Leading Others - v2017

DATA VALIDITY – SURVEY RESPONSES 111

Climate you experience CLIMATE REPORTS Climate your raters experience 112

CLIMATE SUB – DIMENSIONS 113

EVALUATING MY ORGANISATIONAL CLIMATE RESULTS• What do I see as the positives in the climate I receive?• What needs to be improved in the climate I receive?• What are the positives in the climate described by my direct reports?• What would I like to improve in my direct reports’ climate? 114

LINKAGE BETWEEN LEADERS FOR GROWTH AND GROWING TOGETHER MANAGER RESULTSGrowing Together Al-Futtaim Leadership Effectiveness 1. Leadership Profiles 360⁰ 2. Leader Styles4-6 3. Work Climate Sunday, 05 March 2017 113

Co-Coaching 116

CO-COACHING• Get back into your co-coaching groups• Review your results, now that you have received your climate feedback• Use the following pages in your folder to structure your thinking• Discuss any changes you are thinking of making• Support and challenge where appropriate 117

Goal Setting 118

DEVELOPMENT PLANFuture leaders develop on the job. Learning is not random: there is a strong linkbetween challenging, specific experiences and lessons learned. The “right”experiences do not guarantee learning; unsuccessful leaders missed the meaning,relied too heavily on successful habits, or blocked their new learning.Development planning includes;ACT on your plan. Implement REVIEW REVIEW all the materials you have and all theand execute the plan! PLAN discussions that have taken place thus far. ACT Understand the requirement of the target positions and how you measure up to the target position profile PLAN your development. Remember, it’s about taking REFLECT REFLECT about how you might construct a action development plan based on all the input – identify gaps. Consider; What will I concentrate on? What will I do? What are your goals? Check back with manager once you have a general direction mapped out 121

WRITING PERSONAL DEVELOPMENT GOALSWhen development planning, reflect on;• What change in behaviours do you want to see in yourself – not a business goal• Be specific, measurable (observable changes you or others might see)• Limit to no more than 2 – 3 goals• Be challenging yet realistic• Choose action steps that allow success• Select no more than 1-3 actions per goal• Be committedIt is important to emphasize on- the- job activities when development planning.Leaders tend to focus on; Leaders should focus on;70% Books • Books (70%) 10% Books20% Seminars 20% Seminars10% OJT 70% On-The-Job 122

DEVELOPMENT GOALSAfter reviewing your feedback from your reports on 360, styles and climate, we would like you to think on how youwould like to develop yourself during your Leadership Journey. What goals would you like to set and how are yougoing to achieve this? Please follow these steps:1. Fill Overview sheet of Development Activities (set goals) and Learning Activities (how to achieve these goals)2. Fill details on Development Activities and Learning Activities on the second page3. Input details of Development Plan in iGrow4. Fulfill activities during your leadership journey and track status in iGrowEmployee Name: Date: Development Activity (What) Learning Activity (how)1 1.1 1.22 1.33 2.1 2.2 2.3 3.1 3.2 3.3 123

DEVELOPMENT GOALSDevelopment Plan – What Development Goals do you have and how are you going to achieve this? After reviewing your feedback from your reports on 360, styles and climate, we would like you to think on how you would like to develop yourself during your Leadership Journey. What goals would you like to set and how are you going to achieve this? Please follow these steps: 1. Fill Overview sheet of Development Activities (set goals) and Learning Activities (how to achieve these goals) 2. Fill details on Development Activities and Learning Activities on the second page 3. Input details of Development Plan in iGrow 4. Fulfill activities during your leadership journey and track status in iGrowEmployee Name: Date: Development Activity (What) Learning Activity (how)1 1.1 1.2 1.32 2.1 2.2 2.33 3.1 3.2 3.3 124

DEVELOPMENT GOALSDevelopment Activity 1 – What Development Goals do you have? Competency: Role Based Target Date: Objective Name: Category: Financial Market Business Excellence People Skills to be developed:Success Measures:Learning Activity 1.1 – What Learning Activities (3 – 4) would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription:Organisational/ Manager Support – Distinct commitments from your line manager that will support you in the development process. Description: 125

DEVELOPMENT GOALSLearning Activity 1.2 – What Learning Activities would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription:Learning Activity 1.3 – What Learning Activities would you like to use to reach your Development Goal?Activity Name: Activity Type: Classroom Mentoring E-learning Self Study OtherDescription: 126

DEVELOPMENT STRATEGIES1. On-going additional feedback on the job – solicit additional and on-going feedback from people around you. Example: monthly development meeting or quarterly personal commitment meetings with one leader or key work partner to solicit developmental feedback and action advice.2. Benchmark on-the-job targeted internal networking – model others who are competent at a skill where you need development. Example: Ask the head of strategic planning in your sector how s/he does his/her job and try some of their ideas in your own role.3. On-going coaching sessions for developmental advice – conduct one-on-one confidential meetings with an internal coach outside of your function to discuss job difficulties and possible solutions. Example: Quarterly meetings with executive for advice on how to deal with a particular problem or issue that has arisen.4. On-the-job vertical stretching assignment – take high visible and challenging special assignments where either success or failure is possible. Example: Head a new venture or start up project in your division to develop your entrepreneurial and business planning skills. 127

DEVELOPMENT STRATEGIES5. On-the-job horizon diversified assignment – gain a more diversified full-range of experience inyour current role.Example: Coach someone who needs development in an area in which you have strength todevelop your leadership development skills; representing your manager by attending a strategicmeeting.6. Job Rotation – Broaden your skills by moving to a different job within your Business Unit orDivision.Example: Moving an executive from operations to marketing role to deepen his/herunderstanding of market trends. Think and act from outside in rather than inside out.7. Off-the-job development experience – participate in off-the-job professional and communityactivities to hone your leadership skills.Example: Head up your local or professional trade associations to develop your influencing,group facilitation and networking skills.8. Directed reading programme – carefully selected readings directly relevant to yourdevelopment followed by a presentation and discussion of information/lessons learned to yourmanager or coach.9. In-house/external training or action learning programme – take advantage of a standardtraining or an action-learning programme together with other colleaguesExample: Collaborate with others on areas that they have as strengths and you have 128development areas.

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Putting People at the Heart of Corporate Purpose 130

Bring Out the Best in OthersOutcomes: Understand the critical role a leader plays in attracting, engaging, developing and retaining talent by reviewing best practice Through the use of a business case study, analyze strategies and ways of approaching and implementing a talent agenda that drives business results Consider your role as an Al-Futtaim leader and how you can take action to drive a talent plan that attracts, engages, develops and retains talent 131

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOW WHY DOES THIS MATTER? Effective People Practices improve Business OutcomesCorporate Leadership Council research over the past 5 years confirm that companies with competitive peoplepractices show considerable returns in their ability to attract, retain and drive performance of their best talent. Labor is a firm’s largest expense RETURN ON INVESTMENT People assets have infinite potential to Attract & Retain Develop Engage grow Creating and Effective By refocusing Great talent cannot be easily replicated by delivering a execution to performance our competition competitive management employment talent efforts on the High performance of our people is the development strategies with only source for sustainable growth long- value highest impact, term proposition directly organisations allows an contributes to can improve organisation to increase its increased employee organisational performance access to effectiveness by up to 50% candidates on and the labour profitability, market by leading up to more 50% and as much as improve the commitment 15.4% of current advantage in employees by up to 29% total shareholder return 132

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOW WHAT DOES SUCCESS LOOK LIKE? Best Practices from High Performance Companies Driven by Business Priorities Leaders are Active Sponsors Foster High Performance Through Integrated System/Processes/Tools Source Best Talent anywhere Leverage Diversity through Inclusion 133

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWHOW DOES TALENT IMPACT RESULTS?Business Case Study & Lessons LearnedATTRACT INTEGRATED ENGAGERETAIN TALENT DEVELOP STRATEGY 134

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWATTRACT ENGAGE1) What were the 3 opportunities areas for 1) What were the 3 opportunities areas for leaders? leaders?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition?RETAIN DEVELOP1) What were the 3 opportunities areas for 1) What were the 3 opportunities areas for leaders? leaders?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition? 135

TALENT FOR GROWTH – BUSINESS IMPERATIVES

RETAIN TALENT FOR GROWTH | AT THE HEART OF OUR AGENDA Reward & ATTRACTRecognise results Quality talentDEVELOP ENGAGE Capability For Performance 135

2017ATTRACT ENGAGESupplying Quality Talent Improving Performance1. Selection Assessments 1. Increase quality of impact planning2. Integrated Graduate sourcing 2. Al-Futtaim Values3. Global Recruitment & Onboarding 3. Family Friendly Policies (paused) Talent BrandRETAIN DEVELOPRewarding & Recognising Results Developing Capability1. Review long & short term incentive 1. Career Pathways across all plans 12 Job Functions (paused)2. Enhancement of Medical Insurance 2. Future Leaders Programme3. Next Phase Nationalisation 3. Lean Academy (Phase two)4. Review of all Total Rewards Structures 4. Global Talent Mobility5. Career Map 5. Prime Talent Development 6. Leadership Development 7. HRBP Development ProgrammeHR Systems | HR Metrics | Communications Strategy | HR Academy

TALENT FOR GROWTH ACHIEVEMENTS ATTRACT50% LinkedIn Talent Brand AED 2.4MIndex average, higher than saved by hiring via LinkedIn any Al-Futtaim peers instead of other agencies YTD 2016 200,000 LinkedIn followersMost Attractive Employer in 96% of new hires happy 137 UAE award winners in retail with Day 1 Souq Emiratis joined YTD(2015, Think Tank Universum) (172 in full year 2015) 140

TALENT FOR GROWTH ACHIEVEMENTS ENGAGE Core ValuesEmployee AssistanceProgramme24/7 hotline availableto all employees 205 1,109Employees counselled YTD employees received health screenings YTD 141

TALENT FOR GROWTH ACHIEVEMENTS DEVELOP19 employees planned to take 1,000+ leaders taking part + AED 1.1mpart in the Business Excellence ROI to date *** Lean Academy *** so far this year 4 Leaders for Growth + AED 8.5m improvement plans to be savings generated *** implemented into the business (admin and content) Culture of efficiency, costmanagement and customer as 15 Nationals *** shortlisted for 71% a priority Future Leaders current login rate *** Programme *** Predicted +AED 11.8 million Integrated learning in savings in first 12 months South East Asia now live 142

TALENT FOR GROWTH ACHIEVEMENTS RETAIN Streamlined visa process for WL4 & 526% internal hires YTD(excluding Bands A-C)Total Rewards Statement HiPo identification via for MENA Talent Reviews for retention 143

TALENT FOR GROWTH | REFLECTION & GROUP DISCUSSIONReflect on the Talent for Growth agenda and consider:1. What do you currently do to attract, engage, develop and retain your employees?2. What will you do personally to drive the Talent for Growth agenda?3. What support will you need and from whom? 144

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSATTRACT  Make good hiring decisions  Be a magnet for talent  Clearly define roles  Build your pipeline  Be an AFG Talent Brand ambassador  Search creatively and beat your competitors  Leave a Talent Legacy 145

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSENGAGE  Set clear, stretch performance expectations  Provide frequent feedback & support  Show care & concern  Transparent & consistent communication  Remember, YOU have the biggest impact on engagement 146

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSDEVELOP  Guide, encourage and support development  Invest most of your time on the best  Listen  Enable employees to reach their potential by providing development opportunities  Apply 70/20/10  Coach Daily to boost performance 147

TALENT FOR GROWTH | ROLE OF AL-FUTTAIM LEADERSRETAIN  Understand key drivers to retaining your talent  Be aware of monetary and non-monetary resources  Provide recognition  Create a culture of meritocracy 148

TALENT FOR GROWTH | CLOSINGThe Tree…are we Leading by example? 149

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MonthsAssessment 3-7 Leadership Journey 360° Feedback 8 - 9 10 Styles 12 Feedback Leading Leadership in Re-Measure Reflection Business Journey continues … Others Action Workshop Impact Course + Goal Setting 70/20/10 20 10 70 20 20 70 151

Objectives & StructureObjectives Structure Principles To allow the chance to reflect on your  Leaders - the members of the  Committing regular time journey so far action learning set  Learning to listen Work on furthering your Leadership  Facilitator - groups may self Impact facilitate  Learning to ask helpful questions Gain support from your colleagues and  Co-ordinator - person nominated work towards creating a better  Not giving advice to co-ordinate from within the setOrganisational Climate  Following the Action Learning Cycle Put learning into action  Chair person - the person chairing Increase trust and build relations the action learning set on that  Giving individual airtime occasionAn action learning set will work with almost any group if there is goodwill, acommitment to learn and experiment and a willingness to be open 145

ACTIVITYCall to Action – Split into your respective Action Set Groups and consider;  Frequency  Venue  Roles and responsibilities  Guidelines and ground rules  ApproachLet’s find an ACCOUNTABILITY PARTNER andagree on the PEER COACHING practice session 36

Leadership in actionAre youREADY?

NEXT STEPSAs you leave this room, here are your next steps…..- JOIN our JAM group through iGrow- SCHEDULE your ACTION LEARNING GROUP and involve your ADVISOR- UPLOAD development goals in iGrow- DISCUSS your development goals with your line manager- DISCUSS your 360° feedback with your line manager and team- REACH OUT for further Coaching support 150

EXPECTATIONS REVIEWWhat were ourexpectations on day one? 151

REFLECTIONS ON THE PROGRAMME• After all is said and done, what did I learn?• So once more: What does it mean to me?• Now what: What are the implications and what do I plan to do as a result of these new insights?• How do I think I’ll do with all the changes? 157

In closing 153