Be All You Want To Be in Unilever: a powerful and thought provoking guide for senior leaders on their on-boarding journey. Specifically, insights into the Unilever culture, ambitions and ways of working.
HR is often expected to take the lead in helping Organisations, leaders and individuals grow their focus on talent.
What is often forgotten within HR is to focus on applying the same rigour to developing the talent in our own profession.
During phase one of this programme, DuPont identified over 60 global functional and divisional leaders who had the potential for bigger roles. In partnership with DuPont we developed a two stage leadership programme.
A new business model and Store formats won't carry weight, without a corresponding change in mindset and behaviour. But not just with the leadership population, but with customer-facing colleagues too. This is what we partnered B&Q with.
A modular leadership programme for Nokia Entertainment. Over 6 programmes spread over 12 months Nokia leaders have worked as a leadership community to explore:
Module 1: What inspires and drives me? We introduced the Motivation Index and Values Cards and supported leaders to have 3 compelling conversations - with each other and with their team
Module 2: When am I at my best and how do I leverage my strengths more of the time? We introduced the Strengths cards and built in peer-to-peer feedback. Participants also committed to engaging their teams with the tools and the activities they personally experienced.
Module 3: Understanding my team. Participants worked through our team profiling tool: The 16-box 'Willing and Able' matrix. Participants developed a personalised development plan for each team member.
Module 4: Leaders as Facilitators: how to create leadership as a way of being...in every team meeting, every one-to-one and change initiative. Participants were introduced to our Game Changers toolkit and equipped leaders with the skills and the means to coach teams to handle both the task and the relationship aspects of delivering projects.
Module 5: Building winning teams. Participants explored real-time data from their team's Motivation index. And used this as a catalyst for having 'person-centred' one-to-one conversations specifically around aspects of personal motivation.
Module 6: Creating a learning culture: we introduced the 30-day Challenge cards, as a means of leaders exploring simple ways they can build talent development into every aspect of their working lives. And to commit to the 30-day challenge - so positive habits and engaging ways of working become the norm.