1. What do Leaders really do? Jeff Grout

2. Providing Direction

3. "I craft my dreams into ambitions, refine my ambitions into goals and
turn my goals
into plans"
Michael Johnson Olympic Champion

4. GOAL SETTING
Outcome Goal
Performance Goal
Process Goals

5. “You achieve success as a leader when people will follow you anywhere, if only out of curiosity .”
General Colin Powell

6. “It is a terrible thing to look over your shoulder when you are trying to lead and find no one out there"
FD Roosevelt

7. Measuring followship Without followers you are not a leader!
But HOW do you measure FOLLOWSHIP?
I use an interview tool I describe as the T-Test
The T-Test is a series of interviews along the horizontal of the senior mgmt team and down the vertical spine of the company.
Measuring followship

8. Providing Direction (The T-test)
What is the overall business objective?
What are the immediate priorities?
How are you contributing to these priorities?

9. “My main job was developing talent
“My main job was developing talent. I was a gardener providing water and other nourishment. Of course, I had to pull out some weeds, too"
Jack Welch

10. COMPETENCE COMMITMENT Minimum level of acceptability BM SMRC GL JW
COMPETENCE JA MI LF SW LD
COMMITMENT

11. “Everyone must get what they deserve”
Mark Martin
HR Director, T-Mobile

12. Retention was the biggest concern expressed at the recent Robert Half Round Table events
CIPD research indicates that 70% of organisations are still experiencing retention difficulties
And it will get worse when the economy bounces back
There are many staying put during the recession who will move as soon as the economy improves
(CIPD estimates that over 1/3 would ideally like to move in the next 12 months)
Usual response is Increased L & D opps, better selection/induction
Area that needs to be addressed is ‘people skills’ of managers
Rarely coach on the job
Rarely discuss development needs
Rarely give feedback about performance
As the Gallop survey showed
People leave their managers NOT the organization
Sainsbury/T-Mobile – Focus on developing the ability of managers to manage through their people
Who measures staff turnover?
Actual v target?
But what is ideal level of staff turnover? (Over-retention can be a problem – need to ‘refresh’ team
The focus shouldn’t be on the numbers leaving but WHO is leaving?
Retaining Talent 12

13. Keeping your Stars Talented people are different
So you should treat them differently
Give them what they deserve!
At 9.30 you will switch on your mobile phones and PDAs
Imagine you’ve received a voic from one your Stars (someone absolutely mission critical to your success)
It is their resignation!
Ask yourself these FOUR Questions:
Does the person know you consider them a star?
Do you make them FEEL like a Star?
Have you sat down with them in the last six months?
Have you double checked their pay?
Also need to redefine what we mean by retention – in 21st Century no longer about continuous employment but more about retaining access to knowledge and experience
Need to utilise your ALUMNI 13

14. “The most important thing to do is to make sure that you’ve got the best people. That is going to be the key to your success.”
Dame Stella Rimington
former Head of MI5

15. But what does ‘the best’ look like?
The Key Competencies
for Success
Personal accountability
Displays leadership
Challenges & Questions
Empowers others
Integrity
SKILLS – What specific skills do they require???
Technical skills
ABILITIES – What softer skills are required?
Effective Decision Making
Good Communication skills
Builds client relationships
Develops individuals

16. The Key Competencies for Success

17. Finding the ‘best people’

18. But where does recruitment go wrong?

19. But what have you got to Offer?
Set clear expectations from the outset as to the recruitment timetable?
How many interviews?
Who will they meet?
It is important to maintain momentum.
May need to keep candidate ‘warm’ during the process.
Who will make the offer and how will it be made?
May need to provide advice re- resignation/potential counter-offer.
It is Particularly important to maintain contact during the pre-start period (especially during lengthy ‘Garden Leave’)

20. Are you standing out from the crowd?
Employer Branding
Are you standing out from the crowd?

21. What is morale really like?
What’s morale really like in your company? (and how do you know?) The biggest obstacle to you finding out is your job title.
It is important that leaders can sense the mood of the organisation
Particularly when there has been a significant number of redundancies
The manner of those redundancies has big impact on morale
Should be seen as fair, transparent and conducted as quickly as consultation process allows – need to remove uncertainty
1 in 5 think their jobs are at risk
Widespread feeling of insecurity
Greater pressure and stress
Staff are experiencing Fewer promotion opportunities/ fewer bonuses/pay freezes/greater workload
Danger of ‘over-consuming’ talent’ – Mark Martin, T-Mobile

22. “It is difficult to motivate but all too easy to de-motivate.”
Sir Clive Woodward

23. Creating the insider feeling
One Team

24. What do Leaders really do? End of Part One

25. What do Leaders really do? Part Two

26. Letting Go

27. Communication Really Matters

28. BIG TALK/ Little Talk
Communication is the GLUE that holds any organisation together
Martin Johnson – Also critical to England’s Rugby World Cup Success
BIG TALK = Game Plan/Tactics (STRATEGY)
Little Talk =Giving of information, encouragement, re-assurance (Absence of Please, thank you, well done = huge sapper of organisational energy)

29. “What leaders really do is prepare organisations for CHANGE.”
Harvard Professor John Kotter

30. Preparing for Change

31. “ The difficulty is NOT developing new ideas but escaping the old ones”
J.M. Keynes

32. “The definition of insanity is doing the same thing over and over, and expecting different results.”
Benjamin Franklin

33. “I’m an optimist. I am always excited by the prospect that something can be done better”.
Charles Dunstone ,
Carphone Warehouse

34. Challenge & Question Everything

35. Challenge & Question Everything
What are the good things we do that we must keep doing?
What are the bad things we do that we must stop doing?
What things do we do only occasionally that we should do consistently?
What things don’t we do that we should start doing?
In the current economic environment you have a unique opportunity to challenge/question everything (no sacred cows)
The leader may not have all the answers but they should be equipped with the right questions (eg Einstein)
[FOUR KEY QUESTIONS]

36. What are the good things we do that we must keep doing? www.ebi?
Challenge & Question Everything
What are the good things we do that we must keep doing?
What works well?
Even better if?

37. “Every winning formula
has a ‘Sell-By’ date"
Ron Dennis, McLaren

42. COMBINED WITH THE EXPERIENCE OF MANY YEARS
FINISHED FILES ARE THE
RESULT OF YEARS
OF SCIENTIFIC STUDY
COMBINED WITH THE EXPERIENCE OF MANY YEARS

43. “Heavier than air flying machines are IMPOSSIBLE”
Lord Kelvin, President of the Royal Society,
1895

44. for maybe five computers”
“I think
there IS A
world market
for maybe five computers”
Thomas Watson Jr, Head of IBM,1943

45. is inherently of no value to us”
“The device
is inherently of no value to us”
Western Union’s opinion of Alexander Graham Bell’s Telephone 1876

46. “640K of memory
ought to be
e n o u g h
for anybody…”
Bill Gates, 1981

47. Learning from Past Performance

48. Criticism or Feedback?
????????
1 in 3 HR Professionals have serious concerns over their line managers’ interview capability
How many of you have been trained? (none of us would allow a 17 yr old to drive…)
Some display marked interview phobia
More dangerously, others believe they don’t need training
Many don’t know what they are looking for – don’t use a job profile
Most are not sufficiently prepared
Questioning technique is poor
Interviews are unstructured
Many are poor ambassadors for their organisation (eg. UIP/M&S)

49. Reviewing
Performance

50. Rate your own leadership performance A* B F

51. If you don't know why you've succeeded it must be an accident".
why you've failed
how can you
improve?
If you don't know why you've succeeded it must be an accident".
His comments stuck with me.
What relevance did it have for me in business.
It is success that you want to replicate.
Lord Sebastian Coe

52. What is your Leadership Brand?

53. “What you do speaks so loudly that I do not hear what you say”
Ralph Waldo Emerson

54. What do Leaders really do?