Talk Seminars Blog

talkcreative 2007

Hello Everybody,

Thank you so much to those of you who attended talkcreative at Lord's Cricket Ground on the 4th October.

We have designed this blog to receive any of your feedback and as we continually strive to improve each event your thoughts would be most welcome.

talkseminars continues to grow with a record number of delegates attending talkcreative. Initial comments on the day were very positive with a large number expressing interest in forthcoming events.

Our official photos of the event will be posted shortly.

Finally special thanks must go to our Event Sponsors Trish Traynor and her team at 'Liquid Space' for their support.

All the best,

Richard

Richard Chase-Event Manager

   

      

Time To Change Your Thinking?

Great video here about the changing times in which we live. If ever there was a time for us to think (and be) more creative in business.... it's right now...

glumbert.com - Shift Happens

talkleadership at Lord's

Hello Everybody,

I'd just like to say a big thank you for attending talkleadership on Tuesday. We've had some very useful feedback which has been gratefully received.

Thank you to The Escape who posted the 'live web blog' (see links to the right) that was followed by scores of people who were unable to attend. It will, I'm sure be a useful reminder of the day. Our official photographs will be posted shortly.

In the meantime, please feel free to post your comments below and I look forward to speaking with you soon.

Richard Chase

Event Manager

 

15.25 - Martin Johnson

Martin came on to huge applause as he entered after a video of him doing his thing on the rugby pitch.

He spoke about when he started out as Captain of the British Lions with the two people who inspired him as a Captain, Dean Richards and Will Carling and their different styles.

He knew he had to do his own thing and be himself as Captain - being honest as himself.

He remembers the time Clive Woodward became manager and announced, "We are here to be the best in the world". That was the ambition, the vision:

How do we get there? We needed to spend attention to detail on everything. Hotels, changing rooms, etc. - critical non-essentials. All those little things to create an elite environment.

With a background in business, Clive transformed things to become more efficient. Changing behaviours, creating trust between the team as a whole. Generating pride as a player.

The rule book that was created, was lived. We bought into it as a set of guidelines. It became second nature. What it created was reliability - never let the team down!

Before the 2003 World Cup we were ranked number one in the world. When we arrived at World Cup Camp, I thought we were in great shape. Great teams have leaders that DO. To keep that edge was for us to work harder. We had a team of great players and players that had worked themselves hard to be great. The work ethic was shared between all players. We were all willing to learn more and more.

I used everyone to learn from. The oldest or youngest member of the squad, no matter what their experience. At the rugby world Cup training camp we all inspired each other to work harder. As Captain, I had to work harder to prove my place.

"If you have not given everything, you have given nothing." Clive Woodward - October 2003

People think the Captain shouts and gives great speeches before games. Communication for us was big talk and little talk:

Big talk is the strategy, the 'big stuff'. Little talk was about the smaller communication, the feedback, one-on-one or in smaller teams. Encouragement and acknowledgement. Sometimes, during a game, the little talk was a nod, a look, a pat on the back, that made the difference.

In the lead up to the final, in the semis, we had to drop Mike Tindall to allow Mike Catt to play for tactical reasons. Although disappointed, he worked so hard to help Mike Catt prepare and worked as hard as everyone else. In the final, we had to do the reverse but the result was the same. They knew the importance of the team - we all did.

When we got to the final, we had to stay grounded. 'Just do what you do normally'.

We went into so much detail. We had a referee on our squad advising us what the referee would be thinking on the day - it's his World Cup Final too. He wants to have a great day, we needed to understand his motivation on the big day.

Matt Dawson stayed calm under pressure to help me remain focussed and remember the big picture when times through the game were getting tense.

With a minute to go, we lost a penalty and scores were level. We went back to the huddle having been so close to winning. The Aussie crowd were ecstatic and the flow had changed. As we got back to the huddle I saw the look in the eyes of our players, I knew we were going to win, we needed some little-talk right then and we were getting it. The team didn't need geeing up we just need to focus on the specifics.

In extra time we went ahead with a drop goal and then the Australians scored to bring the scores level.

At the kick-off, we got together and organised the kick-off, the line out we knew we'd get and how we would play it. Getting together we all knew exactly what we needed to do. We all had our roles and we did exactly what we had planned.

Matt Dawson made a spontaneous play from a ruck that gave the room for us to push further forward which led to the Johnny Wilkinson drop goal and for us to win the World Cup.

Johnny scored that goal then because we were a great TEAM.

14.05 - Raise The Roof (Part Two) - Gary Bertwistle

Setting the standard as a leader needs you to walk-the-walk as well as talk-the-talk. If you can get your people to use the terminology of setting higher standards, the job becomes easier as people buy into the message and how you apply it.

What is your outstanding? - How GREAT do you need to be?

Gary used the analogy of sport (such as the difference between the winner at a Wimbledon Tennis Final and the loser) to emphasise the difference that makes the difference.

He then went on to talk about the 'Towel Animals' that his friend based a family holiday purchase on - the way the Cruise company folded the towels in the bedrooms - the difference!

What are the things you can do at your company to make the difference? The small things that make the big differences?

98% of people focus on what they don't want, rather than than the 2% that focus on what they do want.

You need to have a vision. Do you want the same as everyone else or push yourself that little bit harder and achieve so much more?

In Japan there is no word for Done and no word for Good Enough - "Today I must beat the me of yesterday"

What ceilings have you placed upon yourself? The voices in your head. Why not eliminate words from your vocabulary?

"Do, or do not. There is no try." Jedi Master Yoda.

Gary recalled the time he rode a bull - you will get bucked off... then you have to dust off and get back on. He spoke about Adriano Morales - "every night it gets to 12.01 and it's a new day and another bull to ride."

How do you keep it going?

1. Change your thinking
2. Know why you are doing it
3. Have a Council to keep you going - people that can help you, drive you and help you grow
4. Build milestones to gauge success
5. Celebrate successes
6. See your outcome and reward
7. Change routine - get away from sameness

Which one of these will help you keep it going and why?

ps. Go away today and teach someone these learnings, they will embed the learning for you!

"Enthusiasm gets you started, HABIT keeps you going!" Herb Elliott, Olympic Gold Medallist

13.25 - Capt. David Kistruck

David's career started in the services. The main difference between military and business is that there is a clearly defined goal in the forces, usually winning, whereas in business there are goals that are ongoing. David is now the General Manager of Flying at Virgin Atlantic.

Virgin Atlantic is growing. The 800 flying staff are all very experienced and cost a lot of money to train so there is a big investment and a very experienced group of people. Every pilot that joins, starts from the bottom, which creates a fairly static workforce that doesn't necessarily grow at the same speed as the company.

David joined Virgin to manage that flying staff from being a Pilot and has worked hard to get people on board with his own personal vision for achievement at Virgin.

One of David's views is that a Pilot is like a Senior Manager and that each Pilot needs to be able to make important decisions during a working day. Therefore they have transformed the way they drive people through the system to become pilots based on more than just their ability to fly a plane. They need to be able to lead from the front.

It's about attitude and mindset for the Pilots, sharing the values of the management and of the Company.

David himself leads from the front, often by example, showing the flying staff that any change is for everybody. He will often do things (that he faces resistance with) to show that it is nothing he isn't prepared to do. Any decision he makes for the workforce is based around his vision and the company's goals.

David is also keen to embrace his workforce, with internet forums and bulletin boards, for discussions that he himself takes part in. Again, from the front, willing to put the top level of management in the firing line, leading the way.

David discussed the need to face all problems head on, not taking the easy route out, otherwise you will pay for it later. And, to back members of the team with their decisions, when they are appropriate.

Also, to include the workforce on some major decisions, such as what planes to buy in the future.

David does recognise his weaknesses and what he needs help with, despite his level of leadership. But, with the right team around him, he has created a stronger basis for overall management and growth for his workforce, which is making itself apparent with an increased level of applicants to be a Virgin Pilot.

11.15 - Helen Bostock

"I may not have gone where I wanted to go, but I think I have ended up where I intended to be" Douglas Adams.

Consensus isn't the measure of success. You are only as good as the people you hire.. "intellectual capital"... change is continuous and drives a vision.

Errors of judgement should be tolerated in the workplace, taking risk and admitting that sometimes you should change your mind is essential for growth, for the business and personally.

Accountability and sense of character helps individuals and teams grow especially being accountable for your own decisions.

Leading teams through un-chartered territory is essential. "The train is leaving the station, you are either driving, a passenger or fumbling for your ticket on the platform." an old boss once said.

Helen reinforced the need for having good people around you. One of the people she remembers the most from her time at JP Morgan was the man on the door. The face of the company to visitors. He felt valued by the leaders and it showed with his level of commitment to his role meeting and greeting.

Helen also reminded us of the leaders who have helped her in her career. Challenging them... allowed to challenge them... to help her grow. People with passion who encouraged her passion.

Helen always builds teams with different passions, people with colour and flair. These people bring new ideas and perspectives ignoring consensus and embracing creativity.

Helen spoke about balancing work, challenging stereotypes (even with different visions) and having the most varied points of view to deliver better ideas.

It's also about pushing yourself outside of your comfort zone. Being able to lead and cheer others on.

Helen spoke finally about the need for a vision.

Success has many different facets and the challenge is building teams for organisations to deliver the vision. Change happens and we need to adapt as we go along the way, accepting the failure and moving forward.

10.00 - Raise The Roof (Part One) - Gary Bertwistle

Gary started saying how it's every Australian boy's dream to come to Lords and he is VERY happy 'batting' second after Jeff Grout.

Gary then went on for a fully inclusive exercise for people to stretch their imagination. Creating a 'mythical' document based on comments of friends, families and colleagues on your achievements. These weren't shared so people took great fun in writing down some very personal ideas!

This is a great exercise. The brain can't work out what is real and what's not so this could be how you see where you may go. The more positive, the better.

How you see yourself is important. If you can imagine something vividly you have more chance of achieving it. You can raise your potential by the way you look at yourself. "Raising The Roof" on your potential.

If you have people in your business doing a good job, they will get 'OKAY' results. In every business you get people who do a GREAT job, they get great results, great rewards, etc.

There are also those people who elevate themselves. Set a standard of 'outstanding'.

One mans Ceiling is another mans floor. What ceilings do you place on yourself? Good Leader or Great Leader?

Reset your standard to 'oustanding'.

Celings are just your thinking. As a leader, people are looking to you. Many people base their standards on the standards of their leaders.

It starts with you:

1. Feel great
2. Make a difference
3. Get the best rewards
4. Fufill dreams - no regrets
5. People will want to follow

Surround yourself with the right people - attitude - you can't do it alone. Who's your council? Does it need an update? Recognise who it is and does it need changing - what's missing? Are they holding you back? Are their people you can add who will help you 'raise your roof'?

Have your own vision. How big are your dreams? In every walk of life and as a leader?

BHAG - big, hairy, audacious goals.  A vision is 40% more powerful than a goal. As a leader are your visions big enough. What if you had NO limits?

Steps - every day you need to work towards it - one step at a time. What if you stretched a little more?

Steal time as a leader - make different choices about your time and how you spend it for your vision.

Gary finished with a Bono quote: "It's like being a boxer in a fight with yourself, and you just hope your best side wins".

As a leader, set your own horizons. The greatest challenge is yourself!

9.20 Jeff Grout - 'What Do Leaders Really Do?'

Jeff has worked with leaders in business, the military and in sport. The most successful display a variety of styles and ability to change gear. present vs. future. customer vs. internal.

Great leader Ron Dennis of the McLaren Formula One recognises the importance of teams. Only 50 of 200 of his team go to a grand prix, but he gets them ALL together after each race to share every aspect of each race with everyone. He recognises the importance of the 'insider' feeling - part of the team.

What do your team feel - do you know what makes them sad, mad and glad? Do they feel part of the team?

How well do you know the people who report to you? What's the name of their partner? What's their passion outside of work? You need to understand what makes them tick.

E-mail is a great tool, but Jeff believes in "Eye-Man". Face-to-face for more personal communication. Say thank you personally. Connecting at a personal level. E-mail can dislocate communications.

Discussed the changes Clive Woodward made when he became England Manager including the most junior player in 'team meetings'.

What are your staff feeling? What is morale like? It's one of your biggest jobs as a Leader. Connecting honestly with your people.

Constantly strive to reinvent ourselves. Change involves listening.

It's not developing new ideas that is difficult; it's about changing old ideas. Great Leaders constantly challenge ideas to find better ways of doing things.

The first obstacle is fear of failure. We need to challenge habit.

Change requires leadership backing and commitment.

In your organisation, do people work together at all levels? Does everyone know the overall business objectives? What the immediate priorities are and where they fit into the mix?

The best bosses people remember are honest. Not a soft touch, but open with everyone. Someone who makes it absolutely clear what they want from everyone. Someone who takes responsibility and communicates that effectively.

As a leader, if you want people who are capable of making decisions - allow them to make decisions.

"If you don't know how you failed, how can you improve? If you don't know how you succeeded, how do you know how you did it?" Seb Coe. "Celebrate success but review how you did it and improve."

As a leader, share your dream.

Roger Black

Welcome to Talk Leadership. Leadership is a something that affects us all, personally and at work.

We have some great speakers talking about what leaders do and how it affects us in the workplace. Leadership of others and leaders of 'ourselves'.

A big thank you from Roger to sponsors ETS. He mentioned that they recently did a survey where 3/4 of employees said their company was well led.