Redpill Talent Programme

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Your future leaders will operate in a complex environment, balancing the needs of your business strategy and the realities of the various countries & cultures you operate in.
We worked with redpill to build cultural insight & empathy within our Talent Group
redpill helped us expose young leaders to strategic challenges and stretch their thinking
redpill helped us create a development plan for our next generation of leaders
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Module 1 cultural integration
Module 2 strategy to execution
Module 3 leadership potential
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redpill people
Kevin Brownsey
has 28 years experience in the UK and international markets. He has held management Board positions as Commercial Director, Sales Director, Marketing Director and HR Director in companies as diverse as Coors Brewers, Kompania Piwowarska (SABMillerPoland) and Kellogg. Recently Kevin has led the design of a global CRM solution atSABMiller.
Maria Tykalowicz.
is a very experienced HR leader. Maria has held HR director roles at Nivea Polska and both Kronospanand Harper Hygienics on an interim basis. Mariawaslatterly Director of Talent managementand Organizational Development at Kompania Piwowarska (SABMiller-Poland). She has also worked as an independent HR consultant with several Polishorganisations.
Together, we are redpill consulting.

We believe as organisations expand internationally, the biggest challenge they
will face is successful execution of strategy due to the increasingly complex cultural environment their business operates in. An Organisations ability to understand their cultural reality and align their strategy to it, whilst adapting practices and leadership behaviours that recognise diverse cultural needs, will ultimately enable it to perform best.
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Organisational talent programmes will need to adapt to different challenges in the future in order to retain and grow future leaders
Past challenges
- Exposure to high level strategy - Retention of talent - Personal development - Succession planning - Vision & values - Leader centric learning
Future challenges
- Matrix & central structures - Co-creation of strategy - International & diverse markets - Technology enabled processes - Increased individualism - Leader/ follower relationships - Outsourced task/ function
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The redpill talent programme focusses on three core modules that will equip future leaders with the skills to lead strategic execution in complex cultural environments
Module 1. Cultural integration:
- Cultural self-awareness - Cross-cultural insight - National culture clashes - Organisational cultures & practice
Module 2. Strategy to execution:

- Developing strategic plans - Ensuring plans are executable - Organisational alignment
Module 3. Leadership potential:

- Leadership behaviours - Involved leadership - Leadership adaptability - Authentic leadership
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Module
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Tomorrows leaders will face a complex cultural environment requiring empathy and sensitivity
cultural integration

Culture clusters and organisations
Participants will understand how culture dimensions cluster to form types and how these types apply to organisations
CultureQ
Participants will complete CultureQ, an on-line survey that will compare their personal cultural preferences with their national norm and each other. Competitive advatages of different preferences in different situations will be explained
Comparison of cultures
Using Hofstede 5D model to compare national culture differences and understand where and why tensions may exist
Business implications
An insight into different cultures will enable you to redefine your approach to: meetings andcommunication talent management and recruitment execution of strategy customer service
Cultural clashes probably account for up to 33% of international business failures

Michael Minkov
Cultural Diffirences in a Globalizing World 2011
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Module 2 strategy to execution Module 3 leadership potential
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CultureQ
enabling cultural insight
CultureQ is an unique tool designed to enable organisations to profile their culture through the eyes of their employees and identify clashes and tensions that may exist between individuals or groups CultureQ takes about 20 minutes to complete and is an on-line process hosted by redpill consulting, ensuring your data is safe and confidential. We will use the output of this survey in our consultancy with individual clients. CultureQ can help provide the following insight: u u u u u Organisational culture profile across 6 independent dimensions inspired by the work of Geert Hofstede Understanding for leaders of where the prevailing culture defined by their employees differs from the desired organisational culture Individual and group profiles that can be compared to identify gaps, tensions or opportunities Indication of which organisational practices may require work to ensure more cultural sensitivity across different countries or markets Personal insight into where individuals may be experiencing tension within the company and practical suggestions to remedy
A bespoke report can be defined and purchased if consultancy is not required. To buy your report go to the redpill shop
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Competitive advantages to organisations of different national cultural profiles

ff Acceptance of responsibility enables faster decision making ff Open & challenging environment enables ideas and solutions
Power distance (low)
ff Discipline enables great execution ff Strong direction enables organisational focus
Power distance (high)
ff Employee commitment enables retention of people & knowledge ff Existence of group norms enables implementation of common ways of working
Collectivism
ff Individual flexibility enables optimisation of resources ff Individual ambition & proactivity enables action & progress
Individualism
ff Personal service enables customer satisfaction ff Manufacturing adaptability enables custom-made products ff Collaboration enables cross-functional alignment
Femininity
ff Efficient mass production enables cost minimisation ff Competiveness enables short term results
Masculinity
ff Risk taking enables innovation agenda ff Lack of rules enables quick adaptation to market opportunities
Uncertainty avoidance (low)
ff Precision and detail orientation enables complex process implementation ff Insight & data enables low risk decisions
Uncertainty avoidance (high)
ff Sense of urgency enables opportunistic wins ff Internal focus enables bottom line growth
Short-term orientation
ff Patience and future mindset enables market development ff Investment in capabilities enables sustainable growth ff External perspective enables strong position in the market
Long-term orientation
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Using Hofstedes 5 dimensions ofnational culture

Using Hofstedes 5 dimensions of National culture we can compare two nations and identify potential cultural tensions using asimpletwo dimensional chart
The extent to which the less powerful people accept and expect power to be distributed unequally
Power Distance index (PDI)
Individualism is about the degree to which people look after themselves and immediate family only rather than belonging to in-groups who look after them in exchange for loyalty
Individualism v Collectivism (IDV)
The dominant values are achievement and success v feminine where dominant values are caring for others and empathy
Masculinity v Femininity (MAS)
The extent to which people feel threatened by uncertainty and ambiguity and try to avoid such situations
Uncertainty Avoidance index (UAI)
The extent to which society shows a pragmatic future oriented perspective rather than a conventional historical or short term point of view
Long Term v Short Term orientation (LTO)
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5 Dimensions of culture bubble chart explanation
The bubbles in the charts are positioned, sized and coloured as follows:
ff ff ff ff ff Each country/ sub set of country has a score for each dimension from 0-100 The score for each country form the coordinates to place the bubble on the chart eg Poland 64, UK 66 for MAS on first chart The size of the bubble is determined by the gap in score between the two countries If both MAS scores are greater than 60 the buble is white (likely tension) The colour of the bubble indicates the likelihood of a cultural tension existing between any two countries and is determined as follows: If either score is extreme (greater than 85 or less than 15) the bubble is white (likely tension) If the gap between the two bubbles is greater than 30 the bubble is white (likely tension) If the gap between the two scores is between 15 and 30 the bubble is light grey (possible tension) If the gap between the two scores is less than 15 the bubble is dark grey (not an issue)
Culture comparison: POLAND &.....
UK. Netherlands. China. Czech. Denmark.
France. Germany. Russia. Sweden. USA.
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Culture comparison
100 95 90 IDV 85 80 75 70 65 MAS 60 55 U 50 UAI K 45 40 35 PDI 30 25 LTO 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & UK
POLAND PDI: likely tension; IDV: likely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension.
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Culture comparison
N E T H E R L A N D S
100 95 90 85 80 IDV 75 70 65 60 55 UAI 50 45 LTO 40 PDI 35 30 25 20 MAS 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Netherlands
POLAND PDI: possible tension; IDV: possible tension; MAS: likely tension; UAI: likely tension; LTO: unlikely tension
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Culture comparison
C H I N A
100 LTO 95 90 85 80 PDI 75 70 65 MAS 60 55 UAI 50 45 40 35 30 25 20 IDV 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & China
POLAND PDI: unlikely tension; IDV: likely tension; MAS:likely tension; UAI: likely tension (priority); LTO: likely tension (priority)
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Culture comparison
C Z E C H
100 95 90 85 80 75 UAI 70 65 60 IDV 55 50 45 MAS 40 35 30 PDI 25 20 15 LTO 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Czech
POLAND PDI: likely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: likely tension
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Culture comparison
D E N M A R K
100 95 90 85 80 75 IDV 70 65 60 55 50 45 LTO 40 UAI 35 PDI 30 25 MAS 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Denmark
POLAND PDI: likely tension; IDV: unlikely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
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Culture comparison
F R A N C E
100 95 90 UAI 85 80 75 70 IDV PDI 65 60 55 50 45 MAS 40 LTO 35 30 25 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & France
POLAND PDI: unlikely tension; IDV: unlikely tension; MAS: possible tension; UAI: likely tension (priority); LTO: unlikely tension
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Culture comparison
G E R M A N Y
100 95 90 85 80 75 70 65 MAS IDV UAI 60 55 50 45 40 35 PDI LTO 30 25 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Germany
POLAND PDI: likely tension; IDV: possible tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
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Culture comparison
R U S S I A
100 95 UAI PDI 90 85 80 75 LTO 70 65 60 55 50 45 40 IDV 35 30 MAS 25 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Russia
POLAND PDI: likely tension; IDV: possible tension; MAS: possible tension; UAI: likely tension; LTO: likely tension
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Culture comparison
S W E D E N
100 95 90 85 80 75 70 IDV 65 60 55 50 45 40 35 30 PDI UAI 25 20 LTO 15 10 05 MAS 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & Sweden
POLAND PDI: likely tension; IDV: unlikely tension; MAS: likely tension; UAI: likely tension (priority); LTO: unlikely tension
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Culture comparison
100 95 90 IDV 85 80 75 70 65 60 MAS 55 U 50 S 45 UAI A 40 PDI 35 30 LTO 25 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Poland & USA
POLAND PDI: possible tension; IDV: likely tension; MAS: unlikely tension; UAI: likely tension (priority); LTO: unlikely tension
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Business insights informed by culture

Situation: Meetings & Communications
Expectations in Poland
ff Meetings are planned in advance with agendas ff People expect to be observers and receive direction and explanation ff Participants will generally expect their bosses to lead discussion ff Participants do not expect direct questions during the meeting ff All communication should be in writing and detailed
Expectations in UK
ff Meetings can be spontaneous with only loose agenda which is a guideline only ff Meetings should be short ff Everyone is expected to contribute actively in meetings and should be prepared for direct questions ff Communication should be timely, concise and two-way ff Challenge is frequent and competitive
Expectations in Sweden
ff Meetings are used to exchange views with others ff Everyone should be included in working out the solution ff Communication should be open and informal ff Challenge is frequent and nonthreatening
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Situation: Talent Management & Recruitment
ff People expect a detailed job description with clear accountabilities ff People prefer quantified targets ff Rewards should be short term andmonetary ff Promotion is linked to job performance (not potential) ff Technical expertise is most important recruitment consideration ff The company is responsible for my development ff Training should be formal, structured and purposeful
Expectations in UK
ff People expect a set of broad accountabilities to be defined but these are rarely referred to ff Rewards should be short term and amix of monetary and recognition ff Leadership potential is valued highest in context of promotion ff The employee is responsible for his development, supported by the company ff Training can be a mix of formal & informal methods with mentoring by senior people valued highly
ff Accountabilities are shared ff Targets are indicative and flexible ff Everyone starts with an equal chance of advancement ff Performance is judged by acombination of results and behaviours ff People are recruited to fit the company more than the job
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Situation: Execution of strategy
ff Execution of strategy should be clear and unambiguous ff People are custodians of their own results and prefer not to depend on others ff A job well done will reflect positively on people personally ff People expect to be involved in defining the how
Expectations in UK
ff Execution of strategy is a crossfunctional responsibility with people trusting each other to deliver ff A job well done should reflect positively on my team and myself ff There is recognition of others good ideas but ones own are implementedbest
ff Execution of strategy has more local discretion ff Stealing great ideas with pride is common and encouraged ff Cooperation is natural and others success is celebrated
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Situation: Customer Service
ff Customers will expect interaction with service centres to be professional ff Customers will expect the service provider to be an expert and to treat them seriously ff Customers will trust the process rather than the person to solve their problem ff The approach to problem solving is standardised
Expectations in UK
ff A warm informality is expected by customers from service providers ff Customers require a solution approach but do not care who & how the problem is solved ff Customers will expect their problem to be owned by service providers ff Customers will expect a flexible, personal and solution oriented approach
ff An informal and empathic approach is expected by the customer ff Customers expect to be involved in the decision making process and understand their options ff Customers expect pragmatic common sense service which is high quality and value for money ff Customers expect flexibility and to be treated as an individual
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When will we learn that the biggest issue with strategic execution is alignment and communication?
strategy to execution
Taking strategy through to execution successfully Having reviewed and developed recommendations for how strategy could be executed more effectively, the group will define a model for great execution of strategy specific to your orgainsation (redpill paper for reference)
SPEKs
SPEKs is an acronym for STRATEGY, PLAN, EXECUTION, KPIs. We will engage participants in an interactive evaluation of your companys strategy, plan & execution clarity
u u
analysis of current strategy, gaps & alignment issues across strategy, plan & execution priorities develop a future state strategy with improved crossfunctional alignment and top to bottom execution
Aligning strategy with culture TASCI.D
Once the strategy, plan & execution is agreed then TASCI.D will help define process and accountability in the form of a business game
We will evaluate how your organisational culture helps or hinders the execution of your strategy
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Taking strategy through to execution successfully.

teXt by
1. What? 2. How? 3. Where? Three very simple questions which require very careful thought.
Kevin Brownsey / Partner / redpill consulting How many times have you heard a leader complain that he has a brilliant strategy which simply isnt being implemented by his team? So many clichs have been created to describe the implementation of what an organisation is trying to do strategically, frankly it is becoming boring; Some examples of this are Implementation is Strategy, Without Implementation there is no Strategy and The most important part of Strategy is Implementation So, why is it that so often the annual strategic review, presented so beautifully with its PowerPoint hyperlinks and embedded files, fails to be more than good intent that impresses the boss but not so much the subordinates? Have the people working for us become hopeless implementers or do they sometimes understand more about strategy implementation than the people writing the deck? Have we become so wrapped up in structuring our thinking that we have actually forgotten that ultimately the consumer, the customer or the client will determine the success of our implementation. Over the past 20 years I have personally been part of a team developing strategic plans more than 15 times. I have only known three occasions in which year two of the plan has actually become the plan for the following year, this essentially means we are re-writing our typical 5 year plan every year, not simply refining it and investing in its execution but actually re-writing it! It usually takes dozens of people several weeks to develop the plan that ultimately doesnt last much longer than it takes to write in the first place. Frankly, I think we over-intellectualise the planning process. This will not be popular, but too many people spending too much time trying to demonstrate how clever they are (and Im sure they are) will not result in the business growing in the way it wants to. Three simple questions may help us here.
This is obviously the statement of strategic intent. In order to even progress to the stage of deciding how, the what needs to pass a few tests. ff Firstly is the what cross-functionally aligned? If yes, the finance director, the marketing director and the sales director will speak as one voice in terms of investment strategy, customer strategy, portfolio priorities and empowerment to make decisions. Each will be able to articulate the others intent and then support it. Each will sign up to a commercial strategy, not a functional strategy. ff The thinking will have been developed by senior leaders and sense checked and consulted down the line, ensuring that critical implementation issues are captured and considered at an early stage
What are we trying to do? (The Strategy)
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ff Enough insight will have been gathered to support the strategic intent without blowing everyones minds with detail and graphs and models, which are obviously helpful in small consumable doses. ff Do we have the skill sets, knowledge and capability to communicate the strategy effectively? This is critical. When we asked 20 blue chip organisations what the major issue with execution of strategy was, they said communicating the strategy to the team in meaningful and relevant way so that it does not become a Chinese whisper. In terms of communication of strategy the secret is to cascade the answer to the question why? Why we are doing something gives it credibility and rationale. ff Is the strategy acceptable culturally? What on earth has this got to do with execution of strategy I hear you say. Everything. An individuals culture, his national culture, not a set of platitudes handed to him during company induction, will decide his level of commitment to what he is being asked to do. You will not motivate the average Japanese salesman with short term incentives; similarly you will not engage an Englishman in a plan that comes to fruition in 20 years time. The Japanese guy will happily work to long term goals, the Englishman needs reward and recognition now or it simply wont result in action. If you over delegate decision making rights to a Pole, dont actually expect decisions unless he has very high levels of clarity about what he is being asked to do. More on culture later but suffice to say if strategy & culture are misaligned you have no strategy or as Peter Drucker once famously said culture eats strategy for breakfast ff Before we re-write the strategy do we know whats working? I will never forget being asked to implement a
strategy that focused on different beer types. Ale was in decline but made us good margin, Lager was in growth but prices were declining and the sector was becoming very competitive. We decided to focus on lager and exploit the trend. The result was some lager volume growth but very little lager margin growth and significant Ale volume and margin decline. The strategy wasnt necessarily wrong but the plan to implement it was flawed because we jumped from what to where without thinking about how
This is the planning stage and its the tough bit because it gives shape to execution whilst being true to strategy. The quality of the plan decides what chance we have of doing what we said wed do. This is the step that is usually sacrificed for rapid execution. ff The plan should be time respectful. If we are shifting direction, what needs to be done gradually and what can be simply changed overnight? In the example above a simple channel differentiation whereby the channels with profitable Ale volume are given longer to transition than the Channels with dramatic lager growth would have had a very different effect. However, sometimes we are so blinded by the brilliance and decisiveness of our high level strategy that it is all we can see. Not many markets (especially traditional ones like beer!) require us to perform somersaults every year. ff The plan has to be resourced appropriately. The most common complaint from middle managers in sales and marketing is that we create a plan, then chop and change the budgets resulting in stop start activity. Of course we need
How will we do it? (The Plan)
financial flexibility during a year but if we adopt a tight/ loose approach whereby the tight activities are never underresourced we give some clarity to our teams as they plan the year ahead ff The plan should be developed by the guys who are going to implement it. Supervise it, yes. Check alignment with Strategy, yes. But avoid the temptation to decide the how-to in a smart office, miles away from customers. Ultimately these plans have to be agreed with customers and become their plans and thats tougher than most senior leaders give credit for. In my experience, asking sales managers to determine their own targets and plans results in higher ambition than we thought it would, usually higher commitment and certainly higher chances of successful execution. ff The plan should explain how we will achieve our objectives not simply be an excel spreadsheet with numbers, growth assumptions and targets. The how is the real thinking that enables the team to execute the plan e.g. how will we win 10 new accounts from the competition? How will we fill our portfolio gap? How will we develop stronger relationships with customers? This is where we need detailed thinking that is justified, clear and deliverable. At this point I would like to apologise to my sales team in 1994. I didnt explain how, I simply explained what I wanted and where to execute. They struggled, accused me of not understanding their problems and I learnt a valuable lesson. It is the role of the leader to empathise with the execution challenges and find a solution that fits the strategy and enables the execution. This positions the leader in the real world.
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ff The plan has to work for every stakeholder in the value chain. Is the available margin shared fairly? Does your partner or distributor have a motive to prioritise your brands, your new product launch and your promotion plan. Is an important, but small, premium brand incentivised sensibly against quality measures rather than pointless quantity measures? Do you have partners who share your discipline in distribution targeting and end customer targeting? In other words are you aligned all the way through to the end user? ff The plan should have reviews of how built into the process as well as reviewing KPIs. Leaders often judge success only on KPIs, not on the quality of their own thinking, and consequently conclude it was an execution problem. Rarely is this the case in my experience and nearly always poor quality thinking and lack of empathy with the reality is to blame. Lets look at a real example. A major FMCG company in 2007 in the UK was struggling to implement its new product launch plan with the four major retailers. The leadership concluded that the sales team lacked competence in customer negotiation. The reality was the Plan contained no early opportunity for the sales team to discuss the detail of the NPD launches with customers and consequently customers planned ahead without including the companys new product launches. The sales team asked for earlier ability to consult customers. The leadership was nervous about confidentiality but this was overcome with a simple confidentiality agreement between the parties. So, customers were consulted earlier, there were no obvious breaches in confidentiality and the plan was executed superbly by a very competent sales team
ff Execution expectations should be credible. The execution must be phased with sensible, gradual measures decided after careful benchmarking. Dont expect 3pp market share in 12 months from a new product launch if typically a good launch delivers 0.5pp. Dont make the numbers fit the financial budget! ff Develop a way of spreading best practice quickly. Recognise and reward sharing of great execution methods including how to overcome common objections, how to engage the customer as an advocate and what great promotional execution looks like ff Ensure the execution challenge is supported with capability building. The sales manager, the trainer, the experienced sales person should all get involved in coaching other sales persons ff The targeting of execution should be specific. Telling a sales guy to get 10 new accounts might give you the headline you want, but telling him to deliver 10 specific named accounts will target in a way aligned with strategy. There is no point developing a great strategy and a great plan if ultimately you sell by numbers. The strategy is ultimately only delivered if you present your product to the right customer and the right consumer
Where will we do it? (The execution)
ff Targeting execution will also result in the planning and execution issues emerging early. A salesperson unable to execute the plan with a specific customer will have faced some obstacles he couldnt overcome. He may require training, the customer offer may be uncompetitive, the consumer profile may be wrong. However if he is targeted by numbers he may get the product listed (somewhere easy) and then the product will fail if the consumer/ customer profile is wrong. In this case the wrong issue may emerge eg consumer not buying rather than the truth which is product listed in wrong place. Each conclusion takes you in a different direction. ff Ensure your team is clear on what is tight and what is loose in execution. For example pricing may be tight, customer segment may be tight but promotional deployment may be loose. Allowing some discretion helps the sales person achieve great execution and have an input into the decision making process. Redpill consulting takes a pragmatic and rigorous approach to executing strategy. We have developed an application called SPEKs which facilitates the process of managing strategy to execution, across functions and at multiple levels in the organisation. If you have a challenge with any of the issues raised in this people please contact us to see if we can help.
redpill consulting takes a pragmatic and rigorous approach toexecuting strategy.
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SPEKs
SPEKs is a tool Participants will identify
enabling execution of strategy

Participants will ultimately define the KPIs and scorecard,
challenge your assumptions and identify your gaps and opportunities, ensuring any sacred cows are addressed.
designed to facilitate high level vision and strategy discussions in the context of cultural realities, taking strategic themes through to planning and execution priorities deep in the organisation
We will run a highly inter-active process,
providing a framework for review across all areas of your business which can be aggregated and cascaded consistently
where their organisation has cross-functional misalignment or end to end process gaps whilst also discussing how the organisation develop a multi-level execution model
(opportunity assessment and prioritisation), the how (cross-functional plan), the where (execution priorities) and helps you identify the capability agenda to determine achievability
SPEKs defines the what
will start with your current practice (AS-IS), identify your strengths and gaps and sense checking your cultural context before guiding you through your future strategy, plan and execution (TO-BE)
Our workshop process
By the end of the first module your group will be able to build aligned strategic plans and execute them deep in your organisation
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TASCI.D
enabling process clarity

TASCI.D can provide a framework
designed as a business game, which can define key elements of role descriptions from agreed process accountabilities, tasks and actions
TASCI.D is a simple process framework,
for business reviews and together with SPEKs creates a strong methodology to ensure strategy is actually executed by emphasizing the importance of individual and team clarity
Participants will debate and define end to end process elements and discuss roles & responsibilities in a safe and fun way
TASCI.D is visual and highly inter-active.
Everyone gets involved, everyone has their say and everyone is given the opportunity to call out the issues they have fulfilling their responsibilities
TASCI.D is simply great fun to play.
Participants will learn the importance of process rigor before attempting to define accountability and communication priorities
you define where sub processes and parallel processes need defining to ensure a holistic approach
Deci s i o n
Informed
Instead, it relies on clarity and transparency to define critical business processes e.g. strategic planning or customer business planning, and then embeds these process accountabilities within individual role definitions, relying on human clarity and collaboration rather than system control
TASCI.D does not need a complex system to support it.
Su p p
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TASCI.D is rigorous
TASCI.D can help
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Module
3
Will this decade see the end of the leadership illusion?
enabling
leadership potential
Ace of Diamonds
A unique tool that helps companies define required organisational practices and leadership behaviours in the context of culture & strategy
Leadership behaviours (ACE)

How do the leadership behaviours within the organisation reconcile with the cultural intent and practices of the business
Organisational practices (ACE)
A what we do session designed to identify where current organisational practices are helping or hindering the execution of strategy and how they need to change
Building expertise*
Using coaching and mentoringrelationships redpill can help you develop advanced technical capability in HR and commercial areas
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Leadership
teXt by
Kevin Brownsey / Partner / redpill consulting
In April 2012 Barbara Kellerman published her book called The end of leadership. The title is provocative and somewhat ironic, as the book that follows is predictably about leadership in the 21st century. So, is the title any more than an attention grabber? The central theme of the book, and the principle which we at redpill believe in at a fundamental level, is that the basis on which the leadership industry has generated billions of dollars, namely leadercentric, western stereotypical leadership, is dead in the water, and frankly was possibly never more than a great idea for making lots of money from lots of companies. Todays leaders need to be flexible human beings who recognise their own limitations and see the process of leadership as involved, dynamic and consistent. For this reason we will never advocate that you should adopt a particular style of leadership nor should leaders be of a particular personality or type, nor can leadership be summed up in a few buzz words or phrases and preached as a mantra. However, to be useful leadership does need some loose structure that people within organisations can recognise, follow and demonstrate. Lets begin by expanding on some of the themes referred to earlier.
Leaders need eyes in the back of their head and to be connected at all levels within an organisation. There is little point in having the best vision and strategy in the world if at the point of execution it all goes wrong. Being involved also means staying connected through the generations. Generally, the most senior people will be over 40 but staying connected with the under 25s could be the most important element of leadership in your business, especially if this is also your consumer disconnection. We hear lots of messages about people being into the detail or into the big picture. The reality is that you may need to be into both depending on the situation. The idea that leadership is something God grants you when you are appointed to the Board of Directors or into a senior position is a bit silly, and the concept of leadership being top down and one-way i.e. I lead you and my boss leads me is possibly even sillier. Involved leadership means leaders and followers being part of the process of leadership. Leaders and followers working together in an aligned and committed way may be basic but is unfortunately also quite rare. So, in order for leadership to be truly involved you will need to ensure your communication systems are working. Communication of strategy is critical, and interestingly, in a survey of 15 blue chip organisations operating in Poland, was identified as the highest current priority for capability development. Getting the message down the line consistently and effectively and then receiving messages back up the line is increasingly challenging as organisations become matrix structured and multi-national in reach. Our feedback from the likes of
1. What does involved leadership looklike?
Nestle, LVMH & Associated British Foods is that strategy often falls down in communication and that relatively simple involvement can make a big difference to engagement.
When we talk about dynamic leadership we refer to the ability to adapt to different situations and adopt different approaches & styles dependent on the need. This is similar in logic to situational leadership theory espoused by Blanchard, Hersey et al, but whereas their models tend to look at the style of the leader (boss) and the readiness of the subordinate to define the situation, our approach looks at the broader internal and external context before advocating a way forward. So Blanchards work is excellent for defining the one to one situation that exists and the leader style that fits, whereas ours sets a broader frame of reference that helps organisations define leadership behaviours that employees should recognise within the organisation as a whole. The two approaches are therefore complementary. I remember the first company I worked for had a commandment called Change strategic direction cautiously. At redpill we tend not to talk about commandments but the idea expressed here is one of the few headlines that have stuck with me over 30 years. Adapting to market realities is a necessity, but being dynamic doesnt mean changing strategic direction every year. It means being open-minded to new ideas, empowering and trusting your team to take fast local decisions where necessary and yes, if something is genuinely not working, then take strong collaborative action to resolve the problem.
2. What does dynamic leadership looklike?
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Consistency is the most commonly raised issue when employees are asked to comment on the leadership they experience, or should I say inconsistency. If an element of leadership is directive and top down this is fine, but dont expect people to take the initiative in these areas and dont be tempted to criticise them when they dont! In contrast if you have a very collaborative way of deciding how to improve employee engagement dont be surprised if your great idea isnt implemented well when you give the instruction. Consistency doesnt mean we never change or progress, it is simply more about ensuring you are behaving consistently with the expectations of the business and when there is a need to diverge from this you explain carefully the need for the change and manage expectations. If you are generally viewed of as consistent then the odd lapse from time to time will be forgiven as long as you acknow ledge it too! Consistency also requires some degree of conformity. If you have defined a way of being as a leadership team and have some clear requirements of your followers, then you must re-enforce these behaviours personally. It is critical that you do not tolerate anti-behaviours, otherwise the standards are blown, the leadership norms are confusing and the team will not follow. In the capability survey referred to earlier, intolerance of anti-behaviours was the issue most often called out as being the area least effectively managed and identified as the area that, if addressed, would have the single biggest positive impact on commercial performance. However it was also rarely a current priority for some of the biggest and best organisations operating in Poland today. It
3. Consistent leadership
is clearly the area we are most concerned about at redpill. We understand how difficult it is to address behaviour issues in people that are deemed indispensable but the impact it is having on the rest of your organisation could be enormous and destructive if left to fester over time. These are a few of the areas we believe are important for effective and involved leadership to prevail in your organisation. However, there is one over-arching theme which usually determines, at the values level, whether strong leadership is present in an organisation. I refer to trust. Trust is complex as it is rooted in cultural values. For
example, high level superlatives expressed by one leader from one nation may be viewed as superficial and lacking in depth by another person from another nation who requires detail and understanding before trusting the headlines. In reverse someone who goes into too much detail may be perceived as trying too hard to convey her message. Trust is affected by many things, culture being just one. In addition personality plays a part. All of the discussion points above concerning consistency and inclusivity also build trust. Performance builds trust, as does investing time building relationships with your colleagues in a social context.
Considering people you know personally, can you tell me if you trust them completely, trust them a little, not very much or not at all? Only 11% of Poles answered trust completely, compared to 30% of Dutch participants, and 53% of British participants. The consequence of this is that building trust in Poland takes time and energy and is a cultural challenge
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In Poland trust is a very significant issue. Research has shown that Poles are slow to trust. In the world values survey of 2005-2008 the following question was asked about trust; Considering people you know personally, can you tell me if you trust them completely, trust them a little, not very much or not at all? Only 11% of Poles answered trust completely, compared to 30% of Dutch participants, and 53% of British participants. The consequence of this is that building trust in Poland takes time and energy and is a cultural challenge at the deepest level. As a leader in Poland for the past five years I can honestly say my relationships with Poles have taken the longest to establish but are now some of the strongest and enduring relationships I have. It is definitely worth the investment but so easy to give up on along the way. The consequence of not persevering with this journey has far reaching consequences for the leadership climate in your business (see culture eats strategy for breakfast in the enabling cultural integration section). However the journey is not so obvious. Firstly Poles generally appreciate technical competence so some demonstration of technical skill is advised. Secondly Poles tend to be quite deferential towards bosses, especially foreign bosses, and thirdly they avoid placing themselves in situations of vulnerability and so can be hard to open up. Having spoken to many Polish and foreign leaders in Poland I would suggest the following points are borne in mind.
How does leadership & trust playoutin Poland?
ff Distrust is not personal, it is cultural, so dont take it personally. They probably like you! ff Invest time in explaining things thoroughly, especially strategy. ff Make time for the team on a personal level ff Show your personal vulnerability eg language but not in your supposed area of expertise! ff Dont expose or compete with people publically, loss of face can be irreparable for Poles. ff Show interest in Poland and its culture, Poles are rightly a very proud nation.
The leadership agenda in any one business is as unique as a fingerprint. You cannot apply a formula and expect an answer to pop up even if the leadership industry would like to persuade you otherwise. Our approach to leadership is to spend a lot of time understanding what you have currently, and then apply a hard commercial test to anything you want to change. It must have a purpose if its worth doing and noone can afford to waste money on nice-to-haves these days. We will develop a unique leadership model with you and help define the journey to make it a reality in your organisation.
Your leadership fingerprint
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Stage 2: Pre-engagement of Participants &Stakeholders:
Stage 3: Critical appraisal of current reality
Stage 1:
Sponsor engagement & brieng
Stage 4: Strategic and cultural sense check and reconciliation
De-brief/ Follow-up
Stage 6: Next steps / Action plan / commitments for priorities
Stage 5: Prioritisation of topics
workshop PROCESS
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Ace of Diamonds
Ace of Diamonds is a 2 part tool for creating a unique

leadership model, specifically designed to fulfill your needs and support your strategy. Using a special pack of cards, we will firstly help you define organisational practices in your business that are cognisant of your strategy and culture. Secondly we will help define the leadership behaviours to implement the practices successfully. Ace of Diamonds primary purpose is to develop a leadership model that gives you maximum chance of achieving your strategy.
ACE - Leadership Behaviours consists of 10 behaviours

across the same four cultural clusters i.e. behaviours such as emotional engagement and trust are defined for each of four culture types; competitive, hierarchical, system and connected. These behaviours can be adopted flexibly to ensure the organisational practices are implemented consistently and with authenticity Within the ACE model, flexibility exists for the organisation to define its own themes called Jokers to ensure relevance and adoption The practices & behaviours form a minimum of 76 leadership descriptors that help define current and future leadership profiles, and enable structured feedback within the team.
ACE - Organisational Practices consists of 9 practices

across 4 different cultural clusters. i.e. practices such as performance management or control mechanisms are defined for four different organisational culture types; competitive, hierarchical, system and connected.
Ace of Diamonds can be used in many ways within your organisation

ff Enabling feedback in a safe and enjoyable way ff Creating a common language for leadership discussions ff Defining a leadership model that can adapt to different challenges avoiding a one size fits all mentality Workshops follow a flexible structure and can include preworkshop analysis of current leadership styles, a sense check against the capabilities required to deliver strategy and a rigorous planning process to ensure pre-requisite behaviours are in place before building to more advanced capabilities
Ace of Diamonds primary purpose is to develop aleadership model that gives you maximum chance ofachieving yourstrategy
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redpill can help you build technical skills in teams or individuals with mentoring, coaching and team development activities. We bring over 50 years Commercial Sales & Marketing and HR experience between us that can help you build technical expertise in your business
We have....
Hands-on experience in the re-design of UK and Polish commercial organisations, in response to intense competition, consolidating retail landscapes and pricing
1. Design of commercial strategy to execution 1. Design of commercial strategy to execution 2. Value chain analysis/ opportunity assessment 2. Value chain analysis/ opportunity assessment 3. Analysis & diagnosis of commercial execution 3. Analysis & diagnosis of commercial execution 4. Capability assessment 4. Capability assessment 5. Organisational and structural re-design 5. Organisational and structural re-design 6. Cost effective commercial operations 6. Cost effective commercial operations 7. Contract evaluation 7. Contract evaluation
& margin pressure. Led the formation of strong joint venture and licensing partnerships around the world. Helped Polish businesses define commercial strategy in the face of International brand growth and supported the start up operation for an International business entering Poland for the first time. Advised on talent management and organisation design for a major FMCG merger in Poland and supported the realisation of cost synergies following International acquisistion of a state owned Polish business.
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ACE: Organisational practices
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ACE: Leadership behaviours
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redpill reading
redpill reading
Geert Hofstede Cultures and Organizations, Software of the mind.
Michael Minkov Cultural Differences in Globalizing World. Margot Morrell Shackletons Way.
Fernando Lanzer Take Off Your Glasses.
Barbara Kellerman The end of Leadership.
Margaret Wheatley Leadership and New Science.
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redpill contact
redpill contact
m: +48 535 050 947 e: kevin@redpillconsulting.eu
Kevin
m: +48 603 050 947 e: maja@redpillconsulting.eu

ul. Supska 69a, 60-458 Pozna, POLAND NIP: 781-187-83-03
Maja
redpill consulting
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redpill clients & projects
redpill projects:
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redpill culture projects
redpill strategy projects
redpill leadership projects
redpill culture project example

International business in Poland:
Issues: 1. Tensions between centralised functions and the country teams 2. Ex-patriot country MDs challenged by cultural diversity in different countries Solutions: u u u u u Create awareness of cultural differences using Hofstede 5D model Enable cross-nationality empathy and suspension of judgment Highlight the complex cultural relationship between centre and countries Compare prevailing culture with achievement of strategic objectives; is culture helping or getting in the way? Define future organisational culture and leadership consequences
u Create understanding of how the culture of the mother country can influence organisational culture u Help centre and countries define processes that enable appropriate involvement of stakeholders u Provide practical solutions for everyday situations to help leaders recognise and adjust to cultural differences
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redpill culture project example

British company (financial sector) re-locating shared services to Poland:
Issues: 1. British leadership team struggling to appreciate differences between Polish and British cultural norms 2. Polish shared services team needing to understand the cultural differences in service requirements of internal customers Solutions: u u u Create objective awareness of cultural differences using Hofstede 5D model Highlight and explain the complex cultural relationship between service centre and countries Define good service through the eyes of the customer in different country locations
u Define processes that are efficient and clear and have pragmatic stakeholder involvement u Help service centre and countries define service level agreements that are sensitive to local needs u Agree tight and loose metrics to ensure critical SLA commitments are achieved
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redpill strategy project example

International business looking to expand in Polish market:
Issues: 1. Premium brand in developing but small segment, struggling to grow 2. No in-market resource so partner relations critical 3. Less than 2 year break-even required Solutions: u Detailed opportunity assessment conducted to establish value growth options u Detailed competitor analysis conducted to enable sensible 'winning' strategy to be decided u Route to market options considered by brand and channel to ensure correct partner, customer and consumer targets u Pragmatic portfolio decisions made to generate sufficient cash to invest behind premium brand u redpill continue to manage customer relationships for brand owner, whilst in-market team is recruited
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redpill leadership project example

Polish leadership team with foreign CEO :
Issues: 1. Style of leader and style of management board members very different 2. Two critical board members relationship dysfunctional and potentially destructive Solutions: u Culture survey conducted to establish how cultural differences account for some of the behavioural differences, creating an objective view of the issues u As-Is leadership style profiled using redpill Ace of Diamonds methodology u Group feedback session facilitated usiing same methodology for continuity and familiarity enabling all board members to give and receive feedback to their peers and boss in a safe environment two members of the board u Set of To-Be leadership principles and behaviours agreed with redpill providing coaching to the key u Strategy, Leadership model and Culture reconciled via redpill alignment session
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enabling

redpill clents & projects

redpill talent programme

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

Together, we are redpill consulting.

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

redpill talent programme

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

redpill talent programme

Module 2. Strategy to execution:

Module 3. Leadership potential:

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

Cultural clashes probably account for up to 33% of international business failures

Module 1 cultural integration

enabling cultural insight

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

Competitive advantages to organisations of different national cultural profiles

Power distance (low)

ff Discipline enables great execution ff Strong direction enables organisational focus

Power distance (high)

Uncertainty avoidance (low)

Uncertainty avoidance (high)

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

Using Hofstedes 5 dimensions ofnational culture

Power Distance index (PDI)

Individualism v Collectivism (IDV)

Masculinity v Femininity (MAS)

Uncertainty Avoidance index (UAI)

Long Term v Short Term orientation (LTO)

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

5 Dimensions of culture bubble chart explanation

Culture comparison: POLAND &.....

UK. Netherlands. China. Czech. Denmark.

France. Germany. Russia. Sweden. USA.

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

100 95 90 IDV 85 80 75 70 65 MAS 60 55 U 50 UAI K 45 40 35 PDI 30 25 LTO 20 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

100 95 90 85 80 IDV 75 70 65 60 55 UAI 50 45 LTO 40 PDI 35 30 25 20 MAS 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Poland & Netherlands

Module 1 cultural integration

Module 2 strategy to execution

Module 3 leadership potential

100 LTO 95 90 85 80 PDI 75 70 65 MAS 60 55 UAI 50 45 40 35 30 25 20 IDV 15 10 05 00 00 05 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100

Poland & China

Module 1 cultural integration