Post on 22-Dec-2015
THE THE LEADERSHIP LEADERSHIP
JOURNEYJOURNEYBuilding A Culture of Building A Culture of Passion, Purpose and Passion, Purpose and
ExecutionExecution
Leadership Questions …Leadership Questions …
o What matters most to your Employees at work? What matters most to you at work?
o Who do your Employees get their answers from? Who do you get your answers from?
o Can your Employees see the forest for the trees at work? Can they see the forest and the trees?
o As a leader, do you think you do things right? Do you do the right things?
o What do your Employees expect from their leaders? What do you expect from your leaders?
What Makes An Effective What Makes An Effective Leader? Leader?
Source: 10th Annual Survey of Canada’s Most Respected Corporations, 2004, KPMG
FOCUSFOCUS EXECUTIOEXECUTIONN
•Vision
•Strategy
•Alignment
•Empowering
LEADERSHILEADERSHIPP
Top CEO’s Say It Takes….
Majority of Leaders Don’t Majority of Leaders Don’t Focus Focus and and Execute Well!Execute Well!
Do not …o Inspire a shared vision o Create clarity o Focus on highest prioritieso Execute with excellenceo Measure progress and success o Encourage the heart
The FactsThe Factso Only 37% of Employees have a clear understanding of
organization’s vision and goalso 1 in 5 are enthusiastic about the vision and goalso 20% have a clear ‘line of sight’ between their job and company
goalso Only half are satisfied and feel their work is meaningfulo 15% feel company trusts them and enables themo 17% feel organization fosters open and respectful communicationo 1 in 10 feel that employees are held accountableo 20% fully trust the organization they work foro 13% have high-trust, highly cooperative working relationships
with other teams or departments
Source: Harris Interactive Study, 2003
Reality!Reality!
Picture a Hockey Team …
o Only 2 of 6 players on the ice would know which net is theirs.
o Only 1 of the 6 would even care.o Only 1 of the 6 would know what position they play
and know what they are supposed to do.o Only 1 of the 6 would trust and believe in their
coach.o And, all but 1 player would, in some way, be
competing against their own team members rather than the opposing team.
Huge CostHuge Cost
Organizational leaders are not ‘leading.’ They are not fully engaging the passion, talent
and intelligence of their workforce.
Why? Answers to Our Why? Answers to Our QuestionsQuestionsWhat matters most to your Employees or Team Members?o Shared direction and goalso Meaningful worko Making a differenceo Being valued – respect, involvement & appreciation
Who do your Employees get their answers from?o No one?o From their leaders, from one another, from within
When Employees are at work, can they see the forest for the trees? o Probably not!
Can they see the forest and the trees?o Probably not!
Do leaders do things right and do the right things?o Not always!
““Most ailing organizations or Most ailing organizations or teams have developed a teams have developed a
functional blindness to their functional blindness to their own defects. They are not own defects. They are not
suffering because they cannot suffering because they cannot resolve their problems but resolve their problems but
because they cannot see their because they cannot see their problems. The leader cannot problems. The leader cannot
see the connections.”see the connections.”John GardnerJohn Gardner
““All organizations All organizations are perfectly aligned are perfectly aligned
to get the results to get the results they get.”they get.”
Arthur W. JonesArthur W. Jones
HOW DO WE HOW DO WE CHANGE THE CHANGE THE PARADIGMS?PARADIGMS?
“The real voyage of discovery consists not in seeking new
landscapes but in having new eyes.” Marcel Proust
First, Develop the Voice of First, Develop the Voice of Leadership in YourselfLeadership in Yourself
o Your Vision
o Your Discipline
o Your Passion
o Your Conscience“The life is within the
seed.”
Roger Merrill
Your VisionYour Vision
o Seeing with the mind’s eye what is possible
o Dreaming & imagining exciting possibilities
o Enlisting otherso Visionary Capacities
Dreamer People believer Achiever Hopeful and strategic
“Answers belong to the eyes that see
them.”
Stephen Covey
Your DisciplineYour Discipline
o Paying the price to bring your vision to life
o Your ability to focus and make it happeno Willpower embodiedo Discipline Capacities
Focused Proactive Committed and tenacious Decisive
Your PassionYour Passion
o Comes from your hearto Fuel at the core of vision and
disciplineo Keeps you goingo Passionate Capacities
Courage Motivating Hope and optimism Emphatic “Where talents and the needs of the
world cross, therein lies your vocation.”
Aristotle
Your ConscienceYour Conscience
o Inward moral sense of what is right o Your drive toward meaning and contributiono Stark contrast to the EGOo “Lifts and it lasts”o Conscience Capacities
Intuitive Humble Compassionate Respectful Servant
CREATE CREATE ORGANIZATIONAL ORGANIZATIONAL
FOCUSFOCUS
Shared Vision
Strategy
Creating the Vision & Creating the Vision & StrategyStrategyMytho Vision, values and
strategic goals should be developed by the people at the top --- those who know best!
Realityo Without
involvement or strong identification, there will be no purpose, commitment or passion.
The litmus test of a good strategic plan –
Everyone singing from the same song sheet!
Develop The StrategyDevelop The Strategy
o Build the Foundation Together– The Strategic Direction Shared Vision Core Values
o Focused Strategic Plan Understand current situation – opportunities &
risks Strategic themes Goals and objectives
o Grounds the organization
Strategic Plan – Hedgehog Strategic Plan – Hedgehog ConceptConcept
Source: Good To Great, Jim Collins, 2001
Balanced Scorecard Balanced Scorecard Strategy MapStrategy Map
Customer PIllar
Internal Processes Pillar
Highly Competent Workforce
Optimal Technology
Infrastructure & Management
Information Systems
Climate For Action
INCREASE PRODUCTIVIT
Y
We know and understand our
Customers.
We sell and deliver high quality,
relevant products & services to Customers.
Financial Pillar
Learning & Growth
Pillar
We can be the best ‘single source to fulfill our Customers’ motoring and travelling needs’.
Maximize Total Customer Satisfaction to Build & Deepen Customer Relationships.
2004 2004 Strategy Strategy
MapMap
We provide a differentiated VP to
Customers through a superior service experience at all
Customer touchpoints.
Optimal & Integrated
Service Delivery / Business Models
Service Excellence:
Customer Care, Accessibility, Convenience
Good Corporate Citizen: Advocacy
& Community Relations
Relevant & Innovative Products & ServicesRelevant Customer Reward
ProgramsEffective Customer
Communication Strategy
Useful Customer
Research & Analysis
Well-organized Knowledge
Management
Proficient Database & Intelligence
Tools
Effective Marketing Strategy
Effective Utilization of CRM Tools
Competitive Pricing
Effective Brand Management
Relationship-based Sales & Service Culture
Customer Responsivenes
s: Every Customer
Counts
Synergistic Partnerships
Protection of Customer’s
Privacy
BUILD THE BRAND &
VALUE
Risk Management &
BCP
Efficient & High Quality Key Operating Processes
Effective Staffing Models
& Job Design
Comprehensive & Current Policies &
Procedures
EXECUTIONAL EXCELLENCE
CUSTOMER RELATIONSHIP MANAGEMENT
MAXIMIZE REVENUE
OPTIMIZE OPERATING PROFIT PER Customer
CREATE EXECUTIONAL CREATE EXECUTIONAL EXCELLENCEEXCELLENCE
Alignment
Empowerment
ExecutionExecution
o Once the strategy is understood, and deeply shared, half the battle is won
o 2nd half --- bringing it to life!
“When one tugs at a single thing in nature he finds it
is attached to the rest of the world.” John Muir
Organizational Organizational AlignmentAlignmentHarvard Business SchoolHarvard Business School
SHARED STRATEGY LEADERSHIP
CRITICAL SYSTEMS
ORGANIZATION STRUCTURE
PEOPLE CULTURE
Executional ExcellenceExecutional Excellence
Align the CULTUREo Sum of shared values, beliefs and norms of behaviourso Reflects behaviour of leaders o How people work together
Align the PEOPLE o Right people are on the buso Whole person (body, mind, heart and spirit) in a whole
job Believe in people’s capacity to choose to make a
difference Listen to people Involve people Enable people “Leaders get the behaviour
they exhibit and tolerate.”Larry Bossidy
Executional ExcellenceExecutional Excellenceo Align the ORGANIZATION STRUCTURE
Teamwork and collaboration Freedom and responsibility Line of sight of what I do to big goals Translate goals into action plans Communication
o Align the SYSTEMS Recruitment and selection Training and development Compensation Rewards and recognition Enabling tools, technology, processes and tasks Accountability Scoreboard – measure and communicate!
The right people working on The right people working on the right things at the right the right things at the right
time --- the critical few time --- the critical few projects and goals that projects and goals that
ultimately matter the most.ultimately matter the most.
What Does Leadership Take?What Does Leadership Take?Old Rules? Going … Going …. Gone!
Permanent Whitewater …. Change is the only given!
Need a changeless core … to hear above the noise & roar!
VISION.VISION.
PURPOSE.PURPOSE.
ALIGNMENT & PRINCIPLES.ALIGNMENT & PRINCIPLES.
What Do Your Employees What Do Your Employees Expect From Their Leaders?Expect From Their Leaders?o To hear the unheard and see the unseen
Understand the contexto To see the way
Provide vision and focuso To see and create the connections
Provide alignmento To do the right things, right and make things work
together Execute with excellence
o To see others for everything they can offer To release the potential of employees To realize the potential of employees To reward the potential of employees
o And …
To create a legacy that To create a legacy that each individual can be each individual can be
proud of.proud of.