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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,...
Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com
B
E
S
T
Broad breadth and dep...
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 nee...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Land
Feudal
Labour
Proprietorship
Capital
Hierarchies
Knowledge
Knowledge
N...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
1
2
3
?
Clear enough future Alternative future
A range of futures True Ambi...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Increasing value
of intangible assets in organizations
1982 20021992
38%
75...
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 G...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
The stimulus curve
Initial stimulus
Stimulus regression
Motivational loss
T...
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 Le...
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/
Co...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Boss’s influence
Attitudes
of High
Performance
Direct
Performance
enablers
...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Boss’s Role
Source: Corporate Learning Council Research, 2005 – 90k people,...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Boss’s Role
Source: Corporate Learning Council Research, 2005 – 90k people,...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Boss’s Role
Source: Corporate Learning Council Research, 2005 – 90k people,...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Job holder role
Team member role
Entrepreneur role
Career role
Organization...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
3 Stages
in the
job
Dependent stage
Independent stage
Inter-dependent stage...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Learning culture…
Intellectual property – Rajiv Khurana
•Maintenance
•Antic...
Rajiv Khurana CMC FIMC www.thepersonnellab.com
Develop
People wants it
but do not get it
Keep and
improve
People want it
a...
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 priori...
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
exci...
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 t...
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 i...
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 t...
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
streamlini...
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 empathi...
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 ...
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 a...
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 le...
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...
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...
Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com
21 Balancing work and life pr...
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
© Raji...
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.thepersonne...
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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.

Published in: Business, Technology

What the BEST Managers do differently

  1. 1. Rajiv Khurana CMC FIMC www.thepersonnellab.comRajiv Khurana CMC FIMC www.thepersonnellab.com
  2. 2. 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
  3. 3. 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
  4. 4. Rajiv Khurana CMC FIMC www.thepersonnellab.com What? Why? When? Where? Who? Which? How? Pertinent Questions ?
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. Rajiv Khurana CMC FIMC www.thepersonnellab.com Increasing value of intangible assets in organizations 1982 20021992 38% 75% 62% Margrait Blair, Brookings Institute
  9. 9. Rajiv Khurana CMC FIMC www.thepersonnellab.com
  10. 10. Rajiv Khurana CMC FIMC www.thepersonnellab.com Environment SkillWill People in Organizations Performance Optimization
  11. 11. Rajiv Khurana CMC FIMC www.thepersonnellab.com Junior mgt. Middle mgt. Senior mgt. TECHNICAL HUMAN CONCEPTUAL MANAGERIAL GRID
  12. 12. 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
  13. 13. Rajiv Khurana CMC FIMC www.thepersonnellab.com What does this picture mean?
  14. 14. 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
  15. 15. Rajiv Khurana CMC FIMC www.thepersonnellab.com Traditional Growth path Emerging Growth path
  16. 16. Rajiv Khurana CMC FIMC www.thepersonnellab.com Credibility Competence Low High High Bad Bosses Good Bosses Credibility/ Competence Matrix
  17. 17. 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%
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. Rajiv Khurana CMC FIMC www.thepersonnellab.com Job holder role Team member role Entrepreneur role Career role Organization member role Role People Play
  22. 22. Rajiv Khurana CMC FIMC www.thepersonnellab.com 3 Stages in the job Dependent stage Independent stage Inter-dependent stage Stephen Covey
  23. 23. 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 …
  24. 24. 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
  25. 25. Rajiv Khurana CMC FIMC www.thepersonnellab.com B E S T M A N A G E R S July 2013 Voters 134
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. 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
  33. 33. 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
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. 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
  38. 38. 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
  39. 39. 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
  40. 40. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E 11 action points
  41. 41. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Hand-hold & support
  42. 42. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Appreciate
  43. 43. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Perform Passionately
  44. 44. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Prepare for future
  45. 45. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Yearn to learn as a team
  46. 46. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Provoke to stretch
  47. 47. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Encourage, Excite, Enthuse
  48. 48. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Openly & honestly - Communicate
  49. 49. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Play with creativity
  50. 50. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Leverage the strengths
  51. 51. Rajiv Khurana CMC FIMC www.thepersonnellab.com H A P P Y P E O P L E Examine Performance, Energize People
  52. 52. Rajiv Khurana CMC FIMC www.thepersonnellab.com Listen Explore Acquire Read Netsurf Imagine Negotiate Give Life long © Rajiv Khurana
  53. 53. Rajiv Khurana CMC FIMC www.thepersonnellab.com More powerful than a powerful idea is the powerful execution.
  54. 54. 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

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