winning with leadership!

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winning with leadership!
annual conference 2011 aston business school 18h
may 2011
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who the hell is andy hanselman?
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i research, write about, talk about and work
with high performance organisations (and have
been for over 20 years!)
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how I work.
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awareness
assessment
action

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www.andyhanselman.com
www.twitter.com/andyhanselman
andy_at_competeorgetbeat.com
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what do we want from our people?
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committed,
motivated,
effective

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what do our people want from us?
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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 institutes 2010 worktrends
research report, exploring leadership and
managerial effectiveness
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were not performing!
less than 50 of uk employees believe their
leaders are performing effectively in these
areas!
the kenexa research institutes 2010 worktrends
research report, exploring leadership and
managerial effectiveness
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whats the difference between management and
leadership?
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managers

• maintain the status quo
• monitor situation
• allocate resources
• communicate targets
• measure the results
• feedback on the trends

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leaders

• strategic thinkers
• look forward and create visions
• challenge
• motivate
• inspire
• engage

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7 ideas to help you win with your leadership
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idea 1 on, not in!
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on
strategic
operational
in
tactical
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its ok to go for a walk!
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idea 2 get that vision thing
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getting that vision thing

• creating a clear picture of the future that
  stimulates, excites and inspires

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what does a vision look like?
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• 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 principals annual
  speech at the staff conference

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• 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

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a leader's job is to rally people toward a
better future
marcus buckingham
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imagine the future - what does it hold for your
college?
err.......are you sure?
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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

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heavier-than-air flying machines are impossible

• lord kelvin,mathematician, physicist, and
  president of the british royal society, 1865

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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

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i think there is a world market for about five
computers

• thomas watson, chairman of ibm, 1943

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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

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640k ought to be enough for anybody

• bill gates, 1981

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by the end of the year the ipod will be dead,
kaput, finished

• sir alan sugar, early 2005

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youll look great wearing that hat at the
wedding sis

• beatrice to eugenie and eugenie to beatrice, 2011

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what does your vision look like?
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what will we have in place by the end of may
2012?
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what will we have in place by the end of
november 2011?
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people tell us they need to know
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how is this vision relevant to me?
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what specifically do you want me to do?
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how will I be measured?
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what consequences will I face?
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what tools and support are available?
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whats in it for me?
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how are we doing?
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the leaders role?
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to help people answer these questions!
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idea 3 - get engaged
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what uk workers really think about work
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?? are actively engaged
?? arent 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
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17 are actively engaged
63 arent 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
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the benefits of an engaged workforce
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more likely to have lower staff turnover
source gallup
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more likely to have higher than average customer
loyalty
source gallup
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more likely to have above average productivity
source gallup
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more likely to report higher profitability
source gallup
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give your people a damn good listening to
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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
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12 questions to consider.....

1. at work, do my opinions seem to count?
2. does the mission or purpose of my company make me
   feel that my job is important?
3. are my coworkers committed to doing quality work?
   
4. do i have a best friend at work?
5. in the past six months, has someone at work
   talked to me about my progress?
6. this past year, have i had opportunities at work
   to learn and grow?

Source Q12, The Gallup Organisation
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idea 4 create leaders, not followers
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PEAK PERFORMER
STAR
P R O D U C T I V I T Y
H I G H
MISMATCH
PROBLEM PERFORMER
L O W
L O W
H I G H
UNUSED POTENTIAL
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idea 5 create an UBER culture
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what exactly is culture?
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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
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my definition of culture
the way we do things around here
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creating an UBER culture!

• people Understand whats 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!

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its not what you say
its what you do!
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what do you do to reinforce your values in your
organisation?
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i never had control, and I never wanted it. if
you create an environment where the people truly
participate, you dont 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.
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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
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we interview people for culture fit. we want
people who are passionate about what zappos is
aboutservice. i dont care if theyre passionate
about shoes
tony hsieh, CEO, zappos
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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
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idea 6
champion your champions
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spot people doing things well!
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idea 7
walk the talk!
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only
feel that their managers behave in a way which
is consistent with company values
Source mercer hr consulting
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some questions.....

• what are you like as a role model?
• which of your behaviours reinforce your
  organisations values?
• which of your behaviours contradict your
  organisations values?
• how do you know?

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theres no i in team, but there is a me
if you look hard enough david brent
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FINISHED FILESARE THE RESULT OF YEARS OF
SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF
YEARS
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FINISHED FILESARE THE RESULT OF YEARS OF
SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF
YEARS
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Stop Start Continue
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conclusions
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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

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they also ensure that people have the opportunity
to

• contribute!

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when two people in business always agree, one
of them is unnecessary
william wrigley jr
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encourage, welcome and praise loyal opposition
renee carayol
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my door is always open does not count!
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ive 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
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when people leave companies, they tend not to
quit the company, they are more likely to have
quit the boss.
ken blanchard
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7 ideas.....

• work on not in
• get that vision thing
• get engaged!
• create leaders not followers
• develop an UBER culture
• champion your champions
• walk the talk!

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so, what are you going to do?
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leaders take action, not notes
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vision without action is
hallucination
andy law, st.lukes
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take the first step in faith. You do not have
to see the whole staircase. Just take the
first step.
martin luther king
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scare yourself, otherwise youre not doing
anything new
mary murphy hoye, head of r d, intel
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people can be divided into three groups
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those who make things happen
those who watch things happen
those who ask what happened?
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dont just stand there.. do something!
dick dastardly
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you can find out more at www.andyhanselman.com
you can follow me at www.twitter.com/andyha
nselman you can email me at andy_at_competeorgetbe
at.com
you can buy my books too!