LEADING THE BRAND - Ron Phillips Senior Vice President of Human Resources - Retail
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LEADING
THE BRAND
Ron Phillips
Senior Vice President of Human Resources - Retail
“If your actions inspire others to dream more, learn
more, do more and become more, you are a leader.”
- John Quincy Adams
Leaders Create The Brand
Your Leadership Matters!
Culture
Welcome Friendly
Value Respect
Be Here Now
Accountability Always
Fun Convenient Care
Work-life Blending
Secure
Pride Engage
Own it
Safe Positive Attitude
Respond Customer Focused
Smiling
Their Name
Efficient
Results Anticipate Reliable
Leading
BUSINESS RESULTS
CULTURE, BRAND
CUSTOMER
EXPERIENCE
EMPLOYEE
EXPERIENCE
Culture is created
continuously. We
each contribute to
the culture of the LEADERSHIP
room we are in.
“We are in a new world, using old tools.”
-Thomas Friedman, The World is Flat
Leadership Must Evolve At Pace with Change
The World of Work is
ChangingWORKFORCE WORKFORCE VALUES &
DEMOGRAPHICS EXPECTATIONS TRENDS
TRENDS
Tech savvy, communicate
Three generations in the digitally
workforce Expect to learn, grow
Retirements & new young Seek meaning, purpose
talent with different growth
expectations Enjoy teamwork
Workforce
OTHER WORKFORCE
FEEDBACK
Extreme loyalty to immediate
supervisor
Strong identity with “my team”Δ
V O L AT I L E U N C E R TA I N
SPEED OF CHANGE ACCELERATING UNPREDICTABILITY OF ISSUES &
SUDDEN DISRUPTIONS EVENTS
UNSTABLE GEO-POLITICAL, INFORMATION LACKING
MARKET, & CLIMATE FORCES
VUCA World
COMPLEX AMBIGUOUS
MULTIPLE, CONFLICTING FORCES OPPORTUNITIES AND THREATS
CONFOUNDING ISSUES HARD TO DEFINE
NO CLEAR CAUSE-EFFECT CHAIN UNCLEAR CONSEQUENCES OF
OVERWHELMING INFORMATION POTENTIAL ACTIONSCUSTOMERS COMPETITION &
Increasing expectations FINANCIAL
Digital & tech savvy Rapid growth
New Ship
Social media & (or new & Increasing capacity
transparency of their
experience requires rapid old) photo Cost reduction &
response & smart frontline leveraging scale require
decisions greater X-F integration
Changes in Business
REGULATORY &
COMPLIANCE
Advanced technology
Greater complexity
Need for better & better
safety & security
SustainabilityLeadership Must Evolve at a Pace With Change
Changing Workforce VUCA World Business Changes
Time for a Leadership OS UpdateDefault Leadership System: Hierarchy
Time for an OS Update
CHARACTERISTICS EFFECTIVE WHEN UNWRITTEN RULES
• Tall chain of command, • Workforce unskilled, • Do whatever the boss
layers had few career options says
• Policy and procedure • Market/competition • Sacrifice individuality
over critical thinking stable, predictable for security. Self-
• External controls over • Profitability the only interest.
employees: “hold” stakeholder • Questioning authority
accountable, blame • Assembly line, stable or telling the truth ruins
• Paternalistic: “we know process careers
what’s best” • Control over narrow • Focus on your job only:
• Loyalty, compliance w tasks & skills “heads down”
authority • Efficiency valued over • Others decide your
• Problems, issues quality or service career path/moves
viewed parochially. • People seen as
Broader consequences replaceable parts
unseen.Default Leadership System: Costs
Time for an OS Update
THE VIEW LOOKING UPWARD THE VIEW FROM ABOVE
• Political safety: looking good a • See left column
top priority • Managers must maintain control,
• Wait for permission, direction, order
risk free guarantees • Live in a fishbowl, isolated from
• Low trust. Always say yes. the truth
Customer = highest level boss • “Why don’t they act
• Expect top management to have empowered?”
all the answers • Narrow, silo focus. Compete with,
• Avoid conflict. Don’t share bad don’t trust peers
news or discuss tough issues • Tough to discern “boss pleasing”
• Wish they would change from competence/potential
• Fear and complacency • Don’t move forward until all steps
defined
• Wish they would changeLeadership OS Update
FROM: HIERARCHY TO: INTENTIONAL EFFECTIVE LEADERSHIP
• Command and control; authority-based • Inspires people with vision, purpose, meaning
• Narrow self-interest; silo thinking • Collaborate, partner across functions
• Low trust. Customer = highest level boss. • Builds trust. Speaks & encourages truth
Customer is always right. • Leader develops, coaches, asks great
• Leader has all the answers questions. Learns and discovers with people.
Adaptability.
• Avoid conflict and feedback; talk about people
• Direct, honest, helpful, timely feedback (in all
• Impersonal relationships: status distancing directions)
• Inspires fear and complacency • People encouraged to think and act in the
• Policy and procedure prescribes what & how company’s best interests – Enterprise Thinking
• People concerned with individual political • Builds teams at all levels; leads as a team
safety or approvalLeadership System Update Challenge
Courage and Persistence to Meet the Resistance
FORCES FOR CHANGE SOCIAL SYSTEM INERTIA
Complexity calls Habits, routines
for more
collaboration Comfort w status quo
New talent Desire for security
expects stretch over accountability
03 Leader doesn’t get
Biz requires more
integration truthful feedbackReflection Consider Your Own Organization & Leadership 1. What attributes of hierarchy are most prevalent on your team? 2. What are the costs or negative impacts? 3. In what ways is your own leadership unintentionally contributing to reinforcing this, keeping it in place? 4. What might you consider changing?
“The task of leadership is not to put greatness into
humanity, but to elicit it, for the greatness is already
there..”
-John Buchan
Leadership Vision: Intentional and EffectiveIntentional Effective Leadership
ENGAGE & SELF MASTERY PURPOSE & VISION
EMPOWER Lead from inside-out Clear on future you are
PURPOSE Know yourself; invite creating
RESEARCH
& VISION feedback What you believe in
PLANNING
Create the future mindset Leadership legacy
Authenticity, integrity All actions purposeful,
Lifelong learner. Curious. intentional
SELF
MASTERY
ENGAGE & EMPOWER ALIGN SYSTEMS
PURPOSE & Caring, trust-based Focus
S A L E S on mission-critical
VISION relationships results & processes
Coach, stretch & develop Systems thinker, whole
ALIGN & IMPROVE Foster teamwork; company success
SYSTEMS collaborate Sustainability of talent &
Interpersonal intelligence resourcesSelf Mastery
Lead from the Inside Out
ENGAGE
&
EMPOWER
SELF
MASTERY
KNOW YOURSELF. CREATE THE FUTURE
PURPOSE
& VISION INVITE CANDID FEEDBACK MINDSET
ALIGN & IMPROVE
SYSTEMS
PURPOSE • Ask for & use feedbackR E S E A R C H • “Play to win” vs. “play to not lose”
& VISION • Aware of impact of their behavior • Know your inner game: thinking
SELF • Continuously learn about personal
PLANNING
patterns that drive your behavior
MASTERY strengths & weaknesses • Stay future–focused, creating your
desired future vs. fixing problems
• Balanced life – manage, renew
energy • Maintain composure & focus
AUTHENTICITY, INTEGRITY LIFELONG LEARNER.
CURIOUS
“When a man starts • Take tough stands, openly deal
with difficult issues & relationships
• Active Sinterest
ALES
in learning &
growth
out to build a world, he • Show vulnerability; OK to not • Take time to reflect and assess
know • Seek out full understanding of
starts first with • Walk the talk; adhere to espoused perspectives & data
himself.” values • Openness to other points of view
• Humanity and humility
Langston HughesPurpose & Vision
Your Leadership Focus
ENGAGE
&
EMPOWER
SELF
MASTERY
PURPOSE
FUTURE YOU ARE CREATING LEADERSHIP LEGACY
& VISION
ALIGN & IMPROVE
SYSTEMS
PURPOSE • Clear on what will be better in the • Strong sense of how you intend to
& VISION future in your work unit & why that make a difference
PURPOSE matters to the business • CommittedP to
LANNING
leaving the
• Role model commitment to that organization & people better as
& VISION result of your leadership
vision
INSPIRE WITH YOUR BELIEFS, PURPOSE & INTENTION IN
VISION, THE “WHY” ACTIONS & DECISIONS
FUTURE YOU ARE
CREATING vision within • Strategically,
• Clearly communicate rigorously plan &
“Leadership is the & beyond work unit SALES
deploy resources & personal time
for near & long term success
• Communicate the “why,” meaning
capacity to translate behind initiatives and events • Achieve goals and high
• performance standards
vision into reality.” Help people connect their efforts
to the vision • Consider leadership & cultural
• Help others see & celebrate impact of actions, decisions &
Warren Bennis communications
progressEngage & Empower
Unleash the Potential of People & Teams
ENGAGE
&
EMPOWER
SELF
MASTERY
PURPOSE
CARING, TRUST-BASED FOSTER TEAMWORK.
& VISION
ALIGN & IMPROVE RELATIONSHIPS COLLABORATE
SYSTEMS
PURPOSE
• Trusting and trustworthyR E S E A R C H • Leadership is collective – act as a
& VISION leadershipPteam
• Develop & maintain warm caring LANNING
ENGAGE & relationships • Utilize teams for complex
EMPOWER • Manage conflict while maintaining initiatives
relationships • Work across silos, seeking &
supporting common ground
COACH, STRETCH, INTERPERSONAL
DEVELOP INTELLIGENCE
• Give more & more authority to • Focused,S A
effective listening
“When you were made a best talent. Stretch their abilities.
LES
• Deal with others’ feelings and
leader you weren’t given a • Provide helpful coaching to reactions
improve motivation and • Manage own feelings to stay in
crown. You were given the performance positive mindset & maintain trust
responsibility to bring out the • Support employee development – • Take responsibility for own role in
on the job and formal
best in others.” misunderstandings
• Develop leaders and leadership
Jack Welch teamsAlign and Improve Systems
Attend to the Whole and The Parts
ENGAGE
&
EMPOWER
SELF
MASTERY FOCUS ON MISSION-CRITICAL SYSTEMS THINKER
PURPOSE
& VISION
ALIGN & IMPROVE
RESULTS & PROCESSES WHOLE COMPANY SUCCESS
SYSTEMS
PURPOSE • Improve the most criticalR E S E A R C H • Redesign system/process to
&AVLIGN
ISION
& processes to reduce waste & solve multiple problems
PLANNING
improve results • Look for behavioral, cultural
IMPROVE • Engage all perspectives; factors in complex problems
SYSTEMS encourage bottom-up process • Consider broader company &
improvement external impact of decisions,
actions, policies
SUSTAINABILITY OF TALENT
AND RESOURCES
“To manage a system • Eliminate or reduce activities that SALES
effectively, you might focus on waste resources
the interactions of the parts • Ensure that work demands don’t
burn people out
rather than their behavior • Balance short term results & long
taken separately.” term company well being
Russell AckoffIntentional Effective Leadership
ENGAGE & SELF MASTERY PURPOSE & VISION
EMPOWER Lead from inside-out Clear on future you are
PURPOSE Know yourself; invite creating
RESEARCH
& VISION feedback What you believe in
PLANNING
Create the future mindset Leadership legacy
Authenticity, integrity All actions purposeful,
Lifelong learner. Curious. intentional
SELF
MASTERY
ENGAGE & EMPOWER ALIGN SYSTEMS
PURPOSE & Caring, trust-based Focus
S A L E S on mission-critical
VISION relationships results & processes
Coach, stretch & develop Systems thinker, whole
ALIGN & IMPROVE Foster teamwork; company success
SYSTEMS collaborate Sustainability of talent &
Interpersonal intelligence resourcesReflection Consider Your Own Organization & Leadership 1. Review the elements of Effective Intentional Leadership on the previous slides. 2. Which are your 2-3 greatest strengths? 3. Which 2-3 are most important to you to improve? 4. How might you get candid feedback on your leadership? 5. What is one idea you’d like to pursue to be more intentional in your leadership?
Leadership OS Update
FROM: HIERARCHY TO: INTENTIONAL EFFECTIVE LEADERSHIP
• Command and control; authority-based • Inspires people with vision, purpose, meaning.
• Narrow self-interest; silo thinking • Collaborate, partner across functions
• Low trust. Customer = highest level boss. • Builds trust. Speaks & encourages truth.
Customer is always right. • Leader develops, coaches, asks great
• Leader has all the answers questions. Learns and discovers with people.
Adaptability.
• Avoid conflict and feedback; talk about people
• Direct, honest, helpful, timely feedback (in all
• Impersonal relationships: status distancing directions)
• Inspires fear and complacency • People encouraged to think and act in CVS
• Policy and procedure prescribes what & how Health’s best interests
• People concerned with individual political • Builds teams at all levels; leads as a team
safety or approvalLeadership System Continuum
RESEARCH
PLANNING
0 50 100
Default Intentional
Hierarchical Effective
Leadership Leadership
SALES"Leadership and learning are indispensable to each
other.”
- John Fitzgerald Kennedy
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