2016 Leading with Influence Workbook - vJuly

Leading with Influence 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 andconcerns for this programme:• Expectations: for this programme to be a useful investment of my time, I expect and hope for the following: 3

SUCCESS STORY SO FARWhat about the history is important forleaders to know? Major achievements in the past that has led to current success 4

LOOKING TO THE FUTUREWhat do you see as the primary driversfor growth?How do we leverage the synergy of allour businesses?What are the success factors forsustaining our growth? 5

ROLE OF THE LEADERWhat role do leaders play to achieve thegrowth?What are your expectations of Al-Futtaimleaders? 6

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 Colin Cordery L&D Len Hunt MD John Kersten President Honda MD Tracy McGowan Automotive IKEA Leadership MCHWASonoCDalrnEiyndGnaCMeoCrdoehreyn DevelopmentNaveed Riaz Russell ManagerGroup Director RodriguesFinance & Financial Group Financial Pooja DhawanServices/EIT Controller Leadership DevelopmentPaul Delaoutre ConsultantGroup DirectorRetail Nigel Johnson MDChris O’Donnell HertzGroup DirectorReal Estate 7Dawood BinOzairSenior MDEET

AL-FUTTAIM FACULTYAndrew Gary David R RazeenWilkinson Kelway Manuel Paul Justin Lakshmi Roberto Shewan Roberts Manoj DasilvaDinesh Anil RenjitSomani Lakhani Philip Arshad Vinod Marius Hasan Jayan DragosAshley Ashish FadiDymond Chawla Chivi 8

MARK WILLIAMS CHRIS SHENNAN Korn Ferry Hay Group FACULTY NICOLE MICHAILSAROJANI SALDANHA JOE BRUCE MAMTA DHAWAN SHRUTIKA MATHUR 9

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

Leading Strategy • Getting results through building a culture of collaboration and trust • Develops strategy for improving organizational, team and personal performance • Adapts business strategy to ensure Leading Organisations 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 to bestLeading Teams 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 businessneedsLeading with Influence 11• 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

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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 thatdifferentiates outstanding from average performance in a role, a job, an organisation, or culture 14

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 15

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 Planning Performance Added value to employer Competency based Creating training and brand through the way the Transitioning individual interviewing for &Talent developmenttalent is attracted, managed contributors to recruitment will programs and retained. Employees supervisors and A well defined set ofrecognise Al-Futtaim taking leads to better fit to behaviours that lead underpinned by supervisors to leaders by role, quicker time to leadership the necessary steps to clearly defining what to superior identify and develop talent full performance performance for competencies for aacross the organisation as behaviours at which level and lower turnover benchmarking more strategic of sophistication are employees against to approach to it looks to the future required for success in identify high capability building current roles and what are potentials and drive the areas for focus for performance future roles Motivated people performing at higher levels driving growth 16

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 17

CLUSTERSPartnering Delivering Leading People Excellence• Delighting our • Taking Initiative • Engaging Leadership Customers • Drive for Results • Developing Talent• Collaboration• Managing Complexity• Influencing Others 18

MonthsAssessment 3-7 LEADERSHIP JOURNEY 360° Feedback 8 - 9 10 Styles 12 Feedback Leading Workplace Workplace Re- ½ day Business Journey continues … with Challenge Challenge + Measure Reflection Impact Workshop Influence Action course Learning + Goal Setting 70/20/10 20 10 70 20 20 70 19

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ACTION LEARNING 21

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? 22

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 23

ACTION LEARNING SETSWhat is Action Learning?Real time learning Involves working with groups ActionLearningOpportunity to be Centers around a challenged and problem motivated 24

Components  A problem  An action learning group or team  A process  Taking action  Commitment to learning  An action learning coach 25

ACTION LEARNING CYCLE ActionPlanning Reflection Learning 26

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 27

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 28

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. 29

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. 30

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CONCEPTUAL MODEL Individual Jobmotives, values requirements andcompetenciesLeadership Organisational Business styles climate results 32

RECEIVING FEEDBACK – THE JOHARI WINDOW Known to Self Unknown to SelfKnown to Others OPEN Feedback BLIND SPOT Self DisclosureUnknown to Others HIDDEN UNKNOWN 33

360 degree feedback 34

360 DEGREE FEEDBACK REPORT – DATA VALIDITY 35

360 DEGREE FEEDBACK REPORT – PORTFOLIO SUMMARY 36

360 DEGREE FEEDBACK REPORT – BREAKDOWN BY COMPETENCY 37

360 DEGREE FEEDBACK REPORT – ITEM FREQUENCY REPORT 38

Denial RESPONSES TO FEEDBACKAngerWithdrawal 39AcceptanceAction

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? 40

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? 41

Puzzle QuestLeadership in Action 42

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Introduction to Leadership Styles 44

SIX LEADERSHIP STYLESDirective Visionary Affiliative Participative Pacesetting Coaching 45

UNDERLYING RESEARCH• Based on research applying the theory of motivation to behaviour in organisations• Litwin and Stringer (1967, 1969) studied the link between human motivation and organisational climate• Hay Group (then McBer and Company) studied what motivates and de- motivates employees• Hay Group refined these concepts into: • Six dimensions of organisational climate • Six leadership styles• Concepts and supporting instruments have been revised and refined several times 46

LEADERSHIP STYLES• Behaviour = ƒ (person; situation)• Patterns of behaviours used across a wide range of managerial and leadership situations• Leadership styles have the biggest impact on organisational climate• The breadth of a leader’s styles determines his/her effectiveness 47

LEADERSHIP STYLES ARE A FUNCTION OF...• The leader’s personal characteristics• The styles used by others• The organisation’s espoused values• Specific leadership situations and the people involved 48

FACTORS THAT IMPACT THE APPROPRIATE USE OF STYLES• Experience of employees• Employee strengths and weaknesses• Complexity of tasks• Time pressures• Risk associated with deviation from performance• Resources available 49

DIRECTIVE STYLEPrimary objective: getting immediate Questions to ask:compliance • Who controls the work?• Gives lots of directives • What is the nature of performance• Expects immediate employee feedback? compliance • What is the nature of the work of• Controls tightly the group?• Relies on negative, corrective feedback• Motivates by stating the negative consequences of noncompliance 50