In a business environment where change is the norm... Senior Leader Strategic Support is about providing direct support in delivering sustainable change. Supporting senior leaders and their teams, I bring value into your organisation by working directly with colleagues to create and deliver activities and initiatives, within the four elements of sustainable change (shared purpose, strategic planning, colleague engagement and performance management), so as to increase engagement, buy-in and accountability.

1. making change
sustainable
Senior Leader Strategic Support
In a business environment where change is the norm…
PROVIDING DIRECT SUPPORT IN DELIVERING SUSTAINABLE CHANGE
SENIOR LEADER STRATEGIC SUPPORT LTD
V001
01/09/2017

2. Wasted
opportunities
Without mindful engagement,
instances of confusion, anxiety
and frustration lead to effort
being spent on ‘operating’ rather
than ‘building for the future’….
you don’t change
Wasted
resources
Without a common purpose
collaboration is reduced and
processes and procedures
begin to work against
change….
your change becomes
inefficient
Wasted
investment
Without a strategic plan to
prioritise scarce resources and
measure benefit delivery,
business cases won’t be robust
and scope will ‘creep’…..
your change becomes
ineffective
SENIOR LEADER STRATEGIC SUPPORT LTD 2
Whether your business is evolving or transforming….
WITHOUT SUSTAINABLE CHANGE YOU WILL SEE…
01/09/2017

3. Are benefits of change quantified
and measurable; have methods of
prioritising scarce resources been
agreed; are business cases
dynamic (delivery learnings) but
also robust (scope creep)?
01/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 3
Colleague
engagement
If people are engaged…
they’re actually working for you
IS YOUR CHANGE SUSTAINABLE?
Strategic
planning
Performance
management
‘Great’ means different
things to different people!
Do colleagues know how their
performance will be measured
against the strategy; what
outcomes (not milestones) are
needed; do you know which
capabilities need developing to
support change?
Shared
purpose
A shared purpose will
drive collaboration
Is there a common vision; is
the need for change
understood and agreed; are all
stakeholders appropriately
involved; have design
principles been set; has the
silo mentality been removed?
People engage differently: are
varied methods of engagement
being used, whilst delivering a
clear and consistent message?
Engagement should be a loop,
not linear – how do you listen to
those who work with the issues?
If a strategic plan has ‘holes’…
it will ‘leak’

4. 01/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 4
THE VALUE OF SENIOR LEADER STRATEGIC SUPPORT
TO YOUR TEAM …
Increased
accountability
It’s about visible personal
commitment to change,
learning from setbacks, working
collaboratively to deliver the
strategic plan…
change happens
Increased
engagement
It’s about colleagues being
active in shaping the ‘route’ by
having opportunities to listen,
be listened too, to question
and be responded too…
your change becomes
more efficient
Increased
buy-in
It’s about fully understanding and
agreeing why change is needed.
Leaders talking a consistent message,
ensuring everyone really does have
the same set of objectives…
your change becomes
more effective

5. WHAT TO
EXPECT
WHEN
I WORK
WITH YOU
“Supporting senior
leaders and their
teams, I bring value
into your organisation
by working directly
with colleagues to
create and deliver
activities and
initiatives, within the
four elements of
sustainable change,
so as to increase
engagement, buy-in
and accountability....”
01/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 5
TEAMWORKER– help making the whole greater than the sum of the parts
TRANSLATOR– simplifying the topic so everyone can engage
IMPLEMENTER– nurturing an idea as it grows into reality
MEASURER– measure performance and you will achieve your goal
• For over a decade I have worked directly with FTSE 100 senior executives and their teams, listening,
challenging the status quo, smoothing conflict, consolidating priorities and facilitating team interactions.
• ‘Oiling the wheels’ within multiple reorganisations, senior team reshuffles, transformation projects, cost
reduction and performance improvement initiatives…..and when things have simply needed ‘tightening
up’ during business-as-usual.
• Successfully turning strategic intent into engaging materials, robust business cases and coherent
performance targets, which all colleagues can understand and relate to, is key to the value I add.
• Creating a common understanding between different departments, whether they be the Business,
Finance, Risk, HR, IT or Change Delivery, is the type of collaboration required for sustainable change.
• Taking initial ideas and plans, exploring these with key stakeholders, facilitating workshops to create
robust business cases, and creating measurable outcomes….not just milestones!
• Identifying and securing the required resources, often by impartially reprioritising from business-as-
usual; considering effective governance, processes and controls, reduces the frustraters of change.
• Peer comparison, stakeholder surveys and internal feedback mechanisms make change sustainable
as without these you won’t spot the ‘unforeseen outcome’ or be able to adjust your plan as you
continue learning about your organisation.
• Balanced Scorecards and Dashboards, based on fact rather than opinion, let leaders understand
how and then to what extent their vision is being delivered.

6. HOW
I
WORK
“The services I provide
span the
simple to the complex,
rapid delivery to the
more structured
roll-out, increase
collaboration,
and always have
measurable benefits
rather than just
simple milestones.”
01/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 6
I design and run…
Strategy development sessions
Senior leader ‘off-sites’
Internal strategy conferences / team events
Stakeholder surveys / engagement
Performance management / calibration sessions
I create and clarify…
Strategy ‘story’
Strategic design principles
Business cases
Balanced Scorecards
Dashboards with constituent KPIs and metrics
I write or rewrite…
Strategic theme and engagement materials
Senior Leader communications
I coach you and your team…
Performance improvement
Resource prioritisation
Measurable benefits

7. In
summary...
01/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 7
Senior Leader Strategic Support
Providing direct support in delivering sustainable change
All organisations embark on change, whether it be as they evolve during a state of
business-as-usual or when they transform due to a specific event.
But often this change is not carried out in a sustainable manner. It misses out or goes
‘light’ on one or more of the elements of delivering sustainable change.
If these elements are not fully deployed, an organisation wastes resources, wastes
investment and wastes opportunities.
The four elements of sustainable change are: common purpose (including vision),
strategic plan, colleague engagement and performance management.
By ensuring all of these elements are fully utilised, there will be increases in
engagement, buy-in and accountability…….thus ensuring the change you need is
actually delivered, both efficiently and effectively.
My role is to bring value into the organisation by working directly with colleagues to
create and deliver activities and initiatives within the four elements of sustainable
change…….increasing engagement, buy-in and accountability.... and driving change.

8. WHO
AM
I?
04/09/2017 SENIOR LEADER STRATEGIC SUPPORT LTD 8
Guy Jones ACMA BA(HONS)
• A finance professional whose career has centred on business transformation and organisation
change, delivering continuous improvements in cost and efficiency, leadership and functional
performance, capability, and colleague engagement.
• 15+ years post qualified experience gained at Lloyds TSB plc, then during the integration of Lloyds
Banking Group and more recently, the Nationwide Building Society.
• As a direct report within senior leadership teams, my role has been to enhance the performance of
the leadership team and the teams they led by delivering sustainable change. This has included an
Operations team of c25,000, Finance teams of up to c4,500 and also within Change and IT remits.
• Successfully led on a finance function strategic agenda from outset of group strategic review, securing
c£200m of investment and the delivery of c1,000 FTE reductions, c25% cost reduction and resource
prioritisation across seven divisional teams, whilst delivering programs that increased stakeholder
perception of function capability and effectiveness.
• Integrated with established divisional leadership team to challenge and influence the status quo,
successfully leading on: cost reductions (c17%) and operational efficiency agenda, transformation
business case (£6m approved), leadership development, and colleague engagement.
• Fulfilled a senior control role within the Exec team of an 850 FTE function during an intense period of
transformation, with a remit covering performance management, resource allocation and colleague
engagement, whilst overseeing reductions in FTE of c9% and material scorecard improvements.
• Led the resource allocation process across a c4,500 FTE function, controlling recruitment levels and
contractor spend to deliver cost reductions of c25%, enabling further transformation investment.
• Created and launched a finance strategy, engaging all colleagues (c4,000 FTE) and more than
doubling senior leader interactions, tripling electronic interactions and increasing colleague
engagement scores by 12%, all in the context of three, function wide, cost reduction reorganisations.

9. making change
sustainable
Senior Leader Strategic Support
Guy Jones
Managing Director
Senior Leader Strategic Support Ltd
SENIOR LEADER STRATEGIC SUPPORT LTD
V001
04/09/2017 9
07971 840 087
slss.grj@gmail.com