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Dynamic Lreadership

In: Business and Management

Submitted By glencon
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Leading in a Dynamic Era

In examining leaders it is apparent that successful leaders, particularly when leading through difficult times need to be able to transform and drive change through creative and innovative approaches, in a way that inspires and transforms both the people and therefore the organisation (Johnson, 2009). Conant is an example of a transformational leader who used a people centred approach to turn around the Campbell’s Soup company.

In 2001 Campbell’s share price had dropped by 50% in three years (Gerdeman, 2013). Sales of canned soup had declined in a highly competitive market and 62% of its managers considered themselves not actively engaged in their jobs (Waghorn, 2009). However, By 2010, Campbell’s total shareholder return, at 68% was nearly 5 times the return of the S&P 500 and employee active engagement levels soared to 62%, which is an engagement ratio of 23:1. Gallup Organisation considers 12:1 to be ‘world class’ (Waghorn, 2009). How did Conant achieve this?

No one leadership strategy can transform a business this close to failure. For Campbell’s it took a combination of cost control, innovation, a change in marketing direction and especially, a concerted effort to invigorate the workforce and change its culture (Waghorn, 2009). Conant believes that of all the measurable elements in building culture, engagement correlates most closely to shareholder returns. Conant’s people focussed strategy states that “to win in the market place…you must first win in the workplace” (Waghorn, 2009)

However, this notion was not instilled in him from birth. It took a moment of adversity in his career, the sudden loss of his job in 1984, and a talented executive coach to help transition him from acting as the victim to developing a resilience regimen that would turn his life around. This process quickly brought him to understand the “power

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