1. Leading from Crises to Collaboration Leadership and Development in Context 2010
Tom Grant
Dean, College of Leadership and Professional Development
Ford Motor Company
Steve Bridge
Partner
Sheppard Moscow LLP
Say who we are
This is first session in the Accelerating Individual Performance stream
Accelerating Individual Performance through leadership
Accelerating business performance through individual performance through leadership

2. Purpose of this session
To stimulate your thinking
To encourage some insight
By telling the story of how leadership has been crucial to the transformation in Ford Motor Company
In a way that’s:
Informative
Interactive
Gaining Entry – contracting with the group
We have 1 hour
Kick off with a general statement of intention and proposed style
The picture is of what was then called the Verve at the Detroit Motor Show – 21st January 2008 – when we did the N.American diagnosis

3. The business context when we started
Losing market share to more efficient competitors
Trying to extend global reach/global collaboration
Needing to increase the rate of quality improvement
Needing to improve operating and fixed cost efficiencies – especially in Product Development and Manufacturing
Operating with a shrinking workforce
Too much leadership churn – a new leadership team in place
Facing tough economic conditions
Setting out the situation Ford was facing

4. The Leadership Response – Focus and Direction
Part of the leadership response – a clear strategy, mission and plan
Communicated to all
Underpinned by constant reference
And following it!

5. The Leadership Response – Leadership Culture
Video Clip – Alan Mulally
A video clip of CEO Alan Mulally talking about leadership and leadership culture

6. The Leadership Response – Leadership Development
Started with a diagnosis
North America – Detroit
South America – Brazil
Interviews/Focus Groups
Soaking up the ‘climate’
Building commitment
Identified themes
Working together
Personal mastery
Business acumen
Linked to One Ford strategy
Fed back themes to sponsor
What’s the business context?
What’s the business challenge?
What kind of leadership is there now?
What kind of leadership is needed?
What needs to change?
Where’s the urgency?
What’s going to help the change?
What will sustain the change?
What difference will you expect to see/feel?
Why’s that important?
How will this help the business?
The importance of engagement with key stakeholders
Both to gather information and perspectives
Also to get their commitment to the process, for them to feel they’ve contributed, to create readiness, direction and alignment

7. GEL Programme Flow To show what we created as the overall flow of GEL
Not going through every item.
Drawing out things about modular nature.
Supported by real work change.
Next slide has characteristics and principles

8. Characteristics and principles of GEL
Close alignment to One Ford behaviours
Strands weave through the modules
Leadership mastery – self awareness
Collaboration and team working
Business acumen
Engaging others
Leadership - thinking, being, doing
Clear link to business
Constant executive presence
Learning sets
Working in partnership
Constant review and tweaking to keep in line with shifting context
Something here to describe some of the main things about GEL

9. Change Lenses
A way of looking at what’s changing / needs to change through different perspectives
Behaviours – Current behaviours and
desired behaviours
Logical Framework – Purpose, goals and
activities
Relationships – Connections and the key
points of influence
Systems – Holistic view of inputs,
outputs, transformations and feedback
Language and Stories – Words, phrases,
descriptions, myths and stories
A way of looking at change
Used by participants to examine and understand the changes they’ve been experiencing
Then taken as a way to define the future
Use this as a participative session

10. GEL Evaluation – Factors contributing to success
Leadership involvement by top management
Content and design that encourages individual participation
Strong diversity of participants across functions and regions
Right programme structure and pace
Supervisor and organisation support

11. What’s happened and is happening now?
For GEL participants
Renewed excitement and confidence to impact the business
Trust and openness significantly enhanced across peers and visiting leaders
Greater appreciation of leadership insight within other functions and the importance of drawing on them
The right learning opportunities surfaced at the right time for people
Some stories
For Ford Executives supporting GEL
For GEL Programme
Bringing the story up to date

12. Time for any questions