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

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

Talking talent (in turbulent times)

Closing Keynote

The Panel

Vicky Wright - President CIPD

Liane Hornsey - Google

Satish Pradhan - Tata Sons

David Smith - ASDA

Alex Wilson - BT

This panel session was introduced by Vicky Wright , President of the CIPD. Wright in her introduction directed us to the fact that all four of these organisations had one thing in common - they have all experienced and are experiencing transition currently.

Jon Snow facilitated the session featuring;

• David Smith - ASDA
• Liane Hornsey - Google
• Alex Wilson - BT
• Satish Pradhan - Tata Sons

Snow's opening words were "in the 20 years of Channel 4 news I can only think of two major events that have impacted all of us. One was 9/11 the other is our current economic challenge "

Snow posed a number of question to the panel and this was followed by the opportunity to ask questions. Below is a summary of key messages from each of the panel:

David Smith -

"you have to have an employer brand.. and mean it"

"it (business) is not just about making money, we must make money ethically and stability"

"one of the roles of HR is to say the unpopular messages/ news to the CEO"

"HR & Business strategy are the same thing"

"we recruit to the culture more than skills - all staff including hourly paid staff have to complete a 1/2 day assessment centre as part of the recruitment process. If they are gregarious, we will hire them, if they are shy or difficult we don't want them."

"we set out to befriend our people, managers are expected to know their people at an individual level"

Alex Wilson

"The further staff are away from the front line the more we (and other organisations) need to remember that customers are important."

"This is our (HR) time, now we need to shine in the tough times"

"our first choice in tough times is always redeployment rather than redundancy" - The alumni of people that have left the organisation is bigger than that employed - we do what we can for the majority to remain advocates"

Liane Hornsey

"HR is about picking the right people for the job. Google will not compromise - we only hire people that will add value to Google". Hornsey mentioned one example of this where she has a vacant head of HR post for over 18 months as she has yest to find a suitable candidate.

In answer to a question about retention strategy for Google...

"We make the environment a place people want to be

We develop people relentlessly

We give then the work (and challenge) they enjoy"

Google also recruit to the culture not the job - often recruiting people without offering a particular role and then work with the individuals to find the right role for them.

At Google they use people and their hobbies and encourage people to run workshops and short training sessions on their hobby - this helps to create a culture of learning and people are free to attend anytime - they do not need to ask permission to attend - the business trusts that this action will encourage loyalty and a drive to work harder.

Satish Pradhan

"always use the best people to solve the biggest challenges"

"communicate what you are doing.. why you are doing it and most importantly in an authentic way. You must do what is right for that business, not just for the stakeholders."

Diversity is not a universal formula, and what is relevant for one organisation and context. Successfully businesses cannot work to a mathematical formula to diversity. What is right for one is not necessarily right for another.

Tata is an organisation that is run more like a federation rather than a traditional hierarchy, so they enable and empower people. Tata believe governance and culture is critical. Often staff that were employed under previous owners can do and deliver given the right context.

You cannot and must not see unions as adversaries... you must see them as advocates, if you don't take this approach you lose before you start.

The Close

Wright summarised the week and reminded us that this week is the changing face of business. Wright reminded us that Orme had earlier said in the week that the CIPD is changing to provide "relevant help to you".. just in time.

Wright had the belief that the conference had provided delegates with "relevant things you can take away... something new that you can do... HR and the role of HR is changing"

• Wright reminded us that Harrogate had been the home of the annual conference for 60 years (IPM, IPD etc..) and that they needs to change. The move to Manchester in 2009 would provide:
• Better exhibition space on one level
• The conference would be different - more relevant and provide more opportunities
• Smaller groups
• Select master classes
• More events within the exhibition space (this has worked well for the last two years)
• A more intimate environment

Wright also reminded us that the CIPD annual conference and exhibition 2009 would take place in NOVEMBER 2009... see you there...

Comment

This was an engaging and fitting end to the conference, we have had the Academics, the CEO's and finished with the HR directors. It was a shame that the audience by this session was somewhat depleted, many traveling back home and not fully engaged with the whole event. There were so many messages that would benefit many HR team members.

Now to travel home, to reflect on the weeks events and the overall impact of the exhibition and conference.. but that I will leave for another day.

Surviving and thriving through turbulence

After showing two high energy videos (one showing HR hero's which has started every session of the conference) the keynote for day two was introduced by Linda Holbeche, Director of Research and policy at the CIPD.

The theme of surviving and thriving through turbulence was 'split' into people and change focus and leadership focus.

Carolyn McCall, CEO from the Guardian media group started the session looking at people and change. After outlining the changes that her company had faced through the emergence of the digital age he positioned here experience of leading an organisation through significant and unpredictable turbulence.

McCall said that in challenging time like we are experience requires challenging people. McCall highlighted the challenges that the print media had faced, in that for the past 200 years the business model has hardly changed, however the past 10 years has changed everything. In the past you knew where your competitors were coming from... but who would have predicted that a technology (software) company would be the greatest competitor... Google.

To survive we need to keep our 'experts', however they need to be able to be adaptable and work collaboratively.

In times of change and turmoil McCall says that we need training, coaching and mentoring more than ever, and this is the time to increase this activity - not cut it back.

McCall has a clear view on HR, and that is that HR must not work in a silo or be purely functional. HR needs to be a true business partner. As strategic partners they need to be strong enough, work transparently and be honest to the CEO. It is the responsibility of HR to tell the CEO the truth, not to hide the facts. This can prove to be the key information source to the CEO providing information that cannot be obtained other ways.

We were then show a video showing the views of HR people from the GMG company. This clearly showed the commitment the HR people get and give.

The key seven factors for success.

• Make people strategy an integral part of business strategy
• Make change early to set the tone
• Never compromise on getting the best
• Foster networks, coaching and mentoring
• Plan for succession (needs to be live not just a document kept in a draw)
• Keeping investing for the upturn (training, development marketing etc)
• You can never communicate enough

David Robinson - CEO of richersounds.

Robinson started with the statement that when under stress it is easy for leaders to revert to command and control , but that it is important to keep an eye on the people involvement.

The key five leadership qualities that make the difference Robinson's believes are:

1. Communicate - richersounds do weekly and detailed updates to all staff
2. Integrity - better to tell the truth early and if belts need tightening - tighten at the top first (and not just bonuses)
3. Accessibility - not just platitudes during induction but to really be accessible
4. Bravery under pressure
5. Single mindednesses

Robinson said that it is important to admit to mistakes and show that you learn from the mistakes. Honesty and integrity.

Motivating staff is vital in times of challenge Robinson's 'magic' includes:

1. Fun
2. Recognition (just in time)
3. Flexibility
4. Rewards (reward the behaviours that you want)
5. Loyalty (inc long service)

Finally Robinson outlined that to have a winning team we need to look at the successes of the Olympic team GB. To create a team he believes the following is required:

1. Clear objectives
2. Manage failure
3. Have the best ingredients (people and resources, products etc)
4. Work harder (and smarter) than your competition
5. User trigger words or phrases to engage with your people
6. Lead by example
7. Value rest - pausing can make a big difference - take a break.
8. Celebrate success.

Summary

All of the three speakers were coherent and very listenable. Messages were blindingly simple, it was down to the belief, trust and integrity of the people at the very top of the organisation - total commitment to a leadership approach. It was about CEO's starting to spend as much or more time with the HR professionals than they do with the Finance Officer.

A wonderful and engaging close to the second day of the 2008 CIPD annual conference.