Five lessons in change - ccfgb

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Five lessons in change Drawing on examples from three continents, Laurent Grossi, UK Head of HR at Exane BNP Paribas, shared his views, as part of the HR Forum, on what it takes to be a “transformational leader” ||| Not all business leaders are equal. Indeed only a few “people managers” count as transformational leaders, or visionaries who inspire, change the world around them, and deliver significant business results. The HR Forum session held on 24 April, was titled “War for Talent”, and judging by the engaging discussion that took place, the presentation certainly got guests sharpening their weapons!

Four leaders, three challenges Beyond discussing some talent management techniques, Grossi highlighted how “transformational leaders” achieved success in case studies involving three companies, Apple in the USA, Tsingtao Brewery in China, and Pret A Manger in the UK. Steve Jobs, for instance, inherited a nearly bankrupt Apple in 1997 and transformed it into the world’s most valued company. In China, Jin Zhiguo transitioned in the 1990s the poorly run state-owned Tsingtao into a dominant international brewery. Lastly, Sinclair Beecham and Julian Metcalfe created Pret from nothing in 1986; since then the sandwich chain has turned the British fast food market upside down. So what did these leaders have in common, and what lessons might business leaders and HR managers learn from their example? 1: Focus The first lesson was focusing on what makes your company special. Apple concentrated on every aspect of operations, including product development and customer experience; Tsingtao improved its people management, and honed in on just a few products and regional destinations; while Pret highlighted product freshness, teamwork and outstanding customer service. 2: Get the Best Talent Next, one should always harvest talent. Apple hires Aclass candidates and then stretches them with testing assignments. Zhiguo revived Tsingtao by setting up an HR function that since 2002 has actively recruited and

matched people to appropriate jobs. Meanwhile, Pret concentrates on strong people development to create the desired company culture. In all three cases the companies would release employees if their skills or attitude did not match what was required.

3: Performance Manage Performance and delivery, not just efforts, is paramount. Apple focused on product and delivering results and is famously demanding on its staff. Managers encouraged workers at Tsingtao to shift the culture and transform their firm into a customerfocused, competitive company. Regular appraisals and feedback keep Pret staff on their toes. 4: Inspire and Shift the Mindset Jobs, Zhiguo, Beecham and Metcalfe could all inspire people and open them up to fresh possibilities. Pret a Manger has staff deliver quality, healthy products quickly and cheerfully; Tsingtao now keeps the customers in mind; while Apple managers forbid employees to even utter the phrase, “This is not possible”. 5: Engage with Employees Lastly, managers need to keep work exciting for their staff and team members. Every four months employees at Pret A Manger meet their manager to discuss performance and build an open rapport; and in all three companies, line managers and business leaders endeavour to act as role models. Grossi recommended as further reading the article by Walter Isaacson “The Real Leadership Lessons of Steve Jobs” published in the April 2012 edition of the Harvard Business Review. Rose Gledhill, Northern Europe HR Director for International SOS, chaired the meeting, and the enthusiastic audience response proved that the Forum represents a trusted platform where all can share opinions and experiences freely. The Forum hopes to repeat this success on 19 June, when the topic is “fairness”.  Laurent Grossi/LRJ

info - may / june 2012 - 77