Leading from Crises to Collaboration Leadership and Development in Context 2010 Tom Grant Dean, College of Leadership and Professional Development Ford Motor Company Steve Bridge Partner Sheppard Moscow LLP Say who we are This is first session in the Accelerating Individual Performance stream Accelerating Individual Performance through leadership Accelerating business performance through individual performance through leadership

Purpose of this session To stimulate your thinking To encourage some insight By telling the story of how leadership has been crucial to the transformation in Ford Motor Company In a way that’s: Informative Interactive Gaining Entry – contracting with the group We have 1 hour Kick off with a general statement of intention and proposed style The picture is of what was then called the Verve at the Detroit Motor Show – 21st January 2008 – when we did the N.American diagnosis

The business context when we started Losing market share to more efficient competitors Trying to extend global reach/global collaboration Needing to increase the rate of quality improvement Needing to improve operating and fixed cost efficiencies – especially in Product Development and Manufacturing Operating with a shrinking workforce Too much leadership churn – a new leadership team in place Facing tough economic conditions Setting out the situation Ford was facing

The Leadership Response – Focus and Direction Part of the leadership response – a clear strategy, mission and plan Communicated to all Underpinned by constant reference And following it!

The Leadership Response – Leadership Culture Video Clip – Alan Mulally A video clip of CEO Alan Mulally talking about leadership and leadership culture

The Leadership Response – Leadership Development Started with a diagnosis North America – Detroit South America – Brazil Interviews/Focus Groups Soaking up the ‘climate’ Building commitment Identified themes Working together Personal mastery Business acumen Linked to One Ford strategy Fed back themes to sponsor What’s the business context? What’s the business challenge? What kind of leadership is there now? What kind of leadership is needed? What needs to change? Where’s the urgency? What’s going to help the change? What will sustain the change? What difference will you expect to see/feel? Why’s that important? How will this help the business? The importance of engagement with key stakeholders Both to gather information and perspectives Also to get their commitment to the process, for them to feel they’ve contributed, to create readiness, direction and alignment

GEL Programme Flow To show what we created as the overall flow of GEL Not going through every item. Drawing out things about modular nature. Supported by real work change. Next slide has characteristics and principles

Characteristics and principles of GEL Close alignment to One Ford behaviours Strands weave through the modules Leadership mastery – self awareness Collaboration and team working Business acumen Engaging others Leadership - thinking, being, doing Clear link to business Constant executive presence Learning sets Working in partnership Constant review and tweaking to keep in line with shifting context Something here to describe some of the main things about GEL

Change Lenses A way of looking at what’s changing / needs to change through different perspectives Behaviours – Current behaviours and desired behaviours Logical Framework – Purpose, goals and activities Relationships – Connections and the key points of influence Systems – Holistic view of inputs, outputs, transformations and feedback Language and Stories – Words, phrases, descriptions, myths and stories A way of looking at change Used by participants to examine and understand the changes they’ve been experiencing Then taken as a way to define the future Use this as a participative session

GEL Evaluation – Factors contributing to success Leadership involvement by top management Content and design that encourages individual participation Strong diversity of participants across functions and regions Right programme structure and pace Supervisor and organisation support

What’s happened and is happening now? For GEL participants Renewed excitement and confidence to impact the business Trust and openness significantly enhanced across peers and visiting leaders Greater appreciation of leadership insight within other functions and the importance of drawing on them The right learning opportunities surfaced at the right time for people Some stories For Ford Executives supporting GEL For GEL Programme Bringing the story up to date

Time for any questions