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www.ciaranfenton.com
Ciarán Fenton’s Leadership Programmes
Prospectus September 2015
www.ciaranfenton.com2
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 - 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.
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”.
www.ciaranfenton.com3
Introduction
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?
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
www.ciaranfenton.com4
Ciarán Fenton Leadership & Change Consultant
For 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™.
[pron: kee-rawn]
www.ciaranfenton.com5
The 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.
“You do what you do, very well.” VH
www.ciaranfenton.com6
My 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 phase
– Leading during a post-acquisition
or Earn-Out phase
“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
www.ciaranfenton.com7
Programme Strand 1
Leading:
As CEO, General Counsel,
Equity Partner, Function
Head - CFO, CIO, CMO,
Sales Director, or HRDLeading 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
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Programme Strand 1
Leading:
As CEO, General Counsel,
Equity Partner, Function
Head - CFO, CIO, CMO,
Sales Director, or HRDLeading 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…
www.ciaranfenton.com9
Programme Strand 1
Leading:
As CEO, General Counsel,
Equity Partner, Function
Head - CFO, CIO, CMO,
Sales Director, or HRDLeading 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
www.ciaranfenton.com10
Programme Strand 2
Managing: Conflict
Partners; 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
www.ciaranfenton.com11
Programme Strand 2
Managing: Conflict
Partners; Directors; Shareholders
• Personality clash
• Bullying, micro-managing, stone-
walling
• Confidence, accountability,
ownership
“How I stopped micro-managing by a factor of 20%” MH
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Programme Strand 2
Managing: Conflict
Family Business Members
• Succession
• Constitution
• Legacy
“The Family Office issues which gave us all gray hairs” GB, CB, TL
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Programme Strand 3
Leaving: CEO, GC, Function Head, Equity Partner at career cross-roads
Finding 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 options
• Ensure 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 projects
• Support in managing key relationships and morale
www.ciaranfenton.com14
“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…
www.ciaranfenton.com15
The Benefits Clients Derive from my Programme
• Good counsel: sometimes robust, but always
presenting choices
• Break-through insights: under-exploited talent,
situational analysis, innovation
• Accelerated change: progress, not just activity
• Conflict 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 skills
• Business consulting: business, organisational,
sales/marketing plans; I know how to write them
“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
www.ciaranfenton.com16
My 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.
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
www.ciaranfenton.comwww.ciaranfenton.com17
My Programmes meet these needs by:
• Using the Fenton Model™ to
uncover the new purpose,
strategy and behaviours required
• Support in writing plans which
align personal and organisational
purpose
• Helping leaders to manage
relationships to implement those
plans
“The PSB approach has given
us a language we didn’t
have before”
RG
www.ciaranfenton.com18
My 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.
www.ciaranfenton.com19
My 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 Plans
– Review Skills and
Experience (CV);
Emotional
Intelligence (EI);
Reputation (PR)
• 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
implementatio
n
– Plenary
sessions
– 1-1s
– Facilitations
and
mediations
www.ciaranfenton.com20
“I found the
process and the
tools very helpful” SF
www.ciaranfenton.com21
The 7 Principles of The Fenton Model™
1. People are not human resources, they are small, unique, professional services
businesses
2. Organisations are coalitions of these small businesses, for increasingly brief periods
3. Organisations hire the least risky, not necessarily the best
4. Personal purpose and organisational purpose are inter-dependent
5. Mediated agreement on behaviours to achieve personal and organisational purpose is
essential
6. Legislating for the breach of these behavioural agreements mitigates the risks
7. Changing ten actions or communications in every hundred is only 10% change - that’s
small change, but the sum is greater than the parts
“The Fenton Model works” RG
www.ciaranfenton.com22
“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.”
Entrepreneur
❝❞
www.ciaranfenton.com23
“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
School
❝❞
Ciaran Fenton Limited145 - 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
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