1. “Achieving peak performance from your people in 2012”

2. GENERAL UPDATE – WHAT ARE YOUR PEOPLE ISSUES? What is your Number 1 PEOPLE issue at present?

3. Situational Leadership

4. “Addressing negative beliefs in your people”

5. WHAT ARE BELIEFS? Your beliefs have evolved since you were very young Beliefs are you and your team’s KEY barriers! In some cases, you are not even aware of them! They have evolved from the positive and negative experiences or people you have encountered in your past These beliefs drive your behaviours and also impact your perception and prejudgements about people For example a team member may think: – I will get a bonus if I work hard (like I did last time) – I didn’t handle that situation well last time so will struggle in future Some beliefs are very strong and others and quite weak Some are supported by core values you and ‘they’ hold KEY STATEMENT: “Hire your people for their core values but look to coach and mentor them to change their weaker negative beliefs”

6. DO YOUR BELIEFS HELP OR HINDER YOU? Negative Beliefs NEGATIVE BELIEFS

7. BELIEF – BEHAVIOURAL MODEL A – Activating events B1 – Beliefs (rational or irrational) B2 – Behaviour C - Consequences 2 1

8. ORGANISATIONAL BELIEFS What are the current beliefs of your organisation? How do they influence the performance of your business Stage 1 STRUCTURE Stage 1 =1- 2 years Stage 2 = 1- 2 years Stage 3 = 2- 5 years WASTE BELIEFS Stage 2 Stage 3 Visible Invisible

9. WHAT ARE YOUR BELIEFS? EXERCISE Write down for discussion your immediately beliefs regarding the following statements: – Customers in our business? – Our leadership team? – My own abilities as a leader? – Sales and our ability to sell? – Money? – Your industry? Would you like to change any of these beliefs? If so which ones?

10. ADDRESSING NEGATIVE BELIEFS TO ACHIEVE PEAK PERFORMANCE EXERCISE Spend 5 minutes performing a 5 whys exercise on one belief from the previous exercise you would like to change? How could you fix the ‘core’ issue? How have you changed your negative beliefs in the past? Give examples?

11. “Selecting the right teams in your organisation to drive successful change”

12. TEAM STYLE 1.LEADER 2.DOER 3.THINKER 4.CARER A balance of the above roles is critical Where have teams you have put together gone wrong in the past? Why?

13. COACHING SKILLS MATRIX EXERCISE Select one team in your organisation that has worked and one team that hasn’t and map out each key team member on the below matrix. What do you notice about each of the different teams? INSTRUCT MOTIVATE TRUST SUPERVISE SKILL ENTHUSIASM LOW 0 HIGH 10 5 5

14. TEAM CYCLE – EIGHT WEEK PROJECT BRIEF NOW ANALYSIS ANALYSE THE DATA DRAFT THE PLAN DEVELOP SOLUTIONS DRY RUNS WEEK 1 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 2 WEEK 3 WEEK 4 WHERE ANALYSIS DESIGN PRESENTATION

15. ONE PAGE PLAN T I M I N G - Who & When By A C T I O N P L A N SS T R A T E G I E S Project Team 1 Focus: Growth 20% Date Revised: 19 th Jan 2012 8 week cycle plan W H E R E – 6 monthsN O W S ales $10 million Stagnant growth Profit 4% High turnover employees Sales $12 million Clear Sales / Marketing strategy Reduced product lines by 20% Regular Team Projects IDENTIFY PROFITABLE PRODUCTS ADOPT MINDSHOP PROCESS ACROSS ORG ENGAGE NEW SALES MANAGER SURVEY CUSTOMERS 1. Activity Based Costing exercise 2. Make decision on cutting 20% of products 3. 1 Page Plan top 20% customers 4. Get leaders to run 8 week project teams 5. Recruit new national sales manager 6. Regional selling events 7. Survey customers re: needs / wants 8. Identify un-tapped new opportunities 1. MP Immediate 2. JS August 1. JS August 2. JS August 1. BM August 2. JS September 1. JS July 2. JS July

16. 16 Form a Coalition for Change Innovators Early Adopters Early Majority Late Majority Laggard s Source: Roger Collins, 2002

17. Engagement Bell Curve 85% leverage from highly engaged 13% from passive/margin engaged 5% from your whiteanters 13% loyal, active, highly engaged, advocates 10% Engaged 50% Comfortable, satisfied, fence-sitters 10% Passive marginally engaged Other, white-anters, obstructors Sustain the engaged and shift the comfortable, satisfied, & fence sitters to higher engagement for best returns Engagement HIGHLOW 10% Very low engagement, Distracters

18. HOWEVER, WHAT IS THE MOST CRITICAL ASPECT OF TEAM SUCCESS? Role of the Trojan Horse is to help you identify: – Who are the blockers? – Who are the supporters? – How project teams are REALLY going? – Political issues Who is your Trojan Horse in your organisation or division that can help you get things done?

19. “How to turn around failing project teams. Techniques and war stories from your peers.”

20. TEAM PSYCHOLOGY Four distinct stages Everything is an opportunity Conflict is normal Focus on strengths FORMING (Honeymoon period) STORMING (Power struggle) NORMING (Working through frustrations) PERFORMING (Settle into high performance mode)

21. TEAM REVITALISATION Project teams will always have a high probability of failing at some point. Perseverance is the key to success. The key to revitalising a project team is to work out the real issues that are causing them to fail and address any barriers. They normally fall into six broad categories: – Negative or dysfunctional beliefs – Lack of skills – Lack of support – Lack of results – Lack of rewards – Stick ability

22. TURNING TEAMS AROUND EXERCISE Think of a project team that HASN’T worked for you What was the REAL issue? What did you do to fix the issue? What are some of the key lessons learnt?

23. You manage things; you lead people Murray Hopper, Inventor of Cobol

24. The Five Practices of Exemplary Leadership (Kouses & Posner) 1.Model the way 2.Inspire a shared vision 3.Challenge the process 4.Enable others to act 5.Encourage the heart And our sixth--- Care for Self

25. The Ten Commitments of Leadership (Kouses & Posner) 1.CLARIFY VALUES by finding your voice and affirming shared ideals 2.SET the example by aligning actions with shared values 3.ENVISION the future by imagining exciting and ennobling possibilities 4.ENLIST others in a common vision by appealing to shared aspirations 5.SEARCH for opportunities by seizing the initiative and by looking outward for innovative ways to improve

26. The Ten Commitments of Leadership (Kouses & Posner continued) 6.EXPERIMENT and take risks by constantly generating small wins and learning from experience 7.FOSTER collaboration by building trust and facilitating relationships 8.STRENGTHEN others by increasing self- determination and developing competence 9.RECOGNISE contributions by showing appreciation for individual excellence 10.CELEBRATE the values and victories by creating a spirit of community

27. Private reflection On a scale of 1 to 10 where 1 is low and 10 is extremely high: – how would you score yourself against each of the 10 commitments of leadership?

28. SUMMARY Recognise your own negative beliefs and put in place strategies to address them. Key to success. Address to modify any negative beliefs by your employees Remember the A, B1, B2 and C behaviour model when dealing with team members around you Get the right ‘balance’ in your teams Drive each team around an 8 week cycle and One Page Plans Ensure you have a Trojan Horse in the business or division When addressing problem teams look to fix the REAL issue not just the symptom For peak performance: Hire people for their core values and coach them to address their weaker negative beliefs WHAT IS YOUR NUMBER 1 TAKE HOME LESSON?