CHERAZZ FOCUS AT ROI (RETURN ON INVESTMENT)

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2 CHERAZZ FOCUS AT ROI (RETURN ON INVESTMENT)

3 WHICH EFFORTS CAUSE A PROFITABLE INCREASE?
Strategydevelopment & implementation Leadership Running Corporate Culture Oganisational Structure Innovation Talentdevelopment Fusions & partnerships 90 76 71 60 56 56 54 49 Kilde: Børsen / Stig Jørgensen & Partners. September Realiserede økonomisk resultater fra de 1000 største danske virksomheders seneste 5 årsregnskaber. Disse er holdt op mod kvalitative interviews med topledere blandt de 150 største danske virksomheder, og en kvantitativ selvevaluering blandt de 1000 største virksomheder i DK. I alt har 34 topledere deltaget i dybdeinterview, og 190 har udfyldt en kvantitativt spørgeskema.

4 THE REASON FOR UNSUCCESSFUL STRATEGI
100 % = 340 answers 8% Other circumstances 35% The organization wa not ready for changes or are nowhere near enough comitted 17% The recommendation of the strategi failed Others Wrong strategy Lack of attitude and motivation 40% The organization needed the skills to implement the strategy Lack of skills Kilde: McKinsey

5 TRAINING & DEVELOPMENT
CHERAZZ´ AREA OF BUSINESS CHERAZZ TRAINING & DEVELOPMENT SEARCH & SELECTION STRATEGY-DEVELOPMENT & CARRY OUT BEHAVIOUR- AND SKILLS IMPROVEMENT OF THE LEADERS AND THE EMPLOYEES AT ALL ORGANISATIONAL LEVELS ASSUREMENT OF THE IMPLEMENTATION OF THE STRATEGY MAKE USE OF THE TALENS BEHAVIOUR AND KNOWLEDGE ATTRACTION, EVALUATION AND MAINTENANCE OF LEADERS AND EMPLOYEES

6 OUTSIDE RESPONSIBILITY
THE CIRCLE OF RESPONSIBILITY OUTSIDE RESPONSIBILITY INFLUENCE TO BE RESPONSIBLE

7 THE MODEL OF DEVELOPMENT

8 CHERAZZ FOCUS AT ROI (RETURN ON INVESTMENT)
Differentiate Cultivere Dominate Behaviour Products and services Communi- cation “Brand” and strategy Customer

9 WORDS OF WISDOM Every man must be his own leader. He now knows enough
not to follow other people. He must follow the light that´s within himself, and through this light he will create a new community. - Laurens Van Der Post

10 DEFINITION AT LEADERSHIP
Leadership is to create frame and space that makes it possible for the employee to make use of his/hers knowledge, experience, creativity and fantasi in a way that bring the organisation at the course of a clear vision and gives the employee lifequality. Prof. Bernhard Lievgood/Netherlands

11 THE EMPLOYESS ARE THE KEKY TO SUCCES
Market Value Profit Performance “The tragedy of life is not the missing of talents but that we do not use the talents we allready got” Continued growth Loyal customers Engaged employees High performance team Strenghts of the employees The customers need

12 LEADERSHIPDILEMMA

13 MOTIVATION IF YOU HAVE YOUR WHY WITH YOU IN LIFE, YOU WILL RECONCILE WITH ALMOST ANY HOW. FRIEDRICH NIETZCHE 1888

14 VISIBLE IMPACT OF THE PERFORMANCE WITH ANCHORING
FIGURE 1 COURSE WITH COACHING BEHAVIOUR RESULTS - ROI PERFORMACE TIME

15 VISIBLE IMPACT OF THE PERFORMANCE WITHOUT ANCHORING
FIGURE 2 COURSE WITHOUT COACHING NO OR LESS LONGTERMED CHANGES IN THE RESULTS BEHAVOIR PERFORMANCE RESULTS ROI TIME

16 THE PROCESS IN LEADERSHIP DEVELOPMENT
ANALYSIS/ SCHEDULING MEETINGS LEADERSHIP- AND SALES-TRAINING ON-THE-JOB TRAINING COACHING FOLLOW-UP

17 FACTS ABOUT CHERAZZ FOUNDED IN 2004
OFFICE IN COPENHAGEN – CHARLOTTENLUND, WORK WORLDWIDE, TEL.: 4 CONSULTANTS, 12 PARTNERS SOLVE TASKS IN DENMARK AND WORLD WIDE SOLVE TASKS AT ALL LEVELS OF THE ORGANISATION STRATEGYDEVELOPMENT, VISION, MISSION, VALUES AND CORECOMPENTENCES, CULTURE CHANGES, FUSIONS LEADERSHIPDEVELOPMENT, DELSESUDVIKLING, AUTHENTIC LEADERSHIP, TALENTLEADERSHIP TEAMOPTIMIZING, COOPERATION, COMMUNICATION SALESLEADERSHIP, SALESTRAINING, BOOKING OF MEETINGS, SERVICE COACHING, PRESENTATION TECHNIQUE

18 STEP 1-2-3 Analysis Strategy Assesments Values Process
Measurement of the results

19 OVERWIEV OF THE PROCESS
Activity Jan Feb. Mar. Apr. Maj Jun. Jul. Aug. Sep. Okt. Nov. Dec. Preliminary analysis/assesment Final desig of the education 360 degree analysis Module 1 Coaching/On-the-job training Module 2 Coaching/On-the-job training Module 3 Coaching/On-the-job training 360 degree analysis/examination Management network

20 OVERVIEW OF A PROCESS FOR LEADERSHIP DEVELOPMENT
Preliminary analysis / Assessment Final design of the education Fundamental leadership Module 1 Coaching/On-the-job training Management of employees Module 2 Management of employees Modulel 2 To optimise the leaders by giving tools and structure To optimise the leaders by giving tools and structure Design the final education To optimise the leaders and imple-ment tools To optimise the leaders by giving tools and structure Request of data/strategy Competences/ Attitudes Purpose Activities Rolemodel and tasks Requirement in the future Leadership desided by circumstance Planning Timemanagement Delegation Decision- making process Feedback at the behaviour analysis (UPA) and final design of the education Behaviour analysis of the managers (UPA) Collection of data Attitudes Coachings-seancer/On-the-job-training in: Fundamental leadership (Module 1) Actionplans Psychology Motivation Communication Active Listening Coaching/Spar- Ing/Mentorring Formulation of objectives Staffdevelopment con-versations The difficult conversationwith feedback The tasks of leadership (12 tasks) Output Knowledge and action plans made The education completed Awareness of the frame for the process Skills in the tools of module 1 Knowledge and actionplans Duration 3 days x days 2 days 2 Hours pr. leader 2 days 2 days Before the first module we send a letter/mail, where everybody will reflect on their expectations etc. After every module there are tasks/on-the-job tasks plus actions plans, where the learned tools get tested.

21 Coaching/On-the-job training Coaching/On-the-job training
OVERVIEW OF A PROCESS FOR LEADERSHIP DEVELOPMENT Coaching/On-the-job training Management of teams Module 3 Coaching/On-the-job training Leadernetwork Coaching/On-the-job training Follow up meeting To optimise the leaders ability to create high performance teams and be a teamleader To optimise the leaders and to implement the tools To optimise the leaders and to implement the tools To optimise the leaders and to implement the tools To optimise the relations and make a group mentoring Gurantee future sucess Evaluation and ideas in the future Purpose Activities Coachings-seancer/on-the-job training in: Management of teams: ”Bigger results via teams” - Teamleadership/development - HPF Team - Valuebased management -Effecient meeting-planning Management of individuals ”Create results via others” Actions plans Current dilemmas Sparring Networking Social time/ Events Meeting with Costi and other decision-makers Certificate in FBME Banks leadership education Coachings-seancer/on-the-job training in the tools Output Skills int he tools of module 3 Knowledge and action plans Skills in the tools of module 2 Knowledge and ownership of FBME Bank Knowledge about working ideas in the future Skills in the tools Duration 2 Hours pr. leader 2 days 2 Hours pr. leader 4 times/year 2 hours pr. leader Before the first module we send a letter/mail, where everybody will reflect on their expectations etc. After every module there are tasks/on-the-job tasks plus actions plans, where the learned tools get tested.

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26 UNIK TEAM MODUL

27 TEAM SAMMENSÆTNING OG FORSTÅELSE
Hvis teamet medlemmer forstår og respekter forskelligheder og brugen heraf i et projekts forskellige faser, er synergien en stor fordel – og visa versa. Styrende Igangsætter Innovator Støttende Organisator Analysator

28 JOBMATCH & KOMPETENCEFELT Personlighed og adfærd
TEST ASSESMENT SAMLET Færdigheder JOBMATCH & KOMPETENCEFELT I relation til teamet Personlighed og adfærd

29 TEST SOM GRUNDELEMENT I LEDERUDVIKLING
Traditionel lederudvikling (Undervisning) Fremtidens lederudvikling (Proces & facilitering) Udvalgte temaer Viden/Modeller/teori Dialog Øvelser i ”øverum” Implementering Opfølgning  Erhverv og lær! Implementering, opfølgning ”On the job training” – supervision Konkrete udfordringer, opgaver & projekter Forretnings-/ledelsesmæssige resultater Metoder, teori og værktøjer Bedste reelle kompetenceudvikling Plan Hvad vil jeg gerne bevare? Hvad vil jeg gerne ændre (Indre: Ønske eksternt: Forventning/krav til leadership) Find din motivation/dine drivere- ”Whats in it for me?” Analyse, fakta og indsigt Nutid (Status i dag, GAP ift. fremtiden) Forretnings/ledelses-fremtidsscenarium (Vision, strategi, mål, behov og ønsker) Afstemning med ledelsen/HR Mål, indsats, ressourcer, forventninger/krav

30 TEST SOM MANAGEMENT- & LEDELSESVÆRKTØJ
Hvorfor skal vi være verdensmestre i vores medarbejdere? LEADERSHIP TILTRÆKNING TILTRÆKNING Hvilke kompetencer har vi brug for? Hvad kræver disse kompetencer af os? Hvordan sikrer vi, at det er det vi får? Resultater og trivsel (Kort lang sigt) ”SITUID” ledelse – hvordan motiveres forskellige typer af medarbejdere? MOTIVATION MOTIVATION PERFORMANCE MANAGEMENT Hvordan får vi mest muligt/det bedste ud af den enkelte medarbejder? CHANGE MANAGEMENT Ændringer sker hele tiden (mere og mere). Hvordan får vi de forskellige typer med på ændringer? IDENTIFICER TALENTER Identificer jeres ”stjerner”/talenter/ medarbejdere? FASTHOLDELSE Hvad skal der til for at fastholde vores ”stjerner”/medarbejdere? AFVIKLING Hvordan italesætter vi og gør afvikling værdigt? LEDERNE I PERSONLIG TOPFORM Hvordan holder jeg mig selv oppe og motiveret i svære perioder? Forståelse af egen adfærd og reaktionsmønstre

31 Hvad skal lederne være skarpe til?
TEST SOM MANAGEMENT- & LEDELSESVÆRKTØJ UPA–ULA-TEAM Hvad skal lederne være skarpe til? Hvad ønsker vi - jobprofil? Hvilke kompetencer har personen? Hvordan arbejder vi med personen? Hvordan kompenserer vi for mangler? Hvordan udvikler vi kompetencer? Ressourcer til ovenstående? Udfordringer i forhold til ovenstående Proces