2016 Leading with Influence Workbook - vJuly

SIX DIMENSIONS OF ORGANISATIONAL CLIMATEFlexibility Responsibility Standards Rewards Clarity Team commitment 101

FLEXIBILITYDefinition: Questions to ask:• Lack of constraints in the • Do employees have to fight workplace against unreasonable• No unnecessary rules, policies, constraints? • Is it easy to innovate/get new procedures, or practices ideas accepted?• New ideas are accepted freely • Are there many cumbersome rules and procedures? 102

RESPONSIBILITYDefinition: Questions to ask:• Employees have a lot of • Are important tasks delegated authority delegated to them to employees?• Employees have freedom to • Are employees encouraged to make decisions about doing take initiative? their own job • Are individuals encouraged to• Employees are held fully accountable for the outcome of take risks based on their own their work judgment? • Are employees allowed the opportunity to experience the success or failure of their own efforts? 103

STANDARDSDefinition: Questions to ask:• The emphasis employees feel • Does the performance bar rise management puts on improving every year? performance and doing one’s • Can employees get away with best• The degree to which people feel doing less than their best? that challenging but attainable • Is mediocrity tolerated? goals are set for individuals and the organisation• The extent to which mediocrity is not tolerated 104

REWARDSDefinition: Questions to ask:• Rewards and recognition linked • Do rewards outweigh directly to performance punishment?• Rewards and recognition • Are rewards tied directly to the differentiate levels of quality of performance? performance • Is there a broad reward• People know where they stand in terms of their performance portfolio? • Does good performance lead to increased opportunities for personal growth? 105

CLARITYDefinition: Questions to ask:• Employees know what is • Do employees have a clear idea expected of them of what is expected of them?• Employees know how those • Do employees know how they expectations relate to the larger personally contribute to the goals and objectives of the mission? organisation • Are goals, policies, procedures and lines of authority clearly articulated and understood? 106

TEAM COMMITMENTDefinition: Questions to ask:• People are proud to belong to • Do individuals and teams the organisation cooperate effectively to get the• Everyone provides extra effort job done? • Do conflicts get resolved when needed effectively?• There is trust that others in the • Do feelings of trust, pride, and organisational loyalty exist in organisation are working toward the workplace? a common objective 107

Styles and Climate Case Study 108

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) 109

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 110

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 111

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 112

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) 113

Co-coaching 114

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 115

Goal setting 116

DEVELOPMENT PLANFuture leaders develop on the job. Learning is not random: there is astrong link between challenging, specific experiences and lessons learned.The “right” experiences do not guarantee learning; unsuccessful leadersmissed the meaning, relied too heavily on successful habits, or blockedtheir new learning.Development planning includes;ACT on your plan. REVIEW REVIEW all the materials you have and all theImplement and execute PLAN discussions that have taken place thus far.the plan! Understand the requirement of the target ACT positions and how you measure up to the PLAN your development. Remember, it’s about target position profRilEeFLECT about how you might taking action REFLECT construct a 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 119

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 developmentplanning.Leaders tend to focus on; Leaders should focus on;70% Books • Books (70%) 10% Books20% Seminars 20% Seminars 10% OJT 70% On-The-Job 120

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 3.3 121

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: 122

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: 123

124

Putting People at the Heart of Corporate Purpose 125

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 126

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 expenses 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 127

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 128

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWHOW DOES TALENT IMPACT RESULTS?Business Case Study & Lessons LearnedATTRACT INTEGRATED ENGAGERETAIN TALENT DEVELOP STRATEGY 129

BRING OUT THE BEST IN OTHERS | WHY, WHAT & HOWATTRACT ENGAGE1) What were the 3 most important actions 1) What were the 3 most important actions taken and what was the result to the taken and what was the result to the business? business?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition?RETAIN DEVELOP1) What were the 3 most important actions 1) What were the 3 most important actions taken and what was the result to the taken and what was the result to the business? business?2) Anything the leaders could have done in 2) Anything the leaders could have done in addition? addition? 130

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 control infrastructure to ensure sustainability (e.g. performance Customer centric management) organisation • Focus on partnerships with consumers and customers4 • Drive consumer insight through big data • Social media Create sustainability • Governance frameworks • Cascading performance i.e. balanced scorecards • Define Corporate Social Responsibility • Sustain relationships with partners5 • Clarify and instill purpose and core values • Aligned senior leadership Build organisation health • Organisation health index measured regularly 131

RETAIN TALENT FOR GROWTH | AT THE HEART OF OUR AGENDA Reward & ATTRACTRecognise results Quality talentDEVELOP ENGAGE Capability For Performance 132

(2016)ATTRACT ENGAGESupplying Quality Talent Improving Performance1. Selection Assessments Talent 1. Increase quality of2. Performance Based Interviews Brand impact planning3. Acquisition Plans in line with 2. Review Disciplinary & Grievance Business Strategies Codes for GCC4. Alignment of 3. UAE Employee Assistance Regional Talent Acquisition Programme for all bands Standards5. LinkedIn focus on attracting 4. Effective execution of ER overseas global talent 5. Equal Opportunity and Diversity6. Internal Mobility7. Executive Recruitment & Inclusion review 6. Performance CultureRETAIN 7. Family Friendly PoliciesRewarding & Recognising Results DEVELOP Developing Capability1. Assign Job Families to 1. Career Compasseach job function 2. Accelerate content for learning2. Long Term Incentive Plan to act culture conversion (70/20/10)as a retention tool regionally. Collaborative learning3. Enhancement of Medical Insurance through iGROWcover 3. Nationals Graduate Programme4. Next Phase Nationalisation 4. Implementation of Lean5. Review of Total Rewards Structure Academy6. New compensation structures and 5. Global Talent Mobilitypolicies for Africa, Far East Asia and 6. Top Talent Developmentfuture geographies 7. Transition Management HR Systems | HR Metrics | Communications Strategy | HR Competencies 133

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? 134

TALENT FOR GROWTH | CLOSINGAre you leaving Lollipop Moments? 135

136

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 70 137

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 138

ACTIVITYCall to Action – Split into your respective Action Set Groups and consider;  Frequency  Venue  Roles and responsibilities  Guidelines and ground rules  Approach 139

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. 140

ACTION LEARNING IN PRACTICECALL TO ACTIONLet us discuss your business challenge …..Split into groups and conduct your first action set meeting 141 Handout business challenge assignment sheet

NEXT STEPSAs you leave this room, here are your next steps…..- JOIN our JAM group through iGrow- SCHEDULE your ACTION LEARNING GROUP and involve yourSPONSOR- UPLOAD development goals in iGrow- DISCUSS your development goals with your line manager- DISCUSS your 360° feedback with your team- CONTINUE with recording critical incidents to share in your actionlearning groups- REACH OUT for further Coaching support 142

EXPECTATIONS REVIEW What were ourexpectations on day one? 143

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? 144

In closing 145

APPENDIX



Workplace challenge description EXECUTIVE SUMMARYXXXXX 148# Key Recommendations# Commercial lmpact/ ROI

INTRODUCTION

THE SITUATION

THE TARGET

THE PROPOSAL