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winning with
leadership!


               SUMIT MUKHERJEE
about this
presentation….
you’ll hear :

• The difference between
  ‘management’ and ‘leadership’
• How to get your people ‘on board’
• Ways to maximise people
  performance
• Ideas to create the culture you want
what’s the difference
      between
  management
         and
   leadership?
managers
•   maintain the status quo
•   monitor situation
•   allocate resources
•   communicate targets
•   measure the results
•   feedback on the trends
leaders
•   strategic thinkers
•   look forward and create visions
•   challenge
•   motivate
•   inspire
“a leader's job is
 to rally people
     toward a
  better future”
         marcus buckingham
why is
 leadership
so important?
“ The surplus society has a surplus of
    similar companies, employing similar
people, with similar educational backgrounds,
   working in similar jobs, coming up with
   similar ideas, producing similar things,
with similar prices, warranties, and qualities.”


                         Jonas Ridderstrale and Kjel Nordstrom
                         Authors, Funky Business
“when people leave companies,
they tend not to quit the company,
           they are more
   likely to have quit the boss.”
                       Ken Blanchard
“The talented employee may join a
  company because of its charismatic
 leaders, its generous benefits, and its
   world-class training programs, but
how long that employee stays and how
  productive he is while he is there is
determined by his relationship with his
         immediate supervisor"
                       Research from thousands of employees
                  Marcus Buckingham ‘First Break All The Rules’
trust in
management
is declining
“Only 36% of employees trust senior
management to communicate
effectively”
“This drops to only 26% of employees
with more than 15 years experience”
“Only 53% felt their organisation did
 a good job of keeping employees
 informed”
                          Source: mercer hr consulting
idea one


get that
‘vision
 thing’
getting that ‘vision thing’

• Creating a clear picture of the future that ‘stimulates,
  excites and inspires’
• Getting everyone to ‘buy’ into it
• Ensuring that everyone understands what’s expected
  of them
• Turning it into meaningful goals and targets
• Communicating progress towards it continuously
• Celebrating successes
• Working ‘On’ it consistently
strategic    on
operational
  tactical    in
what does
 a vision
look like?
a vision

• Is not simply a set of financial figures
• Is not a business plan
• Is not a ‘pie in the sky’ idea
• Is more than words in the MD’s annual speech
• Is a picture of the future that we want
• Includes customers, people and finances
• Typically is a 2 year / 1 year / 6 month ‘thing’
• Is a point of strategic focus for the leadership of the
  business
• Is something for everyone to work towards
people tell
  us they
 need to
   know
•How is this vision relevant to me?
•What specifically do you want me to do?
•How will I be measured?
•What consequences will I face?
•What tools and support are available?
•What’s in it for me?
•How are we doing?
the leader’s
   role?
to help people
 answer these
  questions
idea two


value
 Your
values
it’s not
         what you
         say……
it’s what you DO!
values can:
• define the fundamental character of a
  business
• help create the culture you want
• create a sense of identity for the business
• reduce game playing, politics and confusion
• provide guidelines for managers and staff
• provide guidance for acceptable and
  unacceptable behaviours
Harley Davidson’s Values:
         •Tell The Truth
            •Be Fair
      •Keep Your Promises
     •Respect The Individual
 •Encourage Intellectual Curiosity
•Mutually Beneficial Relationships
45%
only




feel that their managers behave in a way
which is consistent with company values
                          Source: mercer hr consulting
35%
  only




feel that what their organisation says it values
  is consistent with what it actually rewards
                               Source: mercer hr consulting
turn your values
 into ‘preferred
   behaviours’
TEAMWORK

• Offers support – doesn’t wait to be asked
• Strives to understand and contribute to
  departmental/team goals
• Recognises the implications of their actions/inactions on
  others
• Shows respect to the needs, feelings and views of others
• Promotes ‘collective’ ownership across the business
• Encourages contributions from all team members
be a role
 model
“There’s
   no ‘I’ in
   ‘Team’,
 but there
  is a ‘Me’
    if you
look hard
 enough”
     David Brent
idea three




get ‘engaged’
Only 17% are actively ‘engaged’
63% aren’t engaged
20% are actively ‘disengaged’
88% want to work hard and do
their best
50% worked just hard enough
to avoid being fired!
75% believe they could be
significantly more productive
                                  Source: Gallup
the benefits of
 an ‘engaged’
  workforce
50%
more likely to have lower staff turnover
                                source: gallup
56%
  more likely to have higher
than average customer loyalty
                         source: gallup
38%
more likely to have above
  average productivity
                        source: gallup
27%
more likely to report
higher profitability
                        source: gallup
idea four




  give your people a
damn good listening to
“The best
engineers
sometimes
come in
bodies
that can’t
talk.”
   nolan bushnell,
   founder of atari
ideas
for
action….
• set up feedback systems that suit your team,
  not you
• ‘beat the brainwashing’ – ask your newcomers
  to spot your business ‘stupidities’
• ‘kill a stupid rule’ – commerce bank offers $50
• ‘experience days’
• ‘fiver down the pub’ fridays
• ‘pizzas and problems’
• resist recruiting ‘replicants’
• ask your team ‘what do
  you want from me?’
Stop
Start
Continue
idea five


be an
‘enemy of
the status quo’
when two people
  in business
 always agree,
 one of them is
  unnecessary
         william wrigley jr
four common traits:

• leadership
• systems and processes
• culture
• measurement
what processes do you
have to encourage your
people to ‘revolutionise’
   your business?
“find great ideas,
exaggerate them, and
 spread them like hell
 around the business
with the speed of light”
          Jan Carlzon, Head of Scandinavian Airlines
idea six



create other
leaders, not
  followers
P
R   H
O   I      ‘PEAK
D                          ‘STAR’
    G   PERFORMER’
U   H
C
T
I
V   L
I   O                     ‘PROBLEM
        ‘MISMATCH’
T   W                    PERFORMER’
Y


         LOW               HIGH
           UNUSED POTENTIAL
and
finally….
idea seven


         take
        action,
       not notes
“Vision without
     action is

hallucination”
          Andy Law, St.Lukes
“take the first
step in faith. You
do not have to
see the whole
staircase.
Just take
the first
step.”
Martin Luther King
we can
 all be
leaders
“Right, I'm going to leave
you, I know there is going
     to be a tsunami”Tilly Smith, Age 10
Winning with-leadership---BY sumit mukherjee
don’t just stand
  there….. do
  something!
          dick dastardly

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Winning with-leadership---BY sumit mukherjee

  • 1. winning with leadership! SUMIT MUKHERJEE
  • 3. you’ll hear : • The difference between ‘management’ and ‘leadership’ • How to get your people ‘on board’ • Ways to maximise people performance • Ideas to create the culture you want
  • 4. what’s the difference between management and leadership?
  • 5. managers • maintain the status quo • monitor situation • allocate resources • communicate targets • measure the results • feedback on the trends
  • 6. leaders • strategic thinkers • look forward and create visions • challenge • motivate • inspire
  • 7. “a leader's job is to rally people toward a better future” marcus buckingham
  • 8. why is leadership so important?
  • 9. “ The surplus society has a surplus of similar companies, employing similar people, with similar educational backgrounds, working in similar jobs, coming up with similar ideas, producing similar things, with similar prices, warranties, and qualities.” Jonas Ridderstrale and Kjel Nordstrom Authors, Funky Business
  • 10. “when people leave companies, they tend not to quit the company, they are more likely to have quit the boss.” Ken Blanchard
  • 11. “The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor" Research from thousands of employees Marcus Buckingham ‘First Break All The Rules’
  • 13. “Only 36% of employees trust senior management to communicate effectively” “This drops to only 26% of employees with more than 15 years experience” “Only 53% felt their organisation did a good job of keeping employees informed” Source: mercer hr consulting
  • 15. getting that ‘vision thing’ • Creating a clear picture of the future that ‘stimulates, excites and inspires’ • Getting everyone to ‘buy’ into it • Ensuring that everyone understands what’s expected of them • Turning it into meaningful goals and targets • Communicating progress towards it continuously • Celebrating successes • Working ‘On’ it consistently
  • 16. strategic on operational tactical in
  • 17. what does a vision look like?
  • 18. a vision • Is not simply a set of financial figures • Is not a business plan • Is not a ‘pie in the sky’ idea • Is more than words in the MD’s annual speech • Is a picture of the future that we want • Includes customers, people and finances • Typically is a 2 year / 1 year / 6 month ‘thing’ • Is a point of strategic focus for the leadership of the business • Is something for everyone to work towards
  • 19. people tell us they need to know
  • 20. •How is this vision relevant to me? •What specifically do you want me to do? •How will I be measured? •What consequences will I face? •What tools and support are available? •What’s in it for me? •How are we doing?
  • 21. the leader’s role?
  • 22. to help people answer these questions
  • 24. it’s not what you say…… it’s what you DO!
  • 25. values can: • define the fundamental character of a business • help create the culture you want • create a sense of identity for the business • reduce game playing, politics and confusion • provide guidelines for managers and staff • provide guidance for acceptable and unacceptable behaviours
  • 26. Harley Davidson’s Values: •Tell The Truth •Be Fair •Keep Your Promises •Respect The Individual •Encourage Intellectual Curiosity •Mutually Beneficial Relationships
  • 27. 45% only feel that their managers behave in a way which is consistent with company values Source: mercer hr consulting
  • 28. 35% only feel that what their organisation says it values is consistent with what it actually rewards Source: mercer hr consulting
  • 29. turn your values into ‘preferred behaviours’
  • 30. TEAMWORK • Offers support – doesn’t wait to be asked • Strives to understand and contribute to departmental/team goals • Recognises the implications of their actions/inactions on others • Shows respect to the needs, feelings and views of others • Promotes ‘collective’ ownership across the business • Encourages contributions from all team members
  • 31. be a role model
  • 32. “There’s no ‘I’ in ‘Team’, but there is a ‘Me’ if you look hard enough” David Brent
  • 34. Only 17% are actively ‘engaged’ 63% aren’t engaged 20% are actively ‘disengaged’ 88% want to work hard and do their best 50% worked just hard enough to avoid being fired! 75% believe they could be significantly more productive Source: Gallup
  • 35. the benefits of an ‘engaged’ workforce
  • 36. 50% more likely to have lower staff turnover source: gallup
  • 37. 56% more likely to have higher than average customer loyalty source: gallup
  • 38. 38% more likely to have above average productivity source: gallup
  • 39. 27% more likely to report higher profitability source: gallup
  • 40. idea four give your people a damn good listening to
  • 41. “The best engineers sometimes come in bodies that can’t talk.” nolan bushnell, founder of atari
  • 43. • set up feedback systems that suit your team, not you • ‘beat the brainwashing’ – ask your newcomers to spot your business ‘stupidities’ • ‘kill a stupid rule’ – commerce bank offers $50 • ‘experience days’ • ‘fiver down the pub’ fridays • ‘pizzas and problems’ • resist recruiting ‘replicants’
  • 44. • ask your team ‘what do you want from me?’
  • 46. idea five be an ‘enemy of the status quo’
  • 47. when two people in business always agree, one of them is unnecessary william wrigley jr
  • 48. four common traits: • leadership • systems and processes • culture • measurement
  • 49. what processes do you have to encourage your people to ‘revolutionise’ your business?
  • 50. “find great ideas, exaggerate them, and spread them like hell around the business with the speed of light” Jan Carlzon, Head of Scandinavian Airlines
  • 52. P R H O I ‘PEAK D ‘STAR’ G PERFORMER’ U H C T I V L I O ‘PROBLEM ‘MISMATCH’ T W PERFORMER’ Y LOW HIGH UNUSED POTENTIAL
  • 54. idea seven take action, not notes
  • 55. “Vision without action is hallucination” Andy Law, St.Lukes
  • 56. “take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King
  • 57. we can all be leaders
  • 58. “Right, I'm going to leave you, I know there is going to be a tsunami”Tilly Smith, Age 10
  • 60. don’t just stand there….. do something! dick dastardly