organization leaderrship
TRANSCRIPT
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CHANGING BUSINESS TRENDS&
Organizational Leadership
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Fast Forward: Trends Changing the Way You Do Business
• From e-mail to health care, from manufacturing to artificial intelligence and to the end of HR as we know it, there are forecasts of how different the world of workforce management is now on .
• Workforce-management decisions aren’t made sitting in the Corporate Glass towers by a few individuals any more
• Workforce-management decisions today demands a clear sense of the landscape on the far horizon and the hard realities of the action point where your team operates.
• Walk- the - talk is a hard reality practiced by one and all
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CHANGE IN TRENDS
• IN BUSINESS STRATEGY • Business Goes to Kindergarten• Companies Won't Sleep • Tele-work Has a EVA (Economic Value Add )• Outsourcing• Recruiting Older Workers• Mergers• Freelancers and Consultants
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CHANGE IN TRENDS
• IN PEOPLE POLICIES
Organized LabourWomen at WorkSpirituality at WorkChild CarePay for Wellness PerformanceUniversal Health CareDefined Benefit Plans
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CHANGE IN TRENDSIN CORPORATE MISSION• Communication• Preferred Employer Status • Accounting for Customer & your
People – They are your movable assets• Skills Shortage - Wanted 10 Million
workers in
the next 10 years
• Create Learning Organization
• Create Performing OrganizationEnable People – Enrich Knowledge – Ensure Commitment
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CHANGE TRENDSCHANGED ROLE OF H R - The End of HR As We Know It
HR becomes a business partner. Takes business from strategy to implementation. Redesign organization structures and jobs to
increase employee responsibility and decision making
Initiative to promote labor -management cooperation such as ‘partnership’ with unions
Create opportunities for employees to learn and use skills that go beyond current jobs
Nurture and develop talent for competitive advantage Develop feedback system - individual and company
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CHANGE TRENDS
• IN LEADERSHIP
PARADIGM SHIFT IN LEADERSHIP
LEADERSHIP IS BASED ON TRUST & TEAM BASICS LEADERS PLAYS THE ROLE OF COACHES, MENTORS
& STEWARDS CREATE A DISTINCT CULTURE OF OPENNESS,
TRUST, FAIR PLAY AND TRANSPARENCY ACROSS THE COMPANIES.
EMPOWER MANAGERS ENSURES UNIFORMITY TO THE EXTENT POSSIBLE WALK THE TALK
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BUSINESS TRENDS 2010 PLUS
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BUSINESS TRENDS - 2010 PLUS
• Knowledge & Creativity valued more than physical capital
• Intelligence is built into all Products and Services
• Everything with a Digital Heartbeat is connected
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CHANGE IS THE ONLY CONSTANT CUSTOMER IS THE ONLY REALITY
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BUSINESS TRENDS - 2010 PLUSContinuous focus on RESTRATEGISING of Business relationships with Suppliers, Distributors, Employees
and NOW even Competitors
Professional’s Performances are continuously measured against Variable Targets and closely
related to R.O.I.
R.O.I. is SYNONYMUS to CUSTOMER RELATIONS
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KEY DRIVERS FOR TOMORROW • CONNECTIVITY: The death of distance
– Everything is becoming electronically connected to anything that is related to business such as products, people, companies, countries
• SPEED : Shrinking of time – Every aspect of business & the connected organizations
today operates and changes in LESS time.
• CUSTOMER : Economic Value Addition- Every ACTIVITY has DIRECT &/or INDIRECT EVA
The importance of Customer Support and Customer EVA is growing faster and are valued higher than before
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CUSTOMER & BRAND• PRESENT CENTURY, BRANDING WILL BE THE ONLY UNIQUE DIFFERENTIATOR BETWEEN COMPANIES
• OVER 1/3rd OF TOTAL STOCK MARKET VALUE TODAY
IS ACCOUNTED TO BRAND VALUE
• BRAND VALUE HAS TREMENDOUS IMPACT ON SHAREHOLDER VALUE
•BRAND IS SYNONYMOUS TO CUSTOMERSEnable People – Enrich Knowledge – Ensure Commitment
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COMPETITION REDEFINED• Competition today therefore is not between products
anymore - it’s between Business Concepts ,Brand Equity,and Customer Relations.
• Business Concepts , Brand Equity and Customer Relations , are Laid & Driven by EMPLOYEES.
• Employees become the Brand Ambassador as they honor and execute the Pact between the Company and the Customer.
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“Management Balancing Act” Customers - Business - Employees
DIMENSIONS OF BALANCED PERFORMANCE
For
Customerswho generatereturns
Shareholders who provide opportunities
For
To
Employeeswho deliver value
Leadership ensures ‘balance’ and focusEnable People – Enrich Knowledge – Ensure Commitment
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CHANGING ROLE OF A LEADER:
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ORGANIZATION ROLE OF this…CENTURY
HUMAN CAPITAL PLANNING BUILD (Training & Development)
BORROW (Hire Competencies - secondments, consultants)BUY (external talent acquisition)
PEOPLECENTRIC
•PROVIDE OPPORTUNITY TO LEARN THE LATEST •BUSINESS INFORMATION FAST RATE OF LEARNING
CLEAR STRATEGIESFOR •DEVELOPMENT•GROWTH •CONTRIBUTION
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CHANGING ROLE OF A MANAGER:
� SELECTING - SELECT FOR TALENT AND NOT FOR SKILL
� SETTING EXPECTATIONS- DEFINE RIGHT OUTCOMES
AND NOT THE STEPS
� MOTIVATING - FOCUS ON STRENGTHS AND NOT ON WEAKNESSES
� DEVELOPING - TO GIVE THE RIGHT FIT & NOT ONLY FOR PROMOTION
� COMMUNICATING - TO SHARE BOTH THE GOOD BAD NEWS
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BU S I N E S SO
PE
R
A
TI
O
N
P
EO
P
L E
M
SY
ST E
W O RK
MT
YS
E
S
SUPPORT FUNCTION Finance Purchase
SUPPORT FUNCTION HR ADMIN
STRATEGIC BUSINESS MANAGEMENT
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MA
RK
E
TI
NG
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CUSTOMER SCORE CARD – 4 PERSPECTIVES
Employees must build in their Performance Plan ….
PERSPECTIVE -1 :
How do customers see us ?
PERSPECTIVE –2 :
What must we do to excel in satisfying customers ?
PERSPECTIVE 3:
Can we improve the value of our services to the Customers.
PERSPECTIVE- 4 :
How do we enhance the return of all our stakeholders ?
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LEADERSHIP
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LEADERSHIP MATRIX
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REACTION
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PERCEPTION•Perception is the process by which we acquire a
mental image of things in our environment
•It is the interpretation of a message visual or through hearing which is influenced by various factors such as :
culture heredity needs
peer pressure interests values
snap judgments expectations
•These factors contribute both negatively and positively in varying degrees
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LEADERSHIP - ROLE ANALYSIS
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• What is your role as a Leader
SUCESSFULLEADER/
TEAM
How do I Perceive My Role
What Role Does the Job Want
How Others Perceive My Role
• What is your role as a Team Member• Perceptions can be different - 3 Dimensional
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KEY TO SUCCESSFUL LEADERSHIP
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1. Know oneself
Know What
OthersThink
(Perceptions)
Good Interpersonal
Skills(Managing Conflict)
Understanding Leadership StylesUnderstanding Emotional Blocks
2. Know Needs
Match Individual Needs with Team Needs -
- Then Synchronies With Organizational Needs
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We find 2 types of Leaders
(1) TRANSFORMATIONAL (II) TRANSACTIONAL
CHANGE EXCHANGE
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TRANSFORMATIONAL LEADERS
• Primary focus is change. Can communicate a clear vision of some future condition – that “vibes” with needs of most followers. They create a relationship of “mutual simulation” and “elevation” (Power distributed, “higher order” needs operationalized).
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TRANSACTIONAL LEADERS
• Leader-follower relationship is a process of exchange. “You fulfill agreed – upon expectations I will give you a reward. If not, ….. Sanctions”. Focus on smoothing over relationships. (Power concentrated with leader, “lower order” needs operational).
BOTH USEFUL
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Leadership Skills
• In contexts that require CHANGE, focus is more on LEADERS (transformational leaders). What constitutions this type of Leadership?
5 PRIMARY DIMENSIONS
DETERMINING DIRECTION
INFLUENCING FOLLOWERSESTABLISHING PURPOSEINSPIRING FOLLOWERSMAKING THINGS HAPPEN
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LEADERSHIP ATTRIBUTES • CLEAR AND CONSISTENT VISION
• PERFECT EXECUTION
• RIGHT TIES
• PROVIDE STRONG INFRASTRUCTURE
• MAKE EVERY PERSON COUNT
• KEEP THE MISSION TOP OF MIND
• FIGHT THE RIGHT BATTLES
• KEEP YOUR COOL
• MARKETING CAPABILITIES-STRATEGY
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LEADERSHIP ATTRIBUTES
CLEAR AND CONSISTENT VISION
• If you want to Galvanize followers ,you simply cannot recast your messages too often
• You would confuse and scare people which will go against your Leadership style
• It needs to be simple and Aspirational
• Limited numbers at any point in time – but Clear and Concise
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LEADERSHIP ATTRIBUTES
PERFECT EXECUTION
• To make few mistakes
• Advisers/Controllers best in class
• Players always prepared, Agile and where they need to be
• Winning executions
• Finding new customers
• Opening new markets
• Invent new strategies
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LEADERSHIP ATTRIBUTES
RIGHT TIES
• The Board
• The Investors
• Vendors
• Outsourced Partners
• Brand Managers/Media
• Employees
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LEADERSHIP ATTRIBUTES
STRONG INFRASTRUCTURE
• Mechanical and Technical Platforms
- Upgraded and Updated
• Strong Organization structure
- No compromise on Levels and New Wings
• Strong Logistical back ups
• Less time spent on Patching Holes and Fighting fires
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LEADERSHIP ATTRIBUTES
MAKE EVERY PERSON COUNT
• Well defined Roles• Well assessed Competencies• Goal Allocation as per Competencies• Efficient Monitoring system (On Line)• Effective Feedback System• Practice connecting with individuals in the team
to the extent possible• Make it simple for team members to act on their
own personal beliefs
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LEADERSHIP ATTRIBUTESKEEP THE MISSION TOP OF MIND
• Daily pressures and deliverables can easily make you take your eye off the ball-Make sure to review Mission Road map Periodically ( some times as frequent as daily)
• Ignore critic exhortations (Advise) to get tough when you know you are on the right path-Even if critics are acclaimed as specialists
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LEADERSHIP ATTRIBUTESFIGHT THE RIGHT BATTLES• Crisis and Unforeseen events will be the order of the
day• Decide the path ahead on sticking to the original
game plan by- Delegating on time and to the Right person- Making personal appearances where substitutes can not - Outsource un-hesitatingly even if initial costs are high as the gains will be far higher if the battle is won
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LEADERSHIP ATTRIBUTES
KEEP YOUR COOL
• Exhibit calmness and Self control at the time of crisis and difficulties
• Do not discuss Issues & Difficulties openly in common forum where junior team members will misinterpret the significance of the words spoken
• Do not resolve controversies openly in front of team members specially with Cross Functional Teams
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LEADERSHIP ATTRIBUTES
MARKETING CAPABILITIES-STRATEGY
• New Methods
• New Strategies
• New Customers
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Difference Between Groups & Teams
• Emphasis on leadership role – single point
• Individual accountability
• Group output sum of individual work contributions
• Interdependence medium – low
• Emphasis on individual personal skills
• Emphasis on leadership process – role shared
• Individual and mutual accountability
• Group output greater than sum of individual contributions
• Interdependence high
• Emphasis on complementarity of skills
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McGregor’s Team Effectiveness
Characteristics of Effective Teams:
• The atmosphere is a working atmosphere that tends to be informal, comfortable, and relaxed. People are involved and interested
Characteristics of Ineffective Teams:
• There is a climate of defensiveness of fear
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LEADERSHIP REQUIREMENTS
GOAL SETTING
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GOAL SETTINGGOAL SETTING
GOAL SETTING IS NOT LUCK
• SUCCESS OF BUSINESS PLANNING DEPENDS ON GOAL SETTING
• GOAL SETTING IS NOT IDENTIFYING ACTIVITIES AS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCE RESULTS.
• GOALS are OUTPUTS or RESULTS of activities which are Pre defined with SET MEASURABLES & demarcated outer boundaries w.r.to TIME , COST ,VOLUMES
& QUALITY.
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BaselineGoals
AspirationalGoals
Stretch Goals are where your performance sets the standard and leads the market.This is the performance that reflects superior achievement and signifies your presence in the marketAspirational goals also determines High Performers
Setting Goals
2
1
Baseline goals are the Minimum level of defined achievement and which outpaces many of your competitors and exceeds expectations .These are the objectives you achieve to meet your customer’s expectations
There are 2 Types- Goal setting should ensure the following
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FINALLY GOAL SETTING………
GOAL SETTING SHOULD ADDRESS
3 KEY PARAMETERS
• Increase Throughput in relation to Time
(Increase of Production / Sales in the same time
as before or same Production/Sales in reduced
time )• Reduce Operating Cost
(Effective Utilization of Resources – With stress
on Workmen Utilization)• Reduce / Control Inventories
( Control Work in Progress)