The Leader as a The Leader as a Key Factor in SuccessKey Factor in Success

A Japanese research A Japanese research studystudy

recently found…recently found…

The Japanese eat far LESS The Japanese eat far LESS fat than British and fat than British and

Americans…Americans…

…and live longer

The French eat far MORE The French eat far MORE fat than British and fat than British and

Americans…Americans…

……and live longerand live longer

The Japanese drink far The Japanese drink far LESS alcohol than LESS alcohol than

British and Americans…British and Americans…

……and live longerand live longer

But Germans drink more But Germans drink more alcohol (wine) than alcohol (wine) than

British and Americans…British and Americans…

……and live longerand live longer

The only conclusion The only conclusion they could draw they could draw

was that…was that…

Speaking English Speaking English significantly reduces significantly reduces

your life expectancy!your life expectancy!

The Leader as a The Leader as a Key Factor in SuccessKey Factor in Success

““In the majority of failures In the majority of failures –– we we estimate 70% estimate 70% –– the real problem the real problem

isn’t (bad strategy)…. It’s bad isn’t (bad strategy)…. It’s bad execution.”execution.”

“Why CEO’s Fail”, Fortune Magazine“Why CEO’s Fail”, Fortune Magazine

“…“…there’s an alarming disconnect between there’s an alarming disconnect between the parts of the organization that formulate the parts of the organization that formulate

corporate strategy and the functions, corporate strategy and the functions, processes, processes,

and people required to and people required to execute it”execute it”

““The Office of Strategy Management”The Office of Strategy Management”

– Robert S.Kaplan & David P.Norton, Harvard Business Review – Robert S.Kaplan & David P.Norton, Harvard Business Review

What’s going wrongWhat’s going wrongwith the people side of the with the people side of the

equation?equation?

““Employee engagement is the extent to which Employee engagement is the extent to which employees…employees…

…are motivated to contribute to organizational success, …are motivated to contribute to organizational success,

and are willing to apply discretionary efforts and are willing to apply discretionary efforts

to accomplishing tasks important to the achievement of to accomplishing tasks important to the achievement of organizational goals.”organizational goals.”

Vernon Bryce, Talking in TradeArabiaVernon Bryce, Talking in TradeArabia

2009: The Legacy2009: The Legacy

• AmbiguityAmbiguity

• FearFear

• ComplexityComplexity

• SpeedSpeed

• Ever-changing prioritiesEver-changing priorities

• A capable but shell-shocked A capable but shell-shocked talent force talent force

‘‘Sustaining High Performance in Difficult Times’ Sustaining High Performance in Difficult Times’ – – Harvard Business |ReviewHarvard Business |Review

Recognise that Recognise that everyone is scared everyone is scared

– it’s just a – it’s just a question of degreequestion of degree

““We know that we cannot do what we’ve been doing any We know that we cannot do what we’ve been doing any more. more.

It’s not just that mortgage-backed securities have dug us It’s not just that mortgage-backed securities have dug us a deep hole; we simply can’t l leverage money in ways a deep hole; we simply can’t l leverage money in ways

we’ve gotten used to. we’ve gotten used to.

But where do you go from here? But where do you go from here?

Anonymous Banking Managing DirectorAnonymous Banking Managing Director- Hidden Brain Drain Interview- Hidden Brain Drain Interview

No one - especially the current No one - especially the current crop of CEOs seems crop of CEOs seems

to know.to know.

What is the next engine for growth? What is the next engine for growth? The next big money spinner?”The next big money spinner?”

‘‘Sustaining High Performance in Difficult Times’ Sustaining High Performance in Difficult Times’ – – Harvard Business |ReviewHarvard Business |Review

““Sure, the lion is king of the Sure, the lion is king of the jungle, jungle,

but airdrop him into Antarctica,but airdrop him into Antarctica,and he's just a penguin's and he's just a penguin's

plaything”plaything” Dennis MillerDennis Miller

Don’t do it!Don’t do it!

Disengagement has Disengagement has a silver lininga silver lining

……it represents an untapped resource that it represents an untapped resource that could rocket productivity by 20%+ if tapped *could rocket productivity by 20%+ if tapped *

* Corporate Leadership Council Study of 50,000 employees* Corporate Leadership Council Study of 50,000 employees

Untapped ‘Untapped ‘employee employee performance potential’performance potential’

• 84% of highly engaged employees believe they can 84% of highly engaged employees believe they can positively impact the quality of their company’s positively impact the quality of their company’s products, compared with 31% of the disengaged.products, compared with 31% of the disengaged.

• 72% of the highly engaged believe they can positively 72% of the highly engaged believe they can positively affect customer service, versus 27% of the affect customer service, versus 27% of the disengaged.disengaged.

• 68% of the highly engaged believe they can positively 68% of the highly engaged believe they can positively impact costs in their job or unit, versus 19% of the impact costs in their job or unit, versus 19% of the disengaged.disengaged.

Towers Perrin (85,000 / 16 countries/ four continents)Towers Perrin (85,000 / 16 countries/ four continents)

Fortune Magazine’s Fortune Magazine’s “100 Best places To Work”“100 Best places To Work”

The relationship… The relationship…

• ……between employees and managementbetween employees and management

• ……between employees and their jobs/companybetween employees and their jobs/company

• ……between employees and other employees”between employees and other employees”

“… “… a great workplace is measured by the quality a great workplace is measured by the quality of three, interconnected relationshipsof three, interconnected relationships::

The Charismatic LeaderThe Charismatic Leader… your time has come… your time has come

We defined a more We defined a more practical ‘commercial practical ‘commercial

charisma’…charisma’…

"Charismatic leaders create and maintain a "Charismatic leaders create and maintain a work environment where people are work environment where people are

emotionally and intellectually committed to the emotionally and intellectually committed to the organization's goals.organization's goals.

They build an energetic and positive attitude They build an energetic and positive attitude in others and inspire them to do their very best. in others and inspire them to do their very best.

In doing so they create a common sense of In doing so they create a common sense of purpose where people are more inclined to purpose where people are more inclined to

invest extra energy and even some of their own invest extra energy and even some of their own time in their work."time in their work."

The Research - 2010The Research - 2010• 40,000 manager-leaders 40,000 manager-leaders

assessed for their assessed for their charismacharisma

• ……by 40,000 ‘Bosses’ and by 40,000 ‘Bosses’ and more than 400,000 more than 400,000 ‘Peers’ & ‘Peers’ & ‘Direct Reports’‘Direct Reports’

• Results to be published in Results to be published in JanuaryJanuary

““The most dangerous leadership myth The most dangerous leadership myth … asserts that people simply either have … asserts that people simply either have

certain charismatic qualities or not. certain charismatic qualities or not.

That's nonsense … the opposite is true... That's nonsense … the opposite is true...

....(Charismatic) leaders are ....(Charismatic) leaders are made rather than born.”made rather than born.”

Warren BennisWarren Bennis

““Inspirational Leaders choose Inspirational Leaders choose to be Inspirational Leaders to be Inspirational Leaders

– – they make the choices that enable they make the choices that enable them to become Inspirational them to become Inspirational

Leaders”Leaders”

The Charismatic Leader emanates The Charismatic Leader emanates a contagious enthusiasm a contagious enthusiasm

Charismatic leaders focus on results"I believe that this nation should commit itself to achieving the goal, "I believe that this nation should commit itself to achieving the goal,

before this decade is out, of landing a man on the moon and before this decade is out, of landing a man on the moon and returning him safely to the Earth.“ returning him safely to the Earth.“ JFK, May 1961 JFK, May 1961

Charismatic leaders build personal Charismatic leaders build personal relationships with their peoplerelationships with their people

““In a crisis top performers will stay In a crisis top performers will stay wherever their personal value rises at a rate wherever their personal value rises at a rate

greater than that possible elsewhere”greater than that possible elsewhere”

Deiric McCannDeiric McCann

““In these days of Talent Wars, the best In these days of Talent Wars, the best way to keep your stars is to know them way to keep your stars is to know them

better than they know themselves… better than they know themselves…

……and then use that information to and then use that information to customize the career of their dreams”customize the career of their dreams”

Timothy Butler & James WaldroopTimothy Butler & James Waldroop““Job Sculpting” Harvard Business ReviewJob Sculpting” Harvard Business ReviewSeptember-October 1999September-October 1999

Make it your OBVIOUS mission to make Make it your OBVIOUS mission to make your top people all they can be your top people all they can be

• Focus upon external valueFocus upon external value

• Develop personal USPsDevelop personal USPs

• Provide greater high level contact & Provide greater high level contact & mentoring / coachingmentoring / coaching

• Engage in long-term Engage in long-term programs with certified outputprograms with certified output

You Must Know Their… You Must Know Their… • Achievements to dateAchievements to date

• Failures to dateFailures to date

• StrengthsStrengths

• Development needsDevelopment needs

• Career / life goals – inside & outside the Career / life goals – inside & outside the organisationorganisation

• Family situation – prioritiesFamily situation – priorities

• Passionate interestsPassionate interests

Charismatic leaders Charismatic leaders are extraordinary are extraordinary communicatorscommunicators

““The greatest compliment that was The greatest compliment that was ever paid me was when one asked me ever paid me was when one asked me

what I thought, and attended to my what I thought, and attended to my answer.”answer.”

Henry David ThoreauHenry David Thoreau

FeedbackFeedback

Communication I: Listen!Communication I: Listen!

‘‘I’m not afraid of death. I just don’t I’m not afraid of death. I just don’t want to be there when it happens.’want to be there when it happens.’

We’re not afraid of feedback. We’re not afraid of feedback.

We just don’t want to be in the room We just don’t want to be in the room when it’s delivered.when it’s delivered.

Sylvia Ann HewlettSylvia Ann Hewlett

• Identify why each top performer position Identify why each top performer position is vital, what it contributes – and tell themis vital, what it contributes – and tell them– Over, and over, and over again Over, and over, and over again (‘Rule of Seven’)(‘Rule of Seven’)

• Catch teams and individuals doing good – Catch teams and individuals doing good – and recognize it publicly (sincerely)and recognize it publicly (sincerely)

Communication II: FeedbackCommunication II: Feedback

““Sometimes the fiercest thing we can say to Sometimes the fiercest thing we can say to someone is, someone is,

“I want to tell you exactly what I “I want to tell you exactly what I appreciate about you.” appreciate about you.”

And tell them.And tell them.

With no ‘but’ or ‘however’ attached.With no ‘but’ or ‘however’ attached.

Susan Scott, Fierce LeadershipSusan Scott, Fierce Leadership

• At every level the overriding atmosphere At every level the overriding atmosphere must be one of optimismmust be one of optimism– Find the good news and promote itFind the good news and promote it

Communication III: Keep it PositiveCommunication III: Keep it Positive

• At every level the overriding atmosphere At every level the overriding atmosphere must be one of optimismmust be one of optimism– Find the good news and promote itFind the good news and promote it

• Don’t assume it has penetrated – bad news Don’t assume it has penetrated – bad news travels faster and more efficientlytravels faster and more efficiently

Communication III: Keep it PositiveCommunication III: Keep it Positive

““When there is no When there is no vision the people perish”vision the people perish”

-Book of Proverbs-Book of Proverbs

Charismatic Leaders CreateCharismatic Leaders Create a Shared Visiona Shared Vision

““Obstacles are those frightful Obstacles are those frightful things you see when you take things you see when you take

your eyes off your goals”your eyes off your goals”

Henry FordHenry Ford

They accomplish long term goals by They accomplish long term goals by planning daily stepsplanning daily steps

Don’t be silly about goals!Don’t be silly about goals!

• 2006, 2007 goals probably won’t fly2006, 2007 goals probably won’t fly

• Don’t manage for failureDon’t manage for failure

• Adapt – make them realistic ‘at a stretch’Adapt – make them realistic ‘at a stretch’

Charismatic leaders Charismatic leaders know when to stop know when to stop

planning & take action planning & take action – they don’t hesitate– they don’t hesitate

““Don't spend your time waiting for the perfect situation, something Don't spend your time waiting for the perfect situation, something which is not very likely to come.which is not very likely to come.

Go ahead with life as it is, with the bumps and the pitfalls, Go ahead with life as it is, with the bumps and the pitfalls,

and give your best to every moment.”and give your best to every moment.” - Ralph Marston- Ralph Marston

Charismatic leaders see obstacles as opportunities Charismatic leaders see obstacles as opportunities for creative change in the organisation for creative change in the organisation – and instil that attitude in their people– and instil that attitude in their people

Charismatic Leaders Motivate Charismatic Leaders Motivate

K.I.T.AK.I.T.A

Motivation ‘101’Motivation ‘101’

Thanks!Thanks!

Help!Help!

ReputationReputation

Take a bow!Take a bow!

Motivation II: Motivation II: Reach out to your peopleReach out to your people

Get out among them – be visibleGet out among them – be visible

““80% of success is 80% of success is just showing up”just showing up”

Pep talks and ‘team touches’ are at least Pep talks and ‘team touches’ are at least as important as strategy bashingas important as strategy bashing

Woody AllenWoody Allen

Profiles - Showing UpProfiles - Showing Up• Monthly whole company ‘Town Hall’Monthly whole company ‘Town Hall’

– Distance worker teleconference or view/listen to recordingsDistance worker teleconference or view/listen to recordings

• Followed immediately by team level meetings – ‘keeping on Followed immediately by team level meetings – ‘keeping on message’: ‘what did you think?’ ‘Questions?’ ‘anything need message’: ‘what did you think?’ ‘Questions?’ ‘anything need clarification?’clarification?’

• 1-2-1s with ALL team members – keeping ‘on message’: 1-2-1s with ALL team members – keeping ‘on message’: ‘Good job’ & YOUR situation‘Good job’ & YOUR situation

• At all the focus is upon listening, soliciting ideas & At all the focus is upon listening, soliciting ideas & suggestionssuggestions

Charismatic Leaders display genuine self Charismatic Leaders display genuine self confidence and keep a positive outlookconfidence and keep a positive outlook

The Charismatic LeaderThe Charismatic Leader… your time has come… your time has come

““Inspirational Leaders choose Inspirational Leaders choose to be Inspirational Leaders to be Inspirational Leaders

– – they make the choices that enable they make the choices that enable them to become Inspirational Leaders”them to become Inspirational Leaders”

"I'm rather like a mosquito in a nudist "I'm rather like a mosquito in a nudist camp; I know what I ought to do, camp; I know what I ought to do, but I don't know where to begin."but I don't know where to begin."

Stephen BayneStephen Bayne

You must know how you’reYou must know how you’re

perceived to be by your people…perceived to be by your people…

……inside outinside out

• Listens to all points of view with an open mindListens to all points of view with an open mind

• Is an effective articulate speakerIs an effective articulate speaker

• Is honest in dealings with othersIs honest in dealings with others

• Reacts constructively to setbacksReacts constructively to setbacks

• Shows consideration for the feelings of othersShows consideration for the feelings of others

• Is a patient, effective, helpful coachIs a patient, effective, helpful coach

• Gives recognition to producers of high quality workGives recognition to producers of high quality work

• Shows appreciation when others give extra effortShows appreciation when others give extra effort

Some of the 70 things you MUST knowSome of the 70 things you MUST know

15 minute to look inside 15 minute to look inside your leadership capabilities…your leadership capabilities…

Anonymous & Confidential

Anonymous & Confidential

““If it’s not written down, If it’s not written down, or has no deadline – or has no deadline –

it’s a hope…it’s a hope…

...and hope is not a ...and hope is not a Legitimate strategy”Legitimate strategy”

The Leader as a The Leader as a Key Factor in SuccessKey Factor in Success