Programmes Prospectus September 2015 Introduction The principles I use in my leadership programmes come from my own life and career experiences They are unique to me just as your experiences are unique to you We are of course all unique ID: 783983
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Slide1
Ciarán Fenton’s Leadership Programmes
Prospectus September 2015
Slide2Introduction
“The principles I use in my leadership
programmes
come from my own life and career experiences. They are unique to me just as your experiences are unique to you. We are of course all unique - 1/7 billion in fact. I believe that if leaders focus on this individuality, their own and others, they will have a greater chance of success.My unique story is that I grew up as the second youngest of a family of seven in County Cork in the Republic of Ireland. A conservative upbringing gave me a particular way of looking at the world, which I had to address in later years.
2
Your early-years’ story will be different to mine but it will share several aspects: it will sit on a common spectrum of experiences ranging from appalling to brilliant. You will have taken decisions as a young person in response to your environment at that time. Those decisions were appropriate, but only at that time.
We all persist in living according to these early decisions into adult life despite the fact that the context has changed. We need to take decisions based on our real current context and not be driven by our past experiences.
The experts call this:
“Decision and Re-decision”
.
Slide3Introduction
In the Spring of 2003 after twenty years in senior roles in corporate life I was at a career cross-roads of my own.
I
started to question everything about work.Why was the process of securing a new role such a lottery?Why was the process of selling wine online or online dating, then flourishing, much more efficient than job hunting or recruitment
?
Why
were so many head-hunters indifferent to the talent they traded
?But the biggest question I asked myself was:Who was managing me, and my career and helping me manage my business relationships more effectively?
3
No one. I decided from that point to regard myself as a unique small business, which could be managed in the same way and using the same principles as any other small business that has employees and customers and a balance sheet and profit and loss account.
Once I regarded my own career/self as a small business I then saw how it was possible to view employment as a joint venture with employers and to view the path to success and
fulfilment
as being more likely if I was able to align my personal goals, my purpose and behaviours, to the business purpose. It then occurred to me that if I could help leaders to view the world in this way I could make a big difference to them. So that’s what I do.”
Ciarán
Fenton
-
September 2015
Slide4Ciarán Fenton
Leadership & Change
ConsultantFor more than a decade, Ciarán Fenton has helped CEOs and professionals - particularly lawyers - improve their leadership performance, working relationships and to accelerate business and behavioural change.
During his early career he held senior business leadership roles at Hachette, ITN, Pearson, and The Guardian Media Group. He has worked with scores of individuals and
organisations
including, for example
BT, HSBC, Capita, Radiant Law, and Unilever, using his tried and tested model The Fenton Model™.4
[
pron
:
kee-rawn
]
Slide5The Fenton Model™
The
Fenton Model™
- an innovative approach to self-management that provides senior leaders with the thinking and tools to achieve a step change in their own behaviour and that of each member of their senior leadership team. Ciarán is a mentor at London Business School, a Senior Adviser with the Blueprint for Better Business charity and a regular speaker and writer on leadership issues. He holds a business degree, B.Comm. (Hons.) from The National University of Ireland, Cork and he lives in Brighton. He is married to writer Marian Garvey and they have two teenage children.
5
“You do what you do, very well.”
VH
Slide6My Core Leadership Programmes
Leading: as CEO, General Counsel, Equity Partner, Function Head - CFO, CIO, CMO, Sales Director, or HRD
First 100 Days/First time CEO, GC, Function Head
Leading during a rapid growth or restructuring phaseLeading during a post-acquisition or Earn-Out phase
6
“You really are impressive in these 1:1 sessions!
You cut straight to the core”
AS
Managing: conflict between
Partners; Directors; Shareholders
Team members
Family business members
Leaving: career ross-roads decision making
finding new roles
launching a portfolio career
starting a new business
Slide7Programme Strand 1
Leading:
As
CEO, General Counsel, Equity Partner, Function Head - CFO, CIO, CMO, Sales Director, or HRD7
Leading during the First 100 Days or as First time CEO, GC, Function Head
Managing expectations
Managing relationships
Dealing with “amber and red” relationships in the First 100 Days
“How I managed a “red” relationship on Day 5 of my First 100 Days”
SC
Slide8Programme
Strand 1
Leading:
As CEO, General Counsel, Equity Partner, Function Head - CFO, CIO, CMO, Sales Director, or HRD
8
Leading during rapid growth or restructuring phase
Agreeing
organisational purpose, strategy and behaviours
Assessing personal purpose, strategy, and behaviours of the board/team
Aligning these
“How I became a better lawyer leader”
AH, RG, JM, SC, CF, DE, RK, LW…
Slide9Programme
Strand 1
Leading:
As CEO, General Counsel, Equity Partner, Function Head - CFO, CIO, CMO, Sales Director, or HRD
9
Leading during a post-acquisition or Earn-Out phase
Managing the transition from CEO to Divisional CEO
Managing the board and colleagues in a new context
Reconciling Earn-out and growth objectives
“How I managed myself, my team, my relationships with the acquirer during the earn-out”
KW, AG
Slide10Programme Strand 2
Managing:
Conflict
10Partners; Directors; Shareholders
Partnership
conflict at points of
change
Conflict between directors regarding roles, strategy, remuneration
Shareholder agreement disputes
“The shareholder agreement
nightmare was sorted”
XYZ
Slide11Programme Strand 2
Managing:
Conflict
11Partners; Directors; Shareholders
Personality clash
Bullying, micro-managing, stone-walling
Confidence, accountability,
ownership
“How I stopped micro-managing by a factor of 20%”
MH
Slide12Programme Strand 2
Managing:
Conflict
12Family Business Members
Succession
Constitution
Legacy
“The Family Office issues which gave us all gray hairs”
GB, CB, TL
Slide13Programme Strand 3
Leaving
:
CEO, GC, Function Head, Equity Partner at career cross-roads 13Finding
a new role(s), launching a portfolio career or starting a new business
Decision
-making/management and advice on the message to the market
Identify under-utilised potential and the full range of optionsEnsure progress, not just
activity
Learn
how to sell in an unfamiliar
context
Network
to intermediaries who can deliver feedback and
leads
Someone
to “hold up a mirror”, bounce ideas & assess
projectsSupport
in managing key relationships and
morale
Slide1414
“How I launched and developed my portfolio career”
SP, GB, MH…
“How I started my new business from concept to execution”
AD
“The challenges in managing my exit as an Equity Partner of a law firm”
EG, RH, GW…
Slide15The Benefits Clients Derive from my Programme
Good counsel: sometimes robust, but always presenting
choices
Break-through insights: under-exploited talent, situational analysis, innovationAccelerated change: progress, not just activityConflict mediation: truth and reconciliation; clear contracting
behaviours; legislating for the breach
How
to sell yourself or an idea: clarifying need, demonstrating rather than asserting competence; closing the gap
Relationship management: I have developed a Relationship Grid tool using RAG tags; networking skillsBusiness consulting: business, organisational, sales/marketing plans; I know how to write them
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“At a critical decision point I engaged Ciaran Fenton to help me through a process to define my objectives and then put in place a strategy that led me to securing a senior position with X PLC, which was my number one target.”
NL
Slide16My Approach
I
focus
on purpose, strategy and behaviours (PSB) in all my programmes. They are designed afresh for each new client to address their specific challenges. 16
Leaders need:
A personal purpose
A personal strategy
Behaviours and a plan to execute that strategy
Organisations need:
An
organisational
purpose
An
organisational
strategy
Behaviours and a plan to execute that strategy
Slide17My Programmes meet these needs by:
Using the Fenton Model™ to uncover the new purpose, strategy and
behaviours
requiredSupport in writing plans which align personal and organisational purposeHelping leaders to manage relationships to implement those plans17
“The PSB approach has given us a language we didn’t have before”
RG
Slide18My Process
My process is based on the application of the Fenton Model™ that I have developed over many years and which helps leaders and professionals manage their own and their teams’ careers as small
businesses.
The model and its application is unique in the market because it is proprietary and delivered solely by me. It will appeal to leaders who are genuinely open to challenge, are self-aware and good at receiving counsel as well as giving it.It’s robust and not for everyone and so an initial meeting to ensure the “chemistry” is right is a pre-requisite.
18
Slide19My Process
Unpack, Review, Assess
Telephone reference interviews with third parties; Essay on personal history
“Away Day” 1-1 session to work on the first draft of the PSB PlansReview Skills and Experience (CV); Emotional Intelligence (EI); Reputation (PR)
19
Write the Purpose, Strategy and Behaviour (PSB) Plans
Personal PSB Plan, and for each senior team member where appropriate
Organisational PSB Plan, even if you are a sole trader
Alignment of Personal and Organisation Plans
Support their implementation
Plenary sessions
1-1s
Facilitations and mediations
Slide2020
“I found the process and the tools very helpful”
SF
Slide21The 7 Principles
of The Fenton Model™
People are not human resources, they are small, unique, professional services
businessesOrganisations
are coalitions of these small businesses, for increasingly brief periods
Organisations
hire the least risky, not necessarily the best
Personal purpose and organisational purpose are inter-dependentMediated
agreement on behaviours to achieve personal and organisational purpose is essential
Legislating
for the breach of these
behavioural
agreements mitigates the
risks
Changing
ten actions or communications in every hundred is only 10% change
-
that’s small change, but the sum is greater than the
parts
21
“The Fenton Model works”
RG
Slide22“
The Away Day had the potential to be not really my 'scene' - a probably overdue time-out (or landing after a long-haul flight, as Ciaran called it) for reflection, analysis and planning in relation to myself as a business. Yet, it was actually an invigorating experience, thanks to a well thought out process and Ciaran's expert guidance and facilitating
skills.
The structured approach made decision-making seem easier and I felt we made excellent progress towards a first draft career business plan. I am now excited about working that up and then starting to implement it.” Entrepreneur22
❝
❞
Slide23“Ciaran has been mentoring graduate student entrepreneurs in the Entrepreneurship Summer School at London Business School for several years.
His
work is terrific and he gets very good reviews from his mentees.”
Professor John Mullins, Associate Professor, Chair - Entrepreneurship at London Business School23
❝
❞
Slide24Ciaran Fenton Limited
145
-
157 St John’s Street, London, EC1V 4PW | t +44 (0) 207 754 0335 m 07966168874 f +44 (0) 871 4336145 website www.ciaranfenton.com | blog http://ciaranfenton.wordpress.com/ | twitter @ciaranfenton