Stepping Up - Leadership.pdf

8/14/2019 Stepping Up - Leadership.pdf

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www.mcconnelldowell.com


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02 Stepping Up Leadership at MacDow

From the CEO 03

Leadership for a new era 04

Our blueprint for success 05

Leadership pathways 06

Setting up for success 07

Developing leaders 09

Putting it into practice 11

Leadership behaviours 12


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03Stepping Up Leadership at MacDow

I am pleased to introduce you to McConnell Dowells new leadership

framework outlined in this booklet.

It comes at an important time for us. Our business and operating environment

is changing and our roles are becoming more complex. Being equipped to

navigate these changes is critical to our success going forward.

Developing leaders has always been a priority at MacDow and we are proud

to grow our own.

This new framework helps us do this consistently across all leadership levels, all

businesses and all geographies. No matter where you are within the MacDow

group of companies or what role you play, you can look to this framework for

guidance on what is expected of you, and what you can expect of your people.

Please take time to read and apply the material in this booklet. For further

information or questions, please refer to your Manager or HR Manager.

I look forward to working with you to lead MacDow into the future.

David Robinson

CEO


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LEADERSHIPFOR A NEW ERA

For some time, our business and operating environment has been changing.

Economic conditions are tough and competition has increased. Projects are larger scale and

clients more demanding. Our roles have increased in complexity. More than ever before, we

have to manage and influence multiple stakeholders often with conflicting interests.

Leading in this dynamic environment requires new capabilities of our leaders at every level.

To capture our new requirements, we have developed a leadership framework outlining the

capabilities, pathways and profiles of leaders for success at MacDow.

This framework is a practical tool designed to guide behaviour and development and

comprises:

3 The MacDow Wheel Outlining the leadership capabilities for success

3 Leadership Pathways Describing the different leadership levels at MacDow

3 Leadership Success Profiles Detailing the focus and mix of activities leaders undertake

3 Leadership Development Setting out our principles for developing leaders

WHO DOES THIS APPLY TO?

This framework applies to everyone across all business units from newly appointed employees

to seasoned senior leaders and executives.


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FOR SUCCESS

At MacDow, weve outlined the leadership capabilities required for success

in the MacDow Wheel (see below).

Grouped into four areas, the capabilities describe the leaders we value. They

are aligned to the MacDow values and bring them to life.

No one capability is more or less important than any other. A leader is not

successful if they deliver on one capability but sacrifice another. Experience

shows that truly successful leaders who achieve outcomes do so through the

effective use of all capabilities.

To understand how the capabilities translate into practical activities for your

leadership level, refer to the detailed Leadership Behaviours starting on page

12 of this booklet.

RESULTS

LEADERSHIP

WE VALUE LEADERS WHO...

PERSONAL

LEADERSHIP

PEOPLE

LEADERSHIP

THOUGHT

LEADERSHIP

Assembles A gradeteams and sets them upfor success. Collaboratesand communicates acrossteams, business units and

alliance partners to leverageinterdependencies andcreate organisational

value.

Understands howbusiness works,

anticipating financial, legal,safety, environment, quality

and contractual

implications. Negotiatesastute commercial

outcomes & makes soundcommercial decisions.

Identifies talentand invests in our

people to realise their

potential through effectivecommunication, coaching,mentoring and providing

stretch opportunitiesfor growth.

Demonstrates a deepunderstanding of

customer needs and

uses this to build influentialcustomer relationships whichdeliver win-win, high value,

safe outcomes.

Takes a helicopter viewand identifies meaningfulpatterns in the external

environment which impactfuture success. Thinkscritically, systemicallyand innovatively to

enable better businessdecisions.

Champions theMacDow values throughactions, behaviour and

communication.Proactively challengesbehaviours in otherswhich arent aligned

with our values.

Sets and upholds highstandards of performance.

Mobilises resources,overcomes barriers andhas the conversations

needed to execute to plan inaccordance with financial,

schedule and safetyobjectives.

Actively learnsthrough self reflection,

seeks feedback and triesnew things. Manages

ambiguity and uses thisto allow innovative

solutions to emerge.


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LEADERSHIP PATHWAYSAt MacDow, we have a number of leadership roles each requiring a different

focus, mix of activities and level of capability.

To understand how the roles differ and what leaders need to pick up and let

go as they transition to the next level, we have created Leadership Pathways.

While not prescriptive, the pathways are a useful reference to check that you are

operating at the appropriate level for your role. You can also use them to help

plan your career and identify development opportunities.

Individual Contributor Frontline Leader Mid Tier Leader Senior LeaderExecutive

Team Member

Focus In the business,

playing the game

On the business,

shaping the game

Mix

Technical 90%

People 10%

Technical 50% People 20%

Management 20%

Client 10%

People 33%Management 33%

Client 33%

People 30%Client 30%

Management 20%

Strategy 20%

People 30%Management 25%

Strategy 25%

Client 20%

Pick

Ups

3 Applying your

technical and

functional capability

3 Doing the job yourself

3 Showing others

3 Organising others

3 Planning and

reporting

3 Looking at ways to

improve

3 Managing costs /

income of particular

area

3 Building and enabling

teams

3 Managing bottom line

3 Bringing in client

perspective

3 Working across

teams and projects

3 Managing complexity

across portfolios

3 Leveraging

organisational

synergies

3 Developing long term

client and partner

relationships

3 Developing leaders

3 Articulating vision,

purpose, direction

and culture

3 Establishing business

wide strategies and

priorities

3 Influencing the

operating environment

3 Positioning business

for the long term

Let

Gos

3 Doing the job yourself

3 Doing one thing

at a time

3 Having favourites

3 Near enough is good

enough

3 Specific details, tasks

& short term actions

3 Operating in own

team only

3 Covering for teams

shortcomings

3 Active involvement in

the operations

3 Project by project

planning & solutions

3 Divisional competition

3 Short term expediency

3 Traditions of little

future value

3 Let go of the pieces

and focus on the

whole

Transition 1New Frontline Leader

Transition 2New Mid Tier Leader

Transition 3New Senior Leader

Transition 4New Executive Leader

AT MACDOW

Client3 Developing client and

partner relationships

Strategy3 Long term thinking

3 Strategic objectives

Technical3 Technical or

functional activities

People

3 Communication

3 Delegation

3 Engaging/Motivating

3 Team Building3 Recruiting

Management

3 Schedule & planning

3 Budget

3 Operational Risk


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In our experience, people work best when they know what is expected of them.

To ensure that leaders understand the unique requirements of their role, we

have created a number of Leadership Success Profiles outlining the knowledge,

experience, behaviours and personal attributes required for success.

These profiles can be used to set expectations (of self or other) and can assist

when recruiting new talent or identifying areas for development.

FRONTLINE LEADER

Critical Knowledge

What knowledge is required for success in this role?

3 Working knowledge of company systems

3 Activity cost control

3 Work methods

3 Crew management

3 Relevant qualification

Critical Experiences

What experiences are required for success in this role?

3 Proven experience on relevant projects

3 Capacity to manage required work function

3 Work crew leadership/looked after a small team

3 Planning

3 Conflict resolution

3 Handling difficult environments

Critical Behaviours refer to the Wheel*

What behaviours are required for success in this role?

3 Build Teams

3 Develop People

3 Think Strategically

3 Operate Commercially

3 Adapt & Learn

3 Live the Values

3 Partner with Customers

3 Drive Performance

*Refer to the detailed Leadership Behaviours starting on page 12.

Personal Attributes

What attitude/motivations are required for success in this role?

3 A will to succeed

3 A positive attitude

3 Personal and career ambition

3 Motivated to build a Crew/Team

3 Prepared to be accountable for results and outcomes

SETTING UPFOR SUCCESS

MID TIER LEADER

Critical Knowledge


3 Thorough knowledge of company systems

3 Section cost control

3 Functional outcomes

3 Workforce management





3 Capacity to manage work function

3 Evidence of conflict resolution

3 Evidence of successful relationship building

3 Contract management

3 Performance management

3 Recruitment and selection of teams



3 Build Teams

3 Develop People



3 Adapt & Learn

3 Live the Values


3 Drive Performance


Personal Attributes


3 A will to develop self reliance, resilience, capacity and intellect


3 Motivated to build a section/project team3 Passionate about the power of successful teamwork

3 Prepared to be accountable for results and outcomes

3 Action and solution oriented


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EXECUTIVE

Critical Knowledge


3 Corporate cost control

3 Corporate strategy3 Executive team management

3 Commercial management

3 Strategic outlook for the organisation

3 Promotion of industry skills development




3 Proven ability to lead and manage a business unit3 Driven and led teams

3 Demonstrated evidence of business improvements

3 Evidence of driving high performance throughout the business



3 Build Teams

3 Develop People



3 Adapt & Learn

3 Live the Values


3 Drive Performance


Personal Attributes


3 A desire to shape the business and leave a legacy

3 Genuine intent to foster success in others

3 Strong external, market and client orientation

3 Composure and presence

3 Role model for leadership

3 Significant comfort with ambiguity

SENIOR LEADER

Critical Knowledge


3 Industry leader in specialist skills and business models

3 Business Unit cost control

3 Business Unit team management

3 Strategic outlook for the Business Unit

3 Commercial management

3 Setting accountabilities





3 Evidence of successfully leading multiple groups

3 Evidence of successfully maintaining long term sustainable

relationships

3 Managed project teams

3 Section/Function management

3 Delivered outcomes in ambiguous environments



3 Build Teams

3 Develop People



3 Adapt & Learn

3 Live the Values


3 Drive Performance


Personal Attributes



3 Composure and resilience

3 Motivated to build teams across Business Unit

3 Motivated to deliver profitable outcomes

3 Client and market oriented mindset3 Passionate about harnessing the power of teams to drive

success

3 Comfort with ambiguity

SETTING UPFOR SUCCESS


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DEVELOPINGLEADERS

Developing leaders is a priority at MacDow. We are passionate

about growing our own. We are committed to improving the

quality of leaders at all levels across MacDow today while

building their capability for tomorrow.

We know that quality development happens through a partnership

between an employee and their employer.

WHAT YOU CAN DO

There are a number of things you can do to develop yourself as a

leader such as:

3 Building your capabilities according to the MacDow Wheel

3 Being mentored and supported along the way

3 Learning from the real challenges in your job on a day by day

basis

3 Realising that it takes time to learn, practice and embed new

skills and ways of working3 Taking accountability for your own development

MACDOW WILL SUPPORT YOU BY:

3 Aligning leadership programs to the MacDow leadership

capabilities

3 Targeting mentoring and support for leaders moving from one

layer of leadership to the next

3 Selecting the right people to participate in leadership programs

3 Ensuring leaders actively support the development of other

leaders

3 Demonstrating executive commitment to leadership development

3 Measuring and monitoring the effectiveness of our investment

in leadership development

3 Realising that leadership development is a long term investment

WANT TO KNOW MORE?

For further information on the leadership development opportunities

available at MacDow, visit the MacDow intranet.


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PUTTING IT INTO

PRACTICE

WANT TO KNOW MORE?

For further information on this leadership framework and how it applies to yourrole, please contact your Manager or HR Manager.

You can also visit the MacDow intranet for frequently asked questions

and more.

HAVE YOUR SAY

We welcome your feedback on this leadership

framework and how it will be beneficial for you.

Email your comments to:

[email protected]

The leadership framework is designed to be a practical tool to guide behaviour and

development. Some ways you can consider using it:

FOR CURRENT LEADERS

1) Understand what is expected of you as a MacDow leader

2) Think through the behaviours and activities for your leadership level and identify any

changes you could make

3) Have a conversation about what you expect of the leaders within your team

4) Incorporate this framework into your performance and development conversations

5) Identify any gaps and areas for development (for yourself or team) and make a plan to

work on them

6) Use the success profiles to help you recruit talent

7) Get feedback from your own leader

FOR ASPIRING LEADERS

1) Talk to your leader about the framework and what it will take for you to reach a leadership

position

2) Identify any gaps and areas for development and make a plan to work on them

3) Have a conversation with your team members and peers about leadership

FOR EVERYONE

Even if youre not in an official leadership role, we can all demonstrate leadership. Some

actions you can take:

1) Understand what is expected of leaders at MacDow and align your behavioursaccordingly

2) Identify any gaps and areas for development and make a plan to work on them


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To ensure youre clear on the specific behaviours required for your leadership level, we have created detailed Leadership Behaviours

for each capability in the MacDow Wheel (refer page 5).

Please note that the titles in the tables below (eg. Frontline Leader, Mid Tier Leader) refer to leadership levels not specific job titles (although

some are the same). If you are having difficulty identifying the appropriate leadership level for your job, please talk to your Manager or HR

Manager.

BUILDS TEAMS

Assembles A grade teams and sets them up for success. Collaborates and communicates across teams, business units and alliance

partners to leverage interdependencies and create organisational value.

Frontline Leader Mid Tier Leader Senior Leader Executive Team Member

Explains what needs to be

done and provides necessary

information and support

Explains what needs to be done

in the context of overall project

objectives

Translates organisational

strategy into long term plans and

objectives for the Business Unit

Communicates a compelling

strategic direction and future for

the organisation

Appropriately matches the right

personal skills, experience and

competencies to tasks

Maximises effectiveness by

selecting and deploying a high

performing team

Builds diverse teams that

capitalise on individual

expertise, capabilites, styles andbackgrounds

Builds a team based culture

across the organisation

Shares information within and

across related teams

Identifies interdependencies

within and between projects

and connects people through

collaboration

Creates collaborative

relationships across business

units and alliance partners to

create value

Breaks down organisational silos

to drive success

DEVELOPS PEOPLE

Identifies talent and invests in our people to realise their potential through effective communication, coaching, mentoring and providing

stretch opportunities for growth.


Accurately identifies strengths

and development needs of direct

reports

Has a clear understanding of the

mix of skills, capabilities & styles

needed in the team

Understands the capabilities

required by the business unit /

project to deliver on its objectives

Understands the capabilities

required by the organisation to

deliver on the long term strategy

and objectives

Demonstrates support and

commitment to others learning

Makes self available to provide

regular and constructive one-on-

one feedback to support others

development

Proactively mentors key talent

and future leaders to support

their longer term development

Champions development

within the organisation, visibly

supporting learning initiatives

Actively mentors others by

transferring own knowledge and

skills

Delegates effectively as a

method for developing talent

Opens doors for talent, facilitating

opportunities to support their

development

Fosters cross-organisation,

external and alliance

opportunities which support

development of key talent

Ensures successors are

developed for own role


developed for own role and

for other key roles in the team/

project


developed for own role and other

key roles in the business unit /

project

Stewards organisational talent

processes to ensure supply of

appropriately skilled leaders and

critical resources for business

success

LEADERSHIP

BEHAVIOURS


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THINK STRATEGICALLY

Takes a helicopter view and identifies meaningful patterns in the external environment which impact future success. Thinks critically,

systemically and innovatively to enable better business decisions.


Asks probing questions to

understand the root cause of

issues

Uncovers patterns across the

project to identify systemic

changes required

Scans a broad range of

information and quickly identifies

critical areas of material impact

Integrates information from

disparate sources to build

new understanding for the

organisation

Plan ahead to respond to

the next 12 months' business

challenges

Plans ahead and foresees

business challenges up to 2

years ahead

Creates strategy and plans to

position the Business Unit for

success up to 5 years ahead

Creates strategy and plans to

position the organisation for

success up to 10 years ahead

Draws information from a range

of sources to make better

decisions

Uses a range of different

sources to benchmark project

performance and stay up to date

with current best practice

Builds a deep understanding

of external factors affecting the

industry, clients and suppliers

Continually scans a broad

range of information from

around the world to identify new

opportunities and potential risks

Responds positively to new ideasand approaches

Identifies and advocates new andbetter ways of doing things

Creates step change throughinnovation

Creates an organisationalenvironment which fosters

innovation

OPERATE COMMERCIALLY

Understands how business works, anticipating financial, legal, safety, environment, quality and contractual implications. Negotiates astute

commercial outcomes and makes sound commercial decisions.


Tracks and monitors performance

against budget and schedule

Demonstrates a sound

understanding of drivers of cost

and profit across the project and

manages profitability at project

level

Manages profitability of

business units, demonstrating

a deep understanding of how

the business works, and the

business drivers of cost and

profit

Manages profitability of the

whole business, anticipating

the impact of external forces,

including market fluctuations and

global business changes and

challenges

Understands legal and

commercial frameworks required

in own area of responsibility

Understands what is

commercially achievable

and makes sound business

decisions.

Understands and navigates

complex commercial structures

to deliver value to the business

Is recognised as a role model for

commercial leadership within the

organisation

Is confident negotiating

outcomes in own area of

responsibility

Can effectively balance

commercial and non-commercial

factors in negotiation

Negotiates comfortably in

complex scenarios to deliver

short-medium term value

Negotiates comfortably in

complex scenarios to deliver long

term value

Can build cost estimates for their

area of responsibility

Gathers appropriate information

to build robust budgets, costestimates and forecasts across

the project, creating and

maintaining project cashflows

Builds robust budgets and cost

estimates across entire programsof work

Establishes effective practices for

financial management across theorganisation


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ADAPT & LEARN

Actively learns through self-reflection, seeks feedback and tries new things. Manages ambiguity and uses this to allow innovative solutions

to emerge.


Listens to, and responds to

feedback effectively

Actively seeks feedback in order

to develop and improve self

Deliberately places self in

situations which will generate rich

feedback and self insight

Is a role model for the process

of seeking feedback, developing

self-insight and modifying

approach accordingly

Is open to learning new things Proactively seeks opportunities

to try out new approaches and

behaviours

Champions change and actively

invites opposing points of view

Fosters an environment of

continuous learning and 'Fair

Blame'

Keeps emotions and moods

in check to ensure they do not

interfere with relationships or

decision making.

Observes personal impact

in interactions and adapts

behaviour appropriately

Demonstrates flexibility in

leadership style to enhance

effectiveness

Demonstrates leadership

presence which instils confidence

in others

Perseveres to achieve goals,even in the face of obstacles

Adapts well to change anddisplays a positive outlook when

faced with ambiguity

Can hold the tension in ambiguityto allow innovative solutions to

emerge

Proactively manages ambiguityto generate opportunity for the

organisation

LIVE THE VALUES

Champions the MacDow values through actions, behaviour and communication. Proactively challenges behaviours in others which arent

aligned with our values.


Actively demonstrates behaviours

aligned to the MacDow values

Speaks up to ensure that others

behave in accordance with the

MacDow values even when it is

difficult to do so

Challenges the behaviour

of others, including senior

colleagues, to ensure alignment

to values

Inspires external market

confidence through consistent

role modelling of the values

Comfortably communicates and

reinforces the MacDow values

with others

Demonstrates the MacDow

values even when under

situations of pressure or difficulty

Seeks new ways to embed the

MacDow values in the business

Uses every opportunity to

reinforce the MacDow values

in order to build organisational

alignment

Proactively responds to situations

inconsistent with the MacDow

values (e.g. see something, say

something, do something.)

Proactively addresses situations

which may result in behaviour

that is contrary to the MacDow

values

Creates a culture where the

MacDow values are consistently

'lived' within the business unit

Creates a culture where the

MacDow values are consistently

'lived' across the organisation

LEADERSHIP

BEHAVIOURS


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PARTNER WITH CUSTOMERS

Demonstrates a deep understanding of customer needs and uses this to build influential customer relationships which deliver win-win, high

value, safe outcomes.


Responds effectively to customer

needs

Proactively explores innovative

approaches to add value to the

customer relationship

Initiates and manages multiple

contacts into the customers

organisation to create impact

beyond individual projects

Partners with customers to create

new value delivery models which

shape the industry dynamics

Seeks and acts on feedback

from customers

Follows up with customers to

ensure requirements are met

Takes steps to systematically

measure and improve customer

satisfaction in the Business Unit

Sets and upholds standards

of customer service across the

organisation

Builds productive working

relationships with immediate

customers

Develops and maintains

productive working relationships

with a network of key customers

Acts as a trusted advisor or

confidant to key customers

Influences customers through

contribution to their internal

strategy discussions

Recognises customer needs and

balances these with businessneeds when negotiating

outcomes

Effectively explores alternatives

with customers to reach win-winoutcomes for the project

Leads negotiations that deliver

win-win, high value and safeoutcomes

Leads and fosters a culture

of win-win relationships withcustomers that add strategic

business value

DRIVE PERFORMANCE

Sets and upholds high standards of performance. Mobilises resources, overcomes barriers and has the conversations needed to execute to

plan in accordance with financial, schedule and safety objectives.


Sets clear and challenging goals

for direct reports

Sets clear and challenging

objectives and goals for the

project/team


objectives and goals for the

business unit


strategic objectives and goals for

the organisation

Identifies and implements

improvements to local processes

and practices

Puts in place system-wide

practice changes to overcome

barriers and deliver performance

Creates a performance driven

culture across the business unit

or project

Creates a performance driven

culture across the organisation

Regularly reviews performance

and provides constructive

feedback

Has the difficult conversations

needed to re-direct performance

of individuals and teams

Creates significant turnaround in

performance in business units or

projects

Makes difficult decisions where

required to re-align business

units, service lines and strategies

to deliver value to shareholders

Recognises and rewards

individual and team performance

Recognises and rewards project

team performance

Recognises and rewards

Business Unit performance

Creates an organisational culture

which celebrates success and

learns from failure


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