Graham McKendry - The Vital Role of Leadership in Alignment and Change
- 2. Graham McKendry Group Vice President URS Global Management and Operations Services
- 3. The Vital Role of Leadership in Alignment and Change Leadership Behaviours to support our Journey to Excellence “We are what we repeatedly do, Excellence then is not an act, but a habit “ - Aristotle
- 4. Ever Been on a Winning Team?
- 5. Or When things don’t go so well?
- 6. Ask yourself the question • When you see and feel the energy and enthusiasm of a safe, effective, high performing, engaged, motivated, focused and successful enterprise……. • How come all of us don’t always work this way? • Why doesn’t everyone jump on board?
- 7. Why Bother? There is great business and social benefit to overcome Organisational Malaise
- 10. Choose to Lead • Why Leadership Behaviours? • Some Leadership Learning • How we are doing it at Sellafield
- 11. Choose to Lead • Leadership is a choice • Leadership is a learned behaviour • It requires effort and work • ……………………..a definition? Your Ability to Excite Others to Higher Performance
- 12. What’s the Form looking like?
- 13. Here’s the Form • Typical feedback – “Too task focused to lead or set direction” – “Leaders take the problem rather than hold everyone to account” – “Didn’t feel like leaders in the room” – “Apathetic” – “Not good at keeping promises” • Given this – what’s the probability of success • Who’s accountable?
- 14. Who’s responsible? We are the LEADERS. Behavioural change starts with us…
- 15. Choose to Lead • Hansei – Deeply reflect and own the situation – This is your team, your business, the culture reflects your leadership – Own the situation ………..Choose to Lead
- 16. Heads, Hearts and Hands • Heads – Strategic Business Benefit – Business Driver – Value Proposition – Strategic Enabler
- 17. Heads - Hoshin Kanri – Set Direction, Create the Vision, Align the Effort • Develop the strategy – What is the direction for your team? • Challenge – Introduce tensions to performance expectations • Show respect. Engage the team in the How To • Focus on the Goal
- 18. Heads, Hearts and Hands • Hearts – Understand the Culture – Nemawashi – involvement and engagement in Solution design
- 19. Hearts – Understanding Culture
- 20. Heads, Hearts and Hands • Hands – Engagement, Motivation, Excitement – Simplicity, participation – Fill and own the Void – Gain trust and allegiance
- 22. Precision Leadership – The ABC • Antecedent • Behaviour • Consequence
- 23. Leadership Behaviours at Sellafield
- 24. Leadership Behaviour Improvement Plan
- 25. So what do we need to do to be really successful? Heads, Hearts and Hands 1. Hansei – Deeply reflect and own the problem 2. Set the Challenge – Introduce tension to drive improvement and innovation 3. Nemawashi – Gain alignment on Strategic Direction 4. Focus on engagement and motivation 5. Lead by Example - Remember - – “Your actions speak so loudly I cannot hear your words”
- 26. The best way to make a movement, if you really care, is to courageously follow and show others how to follow. • http://youtu.be/hO8MwBZl-Vc
- 27. “Thinking is the hardest work there is, which is the probable reason so few engage in it” Henry Ford