Be the change : what difference will you make ?

1. Be the change :what difference will you make ? Group Counsel Conference 13 September 2018 Chris Roebuck, Hon Visiting Professor of Transformational Leadership, Cass Business School, London @Chris__Roebuck

2. Using the slide pack This slide set contains those from the presentation plus some additional slides you might find useful. To get maximum value from the event I suggest that everyone should identify 3 actions you can take as a result of what you saw which: • Improve your own leadership • Enable you team to perform better • Help the organisation perform better Further useful ideas and articles on www.chrisroebuck.co. If you want to give feedback on these ideas and how you have been able to implement them you can e mail chris@chrisroebuck.net. For video clips you may be able to use see my You Tube channel. If you are interested in me delivering the presentation to your management team or others to get them inspired and help your organisation deliver “I CARE” please get in touch. 0207 374 8051.

3. General counsel of the future • Great lawyer • Great leader for function • Strategic leader for organisation • Organisational catalyst for better performance • Entrepreneurial thinker “Creating a world where the legal team is seen as proactively enabling better performance distracted as little as possible by problems that should not be there. ” @Chris__Rebuck

4. A mountain to climb ? • 88% & 55% more work & no time • 40% underestimate of job • 60% want to give best but…. • 42% blocked by “system” • Under 30% engaged • 40% want to escape their boss • 44% not enough sleep – work worry @Chris__Roebuck

5. Your experience 4. So you CARED what happened @Chris__Roebuck 1. MOTIVATED to go to work 2. INSPIRED at work 3. Because you had a BEST BOSS

6. How success is delivered ? STRATEGIC LEADERSHIP TRANSLATIONAL LEADERS PEOPLE : DELIVERY / SUCCESS @Chris__Roebuck

7. Key factors in success LEADERSHIP – Belief ME BELIEF IN WHAT I DO CAPABILITY TO DO IT ORGANISATION BELIEF IN SNR LEADERS ORGANSIATIONAL CAPABILITY CAPABILITY MY BOSS BELIEF IN THEM THEIR CAPABILITY @Chris__Roebuck 8

8. BASIC SKILLS MISSING, eg only 30% given delegation training LACK OF ENGAGEMENT LACK OF ALIGNMENT TO STRATEGIC OBJECTIVES BUREAUCRACY POOR COMMUNICATION SILO WORKING/THINKING @Chris__Roebuck What blocks success ? What % of initiatives over your career have been fully and successfully implemented ? Normal result : 20-30%

9. The core problem ? “GREAT STRATEGY FALLING ON THE BARREN GROUND OF LEADERS BELOW BOARD LEVEL WHO HAVE NOT BEEN GIVEN THE SKILLS, MOTIVATION OR UNDERSTANDING, TO DELIVER THE SUCCESS THAT’S POSSIBLE WITH THE STRATEGY.”.

10. Only 3 steps 1. Firm foundation2. Get the best from everyone – so they care2. Focus on what delivers success How can we get better ? Individual Leaders action And Organisational support – HR/ Senior Leaders, including GC. @Chris__Roebuck

11. Step 1 : Firm foundation : core capability TIME MANAGEMENT PRIORITISATION DELEGATION COMMUNICATION FEEDBACK DELEGATION ??????? @Chris__Roebuck

12. Firm foundation enables : • Effective physical control of task • Self confidence • More time • Time to inspire • Team confidence • Flexibility

13. Step 2 : Getting the best from everyone : inspire them to give their best ! @Chris__Roebuck

14. What can we do ? @Chris__Roebuck “Pleasure in the job puts perfection in the work." Aristotle 385 – 322 BCE

15. Leadership is simple….in principle @Chris__Roebuck @Chris__Rebuck

16. Your experience 4. So you CARED what happened @Chris__Roebuck 1. MOTIVATED to go to work 2. INSPIRED at work 3. Because you had a BEST BOSS

17. What made you CARE & give your best ? Set realistic but challenging targets Kept me informed about what was going on Let me get on with things and didn’t interfere – empowered me. Developed my skills and career Praised me and encouraged me Making me part of a successful organisation with good culture Respected me as a professional and a person Backed me up when required Acted with integrity Led by example Listened to what I said and my ideas Genuinely cared about me Didn’t blame me for genuine mistakes Was fair and treated me decently Inspired me with their enthusiasm Built trust and transparency TASK PEOPLE BOTH @Chris__Roebuck

18. You having a BEST BOSS and being a BEST BOSS or INFLUENCER @Chris__Roebuck

19. Task focus alone is counter productive TEAM TASK Balancing all 3 elements is critical x INDIVIDUAL CONTEXT @Chris__Rebuck

20. Why does this work ? Basic psychology Reciprocation You do something I view as positive SEROTONIN You view that as positive and respond positively I will respond positively @Chris__Roebuck

21. Emotion is key Plan to purchase 80% rational/20 emotional, purchase….? Decision to give high performance is 57% rational / 43% emotional Line manager accounts for 80% of the emotional ! Psychology isn’t just rational ! Sub conscious 90% Conscious 10 % 0.07 sec – TIME YOUR SUB CONSCIOUS TAKES TO DECIDE IF YOU LIKE SOMEONE @Chris__Roebuck

22. Maximum impact isn’t where you expect 23 Effort put into specific areas by organisations vs the impact on employee performance Behaviours Style Attitude Enthusiasm Discussions Remarks Stories Effort : 5 - 7% Impact : 85 - 90% INFORMAL Process Policies Measures Speeches Announcements Documents Effort : 80-85% Impact : 3 - 5% CONSCIOUS SUB CONSCIOUS FORMAL

23. The power of belief If your people believe and are inspired they care ASTON MARTIN VIDEO Then you don’t need a system they do it for you ! @Chris__Roebuck

24. Impact at individual level @Chris__Roebuck • Tell people what they do contributes to bigger picture + 28% • Fair & accurate feedback day to day + 39% • A good development plan supported by the line manager + 38% • Showing employees you genuinely care + 25% • A good boss can reduce the risk of talent loss by 87% • A good boss can develop POTENTIAL by 30% as well as performance • Money / promotion effect lasts 12 weeks

25. UBS experience – impact of good leaders @Chris__Roebuck 2002 – 2004 Operating profit + 235% Earnings per share + 266% Return on Equity + 286% Market Capitalisation + 130% Headcount – 3% Distribution per share + 50% Increase in brand value + 51% (2004-7) Increase in Human Capital ROI + 24% (2002-7) @Chris__Rebuck

26. More evidence ….. • Companies with high engagement are 71% more likely to out perform their peers in sector. • Can produce an Earnings per share 2.6 times higher than competitors with low engagement (Gallup) • Could increase revenue by up to 43% (Hay) • Companies with greater than 10% profit growth had 39% more engaged staff and 45% few disengaged staff than those with less than 10% growth (Hewitt) • Bank branches with high employee engagement achieved 16% high profit margin growth than those with lower scores (Standard Chartered) • Accenture managed to increase net revenue by 21.6% in 6 months by implementing an engagement initiative. • Engagement can halve days lost though sickness (CBI) • Reduce risk of talent loss by 87%

27. Applicable in all sectors. UK house construction company 2014 - 2016 “I would recommend the company as a great place to work to friends or family” Up from under 40% to 82% in 2 years AND More entrepreneurial approach Error rates significantly reduced Quality assessments improved Customer feedback improved Profits up 40% @Chris__Roebuck @Chris__Rebuck 28

28. How much benefit ? PROVEN & SIGNIFICANT 30% more effort from 60% of people @Chris__Roebuck

29. So from the investor perspective + 10 - 15% on bottom line at no cost. So similar impact on public sector performace 30% extra from 60%= 20% more total effort = @Chris__Roebuck

30. Does this work ? The final evidence This feedback came in May 20th 2018 : As it happens, tomorrow I am using your presentation from UK Defence Academy in 2016 as inspiration to conduct a ‘leading with integrity’ workshop with a group of about 10 officers and senior NCOs. We are deployed on operations on the other side of the world in the Asia Pacific as the UK’s very high readiness amphibious assault ship on a 10 month deployment, far from home and on strategic tasking - leading and inspiring people could not be more important.  My workshop will discuss what ‘makes a good boss’ and initiate conversations of self reflection to reinforce enduring qualities that we all must remind ourselves of if we are to be effective leaders. MJ Commander, Royal Navy @Chris__Rebuck

31. Step 3 : Focus effort onto what delivers success! @Chris__Rebuck

32. Focus onto what delivers success Could deliver 50% more performance Purpose & Context Understanding the BIG picture is critical to effective focus of effort onto key deliverables @Chris__Roebuck

33. For success you must be Entrepreneurial Entrepreneurial mindset External mindset Strategic understanding Operational understanding People / project/ financial knowledge Great functional knowledge

34. Entrepreneurial leadership Personal responsibility Belief in the purpose now and in the future Total focus on customers @Chris__Roebuck

35. Understand whole organisation Optimise risk management Innovation & improvement Efficiency & Simplicity Building the brand and the future @Chris__Roebuck

36. UBS CEO : “EVERY EMPLOYEE MUST BECOME A PROACTIVE BRAND AMBASADOR FOR US TO BE SUCCESSFUL” @Chris__Rebuck

37. Engaging employees EMOTIONAL DRIVER

38. Engaging customers EMOTIONAL DRIVER @Chris__Roebuck

39. People want to give their best ! – Engage for success video – please watchhttps://youtu.be/xqO3sfRZDAE

40. @Chris__Roebuck “Success is about building a WE not ME culture.”

41. Key question @Chris__Roebuck “Why should people care about their boss or the organisation if their boss and the organisation hasn’t shown they care about them ?”

42. THE TRANSFORMATION YOU NEED IS SO SIMPLE @Chris__Roebuck

43. The holistic solution….. High performance Customer focus Developing others for future ICARE Change, Cost & Innovation Efficiency Risk management

44. Key factors in success LEADERSHIP – Belief ME BELIEF IN WHAT I DO CAPABILITY TO DO IT ORGANISATION BELIEF IN SNR LEADERS ORGANSIATIONAL CAPABILITY CAPABILITY MY BOSS BELIEF IN THEM THEIR CAPABILITY @Chris__Roebuck 45

45. OLD WORLD : Tell – what and how CURRENT WORLD : Tell – what, how, why PURPOSE DRIVEN FUTURE : Why, what, people decide how – empower ! @Chris__Rebuck 46 @Chris__Roebuck

46. Trust, Change and Transformation TRUST short circuits the “pit” External energy Action Shock Acceptance / agreement Disbelief Blame others Analysis Blame self Internal energy Self pity, despair, immobilisation

47. Your impact as strategic leaders Potential increases in employee effort resultant from senior leadership actions on leadership and culture 29% 26% 25% 23% 23% 21% 20% 20%

48. 3 key actions to enable I CARE…. 1.Firm Foundation : time management, prioritisation, delegation, communicating, giving feedback. 2. Getting people to give their best - Simple day to day actions by every leader – inspiring their people. 3. Focusing the best on what delivers success– Understanding how to focuses the best on to critical deliverables. “Building an aligned community of effort and collaboration focused on effectively delivering excellence to customers via capable people who CARE.”

49. Your organisation/team has to have • Purpose – compelling purpose to what it is doing • Perspective – wider view of how this contributes to whole organisation and how this works • Partnership – “we more than me” to serve our customers • Priorities – knowing what’s important • Performance – striving for excellence

50. Your actions Please identify and implement 3 key actions that will • Enable you to be a better leader • Enable the team to perform better • Enable the wider organisation to be better