JMW clients prefer the use of a memory stick.

Relevant materials are added each session, including:

Daily agendas Copies of all slides Handouts from the day’s work Assignments Selected business articles, books and recommended reading lists Templates, models, practices menus, etc.

JMW has a considerable library of relevant content developed over nearly 30 years. The nature of the content contribution ranges from well established conceptual frameworks to specific methods, tools and practices for applying such concepts in real time.

Many templates and models are provided which effectively form the basis of a “Tool Kit” for use after the completion of the program. Examples include:

Template for the design and delivery of breakthrough projects Processes for establishing and managing shared commitments Constructive feedback templates Practice menus for recognising one’s own counterproductive behaviours Templates for generating and capturing insights Approaches for speculating about, expanding upon and debating new principles Methodology for “leading from the future”

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Other Optional Approaches

JMW can also create a modularised structure for the design of leadership development programs. An example of modules designed and developed for another client is outlined in the diagram below. The key advantage of such an approach is that it allows for a core curriculum to be standardised across an entire company, while also allowing for differences in emphasis and curriculum for different Divisions.

JMW does not recommend this approach for LCPL for a number of reasons:

1. Developing such a program will require far greater design, development and piloting time than the proposed re-design and three session structure recommended above

2. The recommended three session structure provides an enhanced ability to reinforce learning over time, with a commensurate cumulative impact

3. A modularised approach is better suited to companies much larger than LCPL, where cross Division cooperation and flexibility of staff is less critical.

However, JMW is happy to further discuss the strengths and weaknesses of this approach for LCPL.

LEARNING - THE ROAD TO MASTERY

LEADERSHIP - BRINGING ABOUT A NEW FUTURE

TRANSCENDING THE LIMITS OF YOUR LEADERSHIP

INTEGRITY AND ACCOUNTABILITY

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COLLABORATION AND CLIENT RELATIONSHIPS

DELIVERING RESULTS THROUGH OTHERS

MISSION CONTROL: A BREAKTHROUGH IN

PRODUCTIVITY

TURNING PROBLEMS INTO DEFINING MOMENTS

CO

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WEB

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SELF-STU

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Utilising the Leadership Practices Inventory Development Tool/Framework

JMW has extensive experience in utilising the results of such tools as 360 degree feedback tools and the LPI, in conjunction with our leadership development programs. We do not recommend that the LPI be embedded into the program as such but rather is utilised as key data and input for participants and JMW program leaders to identify leadership capabilities (strengths, weaknesses and gaps), and as an additional tool for informally assessing progress in the program. The context for use of the results of the LPI will be learning and development as was discussed earlier in this section of the proposal.

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8. CAPABILITY AND CAPACITY

To Provide Interstate Delivery With Consistent Outcomes And Participant Experience

JMW has trained and developed a dedicated cadre of leaders who have been intensively trained over many years to lead the company’s distinctive educational programs.

As discussed in the previous section, our programs are led by two people, to allow one to focus fully on actively engaging participants in the program material and the other to actively observe and continuously monitor the process, to sense and detect the dynamic in the room at both an individual and group level. This ensures the all important transformational impact on each and every participant. We are willing to discuss the possibility of delivering the program with one program leader, but based on many years experience, we do not recommend it. JMW program leaders have a range of experience leading JMW programs, not only in different Australian states, but in different countries and the context of their distinctive cultures, ranging from North and South America, to Europe and Africa, the Middle East and Asian countries including Japan and China.

To Deliver Program Support

Experience over time has confirmed that the physical space in which a JMW program is conducted is an essential ingredient in achieving consistently high participant outcomes. We have also learned from experience that this dimension is easily overlooked. We are committed to maintaining impeccable standards for the quality and attention to detail with which the advance preparation and management of our programs are conducted.

JMW employs a dedicated group of individuals as Program Managers who are accountable for this aspect of our programs. Staff members accountable for this role have undergone a period of intense development in parallel with the rigorous training of JMW Program Leaders ... in handling the organisation, production, administration and management of the logistics and delivery of each and every session of a JMW program.

Working closely with the accountable Program Leader, the Program Manager is tasked with ensuring the quality of pre program communication with all participants, as well as all aspects of the logistical arrangements and session administration of participant materials. The Program Manager considers him/herself personally accountable for the success of every participant.

As mentioned on page 26, JMW will review and determine the optimal internal arrangements for supporting program administration once LCPL’s requirements are clear, with a view to elevating performance in this area.

(To Provide) IP That Can Be Used Directly Or Reflected In Other LCPL Management And Leadership Development Programs

JMW understands that LCPL will be redesigning leadership development programs for other levels within the organisation and wants to ensure that the language and approach is consistent. We agree that this will best embed the desired leadership culture and ensure optimal application and performance outcomes.

JMW will work with LCPL to reach an arrangement that ensures that your concerns are satisfied and your needs are met in this regard, as well as managing the integrity of JMW’s IP and agreements as a licensee of Tekniko Inc.

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(To Provide) Measures Of Impact

LEADERSHIP DEVELOPMENT – MEASURING SUCCESS

JMW is committed to demonstrating a strong return on investment through its program design and delivery. We incorporate a series of assessment methods to ensure maximum impact of our programs, including:

Daily written feedback from participants at the end of each day to assess take-up of concepts and tools and to ascertain any outstanding questions. We respond to this feedback directly to the participants each day.

Participant satisfaction surveys at the end of each classroom session and at the end of the program which can be co-designed with the client. These are aggregated and discussed with the client following each session.

Interviews with managers and sponsors, as well as organisational development and HR professionals to observe indicators of change in individual and organisational performance

Tracking of successful completion of course assignments against commitments

Progress against LPI results (strengths, weaknesses and gaps) will be an additional and useful gauge of learning and impact and can be used for self assessment and discussion with program leaders and managers. JMW has also utilised on-line surveys for self assessment of both participants’ learning and the value and impact of the program. We will discuss with you the benefits of adding this additional measurement tool. JMW would also be pleased to align with LCPL in a shared commitment to the percentage of participants who rate their experience and learning in the program as Satisfied or Very Satisfied on the currently JMW completion forms.

IMPACT ON BUSINESS RESULTS

Measures of the program’s impact, individually and for the organisation, are also evidenced through the conduct and delivery of selected business project challenges (currently known as “extraordinary outcomes”) by each participant, during the course of the program. These projects represent a commitment to deliver outcomes and results that are significantly beyond historical levels of performance. The projects have several criteria:

Related to participants’ current accountabilities Beyond what would be predictable to produce in the time frame they choose Requires design and delivery of milestone results by the beginning of each class session

which will be reported on and captured during class sessions Approval/sign-off and support from the participant’s manager Measurable using normal and accepted company standards Makes a material difference to the division and/or company even if not fully delivered

All projects are reviewed by the faculty to ensure they meet the above criteria and are consistent with what the client is committed to accomplishing in the overall engagement. At the end of each session, participants are asked to complete a survey assessing the degree to which they have made progress against achieving the objectives and outcomes of the session, which is compiled and shared with the client program sponsor.

Progress and accomplishment is also measured during the coaching calls. In each call, the program leader will assist the participants in overcoming any obstacles to meeting their milestones in their projects and their development, if needed. During the last session of the program, Senior Managers are invited to attend the project presentations. Typically, each participant will present A) Project Description; B) Results Promised; C) Results actually delivered; D) Lessons learned.

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ADDITIONAL APPROACHES FOR LEADING AT LEIGHTON

For the Leading at Leighton program JMW will draw on our long and varied experience with the design and implementation of extraordinary outcomes (breakthrough projects and measures of value in various configurations) both for LCPL and other clients around the world.

As discussed above, the project outcomes, both committed and delivered, are an essential measure of program success - but not the only measure.

Their primary purpose is developmental: To require a level of stretch participants wouldn’t otherwise volunteer To provide a laboratory for applying program learning in real time (on the court). As in the

scientific laboratory, learning results from both success and failure.

Their secondary purpose is to provide demonstrable evidence of business value from the investment in development.

Both are necessary, but distinct. Experience shows optimum benefit comes from maintaining this balance, without sacrificing one for the other. Early on, JMW’s focus on rigorous documentation of “payback project results” was seen by clients as overly intrusive and a detriment to broader skill development by participants. In other instances, lack of sufficient focus on metrics was cited by client sponsors as a weakness to be addressed.

As such, ultimate success measures for the program must include all dimensions: Participant assessment of value, skill acquisition/enhancement, results achieved, and

organisational/cultural impact Manager and sponsor assessment of value, skill acquisition/enhancement, results achieved,

and organisational/cultural impact Contractor (JMW) assessment of those same criteria

Experience also shows that the best mix of these elements results from close partnering with internal HR and sponsors from the outset. While JMW is willing to calculate and commit to definitive benchmarks for measurable business value, in our view, the approach is much more effective and likely to succeed if endorsed and owned by all members of LCPL’s program “design team” and relevant stakeholders to ensure the level of internal support required for success. As one example of benchmarks for business value, we could together commit to: By 30 Days Subsequent To Program Conclusion:

o Dollar value of aggregated measureable value add from participant EO’s will, at minimum, exceed total program costs

By 90 Days Subsequent To Program Conclusion: o Dollar value of aggregated measureable value add from participant EO’s will, at minimum,

exceed total program costs by 2X

By 12 Months Subsequent To Program Conclusion: o Dollar value of aggregated measureable value add from participant EO’s will, at minimum,

exceed total program costs by 3X

Such a promise would need to be accompanied by a model/formula developed by LCPL for calculating “value add” using some set of baseline criteria to measure “before” and “after,” as well as a premise that validates what participants say as the legitimate criteria for value attribution. We look forward to discussing the possibility of jointly developing and incorporating such measures into future programs.

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9. PRICING

The pricing provided below assumes Leading at Leighton is delivered for up to 25 participants.

ACTIVITY

$ FEE (+GST)

Design and Development 1 55,000

Orientations 2 20,000

Preparation for each session 3 20,000

Delivery 4 160,000

Program Management and Administration 5 30,000

Material Production 6 4,000

Participant Coaching 7 60,000

Mentor Support 8 10,000

Evaluation and Redesign 9 25,000

Welcome Reception 10 1,000

Completion Dinner 11 3,500

TOTAL (per program) $388,500 (+gst)

Excluded but estimated for JMW staff:

Travel, accommodation and associated expenses in Australia/NZ 12

22,000

Travel and associated expense for US based program leader 13 20,000

Course room hire, AV hire, daily delegate food rate 14 3,800

Miscellaneous 15 500

1. Assumes redesign of current program into three sessions, incorporating new material and framed within a new context. JMW will discuss appropriate design and redesign costs if subsequent programs replicated Leading at Leighton in its entirety. Includes JMW Senior Executive personnel.

2. Assumes one-on-one calls of 60-75 minutes duration.

3. Includes both program leaders reviewing and discussing registration forms, notes from orientation calls, notes and feedback from Mentors, business challenge project progress, results of participant LPIs, etc.

4. Assumes two program leaders, two sessions of 4 days and one session of 3 days

5. Assumes Program Manager support for hiring venues and pre program enrolment of participants, as well as all venue and program logistics before, during and after sessions. Administration is not charged separately.

6. Comprises binders, all handout’s, books, articles (including reprinting fees) etc. Includes costs of shipping to other states if required.

7. One-on-one coaching with a JMW Program Leader between Sessions 1&2 and Sessions 2&3. Assumes approximately 60-90 minutes of coaching per person.

8. Assumes calls to set up Mentors before program (expectations, how to Mentor, feedback, etc) plus two alternative calls between sessions and a completion call post the program.

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9. Assumes evaluation and redesign during the conduct of the program, as well as at the end of the program, prior to subsequent programs.

10. Drinks to welcome participants to the program, addressed by CEO or alternate Senior Executive.

11. Includes set menu, three course dinner and drinks.

12. Assumes sessions in Melbourne, Perth and Sydney to give an indication of costs. The program could be held anywhere in Australia, hotel accommodation ranges from $220-$280/night depending on the city and the time of year. $250/night has been used in the pricing table. Economy airfares have been assumed. JMW always attempts to minimise airfares through purchase of semi-restricted fares.

13. Ranges from $3,500 - $4000 depending on city and time of year.

14. Additional, unforeseen costs can arise from time to time.

Make-Up Sessions

If a make-up session is required for participants, a fee of $5,000/day (+gst) applies, which includes all design, preparation, delivery and administration.

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10.REFERENCES

JMW offers the following referees who have utilised JMW’s custom designed leadership development offerings. We thought it might be useful for LCPL program sponsors to hear of others’ experience outside of LCPL. MIKE BENNETTS Chief Executive Z Energy T +64 4 498 0218 [email protected] Phillipa Reid - Executive Assistant [email protected] T +64 498 0333 Michael Bennetts has employed JMW leadership development in both his former position as Business Unit Leader for BP’s Eastern Hemisphere Integrated Supply and Trading Business and in his current position as CEO of Z Energy NZ. In both instances, JMW designed and delivered a structured program for the core leadership (CEO, executives, senior managers) to :

Develop leadership capabilities with which to deliver a breakthrough in business performance, Provide a forum in which to discuss and collectively address strategic and operational issues over

the course of the annual planning and delivery cycle.

Also, in both instances, JMW conducted leadership development programs for the next level of mid-level managers accountable for business operations and delivery and has provided consulting support to enable his people to more explicitly apply what they’ve learned to the delivery of more strategically significant corporate initiatives. Additionally, JMW has now completed three-day developmental workshops for the entire wider employee population of the company at Z Energy.

PAUL BARRON, CBE Former CEO National Air Traffic Services [email protected] T +44 777 858 3926 Paul Barron employed JMW most recently as CEO of National Air Traffic Services (NATS) and UK President of Alsthom. In both companies JMW worked with Paul’s senior teams to create a new future vision for the organisation and then develop the leadership capability required to fulfill on that future. JMW provided customised leadership development for Paul and his direct reports as well as the next levels below, and delivered a number of in-house The Leader of the Future ® programs. NATS continues to put several people through the public program annually.

MIKE CONWAY Vice President, Chief HR Officer Dow Corning (formerly of Shell and Standard Life) [email protected] T +1 (989) 496-4727 Mike has deployed JMW as a resource for developing leaders and improving performance in each of his senior HR roles with BP, Shell, and Standard Life. He joined Dow Corning this year.

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11.APPENDICES

Appendix 1: CASE STUDY 1 - STANDARD LIFE

THE OBJECTIVES

THE WORK

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THE RESULTS

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Appendix 2: CASE STUDY 2: GLOBAL OIL AND GAS COMPANY

THE OBJECTIVE

THE WORK

THE RESULTS

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Appendix 3: PARTICIPANT AND HIRING CLIENTS COMMENTS

Leighton Participants’ Comments

I have set goals way beyond what I would have ever imagined and I believe they are achievable. I now listen from a different perspective. I am more aware when I am not leading and now look inside ‘me’ when things are not as I expect them to be.

As the first such program I have undertaken in 18 years in the industry, I am now wishing I had not actively avoided such opportunities for so long. The program has opened many doors for me.

The course showed me that leadership is not about having all the answers but is about having vision, generating possibilities and empowering others to achieve.

I have attended and facilitated many leadership programs but this has been more valuable than I would have ever imagined.

I’m more direct and concise and able to better enrol people into new idea. I’m also a better listener at home, I’ve also exercised a lot more lately than previously and I am going to keep it up.

I’ve expanded my willingness to take on new challenges and improved my ability to appreciate the contribution and suggestions of others.

The session has really clarified who I need to be to make this happen and the ability to commit even when not having direct accountability for the area committed to.

I have already begun implementing new tools to be more effective, especially with problems.

I’ve gained skill in presenting a compelling future and enrolling people into the possibility.

I’m more confident, more conscious of the state of mind of others around me, more efficient and powerful in managing conversations to achieve outcomes.

I’ve got far greater confidence in my ability as a leader armed with the capabilities I have learned. I truly feel anything is possible once we have commitment.

I’ve had an amazing experience during this course that I’m sure I’ll be reflecting on it at the end of my career as something that changed my life both at work and home.

I am very aware now of my daily impact on the team of people I work with and the need to empower and set the scene.

I am more focused and productive, I am more confident, I am capable of anything

I have a greater understanding of what it is to be a leader, to paint the future and not wait for tomorrow.

I feel that I have gained significantly from attending this program. My personal and professional life has improved and new possibilities have arisen as I have transformed my behaviour. The work has only just started

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Hiring Clients

“Time and again, JMW helps you produce outstanding results while also transforming your organisation’s abilities. They don’t bring the answer into the organisation; they induce the result from the inside by revealing the inherent capabilities and strengths of the people.” Chris Gibson-Smith, Chairman, London Stock Exchange

“Beyond the obvious deep skills in developing a transformational leadership capability, JMW consistently demonstrated an enduring commitment to my team’s success that was simply tremendous. Their real value came from combining leadership development with a refreshing results orientation which led to a performance that was truly extraordinary by any measure of business success.” Mike Bennetts, Chief Executive, Downstream Oil Company

“I think, for me, what JMW brings is often what’s missing in other leadership programmes, and that is addressing the fundamental things around behaviour change.” Lead Consultant - Leadership & Talent, Group People Function, UK Insurance Company

“The people of JMW are by far some of the best people that I have worked with in my career of 29 years. They are great coaches, great people, very upfront, very direct when they need to be. Outstanding folks…very, very good coaches, very good facilitators and good instructors as well.” Sr. Drilling Engineering Advisor, Oil and Gas Company

“With JMW, not only is it possible to deliver performance that you can’t even see at the moment, but it’s also possible to transform the way in which you relate to leadership, and the way in which the team relates to leadership. To the extent that it will have a profound impact in your life and in your business – for good. This is not something that goes away; it’s something that will change the way you think.” CEO, UK

“The biggest strategic weapon we have in a large organisation is how to get the best out of our people. JMW gave us the opportunity to place our business where the competition will have to follow. We can always use what we got from JMW; it will always be there.” President

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Appendix 4. EXAMPLE COURSE CONTENT

LEARNING - THE ROAD TO MASTERY

Purpose

Participants leave with a new commitment to learning - one which is an empowering access developing their leadership and shifting the culture and performance LCPL.

Intended Outcome

Responsibility for cultivating one’s own learning as an ongoing part of work

Recognition of where personal inhibitors to learning impede progress

Competence in the practice of insight

Pre-read

Teaching Smart People How to Learn by Chris Argyris

Description

Breakthroughs in learning (and in other endeavours) happen when one is willing to “not know.” (See summary models below.) Participants will deal with the most profound inhibitors to learning; fear, arrogance, impatience, being discouraged and comparing yourself with others. This module will provide the opportunity to recognise and transcend the limits of these inhibitors. In this foundation model, we introduce “3 Kinds of Learning” (see JMW’s Approach to Learning) and provide practices which allow people to continue to develop their own insights on a day-to-day basis.

Follow up

Practice Menu (simple actions designed to keep learning in existence on a day-to-day basis)

Supplemental Reading List

Learning partners

Sample Material

Learn• Ask• Research• Read• Take a Course• Surf the Net• Experiment

KDKKK

DK DK

Inquire• Aha! or Insight• Creativity and innovation• Breakthrough results • Realm of the Extraordinary

NEED

40JMW is a registered trademark of JMW Consultants Inc. © 2011 JMW Consultants Inc. All Rights Reserved.

VERY BRIGHT PEOPLE NEED ONLY TO

BE DISTURBED OR DISRUPTED…SHAKEN

UP…CHALLENGED, QUESTIONED

DEEPLY, BOTHERED, TO BRING NEW

INSIGHTS TO EXISTING KNOWLEDGE.

Chris Argyris

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TRANSCENDING THE LIMITS OF YOUR LEADERSHIP

Purpose

To transcend the limits of previous experience with respect to your leadership and your impact on your organisation. To bring a new level of authenticity to your leadership.

Intended Outcome

A new possibility for your leadership that transcends the limits of prior strengths and weaknesses

Access to authenticity

Greater confidence in your ability to contribute and make a difference

Pre-read

What to Ask the Person in the Mirror by Robert Kaplan

Description

This session provides a significant shift in perspective with respect to how one sees one’s leadership. As one departure from many executive development approaches, we neither focus exclusively on expanding a leader’s strengths nor eliminating their weaknesses. Rather, we focus on having each individual see the limitations of both their strengths and weaknesses for themselves by looking through a particular model of identity that includes such concepts as “winning formula, compensating structure.” The module requires rigorous self-examination. Participants become adept at recognising when preferred ways of operating and long-held beliefs are an impediment to their impact as leaders. In particular, their capacity to own and be responsible for their counterproductive behaviours produces a breakthrough in authenticity. The awareness of such limits and their impact on others serves as a new baseline from which to invent an expanded possibility for themselves as leaders. These new possibilities provide a source of inspiration and fulfilment, as well as a gap for their ongoing learning, growth, and performance.

Follow up

Coaching is in follow up

Self-Study Program, including learning partner

Sample Material

11JMW is a registered trademark of JMW Consultants Inc. © 2011 JMW Consultants Inc. All Rights Reserved.

HABITUALPOSSIBLE

Ways of BeingFixed Way of Being

Recognition Choice

Automatic Created

“AFTER YEARS OF STUDYING LEADERS AND

THEIR TRAITS, I BELIEVE THAT LEADERSHIP

BEGINS AND ENDS WITH AUTHENTICITY.”

Bill George, Harvard Business School

Professor of Leadership

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Appendix 5. BIOS

EXPERIENCE, SKILLS AND COMPETENCIES

As Managing Director, Deborah oversees all of JMW’s engagements in the Asia Pacific region as well as product and service development and leading strategic change initiatives for clients. She has more than 18 years of experience as a Consultant and Program Leader supporting major organisations in the United States, Canada and Australia as they pursue significantly elevated levels of performance and results. She continues to provide consulting and leadership development support to a very wide range of organisations.

Her areas of expertise include:

Organisational transformation Design and delivery of executive leadership development Strategy implementation Delivery of complex, large-scale projects and programs

She has supported organisations in both the private and public sectors, in industries including engineering and construction, oil & gas, pharmaceuticals, finance, mining and telecommunications.

Deborah has partnered with organisations to:

Develop leadership capability at the executive and management levels; Achieve high performance for large scale, complex projects (including alliances and public

private partnerships); Develop and implement critical strategies Transform the culture and performance of the organisation; and Board and executive level leadership alignment.

Examples of clients Deborah has supported include:

Australia Australian Department of Defence BHP Billiton Ivanhoe Australia Leighton Contractors Melbourne Water Corporation NSW Road Traffic Authority Parsons Brinkerhoff Queensland Main Roads Rio Tinto Sydney Water Corporation

International BP (in various regions) IBM Global Services La Farge Mobil Sable Project Mubadala Oil and Gas Suncor Energy Oil Sands Project Canada Syncrude Canada

Deborah Kiers Managing Director - JMW Consultants Australia Pty. Ltd.

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EXPERIENCE WITH LEIGHTON CONTRACTORS

Since 2002, Deborah has been closely involved in developing leaders and high performance delivery at Leighton. She has worked with leaders and teams at the Project, Branch, Division and Group levels. In addition to managing JMW’s engagements across the company, she has designed and led leadership development programs conducted customised work sessions, facilitated team alignment, conducted leadership and organisational assessments and provided individual coaching.

Since 2007, Deborah has been closely involved in designing and delivering leadership development programs to support Leighton’s growth and, since 2009, has facilitated strategy development for the Construction Division and more recently for the Executive Leadership Team.

Deborah has been closely involved in and overseen JMW’s engagement with the following projects:

Energy2U Alliance SAFELink Alliance Kempsey Bypass Alliance New Futures Alliance Northern Hume Alliance Port of Brisbane Motorway Project Tarcutta Hume Alliance Sapphire Road Upgrade Windsor Road Alliance

CAREER HIGHLIGHTS

2001 to present. Managing Director of JMW’s Asia Pacific region

Deborah oversees all JMW’s engagements in the Asia Pacific region.

Prior to joining JMW, Deborah held several advisory and management position in the private and public sectors, including:

Consultant and Advisor to Departments in State of Victoria and Commonwealth of Australia Senior Researcher and Manager, Labour Research Centre and the Centre for Urban Research

and Action

EDUCATION

Masters of Public Administration, Harvard University Bachelor of Science degree with Honours, University of Melbourne

DISTINCTIONS AND PUBLICATIONS

Harkness Fellowship, Commonwealth Fund of New York (to study and travel in the U.S.), 1992

Littauer Award for academic excellence and leadership, John F. Kennedy School of Government, Harvard University

Author, “Alliance Competence: Key Capabilities for Success” (APPEA Journal 2001) Author, “High-Performance Alliances: A Catalyst for Transforming Organisations?”

(Forthcoming, 2012)

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EXPERIENCE, SKILLS AND COMPETENCIES

One of JMW’s three founding partners, David has more than 25 years of experience designing engagements, consulting clients and leading efforts to support major organisations in the North America, Europe, and the Asia Pacific region as they pursue significantly elevated levels of performance and results. He is accountable for the design of the JMW’s products and services and continues to provide consulting and leadership development support to key clients. David remains the principle architect of JMW’s leadership development programs.

His areas of expertise include:

Transformational leadership and breakthrough performance Design of client consulting engagements and development programs Corporate culture assessment and intervention Executive coaching for CEOs Instructional system design and delivery Alliance and team dynamics Conflict resolution

David’s expertise is typically applied to business endeavours such as:

Institutions and organisations in need of performance transformation; Companies seeking organisational and cultural transformation to improve productivity,

profitability, and efficiency; Executives requesting advice and counsel regarding unprecedented change; Leaders seeking new capabilities to impact performance and delivery; Partnerships and teams requiring realignment and renewal; and Breakthrough projects aimed at unprecedented innovation and delivery.

Clients David has supported include:

AstraZeneca AWD Alliance BHP Billiton Boeing BP ConocoPhillips Chubb IBM

Internal Revenue Service (IRS) Motorola Procter & Gamble Parsons Brinkerhoff Rio Tinto Shell TRW

EXPERIENCE WITH LEIGHTON CONTRACTORS

Since 2001, David has been supporting the design and development of the in-house leadership development programs for the Construction and Leighton Investment and Facility Management Divisions. He has also participated in internal quality reviews and will support the proposed redesign of the program for Leighton Contractors.

David Spiwack Executive Vice President, Partner – JMW Consultants Inc.

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ENGAGEMENT HIGHLIGHTS

Consulting for Performance Leadership. Assisted a CEO and senior team to conceive and execute initiatives to elevate mining and production performance, with results that included an active dialogue between senior leaders and the front line that led to breakthroughs in safety and performance.

Facilitating World-Class Engineering Delivery. Helped the senior leadership of a document solutions company’s engineering group demonstrate a cultural shift from lens technology to digital and networked technologies, with results including the on-time delivery of key next-generation products.

Aligning and Empowering IT Leaders. Assisted an insurance company’s CIO and IT leadership team in enhancing their leadership capacity in the face of new demands, with results that included IT taking significantly greater initiative and demonstrating new levels of innovation and collaboration.

Developing Leadership Capabilities for Change. Provided the framework for a pharmaceutical company’s senior medical leaders to develop “game-changing” capabilities that helped transform the company’s ability to adapt to a turbulent and rapidly changing industry.

Sustaining IT Leadership in a Context of Uncertainty. Helped the CTO and leadership team of a financial services company create a compelling vision for technology advances, with results that included new standards for data security globally and new systems to insure interoperability worldwide.

EDUCATION

Bachelor of Arts degree, State University of New York at Stony Brook

DISTINCTIONS

David led a consortium consisting of JMW, London Business School, and The Centre for Creative Leadership. “Trailblazer,” the resulting program to develop a client company’s next generation of leaders, was cited by Business Week as an example of leading edge innovation in business education.

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EXPERIENCE, SKILLS & COMPETENCIES

As JMW’s Director of Program Leader Development, Alan oversees the design and delivery of customised leadership development programs for clients globally. For more than 25 years, his focus has been on education and management consulting, helping leaders significantly enhance their performance and helping executive teams lead their organisations to new levels of results and success. His experience includes work supporting companies in many parts of the world, including the United States, Australia, and New Zealand. Alan is responsible for programs including JMW’s The Leader of the Future®, Shaping the Future™, and many of their custom-designed in-house programs.

His areas of expertise include:

Design and delivery of executive leadership development Challenges and change associated with organisational culture Development and implementation of corporate vision and strategy Training and development of other JMW faculty

Alan has supported organisations in both the private and public sectors, in industries including telecommunications, construction, defence, oil and gas, pharmaceuticals, finance, and engineering.

Alan has partnered with organisations to:

Develop new and breakthrough approaches to challenges for executive and management teams;

Achieve new levels of performance for large-scale, complex projects (including alliances and public private partnerships);

Shift organisational culture in conjunction with new performance challenges and objectives; Establish the foundation for significant increases in productivity and quality measures; and Establish and implement new, high-impact business strategies.

Examples of clients Alan has supported include:

BHP Billiton Boeing BP Chevron Conoco Philips ENI Exploration IBM Global Services Invensys

Leighton Contractors Lockheed Martin Motorola Network Rail Northrop Engineering Oman Oil Marketing Company Shell

Alan Ross Director – Program Leader Development - JMW Consultants Inc.

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EXPERIENCE WITH LEIGHTON CONTRACTORS

Leighton Contractors, New South Wales (Leighton NSW Leadership Program, 2008 - 2009) Leighton Contractors, Construction and I&E Division (Future Leaders Program, 2011) Leighton Contractors, Investment and Facility Management (Shaping the Future ™ program,

2011) Many Leighton Contractors senior leaders through their participation in The Leader of the

Future® public programs

CAREER HIGHLIGHTS

1995 to present. JMW Consultants, Stamford, Connecticut

Director, Program Leader Development

Prior to joining JMW, Alan was a partner in his own consulting firm, Ross & Ross founded in 1983.

EDUCATION

Masters of Engineering, Cornell University Bachelor of Science in Engineering, Pratt Institute

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EXPERIENCE, SKILLS & COMPETENCIES

Since joining JMW, Conrad has supported a range of public and private sector organisations in the areas of executive development and coaching as well as exceptional project delivery for major infrastructure projects in the construction, water, energy and defence industries. His expertise includes:

Developing the foundation of alignment across all levels in an organisation that is required to support major initiatives

Eliciting the commitment from managers and employees necessary to implement strategic change

Coaching managers and cross-functional groups in delivering new levels of performance Creating an environment that calls for people to examine the prevailing views that impede

organisational ambition

Conrad also designs and leads executive development programs to enable executives and senior level managers to make a far greater impact throughout their organisation. In this area, his expertise includes:

Custom designing programs to meet an organisation’s specific needs and goals Enhancing individuals existing leadership strengths while expanding the skills and

capabilities needed to drive breakthrough results and establish new standards for performance

Coaching program participants in the effective implementation of the training against their real-time challenges and commitments

Conrad has supported the successful delivery of major projects, including alliances in the road, water, energy and defence industries. The focus has been to deliver an unprecedented step change in results requiring new levels of partnership and performance between the parties.

Examples of client engagements include:

Leadership Development Consulting

The Leader of the Future® program Various education programs for Z Energy,

New Zealand Woomargama Alliance Yarra Valley Water Air Warfare Destroyer Program Parsons Brinkerhoff Tarcutta Hume Alliance

Air Warfare Destroyer Program Woomargama Alliance Z Energy Sugarloaf Pipeline Alliance Leighton Construction Division

(Southern Region)

Conrad Amos Program Leader and Senior Consultant - JMW Consultants Australia Pty. Ltd.

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EXPERIENCE WITH LEIGHTON CONTRACTORS

Program Leader for 2007 in-house Leighton Leadership Program Co-Design of existing Leighton Future Leaders Program Co-Designed and led current Construction and Industrial & Energy Division Future Leaders

Program Coaching Future Leaders Program participants Provided design support and led Tarcutta Hume Alliance Impacting Front-line Performance Conducted Organisational Assessment for Leighton Southern Region On-going coaching agreement with Peter Ryan, GM Southern Region

CAREER HIGHLIGHTS

2007 – Present: JMW Consultants Australia Pty. Ltd., Melbourne, Australia

Program Leader designing and leading public and in-house leadership development programs. Consultant specialising in the establishment and high performance delivery of major projects and alliances

2004 – 2007: Landmark Education, Melbourne, Australia

Landmark Education is an international educational corporation specialising in organisational and individual performance breakthroughs.

Assistant State Manager, Program Leader Development, Product design and delivery

Program Leader specialising in Leadership, Communication and Team Management

2000 – 2004: Entrepreneur

Establishing and growing a range of small businesses in the health sector

1990 to 2000: Engineering Officer, Royal New Zealand Air Force, New Zealand

Senior Officer managing ‘RNZAF Engineering’ to support and achieve the operational task in the most efficient and cost effective manner.

EDUCATION & TRAINING

First Class Honours Degree in Mechanical Engineering, University of Canterbury, Christchurch, New Zealand

Associate Diploma Engineering (Aerospace Systems), RMIT, Melbourne, Australia

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Senior Consultant, Engagement Manager - JMW Consultants, Asia

Pacific

EXPERIENCE, SKILLS AND COMPETENCIES

Steve Morton has been a Senior Consultant with JMW for over 16 years. He has provided consulting and executive development support to organisations, joint ventures and major projects engaged in a variety of strategic and leadership development initiatives. Steve has delivered customised JMW leadership programs in both organisational and project settings. He has played a key role in the success of many large-scale programs, projects and alliances in Australia and Asia.

Steve has worked with public and private sector organisations throughout Australia. He has supported the successful delivery of large scale, complex projects in the road, rail, water, mining, oil and gas and defence sectors.

His expertise includes:

Organisational transformation Executive development and education Executive coaching Project and program formulation, implementation and delivery Building High Performance

As one of JMW’s most senior consultants, Steve has supported owners and contractors in the delivery of programs and projects including:

Public Infrastructure

Rail Access Maintenance Programs Sydney Water SewerFix Pumping Station Program Sydney Water Networks Alliance TXU – Tenix Maintenance Program

Defence

Air Warfare Destroyer Program ANZAC Ship Through Life Support Program

Oil and Gas

BP MAP Alliance (Malaysia) BP – Sinopec SECCO Joint Venture (China) North West Shelf Gas expansion program Queensland Clean Fuels Project Sangu Alliance (Bangladesh)

Steve Morton Senior Consultant and Program Co-Leader - JMW Consultants Australia Pty. Ltd.

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EXPERIENCE WITH LEIGHTON CONTRACTORS

Steve has more than 15 years experience working with Leighton leaders and projects. He is currently co-leading Shaping the Future program for the Leighton Contractors, Investment and Facility Management Division of Leighton Contractors. He has led programs, conducted workshops, facilitated team alignment and provided coaching on projects including:

Energy Australian Energy2u Program Ipswich Motorway Upgrade - SAFELink Alliance Mumbida Wind Farm New Future Alliance Port of Brisbane Motorway Project RTA Hume Upgrade Program RTA Tarcutta Hume Alliance Sapphire Road Upgrade TIDC K2RQ Rail Upgrade Project Wandoo Alliance Windsor Road Upgrade

Steve has also conducted workshops and provided coaching for Leighton bid teams on more than a dozen projects.

CAREER HIGHLIGHTS

1995 - Present: JMW Consultants Australia Pty. Ltd., Melbourne, Australia

Engagement Manager, Lead Consultant and Program Leader for high performance and leadership development initiatives for organisations and the establishment and high performance delivery of alliances.

1985 – 1995: Landmark Education, Melbourne Australia, Toronto Canada

Landmark Education is an international educational corporation specialising in organisational and individual performance breakthroughs

State Manager, Program Leader, Program Leader Development, Product design and delivery

1980 – 1985: RGS Communications, Melbourne Australia

Establishing and growing a leading Industrial Marketing Communications Company Joint founder and Managing Director, Production Manager, Client Manager 1969 – 1980

Client Service Manager and Production Manager with a number of Australia’s leading Marketing Communications Agencies

EDUCATION

Various Australian Institute of Management and Industry management and leadership development programs and courses.

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EXPERIENCE, SKILLS AND COMPETENCIES

Since joining JMW’s Asia Pacific group in September 2008, Evan has supported a diverse range of public and private sector organisations in designing and implementing strategic initiatives. As engagement manager and senior consultant accountable for managing several of JMW’s engagements, Evan has been at the cutting edge of JMW’s next generation project support, including integrating JMW’s unique Cascade™ methodology and developing innovative Integrated Project Planning and effective Frontline Leadership interventions.

Prior to joining JMW, Evan worked as a senior executive at a Fortune 100 financial services company where he built new businesses in Asia, Europe and South America, including a highly successful national joint venture business in China.

His areas of expertise include:

Executive development and education Executive coaching Cross-cultural leadership and communication Project and program formulation, implementation and delivery Breakthrough project delivery

Evan’s involvement in the formulation and delivery of a broad array of collaborative ventures, from joint ventures to strategic partnerships to alliances spans both the private and public sectors.

Evan has supported owners and contractors in the delivery of programs and projects in the construction, oil & gas, defence and financial services industries, including:

BHP Billiton Non-Ferrous Metals Aspect3 Alliance Air Warfare Destroyer Program Talisman Energy

EXPERIENCE WITH LEIGHTON CONTRACTORS

Evan has worked closely with Leighton leaders and projects over the past three years. He has led frontline leadership development programs, conducted workshops, facilitated team alignment, conducted leadership and organisational assessments and provided coaching for high performance project delivery for:

Kempsey Bypass Alliance Northern Hume Alliance SAFELink Alliance Sapphire Road Upgrade Tarcutta Hume Alliance

He has also facilitated strategic discussions at the branch and division levels and supported Leighton bid teams on multiple project bids.

Evan Hough Senior Consultant and Program Co-Leader - JMW Consultants Australia Pty. Ltd.

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CAREER HIGHLIGHTS

2006 - Present: JMW Consultants Australia Pty. Ltd., Stamford, CT, USA & Melbourne, Australia

Engagement Manager, Lead Consultant and Program Leader for high performance and leadership development initiatives for organisations and high performance project delivery.

2001 – 2005: CIGNA International

Financial Services - Designed and implemented China entry strategy, vetted and nominated JV partners; led multi-cultural team to build successful national China enterprise; designed and deployed the most successful new insurance product in the Chinese market (sales: $500 million in first three years).

1991 - 2001: U.S. Department of State – Foreign Service Officer

U.S. diplomat posted to:

Organisation for Economic Cooperation & Development – Delegation Secretary, France Consulate Cape Town – Vice Consul, South Africa Embassy Beijing – Economist, China

EDUCATION

Bachelor of Arts degree, Emory University, Atlanta, Georgia, USA Masters level economics degree, U.S. Foreign Service Institute, Washington, D.C. Chinese language diploma, Xiamen University, Xiamen, China

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Appendix 6: EXAMPLE PROGRAM READING LIST

Ancona, Deboarah; Thomas W. Malon; Wanda J. Orlikowski; and Peter M. Senge: “In Praise of the Incomplete Leader.” Harvard Business Review, February 2007 Argyris, Chris: “Teaching Smart People How To Learn.” Harvard Business Review, May-June 1991 Brooks, David: “Tools for Thinking.” New York Times, March 28 2011 Fryer, Barbara: “The Ethical Minds: A Conversation with Psychologist Howard Gardner.” Harvard Business Review, March 2007 George, Bill; Peter Sims; Andrew N. McLean; and Diane Mayer: “Discovering Your Authentic Leadership.” Harvard Business Review, February 2007 Heneghan, Lainie: “Radical Listening: Less Talk, More Leadership.” European CEO, March 2008 Heneghan, Lainie: “The Reluctant Leader.” European CEO, November 2007 Kaplan, Robert S.: “What to Ask the Person in the Mirror.” Harvard Business Review, January 2007 LaBarre, Polly: “Do You Have the Will To Lead.” an interview with Peter Koestenbaum. Fast Company, March 2000 Leonard, George. 1991. Mastery: The Keys to Success and Long-Term Fulfillment. New York: Penguin Books. Loehr, Jim and Tony Schwartz: “The Making of a Corporate Athelete.” Harvard Business Review, January 2001 O’Toole, James and Warren Bennis: “A Culture of Candor.” Harvard Business Review, 2009 Sull, Donald N. and Charles Spinosa: “Promise-Based Management: The Essence of Execution.” Harvard Business Review, April 2007 Weingarten, Gene: “Pearls Before Breakfast.” Washington Post, April 8 2007

SUPPLEMENTARY

Boroditsky, Lera. 2009. How Does Our Language Shape The Way We Think? In What’s Next: Dispatches on the Future of Science, ed. Max Brockman, 116-129. New York: Vintage Books

Burton, Robert A. 2008. On Being Certain: Believing You Are Right Even When You Are Not. New York: St. Martin’s Press.

Damasio, Antonio. 2010. Self Comes to Mind: Constructing the Conscious Brain. New York: Pantheon Books

Eagleman, David: “Incognito: The Secret Lives of the Brain.” New York: Pantheon Books, 2011.

George, Bill. 2003. Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value. San Francisco: Jossey-Bass.

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Jack Mezirow and Associates. 2000. Learning as Transformation: Critical Perspectives on a Theory in Progress: San Francisco: Jossey Bass.

Lehrer, Jonah. 2009. How We Decide. New York: Houghton Mifflin Harcourt.

Logan, David C. and Halee Fischer-Wright. 2006. Rhetoric Unlobotomized: Transformation and Terministic Screens (Part 2 of 3 in the Rhetoric Series). Social Science Research Network

Noë, Alva. 2009. Out of Our Heads: Why You Are Not Your Brain, and Other Lessons from the Biology of Consciousness. New York: Hill and Wang.

Price, Donald D., Damien G. Finness, Fabrizio Benedetti, 2008. A Comprehensive Review of the Placebo Effect: Recent Advances and Current Thought. Annual Reviews of Psychology 59: 565-590.

Schlinger, Jr., Henry D. Theory of Mind: An Overview and Behavioral Perspective. Psychlological Record 59, no. 3 (Summer 2009).

Searle, John R. 1979. Expressions and Meaning: Studies in the Theory of Speech Acts. New York: Cambridge University Press.

Zaffron, Steve, and Dave Logan. 2009. The Three Laws of Performance: Rewriting the Future of your Organisation and Your Life. San Francisco: Jossey-Bass.

Jensen, Michael and Christensen, Karen. Integrity: Without It, Nothing Works. Rotman Magazine. Rotman School of Management, University of Toronto. September 1, 2009.