Syl Saller            Global Innovation Director            DiageoThe Marketing Academy Boot Camp                     25th...
Diageo~ £ 9 Billion Revenue            FTSE 20        180 countries     22,000 employeesContext for examplesPassion – hour...
3
Great Work is Hard  “The Work”  Ideas – easier than  getting them through “Real leaders are ordinary people with extraordi...
Issues: Translating Great Ideas into Growth •   Ideas watered down •   Conflicts with other functions •   Objectives not a...
What else?             6
What do we reallywant?For the business...• Brilliant work• Great relationships• Ownership by the whole  organisation• Fant...
For Ourselves...• Results• Confidence• Virtuous circle:  results deepening  belief      My story: From GB to the World    ...
Driving Great Britain vs. Global Diageo                It takes everyone...     What does it take to get real engagement  ...
The model in my head...               Responsibility                       Real                    Engagement        Real ...
Responsibility...Excuses are alwaysplentiful...Grab the ball! “If not you, who?If not now, when?”     John F. Kennedy     ...
Mini exercise  One thing you could have made a  difference in but didn’t.  How could you have viewed it differently?      ...
Relationships FY 08 An inflection point The Big Miss...                       13
Relationship jigsaw             Deep         Understanding   Genuine               &         Respect           Empathy    ...
Positive IntentFocus on the win-winAsk what you can do to helpNegotiate mutual support, ongoing feedback andcoaching      ...
Deep understanding and EmpathyGo beyond task, ask ‘what’s on your mind?’; ‘how are youfeeling?’Focus on: what really drive...
Genuine Respect      GENUINE RESPECTPush to identify what you respectYour signals – do you convey respect?Validate what th...
Trust and CandourCreate ‘moments of truth’ – raise difficult and sensitiveissues – work them throughBe good at receiving ‘...
Risk...A daunting subject ‘ The ultimate measure of a person is not where they stand in moments of comfort, but where they...
Taking Risks “ The opponent in ones head is more   formidable than the one on the   other side of the net”                ...
Perceived RiskThe enemy of...• Pace• Decisiveness• Happiness                  21
Mini exercise  Think of a time when you faced  what you considered to be a big risk  What were you feeling before...  What...
BLOCKING   FREEING                     23
BLOCKING                                           FREEING        What has to change?                        What do you h...
BLOCKING                                               FREEING        What has to change?                           What d...
BLOCKING                                         FREEING         What has to change?                      What do you have...
You own it, have real relationships, andcan calibrate risks...                    Responsibility                         R...
Real engagementleads to betterexecution and growthFrom Idea to Retail...From Idea to Retail...                         28
“The Great Meeting”     Syndrome        Vs   Real Growth      based on Real Engagement                      29
It’s all about growth  The business  Your leadership – WIP  Trying new things...  Joy of success vs.  risks in our head. ‘...
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Syl Saller Boot Camp Presentation 25 January 2011

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Syl Saller Boot Camp Presentation 25 January 2011

  1. 1. Syl Saller Global Innovation Director DiageoThe Marketing Academy Boot Camp 25th January 2011
  2. 2. Diageo~ £ 9 Billion Revenue FTSE 20 180 countries 22,000 employeesContext for examplesPassion – hours vs. quick videoGlimpse of our brands, our world
  3. 3. 3
  4. 4. Great Work is Hard “The Work” Ideas – easier than getting them through “Real leaders are ordinary people with extraordinary determination”. Bob Geldof 4
  5. 5. Issues: Translating Great Ideas into Growth • Ideas watered down • Conflicts with other functions • Objectives not achieved • Feeling out of control • Career, Identity may feel “at risk” Just some of the issues... More out of this if we focus on yours 5
  6. 6. What else? 6
  7. 7. What do we reallywant?For the business...• Brilliant work• Great relationships• Ownership by the whole organisation• Fantastic execution• Beat competition – not ourselves Faster growth 7
  8. 8. For Ourselves...• Results• Confidence• Virtuous circle: results deepening belief My story: From GB to the World 8
  9. 9. Driving Great Britain vs. Global Diageo It takes everyone... What does it take to get real engagement that is both broad and deep? 9
  10. 10. The model in my head... Responsibility Real Engagement Real Growth Risk Relationships (perceived vs. real) 10
  11. 11. Responsibility...Excuses are alwaysplentiful...Grab the ball! “If not you, who?If not now, when?” John F. Kennedy 11
  12. 12. Mini exercise One thing you could have made a difference in but didn’t. How could you have viewed it differently? 12
  13. 13. Relationships FY 08 An inflection point The Big Miss... 13
  14. 14. Relationship jigsaw Deep Understanding Genuine & Respect Empathy Trust Positive & Intent Candour 14
  15. 15. Positive IntentFocus on the win-winAsk what you can do to helpNegotiate mutual support, ongoing feedback andcoaching 15
  16. 16. Deep understanding and EmpathyGo beyond task, ask ‘what’s on your mind?’; ‘how are youfeeling?’Focus on: what really drives & motivates this personQuestion “what you know” about the personTest your assumptions: “I think you think?...”Go slow to go fast . . . Understand before getting into drivemode
  17. 17. Genuine Respect GENUINE RESPECTPush to identify what you respectYour signals – do you convey respect?Validate what they’ve achieved before sayingwhat’s lackingPush yourself hard to see their potential
  18. 18. Trust and CandourCreate ‘moments of truth’ – raise difficult and sensitiveissues – work them throughBe good at receiving ‘hard to have’ conversations.Celebrate them!Take risk in personal disclosure. Reveal vulnerabilities.This is strength What feels risky actually builds relationships... 18
  19. 19. Risk...A daunting subject ‘ The ultimate measure of a person is not where they stand in moments of comfort, but where they stand at times of challenge and controversy.’ Martin Luther King, Jr. 19
  20. 20. Taking Risks “ The opponent in ones head is more formidable than the one on the other side of the net” 20
  21. 21. Perceived RiskThe enemy of...• Pace• Decisiveness• Happiness 21
  22. 22. Mini exercise Think of a time when you faced what you considered to be a big risk What were you feeling before... What happened when you faced it? Groups of 3s – Share examples 22
  23. 23. BLOCKING FREEING 23
  24. 24. BLOCKING FREEING What has to change? What do you have to create?Syndicating Ownership Having the courage to ownI Include everyone in emails, meetings etc I take accountability for decisions and drive things forwardI consult with too many people before deciding I let others do the sameI need to focus on getting everyone’s opinion I feel trusted and empowered to take riskto keep myself safeDoing it myself Leveraging what is availableI want to see the data myself I don’t question what others produceI want to create my own stuff I focus on driving growth with the tools I am givenI don’t trust that others have my deliverables I trust that others have my deliverables at theat the heart of their thinking heart of their thinking 24
  25. 25. BLOCKING FREEING What has to change? What do you have to create?Everyone Contributes Selective ContributionI challenge & build on everything I’m shown I ‘challenge and build’ only when it will add valueI insist on having my opinion on any subject for I only intervene when I feel it will make awhich I have a degree of accountability material differenceI am expected to add intellectual value at all I am expected to add value through selectivetimes interventions, enabling teams to execute with paceBeing too careful Acting with confidenceI don’t Decide/Act until thinking is 100% perfect I regularly stop and ask myself ‘Will this sellI stay in the analysis and thinking space another unit?’because it’s safer I am prepared to take risksI avoid any decision that might make me lookbadPerfect thinking is what I’ll be judged against The only purpose of our thinking is to deliverand is necessary for things to get executed execution and thus performance 25
  26. 26. BLOCKING FREEING What has to change? What do you have to create?Managing my image Focusing on outputsI spend all my time selling ideas internally I spend most of my time focusing on the external i.e. The consumer, customer suppliers etcI cover my back because I will be blamed formistakes that will limit my career I focus on my activity that drives growth rather than managing profileTo build my career I need to brand build ‘me’ To build my career successfully, I focus on me and my team’s contribution to the growth 26
  27. 27. You own it, have real relationships, andcan calibrate risks... Responsibility Real Engagement Real Growth Risk Relationships (perceived vs. real) 27
  28. 28. Real engagementleads to betterexecution and growthFrom Idea to Retail...From Idea to Retail... 28
  29. 29. “The Great Meeting” Syndrome Vs Real Growth based on Real Engagement 29
  30. 30. It’s all about growth The business Your leadership – WIP Trying new things... Joy of success vs. risks in our head. ‘The road to success is always under construction.’ 30

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