Leading Teams - vAug 2016 (For Flipbook)

BLAZER, BOOKER, BALANCE: CASE STUDY• 1965 study – 10-day simulation• Focus of the study: leadership styles, organisational climate, organisational results• Identical organisations except for leadership style of presidents• While watching the video identify: • Dominant and backup leadership styles, especially of company assigned to you. • Organisational climate (high/medium/low) for each dimension • Predict performance (1st, 2nd, 3rd) 101

THE BLAZER RADAR COMPANYDimension Rating EvidenceFlexibilityResponsibility HM LStandards HM LRewards HM LClarity HM LTeam commitment HM L HM LWhat helped or hindered the climate?Helped Hindered 102

THE BOOKER RADAR COMPANYDimension Rating EvidenceFlexibilityResponsibility HM LStandards HM LRewards HM LClarity HM LTeam commitment HM L HM LWhat helped or hindered the climate?Helped Hindered 103

THE BALANCE RADAR COMPANYDimension Rating EvidenceFlexibilityResponsibility HM LStandards HM LRewards HM LClarity HM LTeam commitment HM L HM LWhat helped or hindered the climate?Helped Hindered 104

PERFORMANCE OUTCOMESPerformance measures Blazer Booker Balance1. Productivity (# of contracts completed)2. Quality (# of units rejected)3. Cost savings ($ saved through improved methods)4. New products (# of product innovations)5. Job satisfaction6. Net profits ($ earned) 105

Climate feedback 106

CLIMATE REPORTS 107

“SMART” REPORTS: KEY SECTIONS• Overview of concepts• Definition of climate dimensions• Understanding your feedback• Data validity• Styles self-report/climate you experience• Climate your raters experience• Climate comparison• Climate detail• Creating a healthier climate 108

DATA VALIDITY – SURVEY RESPONSES 109

Climate you experience CLIMATE REPORTS Climate your raters experience 110

CLIMATE SUB – DIMENSIONS 111

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? 112

Exercise:critical incidents 114

EXERCISE: CRITICAL INCIDENTSLast night you prepared two critical incidents. You were asked to choose twosituations in which you were the leader, one positive and one negative.In groups of 3, share the two critical incidents you have prepared:  Listen carefully for content, meaning and feeling and ask clarifying questions  Provide feedback on what was heardThe group should then:  Map the leadership styles onto each situation  Identify which leadership styles were more/less successful in each situation and discuss what could have led to a better outcome 115

YOU HAVE RECEIVED A LOT OF DATA 116

LINKS BETWEEN CLIMATE AND STYLES Flexibility Responsibility Standards Rewards Clarity Team CommitmentDirectiveVisionaryAffiliativeParticipativePacesettingCoaching 117

LET’S TRY AND MAKE SENSE OF WHAT IT’S TELLING US….Look through your data. Are there any patterns that you see?• Is there a distinct focus on people, task or influence?• If so, is this coming from your motives (where you get satisfaction) or values (what you think is important)?• How does your feedback relate to: • What was needed in the past • What is needed right now • What will be needed in the future (based on business strategy and who you want to be)If you had to summarise what the feedback is telling you, what would you say? Share your observations with your co-coach, and challenge each other. 118

Growing Together LINKAGE BETWEEN LEADERS FOR GROWTH AND GROWING TOGETHER MANAGER RESULTS Al-Futtaim Leadership Effectiveness 1. Leadership Profiles 360⁰ 2. Leader Styles 3. Work Climate Sunday, 28 August 2016 119

Co-coaching groups 119

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 120

Goal setting 121

PROCESS OF CHANGE: REFLECTION• What do you find are the most difficult aspects of achieving personal change?• What about creating change for those you lead?• Where are you likely to find help and support for the changes you want to make? 122

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 123

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% Structured20% Seminars 20% from others10% OJT 70% On-The-Job 124

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 3.3 125

DEVELOPMENT GOALSDevelopment Activity 1 – What Development Goals do you have? Category: Short-Term Long-Term Target Date: Objective Name: Competency: Description: Measures:Learning Activity 1.1 – 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 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: 127

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 whereeither success or failure is possible.Example: Head a new venture or start up project in your division to develop your entrepreneurial andbusiness planning skills. 128

DEVELOPMENT STRATEGIES5. On-the-job horizon diversified assignment – gain a more diversified full-range of experience in your current role. Example: Coach someone who needs development in an area in which you have strength to develop your leadership development skills; representing your manager by attending a strategic meeting.6. Job Rotation – Broaden your skills by moving to a different job within your Business Unit or Division. Example: Moving an executive from operations to marketing role to deepen his/her understanding 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 community activities 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 your development followed by a presentation and discussion of information/lessons learned to your manager or coach.9. In-house/external training or action learning programme – take advantage of a standard training or an action-learning programme together with other colleagues Example: Collaborate with others on areas that they have as strengths and you have development areas. 129

130

Putting People at the Heart of Corporate Purpose 131

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 132

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. Labour 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 access to organisational performance candidates on effectiveness by up to 50% the labour market by and more 50% and profitability, improve the leading up to commitment as much as of current employees by 15.4% up to 29% advantage in total shareholder return 133

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 134

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWHOW DOES TALENT IMPACT RESULTS?Business Case Study & Lessons LearnedATTRACT INTEGRATED ENGAGERETAIN TALENT DEVELOP STRATEGY 135

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWATTRACT ENGAGE1) What were the 3 opportunities areas that 1) What were the 3 opportunities areas that leaders took? leaders took?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 that 1) What were the 3 opportunities areas that leaders took? leaders took?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition? 136

Strategic focus TALENT FOR GROWTH – BUSINESS IMPERATIVES1 Establish a Robust Organisation capability focus Growth Engine (new & existing markets) • Create an operating model for international growth • Build M&A capabilities2 • Integration • Establish an effective organisation and process (e.g. resource allocation) Create a competitive edge in operations • Business Excellence • Drive horizontal and vertical cost efficiency (e.g., BPR and shared services)3 • Establish a leadership infrastructure to ensure sustainability (e.g. business Customer centric reviews and performance management) organisation • Focus on partnerships with consumers and customers4 • Drive consumer insight through big data • Social media Create sustainability • Governance frameworks5 • Cascading performance i.e. balanced scorecards • Define Corporate Social Responsibility Build organisation health • Sustain relationships with partners • Clarify and instill purpose and core values 139 • Aligned senior leadership • Organisation health index measured regularly

RETAIN TALENT FOR GROWTH | AT THE HEART OF OUR AGENDA Reward & ATTRACTRecognise results Quality talentDEVELOP ENGAGE Capability For Performance 140

(2016)ATTRACT ENGAGESupplying Quality Talent Improving Performance1. Selection Assessments 1. Increase quality of2. Alignment of impact planning Regional Talent Acquisition 2. Performance Culture Standards 3. Al-Futtaim Values3. Internal Mobility (paused) 4. Family Friendly Policies (paused)RETAIN Talent DEVELOP BrandRewarding & Recognizing Results Developing Capability1. Long Term Incentive Plan to act 1. Career Compass across all as a retention tool (pause) 12 Job Functions (paused)2. Enhancement of Medical Insurance 2. Nationals Graduate Programme cover 3. Implementation of Lean Academy 4. Global Talent Mobility (paused)3. Next Phase Nationalisation 5. Top Talent Development (paused)4. Review of Total Rewards Structure 6. Transition Management (paused)5. New compensation structures and 7. Leadership Development 8. HRBP Development Programme policies for Africa, Far East Asia and future geographiesHR Systems | HR Metrics | Communications Strategy | HR Competencies 22

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

150