Danske Bank Program on Management Development Day3: Communicating business strategy

1. Danske BankProgram on Management DevelopmentDay3: Communicating business strategy Date

2. Review of yesterday

3. What you're going to do • Learn how to make your message inspirational and memorable • Using the work you have done so far, identify what you want your team to do • Write it down in a way that is clear and persuasive • Present it to the group • Get feedback

4. The importance of clear communication

5. The importance of clear communication To: Office Manager: Peru Subject: Employee List Please provide head office with full details of factory and office head count, broken down by sex. • To: Head Office Personnel • Subject: Employee List • As per your request, we detail the following: • 249 Factory workers • 31 Office personnel • 3 Sick Leave None of these is broken down by sex. Our problem is alcohol.

6. Good, clear communication is vital! On Day 1, you prepared a message to translate the business strategy for your team Today you are going to present it to others

7. Your talk should include… • What you believe is important and why • What you want people to do and why • What will you do for them • No more than can be delivered in 3 minutes

8. Your talk… • Will be inspiring, exciting and outstanding • It will have impact and be memorable • But first, we need to push some buttons…

9. Make Your Message Stick! Source: Made to Stick, by Chip and Dan Heath

10. Good Ideas Source: Made to Stick, by Chip and Dan Heath

11. http://www.ted.com/talks/hans_rosling_shows_the_best_stats_you_ve_ever_seen.htmlhttp://www.ted.com/talks/hans_rosling_shows_the_best_stats_you_ve_ever_seen.html

12. Good Ideas Source: Made to Stick, by Chip and Dan Heath

13. Simple is Powerful If you were Bill Gates, how would you make the case that the world can reduce mortality rates by focusing on human health?

14. Number of kids who die has gone down Lifespan has gone up

15. Simple is Powerful Aim for simple elegance: Take your idea down to its essence. Make tough choices about which points and details to include and exclude: What will really resonate for your audience?

16. Good Ideas From Made to Stick, by Chip and Dan Heath

17. Unexpected What’s the bestadvertisement ever?

19. Good Ideas From Made to Stick, by Chip and Dan Heath

20. Concrete How do you explain touch screen phones in words? http://www.youtube.com/watch?v=2k3zvI2tyPM&feature=related http://www.youtube.com/watch?v=2k3zvI2tyPM&feature=related

21. Good Ideas From Made to Stick, by Chip and Dan Heath

22. Credible How do you get people to see pollution in a different way?

23. Credible

24. Good Ideas From Made to Stick, by Chip and Dan Heath

25. Emotional How do you make the business case for aid to Africa?

26. Emotional http://www.ted.com/talks/lang/eng/ngozi_okonjo_iweala_on_aid_versus_trade.html

27. Now prepare your presentation 30 minutes Don’t over-elaborate Keep it simple

28. Now present it in groups 3 minutes each With feedback

29. Plenary How was that? What did you learn? What will you have to do to present this leadership message to your team?

30. Action Plan Now turn to your Development Account and capture your learning 30

31. Danske BankProgram on Management DevelopmentDay 3: Consolidating Learning

32. Why is this important? • Because leadership is difficult and organisations are complex • Because translation doesn't happen automatically Because making deep lasting personal change is difficult We need to understand ourselves to be able to change, and to understand others to help them change It takes discipline (and a few tricks)

33. What we're going to do • Explore why we don't change following leadership development programmes • Think of ways that we can improve our and our reports' chances of success • Share it with each other in facilitated groups

34. Why is it so hard to change our behaviour? • It's difficult to break old habits • We're scared of making mistakes • Everyone expects us to be the same and is suspicious when we change • Our work environment still encourages our old behaviour • Everyone else needs to change too!

35. Breaking the chain

36. How do you change your behaviour and sustain the changes? • Be courageous, take a risk, make mistakes, burn your fingers (and allow others to do the same)

37. How do you change your behaviour and sustain the changes? • Be prepared for slow progress, the odd failure as you take new skills on board, two steps forward, one step back, be patient

38. How do you change your behaviour and sustain the changes? • Seek support from "critical friends". Ask for their feedback on the changes you are trying to make (and give it willingly to those you are trying to develop)

39. How do you change your behaviour and sustain the changes? • Try to catch yourself at the right moment, either just before you do/say something or just afterwards (and be vigilant/present in order to help others)

40. How do you change your behaviour and sustain the changes? • Know yourself and what kinds of things you will do to keep moving forward, know how you might sabotage your own progress (and those direct reports you are trying to develop)

41. How do you change your behaviour and sustain those changes? • Do you see yourself as a leader at this/the top level? • Do you want to be a leader? Do you value what leaders do? • Do you think you are capable of changing? • Do you want to change? • Play to your strengths and manage your weaknesses (and those of others you are trying to help)

42. Share your aspirations with others • Do you see yourself as a leader at this/the top level? • Do you want to be a leader? Do you value what leaders do? • Do you think you are capable of changing? • Do you want to change? • Play to your strengths and manage your weaknesses (and those of others you are trying to help)

43. Danske BankProgram on Management DevelopmentDay 3: Action Planning

44. Final opportunity! • In the next10 minutes • make sure your Leadership Message is good enough to share with your team • Make sure your Performance Improvement is going to help the business • Make sure that the objectives you have written will deliver the improvement • Now prepare to meet your Action Learning Group and facilitator in the Dragon’s Den

45. Share your plans in the Dragon’s Den Present your ideas for improvement to the “Dragons’ Den” Listen carefully to their feedback and to that of your colleagues Note what their reaction is and revise your plan.

46. Review • How was that? • How did people see you? • Was it how you saw things yourself? • What did you learn?

47. So, next steps? In your Development Account, write your next steps

48. Closing Circle, nuggets of gold

49. Thank You and Good luck!