Transcript 2008 POP Slides

Management and
Leadership:
A route to improved
performance and
productivity
Developed for
BREAKFAST BRIEFING
Presented by:
Dil Sidhu
MBA, MA, MSc
Chief External Officer
May 21st 2014
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What do orchestra leaders do?
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What do managers and leaders do?
 Excite people to exceptional performance
 Provide direction and values
 Shape the culture
 Get results!
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The search for a leadership solution
 100,000+ books on the topic of ‘Leadership’
 Research shows there is no generic ‘success formula’
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Adopting a new leadership approach
“As my assistant, your job will be to follow me around
humming the ‘JAWS’ theme every time I enter a room”
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Leadership Focus
What we do
Organisational
Culture
30%
70%
10-30%
Based on the work of Peter Koestenbaum (2002)
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Management, Leadership & Productivity
 Elton Mayo led studies on the relationship between productivity and work
environment in the 1920s and 1930s
 Productivity increased when lighting was increased but also when it was
decreased
 Various other changes were made to conditions
including: breaks, team structure, remuneration,
etc. All resulted in increased productivity
levels and lower absenteeism rates
 Summary: All indications suggested that the very
fact people are the subject of research or
attention from management it creates a positive
effect on output
 Showing concern about your people and paying
attention to their needs is key
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Leaders also need followers
and they have some requirements too

Authenticity
‘Inauthentic leaders seen as insincere’

Significance
‘Followers need to know that their
contribution matters’

Community
‘Followers want to be part of something
bigger than themselves, to be in solidarity
with others and to have a social experience’

Excitement
‘Followers want to be enthused and part of
something creative and innovative’
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What authentic leaders possess
Six Key Attributes…
1. Sense Situations – and articulate them
2. Identify – Get close but also keep their distance
3. Reveal differences – know and show yourself
4. Share weaknesses – carefully!
5. Communicate - with care
6. Adaptive approach – change is the only constant
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What authentic leaders possess
1. Sense Situations – and articulate them
President Nelson Mandela &
Francois Pienaar
NYC Mayor Rudy Giuliani
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What authentic leaders possess
2. Identify – Get close but also keep their distance
Oprah Winfrey
General Charles de Gaulle
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What authentic leaders possess
3. Reveal differences – know and show yourself
Warren Buffett
Paul O’Neill
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What authentic leaders possess
3. Reveal differences – real and perceived
Richard Branson
Bill Gates
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What authentic leaders possess
5. Share weaknesses – carefully!
John F. Kennedy
Anita Roddick
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What authentic leaders possess
5. Communicate - with care
Pete Goss
Barack Obama & Hillary Clinton
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What authentic leaders possess
6. Adaptive – perspectives from the ‘balcony’ and the ‘dance floor’
Henry Ford
Charles Duhigg
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Be Yourself – More – With Skills
 Managing – Yourself, Your People & Change
 Problem solving & Decision making
 Influence, Persuasion, Coaching & Mentoring
 Leaders Narrative – Storytelling (Vision, obstacles, successes…)
 Your ‘Lenses’
(Education, Experience, Age, Diversity, Tech-savvy…)
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You, Your Team and Leadership
‘take note’ points
1. How do you motivate your people?
2. How do you keep your people meaningfully informed?
3. How do you maintain your team's focus on specific goals?
4. How do you set, clarify, and hold your reports accountable to
your expectations?
5. How do you recognise and celebrate success at work?
6. How do you interact with the diversity of your team?
7. If you won ‘Euromillions’ tomorrow – do you have a person in
mind or being developed who could step into your role?
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Management and
Leadership:
A route to improved
performance and
productivity
Developed for
BREAKFAST BRIEFING
Questions, Perspectives
and
Comments
Presented by:
Dil Sidhu
MBA, MA, MSc
Chief External Officer
May 21st 2014
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