Leading Teams

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?• 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? 101

102

Styles and Climate Case Study 103

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) 104

105

CONCEPTUAL MODEL | LINK TO ENGAGEMENT Individual Jobmotives, values requirements andcompetenciesLeadership Organisational Business styles climate results 106

LINK TO ENGAGEMENTPOSITIVE ENGAGED EXTRA INCREASEDCLIMATE EMPLOYEES DISCRETIONARY PERFORMANCE EFFORT UP TO 30% INCREASE IN BUSINESS RESULTS 107

ENGAGEMENT CATEGORIES | LINK TO CLIMATE COMPANY BASIC PERFORMANCE TALENT FIT HUMAN TOUCHCONNECTION RESOURCES MANAGEMENT Are they likely Do they feel Does the Are they able Does anyone to enjoy their positively team feel to focus on help them to positively role and connected toconnected to their job do a really grow? the people inAl-Futtaim? without much good job? their stress? workplace?Q7, Q8 Q2 Q1, Q4, Q11 Q3, Q6, Q12 Q5, Q9, Q10 108

IMPACT QUESTIONS1. I have clearly defined goals for my job/role.2. I have the tools and resources to do my job well.3. Working in my company inspires me to do my best.4. When I do an excellent job, my accomplishments are recognized.5. My immediate supervisor shows that he/she cares about the people in my workgroup.6. My immediate supervisor/mentors takes an active interest in my growth and development.7. Sufficient effort is made to get the opinions and thinking of people who work here.8. I can see a clear link between my work and my business’s objectives.9. The day-to-day decisions in my work group demonstrate that quality is a top priority.10.In my company people treat one another with trust and mutual respect.11.I receive ongoing feedback that helps me improve my performance.12.I have opportunities to learn new skills that help me succeed. 109

LEADERSHIP BENCHMARKThe magic ratio ….AL-FUTTAIM 2 : Long term3 2:1 1 : Short termGLOBAL LEADERS 3 : Long term 1 : Short term 4 3:1 110

LINKS BETWEEN CLIMATE AND STYLES Flexibility Responsibility Standards Rewards Clarity Team Commitment TaskDirective Short Term Big picture Long TermVisionary Short TermAffiliative Long TermParticipativePacesetting Capable team Short Term Less capable Long TermCoaching Long Term Short Term

112

113

YOU HAVE RECEIVED A LOT OF DATALet’s make sense of it …..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. 111184

SETTING GOALS & PLANNING ACTION3 KINDS OF GOALS KEY ELEMENTS1 Pure Rational | M MEANINGFUL Best for short term A ASPIRATIONAL High specificity around goal P PROGRESS-BASED Lots of available information2 Direction and Domain | Longer range goals Less specificity around goal Less available information3 Muddling through | * Setting specific goals increases the probability Lack of information of achieving them from 5 – 70%. Increases productivity of 19% 115

Setting GoalsWhere one is now Where one would like to be Actual Ideal Measured discrepancy 116 Energy for change Commitment to change Goal-setting process Realistic action plan Taking action according to planEvaluation of results against plan

70 | 20 | 10 117

GOAL TEMPLATE WHAT HOWGOAL ACTIONS1. 1.1 1.22. 1.31 2.13. 2.2 2.3 3.1 3.2 3.3SUCCESS MEASURES 118

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 where either success or failure is possible. Example: Head a new venture or start up project in your division to develop your entrepreneurial and business planning skills. 119

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. 120

121

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? 122

NEXT STEPSAs you leave this room, here are your next steps…..- JOIN our JAM group through iGrow- UPLOAD development goals in iGrow- DISCUSS your development goals with your line manager- DISCUSS your 360° feedback with your line manager & team- REACH OUT for further Coaching support- DECIDE on your working group. 2-3 Groups for support 149 123