winning with leadership

Category: Education

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By: chitukrish (109 month(s) ago)

great presentation and very nicely communicated!

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Slide 1: 

winning with leadership!

Slide 2: 

about this presentation….

you’ll hear : : 

you’ll hear : The difference between ‘management’ and ‘leadership’ How to get your people ‘on board’ Ways to maximise people performance Ideas to create the culture you want

Slide 4: 

what’s the difference between management and leadership?

managers : 

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

leaders : 

leaders strategic thinkers look forward and create visions challenge motivate inspire

Slide 7: 

“a leader's job is to rally people toward a better future” marcus buckingham

Slide 8: 

why is leadership so important?

Slide 9: 

“ The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.” Jonas Ridderstrale and Kjel Nordstrom Authors, Funky Business

Slide 10: 

“when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.” Ken Blanchard

Slide 11: 

“The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor" Research from thousands of employees Marcus Buckingham ‘First Break All The Rules’

Slide 12: 

trust in management is declining

Slide 13: 

“Only 36% of employees trust senior management to communicate effectively” “This drops to only 26% of employees with more than 15 years experience” Source: mercer hr consulting “Only 53% felt their organisation did a good job of keeping employees informed”

Slide 14: 

idea one get that ‘vision thing’

getting that ‘vision thing’ : 

getting that ‘vision thing’ Creating a clear picture of the future that ‘stimulates, excites and inspires’ Getting everyone to ‘buy’ into it Ensuring that everyone understands what’s expected of them Turning it into meaningful goals and targets Communicating progress towards it continuously Celebrating successes Working ‘On’ it consistently

Slide 16: 

strategic operational tactical on in

Slide 17: 

what does a vision look like?

a vision : 

a vision Is not simply a set of financial figures Is not a business plan Is not a ‘pie in the sky’ idea Is more than words in the MD’s annual speech Is a picture of the future that we want Includes customers, people and finances Typically is a 2 year / 1 year / 6 month ‘thing’ Is a point of strategic focus for the leadership of the business Is something for everyone to work towards

Slide 19: 

people tell us they need to know

Slide 20: 

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?

Slide 21: 

the leader’s role?

Slide 22: 

to help people answer these questions

Slide 23: 

value Your values idea two

Slide 24: 

it’s not what you say…… it’s what you DO!

values can: : 

values can: define the fundamental character of a business help create the culture you want create a sense of identity for the business reduce game playing, politics and confusion provide guidelines for managers and staff provide guidance for acceptable and unacceptable behaviours

Slide 26: 

Harley Davidson’s Values: Tell The Truth Be Fair Keep Your Promises Respect The Individual Encourage Intellectual Curiosity Mutually Beneficial Relationships

Slide 27: 

45% feel that their managers behave in a way which is consistent with company values only Source: mercer hr consulting

Slide 28: 

35% feel that what their organisation says it values is consistent with what it actually rewards only Source: mercer hr consulting

turn your values into ‘preferred behaviours’ : 

turn your values into ‘preferred behaviours’


TEAMWORK Offers support – doesn’t wait to be asked Strives to understand and contribute to departmental/team goals Recognises the implications of their actions/inactions on others Shows respect to the needs, feelings and views of others Promotes ‘collective’ ownership across the business Encourages contributions from all team members

Slide 31: 

be a role model

Slide 32: 

“There’s no ‘I’ in ‘Team’, but there is a ‘Me’ if you look hard enough” David Brent

Slide 33: 

Only 17% are actively ‘engaged’ 63% aren’t engaged 20% are actively ‘disengaged’ 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

Slide 34: 

the benefits of an ‘engaged’ workforce

Slide 35: 

50% more likely to have lower staff turnover source: gallup

Slide 36: 

56% more likely to have higher than average customer loyalty source: gallup

Slide 37: 

38% more likely to have above average productivity source: gallup

Slide 38: 

27% more likely to report higher profitability source: gallup

Slide 39: 

idea four give your people a damn good listening to

Slide 40: 

“The best engineers sometimes come in bodies that can’t talk.” nolan bushnell, founder of atari

Slide 41: 

ideas for action….

Slide 42: 

set up feedback systems that suit your team, not you ‘beat the brainwashing’ – ask your newcomers to spot your business ‘stupidities’ ‘kill a stupid rule’ – commerce bank offers $50 ‘experience days’ ‘fiver down the pub’ fridays ‘pizzas and problems’ resist recruiting ‘replicants’

Slide 43: 

ask your team ‘what do you want from me?’

Slide 44: 

Stop Start Continue

Slide 45: 

be an ‘enemy of the status quo’ idea five

Slide 46: 

when two people in business always agree, one of them is unnecessary william wrigley jr

four common traits: : 

four common traits: leadership systems and processes culture measurement

what processes do you have to encourage your people to ‘revolutionise’ your business? : 

what processes do you have to encourage your people to ‘revolutionise’ your business?

Slide 49: 

“find great ideas, exaggerate them, and spread them like hell around the business with the speed of light” Jan Carlzon, Head of Scandinavian Airlines

Slide 50: 

idea six create other leaders, not followers

Slide 51: 


Slide 52: 

and finally….

Slide 53: 

idea seven take action, not notes

Slide 54: 

“Vision without action is hallucination” Andy Law, St.Lukes

Slide 55: 

“take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King

Slide 56: 

we can all be leaders

Slide 57: 

Tilly Smith, Age 10

Slide 59: 

don’t just stand there….. do something! dick dastardly

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