The emerging roles of New Normal Leaders in the Corporate Business

1. “Power of
Empowerment - The
New Normal leaders”
Ashok Kumar Rath
(Get, Set and Go)

2. Session Flow
G E T : ( B a c k g r o u n d , 3 R
S t r a t e g y, R e i m g i n g / R e b o o t i n g
t h e W o r k & N L A L e a d e r s )
G O : T h e F u t u r e V i s i o n a n d
w a y f o r w a r d
S E T : ( U n d e r s t a n d i n g S e l f ,
L e a d e r s h i p E f f e c t i v e n e s s a n d
P y r a m i d , E I , B u i l d i n g W i n n i n g
Te a m , C o n f l i c t M g t . B L O ,
S t a g e s o f E m p o w e r m e n t , C a r e e r
a n d s u c c e s s i o n P l a n n i n g a n d
Ta l e n t M a n a g e m e n t )

3. GET……
Get In touch with the existing Landscape with Sense of Urgency

4. 1 . P r e va i l i n g L a n d s c a p e o f N e e d o f N e w N o r m a l L e a d e r s ( N N L s )
Background :
Lately, Global Economy has changed due to Covicd Scenario .It is a continuously evolving situation and has
challenged every aspect of our life – personal and professional. While it has created disruption the normal
process of conducting business, it has also opened up an opportunity to relook at the way we normally
conduct business. A call for New Normal to navigate the POST PANDEMIC stage/s through empowered
People steered genuinely by New Normal Leaders (NNLs).
Objectives:
• To gainfully engage employee with company – Knowledge, experience, Adaptation to the changed
environment and timely support mechanism.
• To align Workforce Strategy with business objectives – Health, Safety , Quality, Productivity, Change
Management and HR Processes'
• To inspire / reinforce positive environment – Results , contribution, newly learnt ways of working (Byte Size)
• To ensure enriching employee experience – transparent communication and Grievance Minimization
Outcome :
•Leadership Pipeline ,Talent Retention and succession plan
•Empowered Employees as KnowledgeWorkers to sustain the business for tomorrow
•Leaders act as Mentor and Coach
VUCA +V = Mandate for New Normal

5. RESPOND
RECOVER
READY
Preparing for and
shaping the “new
normal” with
succession Strategy
and grooming leaders
within
NNLs present situation and manage
continuously
learning and emerges strongly
(Team learning , empowerment and
delegation)
2 . T h r e e ‘ R ’ S t r a t e g y f o r N N L e a d e r s
NNLs must sharp on capturing the ‘Three Rs’ for Scaling Business

6. To build a world class organization
enabling individuals to harness their
optimum potential.
Build a strong new normal ‘People
Centric Culture’ for inspiring
employees to expand their capabilities
& enhance their performance and
their career.
NN Leaders are Catalyst for functional Synch between Mission ,Vision andValues (VMV) and Workforce Re positioning
•Manage the ‘GigaWorkforce’
•Digital Command and control –Virtual
Conference
•Understand the new mind set of
workforce ( Anomie, insecurity, Health
and Finance)
•Virtual Learning /E-learning and Bite
based learning
•Awareness on Digital Platforms
•Mobile based learning app
•Portal Based Knowledge and Skill
Mapping for workforce
•Rebuilding External Customer
expectation on the Company’s
changed strategy
•AI
•Up skilling and Carrier focus with
succession
•Environmental, Social, and
Governance (ESG)
New Normal capsules
+
3 . N N L s - R e a l i g n V M V
( An I l l u s t r a t i o n )

7. Data driven solutions
towards managing the
Compny line with the
business goals
Data – Centric Approach
Ownership of
Functional Heads -
HR Practices
Collaborative Approach
for re-skilling and up-
skilling employees
Digitized platforms for
various HR Programs like
Onboarding, Learning &
Development, Employee
Engagement etc.
Digital Initiatives and
Processes
Alignment of all the talent
strategies with the
business objectives and
delegaing as well as
coaching
Strategic Business
Partner
Developing the Sucession
Plan documents
Talent Mgt-
Leadership Pipeline
4 . R e i m a g i n i n g / R e b o o t i n g t h e Wo r k
Empowered people sustain the system and re-invent the wheel

8. SET
Set your priority and Effectiveness Quotients by pack the
loosing cards

9. 1 U n d e r s t a n d i n g S e l f ( C o ve y ’s M o d u l a r Ap p r o a c h )
Interdependence
Public Victory
Independence
Dependence
4. Think Win-Win
6.. Synergise
5.. Seek first to under-
stand –then to be
under-stood
Private Victory
1. Be Proactive 2. Begin with the
end in mind
3. Put First Things First
THE SEVEN HABITS PARADIGM
7. Sharpen the Saw
ReflectThrough Covey’s Modular Approach)

10. 2 . L e a d e r s h i p E f f e c t i ve n e s s - An I n t r o s p e c t i o n
•Managing Self
- Understanding Personality & Style
- Stress
• Managing Subordinates to convert the
Winning Team
- Communication and Inter-personal
Effectiveness
- Delegation
- Team Leadership
•Managing Change & Decision Making
- Understanding change and change
management.
- Setting stretched goals and driving
results.
- Decision Making : Process & Techniques.
- Resolving conflicts
- Coaching and Mentoring
•I have many rights—but no duties.
•I have the right to feel good.
If I do not feel good, it is not my fault.
•I have many talents and needs.
It is the company’s responsibility to use & develop my talents, and meet my needs.
•When my company has problems, the responsibility rests solely with Management. I’m a ‘back-bencher’
•It’s Management’s duty to involve me in decisions.
However, I do not need to commit myself.
I do not need to come up with constructive criticism / suggestions.
It is sufficient for me to point out mistakes and omissions of others
•I have the right to feel secure—if I do not, I can’t work effectively. (I’m under no obligation to work effectively to feel secure)
The Laws of Irresponsibility
 What are your life & career goals?
 What are your dearest values?
 What are your main personality characteristics?
 What are your strengths and weaknesses?
 Are you aware of how others perceive you?
 What is your roadmap for self-fulfillment?
 How do you learn ?
•Self Directed Questions

11. 3 . N N L s P y r a m i d
Competence
Drive
Integrity
- Contextual knowledge and Experience
-Application of EQ
- Soft Skill /Cyber driven learning/ e-learning
- Questions are more important than
answers
- Out-of-box thinking
Drive, passion, burning desire to excel, energy level at
work decides what he does with the “raw material”
Relentless quest for excellence
Walk theTalk”,Owns responsibility, shares credit, Invites feedback ,Justice and fair play,
‘Selflessness’ ,Does not misuse power and Respect for subordinates

12. 5 . E m o t i o n a l I n t e l l i g e n c e - T h e Ac h i l l i ’s H i l l
Definition
Capacity for recognizing our own
feelings and those of others, for
motivating ourselves, and for
managing emotions well in ourselves
and in our relationships.
Personal competence Social competence
1.Empathy(Emp). Awareness of
others’ feelings (Understanding
others, Developing others, Service
orientation, Leveraging diversity and
Political awareness.
2.Social Skills(SS): Adeptness at
inducing desirable responses in
others.( Influence, Communication,
Conflict Management, Leadership,
Change catalyst, Building bonds,
Collaboration & cooperation, Team
capabilities
1.Self-awareness (SA): Knowing one’s
internal states, preferences, resources
and intuitions..(Self-awareness:
Knowing one’s internal states,
preferences, resources and intuitions.)
2.Self Regulation (SR) : Emotional Self
Control,Integrity,Adaptability,Innovati
on andConsciousness
3..Motivation:(Mot) Emotional
tendencies that facilitate reaching
goals (Achievement drive,
Commitment, Initiative and Optimism
Social Competency
Personal Competency

13. 5 . 1 E m o t i o n a l I n t e l l i g e n c e : O ve r vi e w
Areas Definition Hallmarks
SA  Ability to recognize and understand your moods, emotions
& drives, as well as their effect on others
 Self-confidence
 Realistic self-assessment
 Self-deprecating humor
SR  Ability to control / redirect disruptive impulses/moods.
 Propensity to suspend judgment; think before acting
 Trustworthiness & integrity
 Comfort with ambiguity
 Openness to change
Mot  Passion to work for reasons that go beyond money and
status
 Propensity to pursue goals with energy & persistence
 Strong drive to achieve
 Undying optimism
 Organizational commitment
Emp  Ability to understand the emotional make-up of others
 Ability to treat people according to their emotional reactions
 Expertise in retaining talent
 Cross-cultural sensitivity
 Service to customers
SS  Proficiency in managing relationships & building networks
 Ability to find common ground and build rapport
 Expertise in leading change
 Persuasiveness
 Expertise in leading teams

14. Leader’s Behavior
(Creating ‘WE’ centric culture)
Co-creating – the context we set
Humanizing – the relationships we build
Optimizing – the dreams we hold
Interacting – the actions we take
Catalyzing – the ideas we evolve
Expressing – the words we choose
Synchronizing– the purpose and passions we live
• Diagnosing present team style
• Problem sensing
• Examining differences in perception; ‘mirroring’
• Listening & clarifying
• Giving & receiving feedback
• Lookingat process & content
• Developing interactive skills
• Follow-up procedures
• Developing team-planning, goal-setting, problem-
solving, and decision-making skills
Teambuilding Interventions
Purpose
Team : Provides a framework that will increase the ability of employees to participate in planning,
problem solving, and decision making.
4 . B u i l d i n g W i n n i n g Te a m
Conflict (Overt or Covert) is inbuilt withinTeam s- Understand, Diagnose and Mitigate )
Actioning the Motivation
Pat on the Back
Recognize in a Group
Appreciate the Person
Induce Passion
Sustain Drive
Empathize/Energize
P
R
A
I
S
E

15. Annihilatory
Conflict
No conflict
Conflict Intensity Continuum
Overt efforts to destroy the other party
Aggressive physical attacks
Threats and ultimatum
Assertive verbal attacks
Overt questioning or challenging others
Minor disagreements or misunderstandings
Commu
nicatio
n
Stru
cture
Perso
nal
Conflict occurs if Personnel, Structure and
Communication flow not in synch
No conflict
Why Conflict ?
5 . C o n f l i c t M a n a g e m e n t

16. Conflict Management Techniques
Problem Solving Face to face meeting to identify the problem and
resolving it through open discussion.
Super ordinate goals Creating a shared goal that cannot be attained
without the cooperation of each of the
conflicting parties.
Expansion of
resources
Expand resources, if possible or brainstorm
substitute.
Compete Use formal authority to resolve conflict and
communicate
Collaborate Work through differences
Avoidance Withdrawal from of suppression of the conflict.
Compromise Middle-path.
Accommodate Giving concessions.
Altering the human
variable
Using behavioral change techniques.
Altering structural
variables
Change reporting relationship, jobs redesign,
transfer.
Conflict Resolution Illustations
Areas Symptoms and Solutions
Mismatched needs Symptom: People with private agendas working at cross-
purposes
Solution: Get hidden agendas on the table
Confused goals Symptom: People don’t know what they are supposed to do
Solution: Clarify the reason the team exists; define its purpose
and expected outcomes
Personality conflicts Symptoms: team members do not get along
Solution: Formulate a better vision
Insufficient information
& feedback
Symptom: Performance is not being measured; team members
are groping in the dark
Solution: Encourage free flow of relevant information
Poor reward systems Symptoms: People are being rewarded for the wrong things
Solution: Reward individual as well as team behavior; design
rewards that make teams feel safe
Lack of trust Symptom: Defensive behavior; lack of coordination
Solution: Earn trust by being trustworthy; reconstitute team if
necessary
Unwillingness to change Symptom: A visible ‘knowing-doing gap’
Solution: Find out what the blockage is; use dynamite or
grease to remove it.
The wrong tools Symptom: The team lacks required / appropriate resources
Solution: Equip the team well for its tasks
5 . 1 To o l s & R u l e s
Conflict is inevitable

17. 6 . T h e L a w s o f I r r e s p o n s i b i l i t y - I d e n t i f y e a r l y a n d Av o i d
•I have many rights—but no duties.
•I have the right to feel good.
•If I do not feel good, it is not my fault.
•I have many talents and needs.
•It is the company’s responsibility to use & develop my
talents, and meet my needs.
•When my company has problems, the responsibility
rests solely with Management. I’m a ‘back-bencher’
•It’s Management’s duty to involve me in decisions. However, I
do not need to commit myself.
•I do not need to come up with constructive criticism /
suggestions. It is sufficient for me to point out mistakes and
omissions of others.
•I have the right to feel secure—if I do not, I can’t work
effectively. (I’m under no obligation to work effectively to feel
secure)
•You can’t simply buy, or wish for, a ready-made winning team.
•You’ve got to invest time and effort in building a team—and keeping it together.
•This investment has a very high ROI:
A WinningTeam !

18. What to
Learn?
How to
Learn?
Why to
Learn?
Learning Cycle & Effectiveness – A relook
.
• To improve
current level of
performance.
• To prepare for
emerging/
future roles
• Job specific
knowledge &
skills.
• Behavioural
competency
• Future
Knowledge &
skills.
• Small group
Classroom/Online
• On the job/
experiential
• Project based
7 . B u i l d i n g A L e a r n i n g O r g a n i z a t i o n ( B L O ) a n d S u s t a i n … . .

19. Generic New Skill Sets
Mandatory Essential
Desirable
Operational
Excellence
Knowledge
& Skills
Safety, security and wellbeing
Role based knowledge and skills
Next Level / Multi Skills
Emerging Skills, Digital Literacy
World Class Manufacturing
• EHS
• POSH
• Ergonomics
• Code of Conduct
• Social Media
• Wellness
• Knowledge &
Skills about the
emerging
manufacturing
technology.
• Digital Literacy –
AI, Machine
Learning,
Robotics
• Production/
Service
• Quality/ Quality
Systems
• Customers
• Cost
• 5S
• TPM
• TQM
• Quality Circles
• Six Sigma
• Lean
7 . 1 F u t u r e o f P e o p l e C a p a b i l i t y

20. Empowering
Model
Managing SELF (Indivitual Specialist)
Managing OTHERS ( Departmental Heads)
Managing BUSINESS (Functional Heads)
Accountability and Delegation
Communication
Skills
Conflict
Management
Developing Others
Empathy
Team and Conflict Resolution
Staffing
Performance
Management
Productivity
Customer Focus
Change Responsiveness
Result Orientation
Process
Management
&
Quality
Project
Management
Growth and Empowered Team
Learning
8 . S t a g e s o f E m p o w e r m e n t t h r o u g h L e a r n i n g i n p u t s ( B e h a vi o u r a l )
Benefits : Enhances Quality,Cost,Delivery,Innovation and Productivity (QDIP),Career and Succession Plan (Less attrition)
,delegated Power and Authority with Support , HighAccountability and Senior Leadership is productivity associated with
Company’s strategic Scaling resulting synergy at theTOP

21. 9 . Ta l e n t M a n a g e m e n t a n d S u c c e s s i o n P l a n
•Identify High Performance and High Potential Employees through Assessment Center
•Prepare Individual Plan and Review as well as Implement the outcome
•Provide Faster Career Path and put the High Potentials in the succession Plan document ( At least
2 successors)
Attachment of succession planning will be given which may be attached as example in point no 3

22. GO….
Go beyond the boundary with Future Vision

23. 1 . T h e F u t u r e Vi s i o n
Success is beyound the Assigned
Position
Must Groom the Sucessors at faster
Groom , coach and exposed for desired
and future skills
Have EmotionalQuotion right to be
accepted by the team
1 2
4
6
3
5
7
Build challenge and change
ingradients and pay levargege to
creativity and innovation with R &D
Sucessors should be SPOC to the critical
Customers / Customer Points
Create many stamps as patents in the
Function and bring it to National
/International Level

24. 2 . Wa y F o r w a r d
Understand and apply NN Learship Empower and Build WinningTeams
Prepare the talent pipeline in the
system as knowledge worker and
customer champions ( Internal and
external)
Shift from Boss style to Mentor Style
1 2
4
6
1
7
6
5
4
3
2
Way Forward
3
5
7
Define and ensure vertical and more
strategic Roles for the self
Develop a sucession Plan (Two line below)
Bring seamlessllness in the sytem for
orgabisational excellent

25. T h i n k T h r o u g h
or
‘If we Fail to Prepared Ourselves, We prepare ourselves to Fail’