Upload
mubeenahmed07
View
215
Download
0
Tags:
Embed Size (px)
DESCRIPTION
leadership
Citation preview
winning with leadership!
about this presentation.
youll hear :The difference between management and leadershipHow to get your people on boardWays to maximise people performanceIdeas to create the culture you want
whats the difference betweenmanagement and leadership?
managersmaintain the status quomonitor situationallocate resourcescommunicate targetsmeasure the resultsfeedback on the trends
leadersstrategic thinkerslook forward and create visionschallengemotivateinspire
a leader's job is to rally people toward a better futuremarcus buckingham
why is leadershipso important?
The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.
Jonas Ridderstrale and Kjel NordstromAuthors, Funky Business
when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.Ken Blanchard
The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor"
Research from thousands of employeesMarcus Buckingham First Break All The Rules
trust inmanagement is declining
Only 36% of employees trust senior management to communicate effectively
This drops to only 26% of employees with more than 15 years experienceSource: mercer hr consulting Only 53% felt their organisation did a good job of keeping employees informed
idea oneget that vision thing
getting that vision thingCreating a clear picture of the future that stimulates, excites and inspiresGetting everyone to buy into itEnsuring that everyone understands whats expected of themTurning it into meaningful goals and targetsCommunicating progress towards it continuouslyCelebrating successesWorking On it consistently
strategicoperationaltacticalonin
what does a vision look like?
a visionIs not simply a set of financial figuresIs not a business planIs not a pie in the sky ideaIs more than words in the MDs annual speechIs a picture of the future that we wantIncludes customers, people and financesTypically is a 2 year / 1 year / 6 month thingIs a point of strategic focus for the leadership of the businessIs something for everyone to work towards
people tell us theyneed to know
How is this vision relevant to me?What specifically do you want me to do?How will I be measured?What consequences will I face?What tools and support are available?Whats in it for me?How are we doing?
the leaders role?
to help people answer these questions
value Your values
idea two
its notwhat yousayits what you DO!
values can:define the fundamental character of a businesshelp create the culture you wantcreate a sense of identity for the businessreduce game playing, politics and confusionprovide guidelines for managers and staffprovide guidance for acceptable and unacceptable behaviours
Harley Davidsons Values:Tell The TruthBe FairKeep Your PromisesRespect The IndividualEncourage Intellectual CuriosityMutually Beneficial Relationships
45%feel that their managers behave in a way which is consistent with company valuesonlySource: mercer hr consulting
35%feel that what their organisation says it values is consistent with what it actually rewardsonlySource: mercer hr consulting
turn your values into preferred behaviours
TEAMWORK
Offers support doesnt wait to be askedStrives to understand and contribute to departmental/team goalsRecognises the implications of their actions/inactions on othersShows respect to the needs, feelings and views of othersPromotes collective ownership across the businessEncourages contributions from all team members
be a rolemodel
Theres no I inTeam,but thereis a Meif youlook hard enoughDavid Brent
idea threeget engaged
Only 17% are actively engaged63% arent engaged20% are actively disengaged88% want to work hard and do their best50% worked just hard enough to avoid being fired!75% believe they could be significantly more productiveSource: Gallup
the benefits ofan engaged workforce
50%more likely to have lower staff turnoversource: gallup
56%more likely to have higher than average customer loyaltysource: gallup
38%more likely to have above average productivitysource: gallup
27%more likely to report higher profitabilitysource: gallup
idea fourgive your people a damn good listening to
The best engineers sometimescome in bodiesthat cant talk.
nolan bushnell,founder of atari
ideasforaction.
set up feedback systems that suit your team, not youbeat the brainwashing ask your newcomers to spot your business stupiditieskill a stupid rule commerce bank offers $50experience daysfiver down the pub fridayspizzas and problemsresist recruiting replicants
ask your team what do you want from me?
StopStartContinue
be an enemy of the status quoidea five
when two people in business always agree, one of them is unnecessarywilliam wrigley jr
four common traits:leadershipsystems and processesculturemeasurement
what processes do you have to encourage your people to revolutionise your business?
find great ideas, exaggerate them, and spread them like hell around the business with the speed of light
Jan Carlzon, Head of Scandinavian Airlines
idea sixcreate other leaders, not followers
PEAK PERFORMERMISMATCHSTARPROBLEMPERFORMERPRODUCTIVITYUNUSED POTENTIALHIGHLOWL O WH I G H
andfinally.
idea seventake action, not notes
Vision without action is hallucinationAndy Law, St.Lukes
take the first step in faith. You do not have to see the whole staircase.Just take the first step.
Martin Luther King
we can all be leaders
Tilly Smith, Age 10
dont just stand there.. do something!dick dastardly
for stuff like this (and more) visit . . . . .www.andyhanselman.com