The Marketing Academy Boot CampThe Marketing Academy Boot CampThe Marketing Academy Boot CampThe Marketing Academy Boot Camp25th January 2011

Syl SallerGlobal Innovation DirectorDiageo

~ £ 9 Billion Revenue

FTSE 20

180 countries

22,000 employees

Context for examples

Passion – hours vs. quick video

Glimpse of our brands, our world

Diageo

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Great Work is Hard

“The Work”

Ideas – easier than getting them through

“Real leaders areordinary peoplewith extraordinarydetermination”.

Bob Geldof

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Issues: Translating Great Ideas into Growth

• Ideas watered down

• Conflicts with other functions

• Objectives not achieved

• Feeling out of control

• Career, Identity may feel “at risk”

Just some of the issues...

More out of this if we focus on yours

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What else?

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What do we really want?

For the business...• Brilliant work

• Great relationships

• Ownership by the whole

organisation

• Fantastic execution

• Beat competition – not ourselves

Faster growth

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For Ourselves...

• Results

• Confidence

• Virtuous circle:

results deepening

belief

My story:

From GB to the World

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Driving Great Britain vs. Global Diageo

It takes everyone...What does it take to get real engagement

that is both broad and deep?

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The model in my head...

Real Engagement

Growth

Responsibility

RealRelationships

Risk(perceived

vs. real)

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Responsibility...

Excuses are alwaysplentiful...Grab the ball!

“If not you, who?

If not now, when?”

John F. Kennedy

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One thing you could have made a difference in but didn’t.

How could you have viewed it differently?

Mini exercise

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RelationshipsFY 08

An inflection point

The Big Miss...

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DeepUnderstanding

& Empathy

GenuineRespect

Positive Intent

Trust &

Candour

Relationship jigsaw

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Positive Intent

Focus on the win-win

Ask what you can do to help

Negotiate mutual support, ongoing feedback and coaching

Deep understanding and Empathy

Go beyond task, ask ‘what’s on your mind?’; ‘how are you

feeling?’

Focus on: what really drives & motivates this person

Question “what you know” about the person

Test your assumptions: “I think you think?...”

Go slow to go fast . . . Understand before getting into drive mode

GENUINE RESPECTPush to identify what you respect

Your signals – do you convey respect?

Validate what they’ve achieved before saying

what’s lacking

Push yourself hard to see their potential

Genuine Respect

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Trust and Candour

Create ‘moments of truth’ – raise difficult and sensitive issues – work them through

Be good at receiving ‘hard to have’ conversations.

Celebrate them!

Take risk in personal disclosure. Reveal vulnerabilities. This is strength

What feels risky actually builds relationships...

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Risk...A daunting subject

‘ The ultimate measure of a person is not where they

stand in moments of comfort, but where they stand

at times of challenge and controversy.’

Martin Luther King, Jr.

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Taking Risks

“ The opponent in ones head is more formidable than the one on the other side of the net”

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Perceived Risk

The enemy of...

• Pace

• Decisiveness

• Happiness

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Mini exercise

Think of a time when you faced what you considered to be a big risk

What were you feeling before...

What happened when you faced it?

Groups of 3s – Share examples

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BLOCKING FREEING

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Syndicating Ownership

I Include everyone in emails, meetings etc

I consult with too many people before deciding

Having the courage to own

I take accountability for decisions and drive

things forward

I let others do the same

I need to focus on getting everyone’s opinion to keep myself safe

I feel trusted and empowered to take risk

Doing it myselfI want to see the data myself

I want to create my own stuff

Leveraging what is availableI don’t question what others produce

I focus on driving growth with the tools I am

given

I don’t trust that others have my deliverables at the heart of their thinking

I trust that others have my deliverables at the heart of their thinking

BLOCKINGWhat has to change?

FREEINGWhat do you have to create?

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Everyone Contributes

I challenge & build on everything I’m shown

I insist on having my opinion on any subject for

which I have a degree of accountability

Selective Contribution

I ‘challenge and build’ only when it will add value

I only intervene when I feel it will make a

material difference

I am expected to add intellectual value at all times

I am expected to add value through selective interventions, enabling teams to execute with pace

Being too carefulI don’t Decide/Act until thinking is 100% perfect

I stay in the analysis and thinking space

because it’s safer

I avoid any decision that might make me look

bad

Acting with confidence

I regularly stop and ask myself ‘Will this sell

another unit?’

I am prepared to take risks

Perfect thinking is what I’ll be judged against

and is necessary for things to get executed

The only purpose of our thinking is to deliver

execution and thus performance

BLOCKINGWhat has to change?

FREEINGWhat do you have to create?

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Managing my image

I spend all my time selling ideas internally

I cover my back because I will be blamed for

mistakes that will limit my career

Focusing on outputs

I spend most of my time focusing on the external

i.e. The consumer, customer suppliers etc

I focus on my activity that drives growth rather

than managing profile

To build my career I need to brand build ‘me’ To build my career successfully, I focus on me and my team’s contribution to the growth

BLOCKINGWhat has to change?

FREEINGWhat do you have to create?

You own it, have real relationships, and can calibrate risks...

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Real Engagement

Growth

Responsibility

RealRelationships

Risk(perceived

vs. real)

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Real engagement leads to better execution and growth

From Idea to Retail...

From Idea to Retail...

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“The Great Meeting”Syndrome

Vs

Real Growth

based on

Real Engagement

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It’s all about growth

The business

Your leadership – WIP

Trying new things...

Joy of success vs.risks in our head.

‘The road to success is

always under

construction.’