LEADING THE BRAND Ron Phillips Senior Vice President of Human - PowerPoint PPT Presentation

LEADING THE BRAND Ron Phillips Senior Vice President of Human Resources - Retail

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” - John Quincy Adams Leaders Create The Brand

Your Leadership Matters!

Culture Welcome Friendly Value Respect Be Here Now Accountability Always Fun Convenient Care Work-life Blending Secure Pride Engage Own it Safe Positive Attitude Respond Customer Focused Smiling Their Name Efficient Reliable Anticipate Results

Leading BUSINESS RESULTS CULTURE, BRAND CUSTOMER EXPERIENCE EMPLOYEE EXPERIENCE Culture is created continuously. We each contribute to the culture of the LEADERSHIP room we are in.

“We are in a new world, using old tools.” - Thomas Friedman, The World is Flat Leadership Must Evolve At Pace with Change

The World of Work is Changing

W ORKFORCE W ORKFORCE V ALUES & D EMOGRAPHICS E XPECTATIONS T RENDS T RENDS Tech savvy, communicate digitally Three generations in the workforce Expect to learn, grow Retirements & new young Seek meaning, purpose talent with different growth expectations Enjoy teamwork Workforce O THER W ORKFORCE F EEDBACK Extreme loyalty to immediate supervisor Strong identity with “my team”

Δ V O L AT I L E U N C E R TA I N S PEED OF CHANGE ACCELERATING U NPREDICTABILITY OF ISSUES & S UDDEN DISRUPTIONS EVENTS U NSTABLE G EO - POLITICAL , I NFORMATION LACKING MARKET , & CLIMATE FORCES VUCA World A M B I G U O U S C O M P L E X M ULTIPLE , CONFLICTING FORCES O PPORTUNITIES AND THREATS C ONFOUNDING ISSUES HARD TO DEFINE N O CLEAR CAUSE - EFFECT CHAIN U NCLEAR CONSEQUENCES OF O VERWHELMING INFORMATION POTENTIAL ACTIONS

C USTOMERS C OMPETITION & F INANCIAL Increasing expectations Digital & tech savvy Rapid growth New Ship Social media & Increasing capacity (or new & transparency of their old) photo Cost reduction & experience requires rapid leveraging scale require response & smart frontline greater X-F integration decisions Changes in Business R EGULATORY & C OMPLIANCE Advanced technology Greater complexity Need for better & better safety & security Sustainability

Leadership Must Evolve at a Pace With Change Business Changes VUCA World Changing Workforce Time for a Leadership OS Update

Default Leadership System: Hierarchy Time for an OS Update C HARACTERISTICS E FFECTIVE W HEN U NWRITTEN R ULES • Workforce unskilled, • Tall chain of command, • Do whatever the boss had few career options layers says • Market/competition • Policy and procedure • Sacrifice individuality stable, predictable over critical thinking for security. Self- interest. • External controls over • Profitability the only employees: “hold” • Questioning authority stakeholder accountable, blame or telling the truth ruins • Assembly line, stable careers • P aternalistic: “we know process what’s best” • Focus on your job only: • Control over narrow “heads down” • Loyalty, compliance w tasks & skills • Others decide your authority • Efficiency valued over career path/moves • Problems, issues quality or service viewed parochially. • People seen as Broader consequences replaceable parts unseen.

Default Leadership System: Costs Time for an OS Update T HE V IEW L OOKING U PWARD T HE V IEW F ROM A BOVE • • Political safety: looking good a See left column • top priority Managers must maintain control, • Wait for permission, direction, order • risk free guarantees Live in a fishbowl, isolated from • Low trust. Always say yes. the truth • Customer = highest level boss “Why don’t they act • empowered?” Expect top management to have • all the answers Narrow, silo focus. Compete with, • Avoid conflict. Don’t share bad don’t trust peers • news or discuss tough issues Tough to discern “boss pleasing” • Wish they  would change from competence/potential • • Don’t move forward until all steps Fear and complacency defined • Wish they  would change

Leadership OS Update F ROM : H IERARCHY T O : I NTENTIONAL E FFECTIVE L EADERSHIP • • Inspires people with vision, purpose, meaning Command and control; authority-based • • Collaborate, partner across functions Narrow self-interest; silo thinking • • Low trust. Customer = highest level boss. Builds trust. Speaks & encourages truth Customer is always right. • Leader develops, coaches, asks great • questions. Learns and discovers with people. Leader has all the answers Adaptability. • Avoid conflict and feedback; talk about people • Direct, honest, helpful, timely feedback (in all • Impersonal relationships: status distancing directions) • • Inspires fear and complacency People encouraged to think and act in the company’s best interests – Enterprise Thinking • Policy and procedure prescribes what & how • • Builds teams at all levels; leads as a team People concerned with individual political safety or approval

Leadership System Update Challenge Courage and Persistence to Meet the Resistance F ORCES FOR C HANGE S OCIAL S YSTEM I NERTIA Complexity calls Habits, routines for more Comfort w status quo collaboration Desire for security New talent over accountability expects stretch 03 Leader doesn’t get Biz requires more truthful feedback integration

Reflection Consider Your Own Organization & Leadership 1. What attributes of hierarchy are most prevalent on your team? 2. What are the costs or negative impacts? 3. In what ways is your own leadership unintentionally contributing to reinforcing this, keeping it in place? 4. What might you consider changing?

“The t ask of leadership is not to put greatness into humanity, but to elicit it , for the greatness is already there. .” - John Buchan Leadership Vision: Intentional and Effective

Intentional Effective Leadership S ELF M ASTERY P URPOSE & V ISION E NGAGE & E MPOWER Clear on future you are Lead from inside-out P URPOSE creating Know yourself; invite R ESEA R C H & V ISION feedback What you believe in PLA N N IN G Create the future mindset Leadership legacy Authenticity, integrity All actions purposeful, intentional Lifelong learner. Curious. S ELF M ASTERY A LIGN S YSTEMS E NGAGE & E MPOWER P URPOSE & Caring, trust-based Focus on mission-critical SALES V ISION relationships results & processes Coach, stretch & develop Systems thinker, whole A LIGN & I MPROVE company success Foster teamwork; S YSTEMS collaborate Sustainability of talent & resources Interpersonal intelligence

Self Mastery Lead from the Inside Out E NGAGE & E MPOWER C REATE THE F UTURE K NOW Y OURSELF . S ELF M ASTERY M INDSET I NVITE C ANDID F EEDBACK P URPOSE & V ISION A LIGN & I MPROVE P URPOSE S YSTEMS • “Play to win” vs. “play to not lose” • Ask for & use feedback R ESEA R C H & V ISION • • Know your inner game: thinking Aware of impact of their behavior S ELF PLA N N IN G patterns that drive your behavior • Continuously learn about personal • Stay future – focused, creating your M ASTERY strengths & weaknesses desired future vs. fixing problems • Balanced life – manage, renew • Maintain composure & focus energy L IFELONG L EARNER . A UTHENTICITY , I NTEGRITY C URIOUS “When a man starts • SALES • Take tough stands, openly deal Active interest in learning & with difficult issues & relationships growth out to build a world, he • Show vulnerability; OK to not • Take time to reflect and assess know • starts first with Seek out full understanding of • Walk the talk; adhere to espoused perspectives & data himself.” values • Openness to other points of view • Humanity and humility Langston Hughes

Purpose & Vision Your Leadership Focus E NGAGE & E MPOWER S ELF L EADERSHIP L EGACY F UTURE Y OU A RE C REATING M ASTERY P URPOSE & V ISION A LIGN & I MPROVE P URPOSE S YSTEMS • • Strong sense of how you intend to Clear on what will be better in the & V ISION make a difference future in your work unit & why that • PLA N N IN G Committed to leaving the P URPOSE matters to the business organization & people better as • Role model commitment to that & V ISION result of your leadership vision P URPOSE & I NTENTION IN I NSPIRE W ITH Y OUR B ELIEFS , V ISION , T HE “W HY ” A CTIONS & D ECISIONS F UTURE Y OU A RE • • Strategically, rigorously plan & Clearly communicate vision within C REATING “Leadership is the SALES & beyond work unit deploy resources & personal time for near & long term success • Communicate the “why,” meaning capacity to translate • behind initiatives and events Achieve goals and high performance standards • vision into reality.” Help people connect their efforts • to the vision Consider leadership & cultural impact of actions, decisions & • Help others see & celebrate Warren Bennis communications progress