1. The Leadership Journey
Growing leaders at Specsavers
Jonathan Crookall
Director of Resourcing and Development 1

2. Introduction to Specsavers Optical Group
Started 26 years ago by optometrists Doug and Mary Perkins
World’s largest privately owned optical group and number three globally
Has grown to over stores across 10 countries
Total turnover for the financial year 2009/10 was £1.36 billion

3. The development of the business
FUTURE GROWTH International, Diversification
Phase 1 Revolutionary
Phase 2
Rapid Expansion
Phase 3
Development of the Brand
Phase 4
‘Superbrand’ Status
Price focused
Customer centred
Driven by PR
Regional critical mass
Marketing promotions
Regional rollout
Launch
National advertising
Value add promotions
Focus on Professionalism
Infrastructure investment
Brand investment
Industry ‘benchmark’
Further international penetration
Diversification
mid 1980s –
early 1990s
early 1990s - mid/
late 1990s
late 1990s
present - future

4. What makes the concept successful?
Our core values
Ownership principles
Our marketing competencies
Our supply chain

5. Vision and values
Our Vision: To passionately provide best value eyecare to everyone, simply, clearly and consistently, exceeding customer expectations every time.
Our Values: Treat people as we would like to be treated ourselves.
Passionate about:
Our customers – the lifeblood of our business
Our people – supporting our staff to be the best they can be
Partnership – at the heart of everything we do
Communities – giving back to and working with our local communities
Results – keep it simple, get it done, deliver on our promises

6. Total stores and sales growth

7. The Green Blood Club

8. Leadership journey – an integrated approach
Top 70 target audience – Board and direct reports
Annual cycle of activity, not just a programme
Starts with People Review and input from each senior leader
Kick off at leadership conference
2 day workshop (Year 1 on Innovation, Year 2 on People management)
360 feedback
1-1 coaching from HR leadership team
Individual needs also met
Track progress through Insight – our Engagement survey

9. Leadership journey 2 – core models
Success
Clarity
Capability
Customers
Robots
Drivers
Engaged
Staff
Apathy
Anarchy
Conditions
Freedom
Leaders

10. Leadership journey 2 – core models
Leadership style People feel Leading to
Openness Valued Loyalty
Control Ownership Confidence
Accountability Capability
Inclusion Significance Commitment

11. Leadership Journey - impact
Greater cohesion and more inclusive leadership group
Ownership of leadership development and follow on actions
Improvement in Insight (Engagement survey) scores
High retention of critical senior group
Improving reputation of the HR team

12. Questions