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Horticulture New Zealand Conference

Horticulture New Zealand Conference. People and planning in difficult times. Wednesday 22 July, 2009. Jamie Sinclair. Leadership. Purpose of leadership Create a sustainable future Build high performing teams Build a leadership pipeline Balance working ‘in’ and ‘on’ the business

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Horticulture New Zealand Conference

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  1. Horticulture New Zealand Conference People and planning in difficult times Wednesday 22 July, 2009 Jamie Sinclair

  2. Leadership • Purpose of leadership • Create a sustainable future • Build high performing teams • Build a leadership pipeline • Balance working ‘in’ and ‘on’ the business • Not part of DNA for 90% of Managers • Legitimate management activity • Leadership performance affects recruitment and retention

  3. Strategy & Planning • Strategy ...begin with the end in mind • One page executive summary ...helicopter view & user friendly • Planning to win: • External performance goals ...growth, profit target • Internal performance goals ...leadership, people, processes, customers • Culture statement ...to enable performance • Second and third level plans ...a clear line of sight

  4. People & Culture • The right mix ...selection, motivation, performance & retention • Business conversations ...not housekeeping • Link recognition & communication to strategy • Culture can deliver or defeat strategy...“emotional engagement” = discretionary effort • Behaviours more important than values (positive & negative) • Acknowledge emotions …explain threats & opportunities - win hearts & minds

  5. Customer • Who are they? ...customer mapping • Relationship Management ...meaningful contact, trust • Monitor “emerging” & new customers • Meaningful dialogue ...what are your priorities, what are theirs? • Price …cheap, value for money • Quality … zero defects, future legacy • Service …that generates quality & value • Timeliness …on time & 24-7 responsiveness • Relationships …trust, integrity, emotional connection

  6. Execution • Create a measurement culture ...not gut feeling, “what gets measured gets improved” • Do employees own productivity & performance measures? • What are your efficiency/productivity issues? • Better quality 6. On time delivery • People/labour 7. Better time management • New technology 8. Less red tape/bureaucracy • Overheads/budget 9. Reduced cycle time • Supplier performance 10. Better equipment/resources • Get it right, first time, every time

  7. One Page Plan Key Questions • Our top 3 priorities for the coming year are …? • The most pressing leadership issues are …? • Our planning cycle could be improved by …? • The culture could be improved by …? • Our key people challenges are …? • The key process / efficiency challenges are …? • Our key customer challenges are …?

  8. One Page Plan Big Picture Goals (Revenue, Growth, EBIT, Market Share) Growing the Business New Markets Cross-selling Networks/Alliances Pricing Whole of customer Improving the Business Employee performance/training Sub-contractor performance New technology Process efficiency Productivity measures Culture Statement Positive behaviours Negative behaviours

  9. One Page Plan Big Picture Goals 2009/10 Build total sales to $2 million Build export revenue to $500,000 Growing the Business Enter the Japanese market Cross-sell new products Build strategic alliance with ___ Implement new pricing Extend range with existing customers Improving the Business Source new invoicing technology Improve error rate in delivery process Implement key productivity measures Introduce sub-contractor KPIs Commence staff training program Culture Statement We respect & look after each other. We encourage feedback & constructive criticism. We value professionalism & leadership in all staff. We reward hard work & can-do attitudes. We don’t value laziness, passing the buck, temper tantrums, backstabbing, selfishness, negative attitudes, double-standards or favouritism

  10. One Page Plan Big Picture Goals Growing the Business Improving the Business Culture Statement

  11. Golden Rules in Difficult Times • Increase the frequency of business performance reviews …focus on overheads • Review the implementation of the one page plan …at least quarterly • Be prepared to challenge previous models and assumptions • Look for opportunities to invest …prospecting, future growth • Get closer to customers …anticipate, listen harder, respond quicker

  12. Golden Rules in Difficult Times • Look for ways to celebrate success & create momentum • Keep staff informed …more is usually better • Work on your ‘A’ Team …secure key people • Focus on other key relationship …suppliers and sub-contractors • Actively manage your culture …create discretionary effort

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