Organizational leadership in the recruitment industry

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  • Leaders should practice openness by keeping people informed, making decision criteria overtly clear, explaining the rationale for decisions, being candid about problems, and disclosing relevant information.
    Leaders should be fair by giving credit where it is due, being impartial in performance appraisals, and distributing rewards equitably.
    Leaders should speak their feelings because doing so will let others know that they are human beings, not automatons.
    Leaders should tell the truth because honesty is essential to credibility.
    Leaders should show consistency by knowing their values and beliefs and acting upon them.
    Leaders should fulfill their promises because trust requires that people believe that you are dependable.
    Leaders should be discreet. If someone tells a leader something in confidence, then he or she should not betray that confidence.
    Leaders should demonstrate competence to develop the admiration and respect of others.
  • Visionary leadership requires the ability to create and articulate a realistic, credible, attractive vision that grows out of and improves upon the present. This vision almost “jump-starts the future by calling forth the skills, talents, and resources to make it happen.” A vision is not a dream. It is a reality that has not come to pass. Unlike a mission statement that conveys purpose but not direction, a vision offers means as well as ends. While goals point to a desired end, they are often value-neutral. A vision contains values and the actions needed to achieve the desired result.
    These leaders have three qualities. First, they can communicate the vision to others. Second, they express the vision not only verbally but also by their behavior. Third, they can extend the vision to different leadership contexts.
    The key properties of a vision are inspirational possibilities that are value-centered, realizable, and conveyed with superior imagery and articulation. A vision that does not propose a future that is clearly better for the organization is likely to fail.
    In a survey of 1,500 senior leaders, 870 of the CEOs from twenty different countries chose a “strong sense of vision” as the dominant characteristic for a CEO in the year 2000. But not everyone is so enthusiastic. Robert Eaton, CEO of Chrysler, believes that the concept is vague and wants Chrysler people to focus of quantifiable short-term results. The debate can be reconciled by recognizing that visionary leadership must be supported by detailed plans.
  • Conger and Kanguno at McGill University analyzed charismatic leadership qualities. They propose that a charismatic leader has an idealized goal to achieve and a strong personal commitment to the goal. Moreover, this leader is unconventional, self-assured, assertive, an agent of radical change rather than a guardian of the status quo. Charismatic leaders use a four-step process to influence followers: (1) articulates an appealing vision to the followers, (2) sets high performance expectations and asserts that followers can reach them, (3) conveys a new set of values and sets an example for followers to imitate, and (4) exhibits courage and conviction through self-sacrifice.
    Charismatic leaders often emerge during times of crisis or massive change in business, politics, religion, or war. However, once the crisis is over, a charismatic leader may become a liability because overwhelming self-confidence and unconventional behavior can interfere with day-to-day business operations.
  • Certain individual, job, and organizational variables can substitute for formal leaders or neutralize the leader’s influence. Neutralizers negate the leader’s behavior and obviate its influence on a subordinate’s outcomes. Substitutes replace the leader’s behavior and make it redundant. Even though formal leaders can be replaced, leadership cannot. So, leadership will happen, either through informal leaders or organizational channels.
  • What is VIBGAYOR
    As all of you are aware that when white light ray passes through it splits in to 7 colors.
    In order to see the white ray of Positive Business Results the VIBGAYOR
    i.E.
    Leadership
    Organizational Innovation
    Strategic Alginment
    Partnership Development
    Process Management
    Human resource focus
    Customer focus
    Shall focus in synergy.
    In all of the above Leader ship is the basic foundation to build our house of Organizational excellence.
  • Everyone can be a leader: Not true. Many executives do not have the self-knowledge or authenticity necessary for leadership. Individuals also must want to be leaders, and many talented people do NOT want that responsibility.
    Leaders deliver business results: Not always. If results were always a matter of good leadership, picking and identifying leaders would be easy. Businesses in quasi-monopolistic industries can often do very well with competent management rather than great leadership. Also well-led companies do not always produce short-term results.
    People who reach the top are leaders. Not necessarily. People in leadership positions are not always leaders! People may rise to top because of political acumen, fundraising skills or other traits, not necessarily true leadership qualities.
    Leaders are great coaches. Rarely. It is possible that great leaders are great coaches but that is seen only occasionally. More typically, leaders excite others through vision, not through coaching.
    What makes a leader
    Interpersonal Skills
    Communication Skills
    Humility
    Counseling/Mentoring: Leading by example
    Team Builder: controlling and evaluating group performance
    Planning and Organizing skills
    Time Management Skills
    Decision Making Skills
    Specific Business/Technical Skills
  • Pay Attention To What’s Important
    Pay attention to it in your written and oral communications. Restate the key themes over and over. Don’t undervalue repetition, repetition makes for memory and memory makes for action. Pay attention to it in your casual contacts. John Kotter, in his book to general managers, pointed out that effective general managers make great use of the random contacts they have with people. Those contacts could be in the hallway, at the water cooler, in the elevator, or walking down the street. The seize on those moments to talk about the things and ask the questions that are important to their leadership agenda. You should do that too.Organize you day, your communications, your organizational structures, your reward systems and everything else to pay attention to what’s important and then do that with unremitting diligence.
    Praise What You Want to Continue
    Praise is your best training tool. In technical terms, praise is a positive consequence that follows a positive action. It’s a reward for something done right. Use praise to get people to continue to do things or to take positive action. That’s where it’s best used.Remember, too, that praise is a tool that is most effective when it’s used inconsistently. Used consistently, praise tends to loose its force. So, don’t worry so much about praising everything that people do right, but do worry about praising.That’s important, because most of us came up in a world where we didn’t praise enough. Seek out opportunities to praise but don’t get anal retentive about it.
    Punish What You Want to Stop
    Punishment is the mirror image of praise. It’s a negative consequence that follows negative behavior. It follows a principle stated almost in biblical terms by one of my past trainees. She said: "the good shall be rewarded and the unjust shall be punished in proportion to their deeds."Punishment – negative consequences – are the tool you use to get people to stop stuff. If you figure out what’s most important for people to quit doing in your organization, rig up some kind of negative consequence for them if they do it. Be careful though, because you may fall prey to the hot stove guideline. It was Mark Twain (or if it wasn’t it should have been) who said, "A cat who sits on a hot stove will never sit on a hot stove again. But he won’t sit on a cold stove either.The management lesson here is that if you zap people too much with negative consequences, they don’t just quit doing the stuff that you don’t want them to do. They quit doing pretty much everything. That’s why "rule by fear" and "controlled ferocity" cultures have a devil of a time getting people to take initiative. They’ve been zapped so often they’re just not willing to risk it.
    Pay For the Results You Want
    Years ago when I was managing distribution and customer service centers I happened to compliment one of the customer service reps. She immediately turned around to me and said, "Don’t just tell me, show me, payday is Friday."Pay is one of the tangible ways you can reward people for doing good stuff. It’s another form of praise in visible, tangible form. Don’t limit your thinking about pay to just money, though. Pay people with time off, recognition, choice assignments, small gifts, and special bonuses to encourage the behavior you want.One of my clients used to carry around a pocket-full of restaurant gift certificates as he wandered around his trucking company. When he found somebody doing something that he wanted to encourage he was likely to whip out a gift certificate and hand it to them on the spot. It created the kind of event and drama that makes for good communication, and it encouraged positive behavior.
    Promote People Who Deliver The Results You Want
    This one just makes sense. The problem is that lots of organizations forget about it. They maintain reward and promotion systems that reward the old behavior, even while they’re trumpeting the new behavior in memo’s, meetings, and executive retreats.
    The five P’s of leadership will help you stay on track to positive organizational change. Remember to pay attention to what’s important, praise what you want to continue, punish what you want to stop, pay for the results you want, and promote the people who deliver those results and you’ll help your organization be the very best that it can become.
  • Organizational leadership in the recruitment industry

    1. 1. ORGANIZATIONAL LEADERSHIP IN THE RECRUITMENT INDUSTRY CHALLENGES AND OPPORTUNITIES
    2. 2. ODE TO A MARTYR Lt Navdeep Singh, AC “HOW CAN A MAN DIE BETTER THAN FACING FEARFUL ODDS, FOR THE ASHES OF HIS FATHER AND THE TEMPLE OF HIS GODS” LORD MACAULAY
    3. 3. THOSE WHO BUILD GREAT COMPANIES UNDERSTAND THAT THE ULTIMATE THROTTLE ON GROWTH FOR ANY GREAT COMPANY IS NOT MARKETS OR TECHNOLOGY OR COMPETITION, OR PRODUCTS. IT IS ONE THING ABOVE ALL OTHERS: THE ABILITY TO GET AND KEEP ENOUGH OF THE RIGHT PEOPLE. Jim Collins
    4. 4. OBJECTIVES OF THE SESSION     TO UNDERSTAND THE CONCEPT AND THEORIES OF LEADERSHIP – LEADING IN TIMES OF UNCERTAINTY TO UNDERSTAND COMPETENCIES AND TRAITS DESIRED IN TODAY’S LEADER. TO REVIEW LEADERSHIP CHALLENGES CURRENTLY FACING THE RECRUITMENT INDUTRY TO DEVELOP LEADERSHIP COMPETENCIES, NECESSARY TO FACE THESE CHALLENGES
    5. 5. SESSION PLAN  PART I- WHAT IS LEADERSHIP?  PART II- LEADERSHIP THEORIES  PART III- ORGANIZATIONAL LEADERSHIP CHALLENGES  PART IV- LEADERSHIP IMPERATIVES
    6. 6. PART I-WHAT IS LEADERSHIP? WHAT DOES IT MEAN TO YOU?
    7. 7. WHAT DO THE FOLLOWING LEADERS HAVE IN COMMON?           INDIRA NOOYI-PEPSI CO VIKRAM PANDIT-CITIBANK NARAYANA MURTY-INFOSYS LAKSHMI MITTAL-ARCELOR MITTAL ANSHU JAIN- DEUTSCHEBANK AJIT JAIN- BERKSHIRE HATHAWAY NIKESH ARORA- GOOGLE AJAY BANGA- MASTERCARD SANJAY JHA-MOTOROLA ANAND MAHINDRA- MAHINDRA GROUP
    8. 8. Managers and Leaders 1. Administers 1. Innovates 2. A copy 2. An original 3. Maintains 3. Develops 4. Focuses on system and structure 4. Focuses on people 5. Relies on control 5. Inspires trust 6. Short-range view 6. Long-range perspective 7. Asks how and when 7. Asks what and why 8. Eye on the bottom line 8. Eye on horizon 9. Imitates 9. Originates 10. Accepts the status quo 10. Challenges the status quo 11. Classic good soldier 11. Own person 12. Does things right 12. Does the right thing Prentice Hall, 2000 Chapter 10 8
    9. 9. THE LEADERSHIP JOURNEY INVOLVES--- LEADERSHIP OF SELF LEADERSHIP OF PEOPLE  LEADERSHIP OF TEAMS  LEADERSHIP OF COMPANY  LEADERSHIP OF SKILLS  LEADERSHIP OF CAREER  LEADERSHIP OF CULTURE
    10. 10. THE HEDGEHOG CONCEPT OF LEADERSHIP  Foxes vs hedgehogs- the essence of profound insight is simplicity  Intersection of three circles  Abilities, not egos determine what one attempts  Understanding what one can be best at (and cannot be best at)- core competence
    11. 11. WHAT ARE YOU DEEPLY PASSIONATE ABOUT WHAT CAN YOU BE THE BEST IN THE WORLD AT THREE CIRCLES OF THE HEDGEHOG CONCEPT WHAT DRIVES YOUR ECONOMIC ENGINE
    12. 12. PART II LEADERSHIP THEORIES
    13. 13. 1- Trait Perspective 5-Romance Perspective Leadership Perspectives 4-Transformational Perspective 2-Behavior Perspective 3-Contingency Perspective
    14. 14. House’s Path-Goal Theory Employee Characteristics - Locus of control - Task ability - Need for achievement - Experience - Need for clarity Leadership Styles - Directive - Supportive - Participative - Achievement oriented Employee Attitudes and Behavior - Job satisfaction - Acceptance of leader - Motivation Environmental Factors - Employee’s task - Authority system - Work group
    15. 15. Hersey and Blanchard’s Situational Leadership Theory Leader Behavior High Low Low High Low R4 Selling S2 Explain decisions and provide opportunity for clarification Delegating S4 Turn over responsibility for decisions and implementation Relationship Behavior (supportive behavior) Participating S3 Share ideas and facilitate in decision making Telling S1 Provide specific instructions and closely supervise performance Task Behavior High Follower Readiness Moderate R3 R1 Follower-Directed R2 Leader-Directed
    16. 16. Situational Leadership® Model: Situational Contingency  Readiness: a follower’s ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them  Not a fixed characteristic of followers—depends on the task  Readiness level of followers influenced by:  training received  commitment to the organization  technical expertise  experience with the specific task  and so on Chapter 15: PowerPoint 15.17
    17. 17. Situational Leadership® Model: Changing a Leadership Style  Telling style: leader provides clear instructions, give specific directions, and supervises the work closely  Use when followers are low in readiness (R1)  Selling style: leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower  Use when followers are somewhat moderate in readiness (R2) Chapter 15: PowerPoint 15.18 (continued)
    18. 18. Situational Leadership® Model: Changing a Leadership Style (cont’d)  Participating style: leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates  Use when followers are moderate in readiness (R3)  Delegating style: leader turns over responsibility for making and implementing decisions to followers  Use when followers are high in readiness (R4) Chapter 15: PowerPoint 15.19
    19. 19. Transformational Leadership Elements Building Commitment Creating a Vision Transformational Leadership Modeling the Vision Communicating the Vision
    20. 20. Visionary Leadership Live the Vision Express the Vision Extend the Vision Prentice Hall, 2000 Chapter 10 22
    21. 21. Self-confidence A compelling vision Extraordinary behavior Charismatic Leadership Image as a change agent Prentice Hall, 2000 Chapter 10 Strong convictions 23
    22. 22. Workers That Are Experienced or Highly-Trained Jobs That Are Unambiguous or Highly Satisfying Is Leadership Always Relevant? Workgroups That Are Cohesive Prentice Hall, 2000 Chapter 10 Goals That Are Formalized or Rules That Are Rigid 25
    23. 23. IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO SOMETHING ABOUT IT. AND IF ACTION DOES NOT WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING MOANING AND FEELING BAD COUNTS FOR NOTHING. CONSISTENT AND RELENTLESS ACTION IS EVERYTHING. DAVID TAYLOR
    24. 24. PART III ORGANIZATIONAL LEADERSHIP AND ITS CHALLENGES
    25. 25. SOME FACTS(TJ Survey 2012)     73% employers consider leadership and management experience as most important for the leadership position. 42% of employers use assessment based on records for screening CXO position candidate 41% of surveyed employers consider level of responsibility for fixing CXO salary 34% of employers consider personal interaction with previous boss as an important hiring factor
    26. 26. HIRING PATTERNS  43% prefer hiring senior management from outside company but within industry  16% prefer hiring prefer hiring from within company  11% prefer hiring from outside industry.
    27. 27. ORGANIZATIONAL LEADERSHIP INVOLVES----SETTING TONE AND DIRECTION FOR THE ORGANIZATION ORGANIZATIONAL PERFORMANCE MANAGEMENT CHANGE MANAGEMENT
    28. 28. Rainbow of Organizational Excellence Business Results Human Resources Focus Process Management Process Management Partnership development Partnership development Strategic Alignment Strategic Alignment Customer Focus Customer Focus Organizational Innovation Organizational Innovation Leadership
    29. 29. CHALLENGES BEFORE MANAGERS  COMPETITIVE ENVIRONMENT  TECHNOLOGY UPGRADATION  QUALITY OF DELIVERY  DEMANDING CLIENTS  SLOWDOWN IN CERTAIN SECTORS WITH REGARD TO HIRING OUTLOOK  STAFF TURNOVER  IN HOUSE RECRUITMENT BY COMPANIES
    30. 30. FACING THE CHALLENGES          WIDENING RANGE OF SERVICES VALUE ADDITION TO CLIENTS LEVERAGING EXPERTISE/CORE COMPETENCIES WIDENING CANDIDATE BASE THROUGH REFERRALS AND SOCIAL NETWORKING SITES INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL BODIES FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER PLANNING AND COMPETENCY BUILDING KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS APPLICATIONS IN RECRUITMENT MANAGE FOR RESULTS
    31. 31. PART IV LEADERSHIP IMPERATIVES
    32. 32. LEADERSHIP IMPERATIVES THREE “ MAHAVAKYAS “ OF LEADERSHIP  TO BE  TO KNOW  TO DO
    33. 33. TO BE--         A GREAT MOTIVATOR A THOUGHT LEADER VISIBLE AND APPROACHABLE PROACTIVE AND A GOOD CHANGE AGENT RESULT ORIENTED A GREAT LEARNER A VISIONARY A STRATEGIST HANDS ON
    34. 34. TO KNOW-- THE ENVIRONMENT  THE PEOPLE WHO WORK FOR YOU, THEIR ABILITIES AND ATTITUDES  THE CLIENTS YOU SERVICE  ORGANIZATIONAL AND DEVELOPMENT NEEDS  THE CORRIDORS OF POWER  TRANSFORMATIONAL FACTORS
    35. 35. TO DO         INVEST IN NEW SKILLS ESPECIALLY MENTORING AND COACHING SKILLS FOSTER INNOVATION MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER ORGANIZATION AND ITS PEOPLE USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE DEVELOP SUBORDINATES MANAGE EXPECTATIONS MANAGE PERFORMANCE THINK STRATEGICALLY
    36. 36. Seven Leadership Competencies Emotional Intelligence Integrity Drive Leadership Motivation • Perceiving, assimilating, understanding, and regulating emotions • Truthfulness • Translates words into deeds • Inner motivation to pursue goals • Need for achievement, quest to learn • High need for socialized power to accomplish team’s or firm’s goals more
    37. 37. COMPETENCIES--- CONTD COGNITIVE ABILITIES/SKILLS Analytical abilities, problem solving etc INTERPERSONAL SKILLS CHANGE ORIENTATION Communicating, influencing, negotiating Change mgt, adaptability, flexibility, creativity etc
    38. 38. NAVIGATING FOR SUCCESS  KNOW WHERE YOU WANT TO GO  KNOW WHERE YOU ARE NOW  KNOW WHAT YOU HAVE TO DO TO GET TO WHERE YOU WANT TO GO  DO IT
    39. 39. The Five Ps of Leadership  P ay attention to what’s important  P raise what you want to continue  P unish what you want to stop  P ay for the results you want  P romote those people who deliver those results
    40. 40. Good to great companies do not say ” OK folks lets get passionate about what we do!” Sensibly , they went the other way entirely: We should do only those things we can get passionate about JIM COLLINS
    41. 41. THANK YOU GOOD LUCK

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