Leadership

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Leadership

  1. 1. Leadership - Dust away that Aura of Uselessleadership!Monday, May 16, 2011 By Rabia DhodyRabia Dhody is an MBA from University of Pune, and is currently working as Motricity- HR Head SouthAsia. Prior to Motricity she has worked as HR Business Partner with Dell India and as manager withReliance Capital - Life Insurance Division. read moreShare1inShare  email  print  pdf Employees leave their managers and leaders and not the organizationsI am unhappy at work! My Leader seems to get work done by pressurizing me!! –Leadership is lifting a persons vision to higher sights, the raising of a personsperformance to a higher standard, the building of a personality beyond its normallimitations.” — Peter F. DruckerMany of us may recall failing to accomplish a task as a youngster and being
  2. 2. admonished with the adage, "the road to hell is paved with good intentions”. So what isit that makes us either excel or lose our cool and interest and start looking out. Whatare our drivers of engagement?We’ve all heard the phrase “Employees leave their managers and leaders and not theorganizations”, but how many of us have given it a fair chance to change the systemand culture in the manner we feel most comfortable in? You at all levels may not havethe power to change the way an organization works, or your team works, but candefinitely tread your leaders Footsteps , the one your idolize!We now all know why companies want engaged employees – engaged employees arethose who work longer hours, try harder, accomplish more and speak positively abouttheir organizations. Engagement is an amalgamation of commitment, loyalty,productivity and ownership. It’s also a critical element of competitive advantage formost organizations. We all know employee engagement is important, but where shouldyou start? According to most experts, the most influential factor is leadership. That’sright – it starts at the top! Leaders are the lens through which employees view yourorganization. In fact, how they feel about their direct manager is directly correlated tohow they feel about their jobs and the organization as a whole. So what can Leader’sdo to drive employee engagement?It is said that all true leaders have the ability to translate intention into reality and tosustain it with action and behavior. It turns out that people are motivated by interestingwork, challenge, and increasing responsibility--intrinsic factors. People have a deep-seated need for growth and achievement and recognition for the work they do. So whatis it that you need to do as a leader?Whether you are a first time Leader or a Leader who has been there since ages, Do alittle bit of soul searching! It doesn’t harm us to be mindful of our acts:1. Are you a control freak? - It is true that one of the basic characteristics of topleadership is their need to control things. It is also equally true that great leadersremain leaders by being able to delegate responsibilities and inspiring trust among theemployees.Look into yourself and Answer this question :- Are you able to inspire your Team?Are you able to lead by example? Support them ,guide them and mentor them to getthe best out of them? Or control them and let them look bad in front of yourLeaders/superiors to earn a petty brownie point? If you answered a yes to all above,trust me, sooner or later you will become unemployable and your team would leaveyou, what could’ve been your strength is going to come back full circle in your inabilityot foster comfort, trust and growth in your Team! One good performer, chances arethe person is self-motivated, 2 good performers, chances are they are self-driven, 3-Coincidence, All – you’ve done your job! Your Team is a reflection of what you do tothem! MAKE THEM LOOK GOOD! Stay at the backstage, you’d emerge as the main leadactor yourself!!!!
  3. 3. 2. First time Leader? : If you are a first time leader, Look around you, have yougrown too fast?Are you able to lead?be a people manager or do you just have thehunger to lead teams? Can you do justice to their careers or put them at stake? Canyou guide, mentor, share and pass on knowledge? If not- do not lead! Wait for the timewhen you are fully equipped to be respected as one!3. Are you a bad listener? It’s a common perception that leaders are impatient andrarely listen to others. They are projected as bullheaded people who just do what theyperceive as the right thing to do. Or are you the opposite? True leaders understand andappreciate that great things cannot be achieved single-handed – it needs a team toachieve success. One of the traits of a truly great leader is their commitment to build ateam of like-minded people. They have the innate ability to foster good relationshipsamong team members and have exceptional communication skills that inspire totalcommitment from their co-workers. Leaders succeed by helping people they work with -their employees, partners, investors and suppliers, become successful themselves.Remember -you become the target and benchmark for every other competitor in yourField and organization.4. Do you practice what you preach? Look inside of you - do you expect others todo things that you yourselves would not do. Good Leaders always lead by setting anexample to their community and followers – Remember but not by force, your followersshould tread your path by choice! They should respect you for who you are and not theprofile you hold in the organization!5. Absolute trustworthiness: This probably one of the most essential traits of aleader. People should be able to rely on you to keep promises made. The one thing thatwill keep most people from accepting someone as a leader is if they can’t be sure thathe will actually take them where he says he will. Never backstab your own team, nevermake them look bad! ITS YOUR JOB TO MAKE THEM ACHIEVE SUCCESS! By supportingthem with the knowledge base you have, and if you climbed that ladder of success notby virtue of knowledge but by virtue of cheating! Be rest assured to see a downfallsooner or later!6. Develop talent – employees want opportunities to grow and develop. You mustensure that you understand what each of your employees want and help them toachieve their goals and aspirations. Engagement research results are clear on thisissue: 45 percent of employees cite limited opportunities for growth as the reason theyleft their company.7. Celebrate and reward – Leaders who create highly engaged and committedemployees celebrate and reward employees who consistently contribute to theorganization. Be one amongst those! Not the one’s who crib and Keep complainingabout things not happening totheir superiors! Remember your success is your Team’sEffort.Only 37% of employees actually trust senior management. Let’s change that and makeit 90% of employees trusting in their Leadership!!!!! Don’t do what you don’t like to bedone to yourself!
  4. 4. Leadership at All LevelsMonday, December 27, 2010By S.Rajesh3Share5inShare  email  print  pdf The quality of being honest and having strong moral principlesSuccessful organizations need leaders at all levels. Leaders are winning individuals -people with ideas and values, and the energy and fortitude to do what needs tobe done. Organizations thrive because they have accomplished leaders, not just at thetop, but at all levels. When organizations value leader development, they have culturesthat expect and reward leadership, and they actively put time and resources intomaturing them. Successful organizations are doing well because they have leaders, andthey have leaders because they deliberately and systematically produce them. This iswhat separates the winners from the losers. Profitable organizations deliberately andsystematically develop people to be real leaders, to be people with their own points ofview, who motivate others to action. They use every opportunity to promote andencourage leadership at all levels within the organization, and their top leaders arepersonally committed to developing other leaders.
  5. 5. Leadership at all levels is the most important and possibly the least understood asset ofany organization. Innovative ideas are the engines of organizations success andeffective leaders are the driving force behind those ideas. Successful organizationsunderstand that effective leaders, not just at the top, but all through the organization,from the CEO to the team members in each department, hold the key to the engines ofcreativity.What is Leadership?Leadership is the process where a person exerts influence over others and inspires,motivates and directs their activities to achieve goals. Leadership is an interactiveconversation that pulls people towards becoming comfortable with the language ofpersonal responsibility and commitments.Leadership is not for People at the TopEveryone can learn to lead by discovering the power that lies within each one of us tomake a difference, and being prepared when the call to lead comes. Leadership at alllevels means that we dont want to have a company culture where some lead andothers follow. It should be like encouraging everybody to think and act like anentrepreneur.Engage Leadership at All LevelsLeadership is the most critical factor for successful change - Change Management isgood leadership. In fact, typical change management effort requires 70-90% leadershipskills as opposed to only 10-30% managerial skills. It touches every other successfactor. If you have effective leadership, youll have effective communication. Youll havevision clarity. You will have clear expectations, both near and long term, and motivationand performance recognition. Youll have focus on getting stake-holders involved andcommitted, because thats what effective leaders do, by definition.Leaders may need to be educated and sometimes replaced - Weak leaders CAN bedeveloped. But a weak leader left in place without improvement poses a risk, so theorganization must take positive action to resolve it. Weak leaders create definingmoments, where decisions made will either further the change, or degrade it. Soleaders either get the education, training, or information to lead, or someone else takeson the role.Change leadership accountability remains at the executive level - Executives cantabrogate their accountability. Sponsors at the executive level are the drivers of thistransition, and their actions, behavior, visibility, and priorities need to reflect thataccountability.Cascading change leadership must be established and maintained - Leader commitmentat all levels must happen if high level leaders dont want to find themselves pushing theproverbial piece of string. Leader commitment needs to permeate throughout the levelsof the organization. Then, you have smaller pushing efforts all along the length of thatstring, and it will move.
  6. 6. Front-line advocacy is essential to most successful changes - To take the stringmetaphor one step further, its the leaders on the front-line, the other end of the stringthat need to pull it. Theyre the greatest influencers of the end-users, not the head-office person. If they dont care about it, neither will their team members. If theyreconfused about direction or end states, their frustration will soak into the layers below.Therefore, senior leaders must invest thought and effort to engaging their middle andfront-line leaders, assigning well-defined roles with clear expectations as changeleadersThis leadership cascade model illustrates not only the cascade effect, but the two-waycommunication links that need to be strong in the leader arena.The model depicts leadership in terms of management levels, and organizations canusually do better in involving middle management. Studies by Barry Oshry have shownthat during change, middle managers suffer the most disruption, the most mis-communication and confusion. Therefore, look for systemic obstacles that may preventmiddle and front line managers from being more effective in leading change; such asmis-aligned performance measurement systems, poor communication channels, notonly vertical, but horizontal, across teams and departments.Sometimes, one of these boxes in the cascade chart above becomes a "black hole" inthe communication chain. Messages get "lost in translation" or lose their priority. Thechallenge is to optimize the links here so that information, news, rewards, recognition,training, and knowledge, flow easily throughout. The people will do the rest.Building Leadership at All LevelsLeaders at all levels within the organization act to show that influence is two-way. Theydraw on the collective knowledge, experience and personal interest of the wide range ofstaff and on employees views.Leaders reinforce a culture where staff and employees feel able and confident to takelead roles within the organization. Current and future leaders learn with and fromothers, formally and informally, prompting reflection and change. Such modeling andtraining promotes the conditions through which the organization sustains excellence.
  7. 7. Leaders create conditions where staff-members have confidence in exercising theirinitiative and in grasping opportunities to share knowledge and assume responsibility.They recognize completing forms of leadership and the capacity of people and teams toachieve a positive impact on the life of organization.Qualities to Increase the Effectiveness of Leadership at All LevelsLeading & Developing OthersAchieving outcomes through the efforts of other staff-members and developing theskills, knowledge and attitudes of these members to enhance performance.Developing Capability & CapacityIncreasing the knowledge, skills and attitudes of an organization so that it is betterprepared to cope with uncertainty, ambiguity and unexpected change.InfluencingInfluencing means changing the opinions, attitudes, actions, and behavior of otherswithin and outside the organization.Making Sense of Complexity & AmbiguityInterpreting the many complex and ambiguous signals an organization receives andgiving confidence to everyone in the organization.IntegrityThe quality of being honest and having strong moral principles.EthicsBeliefs about what is right or wrong.CeremonyRituals surrounding the celebration of achievement of the team or team members andprojecting the success to stake-holders and other external groups.Leading ChangeA process of adapting the way an organization works to meet changing external andinternal pressures.Handling Cultural Diversity Using cultural differences to strengthen organizations andtheir relationships.ConclusionLeadership makes a compelling case for a strategic and concerted approach toindividual and collective leadership development to build our countrys leadership. If wewant the right supply of leaders, we need to develop leadership in all sectors and at alllevels. It is a long-term commitment and a collaborative endeavor. Initiating leadershipdevelopment from the first day employees join ensures that a company can build layersof leaders.References
  8. 8. Oxford Centre for Leadership, United KingdomBusiness Transformation, U.S. Armywww.challengesnorthwest.comwww.insight.eun.orgBlue Ambassador: Employee Referral Programme @IBMMonday, January 02, 2012By Arva ShikariShare2inShare  email  print  pdf Candidates referred through employees are more likely to accept IBMs offerand join IBMThe Blue Ambassador Employee Referral Programme (ERP) is IBMs internal referralprogram that encourages filling up of open positions through employee referrals exceptfor fresh graduates. It is an incentive linked program that works on the fundamentalbelief that existing IBM employees know who is most suitable for filling an openposition. Since IBM employees understand the work culture, internal dynamics, and the
  9. 9. emphasis on IBM values it helps them identify the right candidate for an opening overand above what the job description may outline."The primary purpose for this program is to identify those highly skilled individuals whomay not ordinarily apply to open positions through traditional channels. It provides asystem by which employees can be involved in the identification of candidates forpositions and thereby recognized for their efforts. It extends IBMs capability forexperienced hiring to meet the growing critical skill gaps," says, V. A. Rangarajan,recruitment leader at IBM India/SA. The recruitment team at IBM along with thebusiness unit teams work together to communicate all the positions requirements to allemployees. All positions identified by the recruitment team are indicated on IBMsinternal career portal called Global Opportunity Marketplace.Also, IBMers are regularly informed through mailers on open positions. Employees canrefer a candidate either through the Global Opportunity Marketplace or BU specificfunctional email boxes or specific ids that have been created for individual businessunits. In addition, employees can send in details of candidates against open positionsthrough a weblink that is mailed to them every week. The employee just needs to clickon the weblink to access the open position and fill in the details. It is convenient andsystematic to help the employee follow the process. The mailers are sent at regularintervals so that employees can respond to new positions on an ongoing basis. All openpositions are permanent or regular in nature i.e. full time hires and fixed term hires(FTH tenure is usually a minimum period of one year).They are given codes and positions that are generic in nature or are required in demandthroughout the year are kept consistent so that employees can refer to any of themailers sent in the year to refer candidates with such in-demand positions. "As acompany policy, IBMers are expected to refer candidates whom they know personally orprofessionally, and not by using any web/portal or any other sourcing channel," informsRangarajan. Employees are notified of the success of their referrals and are kept awareof the progress made on their referrals. Vouching on the effective working of the entireprocess of the Blue Ambassador ERP is Sarang Chalikwar, the senior system engineer ofIBM at Pune. He says, "I have referred more than 100+ candidates for global businessservices. Almost everyone has got a call for an interview. I get regular updates fromglobal business services team on referral drives across all IBM locations. For somespecific technologies, a few of my friends got a call from IBM in less than three days.I also get periodic updates on the status of our referrals." Further, IBM ensures that thepredictability and awareness of how and when the employee will get paid is by includingthe same in the mailers sent out for open positions. The eligibility criteria for paymentscomprises of - (a) all employees are eligible to receive referral payments except fordirectors and executives; (b) if the referrer is the interviewer or hiring manager of thereferred candidate, at the time of offer, they will not be eligible for the ERP or; (c) if thereferred candidate is the direct reportee of the referrer, at the time of offer, they willnot be eligible for the ERP. Payments for successful referrals are made in the respectiveemployees monthly salary. "The referral payment is made to the employee only after90 days post the candidate joins IBM. Both the candidate and the referral need to beactive in IBM at the completion of 90 days from the candidates date of joining. The
  10. 10. rewards awarded for a successful referral is comparable to payments made to any otherchannels," explains Rangarajan. Basically, the rewards are predefined based on thecandidates experience level; however, IBM does give away additional incentives forreferring diversity candidates.The referral bonus is usually paid as a percentage of the overall recruitment costs withadded bonuses to push the organizations priorities from time to time. The amount ofbonus is fixed according to the position and differs from position to position. In additionto the regular activities of the Blue Ambassador ERP, special programs are designedfrom time to time to award double rewards and attractive prizes for maximum referralsto make the program more attractive. If the business assigns priority to filling uppositions that are linked to a project expansion or new client then these prioritypositions may be filled through an expedited hiring process, which requires expeditedsourcing strategy. Thus, special referral programs are initiated for these positions and areferral bonus is also offered to further encourage employees to refer candidates. Thedouble rewards program is held in three scenarios and to help the business unitsachieve their immediate and short term requirements. Rangarajan states that the threescenarios could be skills required in high demand (volume) and less supply in themarket; skills recruited in times of hiring peaks; and demand to be met under criticaltimelines. Once the necessary approvals are taken by the recruitment, business andfinance teams, an internal communications campaign is put in place to increasevisibility and impact through personalized emails from the business unit leadership,posters, danglers and standees in key areas to increase visibility and finally, a programoffice is put in place to ensure employees get feedback and status updates on time.Furthermore, Srinidhi Vavle, managing consultant, strategy and transformation globaldelivery of IBM India Pvt. Ltd. at Bangalore expresses appreciation for the splendidwork done by the ERP team. She says, "During our hiring week at strategy andtransformation, even though the schedule was tight and challenging, the ERP teamworked seamlessly to execute the entire operation with high efficiency and with goodresults." The Blue Ambassador initiative was conceived when IBM began its growth story in India in the 90s. It was part of the recruitment strategy in India right from the beginning. "To promote the concept of employee referrals initially we ran a series of educational and branding activities to spread the message internally. Townhalls and workshops were conducted where employees were asked to participate and give feedback on how they would like this program to look as well as all the associated branding to ensure it makes an appropriate impact and maximum numbers of employees participate in it," describes Rangarajan. As a global organization, IBM believes in the strength of its workforce to bring new talents to its pool. Candidates joining IBM through referral
  11. 11. program readily connect with IBM culture as they already know and acknowledge IBMthrough their referrer. This also helps to retain such an employee in IBM for longer timeas employees find it more comfortable to work with known friends or family. "In fact,approximately half of the positions in India are filled through employee referrals.Statistically, one out of every 10 candidates referred through employees join IBM.Candidates referred through employees are more likely to accept IBMs offer and joinIBM. And candidates referred through employees are more likely to be selected for theposition. This stands testimony to the popularity of the program," says a proudRangarajan. Despite the effectiveness of the program, IBMs main challenge is to keeppace with the ever growing open positions as quickly as possible. "As we grow as anorganization and our requirements of skills and positions to be filled increases, it isimportant to ensure timely communication of requirements internally to allow internalreferrals to come through before extending the search externally through otherchannels. It is imperative that we optimize the use of internal referrals as a sourcingchannel to yield best cost per hire results," asserts Rangarajan. Another challenge thatIBM faces is sourcing and documenting the quality of feedback that they need to revertto employees who have referred people.To tackle it, Rangarajan says, "We are looking at ways to increase the reach of thisprogram and make the design simpler and leaner. Improving the feedback mechanism,whereby we are able to share with the referrals the reason for not accepting thecandidate is also being explored as this is likely to add to the program experience."Also, IBM is considering adding channels like professional networking sites to ensure itis able to tap a larger base of people for referrals and understand the professionallinkages of candidates. As companies face a talent shortage, internal referral programsare a good way to leverage to the existing employee base to fill open positions. IBM’sBlue Ambassador has been extremely successful globally and IBM India has also used iteffectively as one of the ways to grow its workforce to become amongst the largestemployers in the IT sector in India

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