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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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Horticulture new zealand conference

Horticulture New Zealand Conference

People and planning in difficult times

Wednesday 22 July, 2009

Jamie Sinclair


Leadership

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


  • Strategy planning

    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


    People culture

    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


    Customer

    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


    Execution

    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 performance10. Better equipment/resources

    • Get it right, first time, every time


    One page plan

    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 …?


    One page plan1

    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


    One page plan2

    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


    One page plan3

    One Page Plan

    Big Picture Goals

    Growing the Business

    Improving the Business

    Culture Statement


    Golden rules in difficult times

    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


    Golden rules in difficult times1

    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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