Around the exhibition

Throughout the conference I made several visits to the main exhibition area. The days of the mega stands have long gone, now its about business, not flash.

I noticed that many firms had freebies of varying types. Mostly  low cost sweets, mints etc. Some had stress balls, others stuffed toys - and then some had fresh juice, smoothies, coffee, massage and one a caricature artist.

I noticed that on day one there was a lot to have, however on the third and final day (morning) there was a lot less. So to those that had both planned well here is a photo montage of the stands and their offers...

SCALA and their free juice

DPG and their teddy bears

Tetramap & their wide range of stress balls

Imagine and their caricature drawing, ethical chocolate & beanie teddy bear

Blackrock and their black stress balls, mints and cakes - great brand colours - they stood out at this event

Simplyhealth & their massage

Other notable freebies included coaching sessions from Unlimited Potential

These providers made a focus of their 'give aways'. There were many more - but they were either 'uninspiring' such as the stands that had quality street or pens, some had gone to great effort to have things on the stand, but made it difficult for visitors to have them. here was a rumour that one stand had soft toy elephants - but there was little evidence that there were available as a 'general' give away.

While going around there were a couple of stands worthy of special mention:

The team at HR Recruitment Solutions for pro-actively fund raising for Guide dogs for the blind

TwitterJobSearch for being the first exhibitor to book a stand by twitter! @twitjobsearch

Closing Keynote - Panel session

Closing keynote


A new leadership paradigm



Vicky Wright opens the closing session

An inspiring event – socialising, networking… we needed a session for the end of the is to continue this theme.

What sort of leaders do we need for the sustainable futures of our orgs?



An engaging and powerful introduction.



The session will be presided over by John Humphries

Gave a humorous intro, providing an insight into the intelligence of leaders based on his experience as chair of Mastermind and interviewing as a hack.



Sir Christopher Kelly

Successful leadership is defined by results. His focus in his role in public sector is about ethical leadership

7 principles of public life

1. Selfless

2. Integrity

3. Honesty

4. Openness

5. objectivity

6. accountability

7. Leadership

See http://www.archive.official-documents.co.uk/document/parlment/nolan/seven.htm

Good orgs need to look at how they do things not just what they do

A healthy ethical culture is likely to build in public trust and more likely to engage with people.



When there is an absence of openness and trust you can only expect problems to occur – look at the situation in government around MPs expenses



JH – can you impose ethical standards? CK you need strong leadership, its difficult to impose.



Steve Easterbrook – McDonalds

Leadership – context & qualities

Context of leadership has changes over the last few years – and those that were successful are now falling by the wayside. The context is much more complex than it used to be. It is impossible to meet all stakeholders needs at the same time – the role of the leaders is to identify the right solution in a given context.

To succeed in the new paradigm – will need 3 qualities

1. Integrity

2. Collaboration

3. Sustainability



Its cannot be the icing on the cake – it needs to be the cake.

Things need to be ethical sustainable

Values led decision making, decisions must be taken at the front line – have the values and stick to them – it provides quick and consistent solutions.

The Google generation – they have answers at their fingertips. The new generation use collaboration.

The silver approach is no longer realistic. Business in the past could have changes their position with a marketing campaign or IT system – that is no longer the case.

Senior team need to take collaboration to a new level with their peers – its no longer about silo thinking at any level

A means of creating value in and with employees.

Collaboration does not mean decision making by committee or abdication – but open communication channels



“I’ve looked at all the statues in all the parts and I have yet to see a statue of a committee”

There comes a time when we need to stop raking over the ashes and allow the new people at the top to get on with the job in front of them – not behind then



A new paragigm not just for leadership, but for HR as well.



JH – can you move on while some of those that got us into difficulties are still in post

SE – there must be a limit and allow people to move forward.



Sháá Wasmund – http://www.smarta.com/ @shaawasmund

Historically leaders have been judged on results – recently many leaders have failed us. Where does that leave us?

Too much power in the hands of too few is a dangerous thing – but what are the options – democracy is not the best of systems – but the best we have

It will be interesting to see how social media will evolve in this area.

We are all in our own ways leaders – I want to see a future where leaders do not have the title – a future where we are all leaders and we all have responsibilities.

Stakeholders have changes

Old school thinking was a monolog – a one way communication – today things have changes – it is so very different and a dialogue



Tools like twitter share views and the importance of leadership starts to filter into every persons role.

The role of HR is changing, we can no longer look at leadership of the top few, but leadership of all employees, we need to develop these skills. Each and everyone of us lead in public life



Ethical leadership is vital as it will now be the public will judge through medis We must be genuine and honest. Do people lead out of authenticity or greed?

We will all be judges for this.

In this paradigm – we are at the beginning of the journey – not the end of it. Our responsibilities is for us to communicate these messages back to our orgs

We are all leaders – leaders without title

- - - - - -  - -

JH – what is this new paradigm? Lets go back to basics – what is this?

Leader have changed for single decision making, but now they need to facilitate



The context in which we operate requires a different type of leadership not just at the top – but throughout the org. you want leaders at every level and right across the org.

Its not just about the given service deliveries – not we have to do more – environment.

The speed of feedback and communications has increased and is more transparent



A paradigm shift is a change, a shift, evolution



You cannot control social media conversations but you can influence them, we need to be seen to engage with them. The public do not expect perfection, but they do expect humans



If you offer silence – people will fill it –

When in a hole – stop digging – the only difference now is the hole is much more visible than it has ever been.



The person that makes the decision, should be held responsible for that decision.



Change is faster, expectations higher, more people having their say.



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DRAFT post

Session L2 - Releasing your peoples creative genius

Session L2


Releasing your peoples creative genius

Karen Ver - Chair

Gordon Peterson –



Set the scene by measuring the energy in the group..

“has elvis left the building?”



Bono when going round asks “who is the elvis here?” what he is looking for is charisma, attitude

There is a little bit of elvis in everyone and our goal is to unleash the little bit of elvis in us

In pairs – face each other and looking at each other say I like you without smiling or laughing



As a Jedi – can you say “I love you” without laughing and smiling – they say it is impossible

There are some challenges that require us to use our social oomph



Told us a personal story of personal change, and how we often try to change but do not use the strategies that work and we wonder why.. we need to play to our strengths.

Innovation is about change, and sometimes we try to make change too early and not in the right context.



Introduces Yin/ Yang – all about balance.- doing-being

What gets lost in the doing stuff is the being how we do things.

Using simple mindsets can help us get into the mindset of



Productive creativity

The habit of doing new things to make a positive difference

Habit is counter intuitive – you don’t associate habit with doing nw things – you can build a habit of doing new things. Its not about crazytivity, its about something that can take us forward.



There is no right or wrong

Positive minded – you need a vision – how good are you and your organisations at killing ideas – 1-10

How do we kill ideas – write a report, do a business case, money, tried that before…. We are very good at killing ideas

Being able to nurture ideas is vital.



Story

walk along a path – 3 little shoots – a genie appears

choose one…

1. rose

2. oak tree

3. gorse

what do you do? – wait nurture? See what is growing and changing

easy to say – difficult to do



in pairs – person 1 comes up with ideas to make the cipd conf better next yr

person 2 answers everyone with yes.. but

Say in your pairs

Remember that you felt like

Person 1 offers ideas to improve the conference

Person 2 answers with yes… and – offers ways of building

Recap on how people felt

When someone craps on someone’s ideas you sapp their power

How often do you have conversations of the second type – less judge mental and more supportive.



You need to be clear of what you expect from people – this is what de-bonos 6 hats is about. Being clear means you need to be careful about the language you use.

When we ask the question “what do you think?”

A better q would be “how could we make this better?”



Chris kissing the fish – there is a story behind this chris never used to like fish, he would go to dinner parties and be offered fish & DECLINED it – people took pitty on him. One day he tried it as he was wondering what he was missing out on. He tried it, found he liked it



Getting Fresh

Do you travel to work the same way?

Fav restaurant/ dish

Read the same mag/ news paper

Even when staying away sleep on the same side of the bed.



Why do we stay with our habits/ favourites.

Studies show that we can recall almost every piece of data we have ever been exposed to. We can hold an unlimited amount of data..

Why might having a lot of diff ideas in your mind – when you are looking to solve problems, if you have different experiences you have a wider pool of ideas to select from – fresh ideas

Get fresh, explore the ideas, get a fresh perspective. Buy a diff mag, go a different way to work. Consider doing something different every day – this may be as simple as going into a shop you would not otherwise go into, read a mag of something different that you would chose to read



Lighten-up! – do something frivolous

REAL – a fav company of mine is IDEO

Philosophy –



Get people engaged, bring the idea to life

Ask yourself the question – how can you bring your idea to life

FAST

Virgin spent months looking at virgin cola for months – then one day righard branson on morning TV answered the question “what is next?” he said in 6 ½ weeks is virgin cola – none of the project team knew this and were shocked, but the team delivered 6 ½ weeks later!.



MOVEMENT

BIG – do it, say it – take a personal risk. If you wait you will miss the moment. Be brave. If you take something away from this week be brave – do something



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DRAFT POST

Workshop w10 Building Innovation Capability

Building Innovation Capability


Facilitated by Ian Plover http://www.businessofchange.com/ & Cris Beswick http://www.letsthinkbeyond.com/

22 people in the workshop where there were spaces for 32, strange as innovation is a key theme for many at the moment, I would have thought the session would have been full (31 people were expected)



Cris works in Innovation, Ian in Change management

Notes, flipcharts and other materials that are developed on the day will be sent to us later.



Ian gave the story of a former MD at Anglian Water that was your typical MD – unassuming, then took some time out & went to Harvard. When he returned he was gushing with ideas and drove change through involvement and participation.

Innovation as a tool – the challenge is to create an org that can thrive in a rapidly changing world.

Who feels that they work in an innovative org? many feel that they have innovation IN their org but not as a whole

Innovation is often seen as product or service and it is often seen to have covert teams at the top level that are innovative.

How do we increase or capacity for innovation?

To use innovation – we need to understand it.

1) innovation is not the sole domain of R&D, high tech industries or specialists

2) is not about being first

3) not about being the biggest and best



Innovation is about diversity – about people. Innovation comes from how we mix stuff together.

GM spent $8B on innovation/ R&D and they went bust – that is $1/4M per employee – but they did not innovate internally.

Strategy-people-community-physical environment-creativity-risk-leadership

Strategy – it has to be core of what we do. The word “innovation” has been bastardised by marketing teams which no longer add value. What we need to do is to pump people some value into innovation

Do you have a HR strategy? A business strategy – are they aligned?



People – as an MD I want great people – if we have poor people I want them out-quickly

Community – I want people thinking of the community in the org – doing things for other teams, not just their own – its about more than “culture” – Jim Collins – how can you be a help to others

Environment – Tom Peter – “cultivate great talent by creating great places to work-eliminate cubical slavery” look at Google, they have done things to make the workspace a place people want to be

Creativity – creativity is not about designers & wacky stuff – its about thinking differently – 20% time in Google – 20% of their time to work on ‘stuff’ they feel is the next….. this is Google giving people “white space” in their diaries. How can we give people time to help think differently? Create the environment and the time to use it.

RISK – the big one…. Risk is all relative – if we want people to be creative, if we want – mark Twain ”if you always do what you have always done..” If you don’t risk anything you risk everything. Risk is about what R&D do and call prototyping – they rarely get it right first time – they take risks, they have time for risks – but the final output is proven. Google “to organise the world’s information and make it universally accessible & useful” leadership is key to drive the vision.

Customers need to put the label “innovation” on something – not the creators…



Ian

The “Human Beings” department – rarely have I heard of HR & innovation mentioned in the same sentence

Thers is something about HR – we get on with the job and hide our lights under a bush. That is a shame as HR people are more innovative and we need to tell our businesses what we have done. If we want to be a real “business partner” we cannot wait for people to ask us – we need to take the imitative. You often see a FD on the right hand side of the MD – you rarely see HR on the left hand side.

12 yrs ago Ulrich said HR needs to be in 4 areas, HR are no good at selling ourselves – we need to learn the language of finance and marketing. David’s (Ulrich) message has never really be understood – HR has focused on T&C of work, it should be T&C of the work place. The only people that can make HR a business partner is for us to invite ourselves to the table – lead by doing and using business language.
HR is often seen as transactional, and until we change this we will never be a real “BP”
Interesting session – innovation in the org and political commentary about our role – innovation is a reason to be invited to the org

HR & Strategy

HR & People

HR & Community

HR & Environment – physical & psychological

HR & Creativity – how often are people allowed & told they are creative

HR & Risk – not about putting people lives at risk

HR & Leadership

Ulrick change agent is about changing the org in the area of human capital

Change through people not through gantt charts. No-one else in an org has the ability to change people like HR have.
Group task – brainstorm innovative areas – what great innovations have your done yourself, come across of heard of - nominate someone to feedback not to us but to everyone else in the room. – the ideas will be sent to us later.

Some innovative ideas –

1 + 3 = 5 one person carried 2 roles CEO & ops director (mat cover) devolved her roles to 3 managers where they did 5 months each, and the OPPs mgr on maternity was available to each of the managers. At the end of the period the company had significantly increased its Human capital
Confidence and competency

Keep-in-touch – diverse locations where people don’t meet, use of touch screen tech to allow people more access to intranets and social networks for people that are IT resistant

Proudly received – proudly given – a drive to share ideas openly

People want to be involved more – dialogue or monologue?

Incremental or radical innovation

If you put in the reward system people are more inclined to participate (but what is reward – we need to look at this) – In Qatar they pay managers extra to coach employees and the reward suggestion schemes with high value rewards – multiples of salary!

Tesco – where managers go “back to the floor” on a regular basis

We are about to go for a break – when you come back – leave your ‘HR’ hat outside and come back with a line manager hat on, without all the limitations of HR policy, regulations etc.


As managers – tell me what I can do – not what I cannot do

Exercise to build a culture where people want to work for and your customers want to spend money for.
We were given a scenario and asked to explore that in the context of the 7 steps from a business perspective – the what not the how at this stage.
Groups shared their thinking and ideas. This material will be “codified” and sent to us – I’ll add it here when we get it.
One concept that came up was based on the concept that Jim Collins mentioned which was to have a “not to do list” and from an L&D perspective and talent management perspectives what about having a “do not develop” list
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DRAFT post

Social media come of age at CIPD conference 2009

It’s the start of day three of the annual CIPD conference 2009 - the premier conference and exhibition for Human Resources in the UK.




Last night there was a small but important informal meeting of like minded people... a tweetup, more than 10 influential members of the institute met informally for the first time face to face

those that met included:

@joningham

@HRrecSolutions

@NAlexandrou

@stevebridger

@HRZone

@CIPD_Events

@HRPUK - a fellow lead of a (competing) HR group on LinkedIn

and of course yours truly... @rapidbi



we met @thenorthpolebar in Manchester



Also throughout the day there were meet up of : the CIPD communities group, the opportunity to meet some of the regular faces, the CIPDmembers group on LinkedIn met for lunch. People that have 'met' online start to meet and build alliances in the real world.



Why is this significant? In the press we often hear of HR functions blocking or barring social networking sites - well here is a group of professionals that met online, communicated, learnt from each other and then yesterday took the leap from virtual connections to real connections.



In a rapidly changing world HR and everyone in business need to think about communication, decision making and innovation in a different way. the future is very much about collabouation, and not just internal collaboration - but collaboration with anyone, anywhere that has the expertise and passion to contribute. The future of organisations is changing and it is likely that what is currently called "social networking" will be at the vanguard of change.



What is in a name?

Social networking as a label sounds like it is informal and an option - ell this is not so for the business world. We need to communicate and learn faster than we have ever done before, these online networks are the only technology available which can link and respond fast enough. So what should it be called?

• Business collaboration network

• business innovation networks

• business learning networks

• Human capital network

• competitive advantage network

Ok the last thing we as HR need is more jargon, however when the current name does not work for us, much like "Cif" or "Marathon" a re-brand is required.



The amount of Tweeting from this event is significant, and not from just one player - from many, most providing added value about key messages (some about marketing messages only), however most of those were exhibiting and this was 'fair game'.



This year marks more content published on blogs and twitter from 'peers' than from the HR press. I also believe that even in the coming weeks the word count from this event will outweigh that from the 'professional journalists' 3:1



There is also a difference in content. That published by many of the journalists seems to focus on political decisions and report outcomes - the 'bloggers' seem to be focused on content to help other learn from the event. This shift is an important one, and one that will grow- peer based content.



The future

The future of HR conferences in the UK will never be the same again. Organisers need to consider the needs of social networkers by providing:

• Event wide wifi - free and not timing out every 15 mins

• Power sockets to charge laptops/ smartphones

• Seating with tables for netbooks to allow bloggers to work more effectively

• Stop messages telling delegates to turn off mobile devices!

• Provide twitter streams to allow audiences to communicate with speakers

• Start to stream presentations on the web (if speakers refuse then do not use them!

• Provide more time in between session for networking - i.e. at least 1/2 hr between sessions

• Ensure there is always a Q&A session with the audience and speakers

session F1 Harnessing the power of social media in the workplace

Nick Shackleton-Jones - BBC
On-line learning at the BBC

Its not about getting the information out – its about their behaviour – if they care enough they will look it up.

When you share something memorable, you get the relationship to a different level
Social networking is not about technology its about connections and trust.

The model of wanting people to learn is all about data – we are not, humans are not like computers, we tend to remember things that have emotional references. We surround data with a sort of emotional metadata

Blogs are more authentic then newsletters – it’s a personal insight, it comes from the heart. Internal communications & blogs are technically the same but have more human, emotional links

Social learning technologies is a bottom up approach. Most learning is informal 80% so it makes sense to use social technologies to harness this.

Most effective learning is informal through stories (metaphor) i.e. don’t touch that button, I did that once and….

In history you got to be an expert by being around for a long time, now as things change faster, expertise belongs to those that know, and seniority is no longer relevant.

Nokia have a concept of reverse mentoring, where new people mentor more senior people on technology based issues.

Social networks

Generation y is not an age thing its an attitude thing.

Formal learning is not good for retention (see long tail graph) on the other hand informal learning retention increases, the trend is that for formal learning to be squeezed to only mandatory training.
Rapid development tools are on the increase, in time this will be much more co-created, and is in effect gaining ownership and the devolvement of training.

The new role of the L&D professional is to work with the champion to transfer skills and to assist/ project manage.
Wikis are ok, they are mostly used for information dump – there is little/ no emotional engagement.

Blogs are not used (in the BBC anyone can create one – they have 300) in the way people originally thought. These people are increasingly seen as thought leaders. The impact that these blogs have are greater then traditional communications. The blog enables the story behind the decision, not just the outcome, but the process. The human element.
These social networks provide people with the opportunity to contribute. There ideas and thoughts at a peer level. To drive contribution a competition was set and the best videos on the bbc MOO site are chose to be commissioned into programmes for bbc3

This approach uses a croudsourcing methodology.

Does it work

The truth is if you try to introduce one in your org it tends not to work, this is mainly as most people like to lurk, rather than contribute.

You need to drive the environment artificially (pump prime) so that people start to see and feel comfortable. Feed it with best practice content, open it up to comments, then open t so that anyone can contribute.

The biggest problem is that most orgs have not determined if they want it or if it is legitimate yet.
This requires a shift in the role of L&D, we need to stop being experts and be seen ore as curators and coaches.
The trick is not about technology, but to find someone with passion.

This enables agility

The best models of L&D take best practice and strive to share

These blogs and environments need to be ‘informal’ they do not work as well when they are seen to be official.


Elearning professionals group on Facebook run by nick, currently has over 5000 members.

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Draft post

Session D1 Beyond Employee Engagement

Rober Browton – Hay group insight

Clare Marriot – Rentokil pest control

 

 

 

Robert started by saying “hello Manchester”.. unfortunately the audience were not as engaging.

 

We were given the opportunity to talk with the person sitting next to us about yesterdays and our experience.

 

Robert wants our views on things.. is he expecting these things to be blogged or tweeted?

 

Today is about the idea of engagement and how you can measure it differently

 

Engagement is about unlocking peoples potential at work… what is your elevator pitch about it.. what does it mean to you? Passion, motivation, commitment were some of the ideas given from the floor.

 

Engagement is about enabling people to deliver there potential and the benefits it provides orgs..

 

The best orgs that do have EE are pulling ahead of the competition in the current downturn

 

84% of people say they are willing to help their team

 

85% say they are committed to helping their org to survive

 

People may think they are doing this – but are they actually doing it? Thought from the floor

 

63% feel their org is not appreciating the effort they are putting in

 

The leadership function is critical for engagement and having that engagement drive business performance and results.

 

To go beyond employee engagement we need to deliver – engagement-enablement-employee effectiveness. We need to look at a 4 box grid showing engagement-v-enablement

 

This matrix needs to be applied within the boundaries of the sector (i.e. finance) and to a lesser extent system limits.

 

 

 

Hand over to Clare

 

Clare gave on intro to the business and the scope that its 7000 people cover. With over 20 native languages, communication across the org can be a challenge.

 

Has earlier this year introduces new values – Service, Relationships, Teamwork – this was done to align all of the rentokil initial group. These were derived from global focus groups.

 

Measuring both customer and supplier engagement are linked and the org uses both for trend spotting and evaluation

  

With a show of hands 45-50% run staff surveys

 

30% use surveys to measure customer feedback

 

How many compare these two sets of results 5-10% - this beyond engagement is about looking beyond and customer surveys is a key part of this.

  

EE is linked to development of the brand of the company. Buy-in from the top of the business and BUMs for looking at EE was critical.

 

To gain the buy-in the key was to communicate, communicate, communicate and had conference calls every 2 weeks to manage and co-ordinate the process.

 

Communication included posters, reports. Powerpoint and this year an intranet site where the data is managed and feedback is available where resources are available for managers to help them improve key points. This is new this year but the group are excited about its possibilities.

 

Initial Rentokil run this annually in September and do the process on paper across the whole business. The survey window is 4 weeks long, and feedback is returned 3 weeks later.Rather than just feedback on the company, the system provides locally, and relevant results. The system produces powerpoint format presentation for each manager automatically

 

Recently the group has adopted the new Hay enablement survey as part of the process. Reports are produced for all teams greater than 5 people in size, this means that action is more likely to be taken on a team by team basis.

 

Response rates were 93% and have recently increased to 97% - this was much more than originally expected, this puts pressure on taking actions to deliver on survey findings.

 

Managers are targeted through objectives to improve results and included in every managers PDR

 

 

Key factors to make this work:

• Invest in the management of the programme 
• Attention to detail 
• Link to everything – data internal and external

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Draft post

 

Employee engagement surveys

Session c2 Unlocking Leadership Talent

Javier Bajer

On a 10 point scale look at you as a leader as how proud/ satisfied you are with the impact you have had over the world so far..?

Leadership development be more like yourself..

For years we have spent trying to be more like others

We profile ourselves to se how much we are not like xx famous people

The one thing leaders have in common is not style, but they are themselves. There is coherence between what they believe, say, do….

Only when we realise that talent lives in the individual the quicker the return on investment

Our goal is to unlock human talent – help them to be themselves

This is very different from where we have been developing people.

HSBC – have invested in leadership, they are reporting 50% increase in sales where this programme has been launched

Helping individuals to find themselves as a natural leader.

Individuals grow as their value as a leader, its about alignment

LAT leadership alignment tool…

Leadership – the ability to generate changes that add value


Beliefs

Intentions

Promise

Action

These things need to be aligned

The cost of staying misaligned is more than the change to get aligned. Doing this with many in the org at one time is a large lever for change

Opposite of leadership – victimship not being able to make anything happen but having a good reason for it

Victimship has an ongoing cost for you as a human being… how will this impact how you feel about your contribution?

If you want to see the real changes associated with leadership we need to get people out of victimship – and it is risky for those in it.

The minute we see challenges as a problem we are missing the point

The contextual stuff is exactly what we need for great leadership.

Forget about memorising the values.. based on what we do and HOW we do it what do you think the values are?

The brain is looking for patterns and this is critical – if we say look out for x things but only give y their brain feels trapped (thinking traps) – I,e all or nothing

Normal distribution – most of us fall in a normal boring world – the brain however like extremes.

The brain also over generalises..

The problem is when we over generalise in the negative – this can stop change in its tracks.

Fortune telling is another brain trap – “I know exactly what is going to happen”…the belief that I know the future stops people from trying change

When pushing resistance becomes a habit then you move towards the tipping point and culture change starts.

Take some of these concepts and start to challenge
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Draft post

Session b2 Transformational leadership

James Longwell – Cadbury


Values

Performance

Quality

Respect

Integrity

Responsibility

Performance driven, values led

Most of our growth will come from emerging markets and this means diversity at a senior mgt level

Double solid line reporting:

Functional boss and business unit boss

In the past leadership dev programmes were for the top 100 or so people –i.e. those in post, we realised that we needed to look at those with potential.

The next step was a programme for those that would be in the top 100 in the coming 1-2 years. What they then needed to do was to start to build the pipeline.

This was built from scratch to meet the org needs.

“total business leaders” no longer able to rely on their functional expertise.

Model of leadership – Judgement, Drive, Influence triangle model.

Important “drive to have impact” and “self awareness” are important to the org and

Spotting issues and framing are key strategic skills

The programme stretches participants self awareness

Looked to use ‘volunteering’ as a key part of the programme – where there was a win for the ‘client’ and learning for the leader.

A simple idea…. 3 circle model

IT – the “it” of leadership – the IT is massive

Me

Us

Most people attending the org are focused on IT and they realise that ME & US is important – the goal is to achieve balance.

The programme is summarised as “meet ALICE”

Align

Leverage

Immerse

Connect

Evaluate


This is a 5 day learning event. A lot of stakeholder engagement was used to achieve the duration of the programme – at both business & functional levels.

The research suggested that a standalone programme we integrated the prog with coaching – 4 pre event calls and 3 post event

We also coach the line manager of the delegate, so that they experience some of the context what their people were going through.

See photo, bits in pink were with the voluntary org and ‘real’ work to be completed by the end of day 5

Fantastic leadership can lead to sustainability
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Draft post

Session A2- Emanmanuel Gobillot

Emanmanuel Gobillot

Leadership is contextual not situational

Welcomed us to leave our technology on and tweet!

Showed video clip “shifthappend.wikispaces.com did you know

Its not just about the data in the film, but how it came to be –

We live in a world where content is being generated and distributed differently

What are the trends for leadership?

4 trends:

1) Data

2) Expertise – but models are changing

3) Attention

4) Democratic



Leadership is DEAD

Increasingly we are working with people who are not like is

Companies v-s org

Mass customization – crowdsourcing – mass participation – mass collaboration

Why have an org? it used to be cheaper to bring people together to produce. When you bring people in you shut talent out.

Where to focus – one –to-one one-to-many….

How can I follow you if I don’t know you are there?

If you are not followed you are not leading

The “ikeazation” of work… you are involved in the design, resourcing assembly etc…throughout this experience we are faced with different roles

What it means to work is changing

Work used to define us…

We need engagement, alignment

Engagement – we engage through clarity, this is a fundamental misunderstanding of what people want is mess, what we don’t want is mess to the point of being stressful

Rather than clarity we want simplicity simplicity=simplification + coherence

Coherence = punctualisation (functions.. makes sense…)

Humans align through narratives…. We share stories, people know what we mean through our tone and story..

The Elvis fallacy is everywhere a like less conversation more action – this is not true, if you restrict conversations, your directives need to be more comprehensive.

How do you achieve a sense of accountability – Roles

You have to be clear of the tasks and want to do it – why you do it does not matter.

Some tasks are maintenance & accountability if there is coherence then people will do the tasks that they don’t want to for the ‘greater good’

Commitment – how do you get commitment – you buy it. It feels like commitment but it is not commitment – its prostitution.. when someone else offers more they are gone. The commitment is gone. Love is our ability to value, nurture and help other people to grow – remember the advert – everyone remembers a great teacher.

“have I made that person feel stronger and more capable?” if you have you have ‘loved them’

Coronary heart disease – 90% of people with this choose death few chose to change.. so even when faced with the data and reality, many fail to make a decision and take appropriate action.
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CIPD 2009 Keynote session & welcome

Jackie Orme


Reflection on a turbulent economy

Last year was the days after the collapse of Lehman broths

We are in a stat of flux. Some say the recession is over, but most feel that the recession is hitting

Predicting the end is not important, what is, is dealing with the current

High calibre HR professionals are important. It is clear now that the nature of the orgs we create is critical for the performance of our orgs.

The difference for the success is leadership and culture – when an org out grows its ability to provide talent leads to a collapse. Sustainable performance is critical

Hr needs to be a broad church – generalists & specialists – and those with a diverse background.

HR need to understand the interplay between people and business process – not just what you do but how you do it.

Deep understanding or your org and its context enables you to devise strategy to lead the organisation and create the greatest impact.

Understanding or your org is your starting point.

Knowledge – activity & behaviour




Jim Collins – the quest for greatness



His 2nd only visit to the UK the last was to Harrogate 5 yrs ago

Everyone in the room shares a passion – the right people and the right who

Far more important than what we do, is who we do it with… first who then what.

It all goes back to a driving force for curiosity –

Its not just about success – but CONTRAST – who were in the same situation and the comparisons did not make that success – contrast the ones that did not make the leap are those are those that figured out what to do then find the people – the great get the people then found out what to do (30 yr time line graphic)

Give the same circumstances – some become great others don’t – its is not the context/ circumstance – it’s a function of choice and discipline.

We learn as much from failure as we do from success – studying failure is of value.

Both grow at the same rate – but at some point one may fall (how the mighty fall) the process of decline is scary.
Like cancer – you look healthy on the outside but be ill on the inside (decline unlike cancer is self inflicted)

Five stages of decline – three of them look healthy from the outside.
You can fall to the end of stage 4 and come back as a great enterprise.

Is the journey depressing? We are all vulnerable to a point and to know that even if you stumble, it is still in our own hands to come back – gives me some hope.

The world is challenging for us – rate the environment in which you operate – 1 everything is in your control (1-10) 10 is environment big forces, high uncertainty turbulence
Put your hand up if you are… 1-4 5-7 8-9
Control of our destiny is in our choices not our environment – decline is self inflicted, so is growth!

Light – success… dark – failure
Lets look at both sides

What do you need to do differently?

It never hurts to reinforce the basics – level 5 leadership
Why would orgs fail to succeed.. ???

Fail to embrace the new

Fail to apply the fundamentals consistently and brilliantly
Hubris – outrageous suffering (look this up)
The moment you think you are great… you are not!
The very greatest orgs gave the greatest credit to others rather than themselves, even when the evidence suggests otherwise. If you ‘worry’ that you are lucky then you tend to work hard at success – if you think it is you, we tend to stop (Mike - remember status group)
I’m a leadership sceptic, you cannot remove a leader and expect good results? Many good to great ‘leaders’ have had a charisma bypass…

The type of leadership is what matter.. in great they had level 5 leaders – the contrast level 4
The difference between level 4 & 5 – humility – obsessive compulsion for the cause – not for themselves – their ego is channelled outward – not about them.

Level 5 is not about personality, some have it some don’t
The relevant question is.. What are you in it for? Great CEOs would die for their culture…
Those in power, root causes – what is the truth of their ambition, stripped for the truth – are they really in it first for themselves? In ever single case for decline at the end of stage 2 there is a problematic succession of power issue
No single person can make a great enterprise

On a downswing, the wrong person with power can single handed can bring the organisation down.
What are you doing to ensure that does not happen.
You may think that orgs fail because they become complacement – this is true, nut not how the mighty fall – over-reaching – too much growth…
How would you know if you are overreaching? There are few ‘laws’ of management – “Packard’s law” (from HP Packard)

Look at Rubbermaid – too many new products too often.

If you allow growth to exceed your ability to have enough of the right people in the right seats to manage that growth – you will fall
Great leaders say “I don’t know” because they don’t know what is going to happen
The data suggests that the great people do not vision the future – what they do better is they prepare for what they cannot predict.
Get the right people on the bus, get the wrong people off the buss – then the right people in the right seats.
Use whatever competencies you have – that when fin are discussed an even more important number is discussed – number of seats and right people on the bus – how many key seats, is it filled with the right people is it going up or down? Do this before any other business numbers. We love numbers this is the uber number.
Can you get that accomplish this before you attend next year?
Is your team on the way up or down?
When something is ugly – that is the thing to look at and examine.
Look at the Stockdale paradox – Admiral Stockdale – how did the situation not ‘put him down’ “I never wavered in my faith that I would get out, and that I would value the experiences” who did not make it out – the optimists.. those that said we would be out by Christmas… then Christmas would come and go…you must never confuse the need to face the facts with the unwavering faith that you will win in the end.



Like Shirlock Holmes – it’s the dogs that do not bark that give more away that is apparent at first.

No incentive system can transform good to great leaders

The right people are self motivating – the role of leaders is not to motivate,

The task is to find self motivated people and find ways not to de-motivate them

You do not need external people to ‘light’ the organisation.
Stag 4 grasping for survival – how do you respond? – basics.. right people, right seats…. Or do we grasp for salvation with a new leaders from the outside? If that silver bullet does not work.. well get another? If you stay here long enough you will go to stage 5

No leaders can do anything useful in less than 7 years –
Change does not happen overnight

Keep pushing in a consistent and intelligent direction.. it’s the small consistent steps that work not the sliver bullet

3 circles…. Focus on the middle.. we need the discipline to stay in the 3 circles

Think about it from a people standpoint – its not just an org value.
Imagine not taking a job unless the job fits your 3 circles.

Passion--best in the world--economic

If you have a to do list – do you have a stop doing list?
You have to have a personal reason to succeed….the reason to be must be much greater than just increasing shareholder value – it needs to be emotionally tangible
When we are under pressure do not compromise values – you will not have the strength to endure.

Hold your value – change your practices (yin yang slide)

The signature of mediatory is chronic inconsistency.

In the last 10 mins I would like to give you a to do list..

Be productively subservice to your orgs

1) conduct your diagnostics – a diagnostic tool – good to great diagnostic)

2) before you return you somehow implement Packards law – how many seats

3) build a personal board of directors – chosen not for their success but for their character

4) turn off you electronic gadgets – discipline thoughts take time to process give ‘white space’ time engage in thinking at least 3 days every 2 weeks

5) what is your questions to statements ratio, can you double it ----focus on being interested rather than interesting….

6) Help org build a council and make sure the co focuses on its 3 circles

7) Start your stop doing list – work is infinite – time is not?

8) Replace titles with responsibilities – the right people have resp not jobs

9) Re articulate and re commit to the value, no matter what the pressure you will not budge from

10) Set your Big Hairy Audacious goals BHAGS – 15-25 years in the future



Its easy to focus on survival…. The real question is… How can you be useful?

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This entry is a raw input from notes taken in the session, in the coming weeks these will be refined

its all go in Manchester

I have just had a look around the new venue for the annual conference and exhibition for 2009 and it looks great... Although there are a lot of busy exhibiters getting ready.

Signs on Lamp-posts welcome visitors

Ouch - those bushes are prickly! late Mon afternoon - its all coming together.

Here is to a short evening to you all

See you in the morning

CIPD09 and beyond

Are you attending this years annual CIPD exhibition and conference?

Remember the http://myevent.cipd.co.uk/ event site containing blogs, discussions and networking opportunities.

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You can also follow the action on Twitter 

Hope to see you there

CIPD Manchester 2009 - speakers

Mark Adams


HR Director

Abbey Facing up to Global HR Challenges



Mark Adlestone

Managing Director

Beaverbrooks the Jewellers All You Need is Love



Sanjiv Ahuja

Chairman and CEO

Augere and former CEO, Orange SA Transformational Leadership



Greig Aitken

Group Head of Human Capital Strategy

Royal bank of Scotland Group Developing HR Metrics that Support the Organisational Strategy



Lacey All

Head, Strategic Talent Initiatives

Starbucks Coffee Co. Building a Strategic Workforce Planning Framework



Mike Anderson

Head of Corporate Strategy

DEFRA Working Together for Sustained Organisational Performance



Julie Armstrong

HR Director

Manchester Airport Communicating with impact: achieving buy-in and engagement



Anthony Arter

Partner, Head of Pensions

Eversheds Recession Driven Employment Law and Pension Issues



Javier Bajer

Founding CEO

The Talent Foundation Unlocking Leadership Talent



Christine Bamford

Director of Leadership

National Leadership and Innovation Agency for Healthcare Fighting Back Through Talent Innovation



Chris Barez-Brown

Founder, Upping Your Elvis, author of How to Have Kick Ass Ideas and former Global Head of Innovation Capability and Director

?What If! Releasing Your People’s Creative Genius



Angela Baron

Adviser, Employee Engagement

CIPD Demonstrating How Performance Management Drives Organisational Improvement



Sylvia Baumgartner

Director

Labyrinth Coaching & Consulting, Embodied Learning and Transformation (formerly OD Principal Consultant for Roffey Park Institute) Facilitating OD Interventions



Nick Baylis

Director for Training in the Skills of Well-being

The Cambridge Well-being Consultancy The Rough Guide to Happiness



John Beadle

Group Head, Human Capital Performance

Standard Chartered Bank The Death of Performance Related Pay and the Bonus Culture?



David Benson

Head of Talent and Resourcing

Oxfam GB Building Capability: the agile organisation



Sir Howard Bernstein

Chief Executive

Manchester City Council Driving Transformational Change



Cris Beswick

Managing Director

Let’s Think Beyond Building Innovation Capability



Stephanie Bird

Director HR Capability

CIPD Leading the HR Function



Christine Brereton

Deputy Director for People and Development

Greater Manchester Police HR: Adding Value and Driving Change



W. Warner Burke



Edward Lee Thorndike Professor of Psychology and Education, and Chair, Department of Organisation and Leadership, Teachers College, Columbia University Organisational Development



Lou Burrows

Global People Team Leader

?What If! Harnessing the Power of Social Media in the Workplace



Cathy Butterworth

Director of People and Development

Greater Manchester Police HR: Adding Value and Driving Change



Steven Cahill

Partner

Global Employer Services, Deloitte LLP The Death of Performance Related Pay and the Bonus Culture?



Andrew Campbell

Director

Ashridge Strategic Management Centre and co-author of Designing Effective Organisations Organisation Design



Janice Caplan

Partner

The Scala Group and the ACE Network Europe Developing People Across Cultural and National Boundaries



Peter Cheese

Managing Director, Talent and Organisation Performance

Accenture A New Approach to Talent Management



Rebecca Clake

Adviser – HR Practice Development

CIPD Developing a Leadership Culture



Deborah Clarke

Joint Director of HR

London borough of Tower Hamlets and Tower Hamlets Primary Care Trust Window on the Future of Business, Diversity and Inclusion



Nita Clarke

Director

Involvement and Participation Association (IPA) The Government Engagement Review: findings and the next steps



Wayne Clarke

Managing Partner

Best Companies All You Need is Love



Jim Collins

Author of Good to Great and Co-author of Built to Last

The Quest for Greatness





An Audience with Jim Collins



Joe Connor

National Regional Resourcing Manager

Royal Mail HR Services, Royal Mail Transformational Leadership



Anne Copeland

Director of HR

Department for Children, Schools and Families Building Capability: the agile organisation



Charles Cotton

Public Policy, Adviser

Reward, CIPD The Perfect Pensions Storm



Richard Crouch

Head of HR and OD

Somerset County Council HR’s Role in Organisational Development



Siobhan Cummins

Managing Director Europe

ORC Worldwide Facing up to Global HR Challenges



Andy Dickson

General Manager

Impact International Practically Engaging





Practically Engaging



Sharon Doherty

Group HR and Organisational Effectiveness Director

Laing O’Rouke Beyond Business Partnering: truly aligning HR with the business



Joe Dugdale

Director of Human Resources & Organisational Directorate

UK Border Agency Transforming HR Efficiency in the Public Sector



Steve Easterbrook

President and Chief Executive Officer

McDonald’s UK, President, Northern Division, McDonald’s Europe A New Leadership Paradigm



Mary Edmunds

Head of HR, OD and Talent

Barclays Bank Beyond Employee Engagement



Rick Emslie - Principal - Emslie Analytics