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Managing and Leading Developing Talent Why Some Leaders Excel Leadership Derailers

Managing and Leading Developing Talent Why Some Leaders Excel Leadership Derailers. Managing The science of retail or any business. Plan: develop the process Budget: allocate non-personal resources, inventory, markdowns, space

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Managing and Leading Developing Talent Why Some Leaders Excel Leadership Derailers

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  1. Managing and LeadingDeveloping TalentWhy Some Leaders ExcelLeadership Derailers

  2. ManagingThe science of retail or any business • Plan: develop the process • Budget: allocate non-personal resources, inventory, markdowns, space • Monitor: establish metrics, who is delivering • Control: guidelines for performance, plans & revisions

  3. Leadership- The Art of RetailKey to Sustainable Results • Vision: Create a sense of purpose for your team • Team: Coach, motivate and train your team • Resources: Align resources, get others on board • Roadblocks: Eliminate them

  4. Leadership - Vision • Create a sense of purpose – passion • Involve others: team, boss, support, stores, vendors • Communicate your vision • Frequently – every meeting, every day • Passion – inspire confidence conviction

  5. Leadership - Passion “What do you do when no one tells you what to do? Any activity that makes you excited, grabs you by the soul it captures your imagination. It’s what you dream and that dream can become your life's work” Kevin Carroll – Rules of the Red Rubber Ball

  6. Leadership - Passion • Commit to your passion • Build & nurture relationships, collaborate • Be creative and innovative • Do the lonely unglamorous work • Challenge boundaries • Expect the unexpected • Maximize the moment, focus on the present to create the future you desire

  7. Leadership -Team • Coach motivate develop • Provide challenging assignments, delegate, empower • Provide direction, specific or general • Ask probing questions, peel back the onion • Give specific acute feedback • Ask “What do you hear me say?”

  8. Leadership - Resources • Align resources and get others on board • Support groups, vendors, technology, sourcing • Involve them up front, make them part of developing your vision • Headcount, funds, space, time, support • Are your highest level executives leading the most complex projects?

  9. Leadership - Resources “Attracting and maintaining the large network of resources necessary to accomplish a sound agenda, demands enormous credibility, which in turn usually requires:

  10. Leadership - Resources • Impressive track record • Solid cooperative working relationships with lots of relevant players • Interpersonal capacity and integrity that are needed to develop credible relationships with a broad set of people fairly easily and quickly John Kotter, Leaders in Profile

  11. Leadership - Roadblocks Eliminate them • Time, Headcount,Systems … Red tape • Help your team navigate organization • Do what it takes so your team can move fast Speed is life

  12. Leadership Vision Team Resources Roadblocks Management Plan Budget Monitor Control Managers: May deliver results by controlling the situation Leaders: Always develop a high performance team who, over time, delivers consistent and sustainable results

  13. Talent Development Communication Skills • Communicate frequently & with passion a well thought out plan. • Keep team on track by providing open, honest feedback. • Understand the impact of your words on the team (big dog); on the organization (stabilize not instigate) • Listen: Ask probing questions and hear the response. • Create environment where others want to share. • Amazing what you learn when you listen.

  14. Talent Development “Start by listening. If I were teaching a course at Harvard Business School, I’d put a lot of emphasis on listening. Listening means asking good questions and taking in what people have to say. Listening also means hearing what people are not saying” David McCullough, Timeless Leadership

  15. Talent Development Get people out of their comfort zone • Projects, positions • When you’re uncomfortable - you are learning Invest your time in your team, get to know them • Interviews, lunches, tours and trips • Officers, Sr. Buyers, Managers and trainees • Team is broad, support groups, stores • Be humble, no B.S.

  16. Talent Development Stand for something • What is your passion? • What is your Red Rubber Ball? • Have a strong point of view, team • Your only as good as the last thing you go • Protect your reputation

  17. Talent Development Respect • Build a team of diverse backgrounds and personalities • Flex your style to each • Merchandise Specialist to Gregg Steinhafel, treat everyone with respect Set the bar high – never settle – extreme goals • Innovation springs from seemingly impossible goals This economic environment creates opportunity • Ask a lot of questions • Demand a lot of input

  18. Talent Development Have mentors • Formal and informal • Training mentor • Mentor, outside your group • Develop a good peer network Strong relationships that result from delivering results and networking empower your team to move with a speed is life approach.

  19. Talent Development Be Honest • Tell people where they stand • What you like • What they need to work on • Hold them accountable • Do not sandwich your message Be Fair • In everything you do conduct yourself with a degree of transparency, in a way that is consistent with and reinforces your own high standards

  20. Talent Development Be genuinely interested in helping your team develop

  21. Why Do Some Leaders Excel Knowledge • Industry: Product, competition, industry • Contextual: Technology, global, government, social, labor Relationships • Develop a collaborative and broad network throughout the business and industry Reputation and Track Record • Credible, consistent, accountable, resilient. They can be counted on !!

  22. Why Do Some Leaders Excel Abilities and Skills • Develop their team and working relationships by being sensitive to others and genuinely interested in helping others develop. They are genuine. • Communication, analytical, strategic, multidimensional judgement Values • They gain trust and build integrity by valuing all types of individuals and all work groups.

  23. Why Do Some Leaders Excel Motivation • They are passionate. They have a high energy level to innovate and drive change • Desire to lead, self evidence

  24. Leadership Derailers Unethical Behavior • Theft, harassing, dishonesty, abusive • Zero tolerance Insensitivity to Others • Treat people with respect • Treat everyone how you would like to be treated Lack of Trust and Credibility • Build walls around you • Can’t drive change

  25. Leadership Derailers Focus on Only You • Focus should be on your team • Do the best job you can Lack of Organizational Savvy • Know what, when, how to say something • Do you have a mentor Relationship with your Boss • Pretty self explanatory • Make his/her job easier

  26. Leadership Derailers Family Conflict • Be aware of your partners comments/feelings • You can’t feel guilty at work Poor Results • Lots of patience for good leader • But ultimately we’re all expected to deliver

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