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.



-------- ---

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



--- ----

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

 ---------------------------------------

 

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
--------------
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
---------------------
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.
----------------------
draft post

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?

----------------------
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.

If you are a user of the CIPD communities then this link will prove invaluable - Latest posts

For those that want to network "outside" the CIPD systems there is always the CIPDmembers group on LinkedIn and the conference networking group

You can also follow the action on Twitter 

Hope to see you there