CCI Hearts HR: Who Dares Wins - Applying the SAS mantra to teams in the commercial world

Applying the SAS mantra to teams in the commercial world

Presented by: Jessica Price Bob Hunter

WHO DARES WINS

House Rules

• The chat box is available if you have any questions

• Please “raise your hand” if you have any technical issues.

• There will be time for questions during the webinar.

• We will be recording the webinar for future viewing.

• Our slides will be available after this session.

• Join the conversation on Twitter with #CCIHeartsHR

#CCIHeartsHR

Meet your experts

Jessica Price Manager

Employee Relations Consulting

#CCIHeartsHR

Bob Hunter Founder

Operational Leadership Consulting

Bob Hunter; Business owner, Military Leader, International Consulting, Community Organisations, Team & Sports Coaching

WHO DARES WINS WHAT DOES THIS MEAN TO YOU ?

Who Dares Wins !

Right people

Aligned team

oVoice

oVision

oValues/Behaviours

oAccountability

Planning and adapting

WHAT DOES LEADERSHIP MEAN TO YOU ?

Leadership vs Management

Leadership Management

• Establish direction • Align team with the direction through

communication • Developing the potential of each

team member • Motivating the team to overcome

hurdles towards the defined goals

• Planning & Budgeting • Organising & establishing structures • Controlling & problem solving

People-focus for long term task success

Task-focus for short term task success

Source: Daniel Kehoe

The distinction is important but the two are closely related- good leadership must include strong management (directly or via delegation)

LEADING IN THE MILITARY

Military Leadership & Teams Army Core Values Courage

Respect

Initiative

Teamwork

Australian Defence Force Academy Values • Courage • Respect • Integrity • Service • Professionalism

LEADING IN SPECIAL FORCES

Who Dares Wins

Endless pursuit of

Excellence. Discipline in all we do. Classlessness. Humour. Humility.

An Effective Team

EXPECTED TO HAVE A VOICE

HOLD EACH OTHER TO ACCOUNT – NO ‘FEAR OR FAVOUR’

STRONG VALUES CODE

CLEAR MISSION & VISION

‘Having a Voice’ ‘Leadership Distributed to all levels’ The Key Enabler to Operational Success (Safety, Productivity and Innovation)

LEADING IN YOUR BUSINESS

Company – Values (An example)

Leadership

Integrity

Curiosity

Discipline

LEADING THROUGH CHALLENGES

Blackhawk Accident

LEADING IN BUSINESS & LIFE HAVING A VOICE - WHY IT’S IMPORTANT

What do sporting teams do as a team ?

LEADING COMMERCIALLY IN HIGH RISK WORLD

Iraqi Elections

Ballot & Election Tasks

Distribution

• 3,000 + tonnes of Ballot & Voting material

Collection

• Collect tally sheets

• Secure delivery of ballot to Baghdad

• Recover electoral equipment

Planning Issues & Solutions

EFFECTIVE TEAM LEADERSHIP WHAT ARE YOU GOING TO DO ?

There are nine widely accepted principles of effective leadership: 1. Lead by example. 2. Appreciate your own strengths and weaknesses and pursue self-

improvement. 3. Seek and accept responsibility. 4. Ensure that the task is understood, supervised and accomplished. 5. Make sound and timely decisions. 6. Know your people and look after their welfare. 7. Develop the leadership potential of your people. 8. Train and coach your people as a team and employ them up to their full

capabilities. 9. Keep your people informed of the team’s purpose, the changing situation

and the overall picture.

Source- Various, e.g. Military Leadership Training Manual or The Leadership Challenge, Kouzes and Posner, 1987

9 Principles of Effective Leadership

Leadership & Team Effectiveness

Do all team members have a

voice ? Is it listened to ?

What sort of team do you want to

have ? What will you do ?

What are we trying to achieve as a team ?

Effective Teams

Have a Voice

• Genuine input & able to be heard. • Forums & Mediums to provide a voice – Safety/Productivity/Innovation. • Empowered at all levels supported by mutual “Active Listening.”

Vision

• Mission – Clarity of our role/task & how we will perform. • Plan/Goals - What expectations of performance. KPI’s. • How do we wish to be described/seen as a team.

Agreed Behaviours

• Code of Conduct. How we will Act/Behave to achieve the Vision. • Developed by the team for the team. Our “Culture.” • Documented & Visible. Not just “words on the wall.”

Account-able

• Measures to hold each other to account. • Feedback is regular. Visible, measured & close the loop on issues. • Internal or external review. Regular audit & measure (quarterly) stakeholder application of behaviours. Coaching to develop.

Distributed Leadership

1 1 3

DO YOU AND YOUR TEAM DARE TO WIN ? THANK YOU

Bob Hunter Jessica Price +61 413 045 355 9365 - 7630

[email protected] [email protected]

@CCI_jessprice

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