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- Definition
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Harnessing talent and leadership
As we focus on delivery, efficiency and growth opportunities, we need effective leadership to realise our ambitions. During 2007 we put significant effort into engaging our senior leaders in our Group’s long-term direction and development – so they can go on to lead and inspire all our people.
Framework
Early in the year, a new leadership framework – What Matters Most for Our Leaders – set out the leadership implications and aspirations that flow from our future direction. At the heart of the framework is the principle of leading and engaging people in a way that builds on their strengths, is authentic for them and has a real and meaningful impact on others.
Shaping our future
We then involved our top 100 leaders in a conference – Shaping our future – to share and develop our business strategy. These leaders also took part in a StrengthFinder* session to highlight their individual talents and have all had a one-to-one session with a trained coach to help harness these strengths and bring them to life in the workplace.
Following the conference, our top 100 leaders began taking part in an online performance management process – one|two|three. This will give them the opportunity to build on their strengths coaching sessions and to agree performance targets. The process began with the Group Chief Executive and was completed for our top 100 leaders in early 2008 before being rolled out across the Group.
The strategic planning we’ve done in 2007 helped us clarify our aspirations and long-term direction and we’ve started a set of initiatives to keep developing and delivering our Group’s strategy. Although employee engagement – measured by Q12 – has improved consistently over the past three years, there are some weaker areas and we will act on these in 2008.
A series of follow-on activities will help embed our strategy and values. This will include a programme, which has already begun, covering initiatives under the four headings of Customer, Process, People and Partnership.
As we focus on delivery, efficiency and growth opportunities, we need effective leadership to realise our ambitions. During 2007 we put significant effort into engaging our senior leaders in our Group’s long-term direction and development – so they can go on to lead and inspire all our people.
Framework
Early in the year, a new leadership framework – What Matters Most for Our Leaders – set out the leadership implications and aspirations that flow from our future direction. At the heart of the framework is the principle of leading and engaging people in a way that builds on their strengths, is authentic for them and has a real and meaningful impact on others.
Shaping our future
We then involved our top 100 leaders in a conference – Shaping our future – to share and develop our business strategy. These leaders also took part in a StrengthFinder* session to highlight their individual talents and have all had a one-to-one session with a trained coach to help harness these strengths and bring them to life in the workplace.
Following the conference, our top 100 leaders began taking part in an online performance management process – one|two|three. This will give them the opportunity to build on their strengths coaching sessions and to agree performance targets. The process began with the Group Chief Executive and was completed for our top 100 leaders in early 2008 before being rolled out across the Group.
The strategic planning we’ve done in 2007 helped us clarify our aspirations and long-term direction and we’ve started a set of initiatives to keep developing and delivering our Group’s strategy. Although employee engagement – measured by Q12 – has improved consistently over the past three years, there are some weaker areas and we will act on these in 2008.
A series of follow-on activities will help embed our strategy and values. This will include a programme, which has already begun, covering initiatives under the four headings of Customer, Process, People and Partnership.
* StrengthFinder is a tool from The Gallup Organisation