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.)Competitively advantageous No strategy to leverage marketaccess to mid-America access/no relationship selling/nocompetitively differentiated valueproposition 11131_Edersheim_c07_f.qxd 2/10/04 3:25 PM Page 194194 McKinsey s Marvin BowerFurthermore, Harvey felt that the IDS culture was not conducive toleveraging the insights of the frontline salespeople or to creating an invig-orated, engaged organization with a strong identity.Harvey describes thecultural challenge he faced at IDS:I had to create an open environment in which people raised theirpoints and argued about their points and became less Minnesotapolite.And I did that by modeling that kind of behavior, andrewarding that kind of behavior over a period of years.5Based on his reality assessment of IDS, Harvey established his initialtasks, drawing heavily on the lessons he had learned from Marvin:We had to work through with the organization to define quicklythe mission, the strategy, and the values that we would follow inorder to achieve a level of success and it was meshing the strategywith the values that ultimately allowed us to be successful.Valueswithout a strategy, values without an objective are just conceptualand soft.And a strategy without values to support it won t get exe-cuted.So you have to have the two working together.6Harvey s strategy was to transition IDS s huge, talented sales force intofinancial planners by arming them with a set of business values to use astheir compass, developing and training them, and supporting them withtools and a diversified menu of investment and insurance products thatwould enable IDS to provide financial planning services:Deciding on a financial planning strategy, and then, in fact, exe-cuting it.It was all the details of execution that made it suc-cessful.And it was having a common set of measures andobjectives for all the senior executives against which we would allbe judged and against which we would all be paid.7With Harvey leading IDS, developing people meant more than train-ing.He believed it required his personal involvement:There were lots of training programs with regard to, for example,leadership training, and when we put in leadership training, I taughtthe first course, and then the people that I taught would teach thenext course and so on.And once a year or so I would teach a new 11131_Edersheim_c07_f.qxd 2/10/04 3:25 PM Page 195Educating a Generation of Leaders 195course.So that people would understand that part of their job wasto teach subordinates how to lead.The fact that we were not expertteachers but we were expert leaders impressed the people in ourclasses.There was a lot of room to be less than outstanding instruc-tors.In fact, I think we were outstanding instructors because wewere real.8Harvey began encouraging his employees to express themselves assoon as he arrived at IDS:When I first got there, there was a question about how we wouldset accrual rates on annuities, which was a major values-driven andeconomic question regarding what benefits would accrue to cus-tomers who had bought annuities.And one of the people therethought that I was making this decision in an insufficiently prin-cipled way.She was a woman named Kathy Waltheiser who wasan actuary.Kathy went to her boss and asked permission to cometalk to me.And he asked for an appointment and they both cameto talk with me.Very, very nervous about it.And Kathy raised herpoint of view.We discussed this for about an hour.I listened to herand I explained my thinking and we discussed the pros and consof it.So that at the end, I didn t change my decision, but sheunderstood the basis of it and became convinced that it was aprincipled decision, one that was different from what she wouldhave made maybe at that point.But certainly she no longer hadconcerns about whether or not I was unethical.I used that exam-ple.at a number of occasions at IDS, in a number of speechesto indicate the value that I put on people who disagree in anappropriate way and raised issues for consideration, not to be nit-picky but to be supportive and helpful [ Pobierz całość w formacie PDF ]
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.)Competitively advantageous No strategy to leverage marketaccess to mid-America access/no relationship selling/nocompetitively differentiated valueproposition 11131_Edersheim_c07_f.qxd 2/10/04 3:25 PM Page 194194 McKinsey s Marvin BowerFurthermore, Harvey felt that the IDS culture was not conducive toleveraging the insights of the frontline salespeople or to creating an invig-orated, engaged organization with a strong identity.Harvey describes thecultural challenge he faced at IDS:I had to create an open environment in which people raised theirpoints and argued about their points and became less Minnesotapolite.And I did that by modeling that kind of behavior, andrewarding that kind of behavior over a period of years.5Based on his reality assessment of IDS, Harvey established his initialtasks, drawing heavily on the lessons he had learned from Marvin:We had to work through with the organization to define quicklythe mission, the strategy, and the values that we would follow inorder to achieve a level of success and it was meshing the strategywith the values that ultimately allowed us to be successful.Valueswithout a strategy, values without an objective are just conceptualand soft.And a strategy without values to support it won t get exe-cuted.So you have to have the two working together.6Harvey s strategy was to transition IDS s huge, talented sales force intofinancial planners by arming them with a set of business values to use astheir compass, developing and training them, and supporting them withtools and a diversified menu of investment and insurance products thatwould enable IDS to provide financial planning services:Deciding on a financial planning strategy, and then, in fact, exe-cuting it.It was all the details of execution that made it suc-cessful.And it was having a common set of measures andobjectives for all the senior executives against which we would allbe judged and against which we would all be paid.7With Harvey leading IDS, developing people meant more than train-ing.He believed it required his personal involvement:There were lots of training programs with regard to, for example,leadership training, and when we put in leadership training, I taughtthe first course, and then the people that I taught would teach thenext course and so on.And once a year or so I would teach a new 11131_Edersheim_c07_f.qxd 2/10/04 3:25 PM Page 195Educating a Generation of Leaders 195course.So that people would understand that part of their job wasto teach subordinates how to lead.The fact that we were not expertteachers but we were expert leaders impressed the people in ourclasses.There was a lot of room to be less than outstanding instruc-tors.In fact, I think we were outstanding instructors because wewere real.8Harvey began encouraging his employees to express themselves assoon as he arrived at IDS:When I first got there, there was a question about how we wouldset accrual rates on annuities, which was a major values-driven andeconomic question regarding what benefits would accrue to cus-tomers who had bought annuities.And one of the people therethought that I was making this decision in an insufficiently prin-cipled way.She was a woman named Kathy Waltheiser who wasan actuary.Kathy went to her boss and asked permission to cometalk to me.And he asked for an appointment and they both cameto talk with me.Very, very nervous about it.And Kathy raised herpoint of view.We discussed this for about an hour.I listened to herand I explained my thinking and we discussed the pros and consof it.So that at the end, I didn t change my decision, but sheunderstood the basis of it and became convinced that it was aprincipled decision, one that was different from what she wouldhave made maybe at that point.But certainly she no longer hadconcerns about whether or not I was unethical.I used that exam-ple.at a number of occasions at IDS, in a number of speechesto indicate the value that I put on people who disagree in anappropriate way and raised issues for consideration, not to be nit-picky but to be supportive and helpful [ Pobierz całość w formacie PDF ]