Leading Teams - vAug 2016 (For Flipbook)

Leading Teams 1

INTRODUCTIONS Who you are Something interesting or unique about you, what you do for fun Where you want to be with your team between six and twelve months from now At your retirement speech, what do you want people to say about your leadership? 2

EXPECTATIONSIn the space provided, identify your expectations and concerns for this programme:• Expectations: for this programme to be a useful investment of my time, I expect and hope for the following: 3

John Harker Sean Connor Steve Faulkner AL-FUTTAIM FACULTY Group Director MD MD HR/ Marketing/ Electronics Al-Futtaim Debbie Chatten Travel Finance Group Head of Troy Zunckel L&D Len Hunt GM John Kersten President F&F MD Tracy McGowan Automotive IKEA Leadership Colin Cordery DevelopmentNaveed Riaz MD Russell ManagerGroup Director Honda RodriguesFinance & Financial Group Financial Pooja DhawanServices/EIT Wayne Cohen Controller Leadership Snr GM DevelopmentPaul Delaoutre ACE Nigel Johnson ConsultantGroup Director MDRetail HertzChris O’Donnell 4Group DirectorReal EstateDawood BinOzairSenior MDEET

AL-FUTTAIM FACULTYAndrew Gary David R RazeenWilkinson Kelway Manuel Lakshmi Paul Justin Manoj Roberto Shewan Roberts DasilvaDinesh Anil Renjit AkramSomani Lakhani Philip Osman Arshad Vinod Marius Hany Hafez Hasan Jayan DragosAshley Ashish FadiDymond Chawla Chivi 5

KORNFERRY HAY FACULTYMARK WILLIAMS CHRIS SHENNAN ALEX MACLEAY HIMA VAGANHI EMILY O'BRIENNICOLE MICHAIL JOE BRUCE MAMTA DHAWAN DIANA OWUSU LAKNA AMARASIRIMARIO ZEINOUN INES MOCANU SEDEF DEMIRICAN SHRUTIKA MATHUR SAROJANI 6

MonthsAssessment 3-7 LEADERSHIP JOURNEY 360° Feedback 8 - 9 10 Styles 12 Feedback Leading Workplace Workplace Re- ½ day Business Journey continues … Teams Challenge Challenge + Measure Reflection Impact Course Workshop Action + Goal Learning Setting 70/20/10 20 10 70 20 20 70 7

PROGRAMME OBJECTIVESIn this programme you will:• Gain an understanding of expectations of what it takes to be a successful leader at Al- Futtaim• Understand Success Profiles – those key behavioural indicators that lead to success and predict high performance• Learn about a Four-Factor Model of Leadership and Performance and its component parts• Apply the factors to gain insight into the current state of your business, and seek opportunities for improved results• Receive feedback and use the feedback to inform your leadership development• Form action learning groups to work on a prescribed Workplace Challenge to aid your development and business performance• Create Leadership Development Action Plan which demonstrates changes in behaviour 8

EXPECTATIONS OF LEADERSLeading Others - Front line, Operationalleaders of individuals and teams Leading Teams - Leaders who lead operations, other leaders and deliver on the strategy Leading Organisations - Senior Leaders who communicate and drive the strategy Leading Strategy- Leaders who establish and direct the strategy for the group 9

Leading Strategy • Getting results through building a culture of collaboration and trust • Develops strategy for improving organizational, team and personal performance Leading Organisations • Adapts business strategy to ensure strategic growth • Getting results through comprehensive business management • Provides the meaningful link between the organizational goals with business unit objectives • Establish a clear understanding of how they have to work together toLeading Teams best meet their needs of their employees and stakeholders• Getting results through managers and through a function• Positively impacts the business performance through their people• Forms partnerships that sharescommon interests related to business needsLeading/ InfluencingOthers 10• Getting results through personal effort• Developing skills required for interpersonal effectiveness• Influence others by being aware of one self and broadens to gaining awareness of others

AL-FUTTAIM GROWTH STRATEGY‘double over the next five yearsthrough a strategic acquisition plan and organic growth inestablishing new companies to meet identified gaps in the market’. 11

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Characteristics of best boss GROUP EXERCISE: BEST BOSS, WORST BOSS Characteristics of worst boss 13

Competency: any characteristic of a person that differentiates outstanding fromaverage performance in a role, a job, an organisation, or culture 14

DRIVING GROWTH Al-Futtaim Strategy : Double the size of the business Leadership capabilityIdentify outstanding leadership capability – What does it mean to be an Al-Futtaim Leader? Define outstanding leadership capability EBP Succession Recruitment Managing L&D Added value to employer Planning Competency based Performance Creating training and brand through the way the interviewing for developmenttalent is attracted, managed Transitioning individual recruitment will &Talent programs and retained. Employees contributors torecognise Al-Futtaim taking supervisors and leads to better fit to A well defined set of underpinned by role, quicker time to behaviours that lead leadership the necessary steps to supervisors to leaders by identify and develop talent clearly defining what full performance to superior competencies for aacross the organisation as and lower turnover performance for more strategic behaviours at which level benchmarking approach to it looks to the future of sophistication are employees against to capability building required for success in identify high current roles and what are potentials and drive the areas for focus for performance future roles Motivated people performing at higher levels driving growth 15

HOW THE MODEL WAS DEVELOPED strategic review of leadership benchmarking finalise and pilot develop context strategic success communicate development leaders againstinterviews with documents profiles model – sense- programmes 10 senior workshops with checking with the model leaders leaders from representatives different parts from across the of the business group December 2013 May – Dec 14 Feb 15 onwards 16

WORKSHOPS : OUPUTS FROM THE EXPERT PANELSDuring the expert panels we asked you to give us witness accounts of successfulleadership at Al-Futtaim. We “coded” the inputs for competencies, using both our HayGroup researched competencies and looking out for any unique competencies. Thecompetency frequencies are outlined in the table below. Competency frequency table Millennium UNQ SCO CHGTL TWC FLX ACH INT CSO ING OA IMP AT CT RB DO DIR IU OC INF 211 5 6 222 153 17

WORKSHOPS: CARD SORT RESULTSUsing competency flash cards we asked you to select 9 competencies from our list ofresearched competencies (on include any unique competencies you felt were missing)that would have the greatest impact on performance Card sort ranked by importance UNQ MillenniumTL TWC FLX ACH INT CSO ING OA IMP AT CT RB DO DIR IU OC INF SCO CHGGroup 1 2 7 164 3 58Group 2 3 215 486 7 9Group 3 6 7 3 2 4 8 1 9 5Group 4 5 6 17 23 8 4 9 18

BENCHMARKING – STRATEGIC SITUATIONS Strategic situations • This benchmark compares outstanding individuals who Joint alliances & have been nominated as ventures particularly effective in a given area with those who identifying new are also outstanding, but business who have not been nominated as particularly high performance effective in that given area. culture • By comparing such groups executing strategy we hope to distinguish managing which competencies are crucial for success in a profitable growth particular situation, as overall leadership opposed to a particular role. TL P P • The value of this strategy is that the situationsProposed Al-Futtaim TWC P P executives find themselves competencies in cut across role and FLX industry, so that one benchmark of this kind is ACH P P P valuable for many organizations in many OA industries. CSO P P P 19 IMP P ING P PP RB P CHG CT P DOOther SCF P P AT P OC P DIR P INT P

VALUE PROPOSITION OF COMPETENCIES‘Rest’ ‘Best’ ‘Future’Competencies provide Competencies help Competencies enablea common view of leadership, you identify who your best you to you identify the secretcriteria for assessment, and a leaders are and will be, given of your best leaders’ successroad map for development current and future measures so you can develop and select of success better leaders for the future 18

CLUSTERSPartnering Delivering Leading People Excellence• Delighting our • Taking Initiative • Engaging Leadership Customers • Drive for Results • Developing Talent• Collaboration• Managing Complexity• Influencing Others 21

BEHAVIOURAL INDICATORS 22

MonthsAssessment 3-7 LEADERSHIP JOURNEY 360° Feedback 8 - 9 10 Styles 12 Feedback Leading Workplace Workplace Re- ½ day Business Journey continues … Teams Challenge Challenge + Measure Reflection Impact Course Workshop Action + Goal Learning Setting 70/20/10 20 10 70 20 20 70 23

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ACTION LEARNING 25

What has been your most powerful learning experience this year so far?“we learn most when faced with a real problem which we are obliged to solve” Agree or disagree? 26

PEOPLE LEARN BEST WHEN…They are trying things out in practiceReflecting on what happens as a resultof their actions and why this happensExploring options and alternatives 27

ACTION LEARNING SETSWhat is Action Learning?Real time learning Involves working with groups ActionLearningOpportunity to be Centers around a challenged and problem motivated 28

COMPONENTS A problem An action learning group or team A process Taking action Commitment to learning An action learning coach 29

ACTION LEARNING CYCLE ActionPlanning Reflection Learning 30

OBJECTIVES & STRUCTUREObjectives Structure Principles To allow the chance to reflect on your  The problem, opportunity or issue  Committing regular time to be discussedjourney so far  Learning to listen Work on a real business challenge  Leaders - the members of the  Learning to ask helpful action learning set questions Gain support from your colleagues and  Facilitator - groups may self  Not giving advice work towards solutions facilitate  Following the Action Learning Cycle Maintain activity from programme  Co-ordinator - person nominated  Giving individual airtime Increase trust and build relations to co-ordinate from within the set  Chair person - the person chairing the action learning set on that 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 31

THE BENEFITS Improved collaboration Behavioural changes i.e. across Business Units empowerment, increased confidence, taking personal and Divisions Improved questioning and listening skills responsibility Increased visibility for individuals Better reflective leaders, what did we learn from Impact of by giving them the opportunity this? Action to demonstrate talents that may not have been uncovered More pragmatic, getting on with things Learning Sets Change of mindset e.g.Learning from each passive to proactiveother and engage inshared learning attitude towards Recognising what you can change control and what you can influence – more strategic line managementTeam building 32

SUGGESTIVE BEST PRACTICES• Use kick off meeting to formulate future plans, meeting rhythms and review mechanism.• Decide on roles and responsibility within the action learning group.• Consider appointing a group lead to steer the team to results & hold accountability.• Consider various communication mechanisms like – email group, chat group, Lync calls, Lync video chat, etc.• Create a milestone charter with clear deliverables and timelines attached to them.• Ensure everyone in the group contributes significantly & regularly. Call out any work related travel or long planned leaves upfront.• Each member ensures and drives 100% attendance on all meetings .• Plan stage-gate reviews after each milestone.• Establish a process of filtering ideas and narrowing down to one commonly agreed idea for execution.• Constant communication and progress update to ensure seamless execution. 34

Criteria WORKPLACE CHALLENGE - IDEATIONYour idea must be able to – Process• Impact the Group, not just one division or one 1. Day 1 of the course – start brand. conversations about possible• Demonstrate value and long term business challenge topics. impact. 2. Faculty leader provides guidance on• Represent a common vision for the future. overall concept and ideation.• Be easily implemented and should be practical.• Demonstrate unique value proposition. 3. Leaders present their chosen topics• State the need clearly. for faculty leader approval on day 3.• Demonstrate commercial value. 4. Topics are approved post discussion with Faculty leader and next steps agreed. 34

ACTIVITYCall to Action – Split into your respective Action Set Groups and consider;  Frequency  Venue  Roles and responsibilities  Guidelines and ground rules  Approach 36

ACTION LEARNING IN PRACTICECALL TO ACTIONLet us discuss your business challenge …..Split into groups and conduct your first action set meeting 37

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LEADING TEAMSNext two days you will:  Learn about a Four-Factor Model of Leadership and Performance and its component parts  Apply the factors to gain insight into the current state of your business, and seek opportunities for improved results  Receive personal feedback, and use that feedback to inform your career and professional development  Discuss applications, best practices, and opportunities for synergy 39

CONCEPTUAL MODEL Individual Jobmotives, values requirements andcompetenciesLeadership Organisational Business styles climate results 39

RECEIVING FEEDBACK – THE JOHARI WINDOW Known to Self Unknown to SelfKnown to Others OPEN Feedback BLIND SPOT Self DisclosureUnknown to Others HIDDEN UNKNOWN 40

360 degree feedback 42

360 DEGREE FEEDBACK REPORT – DATA VALIDITY 42

360 DEGREE FEEDBACK REPORT – PORTFOLIO SUMMARY 43

360 DEGREE FEEDBACK REPORT – BREAKDOWN BY COMPETENCY 44

360 DEGREE FEEDBACK REPORT – ITEM FREQUENCY REPORT 45

Denial RESPONSES TO FEEDBACKAngerWithdrawal 46AcceptanceAction

REFLECTION ON 360 FEEDBACK• What is your initial reaction to the feedback?• Are there any surprises in the data?• How did the views of others compare with your own views? 47

REFLECTION ON 360 FEEDBACK• Are there any patterns or themes in the data? Do any particular groups rate you higher or lower than others?• Are there particular questions which elicited particularly clear responses?• Are there any themes in the verbatim comments? 48



ACTIVITY Leadership in Action:Tower-building exercise 50