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DRIVING GROWTH THROUGH LEADERSHIP Justin Dunn

Explore RSA's evolving corporate DNA, leadership curriculum, culture survey results, and strategies for driving growth through leadership development.

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DRIVING GROWTH THROUGH LEADERSHIP Justin Dunn

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  1. DRIVING GROWTH THROUGH LEADERSHIPJustin Dunn

  2. AGENDA • Who are we? • Leadership development @ RSA • What’s missing? • Key challenges

  3. RSA: OUR CORPORATE DNA Est.1710: a 300 year heritage FTSE-100 General Insurer Over 20,000 employees in 34 countries Premiums in excess of £6.7bn and £4bn market cap UK’s first carbon-neutral insurer Member of FTSE4Good Index Strong position in attractive markets A stable and well run business 3

  4. SHIFTING TO A GROWTH CULTURE GES GROUP RESULTS PMIS RESULTS 4.49 73% Q1 - Knowing what’s expected Q12 - Opportunities to learn and grow Q6 - Someone has talked to me about my development B4 - My 1:1s have helped me to build on my strengths D2 - My leader and I discuss progress on my development plan at least twice a year D4 - My development plan helps me to develop for future roles 4.23 71% 4.14 52% 4

  5. CULTURE SURVEY 2003 Culture 2003 Target Culture • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to customers • Dependence on hierarchy • Supporting the decision’s of one’s boss • Treating employees fairly and consistently • Supporting top management decisions • Tolerating well-meaning mistakes and not learning • Being loyal and attendant to the company • Maintaining existing customer accounts • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to customers • Rewarding superior performance • Attracting top talent • Continuously improving operations • Being flexible and adaptive in thinking and approach • Maintaining a high sense of urgency • Demonstrating understanding of the customer’s point of view • Maintaining clear lines of authority and accountability PATERNALISTIC PERFORMANCE 5

  6. LEADERSHIP CURRICULUM Executive Leadership Transition Programme EDP Senior Management Transition Programme LDP Great Leadership 2 Fast Track Programme Great Leadership 1 Graduate Development Programme Internships with Business Schools and Universities Induction (General, Graduate, Fast Track, Senior Leadership)

  7. WHAT IS EDP? • Targets the successors to our Top 100 • Delegates selected via a development centre • Exposure to the Group Exec • Big projects! • Great networking • Emotional Intelligence coaching • Runs annually • Now in our 6th year • Amazing success stories

  8. WHAT IS LDP? • Winner of the UK CIPD Organisational learning award 2010! • Regionally- delivered (up to 6 programmes delivered annually) • Seeks to develop delegates to a senior business/Regional CEO role • Excellent networking opportunities (including move to more mixed programmes) • Emotional Intelligence coaching Project success stories • 86% retention rates amongst delegates • High engagement scores for delegates and teams

  9. WHAT IS GREAT LEADERSHIP 1? • Provides a ‘jump start’ for new leaders • Focuses on the transition into leadership and the difference between managers and leaders • Core skills gaps covered include coaching, leading, stakeholder management etc • Emotional Intelligence coaching • Internally-led by supplier-accredited facilitators • Delivered in local language across the business • Over 1000 leaders attended since Jan 2008

  10. WHAT IS GREAT LEADERSHIP 2? • Aimed at seasoned or senior leaders who lead large teams • We use ECI and a number of other diagnostics uses • Acknowledges the need for a number of leadership styles • Opportunities to role-play your most challenging situations with an actor! • Delivered locally by external partners • Over 330 delegates attended

  11. LEARNING & DEVELOPMENT SUCCESSES - LDP NUMBERS 65total no. of moves & promotions 37%percentage of upwards moves 173 leaders through LDP 23 different countries 100% delegates in succession plans 86%retention of delegates £975kcost saving vs. externals Increasedengagement scores 11

  12. HOW DO WE KEEP OUR PROGRAMMES RELEVANT? Virtual development centres Use IT to create communities Regular evaluation Roll-out some content across the organisation Deliver using a blended approach Sharing outcomes between regions Aligning to our capability framework More mixed programmes 12

  13. CULTURECHANGE- WHAT’S OUR NEXT CHALLENGE?

  14. CULTURE SURVEY 2003 Culture 2003 Target Culture • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to customers • Dependence on hierarchy • Supporting the decision’s of one’s boss • Treating employees fairly and consistently • Supporting top management decisions • Tolerating well-meaning mistakes and not learning • Being loyal and attendant to the company • Maintaining existing customer accounts • Encouraging teamwork • Achieving budgeted objectives • Delivering reliably on commitments to customers • Rewarding superior performance • Attracting top talent • Continuously improving operations • Being flexible and adaptive in thinking and approach • Maintaining a high sense of urgency • Demonstrating understanding of the customer’s point of view • Maintaining clear lines of authority and accountability PERFORMANCE PATERNALISTIC 14

  15. THE CHALLENGES • Where are we going? • What leadership qualities to we need to get us there? • Coaching and mentoring • Delighting customers • Being creative 15

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