SPEAKER’S

KEY POINTS
FROM MLN
NEIL GIBSON

The lens through which to consider the world - in Coronavirus and post Coronavirus:
1. Health – dominating the agenda
2. Societal – relationships are being reinvigorated
3. Economics – we need to create and share wealth
4. Geo-Political

• Leaders are at the front of the recovery - the decisions they make and the actions they take will determine the outcome
• Look beyond your business and actively seek to spread the wealth – keep buying and settle your bills
• Leaders need to dig deep and step up to set the agenda
• Share the agenda and seek the engagement of your people
• Honesty is important and if you have to go back to say you were wrong – that’s ok!

KEY THEMES: HOPE - EMPATHY - LISTEN - COMMUNICATE

• Opportunities and ideas might just come form the most surprising sources i.e. not just from your own team but perhaps
from suppliers, competitors and customers
RENE CARAYOL

1. Short term issues are important but never lose sight of the long term
2. Leaders take time to shape where they need to take the business
3. Managers are at the top of the organisation BUT leaders are at all levels of the organisation
4. IQ = Management v EQ = Leadership. We need to help people at all levels realise they can take leadership actions
5. COMMUNICATION is key, especially now
6. Three Important steps 1) Good news 2) Bad News 3) Avoid Uncertainty
7. Three essential features 1) Clarity 2) Certainty 3) Hope – its not always what you say but how you make them feel
8. We all need something to believe in and belong to, therefore our work needs to be seen as having purpose
9. Remember The Door Men & The Cigarette Lighter stories because
I. They demonstrate that it is the little things that matter to customers
II. It’s your people at the customer interface who know what the customer is feeling / thinking
10. If you are bold you might fail – if you are not bold you will fail
11. For remote communications, set the context and create the atmosphere – don’t avoid brutal honesty but wrap it
in positivity and hope
12. For a leader to admit they got something wrong is not a sign of weakness, it is a sign of strength
MARK GALLAGHER
1. Formula 1 is a very competitive environment, but it is not just about the car or the driver
2. F1 is first and foremost a People business, which is why Leadership and Teamwork are critical
3. It is important to communicate with Your People, Your Contractors, Your Supply Chain to get honest engagement
4. F1 has been here before (e.g. Loss of Tobacco Sponsorship ) and we have built resilience since then
5. F1 has learned to communicate more to Employees Suppliers & Customers on a higher level
6. Getting and sharing DATA has helped inform decisions and strategies but must be honest and clear
7. We even talk with competitors to collectively understand the risks / innovations and how we can all benefit
8. The industry was forced to re-evaluate what business it was in
9. The outcome was to look differently at our Skills / Capabilities / Value propositions. Q - What else can we do?
10. Williams, for example, got into Energy, Electrical vehicles, Aerospace and Health products
11. F1 Project Pit Lane designed to respond to Coronavirus led to Mercedes and UCL creating new ventilators
12. Factory was re-engineered and repurposed in a matter of weeks
13. From earlier experiences F1 learned to be more agile, more resilient and more capable
14. This has become a way of life in F1 – when we learn things, we try to embed the change
15. DATA has been one of the new tools to help us (even the cockpit is digital) but it is how we use it as leaders
16. Lesson from Lewis Hamilton – “when my mood is upbeat – so is the team’s - so it is up to me!”
17. Innovation doesn’t need to be a big ground-breaking idea; it can be a simple change to a small process
18. Evaluate where you want to go – it will make it an easier task to plot the road ahead
19. Evaluate your team’s core capabilities and consider applying these to alternative revenue steams
LARA MORGAN
1. Take immediate action to ensure you are still around e.g. line by line spend, every overhead, get lean quick
2. Look ahead as. There will be fewer but stronger competitors
3. You may have to be brutal but retain dignity and compassion
4. Identify those who can multi-task with the right values and keep them
5. Get on to the front foot
6. What does victory look like? Not survival…. Victory. Write it down on a page and share it with those who will be part of
the journey
7. What does your current / new product customer journey look like and walk through it
8. Understand the new market / customer behaviour and ask if your product ‘fits in’ – change the language
9. Do the re-mortem. If launching something new then identify what can go wrong and take the right action to prevent it
10. Culture is key so nurture it (keep positive yourself) and nourish it (show appreciation)
11. Does the team have the right tools to meet the new challenges and sell, sell, sell
12. Feedback from all stakeholders is absolutely critical – if you have a strong relationship / culture you will get it from them
13. Ask the customer what they want, and it will surprise you
14. Small businesses will be more agile against their competitors as there is less bureaucracy – use that advantage
15. Every great idea doesn’t have to come from you – get lots of minds together and accept feedback
16. If you haven’t already read it, read ‘How to Become a Rainmaker’ by Jeffery Fox.
17. One poor leader can infect a whole group, so take care and be ruthless if you need to