High impact leadership for people excellence

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  • Example – Dr. Abdul Kalam, Lagaan, Vadivelu as a leaderGames – Castle building with cardsCase Study – Using Emotional Intelligence for effective leadership
  • High impact leadership for people excellence

    1. 1. High Impact Leadership for People Excellence<br />Shashikanth Jayaraman<br />Head – HR (South India) & Process Automation | Bajaj Allianz Life Insurance<br />Founder – HR Sangam<br />
    2. 2. Some questions to ponder over<br />What defines the team’s culture?<br />What’s your goal?<br />How do you feel about your job?<br />Why are we asking for reports and updates?<br />Why is there no empowerment?<br />
    3. 3. We are one big, family! ……and yet<br />We frisk employees on the way home<br />Penalize for late coming<br />Audit petty accounts when someone has worked for 20 years<br />“Boarding School Syndrome”<br />
    4. 4. Leadership – A preview<br />Why do we need more leaders?<br />To stay afloat amidst competition<br />Convergence of power at the top - Hierarchies are being done away with<br />From power of authority to power of knowledge<br />Why don’t organizations change when the rest of the world does?<br />‘Brains at the top, hands at the bottom’<br />The guy at the top sets the tone for the culture down the line<br />The era of command and control<br />Looking beyond a single leader<br />Tapping the talent within<br />
    5. 5. Leadership Perspectives<br />
    6. 6. The nature of<br />
    7. 7. The Four NECESSARY practices“Needed to play”<br />
    8. 8. The four DISTINGUISHING practices in leadership“Needed to WIN”<br />Attractor<br /><ul><li>Embodies & helps to create a vision
    9. 9. Gives meaning to the daily reality that people experience in the organization
    10. 10. Acts in service of the organization rather than as traditional ‘bosses’
    11. 11. Creates a magnetic pull in the organization
    12. 12. They contextualize the challenges</li></ul>(I) Edge & Tension<br /><ul><li>Tests & challenges the organization
    13. 13. Helps people see the repeating unhelpful patterns in culture/behavior
    14. 14. Stays firm to keep the change process on course
    15. 15. Acts as a mirror promoting feedback; appreciation
    16. 16. If skillfully done, it creates ambition, not stress
    17. 17. Build transparency sparking a desire to improve</li></ul>3/5/2011<br />8<br />
    18. 18. The four DISTINGUISHING practices in Leadership“Needed to WIN”<br />(III) Container<br /><ul><li>To channel the edge & tension into a positive force
    19. 19. Manages the anxiety & turbulence that change brings
    20. 20. Articulates a few hard rules within which people can channel their energy
    21. 21. Is accessible to others and provides an affirming presence
    22. 22. Stronger the container, greater is the leader’s ability.
    23. 23. Greater their calmness, less is the anxiety in the team</li></ul>(IV) Transforming Space<br /><ul><li>Can slow down the ‘busyness’ of the organization and promote learning & enquiry
    24. 24. Provides a foundation for self awareness, growth & improvement
    25. 25. Supports networks of change and facilitates energy & commitment
    26. 26. Acute paying of attention to the present moment
    27. 27. Noticing the dynamics in front of them</li></ul>3/5/2011<br />9<br />
    28. 28. High Impact Leadership – A 33 point agenda<br />1. Leadership is not about the leader<br />Its about what people want from the leadership and not what you want to do as a leader<br />2. People down the ladder embrace leadership only if given the right incentives <br />No! Money isn’t the point here. Fun is a powerful incentive at the workplace<br />3. You cannot lead your people until you love them<br />Spend quality time with your people<br />4. Walking the talk<br />Examples of fetching water and handling baggage<br />5. Be a role model<br />When you practice what you advice, there is a deeper connect with the people<br />
    29. 29. A 33 Point Agenda contd.<br />6. Respect your people in areas they least expect<br />Minute gestures go a long way in reposing faith and trust<br />7. Capture the spirit of the people<br />What is your team passionate about?<br />8. Fight to win and not fight to survive<br />What strategy you believe is not what your soldier believes in<br />9. Favor to oneself before favor to employees<br />Accept leadership without hierarchies - Dismantling the structure built over the years<br />10. Look for unconventional methods<br />Coffee breaks and lunch discussions produce better results in improving org. productivity<br />
    30. 30. A 33 Point Agenda contd. <br />11. Daily frictions cause wear and tear<br />Lubricate by building informal occasions<br />12. Make people aware of the long haul ahead<br />Minimize short term views and self interests<br />13. Develop ‘Leader-ful’ teams instead of ‘Powerful’ teams<br />Keep each group small<br />14. Once in a while, expose the team to complex challenges<br />Opportunity to draw upon the skills and strengths of everyone<br />15. Be neutral to everything except performance<br />Most people don’t need preferential treatment, just equality to be more productive<br />
    31. 31. A 33 Point Agenda contd.<br />16. Bees are attracted to honey<br />Attract the right kind of talent and develop the organization<br />17. Use the weapon of ‘voice’<br />Weed out frustration at the water cooler<br />18. The ‘culture interview’<br />Select people for their demographic fitment<br />19. Avoid ‘Exit and Voice’<br />So much precious feedback comes only after the employee goes out<br />20. Bringing 20,000 ft to 2 ft<br />Bringing the perceived distance much closer than the physical distance<br />
    32. 32. A 33 Point Agenda contd.<br />21. Constantly unsettle people<br />Never allow them to settle down in a comfort zone<br />22. What would my leader do?<br />Make your people ask and set an example<br />23. Expose first timers to new responsibilities<br />Go beyond the daily dose of transactions<br />24. Don’t be the prisoner of the role<br />CEOs and managers make the mistake of sitting in offices away from the real action<br />25. Be sensitive enough to understand your people<br />Walk the extra mile to wow your people<br />
    33. 33. A 33 Point Agenda contd.<br />26. Drive a horse with no blinders<br />Breaking away from the stereotypes<br />27. Give credit to where it is really due<br />Building trust and credibility<br />28. Insecurity is the first impediment to productivity<br />A people’s person never suffers from insecurity. He is always surrounded by admirers<br />29. Managers should no longer be postmen<br />Cease to be mere disseminators of information<br />30. Build personal credibility first. The rest will follow<br />There is always an emotional connect that remains untapped<br />
    34. 34. A 33 Point Agenda contd.<br />31. Share your vision<br />Spend personal time to make people buy-in<br />32. Understand employees’ version of the vision<br />Connect the unconnected<br />33. Employees must engage with you more than agreeing with you<br />Alignment matters over agreement<br />
    35. 35. Leadership – Organizational Perspective<br />Become a value driven organization<br />Create a safe environment<br />Expect both responsibility and accountability from your people<br />Encourage everyone to do their best<br />
    36. 36. Emerging beliefs that assume significance<br />Right things will happen if we relinquish power to the situation, not holding to oneself<br />The leader is still a responsible agent & will make choices that will impact the flow of events<br />Need to exude supreme confidence that all is well in oneself and the organization despite any anxiety or turbulence<br />Perfectly okay to take risks/courage to disrupt & disturb since organization will find its way through to improvement<br />
    37. 37. A leader must avoid these temptations<br />Over engineering the change process<br />Harness the intelligence, wisdom & energy of the organization<br />Issue prescribed directives<br />Set the overall framework<br />Pre determine the entire change process<br />Work more step by step, sensing and adjusting as it goes<br />Cascade change programmes down<br />Bring together diverse & informal networks of people to collaborate<br />Overly structured formal engagement<br />Create the space for open & free flowing dialogue & exchange of information<br />
    38. 38. Some more thoughts<br />We fail to see the change within us<br />The task is not trying to change a behavior but the attachment to one<br />So much comes out of little<br />Create power and draw purpose from it<br />What a leader does makes the biggest difference to successful change, not what is said or planned<br />Order follows chaos – Change and risk are two sides of the same coin<br />
    39. 39. You MUST invest time with your people<br />Leadership is still largely dependent on the personality<br />Its all about the ‘feel factor’<br />
    40. 40. Thank you!<br />Shashikanth Jayaraman<br />Email: shashikj@gmail.com<br />Mobile: +91 9841188114<br />

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