Chapter One: Leadership Model Examples Flashcards
Focus on people
- As manager of a manager I’m focusing my attention on my direct report first.
* With new comer like Laurent, we define an induction plan with a weekly F2F for their development & business activities. a derivative of skill firsts but adapted to FLM.
* For more experienced people, I like to use the 360° tool which give us a good feedback of how the requester is perceived by the all the stakeholder ( I have done myself 3 during the last 6 years) . it’s a good starting point to build a development plan together
* I don’t forget my N-2: I go-look & see them in their environment twice a year minimum and I collect directly feedback during a specific progress review every quarter. I’m participating as well on request, to the monthly of my N-1 for the introduction/conclusion or at lunch time - I love to fing the right nugget / the raw diamant to carve
ex: Philippe Couzinie : 200% engaged/ Raw/dedicated to the company but difficult in communication and very str. It took me some time to get him softer in his communication. I adviced him like like a coach, to adapt his behavior with what the company could expected from a manager. - I go to lunch every single day with managers of mine. We spend time discusing about everything but work.
”
Give meaning
”
* Give Meaning journey:
- 10 years I started with a very low score in Give meaning from the first Engagement survey “” I know what Airbus is expecting from me””. I work since then in
explaining what we are doing. Weekly meeting where I force myself to structure the cascade of information, ith concrete exemple of realisation. Ex the
picture of the week , we were following the worldwild trip of Solar Impulse
- As I wanted to progress in my global understanding, I took the position of EA and I have been involved in the definition of the company’s yearly priorities.
From the global company strategy, we turned it into annual company priorities ex: APQP deployement for Major mods or TOw.
- As Ho POMC In February, I organized a specific team talk with all the team where i presented the corporate Airbus presentation used with the suppliers at
Executive level for a global update of we are ( market / organisation/ governance)
2018 results: I was linking the 2018 Airbus group results ( Finances; deliverables) down to our operational and performance ( @ group level).
2019 objectives: I added the local procurement strategy define together with PMC team and described what I was expected from them to support that
strategy. Ex define 3 champions for composites means more qualification.
The team was grateful for this global understanding as this was the first time they got such a view; from Airbus Vision down to Individual objectives.
=> 360 ° results: Improved & visible over the years in my 360 from 3.3 to 3.7 in 6 years
- Give meaning with supplier:
I do the same kind of information to the supplier management: I translate directives into operational objectives to the supplier.
ex: Satys COO / organisation de O
*Strike 08/2014–> 50 persons angry and afraid of the situation. Defending their collegues but requesting more information . Took them all in the same room to explain the situation”
Give energy
As manager:
- I’m using corporate incentives like OTSA, rugby tickets or events linked with the A350 development ( TC, ELF or Erdinger Tee Shirt)
- Or more unconventionally but powerful management tool : I bet biers. I note my bets on a small notebooks, and we make a 7/11 sometimes
to close the bet.
- more recently, I always a birthday, bringing a small present to the team member.
*AS Production leader:
*As a result Front page of the”“One”” article ““so proud to be at Airbus”” (sur Ipad). Fist because of the title itself just above our picture smiling , during
the ELF with 2 of my team leaders.
* 360 ° results:over the last 3 x 360° i performed, i have been ranked 3.8 average every time from the interviewed population.
”
Build Team Spirit
“*AS Production leader: Big colocalisated team
* Before being Production leader, the postion tiitle was : Integration manager
* A50 building has been designed to foster the collaboration amongst departments:
- Open space analysed with eronomics focusing on informal communication flows ,
- sliding windows between managers' private offices
* Weekly meeting not only with my direct reoports but with all the Heads of support functions connected with the production unit.
*As EA, with top management
* There is always space to bring fantasy, innovative & fun events: i organised a surprise for my boss and all the VPs from Quality
an unexpected karting sessions based on Asterix Theme.Nobody was aware but HRBP and the secretary. Every one got their name and one of asterix
on the back of their tee shirt
=> improvement from last year with a better participation of everyone at that workshop
- As Ho POMC : smaller but international team
* A team booster in September as ““team induction day”” organized by the team and led by them . only guidline: “” know each others””)
* Last month , diner with everyone the night before the quarterly business review
* We are reshuffling the open space to connect the sourcing/buyer team with the SC&Q team
”
Be creative
”
- AS Production leader:
- Co owner of an Airbus Patent on laser tracker probes to jig in & out A/C from docking
*As Ho POMC :
* As I wanted to promote creativity, I presented a dossier 2019 PO innovision to lead by example,& I have been awarded for an idea I got to manage
requests from suppliers
overall message: No creativity without curiousity and failure acceptance MSN 35, PFW crisis, no fuel pipes available anymore. Use of an ALM part to finalize the line and do the ground tests... which failed @ 2.5 bars"
Simplify
- As Project Leader : Aircraft Progress
*Aircraft Progress software –> use out- of- the-
box thinking for software architecture : Despite
willingness of one PLM tool for all Airbus, we
collected export data and reorganize them
under the same view to ease the understanding
of the end user > Agile mindset 10 years before
it has been developped in AIrbus as a PM
methodology.
*As Industial leader:
The Use of DMU is a huge step during the but a
revolutionary way of industrialising an A/C. At the
beginning of the plateau, it was only for specialists
only, I convinced my supervisor to allocate ressources
( PC and Training) to bring that techno to every ME. It
ease the understanding of the definition, speed up the
tooling design process and simplify the jobcards
illustration.
Simplify in communication using my experience with BC when you need to be straightforward and clear . “
Decide
*As Production leader:
* Quality escape on Fuel Harness MSN 6 from Parker
( faulty positive results in test reports): All the
harness needed to be tested. Which is normally an
activtiy to be done in WP. I accepted the work,
ealier at station 30 as I needed this harnesses to
test the fuel systeme later on at station 18. We save
roughly a week on the LT of MSN6
360 ° results : ""Has the courage to take fair decisions which are in the company interest even when they may
be unpopular "":
4 as average. including my manager 's: 4 out of 5
As Ho POMC :
*In the Supply Chain, priorisation has to be made everyday. Last July, a supplier disclosed a falsification in test reports. Production was stopped during
investigations with no alternative stocks available.I decided to launch alternative supply from competitor to avoid disruption to proritize OTD against OCD”
Deliver
“keep your commitment in deliver is to ensure progress of intermediate steps: 2 families
From a Project standpoint, I follow the key milestones of LBIP project structure or DARE structure for a new aircrfaft & associated reviews
- Aircraft Progress I delivered a digital solution, A/C progress still used by 5000 people in production following the LBIP structure.
- Line B flex project I delivered a modified line B ““up and running””. 10 m€ budget, 3 weeks to implement during summer break. No major NC at the restart
- A350 structure & syst I delivered industrial set up for FAL A350 main structures and system installation with DARE / UP dev tools
I’m a certified PM at silver level with credential as PMP from PMI
From Operations standpoint, this is more about drumbeating against a production planning.
- Daily SQCDP to follow up activities ( @ Level 3)
- Weekly performance review, where I analyse non performance against OTD/OTQ and develop corrective action plans
- Quarterly Business review, wher I presented integrated results per MSN delivered from the differents functions & improvement projects
I delivered about 100 painted A/C from ATR, to A330 & a new production organisation from 2 shifts to 24/7 & 60 A350 from the first prototype A350-900 MSN 1, all the customer aircraft till the MSN59 the first -1000 “
Be Yourself
”
360° feedback : ““recrut, promote and develops people regarless of natinality, gender,age or disability”” 4 as
average. my manager ‘s & overall, over the 3 X 360°
ex: one legged man and deaf girl + team booster on ““diversity”” as theme to foster differences in team members recruitment. With Change Manager as moderator.
* In order to bring positivism at work, bring lightness, I do what I do as well at home ; The ““3 kifs of the day”” , turned into thte ““3 kifs of the week”” !
* Selected as Senior Ethics and Compliance, working during 2 years on defining rules and processes on our corporate responsability. “
Speak Up
”
As Production leader
360° feedback : ""has the courage to express his own point of view"" 4,5 as average. Self assesment and my manager 's: 5 out of 5
As EA:
- Speak up culture campain: Quality was driving the show. I developped a Team Talk available on elearning, initially destinated to quality department, now for the full company. ““Hands on”” project with talents & leaftet, + spokeman on the corporate communication campain last year, interviewed in airbuzz.”
Trust
“As Production leader:
My first 360°, and My worst score
““empowers others, ensuring they have what they need to deliver””: Just 2,9/5.
I am working on it since then . First with coach to understand where it comes from,and I realize that it was due to the situation we faced. I had the expertice and my direct reports not. I was in a participative way of managing. I set the perimeter of everyone. I didn’t interfer on my own in the operations. –> improved 2 years after 3.1 but at the last one 3,6 (in another perimeter)
* Selection of the team leader done by the MFT meader/ Team representatives & myself.
As Ho POMC :
* team booster in September as ““team induction day”” organized by the team and led by them . only guidline: “” know each others””)
* I let the team organize themsleves to select their TL (in a short list that a preselected : Can i quickly trust the person )
I explain the vision, ensure understanding “
Evolve
“AS JW: 4 differents streams:
1/get & accept feedback: * Always looking for feedback.
*3 times the 360°
* more recently the Praditus self assessment.
* Coaching sessions to focus on areas to improve -
-> Action plan including selection of 3 people as
witnesses of my improvement picked up from 360 °
2/ Be aware: Learn new things:
* Participating for time to time to conferences. One
important for me was the one on the positive
leadership with Florence Servant Schreber or
the one with Claude Onesta, the coach of the
French handball team
* Training “” experienced manager “” for soft skills
development .
3/ stay tuned/connected with:
* I’m a mentor for a young german employee since
2 years
* I’m a tutor of a female student.
it’s a win/win relationship. Both of them help me to stay connected with Youth, their Wo thinking, their motivations, their dreams.
4/ Improve my overall understanding of the company. .
*Position as EA following the Give Meaning and action
plan associated;
* I evolved in 6 differents functions
