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联合利华领导力模型Lgp dictionary (e)

联合利华领导力模型Lgp dictionary (e)



detailed description of leadership in Unilever.

detailed description of leadership in Unilever.



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    联合利华领导力模型Lgp dictionary (e) 联合利华领导力模型Lgp dictionary (e) Presentation Transcript

    • The Leadership Growth Profile
      • Builds Commitment to Growth
      • Strategic Influencing
      • Team Commitment
      • Team Leadership
      • Drives for Growth
      • Seizing the Future
      • Change Catalyst
      • Developing Self & Others
      • Holding People Accountable
      • Empowering Others
      • Creates a Growth Vision
      • Passion for Growth
      • Breakthrough Thinking
      • Organisational Awareness
    • Creates a Growth Vision
    • Passion for Growth Does this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?
      • Measure performance against internal and external benchmarks
      • Make specific changes to improve performance (e.g. re-engineer processes to be faster, more efficient)
      • Focus on raising quality and customer and consumer satisfaction
      • Stimulate and encourage others to bring about performance improvement for the business
      • Create stretching but achievable goals to align own activities with growth initiatives
      • Aim to find and realise new growth opportunities
      • Align own activities and goals with growth initiatives
      • Aim for performance excellence through own efforts
      • Stimulate growth by bringing about step change improvements
      • Aim to make the impossible possible
      • Entrepreneurially commit significant investments to reap major rewards
      • Defy conventional wisdom and internal opposition to achieve major growth
      • Create new markets by exploiting growth opportunities
      • Obsess with growth and focus on delivering new ways to gain competitive advantage
      • Ambitious to hit set targets and standards
      • Deliver on commitments made to others
      • Persist in overcoming obstacles to success
      • Take full responsibility for delivering their contribution to the business
      Are highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the business Focus on business improvement and a re ambitious for excellence, constantly search for opportunities to improve the business Set challenging growth goals for themselves and others and put into place plans to achieve these Take significant entrepreneurial action, and ask “what is possible?” to ensure growth opportunities are realised Foundation Level Developing Level Growth Level World Class Level
      • Outstanding individuals radiate a Passion for Growth, the personal drive that enables individuals to go the extra mile in delivering excellent performance. They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives. Outstanding individuals constantly push the boundaries of excellent business, ask big questions about what is possible and then take significant entrepreneurial action over time to expand the horizons of the business. Success is the delivery of sustainable profitable growth. .
      • Negative Indicators:
      • Too busy dealing with immediate, urgent issues to look for new growth opportunities
      • Settle for the status quo - take no action to improve mediocre performance
      • Easily side-tracked from important growth goals
      • Unconcerned about missing deadlines or failing to meet business objectives
      • Do not take responsibility for contributing to growth objectives
      Links with: Organisational Awareness
    • Passion for Growth Quotes and Examples
      • “ He asked, ‘If this was my business, how would I want this group of brands to be run?’ – he took a business perspective, not just a functional one”
      • “ We set an extremely ambitious deadline to get production back up. We did it in two weeks and we thought it would take three months”
      • “ He decided that he would set himself the objective of working with his colleague to teach him how to be effective in the role within a three-month time-frame. He set clear business objectives from day one so that his colleague would have stretching targets to aim for from his first day in his new role. He held regular reviews with his colleague to review progress against targets and to ensure that his colleague was growing into the role and delivering business results””
      • “ He wanted to improve quality and reduce costs. The supplier couldn’t do it, so he went to another supplier to see what they could do – he achieved it”
      • “ After they had nearly battered me into submission, I just said listen guys, how much is this thing going to cost us? $1.5 million - this is the amount we need to be prepared to lose. We're going to do this, because it is about the brand equity and we've got to start taking more chances here. We are going to do it”
      • “ It's about knowing where the company is going and setting stretch targets that get others excited about and let them know where they need to be in a year's time”
      • “ We challenged ourselves to hit a stretch goal which seemed impossible to achieve, but we were able to achieve it”
      • “ In order to be market leader in 2001, we have to be brand leader in 2000. The important thing is not to be number 2, no-one remembers number 2. And if you're going to go for stretch, you have to be prepared to fail”
      • “ They told me that the market research said it was the lowest scoring idea in 50 years. And I said to them, because I was a little pissed off, 'so what did you expect from the grandmothers who don't have blackheads?' I think the integrity research is sound and I would like to launch within one month”
      • “ We are going to ensure that the competitor is unable to make headway in his own town; we must ensure that we are available in 100% of the outlets in their hometown: we must work in a commando-like style to storm the market before they realise what has hit them”
      • “ It is about expanding the business limits, it's not only trying to get market share or things like that, it's about expanding the business”
      • “ We had a focused team on the goal and had a clear vision. Our main objective was, ‘how can we kill P&G?’ We were focused on winning, not on coming 2nd”
      • “ It is about getting excited about targets that are set for you - focused on passion right now”
      • “ Ensure that 1 franc invested yields 2 in return”
      • “ Avoid waste, identify the best practice within two companies and implement it in both”
      • “ I promised I would do it because I knew it was my responsibility to deliver that under the plan”
      • “ It was one of her PDP targets so she wanted to ensure that adequate resource and time was put aside to achieve it”
      Foundation Level Developing Level Growth Level World Class Level
    • Breakthrough Thinking Does this person COME UP WITH NEW IDEAS to create business improvement/growth opportunities?
      • Apply understanding of customer and consumer perspectives to create new approaches
      • See current business situations in a new and different way
      • Sift through a wide range of internal and external information, spotting patterns or trends that create new insights
      • Think laterally to identify new solutions for old problems
      • Use ideas that have created growth elsewhere and adapt them to suit own business and/or culture
      • Apply local customer and consumer insights to create new local and global market areas for the business
      • Think laterally to identify opportunities to enable growth; come up with innovative ideas
      • Understand how the current business might be affected by future internal or external developments and trends
      • Break the mould - realise opportunities that others cannot see
      • Reshape the industry by being first
      • Set no limits to their thinking - ignore conventional boundaries
      • Completely redefine the way internal/external consumer or customer needs are understood and met
      • Change the direction of the organisation/business
      • Recognise when a current opportunity or problem is similar to a previous one and use the experience to help the current situation
      • Are intellectually curious about new approaches to problems or opportunities
      • Use available information to aid problem solving
      Understand business opportunities and obstacles, use common sense and an understanding of customers and consumers to identify problems and opportunities Spot patterns, trends or discrepancies in information, then apply this insight in order to provide immediate business improvements Identify new growth opportunities for the short to medium term, based on insights into the company, customer, consumer, industry, and/or economy Create entirely new internal or external business concepts - not obvious to others – that redefine the approach to the business and/or marketplace and create major growth opportunities Foundation Level Developing Level Growth Level World Class Level
      • Outstanding individuals generate Breakthrough Thinking by using their insight into complex situations to break existing patterns of working and to create growth opportunities. They think strategically and radically about new ways of responding to consumer change and of enabling and delivering business growth. These individuals think creatively and ask ‘why not’, innovating for today and re-thinking the business for tomorrow.
      • Negative Indicators:
      • Lose sight of the bigger picture, gets too involved in the detail
      • Look at components individually rather than as part of a system
      • Cannot stand back from recurring problems to see the underlying,
      • longer- term trends
      • Are fixed in their ways
      Links with: Seizing the Future
    • Breakthrough Thinking Quotes and Examples
      • “ Any visitor who came to the factory could not leave until he had given the factory manager two comments for improvement, and that was his rule”
      • “ He drew on his experience and insights into cash management to identify it as a value creation mechanism for Unilever”
      • “ The tablet wrappers were getting screwed up, so he spent time just watching what was going on on the shop floor – he just put a rope across the hall and found a couple of millimetres difference between the lines”
      • “ He applied ideas from other markets to achieve growth - used switch cards that they had seen in the UK”
      • “ She spotted and developed the new growth potential in a possible re-production of an old classic – she applied her local knowledge to exploit the fact that it was successful a long time ago and could be again”
      • “ We're here in this country and we're not producing local foodstuffs, like pita bread. The eating habits of these kids are changing around us and they will soon be adults. We're sitting here producing cooking oil and soon no-one will buy it because they don't need it”
      • “ He did two things. One was understanding how to add value; make it a branded product rather than just a commodity. The other has been about using technology to improve quality and expand the raw material base”
      • “ To be big in food you have to be big in the type of food people eat everyday. Rather than being at the side of the plate, what is the food in the center of the plate”
      • “ We developed a system which allowed consumers and customers to collect tokens – a marketing initiative had never targeted both before and it involved 20% of the population and achieved a 40,000 tons sales volume”
      • “ We have often defined markets too narrowly in the past and we haven't had a wide enough vision of those markets. My view was that we are in hair, not shampoo, and therefore we have to look at the hair market because we are neglecting a big and important growing part of the market place”
      • “ He drew on his experiences in CME and created an entry strategy for bringing tea into the country that resulted in Unilever emerging as the sole provider of this product in the market. Previously Unilever had lacked the basic design concept to manufacture it successfully but his insights and radical thinking transformed Unilever's position”
      • “ He's able to identify the key issues and not get lost in the detail”
      • “ Through reading the trade press and speaking to advertising agencies he realised that new research techniques had transformed communication planning”
      • “ She was having difficulties managing a particular subordinate. She remembered a time when a colleague was having similar issues with their subordinate and used a 1-1 coaching session to help to resolve the issue. She tried this with her subordinate”
      • “ He spoke to a range of customers, did some fact gathering from within Unlived to review the problems and then made changes to the annual plan accordingly”
      Foundation Level Developing Level Growth Level World Class Level
    • Organisational Awareness Does this person UNDERSTAND THE BUSINESS ENVIRONMENT in which they are working AND HOW TO GET THINGS DONE?
      • Recognize and describe the Unilever culture and the culture of other organisations
      • Understand when/when not to act based on culture and climate
      • Carefully consider how to approach an issue or situation given the prevailing organisational climate
      • Accurately assess where there is readiness for an initiative or a change at a given time
      • Anticipate potential organisational barriers to growth and how to turn them into support
      • Understand and use sources of formal and informal power and influence across Unilever
      • Understand politics of customers and other organisations and how to make best use of these
      • Have a finger on the pulse of the organisation - they know and understand what is happening
      • Are alert to the impact of wider economic, political and social forces on market opportunities and business growth
      • Understand why organisations behave in the way they do, and what to do to change them
      • Anticipate socio-economic shifts and how to exploit these to create growth
      • Recognise and use current structures and processes to further the aims of the business
      • Understand the ‘dotted lines’ of a matrix organisation
      • Use own networks within the business/industry to get things done
      • Know who the key players are and involve them as appropriate
      Understand formal and informal structures and processes of the organisation, and how to work in a matrix organisation Recognise organisational culture and climate, understand unspoken organisational limits Know who to get support from to get things done, understand the organisational levers to pull to get support for their growth plans Understand the underlying issues affecting behaviours in organisations, and how they should act to change or influence these in order to achieve their growth objectives Foundation Level Developing Level Growth Level World Class Level
      • Outstanding individuals demonstrate Organisational Awareness by knowing who to approach and how to get things done. They do this through their understanding of the influences (formal structures and decision-making processes, informal power structures, climate, culture, organisational politics) which shape how the organisation works. They trace the implications of these influences and use this understanding as a basis for Strategic Influencing to drive business growth and achieve growth goals. .
      • Negative Indicators:
      • Stubbornly stick to the ‘proper’ way of doing things, even when it is clear these are not working
      • Do not recognise the key players in a given situation, unless they are part of the formal hierarchy
      • Highly political, but simply for politics’ sake rather than for the ultimate benefit of the business
      • Organisationally ‘naïve’ - are seen as people who put their foot in it without realising
      Links with: Strategic Influencing
    • Organisational Awareness Quotes and Examples
      • “ He noted that Unilever tends to apply its learning in the Western world to other territories – he recognised that this was not appropriate for this category and he went about trying to convince others of this”
      • “ He understands grievances, militancy, politics and roots of people within the plant”
      • “ She understood the implications of getting rid of distributors who were ex-employees and approved by the co-director”
      • “ He understood that by giving credit for progress to the broadest possible audience, he would be able to win their continued support and diminish the effect of potential barriers”
      • “ He was looking for opportunities to grow the business but understood that the cost-cutting procedures were acting as a barrier. He knew he would need to get the Board behind him, so he organised sessions to discuss the implications of strict profit control”
      • “ To bring about change, managing a variety of influences and ‘influencers’, it is critical to understand what will make them ally with your purpose”
      • “ He showed an in-depth appreciation of the finer details of the development of democracy in the country and how the dishonesty of certain government officials could influence the business environment”
      • “ He displayed an exceptionally strong understanding of the socio-economic shifts that were about to take place within the marketplace – that many important clients and competitors were about to invest heavily”
      • “ He displayed an exceptionally strong understanding of the socio-economic sifts that were about to take place within the local market place. He recognised that many important clients and competitors were about to invest heavily in the country and used this to inform his own strategic thinking. He also recognised the important differences in the way that Bestfoods needed to operate in this location, as compared with other European countries”
      • “ She understands the formal and informal structures, how to get things done and what the likely organisational barriers are”
      • “ He knows who does what, who influences whom, how to follow the hierarchy, how to get around it”
      • “ He knows where to go to secure the necessary sources, understands who the decision- makers are”
      Foundation Level Developing Level Growth Level World Class Level
    • Drives for Growth
    • Seizing the Future Is this person PROACTIVE, taking ACTION NOW to realise growth goals and create future growth opportunities?
      • Put in place plans of how to achieve short-term goals, without sacrificing the future
      • React to situations by creating business improvements or by minimising a future problem
      • Are decisive in situations where the norm is to ‘wait and see’ or ‘wait for more information’
      • Trace the implications of current or planned actions on future growth of the business
      • Plan and implement processes to deliver medium- to long-term growth
      • Create incremental gains for the business by looking to the future and making special efforts
      • Manage the business portfolio to focus on growth brands
      • Create major growth opportunities and act with speed to exploit them
      • Reshape the organisation to take advantage of long-term growth opportunities
      • Stay ahead of the competition by seeding new opportunities now
      • Enable growth by pursuing major business improvements and successes
      • Act to remove basic blocks to progress without waiting for others to do it
      • Systematically gather a range of both internal and external information to enable Improvements
      • Demonstrate an ability to think beyond the immediate next step
      • Regularly review current progress and seek feedback from others
      Display a desire for action, habitually equip themselves to be in a position to maximise opportunities Take decisive action to create business improvements Initiate timely, proactive action to gain improvements and create or enable growth in business results Shape the future - envisage major opportunities not obvious to others and act decisively to turn these into significant long-term business benefits Foundation Level Developing Level Growth Level World Class Level Outstanding individuals are constantly focused on taking action to get to the future first. They monitor closely what is happening both internally and externally, and take decisive action today to create new growth opportunities for tomorrow. In a world where being first into a market is key, they act with speed and decisiveness to stay ahead of the game, maximising growth opportunities for the business.
      • Negative Indicators:
      • Cannot step back from current issues, fail to identify potential growth/improvement opportunities
      • Do not take action; may be overwhelmed by alternatives or content just to think/talk about it
      • Concentrate on short-term, immediate results to the detriment of long-term success
      • Overlook problems and opportunities which may affect the business
      Links with: Breakthrough Thinking (coming up with an idea of how to improve/grow the business)
    • Seizing the Future Quotes and Examples
      • “ Two project leaders responded to an observation by looking into the components of tea as a potential cleaning mechanism – they have identified the particular component. They saw an idea and ran with it”
      • “ As a team they sat down and asked themselves whether they had the right infrastructure and processes to contribute towards achieving the vision. They identified a few areas where they were lacking and gave themselves 4-6 weeks to come back with their findings”
      • “ She reacted very quickly to the issue and solved it by getting a packaging expert on-board very speedily”
      • “ You should not only do the analysis, but also turn the findings into actionable steps”
      • “ He planned and implemented innovative strategies – a focus on category management and the introduction of cutting-edge technology – to achieve his ambitious growth plans”
      • “ He took advantage of the trade laws and created big savings, since savings from certain countries attracted no duty”
      • “ There's no time for more analysis here, we have analysed this for six years and we know there is no clear cut answer - we just have to do it"
      • “ He realigned the distributor commissions in favour of servicing retailers, which tremendously improved our distribution coverage and increased our sales volume by about 8%”
      • “ He was looking for ways to further enhance the performance and structure of his sales department and to keep ahead of the market. He gathered some market research data and realised that some major market shifts would be occurring in the next five years. So he made sure Bestfoods had started to proactively prepare for these changes to capture the growth opportunities emerging from the shift”
      • “ It’s planting the seed today, knowing that there’s going to be a tree tomorrow, not expecting the apple the next morning”
      • “ His feeling was that, over time, this could be a much bigger growth proposition and that the competition would be investing a lot more money than we were. So he felt that we needed the resources of a big ad agency and he was able to convince the BGP to invest significant sums now for huge gains in the future”
      • “ He wanted to get to the real answer as to why they had a very big problem with the brand. He accompanied the sales manager out to the stores in the problem area and together they concluded that it was a problem with price”
      • “ He was trying to find out exactly how severe it is on the ground, are we actually losing business or is it something which is hyped up more than it needs to be”
      • “ He gathered some market research data and realised that some major market shifts would be occurring in the next five years”
      • “ She recognised she needed to hire new people so that they would have enough resources in a few months to realise the plan”
      Foundation Level Developing Level Growth Level World Class Level
    • Change Catalyst Does this person ENERGISE HIM/HERSELF AND OTHERS AROUND CHANGE to deliver growth?
      • Act as a ‘change champion’, alerting others to the positive reasons for change
      • Initiate action and make a contribution to organisational change efforts led by others
      • Depict a general need for change in the organisation
      • Encourage others to align their actions with the change
      • Maintain a positive and confident attitude when constant change occurs
      • Set out a vision for change and create a common understanding of the route to growth
      • Challenge complacency wherever it exists to remove barriers to change
      • Constantly deliver a clear growth message, tailored so individuals see ‘what is in it for me’
      • Energise others, creating momentum and ensuring the messages are cascaded and sustained through the business
      • Create a burning platform – publicly challenge the status quo and create a shared drive for change
      • Create a sense of urgency to force the pace of change
      • Fire non-contributors or take some other dramatic action in order to drive change
      • Change performance measures and rewards to align with delivery of a growth vision
      • Align own actions willingly with change initiatives and seek to understand the rationale for the change
      • Accept that change is the only way that Unilever can grow and become more successful
      • Constructively challenge in order to better understand ‘the why’
      • Respond quickly to a change in priorities
      • Have the courage to tell it as it is
      Are receptive and positive towards change, s ee change as a challenge and as an opportunity for themselves as well as for the business Promote and endorse organisational change efforts through own words, actions and priorities Define a clear growth vision for self and others and ensure that the growth message is understood by all Create the necessity to act, take dramatic actions, including publicly challenging the status quo, in order to reinforce the growth vision Foundation Level Developing Level Growth Level World Class Level Outstanding individuals act as a Change Catalyst, energising themselves and others towards new, better ways of operating and of generating growth. They ensure that Unilever growth strategy is heard and understood by everyone in the business and that internal obstacles to achieving the organisation’s goals are removed.
      • Negative Indicators:
      • Have a victim mentality - see change as being something that is ‘done’ to people
      • Fail to get on board with change initiatives on the assumption that they are ‘bound to blow over’
      • Communicate change messages without considering the potential impact on others
      • See change initiatives as simply being the ‘latest fad’ - ignore the purpose of the change
      Links with: Organisational Awareness
    • Change Catalyst Quotes and Examples
      • “ He provides positive reasons for change in terms of product quality and the process of innovation. He aligns his behaviour with change initiatives led by others and works behind the scenes to move items on his own change agenda forward”
      • “ There was a need to create a new strategy so she got others on board by allowing them to share their views"
      • “ Part of it is about showing the business that if we continue down the route we’re going and don’t make changes, that it will not end very positively, so again part of it is about trying to get people to understand realities"
      • “ His rallying cry was ‘no saving is too small’(keteura biara nemo). It touched and energised the organisation and the urgency of the situation sunk in. People began to discuss how they could help the organisation”
      • “ Recognising the value that the group could be to his business, he created a vision and platform to re-align their priorities from a focus on basic research to a focus on applied research – this was a major mindset change for the organisation”
      • “ He clearly communicated his vision for change, calling on each member of his team to improve service to customers, to improve efficiency, to change how the supply chain works, to change information systems – he encouraged them to remove barriers”
      • “ She broke through the paradigm of saying ‘that’s the way it was always done’ and focused on the facts of the situation we’re facing today. She acknowledged that credibility comes from the history of the brand, but encouraged others to look forwards, not backwards”
      • “ He recognised that closing one particular business was the right decision and was extremely persistent in challenging the various stakeholders in order to progress this agenda. He created a real sense of urgency and publicly challenged leadership to examine this controversial issue”
      • “ He wanted to make a visible point to his colleagues that times had changed and the previous ways of working were now obsolete. He shared previously hidden figures with his direct reports as a signal of the change, but also to demonstrate that the poor financial position of the company needed urgent attention. The figures shocked them.”
      • “ He challenged the answers that were given, because he felt that there was a bit of complacency amongst the company. I came out of this meeting ‘a bit alarmed’, and concerned – job losses were involved, but I felt a real sense of motivation about it, because of my understanding of the necessity of the exercise"
      • “ We concentrated on being practical and action focused”
      • “ He accepted that the change in organisational structure was a positive move for the company”
      • “ He asked the project manager the reason behind the changes to the annual plan so that he could understand them better. He then made changes to his own plans so that they were aligned.”
      • “ He reviewed the product quality immediately after the new ‘product quality’ guidelines were released”
      Foundation Level Developing Level Growth Level World Class Level
    • Developing Self and Others Does this person invest TIME, ENERGY and ENTHUSIASM in developing themselves and others?
      • Give practical support or assistance to help others to learn (e.g. expert advice, information, resources, time)
      • Monitor the ongoing developmental progress of self and the team
      • Follow up with individuals after development assignments or courses: asks ‘how do we apply your learning?’
      • Seek opportunities and resources to help the team develop both on and off the job
      • Create time to provide one to one feedback and support for individuals
      • Encourage others to invest time and resource in development
      • Provide ongoing performance- related feedback, both positive and negative, in a forward-looking, constructive manner
      • Take advantage of coaching opportunities to improve business results
      • Build coaching and mentoring processes to speed the development of future leaders across the business
      • Encourage others to take risks in order that they, or others, can learn
      • Create a climate which encourages entrepreneurial behaviours and learning
      • Are effective coaches to future leaders
      • Recognise own specific development needs by seeking feedback from others
      • Pursue new opportunities to develop or enhance own experience and capabilities
      • Evaluate what went well and what didn’t, and learn from these experiences
      • Support the development of colleagues
      Actively seek opportunities for self-development and learning. Willing to learn and set an example by investing time and effort in their own development Actively encourage and support the development and learning of self and others Actively develop others, providing frequent coaching and feedback Create a development mindset across the business, personally taking accountability for building organisational capability Foundation Level Developing Level Growth Level World Class Level Outstanding individuals invest time, money and energy in self-development and in developing others, thereby building Unilever’s capability for the future. They take personal responsibility for coaching and mentoring future leaders and are enthusiastic about seeing others grow.
      • Negative Indicators:
      • Criticise others in personal terms and without giving suggestions for improvement
      • Rely solely on training courses without follow-through to meet development needs
      • Focus only on the immediate task; never make time to consider longer- term development needs
      • Hold on to good people for the sake of their area or team in spite of the needs of the business or individual
      Links with: Empowering Others and Holding People Accountable
    • Developing Self & Others Quotes and Examples
      • “ He recognised that his colleague was not fully prepared for the process of delivering difficult news to large groups of people and suggested that they run ‘mock’ presentations in which he could raise challenging questions, to prepare him for the real thing”
      • “ She spent a lot of time coaching me on a presentation I had to give – often at 5am(!). She didn’t show me just how to do it however, she got me to do the presentation first, then she spent time asking me how I could do it better”
      • “ She constantly challenged her subordinates with new tasks/jobs, acknowledged their potential and sent them on appropriate training and development courses”
      • “ He repeatedly took the time to support his colleague, who was struggling in his new role and looking to leave, and created opportunities for him to develop. Since then, his colleague has been promoted and is perceived as being high potential”
      • “ He said, 'let’s agree on a work plan and agree to meet and discuss it. I’m available for you to contact me any time – keep me posted on how you’re approaching your goals and progressing’”
      • “ He created pairs of people who would benefit from working with each other, for example, a career accountant with someone who was extremely street-wise. The street-wise individual was able to learn about operational excellence while teaching the other to pay more attention to common sense”
      • “ He takes personal responsibility for finding career opportunities for staff in sales”
      • “ He recognised the gaps in her experience and initiated a process of exposing her to key issues by preparing her for weekly meetings. In addition he carefully selected a mentor with years of experience to support her in the longer term”
      • “ He would use the first 30 minutes of the forum to give them something of interest, nothing to do with work. The objective was to widen people’s profiles, to get them to do much more than just deliver a job, to develop as people”
      • “ She introduced a rigorous objective and structured process for developing people. It's more than just a piece of paper given to you by your boss. It will achieve the objective of improving people's performance and help the company work out who's really good and who's not”
      • “ When he moved from the marketing to the sales role, he suddenly realised that much of his experience could be used, if he just thought about it in a different way. He was determined to keep the balance between learning new approaches and using the experience he already had”
      • “ She realised that, although she had the technical skills, her experience of managing others was very limited. She knew she could trust her previous manager, so she approached her and asked if she would coach her through any difficult situations she encountered”
      • “ He had been doing the assignment for six months and had felt very isolated. He needed to know whether he was delivering what others needed, so he decided to approach about four key colleagues and ask for feedback. It was a uncomfortable process, but he learned a lot that has helped him in future roles”
      Growth Level World Class Level Developing Level Foundation Level
    • Holding People Accountable Does this person TAKE ACTION and PROVIDE CLEAR FEEDBACK to hold self and others accountable?
      • Agree clear and consistent performance expectations, agreeing goals around business results and behaviours
      • Check with individuals that they are clear what is expected of them
      • Review performance against targets on a regular basis
      • Monitor progress and give timely, open and honest feedback against performance goals throughout the year
      • Consistently set demanding performance standards
      • Hold people accountable for how results were achieved as well as the actual achievements
      • Link reward, recognition and promotion directly to performance
      • Continually raise the target level for individual performance over time
      • Consistently confront and take action when individuals fail to meet targets
      • Openly and publicly review performance against agreed standards
      • Demonstrate commitment to growth by removing poor performers
      • Explicitly link reward, recognition and promotion directly to the climate that they create, as well as the results the deliver
      • Ensure own performance objectives for year are clear
      • Accept responsibility for agreed business outcomes in own area of operation
      • Monitor and check own performance objectively against set expectations
      • Revisit performance objectives to ensure changes in business environment are reflected
      Seek clarity around individual and team expectations to ensure delivery of results Agree clear, consistent expectations and goals with individuals around performance expectations H old self and others consistently accountable for performance Stretch expectations about what can be achieved and how, take effective and visible action to change performance for the better Foundation Level Developing Level Growth Level World Class Level Outstanding individuals are committed to holding themselves and others accountable for delivering agreed growth objectives. They ensure that goals and expectations are clear and that individuals are consistently measured and rewarded for achieving them. Success lies not only in achieving results, but in building the desire to attain and maintain high levels of performance.
      • Negative Indicators:
      • Fail to give or request clarity about expected performance
      • Do not monitor and review progress against growth goals and standards regularly
      • Ignore poor performance and allow it to continue
      • Sponsor a poor performer to move elsewhere in the business in order to remove a problem
      • Get the job done but create a negative climate while doing so
      Links with: Developing Self and Others, Empowering Others, Team Leadership
    • Holding People Accountable Quotes and Examples
      • “ He explained quite clearly that to become WL4 he would need to demonstrate that he was operating at that level. He categorically stated that someone cannot demand to be WL4 when their performance is much lower than target”
      • “ He said, ‘I will personally see that distributors who undercut stocks are removed from the system – and anyone of you whose distributor is caught infiltrating stock, you will go home as well’”
      • “ He charged every team member to deliver his own area of expertise ‘go away and do this’ – you had to deliver – if you dropped the ball, you let your team down”
      • “ He assigns clear tasks to everyone in the team with deadlines – everyone is clear what is expected of them”
      • “ If there was a quality problem he would virtually go and shut off the production line. He would say, ‘This is a product your wife is going to use. Would you like her to use it like this?’”
      • “ He will make people work overnight to have something ready by the next morning, but when someone delivers he has a way of making them feel really good about it. He makes sure all his key people are rewarded”
      • “ He intervened and held the advertising agency to account for their under-performance. He had set very clear standards. When the ideas did not meet the objectives, he challenged them to go back and come up with something better”
      • “ I said ‘I want you to participate much more and share with others what you know. One of the issues is you don’t give a firm view and you stick to your own area too much.’ Now through the PDP process, I am addressing it with him again as he is still not doing enough”
      • “ He devised a league table so that performance against key indicators was monitored regularly and publicly and ensured that individuals were rewarded in accordance with their performance against these indicators. He also confronted poor performance, firing a provider for failing to meet service levels”
      • “ He told themwe were going to raise the standards and turn this whole boring media stuff into a real competitive edge for Unilever. They were delighted. Then he told them we have a problem, because we don’t believe in your people, you will have to kick out some of your people and bring in better ones”
      • “ This person, despite repeated follow-up, would just not go ahead with the relaunch. At the end of the six months, this person was out of the company”
      • “ He set clear expectations for the roles and responsibilities for team members”
      • “ Its about being honest about what can be delivered, not chucking things ‘over the fence into someone else’s back yard’”
      • “ Someone who does not mind questioning a workman or an officer, or even his boss, ‘How did you do this?’ or ‘Why did you do this?’ or ‘How did you correct it?’ Why could you not detect it earlier?”
      • "You have to have a clear set of targets for what you want to achieve and how you want to achieve it’”
      • “ You must do what you say you will do”
      Foundation Level Developing Level Growth Level World Class Level
    • Empowering Others Does this person ALLOW OTHERS THE SPACE to make decisions and take action themselves to achieve results?
      • Delegate the more routine responsibilities and resources, provide coaching and support when needed
      • Let the individual or team answers for themselves
      • Show respect for others’ intelligence and demonstrate real trust in their judgement
      • Are prepared to take small, calculated risks by allowing others to make decisions
      • Create space for initiative and innovation by delegating outcomes and real decision- making
      • Take calculated risks when delegating
      • Create commitment by standing back in high profile situations to give others the chance to feel strong and important
      • Publicly credit those who have performed well
      • Provide the opportunity to make and learn from mistakes in non- critical settings
      • Create the environment within which others can develop new initiatives for themselves
      • Transfer power to others to take major actions or decisions ensuring support is available if needed
      • Deliberately distance self from the decision-making process of empowered others
      • Back unpopular decisions taken by empowered others
      • Seek opportunities themselves to determine ‘how’ a given personal target is to be reached - do not look to be told
      • Request challenging opportunities
      • Come up with solutions, not problems
      • Take accountability for actions
      Ask for opportunities to take on more responsibility rather than wait to be given it Trust the capability of peers and team by taking calculated risks and giving others space to act Delegate to others to allow them to take the lead and create shared responsibility Delegate significant areas of the business to competent individuals, giving them full authority and latitude to act Foundation Level Developing Level Growth Level World Class Level Outstanding individuals delegate responsibility so that others are free to innovate and to take the lead to achieve business goals. They demonstrate trust and confidence in those working for them. These individuals streamline decision and approval processes to allow others to make decisions. They take action themselves and provide support and coaching when required.
      • Negative Indicators:
      • Dump work on others - fail to provide back-up support and assistance
      • Abdicate ownership and responsibility - leave others to fail
      • Too quick to jump in and take over if things don’t go well
      • Take credit for the ideas of others
      Links with: Developing Self and Others, Holding People Accountable, Team Leadership
    • Empowering Others Quotes and Examples
      • “ He had confidence in local talent, he said 'I know you can solve the problem'”
      • “ She demonstrated respect for the capabilities of one of her subordinates and confidently expressed to him that he could change careers, moving from her group to HR, and operate comfortably in that function”
      • “ His reaction was very simple, 'you are there, you are concerned that these are the right things for us to do, I back you fully – go ahead and do it'”
      • “ He empowered his team to understand their customers’ problems – he got them to fly out to their customers, run their own meetings and make decisions”
      • “ He wrote to the head of the business, to my boss and to me saying ‘Excellent job, I am proud of you’, copy marked to the whole world and personal file”
      • “ The project team won the team award of the year and she announced at the lab review that it hadn’t been her, but everybody involved who had made it happen. She didn’t take the credit for herself”
      • “ Upon recruiting a new individual to the team he gave him the latitude to do the job in his own way and make important decisions. He trusted him, despite the fact that others doubted his ability”
      • “ He said, “We will always support anybody who wants to try something – I don’t care if you make a mistake – we will support that”. The outcome was a completely new customer service structure”
      • “ He willingly handed over a large department and a large portion of the ledger for me to analyse and control. The result was a tremendous boost to my confidence and an extensive learning experience”
      • “ He assigned me additional work, which I accepted. He counted on me, so that gave me confidence and encouraged me to do my best”
      • “ Because we know that this WL3 is going to ask us for our own views, it encourages me to think about the alternatives before going to see him – I am willing and eager to explore the options and I feel the resulting solution is my own”
      • “ It’s about every one in the group believing that they can make a suggestion and make a difference”
      Foundation Level Developing Level Growth Level World Class Level
    • Builds commitment to Growth
    • Strategic Influencing Does this person use POSITIVE INFLUENCE STRATEGIES to gain support and commitment?
      • Target others with a pre-planned, tailored approach based on their particular interests, location or culture
      • Anticipate and prepare for others’ reactions; ask self ‘how is he/she likely to respond if…?’
      • Take dramatic or unusual action to have specific impact
      • Take more than 1 step to influence, if necessary
      • Use chains of influence to get support – e.g. ‘get A to show B so B will tell C’
      • Take 2 or more steps, if appropriate, to influence, with each step adapted/presented differently to interest the specific audience involved
      • Use experts or third parties to influence others
      • Habitually draw upon a wide range of influence strategies to get things done
      • Use understanding of group dynamics to gain total commitment to the growth agenda
      • Build personal relationships with key external figures for the good of Unilever
      • Build behind-the-scenes support for ideas
      • Identify and use all the methods that make things happen, given a particular organisation or culture
      • Assemble internal and external alliances
      • Seek to build rapport and to gain support and commitment
      • Use rational arguments, information and clear communication to influence
      • Actively seek to understand others’ point of view
      • Prepare arguments by researching alternatives and identifying the pros and cons
      Recognise when there is a need to persuade, and do so by using clear, logical arguments Draw on insight into individuals and organisations as the basis for deliberate strategies to achieve results Gain support for their growth agendas by using multiple methods and sources of influence Build coalitions, influence whole systems and organisations by using complex strategies to gain support Foundation Level Developing Level Growth Level World Class Level Outstanding individuals use Strategic Influencing to build commitment to their growth agenda and to influence others without using hierarchical power to adopt a specific course of action. They use influence strategies positively to orchestrate organisations.
      • Negative Indicators:
      • Rely on positional power or status to influence others
      • Use the same approach and style to persuade, regardless of the audience
      • Keep repeating the same facts even when an impasse is reached
      • Over-reliant on current image or track record of Unilever in the market place - do not see the need actively to lobby and build additional support
      Links with: Organisational Awareness
    • Strategic Influencing Quotes and Examples
      • “ She put it into layman’s terms, ‘if this was your money and you put it in the bank, what would you expect it to do?’, she always brought things right back to basics”
      • “ She anticipated that the team would react badly to charts and figures and chose instead to speak from her heart”
      • “ The project leaders dragged people into the lab to see the proof for themselves”
      • “ He told the guy that he had the reputation of being the most creative Unilever had to offer, in order to persuade him to bring along his most creative packaging to share with the group, and to get his official involvement in their project”
      • “ He purposely took the group through an exercise so they could see the scope of the project and the need to get outside help. He said we were going to get outside help and he wanted us to feel like we were owners of this project”
      • “ He targeted a small number of key individuals for one-to-one attention in order to gain their support, which he could then use to gain majority opinion in the broader forum”
      • “ She devised a long-term strategy using ‘opinion leaders’ that were known to be trusted to deliver messages across the network”
      • “ For 3 months before SAP implementation process, there were a lot of formal and informal meetings, one-to-one talking, at lunch time, during coffee breaks, to explain the benefits and to give ownership”
      • “ He identified the key people in the business whom he needed to convince, used the people who were technical heads, through them get to the business heads, and so we actually had practical data to show that we had this new innovation”
      • “ He re-ignited a previous relationship with an influential individual within the prospective alliance organisation in order to build behind-the-scenes support for the idea. He then went on to ensure that key individuals from each of the organisations met to discuss how the project could be taken forward and to strengthen the relationship between the two parties. Internally, he ensured that all decision-makers were involved in the discussions at a very early stage to remove any potential barriers to implementation”
      • “ He asked some of his informal contacts to come and visit for a day or two so they could see for themselves how exciting it was. The aim in his mind was to change their mindset so that they would go back and convince the BGP that investing more money in this approach would be hugely worthwhile”
      • “ He used his understanding of the individuals in question, and of the broader organisation, to develop logical arguments for his proposal”
      • “ She always prepared thoroughly with consumer learning, putting together the facts and figures”
      • “ He uses empathy to get people on side and bought in”
      • “ She always prepares thoroughly and anticipates questions”
      • “ He presented the facts, moving through point by point until they had all understood what the issues were”
      • “ She went her manager to explain her programme was held up because they did not know what markets they would target for implementation. She said, “We are nowhere right now. we cannot move ahead without knowing exactly what markets we’re in and who’s going to take this product. It’s therefore not economic for us to move forward”
      Foundation Level Developing Level Growth Level World Class Level
    • Team Commitment Does this person DEMONSTRATE AND PROMOTE CO-OPERATIVE WORKING with other team members to achieve shared growth goals?
      • Publicly support team decisions and actions
      • Express positive expectations of others and of the team
      • Voice own views openly, but also listen to others and are willing to change their view
      • Take decisions as a team member, rather than just as a representative of own business or function
      • Proactively share best practice, ideas and insights with colleagues, wherever they are based
      • Get input from others when forming decisions or plans
      • Value and seek out diversity of opinion, culture and background
      • Align own business plans with Unilever’s growth strategy, even when this may conflict with local initiatives
      • Build growth across Unilever by voluntarily sharing valued resources to ensure overall business goals are achieved
      • Proactively work with colleagues to develop solutions to their issues
      • Build team spirit through celebrating team success
      • Bring team conflict out into the open in order to resolve it
      • Participate constructively and willingly as a team player
      • Keep team members up-to-date about what is happening in the team
      • Demonstrate commitment to the team in helping it to achieve its goals
      • Adapt own actions for the good of the team
      • Share own knowledge and expertise
      Work co-operatively as a member of a team proactively sharing knowledge Are positive role model for effective team working, facilitate the operation of the team of which they are a part Promote team co-operation – either within a team or between teams – through genuinely valuing the opinions and views of others Act to build a positive spirit, morale and co-operation within and across teams, take action to resolve team conflict, and promote the reputation of the group Foundation Level Developing Level Growth Level World Class Level Outstanding high-performance individuals show a high degree of Team Commitment, working co-operatively with others across the organisation to achieve shared goals. They place a high value on being part of a team and act to further the interests of the team – or the organisation - above their own.
      • Negative Indicators:
      • Do what they want to do, irrespective of the decisions of the team
      • Seek to make progress at the expense of other team members
      • Do not recognise the ideas of others or claim them as their own
      • Undermine team process by withholding key information - e.g. don’t share own view
      • Fail to share/release resources for the good of Unilever
      Links with: Team Leadership and Breakthrough Thinking
    • Team Commitment Quotes and Examples
      • “ The Marketing Manager got all personnel to take part in the launch of the new product, to bring them closer to the customer”
      • “ She motivated people by being so personally involved in the project. It was clear to people that she believed in the project”
      • “ He discussed his approach with his team before proceeding”
      • “ She worked with a team of junior leaders to create an environment in which everyone could share their views openly and honestly. Her goal here was to create a shared vision that would be sustainable by the team without her direct involvement. She was also keen to seek inputs from others as well as expressing her own thoughts and feelings”
      • “ He defended the team at all times, supporting our decisions”
      • “ He actively encourages people to express their views when they disagree. He learns from everyone, no matter how senior or junior. He is a good listener”
      • “ He recognised that his predecessor had not taken full advantage of the Board’s breadth of knowledge and experience in developing the vision for the future. He was determined to rectify this and actively sought the opinions and views of his directors in formulating his agenda for the business”
      • “ He sought several opinions on what could go wrong in the plant, so we had several brainstormings. He asked for each and every individual’s input. Now we can produce an internationally based catalyst and the export business is growing every month”
      • “ In response to obstacles she puts alternatives on the table and asks, 'What resources can we bring to achieve this?'”
      • “ As part of a major change initiative he found himself in some highly charged conflict situations. He focused both on the good of the team and on allowing both sides of the conflict to save face, in order to promote effective teamworking”
      • “ He said, 'can the three of us meet before every board meeting just to chat about the common problems we have. If we have common problems, then lets share them and share ideas about how we can solve them.' That gives each of us a greater sense of confidence and sharing information has been shown to increase the likelihood of success”
      • “ He gave people the recognition for what had been done. He also organised ‘let-your-hair-down’ days e.g. horse racing, so that everyone could collectively get involved in celebrating our success”
      • “ She was trying to find solutions by sharing her knowledge and speaking to people, on the team’s behalf, who could help”
      • “ He was a good team player by offering to help others with their facilitation. He was in big demand, and ended up training others to help him out”
      • “ There are some people who never try and take credit personally for their contribution to a team, who will say ‘everybody has contributed and this is what we’ve achieved’. It really creates commitment for the future and people will always choose to work with them”
      • “ He contacted colleagues in his function to keep them up to date with some minor changes to the annual plan”
      Foundation Level Developing Level Growth Level World Class Level
    • Team Leadership Does this person INSPIRE OTHERS to high standards of performance?
      • Do what they say - ‘walk the talk’
      • Clearly communicate the overall business goals, and ensure that the team is focused on achieving growth targets
      • Provide motivational feedback to the team on performance
      • Encourage the team to review and improve its own performance and operational efficiency
      • Support the group in obtaining the necessary information, resources and buy-in to achieve the goals
      • Flex their leadership style to use one which is appropriate to the group, the situation and the culture
      • Ensure that others buy in to the leader’s agenda/mission
      • Build winning teams on the basis of complementary strengths
      • Build mutual dependence and co-operation through creating shared goals and measures
      • Create the conditions that enable the team to perform at its best
      • Inspire and encourage others to go for gold
      • Create an energising vision for the team, and reinforce this over time
      • Harness resources from across Unilever to deliver stretching business improvement / growth targets
      • Encourage the team to ask and resolve the question: “how good can we be?”
      • Establish clear and stretching goals for the team
      • Clarify individual and team roles and accountabilities
      • Provide guidance on the behaviour required of the team
      • Take the lead in developing solutions to business issues
      • Handle personal and interpersonal issues effectively, acting to build the overall team spirit
      Ensure that the team understands its goals and provide effective support in reaching them Focus team on delivering goals and ensure that business targets are achieved Create and orchestrate high performing teams to achieve challenging growth goals Generate excitement, enthusiasm and commitment to high levels of growth; show genuine charisma Foundation Level Developing Level Growth Level World Class Level Outstanding individuals demonstrate highly effective Team Leadership by flexing their leadership styles according to the situation. They inspire others to higher standards of performance through communicating an energising and compelling growth vision and take action with a view to making the team as a whole more effective.
      • Negative Indicators:
      • Leave individuals uncertain about what is happening
      • Fail to deploy the best resources to meet objectives
      • Demonstrate behaviour that is inconsistent with the vision
      • Do not obtain buy-in or support; fail to bring others along with them
      • Give the team total freedom but no guidance
      Links with: Holding People Accountable, Team Commitment
    • Team Leadership Quotes and Examples
      • “ He had the ability to keep everyone energised, there were opportunities to say 'lets give up this project, we’ve never got it right for the last ten years, why should we get it right now', he wouldn’t let that happen, so he wouldn’t let anyone take their eyes off the ball”
      • “ When the team felt that they were not accomplishing the objectives, he showed them the findings, which suggested that they had actually accomplished more than they thought. He encouraged open discussion so that they could operate more efficiently”
      • “ She said ‘Let us have only one yardstick, which is how many times the stocks are not there in depot’, because she believed that simplifying the measure and communication was very critical for getting unanimity of objective”
      • “ She recognised that two groups were already looking at the problem from different angles, so she created a single, clear vision for both groups, ensured that everyone’s responsibilities were clear and united the teams behind her strategy using regular communication”
      • “ He looked at individuals’ strengths and weaknesses and moved a few people around in order to get a better fit and meet the needs of the team”
      • “ He set the climate for the team. You felt like you were equal to him by saying anything you want to, and when you go to the restaurant with him, you didn’t feel like he’s the boss”
      • “ By exhibiting a certain set of behaviours, he developed in his own way a team which was a very high performing team, a team which was actually made up of fairly average people”
      • “ Using his own enthusiasm he got people excited enough that they all committed publicly to aiming for a challenging growth target. Along the way, he led the team to craft a consistent strategy that has become the golden thread to which he refers in measuring the team's success in pursuing their common goals. “
      • “ He wanted to challenge his team, encouraging them to disregard boundaries that might restrict them. He asked them to consider whether they had the capability to build a $300 million brand in 3-5 years. He said that Unilever wasn’t interested in having a $25 million brand – he wanted to push them to think”
      • “ She asked them, 'what will excite you?' and then we built the business plan around those elements. She found that by asking people to define for themselves what excited them, they set themselves goals that were far in excess of what she would have set for them”
      • “ She organised twice daily meetings to communicate and keep people informed”
      • “ My boss congratulated a management trainee by saying, you have done a good job, you have been working very hard on this one and I appreciate that”
      • “ He calls everybody together for a quick 15 minutes and tells them what has happened about the stock levels and the reason behind it. He communicates this issue very, very effectively”
      • “ He provided encouragement for the disparate team members and other colleagues to focus on the achievement of the growth targets that he had set for them”
      Foundation Level Developing Level Growth Level World Class Level