Keyera advanced leadership


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Slide deck from Keyera offsite in Banff -- leadership team -- 12/06/11

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Keyera advanced leadership

  1. 1. Our Goals for today…• Share with you a wealth of valuable information on leadership, high performance teams, business excellence and disciplined execution.• This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.• Your challenge is to look for the big ideas you can take and implement right away.• Take this seriously and be ready to offer opinions or ask questions at any time.• Take lots of notes – but I will give you all of the slides.
  2. 2. For the past 22 years…
  3. 3. FDA NITB
  4. 4. Reality CheckKnowing – Doing 1 -10
  5. 5. What does this mean to me?How can I use this idea?What can I do right away?
  6. 6. For thosethose who are prepared… For whoareprepared… …chaos brings opportunity
  7. 7. Five Foundations of Effective Strategic Thinking Business AcumenPersonal ExperiencePattern Recognition Strategic InsightDisciplined Execution NITB
  8. 8. NITB
  9. 9. NITB
  10. 10. Protect & Preserve + Proactive
  11. 11. The Four – I’s• Ignorance• Inflexibility• Indifference• Inconsistency 2
  12. 12. • Aggressive external market focus.• Ridiculously high level of customer focus.• Keep the “Main Things” the main things.• Bullish on knowledge sharing and learning.• Teamwork is mandatory – not optional• Passion and commitment at all levels.• Foster a healthy paranoia.• Revel in change. 2
  13. 13. NITB
  14. 14. (T+C+ECF) x DE = Success NITB
  15. 15. McKinsey: 1,077 Global Companies• 90% of well-formulated strategies fail due to poor execution.• Only 5% of employees say that they understand their corporate strategy.• As much as 75% of business improvement (change) initiatives to solve execution problems fail due to lack of sustainability.• Only 3% of executives think that their company is very successful at executing its strategy, while 62% report that they are only “moderately successful” of worse. 2
  16. 16. Conference Board: 769 Global CEOs in 40 Countries“When asked to rate their greatest concerns from among 121 different challenges, these chief executives chose excellence of execution as their top challenge and keeping consistent execution of strategy by top management as their third greatest concern.” 2
  17. 17. Gartner Research: 443 Global Company Leaders Major Obstacles to Strategy Execution1. Inability to overcome internal resistance to change.2. Trying to execute a strategy that conflicts with the existing power structure.3. Poor or inadequate information sharing between business units/people responsible for strategy execution.4. Unclear communication of responsibility and/or accountability for execution decisions or actions.5. Lack of feelings of “ownership” of the strategy or execution plans among key employees. 2
  18. 18. 23,000,00074%
  19. 19. 88%
  20. 20. The Evergreen Project10 year study of 160 top companies40 distinct industries200 management practicesWinners, climbers, tumblers, losersWinners had an average Total Return to Shareholders of 945%...The Losers only averaged a TRS of 62% From: What (really) Works by Joyce, Nohria, Roberson
  21. 21. The Four Primary Practices:1. A sharply focused, clearly communicated and well- understood strategy for growth.2. Flawless operational execution that consistently delivers the value proposition.3. A performance-oriented culture that does not tolerate mediocrity.4. A fast, flexible, flat organization that reduces bureaucracy and simplifies work.
  22. 22. The Secondary Management Practices: • Talent = find and keep the best people. • Key leaders show commitment and enthusiasm for the business. • Embrace strategic innovation. 1- 10 • Master the power of partnerships.From: What (really) Works by Joyce, Nohria, Roberson 3
  23. 23. Just doing what leaders do.
  24. 24. • According to research, followers want four things: integrity, confidence, d ecision-making and clarity.• But just as important is what followers don’t want: irritability, moodiness, untrust worthiness, indec-i-sive- --ness, needless micro- management and excessive authority.
  25. 25. Top high-potential employees… 1. Credible 2. Respectful 3. Approachable 4. Highly Professional 5. Team Player 4
  26. 26. 1. CredibilityComplete honesty and transparency Impeccable integrity Knows how to do their job well A compelling vision for the future Passion and excitement Let’s look at some research…
  27. 27. The Leadership Challenge by Kouzes and Posner 4
  28. 28. I want a leader who will:  Tell me the TRUTH.  Has a clear vision for where we are going.  Has the skills to get us there successfully.  And is excited about going with me.
  29. 29. 2. RespectfulOpen to the ideas of others Values other’s opinions Treats people with dignity Treats people fairly Extends trust
  30. 30. The key elements of a strong culture Fun Results FamilyMeaning Positive Friends Culture Praise Fair 1- 10 Pride
  31. 31. 3. Approachable Genuine Appreciative IQ + EQGreat communicator
  32. 32. 4. Highly Professional Impressive Talent 100% Ethical Highly Self-aware Always Learning & Improving Insightful and Innovative Pro-active Results Driven Fully Accountable…
  33. 33. The Four Pieces of Paper… 5
  34. 34. ClearExpectations
  35. 35. Ground Rules for a Professional Organization• Staff agrees to be managed and coached to strictly enforced standards of performance and quality work.• Teamwork is mandatory, not optional.• Excellence in customer satisfaction is an enforced standard.• Personal and professional growth is a nonnegotiable minimum standard.• All team members must show a sincere interest in the customer and a sincere desire to help them.• The primary focus must be on delivering quality work and building strong customer relationships.• Demand excellence and refuse to tolerate mediocrity.
  36. 36. Let’s take a look at an example of a companythat has taken these standards ofprofessionalism and codified them into a set ofvalues that drives their business. As you read the following GE leadership values…
  37. 37. GE leaders, always with unyielding integrity:• Are passionately focused on driving customer success.• Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth.• Insist on excellence, and are intolerant of mediocrity or bureaucracy.• Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin.• See change for the positive growth opportunities it brings.• Create a clear, simple, customer-centered vision, and continually renew and refresh its execution.• Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results.• Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute…
  38. 38. Study of most important leadership skills 7,000+ managers from 1,600 large organizations • Must have superb communication skills. • Lead by example to demonstrate character and competence. • Establish and maintain clear and meaningful vision. • Provide motivation to create ownership and accountability for results. • Clarify performance expectations. 1- 10 • Foster teamwork and collaboration. • Develop clear performance goals and metrics. • Consistently deliver superior customer serviceFrom: Getting Results by Longenecker and Simoneti 5
  39. 39. VOC
  40. 40. Complaints Social Media Employees Customer Competition Panels Focus Advisory Groups BoardSurveys VOC Website
  41. 41. 5. Great Team Player
  42. 42. What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
  43. 43. Why you need to be an expert at collaboration and teamwork:• You cannot succeed alone.• You need a team of the brightest people you can possibly find to help you.• You need to help the team work extremely well together.• You need the team to support you with enthusiasm, respect and trust.• But don’t take my word for it…
  44. 44. 1. Build a network of great relationships Anne Mulcahy with people who want to see youCEO of Xerox and the third most powerful succeed. woman in the world! 2. You don’t have all of the answers, so ask for help and advice from the smartest people you can find. 3. Learn to be a learner. 4. Listen intently to your employees and to your customers. 6
  45. 45. Five Dysfunctions of a Team1. Lack of TRUST2. Lack of Candor3. Lack of Commitment4. Lack of Accountability5. Lack of Results 6
  46. 46. “I am good atwhat I do… and I do it because Icare about you.”
  47. 47. 1,300,000 interviews: Basic 4 + 1 Page 8 7
  48. 48. The Six Universal Drivers of Engagement1. Caring, competent, and engaging leaders.2. Effective managers who keep employees informed, aligned and engaged.3. Effective teamwork at ALL levels.4. Job enrichment and professional growth.5. Valuing employee contributions.6. Concern for employee well being. 1 - 10 7
  49. 49. What do engaged employees look like?1. They give more discretionary effort.2. They consistently exceed expectations.3. They take more responsibility and initiative.4. They receive better customer service ratings.5. They offer more ideas for improvement.6. They promote and model teamwork. 1 - 107. They volunteer more for extra assignments.8. They anticipate and adapt better to change.9. They persist at difficult work over time.10. They speak well of the organization. 8
  50. 50. John Spence Team Model • D irection – vivid, clear, inspiring --- shared • M easurements – specific, observable, focused • C ompetence – very good at what they do • C ommunication – open, honest, courageous • M utual Accountability – all team members • D iscipline – do this every day 8
  51. 51. Productive Inquiry…• Make it safe to ask very focused and direct questions.• Approach all interactions advocating for the others in the group and the best possible outcome for all involved.
  52. 52. Productive Inquiry High Inquiry Interrogation Collaboration Inquisition Innovation Scrutiny Wisdom Cross-examination Transformation Low Advocacy High Advocacy Withdrawal Forcing Withholding Pushing Apathy Coercion Disengagement Intimidation Low InquiryBased on a model from the BlueMesaGroup 9
  53. 53. 11 Key Team Competencies:1. Setting clear, specific and measurable goals.2. Making assignments extremely clear and ensuring required competence.3. Using effective decision making processes within the team.4. Establishing accountability for high performance across the entire team.5. Running effective team meetings.6. Building strong levels of trust.7. Establishing open, honest and frank communications.8. Managing conflict effectively.9. Creating mutual respect and collaboration. 1- 1010. Encouraging risk-taking and innovation.11. Engaging in ongoing team building activities. 9
  54. 54. Protocol for an effective team meeting• Clarity: question, probe, seek data and evidence. Make sure you truly understand the issue.• Authenticity: no posturing, politics, games.• Vulnerability: admit you do not know or that you made a mistake.• Accuracy: facts, verified data, observable behavior – no guessing.• Efficiency: get to the point – now.• Completeness: the aim is to inform – not finesse. Full disclosure.• Timeliness: what is the real deadline?• Focus: stay on track, stick to the topic, drive for optimal outcomes.• Openness: discuss the un-discussible. Put it on the table.• Consensus: not complete agreement. 1- 10 10
  55. 55. 10 to 15 %
  56. 56. What Inhibits Execution? National Survey of 4,000 Senior Executives4. Inability to work together (21%)3. Company culture (23%)2. Economic climate (29%)1. Holding onto the past / unwillingness to CHANGE (35%)
  57. 57. In other words…• In order to succeed you need a high-performance team that embraces a strong culture of disciplined execution and accountability while being nimble, agile and adaptable to changes in the marketplace.
  58. 58. Where are we going + how will we behave on the way? Vision + Values Praise + Celebration Focus Eliminate Mediocrity Reward / Differentiation Strategy Punish “No” Measure Track & Post Adjust / Commitment Stakeholders + Transparency Innovate 9 Steps for guiding collation Renewal Ensuring Effective Execution Vision + Values Strategy Training + Plans time / money / Support Alignment Goals / Objectivessupplies / people Tactics / ActionsClear / consistent / relentless Communication Systems Procedures / Protocols @ Execution Repeatable Process 11
  59. 59. Disciplined Execution Clear Vision Detailed Strategy Guiding Coalition Alignment Systems Communication 1 - 10 Support Measure & Post Adjust Reward / Punish 12
  60. 60. Process Build the case for change Institutionalize Create a strong new sense of approaches urgency The eight major steps ofPlan for andcreate short- the change process Form a powerful guiding term wins coalition Create a clear Empower vision for others to act successful change Relentlessly communicate the vision
  61. 61. Read Pages 13-24… carefully! Then do the individual workshop on page 26
  62. 62. Thank You If you have any questions at all please do not hesitate to send a note or call. My email address is: My twitter address is: @awesomelysimple Please feel free to “friend” me on FBAlso, you might find value in the ideas I share in my blog. You can sign up for it at: Lastly, these slides have already been uploaded to:
  63. 63. Mike’s BIG Fish