Leading Others

Self discovery journey 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? Expectations: for this programme to be a useful investment of my time, I expect and hope for the following: 2

FACULTY LEADERSelf discovery journey 3

Months 12 3-7 LEADERSHIP JOURNEY 8 - 9 10 Feedback Leaders for Coaching Re-Measure Reflection Business Journey continues … Growth | Self Group + 121 workshop | Impact Discovery (minimum x 3) Coaching workshop Bite size reinforces70/20/10 20 10 70 20 70 4

PROGRAMME OBJECTIVESIn this programme you will:• Gain an understanding of expectations of what it takes to be a successful leader at Al-Futtaim• Learn about a Four-Factor Model of Leadership and Performance and its component parts• Participate in a journey of self discovery by receiving feedback and use the feedback to inform your leadership development• Apply the factors to gain insight into the current state of your business, and seek opportunities for improved results• Create Leadership Development Action Plan which demonstrates changes inbehaviour 5

It all starts with you…..

Characteristics of best boss GROUP EXERCISE: BEST BOSS, WORST BOSS Characteristics of worst boss 7 13

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CONCEPTUAL MODEL Individual Jobmotives, values requirements andcompetenciesLeadership Organisational Business styles climate results 9

AL-FUTTAIM VALUES 10

PLACEHOLDER IMAGE

Competency: any characteristic of a person that differentiates outstanding fromaverage performance in a role, a job, an organisation, or culture 12 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 13 18

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WHEN I PARNER … WHAT DO I NEED TO PRACTICE? • Deliver world class customer WHEN I LEAD PEOPLE… service • Ensure every individual in Al- • Work collaboratively to Futtaim is focused on the achieve more together organisation’s vision and strategic objectives • Know how to get things done in a complex environment • Develop a pipeline of talent for Al-Futtaim • Influence others to gain commitment and buy-inWHEN I DRIVE EXCELLENCE…• Think rationally, anticipate and plan for the future• Drive self and others to deliver excellence through a focus on standards and goals.• Quickly adapt, adjust and respond to new information and changes in the business environment

What it is DELIGHTING OUR CUSTOMERS The ability to help or serve customers, to meet their needs and ensure their satisfaction and delight. It means focusing efforts on discovering and meeting customer needs. ‘Customer’ may be broadly defined, including end customers and / or internal customers. Ultimately, it includes building a sharp focus on differentiating Al-Futtaim through the quality and consistency of personalised customer experiences which transcends across the Al-Futtaim group companies or brands 16

Why is it DELIGHTING OUR CUSTOMERS important? Delighting the customer is at the heart of driving Al-Futtaim’s growthWhat it is not plans. Working co-operatively and productively to meet and surpass the needs of customers plays a large part in Al-Futtaim’s ability to deliver a truly world class service, and get an advantage over our competitors. Does not take responsibility for customer queries. Does not build rapport with the customer or ask for feedback on service provided. Assumes all customers are the same. Is completely internally focused Fails to consider customer perspective 17

DELIGHTING OUR CUSTOMERS Level 1 Level 2 Level 3 Level 4 Consistently delivers good Exceeds customer expectations Delights customers to deliver a Acts as a trusted advisor to the customer service world-class customer experience Group Builds rapport and is polite and  Goes the “extra mile” for the  Puts outstanding customer  Acts as a trusted advisor to pleasant to customers customer by providing service at the heart of the actively influence Al-Futtaim’s approach to business, taking a customer strategy Actively seeks to understand additional service, beyond what long- term perspective in precise customer requirements was initially expected addressing customer needs  Identifies and makes significant and match services to meet their improvements to make the Al- needs  Uses insight (e.g. from market  Leads and empowers others to Futtaim customer experience research) into customer take action that enables world-class excellent customer service Follows through on priorities and preferences to  Creates and communicates clear inform daily decisions and  Actively influences the approach links between customer trends to customer service to drive and Al-Futtaim’s brand offerings communication with customers actions service standards for the business  Actively removes obstacles and reports back to customers on  Anticipates and acts to meet the that hinder the organisation  Is especially helpful when the from providing outstanding, inquiries promptly underlying needs of customers customer is going through a customer experience difficult period, e.g. makes extra Identifies recurring problems in that may be unexpressed or effort, spends additional time,  Creates long-term, win-win customer service and implements poorly expressed involves others to help the partnerships with customer customers solutions  Identifies opportunities to  Incorporates customers' needs 18 Proactively invites customer introduce products and services in policy or program changes feedback and takes action for from Al-Futtaim to customers improvement based customers needs and interests. Passes on feedback to other teams  Keeps customers up-to-date for better customer service with information and decisions Personally commits to ensuring that affect them that customer needs and expectations are met

What it is WORKING ACROSS BOUNDARIES The desire and ability to work collaboratively and supportively with peers, colleagues, team members and partners across the group, to ensure Al-Futtaim achieves results and delivers more together, than what could be delivered individually. This encompasses working supportively and in partnership across the business network, rather than in isolation. 19

Why is it WORKING ACROSS BOUNDARIES important? Al-Futtaim is made up of many different businesses. CollaborationWhat it is not enables individuals to work effectively within and across departmental, organisational and geographic boundaries and achieve better results by drawing on the help and expertise of colleagues. Only focuses on what is right for self or own part of the business. Does not share knowledge and experience with others. Passes blame on to others. Exploits internal customers. Sees competition as internal rather than external 20

WORKING ACROSS BOUNDARIES Level 1 Level 2 Level 3 Level 4Is open to collaboration Demonstrates a positive attitude Proactively collaborates as a key Builds a culture of collaboration towards collaboration for success and unity Keeps other team members  Speaks positively about  Proactively seeks opportunities  Consistently acts as a champion informed about what is colleagues’ ability/contribution to work across boundaries to of collaboration, breaking down happening in the team share best practice and lessons silos wherever possible  Understands the pressures and learnt Does his or her share of work as constraints on peers and gives  Pulls diverse parts of the per expectations support when needed  Builds relationships by genuinely business together to valuing diversity of opinions, collaborate, ensuring that ‘the Shares all useful information  Proactively shares/offers expertise and background whole is greater than the sum of within the team resources to help cross- the parts’ functional teams work  Works to find ‘win-win’ Willingly helps when asked and effectively and help others get solutions that can benefit all  Drives collaborative practices asks for help when needed their jobs done parties outside of own business area, forging and encouraging Actively listens to others and  Balances addressing own unit  Actively challenges silo working strategic links across Al-Futtaim supports team decisions goals while taking into account avoiding duplication of effort the needs of others in other  Creates a culture of open Is open with other team parts of the business  Role models collaboration by dialogue and the exchange of members about his/ her establishing by establishing ideas with diverse groups within concerns  Builds a sustainable, mutually mutually beneficial relationships Al-Futtaim supportive network, extending across businesses that maximise Is willing to compromise outside of own business commercial opportunities  Builds a culture where people personal benefit to enable actively invest in each other’s progress  Seeks to find common ground  Proactively works to minimise success with others on points of the adverse impact of one’s disagreement and willingly decisions on the other  Highlights and celebrates the compromises if needed departments tceoanmtrsibiuntaiollnpsaorftsinodfitvh2ide1ubaulssiannedss

What it is MANAGING COMPLEXITY The ability to know how to get things done in a complex environment. It includes elements of understanding organisations, culture, and interpersonal dynamics, and the ability to know how to navigate and leverage these to encourage innovation and achieve success. 22

MANAGING COMPLEXITYWhy is it Al-Futtaim operates in a complex environment. We have many important? businesses and operate in many different countries with a diverse workforce and customer base. Knowing how to operate in such a diverse environment, and making adjustments to fit with the needs of diverse groups will help us our aspirations to become the partner of choice.What it is not Struggles to take account of the different needs of diverse groups. Does not adapt their approach despite evidence of the need to do so Applies approaches from other markets / organisations without consideration of their applicability in Al-Futtaim Remains closed and dismissive towards the contributions of others Misses opportunities to innovate 23

MANAGING COMPLEXITYLevel 1 Level 2 Level 3 Level 4Respects all Adapts approach to meet diverse Demonstrates know-how and Leverages diversity as a source of needs embraces diversity competitive advantage Is respectful of the different  Recognises and takes account of  Anticipates potential  Uses understanding of the needs and ways of operating of the Al-Futtaim culture and how organisational barriers and how culture, norms, relationships colleagues, customers and it varies across businesses and to turn them into support and rules of Al-Futtaim partners countries understanding the culture, norms and rules of Al-Futtaim  Transforms the way business is Knows the procedures of who to  Carefully considers how to done to reflect the specific get involved and when to approach an issue or situation  Is aware of what is going on in needs of a stakeholder group or involve them to get things done given the needs or expectations the organisation and market of an individual, group, understands what is happening Treats all stakeholders with organisation or culture and outside one’s own immediate  Anticipates socio-economic and respect in a diverse adapts approach accordingly sphere customer-behavior shifts and environment how to exploit these  Makes changes to business  Builds a workforce capable of Seeks to understand and adapt operations to meet the specific operating in a diverse  Leverages a deep understanding to diverse perspectives and needs of the market environment that meets local of the collective power of the cultures needs Al-Futtaim brands to create  Actively seeks out information market differentiation by tapping into a wide variety of  Uses an in-depth understanding views and perspectives from of diverse stakeholders from  Creates a culture of inclusivity across the Al-Futtaim network. across the network in order to and belonging across Al-Futtaim inform business strategy and achieve result 24

What it is INFLUENCING OTHERS The ability to influence others and gain buy-in and commitment for the good of the business. This may include influencing one’s colleagues (peers, manager or staff), Al- Futtaim colleagues from other businesses, important stakeholders outside the business (such as customers, principals or suppliers) or other organisations (government, regulatory organisations etc.) which have an impact on the success of Al-Futtaim. 25

Why is it INFLUENCING OTHERS important? The ability to engage and influence others for the good of the business,What it is not is key to Al-Futtaim’s growth. This includes influencing others within the organisation and inspiring confidence in customers, partners, principals, potential joint venture partners as well as external organisations. Uses a ‘one size fits all’ approach to communication Does not prepare for possible resistance Does not adapt or change styles when dealing with different audiences Gives up at the first sign of resistance Is overly political, alliances purely to promote own agenda 26

INFLUENCING OTHERS Level 1 Level 2 Level 3 Level 4Relies on facts and logic to Is thoughtful when seeking to Tailors communication to the Influences strategically persuade persuade others audience Listens to others and ask  Communicates complex  Anticipates and prepares for  Builds “behind-the-scenes” questions information in a simple terms others’ likely reactions when support for ideas that will help for easy understanding deciding how to persuade, and Al-Futtaim‟s performance Presents own view clearly in incorporates their views and both a verbal and written  Consistently aims to influence feedback to increase buy-in  Uses an in-depth understanding manner based on solid evidence and of the relationships and rigorous analysis  Select stories , anecdotes, interactions within a group to Gives a well-prepared analogies and examples to move towards a specific agenda presentation or demonstration  Adapts approach, presenting illustrate a point different arguments, if the first  Creates and shares a vision that Puts in effort to understand the attempt to persuade is not  Understands cultural differences appeals to diverse groups and audience successful and adapts their influencing resonates with colleagues across style and approach to best Al-Futtaim Uses logical arguments, appeals  Gives some consideration to effect to reason, presents data to the level or agenda of the  Communicates in a way that support an argument audience, and makes  Identifies and lobbies opinion captures attention, arouses adjustments accordingly makers by taking time to emotion and compels others to Uses impactful concrete soundboard ideas with them take action and inspires them to examples, visual aids,  Finds common ground and personally contribute demonstrations, etc. acceptable alternatives that  Confidently, articulately and meet the needs of multiple persuasively presents stakeholders. information and arguments in a range of forums  Tests ideas with individual  Uses chains of indirect 27 audience members before a influence: “get A to show B so B formal presentation to the will tell C”. group

What it is TAKING INITIATIVE The ability to think rationally, anticipate and plan for the future, taking specific consideration of Al-Futtaim’s strategy, direction and market condition and the possible risks involved. This includes identifying ways to leverage the collective strength of the organisation to drive sustainable business growth in order to leave a lasting legacy and culture of excellence for generations to come. 28

TAKING INITIATIVEWhy is it Leaders at Al-Futtaim need to ensure that they are aware of the important? potential risks of the business decisions they make, be prepared for unexpected crises and how to deal with them. The ability to spot opportunities or potential barriers and set plans to seize the future will be key to leading the market, achieving growth and avoiding barriers.What it is not Is hesitant in addressing challenges or seizing opportunities Takes a narrow view towards the market Lacks curiosity about the business, customers or competitors Assumes that the future will be the same as the past Fails to keep up to date with relevant market developments Delays making important decision that further the wider business Focuses only on short-term results 29

TAKING INITIATIVE Level 1 Level 2 Level 3 Level 4Analyses problems Looks ahead Identifies business opportunities Formulates strategy Asks clear and direct questions  Does analysis to establish the  Undertakes deep analyses to  Uses market understanding and in order to define problems and root cause of a problem; does identify potential solutions and data to identify ground breaking to form a judgment not stop at the first answer, weighs the value of each opportunities for long-term, finds out exactly why something exponential returns Breaks down a problem to has happened  Constantly looks to the future to understand it better identify opportunities to  Creates new business models  Identifies potential improve business performance based on Al-Futtaim’s long-term Recognises potential opportunities and problems & strategic agenda opportunities as they arise, thinks laterally and broadly to  Seeks to constantly adapt and acting quickly to capitalise on identify novel solutions innovate in response to market  Identifies and acts on market them dynamics, proactively sharing opportunities that leverage the  Identifies business approaches relevant information across al- collective strength of Al-Futtaim Takes action to overcome that have created greater Futtaim network of business immediate obstacles or barriers efficiency elsewhere and applies  Consistently encourages others to success them to own area  Sees the bigger picture and to look to the future and provides input to ensure engages them with Al-Futtaim Quickly analyses situations to  Acts to address systemic issues development of strategies to ensure that a current problem which are holding back business mitigate anticipated challenges  Understand the ground realities does not escalate performance before developing strategies  Understands connections and and taking decisions.  Moves smoothly between trade offs of strategic choices to operational detail and the big evaluate which ideas are strategic picture practical and possible 30

What it is DRIVING FOR RESULTS The orientation to drive self and others to deliver excellence through a focus on standards and goals. The emphasis is on growth and improvement and ultimately it includes seeking to make a sustainable step change in performance for the entire Group in order to make a lasting impact. 31

Why is it DRIVING FOR RESULTS important? In order to support Al-Futtaim’s growth plans, set standards, deliverWhat it is not high quality, push to achieve targets and enable a high performance culture within the teams. Allows mediocre performance to continue Does not provide clear standards and objectives Is satisfied with maintaining the status quo Delivers results for own part of the business at the expense of other parts of the group Lacks drive, energy and urgency Prefers to remain in comfort zone instead of pushing boundaries of performance 32

DRIVING FOR RESULTS Level 1 Level 2 Level 3 Level 4Understands and works towards Seeks to deliver strong Raises the bar Consistently strives for excellence goals performance Tracks performance against  Delivers noticeable  Looks beyond past results to set  Makes calculated investment measures of excellence improvements in performance challenging but achievable goals decisions to deliver a sustained to improve performance step-change in performance Strives to do exceptional work  Looks for opportunities to and holds self accountable for address inefficiencies and  Monitors performance of self  Challenges others to aim delivering on time and high corrects them and others against clear excellence, using world-class quality deliverables standards and consistently seeks benchmarks as a measure  Works to surpass a standard or to raise performance levels Displays a sense of urgency to target  Sets challenging goals and achieve results  Consistently emphasises the objectives that bring about  Challenges status quo and need to improve and deliver significant performance Completes task with rigor by proactively makes changes to excellence improvements and enhance paying attention to detail improve performance quality across Al-Futtaim  Moves beyond traditional Manages time and resources to  Sets direction for self and others approaches, leveraging a strong  Creates an environment of get the job done and supports and rewards high network across the Group, in accountability across Al-Futtaim performance order to push past the status by role modelling the same Identifies areas of waste or quo and bring about inefficiency within the business  Takes full accountability of team performance improvements in  Drives a culture of high and implements solutions within delivering high-quality output own and other parts of the performance to address own area within the defined timelines organisation underperformance and reward good performance Demonstrats personal  Does not give up when faced  Encourages team members to commitment to performing well with challenges watch out for bottom line  Takes calculated risks to deliver impact significant value to the business 33

What it is SITUATIONAL ADAPTABILITY The ability to quickly adapt, adjust and respond to new information and changes in the business environment and take responsibility for leading and enabling organisational change in agile and flexible ways in order to reach expected outcomes and to match the shifting demands of different situations. 34

Why is it SITUATIONAL ADAPTABILITY important? With the way the external market situation and business is changingWhat it is not and evolving, Al-Futtaim’s success greatly depends on its ability to adapt and change with the times, being flexible and agile in adopting and embracing change with resilience. Being stubborn and resisting change Maintaining old view of people or situation despite new information Not being optimistic about the change Conforming to stable patterns 35

SITUATIONAL ADAPTABILITY Level 1 Level 2 Level 3 Level 4Is open to change Manages change Drives change Leads change Has a can-do attitude and is  Maintains momentum and focus  Makes small, or temporary,  Envisions the change agenda willing to try new things when facilitating or organisational changes to meet and creates momentum for implementing change the needs of a specific situation change in line with strategic Sees situations objectively and is priorities receptive to change  Understands others fear about  Is a personal believer and change and actively addresses advocator of the change journey  Strategises and installs support Is positive and focused during resistance to change in a mechanisms before undertaking times of change or when lack of positive manner  Identifies and mitigates any risks a change initiative clarity exists and barriers that could  Implements changes in a timely potentially hinder the  Develops strategies to manage Seeks guidance when changes manner ensuring engagement implementation of change resistance are introduced by clearly describing the changes and its implications to  Compares and contrasts  Manages own way through Identifies areas within own work gain employees commitment practices within and outside the complex circumstances and that can be changed and makes industry to stimulate change contradictions suggestions to initiate change  Implements changes successfully within established  Is well able to ‘read’ and  Encourages others to question Maintains productivity despite time frames ensuring minimal understand how new situations established processes and uncertainty and/or changes disruption require different behaviors and traditional assumptions accordingly change tactics  Enable the organisation to  Empowers others to serve as quickly respond to changes and champions of change allow decisions at a lower level to increase agility  Seeks change as an opportunity to learn and develop. 36

What it is ENGAGING LEADERSHIP The ability to provide clarity around Al-Futtaim’s vision and strategic objectives by demonstrating a real grasp of the business and communicating the direction in a clear, concise and engaging manner to others. Ultimately, it involves exciting and inspiring others to follow a compelling vision of how the future could be better and engaging the organisation in a spirit of belonging and shared ownership. 37

Why is it ENGAGING LEADERSHIP important? To ensure every individual in Al-Futtaim is focused on theWhat it is not organisation’s vision and strategic objectives and motivated to maximise their full potential. Gives the team freedom but no guidance Does not delegate or empower Leaves individuals feeling uncertain about what is happening or is expected Demotivates others by following a directive, non-participative leadership style 38

ENGAGING LEADERSHIP Level 1 Level 2 Level 3 Level 4Manages effectively Promotes team effectiveness Engages the team Inspires others behind a compelling vision Ensures the practical needs of  Identifies and takes  Generates excitement and  Is committed to the vision and the team are met and have the opportunities for delegating enthusiasm to Al-Futtaim‟s consistently “walks the talk”, resources it needs to get the job work to the team vision and clearly describes aligning own actions with the done what it means for the team vision  Invites input from team Lets people affected by a members into decisions that  Invests time, thought and  Inspires a shared sense of decision know what is affect the team and the business energy in motivating the team ownership and commitment to happening and why by clearly articulating the common goals  Uses a broad range of opportunities available and Actively supports team, managerial styles appropriately generating momentum towards  Encourages and embeds a explicitly offers help, guidance goals culture of empowerment and support  Empowers team members to take decisions where possible  Shows personal commitment to  Articulates a compelling vision Communicates and links goals the vision and strategy with a of how the Al-Futtaim can and objectives to organisational  Ensures that the organisational sense of purpose and energy effectively synergise to bring strategy and vision strategy and vision is cascaded about incremental returns into departmental goals  Improves the overall brand Communicates openly on what proposition of the business and  Is an ambassador for enhancing needs to be done and aligns  Acknowledges, values, build on Al-Futtaim as an employer of the overall brand proposition of actions of self and team for the and credits others’ contributions choice in the market Al-Futtaim as an employer of business requirement choice in the market 39

What it is DEVELOPING TALENT The ability to develop a pipeline of talent for Al-Futtaim by understanding, encouraging, coaching and mentoring people to fulfil their potential. This includes taking ownership for developing people and assisting them in meeting their personal aspirations. Ultimately, it involves actively supporting the personal development of individuals for the good of themselves and the group (in place of ‘broader business’) 40

Why is it DEVELOPING TALENT important? The long-term success of Al-Futtaim depends on developing theWhat it is not capability of its people. Managing individual development is critical to unlocking potential, strengthening core capabilities and planning for the future. The differentiator in the region is going to be the people. Avoids honest discussion about strengths and weaknesses Does not develop successors Adopts a fixed view of an individual’s capability without seeking to explore/understand their potential Punishes mistakes rather than seeing them as opportunities to learn Holds on to talent for own benefit 41

DEVELOPING TALENT Level 1 Level 2 Level 3 Level 4Addresses immediate Addresses longer term Builds a talent pipeline Embeds a culture of talent development needs development needs development Ensures that regular one-to-one  Gives specific balanced feedback  Builds a pool of potential  Instill a culture of developing development discussions and with a view to helping others successors with the necessary talent and building sustained reviews, take place beyond the improve in line with their skills and capabilities to take capability through development prescribed mid and year end aspirations more senior roles in the future interventions. reviews  Coaches individuals to establish,  Promotes and makes talent  Build the next generation for Al- Identifies individuals’ training articulate and develop towards available for job rotations and Futtaim leaders and create a and development requirements their long-term aspirations stretch assignments outside of robust and healthy talent and follows through own business unit as a means of pipeline to safeguard the future  Helps individuals construct broadening and developing the Gives practical coaching support development plans aligned to talent  Instill a learning culture across and assistance to make the job their aspirations and then Al-Futtaim, where business easier monitors execution  Develops others through leaders consistently share talent coaching, mentoring and stretch in order to drive personal Is concerned about others and  Arranges appropriate and assignments in order to build a growth, broaden actively seeks input on their helpful assignments or other pipeline of talent for Al-Futtaim development aspirations experiences, potentially outside  Ensures that strategy is in place of own business area in order to  Provides one-on-one coaching to enable leaders to identify, Gives directions and foster a person’s learning for longer-term development of manage and retain talent demonstrations, and explains a person’s career the reasons behind the  Shares ownership for 42 approach that needs to be taken developing people and assists them through the journey Shares knowledge and experience and shares relevant  Reassures others after a setback learning solutions and provides solutions to overcome the difficulties

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RECEIVING FEEDBACK – THE JOHARI WINDOW KNOWN TO SELF UNKNOWN TO SELFKNOWN TO OTHERS OPEN Feedback BLIND SPOT Self DisclosureUNKNOWN TO OTHERS HIDDEN UNKNOWN 44

DENIAL RESPONSES TO FEEDBACKANGERWITHDRAWAL 45ACCEPTANCEACTION

360 degree feedback 42 46

360 DEGREE FEEDBACK REPORT – DATA VALIDITY 47

360 DEGREE FEEDBACK REPORT – PORTFOLIO SUMMARY 48

360 DEGREE FEEDBACK REPORT – BREAKDOWN BY COMPETENCY 49

360 DEGREE FEEDBACK REPORT – ITEM FREQUENCY REPORT 50