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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

Horticulture New Zealand Conference

People and planning in difficult times

Wednesday 22 July, 2009

Jamie Sinclair


  • 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


    • 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


    • 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

    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




    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