THE LEADERSHIP JOURNEY Building A Culture of Passion, Purpose and Execution

1. THE LEADERSHIP JOURNEYBuilding A Culture of Passion, Purpose and Execution

2. Leadership Questions … • What matters most to your Employees at work? • What matters most to you at work? • Who do your Employees get their answers from? • Who do you get your answers from? • Can your Employees see the forest for the trees at work? • Can they see the forest and the trees? • As a leader, do you think you do things right? • Do you do the right things? • What do your Employees expect from their leaders? • What do you expect from your leaders?

3. What Makes An Effective Leader? Top CEO’s Say It Takes…. FOCUS EXECUTION LEADERSHIP • Alignment • Empowering • Vision • Strategy Source: 10th Annual Survey of Canada’s Most Respected Corporations, 2004, KPMG

4. Majority of Leaders Don’t Focus and Execute Well! Do not … • Inspire a shared vision • Create clarity • Focus on highest priorities • Execute with excellence • Measure progress and success • Encourage the heart

5. The Facts • Only 37% of Employees have a clear understanding of organization’s vision and goals • 1 in 5 are enthusiastic about the vision and goals • 20% have a clear ‘line of sight’ between their job and company goals • Only half are satisfied and feel their work is meaningful • 15% feel company trusts them and enables them • 17% feel organization fosters open and respectful communication • 1 in 10 feel that employees are held accountable • 20% fully trust the organization they work for • 13% have high-trust, highly cooperative working relationships with other teams or departments Source: Harris Interactive Study, 2003

6. Reality! Picture a Hockey Team … • Only 2 of 6 players on the ice would know which net is theirs. • Only 1 of the 6 would even care. • Only 1 of the 6 would know what position they play and know what they are supposed to do. • Only 1 of the 6 would trust and believe in their coach. • And, all but 1 player would, in some way, be competing against their own team members rather than the opposing team.

7. Huge Cost Organizational leaders are not ‘leading.’ They are not fully engaging the passion, talent and intelligence of their workforce.

8. Why? Answers to Our Questions What matters most to your Employees or Team Members? • Shared direction and goals • Meaningful work • Making a difference • Being valued – respect, involvement & appreciation Who do your Employees get their answers from? • No one? • From their leaders, from one another, from within When Employees are at work, can they see the forest for the trees? • Probably not! Can they see the forest and the trees? • Probably not! Do leaders do things right and do the right things? • Not always!

9. “Most ailing organizations or teams have developed a functional blindness to their own defects. They are not suffering because they cannot resolve their problems but because they cannot see their problems. The leader cannot see the connections.”John Gardner

10. “All organizations are perfectly aligned to get the results they get.”Arthur W. Jones

11. HOW DO WE CHANGE THE PARADIGMS? “The real voyage of discovery consists not in seeking new landscapes but in having new eyes.” Marcel Proust

12. First, Develop the Voice of Leadership in Yourself • Your Vision • Your Discipline • Your Passion • Your Conscience “The life is within the seed.” Roger Merrill

13. Your Vision • Seeing with the mind’s eye what is possible • Dreaming & imagining exciting possibilities • Enlisting others • Visionary Capacities • Dreamer • People believer • Achiever • Hopeful and strategic “Answers belong to the eyes that see them.” Stephen Covey

14. Your Discipline • Paying the price to bring your vision to life • Your ability to focus and make it happen • Willpower embodied • Discipline Capacities • Focused • Proactive • Committed and tenacious • Decisive

15. Your Passion • Comes from your heart • Fuel at the core of vision and discipline • Keeps you going • Passionate Capacities • Courage • Motivating • Hope and optimism • Emphatic “Where talents and the needs of the world cross, therein lies your vocation.” Aristotle

16. Your Conscience • Inward moral sense of what is right • Your drive toward meaning and contribution • Stark contrast to the EGO • “Lifts and it lasts” • Conscience Capacities • Intuitive • Humble • Compassionate • Respectful • Servant

17. CREATE ORGANIZATIONAL FOCUS Shared Vision Strategy

18. Myth Vision, values and strategic goals should be developed by the people at the top --- those who know best! Reality Without involvement or strong identification, there will be no purpose, commitment or passion. Creating the Vision & Strategy The litmus test of a good strategic plan – Everyone singing from the same song sheet!

19. Develop The Strategy • Build the Foundation Together– The Strategic Direction • Shared Vision • Core Values • Focused Strategic Plan • Understand current situation – opportunities & risks • Strategic themes • Goals and objectives • Grounds the organization

20. Strategic Plan – Hedgehog Concept Source: Good To Great, Jim Collins, 2001

21. Balanced Scorecard Strategy Map

22. 2004 Strategy Map We can be the best ‘single source to fulfill our Customers’ motoring and travelling needs’. Customer PIllar Maximize Total Customer Satisfaction to Build & Deepen Customer Relationships. Financial Pillar We know and understand our Customers. We sell and deliver high quality, relevant products & services to Customers. We provide a differentiated VP to Customers through a superior service experience at all Customer touchpoints. Internal Processes Pillar OPTIMIZE OPERATING PROFIT PER Customer CUSTOMER RELATIONSHIP MANAGEMENT BUILD THE BRAND & VALUE EXECUTIONAL EXCELLENCE Optimal & Integrated Service Delivery / Business Models Service Excellence: Customer Care, Accessibility, Convenience Good Corporate Citizen: Advocacy & Community Relations Useful Customer Research & Analysis MAXIMIZE REVENUE Relevant & Innovative Products & Services Efficient & High Quality Key Operating Processes Relationship-based Sales & Service Culture Well-organized Knowledge Management Relevant Customer Reward Programs Effective Staffing Models & Job Design Customer Responsiveness: Every Customer Counts Proficient Database & Intelligence Tools Effective Customer Communication Strategy INCREASE PRODUCTIVITY Comprehensive & Current Policies & Procedures Synergistic Partnerships Effective Marketing Strategy Competitive Pricing Risk Management & BCP Effective Utilization of CRM Tools Protection of Customer’s Privacy Effective Brand Management Highly Competent Workforce Optimal Technology Infrastructure & Management Information Systems Climate For Action Learning & Growth Pillar

23. CREATE EXECUTIONAL EXCELLENCE Alignment Empowerment

24. Execution • Once the strategy is understood, and deeply shared, half the battle is won • 2nd half --- bringing it to life! “When one tugs at a single thing in nature he finds it is attached to the rest of the world.” John Muir

25. Organizational AlignmentHarvard Business School SHARED STRATEGY LEADERSHIP CRITICAL SYSTEMS CULTURE PEOPLE ORGANIZATION STRUCTURE

26. Executional Excellence Align the CULTURE • Sum of shared values, beliefs and norms of behaviours • Reflects behaviour of leaders • How people work together Align the PEOPLE • Right people are on the bus • Whole person (body, mind, heart and spirit) in a whole job • Believe in people’s capacity to choose to make a difference • Listen to people • Involve people • Enable people “Leaders get the behaviour they exhibit and tolerate.” Larry Bossidy

27. Executional Excellence • Align the ORGANIZATION STRUCTURE • Teamwork and collaboration • Freedom and responsibility • Line of sight of what I do to big goals • Translate goals into action plans • Communication • Align the SYSTEMS • Recruitment and selection • Training and development • Compensation • Rewards and recognition • Enabling tools, technology, processes and tasks • Accountability • Scoreboard – measure and communicate!

28. The right people working on the right things at the right time --- the critical few projects and goals that ultimately matter the most.

29. What Does Leadership Take? Old Rules? Going … Going …. Gone! Permanent Whitewater …. Change is the only given! Need a changeless core … to hear above the noise & roar! VISION. PURPOSE. ALIGNMENT & PRINCIPLES.

30. What Do Your Employees Expect From Their Leaders? • To hear the unheard and see the unseen • Understand the context • To see the way • Provide vision and focus • To see and create the connections • Provide alignment • To do the right things, right and make things work together • Execute with excellence • To see others for everything they can offer • To release the potential of employees • To realize the potential of employees • To reward the potential of employees • And …

31. To create a legacy that each individual can be proud of.

32. QUESTIONS Anne Becker climb@rogers.com 519-574-3387