winning with leadership!
annual conference 2011
aston business school
18h may 2011
who the hell is andy
hanselman?
i research, write about, talk
about and work with high
performance organisations
(and have been for over 20
years!)
how I work…….
awareness
assessment
www.andyhanselman.com
www.twitter.com/andyhanselman
andy@competeorgetbeat.com
what do
we want
from our
people?
committed,
motivated,
effective
what do
our
people
want
from us?
5 key things.....
•
•
•
•
•
the ability to convey a clear vision
the ability to deal with challenges
a commitment to high quality
valuing employees (and their opinions)
having the confidence of employees
the kenexa research institute’s 2010 worktrends research
report, exploring leadership and managerial effectiveness
we’re not performing!
“less than 50% of uk
employees believe
their leaders are
‘performing effectively’
in these areas!”
the kenexa research institute’s 2010 worktrends research
report, exploring leadership and managerial effectiveness
what’s the
difference
between
management
and
leadership?
managers
•
•
•
•
•
•
maintain the status quo
monitor situation
allocate resources
communicate targets
measure the results
feedback on the trends
leaders
•
•
•
•
•
•
strategic thinkers
look forward and create visions
challenge
motivate
inspire
engage
7 ideas to help you
‘win’ with your
leadership
idea 1 – ‘on’, not ‘in’!
strategic
operational
tactical
on
in
it’s ok to go for a walk!
idea 2 – get that ‘vision thing’
getting that ‘vision thing’
“creating a clear
picture of the future
that ‘stimulates,
excites and inspires”
what does
a vision
look like?
a vision.......
•
•
•
•
is not simply a set of financial figures or targets
is not a business plan
is not a ‘pie in the sky’ idea
is more than words in the principal’s annual
speech at the staff conference
a vision
• is a picture of the future
that we want
• is a point of strategic
focus for the leadership
of the organisation or
team
• is something for
everyone to work
towards
a leader's job is
to rally people
toward a
better future
marcus buckingham
imagine the future - what does it
hold for your college?
err.......are you sure?
“well-informed people know it
is impossible to transmit the
voice over wires and that were
it possible to do so, the thing
would be of no practical
value”
editorial in the boston post 1865
“heavier-than-air
flying machines are
impossible”
lord kelvin,mathematician, physicist, and president of the
british royal society, 1865
“the telephone has too many
shortcomings to be seriously
considered as a means of
communication. the device is
inherently of no value to us”
western union internal memo,1876
“i think there is a
world market for
about five computers”
thomas watson, chairman of ibm, 1943
“there is no reason for
any individual to have
a computer in their
home”
ken olsen, president of dec at the convention of the world
future society, 1977
“640k ought to be
enough for
anybody”
bill gates, 1981
“by the end of the
year the ipod will be
dead, kaput,
finished”
sir alan sugar, early 2005
“you’ll look great
wearing that hat at the
wedding sis”
beatrice to eugenie and eugenie to beatrice, 2011
what does
your vision
look like?
what will we
have in place by
the end of
may 2012?
what will we
have in place by
the end of
november 2011?
people tell us they need 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?
what’s in it for me?
how are we doing?
the leader’s
role?
to help people
answer these
questions!
idea 3 - get ‘engaged’
what
uk workers
really think
about work
?? % are actively ‘engaged’
?? % aren’t engaged
?? % are actively ‘disengaged’
= 100%
?? % want to work hard and do their best
?? % worked just hard enough
to avoid being fired!
?? % believe they could be
significantly more productive
Source: Gallup
17 % are actively ‘engaged’
63 % aren’t engaged
20 % are actively ‘disengaged’
= 100%
88 % want to work hard and do their best
50 % worked just hard enough
to avoid being fired!
75 % believe they could be
significantly more productive
Source: Gallup
the benefits of
an ‘engaged’
workforce
more likely to have lower staff turnover
source: gallup
more likely to have higher
than average customer loyalty
source: gallup
more likely to have above
average productivity
source: gallup
more likely to report
higher profitability
source: gallup
give your people a
damn good listening to
12 questions to consider.....
1. do i know what is expected of me at work?
2. do i have the materials and equipment that i need in order to
do my work right?
3. at work, do i have the opportunity to do what i do best every
day?
4. in the past seven days, have i received recognition or praise
for doing good work?
5. does my supervisor, or someone at work, seem to care about
me as a person?
6. is there someone at work who encourages my development?
Source: Q12, The Gallup Organisation
12 questions to consider.....
7. at work, do my opinions seem to count?
8. does the mission or purpose of my company make me feel
that my job is important?
9. are my coworkers committed to doing quality work?
10. do i have a best friend at work?
11. in the past six months, has someone at work talked to me
about my progress?
12. this past year, have i had opportunities at work to learn and
grow?
Source: Q12, The Gallup Organisation
idea 4 – create leaders, not followers
P
R
O
D
U
C
T
I
V
I
T
Y
H
I
G
H
L
O
W
‘PEAK
PERFORMER’
‘STAR’
‘MISMATCH’
‘PROBLEM
PERFORMER’
LOW
HIGH
UNUSED POTENTIAL
idea 5:
‘create an UBER culture’
what
exactly is
culture?
a classic definition of ‘culture’
“a pattern of shared basic assumptions that
the group learned as it solved its problems of
external adaptation and internal integration,
that has worked well enough to be
considered valid and therefore, to be taught
to new members as the correct way to
perceive, think, and feel in relation to those
problems”
edgar schein, organisational culture and leadership, 1993
my definition of culture
“the way we do
things around
here”
creating an UBER culture!
•
•
•
•
people Understand what’s expected of
them in terms of behaviours and
behave accordingly and consistently
systems and processes are Built to
reinforce those behaviours
people are Engaged, Empowered and
Encouraged to act in line with them
people are Rewarded and Recognised
for doing so!
it’s not
what you
say……
it’s what you do!
what do you do to
reinforce your
values in your
organisation?
“i never had control, and I
never wanted it. if you create
an environment where the
people truly participate, you
don’t need control”
herb kelleher, founder, southwest airlines
“there may be 50 ways to leave your lover, but there are only
4 ways out of this airplane."
“your bags will be available on carrousel x. if you do not find
them, they will be available in 2-3 weeks on eBay.”
“in order to enhance the appearance of your flight crew, we
will be dimming the cabin lights.”
“ we entrust every single ritz-carlton staff
member, without approval from their general
manager, to spend up to $2,000 on a guest. and
that's not per year. it's per incident”
simon f cooper, president ritz carlton
“ we interview people
for culture fit. we want
people who are
passionate about what
zappos is about–
service. i don’t care if
they’re passionate
about shoes”
tony hsieh, CEO, zappos
“ the more you engage with
customers the clearer things become and
the easier it is to determine
what you should be doing”
john russell, president, harley-davidson europe
idea 6:
champion
your
champions
spot people doing things well!
idea 7:
walk the talk!
only
feel that their managers behave in a way
which is consistent with company values
Source: mercer hr consulting
some questions.....
1. what are you like as a role model?
2. which of your behaviours reinforce
your organisation’s values?
3. which of your behaviours contradict
your organisation’s values?
4. how do you know?
“there’s no ‘i’
in ‘team’,
but there
is a ‘me’ if you
look hard
enough”
david brent
FINISHED FILES
ARE THE RESULT OF
YEARS OF SCIENTIFIC
STUDY COMBINED WITH
THE EXPERIENCE OF YEARS
FINISHED FILES
ARE THE RESULT OF
YEARS OF SCIENTIFIC
STUDY COMBINED WITH
THE EXPERIENCE OF YEARS
Stop
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conclusions
successful leaders recognise that people
need to understand:
• how well the organisation is performing
against goals and targets
• their contribution to the aims of the
organisation and the team
• their tasks, what is expected of them, and to
what standard
• the behaviours expected of them
• how well they are performing against these
things personally
they also ensure that people have the
opportunity to
contribute!
when two people
in business
always agree,
one of them is
unnecessary
william wrigley jr
encourage,
welcome and
praise loyal
opposition
renee carayol
‘my door is always open’ does not count!
“i’ve always said I would put my employees first, customers
second and shareholders third, but if you do that… the
customers and the shareholders benefit anyway’’
richard branson
“when people leave companies,
they tend not to quit the company,
they are more
likely to have quit the boss.”
ken blanchard
7 ideas.....
1.
2.
3.
4.
5.
6.
7.
work ‘on’ not ‘in’
get that ‘vision thing’
get ‘engaged’!
create leaders not followers
develop an UBER culture
champion your champions
walk the talk!
so, what
are you
going to
do?
leaders
take action, not notes
“vision without
action is
hallucination”
andy 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
scare yourself,
otherwise you’re
not doing
anything new
mary murphy hoye, head of r & d, intel
people can be
divided into
three groups
those who make things happen
those who watch things happen
those who ask ‘what happened’?
don’t just stand
there….. do
something!
dick dastardly
you can find out more at:
www.andyhanselman.com
you can follow me at:
www.twitter.com/andyhanselman
you can email me at:
andy@competeorgetbeat.com
you can buy my books too!