Leadership: Rock-Solid, Red and Well-Led A[euro]" Where Values Rule; Youa[euro][TM]d Have to Be Colour Blind Not to Spot That A[euro]reda[euro] Is Colour Du Corps at Vodafonea[euro][TM]s Auckland HQ. but Where Does It Fit in Its Value Spectrum? and What Does That Have to Do with Its Long-Running Leadership Programme?

New Zealand Management, August 2009 | Go to article overview

Leadership: Rock-Solid, Red and Well-Led A[euro]" Where Values Rule; Youa[euro][TM]d Have to Be Colour Blind Not to Spot That A[euro]reda[euro] Is Colour Du Corps at Vodafonea[euro][TM]s Auckland HQ. but Where Does It Fit in Its Value Spectrum? and What Does That Have to Do with Its Long-Running Leadership Programme?


Byline: Vicki Jayne

You have to get the three a[euro]Ra[euro]s up front in a conversation about leadership at Vodafone. Ita[euro]s happy to own that its values: red, rock-solid and restless are at the heart of everything the company does a[euro]" including its efforts to build leadership at every level in the company.

As director human resources Michael Stanley explains, ita[euro]s a process thata[euro]s more journey than destination both at individual and corporate level. Making it to CEO doesna[euro]t mean youa[euro]ve finally got the leadership piece right.

a[euro]Something Ia[euro]m very passionate about is that leadership is absolutely modelled from the top a[euro]" so the level of executive commitment from the CEO and senior team to developing their leadership and being really intentional about modelling leadership is essential.a[euro]

The a[euro]passiona[euro] thing crops up quite a bit in conversation a[euro]" thata[euro]s what the a[euro]reda[euro] stands for and passions for a[euro]customersa[euro], a[euro]our peoplea[euro], a[euro]resultsa[euro] and a[euro]for the world around usa[euro] are described as the glue that welds the corporate culture. That glue is another reason why top execs need to walk the leadership talk.

a[euro]There is nothing more powerful,a[euro] says Stanley, a[euro]than people looking at the CEO and seeing that he is stepping up, doing things differentlya[euro][bar]a[euro]

Therea[euro]s a fair chance Vodafonea[euro]s top team gets quite a lot of scrutiny because feedback loops are an embedded part of its leadership programmes.

a[euro]Ita[euro]s really important to measure and monitor things and what we find is that giving leaders individual feedback as to how others are experiencing their leadership, I think, is the single most valuable thing you can offer,a[euro] says Stanley.

a[euro]The training, mentoring, coaching a[euro]" all these things are really important parts of the process. Then give them very direct individual feedback and watch them grow.

a[euro]Leadership isna[euro]t necessarily an instinctual thing. Some are naturals a[euro]" others just have to learn it. But what stands out is that our leaders are really committed to doing a good job therefore whatever evidence, feedback, information they get on how theya[euro]re doing is a great motivator a[euro]" either affirming what theya[euro]re doing or encouraging them to do better, to learn and develop. Accurate personal feedback is really critical to driving development.a[euro]

The company uses Hay Leadership and Engagement models to build leadership capability. All leaders with four or more reports get to go on the a[euro]managers indexa[euro] where theya[euro]re rated against specific leadership and engagement criteria by their people.

a[euro]So ita[euro]s pretty easy for anyone to look at how theya[euro]re going compared to other leaders in Vodafone and, over time a[euro]" and wea[euro]re now into our third year of running this a[euro]" to track their own progress.a[euro]

Then therea[euro]s a more intensive 360-degree feedback mechanism that looks at leadership styles and what sort of environment that particular person creates.

a[euro]Ita[euro]s a much more intensive, holistic feedback from peers, people, managers on how you are seen to be performing as a leader. That is a cornerstone of our leadership development programme.a[euro]

There are, explains Stanley, two a[euro]big buckets of activitya[euro] in the leadership programme a[euro]" the Hay leadership model and assessment, and what is described as a[euro]management essentialsa[euro] which includes the more technical elements such as performance management, career management etc. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Leadership: Rock-Solid, Red and Well-Led A[euro]" Where Values Rule; Youa[euro][TM]d Have to Be Colour Blind Not to Spot That A[euro]reda[euro] Is Colour Du Corps at Vodafonea[euro][TM]s Auckland HQ. but Where Does It Fit in Its Value Spectrum? and What Does That Have to Do with Its Long-Running Leadership Programme?
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.