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What the BEST Managers do differently
 

What the BEST Managers do differently

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A presentation that takes you through the conceptual framework of manager's role, Poll results in which a large number participated from across the globe and a recommendation to create HAPPY PEOPLE.

A presentation that takes you through the conceptual framework of manager's role, Poll results in which a large number participated from across the globe and a recommendation to create HAPPY PEOPLE.

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    What the BEST Managers do differently What the BEST Managers do differently Presentation Transcript

    • Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com The six mistakes of man Cicero, the famous Roman philosopher and statesman, wrote this over 2,000 years ago. The six mistakes of man: 1. The delusion that personal gain is made by crushing others. 2. The tendency to worry about things that cannot be changed or corrected. 3. Insisting that a thing is impossible because we cannot accomplish it. 4. Refusal to set aside trivial preferences. 5. Neglecting development and refinement of the mind, and not acquiring the habit of reading or studying. 6. Attempting to compel others to believe and live as we do. 6Cautions
    • Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com B E S T Broad breadth and depth Exchanging experiences Sharing POLL results The key to HAPPY PEOPLE
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com What? Why? When? Where? Who? Which? How? Pertinent Questions ?
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com The Old Reality The New Reality People need organizations Organizations need people Better talent makes some difference Better talent makes a huge difference Jobs are scarce Talented people are scarce Employees are loyal and jobs are secure People are mobile and their commitment is short term People accept the standard package they are offered People demand much more Paradigm Shift
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Land Feudal Labour Proprietorship Capital Hierarchies Knowledge Knowledge Networking Late Agricultural Early Industrial Late Industrial Early Knowledge Source of wealth Type of Organization Our movement… 5th Generation Management – Charles M. Savage
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com 1 2 3 ? Clear enough future Alternative future A range of futures True Ambiguity A C B D
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Increasing value of intangible assets in organizations 1982 20021992 38% 75% 62% Margrait Blair, Brookings Institute
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Environment SkillWill People in Organizations Performance Optimization
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Junior mgt. Middle mgt. Senior mgt. TECHNICAL HUMAN CONCEPTUAL MANAGERIAL GRID
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com The stimulus curve Initial stimulus Stimulus regression Motivational loss Time Motivational energy The stimulus effect Motivational energy Keeping people on high
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com What does this picture mean?
    • Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com Low High High Low Dreamers Leaders Laggards Sleepers Ability Ambition Leadership journey
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Traditional Growth path Emerging Growth path
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Credibility Competence Low High High Bad Bosses Good Bosses Credibility/ Competence Matrix
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Boss’s influence Attitudes of High Performance Direct Performance enablers Job relevant information Experience/Support Resources Influences commitment that drives discretionary efforts to work hard & improve performance quantum/quality Source: Corporate Learning Council Research, 2005 – 90k people, 135 companies 57% 43%
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Boss’s Role Source: Corporate Learning Council Research, 2005 – 90k people, 135 companies Managing Employee work and performance Managing Employee’s relationship within the organization
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Boss’s Role Source: Corporate Learning Council Research, 2005 – 90k people, 135 companies Managing Employee work and performance A. Provide fair and accurate informal feedback B. Emphasize employee strengths in performance reviews C. Clarify performance expectations D. Leverage employee ‘fit’ E. Provide solutions to day-to-day challenges
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Boss’s Role Source: Corporate Learning Council Research, 2005 – 90k people, 135 companies Managing Employee’s relationship within the organization A. Amplify the good, filter the bad B. Connect employees with the organization and its success C. Instill a performance culture D. Connect employees with talented coworkers E. Demonstrate a ‘credible commitment’ to employee development
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Job holder role Team member role Entrepreneur role Career role Organization member role Role People Play
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com 3 Stages in the job Dependent stage Independent stage Inter-dependent stage Stephen Covey
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Learning culture… Intellectual property – Rajiv Khurana •Maintenance •Anticipatory •Shock Menu On Job Training Off Job Training Shadow/Buddy/understudy Regular presentations In-house learning times Wall journals Intranet Articles circulation In-house library Stories sharing Sharing of tacit learning Internal competitions – papers, quiz… PODcasting Webcasting In-house video production In-house radio …
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Develop People wants it but do not get it Keep and improve People want it and get it Don’t start People do not want it and do not get it Stop People do not want it – but get it anyway Seeing through People's eyes Want Don’t Want
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Balancing work and life priorities of people
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Enthusing, energizing and exciting people
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Streamlining glitches before they become major issues
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Taking appropriate risks
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Making innovativeness create impact
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Aligning personal goals with team and organizational goals
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Nurturing trust and streamlining work culture
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Actively listening and empathizing
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Giving friendly challenge and supporting higher performance
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Ensuring process compliances and consistent improvements
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Retaining high standards of learning
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Setting clear expectations and measurement standards
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134 Setting clear expectations and measurement standards Enthusing, energizing and exciting people Nurturing trust and streamlining work culture Aligning personal goals with team and organizational goals Ensuring process compliances and consistent improvements Top
    • Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com 21 Balancing work and life priorities of people 68 Enthusing, energizing and exciting people 38 Streamlining glitches before they become major issues 34 Taking appropriate risks 28 Making innovativeness create impact 47 Aligning personal goals with team and organizational goals 55 Nurturing trust and streamlining work culture 42 Actively listening and empathizing 40 Giving friendly challenge and supporting higher performance 46 Ensuring process compliances and consistent improvements 31 Retaining high standards of learning 72 Setting clear expectations and measurement standards Voters 134
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E 11 action points
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Hand-hold & support
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Appreciate
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Perform Passionately
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Prepare for future
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Yearn to learn as a team
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Provoke to stretch
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Encourage, Excite, Enthuse
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Openly & honestly - Communicate
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Play with creativity
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Leverage the strengths
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Examine Performance, Energize People
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com Listen Explore Acquire Read Netsurf Imagine Negotiate Give Life long © Rajiv Khurana
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com More powerful than a powerful idea is the powerful execution.
    • Rajiv Khurana CMC FIMC www.thepersonnellab.com E-mail: thepersonnellab@gmail.com Web: www.rajivkhurana.com www.thepersonnellab.com http://in.linkedin.com/in/rajivkhurana 9810211256 C-9/9624, Vasant Kunj, New Delhi – 110070 India