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Rising StarsPresented by Fiona Lander

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Presentation outline

About Lander Associates

The leadership challenges we face

Chartered Management Institute

Action centred leadership

The hot seat

Engagement

Winning team mentality

Factors affecting performance

Management communication

Leading by example

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About Lander Associates

Established in 1997

Training and performance experts to the specialist recruitment sector

Highly experienced team

Strong reputation for quality

International experience

IIP and ISO recognised

Winners APSCo Recruitment Sector Service Providers of the year

www.landerleadership.com

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Stepping into to leadership

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Are you ready to lead 5 generations?

Traditionalists born prior to 1946

Baby Boomers born between 1946 and 1964

Gen X born between 1965 and 1976

Gen Y / Millennials born between 1977 and 1997

Gen Z/2020 born after 1997

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Five generations in the workplace

0% 20% 40% 60%

2005

2010

2015

2020

Traditionalists Baby Boomers Gen X Millennials Gen 2020

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Leadership in the new decade

We held a leadership symposium to discuss the issues leaders would be facing in the coming years.

The focuses: Challenges Motivation and reward Attraction and retention of Gen Y Succession planning Change and innovation Engagement

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Leadership Challenges

Use failure to leverage success

Handling Stress – in you / in others

Engagement – emotional / rational

Manage (not just lead)

Reading the WEAK signals

Getting people to believe! (trust)

Looking after yourself

Development of management structure

Empowering people

Focus on KEY issues (Noise)

Creating the right culture

Turbulence – unpredictable conditions

Complexity of change (slush!)

Innovation – allowing failure

Authenticating – align values and goals

Keeping ‘followers’ engaged

Retention

Innovation (R & D Budget)

Achieving ST results and LT development

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Leadership Challenges

Managing decisions

Listening – right to be heard

Rebuilding the development environment

Motivating Y Generation

Dramatic change

Maximise shareholders value

Changing economic landscape

Inspiring followers

Creating open environment

Simply consistent communication

Clarity around brand message

Self awareness as a leader

Releasing the talent in organisation

Communication – get rid of the blocks

Shed things that don’t work (change)

Get feedback (weak signals)

Create organisational ‘citizenship’

Work on what makes people great

Planning for change

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Leadership in the new decade

The outcome:

Published research

Designed new programme

Trialled it

Accredited it

Launched it

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Approved centre www.landerleadership.com

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Certificate in First Line Management

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Certificate in Management and Leadership

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Qualified managers (internationally)

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Only 1 in 5 of managers are qualified

63% have no formal training

36% of employers say their managers are not proficient

70% of managers have witnessed bullying in their workplaces in the past 3 years

30% of managers believe the management style within their organisation is authoritarian

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Worst Boss

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Best BossBill Gates

Alan Sugar

Walt Disney Richard BransonAnita Roddick

Nelson Mandela Steve Jobs

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Action Centred Leadership

Build and maintain the team

Achieve the task

Develop the

individual

‘The Balancing Act’

John Adair

The hot seatThe hot seat

Team Leadership Managing vs Leading

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Engagement

Engaging Hearts and Minds

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Leadership is the capacity to translate vision into reality

Warren G. Bennis

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Vision

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Engagement and Alignment

An engaged employee:

Understands how their job contributes to the organisations success

Understands how their role relates to the organisation’s goals, objectives and direction

Ref; David Macleod & Chris Brady

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Engagement

Personally motivated

Cares

Above and beyond

Personal accomplishment

Recommends to a friend

Inspired

Proud

Respect

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Disengaged?

People the world over are more likely to be disaffected, disengaged or de-motivated by their managers than motivated or inspired.

Steven Sonsino

Fellow London Business School’s Centre for Management Development

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Engaged Employees Deliver

27% higher profits

50% higher customer loyalty

50% higher sales

40% above average productivity

Gallup

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Personal Values

52

How can I Help?

How am I doing?

Does anyone care?

How is my team doing?

Where are we heading?

Vision, Missionand Values

34

6 1

What’s my job?

Empowerment Job responsibilities

Performance feedback

Team objectives, results

Individual needs

Roger D’Aprix

Creating buy-in and encouraging ideas

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Talk is Work

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A winning team mentality!

Up the tempo

World class basics

Pride in the badge

Ruthless simplicity

Critical non essentials

Everything beats the deadline

Good enough isn’t!

Never leave the game early

Set and celebrate mini victories

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Managing the Pressure

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Factors Affecting Performance

Aptitude

Skill Level

Understanding of task

Motivation

Outside Factors

Management Communication

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61% 33%

6%

Formal Media (5-7%)

Communication : Impact on Behaviour

Infrastructure (30-35%)

Leadership60-65%

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Say Do Gap

Initial message

What’s the Static?

How to say it

How to ensure it gets through

Channels

What to say(intended)

Sender/Receiver

Who has to hear it (perceived)

Receiver/Sender

Feedback

Agilent’s “QuickComm” training model

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Emotional Intelligence

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Developing Self - Authentic Leadership

Doing

Knowing

Being

Leading by Example

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Your Questions

www.landerleadership.com

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Thank You