Leadership lesson from india
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Leadership lesson from india

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Leadership lesson from india Leadership lesson from india Presentation Transcript

  • Leadership lesson from INDIA Indian leaders drive there organization to high performance www.StudsPlanet.com
  • Interview with VINEET NAYAR, CEO, HCL • When he was asked by an interviewer, what he wished his greatest legacy to be in 5 years?? He replied, “ That I have destroyed the office of the CEO” • WHAT HE MEAN BY SAYING THIS? He was saying that in this 5 year of tenure he have changed things drastically and he led to a charge that give rise to the company’s bracing motto, “ EMPLOYEE FIRST,COMPANY SECOND” www.StudsPlanet.com
  • • He said that he sought enough transparency and empowerment in the company “that decisions would be made at the point where the decisions should be made”. That is by employee, where the company meet the clients. • He said “ the organization would be inverted, where the top is accountable to the bottom and therefore the CEO’s office will become irrelevant. www.StudsPlanet.com
  • Research on Indian leaders drive there organization to high performance • The research team interviewed senior executives at 98 of the largest India- based companies. The survey included companies like Infosys, Tata, Reliance, M&M and among others but none of the organization suggested that there company had succeeded because of the efforts of a top team. www.StudsPlanet.com
  • What is the diff. between Indian Leaders and Western leaders? INDIAN LEADERS 1. They invest in people. 2. Corruption and Malfeasance can be found in Indian Business community 3. Leaders of the Indian Firm do engage with their country, culture, and employee in the characteristic way , and this is the important factor in performance. WESTERN LEADERS 1. They work to create a sense of social mission that is served when the business succeeds. 2. They make aggressive investment in employee development, despite tight labor market and widespread job hopping. And they strive for a high level of employee engagement and openness. www.StudsPlanet.com
  • Some more differences…. INDIAN LEADERS Indian leaders to priories their key responsibilities. This is how they ranked their priorities. 1. Chief Input for business strategy 2. Keeper of organizational culture 3. Guide, teacher, or role model for employees 4. Representative of owner and investor interest. WESTERN LEADERS 1. Representative of owner and investor interest 2. The western leaders leave the strategy making job to profit- center heads www.StudsPlanet.com
  • • The higher priorities of Indian firm is to define the culture and guiding & teaching employee underscore their focus on human capital development. • Indian leaders see there role in strategy development. Whereas the Western Leaders often leave it to profit- center heads, Indian leader are likely to own the strategy function, setting the agenda and taking a visible role in shaping the strategies their managers bring to them. They tend to focus less on western- style planning and analysis and more on creating the incentives, organizational structure and culture that will enable an improvisational approach to startegy. www.StudsPlanet.com
  • Motivating employee:- • Assessed by the Multifactor Leadership Questionnaire (MLQ), the Most widely applied such tool in the United States. • The Bosses of surveyed Indian companies have scored high on “transformational” or charismatic leadership designed to encourage employee to take care about the goals of the leaders and the organization. www.StudsPlanet.com
  • • When these data’s where compared with that of U.S CEO’s then they found that they were more likely to use “transformational” styles- motivating employee to act in the interest of the business by striking deals with them (IF YOU WANT A PROMOTION MEET THESE SALES TARGET). www.StudsPlanet.com
  • Inspiration from the employer to employee • The leader surveyed attributed the success of their companies to Employee’s positive attitute, persistence, And sense of reciprocity, which the executives inspire in four specific ways. 1. Creating a sense of mission 2. Engaging through transparency and accountability 3. Empowering through communication 4. Investing in training www.StudsPlanet.com
  • Creating a sense of mission:- • Sense of mission is the means whereby enhanced human performance and quality of life is achieved. Not goal setting, rather a place of whole hearted commitment aligned with highest values www.StudsPlanet.com
  • Engaging through transparency and accountability • Indian leaders also build employee commitment by encouraging openness and reciprocity. • They look after the interests of employees and their families, and implicitly ask employees to look after the company’s interest in return. • interests in return. • HCL’s “Employee first, customer second” policy, supported by initiatives designed to make employees feel more personally responsible for the company’s offerings and give them a voice with upper management, does exactly this • Vineet nayar’s public 360 degree review for managers is another example. www.StudsPlanet.com
  • Empowering through communication:- • So that engagement will translate into action, Indian leaders go to considerable lengths to empower employees, although this challenges the traditional. • At HCL, for example an online system allows employee to create quality-control “tickets” much like those on an assembly line. These can flag product quality problems or even personal issues related to management, such as “I have a problem with my bonus” or “My boss sucks.” Employees can also post comments and questions on the company’s “U” and “I” website. www.StudsPlanet.com
  • Investing in training:- • Finally, both our qualitative and our quantitative data show that Indian companies invest heavily in employee development—often more so than Western companies. This is partly to ensure that employees have the tools to do their best work, but it’s also designed to strengthen their commitment to the company. • When we asked Indian leaders an open-ended question about their human resources development, their responses consistently touched on four themes:  Managing and developing talent,  Shaping employee attitudes,  Managing organizational culture, and  Internationalization. www.StudsPlanet.com
  • • The most commonly used term in this context was “employee retention”, followed by “Recruiting”. These executives by and large, see no trade-off between recruiting and development and they expect their firms to pay attention to both. www.StudsPlanet.com