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.’