Leadership – an organisational context

1,253 views

Published on

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,253
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • LEADERSHIP IN POLITICS OR MILITARY IS DIFFERENT. OUTOUT AND TOOLS ARE DIFFERENT. SOME COMMON CHARACTER. ENERGY , MOTIVATING , AUTHENCITY– OTHERS DIFFER = DEPENDS ON PHASE THE SITUATION IS IN. SUCCESSFUL BUSINESSMAN IN A COMPANY A WILL DIFFER FROM COMPANY B. SKILLS , RISK TAKING ETC WILL BE DIFFERENT.ONE HAS TO LOOK AT FIT INTO A JOB – NOT
  • 1) Managing Self to Managing OthersThe skills required in this position often include:planning workassigning jobsmotivating, coachingmeasuring the jobs of others To develop the person into becoming an effective first-line manager, three important things must be considered: First, the manager should be prepared for the position. Second, it is important to monitor the manager. Third, coaching and providing regular feedback to the manager is necessary
  • Managing Others to Managing ManagersThis passage in the leadership pipeline is often ignored due to the assumption that managing others and managing other managers are quite similar. To unclog this passage, managers should address four important areas:Select and train first-line managers well.Hold them accountable for managerial work instead of technical work. Deploy and continue to re-deploy resources among units. Set and manage the boundaries for first-line managers
  • Functional managers deliver competitive advantage to a business or company. Determine how to beat competition in delivery of business“We are more innovative than the others because we have better market research and customer communication”Two common errors 1) competing with other functional heads for resources assuming it’s a zero sum game 2) Competing with other functional heads to become business head ( Mohandas Pai , Infosys model )BUT that’s wrong – if business does well , everyone has bigger budgets – and personal advancement happens only when business succeedsDeveloping functional heads would mean exposure to multiple functions ; to become HR head for example – exposure to all functional areas and a business stint will helpMuch tougher passage as it requires an increase in managerialmaturity….i.e. letting go of previous management work, and instead focus on the functions of the business.Before addressing what is needed in this passage, it is important to observe the following dysfunctional signs of a misplaced manager: Failure to demonstrate knowledge of how the business operates, and there is lack of long-term thinking Inability to manage and value work that is unfamiliar or of little interest Immature and believes that he must control everything
  • WHO ARE THE LEADERS , WHERE ARE THEY WHERE THEY WILL BE IN 12WHICH PEOPLE THEY WILL COACH IN NEXT 6 MONTHSEVALUATE PROPERLY ; EACH MANAGER TO HAVE KPI ON DEVOPING X FROM A TO B . WRITE WITH PRECISIONKNOW YOUR PEOPLENO GROUP SUCCEED WITHOUT LEADERS. AT ALL LEVELS – WITH DIFFERENT SKILLS AND CHARACTERISTICSBUILD INTERNAL CULTURE FOR DEVELOPING LEADERS. BASICS NOT TAKEN CARE OF – ONLY PROGRAMS70% OF LEARNING ON THE JOB. 20% CLASS ROOM 10% INDIVIDUAL
  • The most fulfilling and the most satisfying among all the passages because it gives the manager more control and say about the company operations and strategies.Unclogging this pipeline is easier if you can identify the following warning signs of a misplaced leader:Communication is uninspired. Unable to assemble a strong team. Fails to grasp how the business can earn profits. Has difficulty with time management. Neglects soft issues such as people concerns. In order to address these signs, there is a need to develop a monumental change in thinking.
  • Strategic thinking and planning timeMeetings with senior executives at customer companiesOne on one time with new direct reportsNew judgments based on business success rather than functional biasDefine contribution – rapid growth, great
  • Business managers given more than one business to manage as grooming for this roleThis passage places value in the success of other people’s businesses with focus on groups of businesses, not just one. Successful Group Managers:Makes good decisions that differentiate businesses based on resultsWorks with Direct Reports to grow them as business leadersPrioritizes a portfolio of strategies of individual strategiesTry to watch out for the following signs of a misplaced leader in this particular passage:Acts like business general managers rather than group executives. Maintains an adversarial relationship with the corporation.Ignores what has been uncovered. Passes up development opportunities for the business managers.
  • They would have gone through all the pasages
  • Leadership – an organisational context

    1. 1. ANURAG SHRIVASTAVA HRNEXTLEADERSHIP – AN ORGANISATIONAL CONTEXT ISB&M, PUNE 27TH FEB 2012
    2. 2. LEADERSHIP CASE STUDIES OF SUCCESS AND FAILURES LEADERSHIP PIPELINE ORGANISATIONAL INITIATIVES WHAT YOU CAN DO
    3. 3. WINNING LEADERSHIP- CEO FINANCIAL SERVICES PUTTING PEOPLE FIRST  HIRING FOR VALUES – PASSION,DESIRE TO WIN  KNOWING THEM WELL. REALLY WELL  TRUSTING THEIR ABILITIES CREATING AN AUDACIOUS GOAL  BE #1 IN PRIVATE SECTOR BY 2006  BE #1 OVERALL BY 2007 COMMUNICATE SEAMELESSLY
    4. 4. HIGH ENERGY CULTURE CELEBRATING SMALL AND BIG WINS SETTING AUDACIOUS /IMPOSSIBLE GOALS PASSION INSANELY REWARD THE PERFORMERS - ROLES AND VISIBILITY
    5. 5. LEADERSHIP FAILURE START UP COMPANY , CEO FROM ESTABLISHED ORGANISATION CREATIVE ENTERPRISE LEADER FROM OUTSIDE, NO CONTEXT CHANGE WITHOUT BUY IN FAILURE TO INTEGRATE WITH CULTURE
    6. 6. CONSEQUENCES SMART PEOPLE LEAVE, LEGALISTIC APPROACH TO RETAIN ENGAGEMENT SCORES DIP PRODUCTIVITY DOWN
    7. 7. WHO IS A LEADER EVERYONE Everyone has potential to be a leader Just needs to tapped and nurtured
    8. 8. BEING A LEADER LIVE THE VALUES ; ALWAYS PASSION,COMMUNICATE,INSPIRE DEVELOP LEADERS NEVER SATISFIED WITH STATUS QUO, CHANGE CHARACTER,INTEGRITY, DOING THE RIGHT NOT THE EASY THING COURAGE UNDERFIRE PEOPLE FIRST , SELF LAST REWARDS ON PERFORMANCE and VALUES
    9. 9. LEADERSHIP IN BUSINESS LEADERSHIP IN BUSINESS IS ABOUT CREATING VALUE GROW OR BUY DEFINING LEADERSHIP GAPS INTEGRATING SENIOR MANAGEMENT INTO LEADERSHIP DEVEOPMENT PROCESS LONG TERM VIEW VS SHORT TERM VIEW HIGH POTENTIAL EMPLOYEES DEVELOPING INTELLECTUAL CAPITAL AT ALL COMPANY LEVELS FOR ALL EMPLOYEES
    10. 10. LEADERSHIP PIPELINE MODEL SIX PASSAGES TO LEADERSHIP MANAGING SELF TO MANAGING ENTERPRISE IDENTIFYING SPECIFIC VALUES , SKILLS AND TIME LINES
    11. 11. KEY STRATEGIC CHALLENGE FINDING LEADERS WHO ENSURE BETTER CORPORATE PERFORMANCE AND GOVERNANCE
    12. 12. THREE LEADERSHIP NEEDS Strategy, Direction, and Purpose Developing Others Values
    13. 13. Based on the Leadership Pipeline: there are skill, time, and valuedevelopment needs at each “leadership turn.” Source: The Leadership Pipeline, by Ram Charan, Stephen Drotter, and James Noel
    14. 14. PASSAGE 1 MANAGE OTHERSIndividual contribution FIRST LINE MANAGER Team Player, Technical  Planning , job expertise design, hiring, delegation, per formance , motivation, r Relationships for personal elationships across results  Annual planning, budgets, set Using company tools priorities for team Daily discipline  Getting results THROUGH Meeting personal OTHERS , success of direct deadlines reports Results through personal  Success of unit excellence, expertise  Visible values and integrity
    15. 15. PASSAGE 2 MANAGE MANAGERSFIRST LINE MANAGER Manager of managers Planning , job  Getting results through design, hiring, delegation, per managers, empowering formance , motivation, r managers elationships across  Identifies resistance to Annual planning, budgets, set managerial work in others priorities for team  Longer term planning Getting results THROUGH  Coaching on managing OTHERS , success of direct people reports  Selecting best management talent as reports Success of unit  Removing Silos Visible values and integrity  Systems thinking
    16. 16. PASSAGE 3 MANAGING MANAGERS TO FUNCTIONAL MANAGERS Typically Vice Presidents Maturity ; Thinking from multiple perspectives Delegate and trust Managing upwards and sideways Strategic and long term State of art , being current Business Model , Long term Worl closely with business head and not in isolation– TRICKY WILL BE LOYALTY TO PROFESSION OR TO BUSINESS
    17. 17. STRATEGIC THINKING – FUNCTIONALMANAGERS Business aims Positioning in market Changes and mid-course corrections in strategy Functions contribution to competitive advantage ( Marketing , Finance , Ops etc ) What must be the contribution How does the function impact strategy Impact of function on OTHER functions How does business generate revenue
    18. 18. PASSAGE 3 FUNCTIONAL MANAGER TO BUSINESS MANAGER Prioritize “Whole” business Values all functions ; not falling into comfort zone of own functional expertise Handling visibility and spotlight ; inspiring communication Continuous rethinking of business Putting up a strong team
    19. 19. ALIGNMENT
    20. 20. PASSAGE 5 GROUP MANAGER Managing several group companies and businesses Make decisions on businesses and prioritising them From making business strategies to critiquing them ; has breadth of thought and learning Maintaining cooperative relationship with corporate office 50% of time spent in developing and coaching people ; 25% on strategy and strategy retalated work
    21. 21. Passage 6 ENTERPRISE MANAGER Manages enterprise in totality , Visionary (Ratan Tata, Steve Jobs etc ) Face to stock market , board,analysts, government etc • Delivering consistent top and bottom line results • Maintaining an edge in executing the strategies • Shaping the soft side of the corporation such as people issues ; energising them ; selecting top team • Setting the direction and vision for the company, • Managing the company or enterprise in a more global context
    22. 22. DEVELOPING LEADERS Coaching Training Developmental leadership experiences
    23. 23. DEVELOPMENT CHALLENGES Most managers have great strengths in strategy , analytical thinking and purpose Main gaps are in  People / Relationship skills  Values and courage to do things
    24. 24. TYPICAL DEVELOPMENT STRATEGIES Strategic / Skill training  Self-directed learning  Custom-designed programs  Open-enrollment programs Coaching through  360º feedback  Executive coaching  Formal mentoring Values and courage  Action learning  Job rotation  Business scenario simulation
    25. 25. KEY LEARNINGS Identify high potential early; Management training Leaders are not developed through canned programs ALONE Organisations that produce strong leaders have a process ; which is tied to a succession plan Senior people are accountable and set tangible goals for coaching their reports The how of the performance is as important as the end result Knowing people well – really well; spending time
    26. 26. QUESTIONS YOU ASK YOURSELF  DO YOU WANT TO BE A LEADER  DO YOU HAVE A LEARNING ATTITUDE  WILLING TO DO THE BEST JOB OF ASSIGNMENT
    27. 27. THANK YOU

    ×