Organization Leadership

8/3/2019 Organization Leadership

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CHANGING BUSINESS TRENDS&Organizational Leadership


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Fast Forward: Trends Changing the Way You

Do Business

From e-mail to health care, from manufacturingto artificial intelligence and to the end of HR aswe know it, there are forecasts of how differentthe world of workforce management is now on . Workforce-management decisions arent madesitting in the Corporate Glass towers by a fewindividuals any more Workforce-management decisions today demandsa clear sense of the landscape on the far horizon

and the hard realities of the action point whereyour team operates. Walk- the - talk is a hard reality practiced by oneand all

Enable People Enrich Knowledge Ensure Commitment


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CHANGE IN TRENDS

IN BUSINESS STRATEGY

Business Goes to Kindergarten Companies Won't Sleep

Tele-work Has a EVA (Economic Value Add ) Outsourcing Recruiting Older Workers Mergers

Freelancers and Consultants



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CHANGE IN TRENDS

IN PEOPLE POLICIES

Organized LabourWomen at WorkSpirituality at WorkChild CarePay for Wellness PerformanceUniversal Health CareDefined Benefit Plans



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CHANGE IN TRENDSIN CORPORATE MISSION Communication Preferred Employer Status Accounting for Customer & yourPeople

They are your movable assets Skills Shortage - Wanted 10 Millionworkers inthe next 10 years

Create Learning Organization Create Performing OrganizationEnable People Enrich Knowledge Ensure Commitment


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CHANGE TRENDS

CHANGED ROLE OF H R - The End of HR As We Know It

HR becomes a business partner. Takes business from strategy to implementation. Redesign organization structures and jobs toincrease employee responsibility and decisionmaking Initiative to promote labor -management cooperationsuch as partnership with unions Create opportunities for employees to learn and useskills that go beyond current jobs Nurture and develop talent for competitive advantage Develop feedback system - individual and company



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CHANGE TRENDS

IN LEADERSHIP

PARADIGM SHIFT IN LEADERSHIP

LEADERSHIP IS BASED ON TRUST & TEAM BASICS LEADERS PLAYS THE ROLE OF COACHES, MENTORS& STEWARDS CREATE A DISTINCT CULTURE OF OPENNESS,TRUST, FAIR PLAY AND TRANSPARENCY ACROSSTHE COMPANIES. EMPOWER MANAGERS ENSURES UNIFORMITY TO THE EXTENT POSSIBLE WALK THE TALK



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BUSINESS TRENDS2010 PLUS


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BUSINESS TRENDS - 2010 PLUS

Knowledge & Creativity valued more than

physical capital

Intelligence is built into all Products and

Services

Everything with a Digital Heartbeat is connected


CHANGE IS THE ONLY

CONSTANTCUSTOMER IS THE ONLY REALITY


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BUSINESS TRENDS - 2010 PLUS

Continuous focus on RESTRATEGISING of Businessrelationships with Suppliers, Distributors, Employees

and NOW even Competitors

Professionals Performances are continuously

measured against Variable Targets and closely

related to R.O.I.

R.O.I. is SYNONYMUS to CUSTOMER

RELATIONS



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KEY DRIVERS FOR TOMORROW

CONNECTIVITY: The death of distance Everything is becoming electronically connected to

anything that is related to business such as products,people, companies, countries

SPEED : Shrinking of time Every aspect of business & the connected organizations

today operates and changes in LESS time.

CUSTOMER :Economic ValueAddition

- Every ACTIVITY has DIRECT &/or INDIRECT EVA

The importance of Customer Support and Customer EVAis growing faster and are valued higher than before



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CUSTOMER & BRANDPRESENT CENTURY, BRANDING WILL BE

THE ONLY UNIQUE DIFFERENTIATORBETWEEN COMPANIES

OVER1/3rd OF TOTAL STOCK MARKET VALUETODAY

IS ACCOUNTED TO BRAND VALUE

BRAND VALUE HAS TREMENDOUS IMPACTON SHAREHOLDER VALUE

BRAND IS SYNONYMOUS TO CUSTOMERS



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COMPETITION REDEFINED

Competition today therefore is not between products

anymore - its between Business Concepts ,Brand

Equity,and Customer Relations.

Business Concepts ,Brand Equity and CustomerRelations , are Laid & Driven by EMPLOYEES.

Employees become the Brand Ambassador as theyhonor and execute the Pactbetween the Company

and the Customer.



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Management Balancing Act Customers - Business - Employees

DIMENSIONS OF BALANCED PERFORMANCE

For

Customers

who generate

returns

Shareholders

who provide

opportunities

For

To

Employees

who delivervalue

Leadership ensures balance and focusEnable People Enrich Knowledge Ensure Commitment


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CHANGING ROLEOF A LEADER:



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ORGANIZATION ROLE OF

thisCENTURYHUMAN CAPITAL PLANNING

BUILD (Training & Development)

BORROW (Hire Competencies - secondments, consultants)

BUY (external talent acquisition)

PEOPLE

CENTRIC

PROVIDE OPPORTUNITY

TO LEARN THE LATESTBUSINESS

INFORMATION

FAST RATE OF

LEARNING

CLEAR STRATEGIES

FOR

DEVELOPMENTGROWTHCONTRIBUTION

Enable People Enrich Knowledge Ensure Commitment COMMUNICATE


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CHANGING ROLE OF A MANAGER:

SELECTING - SELECT FOR TALENT AND

NOT FOR SKILL

SETTING EXPECTATIONS- DEFINE RIGHT OUTCOMES

AND NOT THE STEPS

MOTIVATING - FOCUS ON STRENGTHS AND

NOT ON WEAKNESSES

DEVELOPING - TO GIVE THE RIGHT FIT &

NOT ONLY FOR PROMOTION

COMMUNICATING - TO SHARE BOTH THE GOOD

BAD NEWS



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B

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S

SO

PE

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I

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P

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P

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M

SY

ST E

WO

RK

MT

YS

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SUPPORT FUNCTIONFinance Purchase

SUPPORT FUNCTION

HR ADMIN

STRATEGIC BUSINESS MANAGEMENT


MA

R

KE

T

I

NG


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CUSTOMER SCORE CARD 4 PERSPECTIVES

Employees must build in their Performance Plan .

PERSPECTIVE -1 :How do customers see us ?

PERSPECTIVE 2 :

What must we do to excel in satisfyingcustomers ?

PERSPECTIVE 3:

Can we improve the value of our services to the

Customers.

PERSPECTIVE- 4 :

How do we enhance the return of all our stakeholders ?



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LEADERSHIP

Enable People Enrich Knowledge


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LEADERSHIP MATRIX


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REACTION


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Enable Peo le Enrich Knowled e Ensure


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Enable People Enrich Knowledge Ensure


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PERCEPTIONPerception is the process by which we acquire a

mental image of things in our environment

It is the interpretation of a message visual or

through hearing which is influenced by various

factors such as :

culture heredity needs

peer pressure interests values

snap judgments expectations

These factors contribute both negatively and

positively in varying degrees

Enable People Enrich Knowledge


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LEADERSHIP ROLE ANALYSIS


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LEADERSHIP - ROLE ANALYSIS


What is your role as a Leader

SUCESSFUL

LEADER/

TEAM

How do I PerceiveMy Role

What Role Does

the Job Want

How OthersPerceive My Role

What is your role as a Team Member Perceptions can be different - 3 Dimensional

KEY TO SUCCESSFUL LEADERSHIP


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KEY TO SUCCESSFUL LEADERSHIP


1. Know oneself

Know

WhatOthers

Think

(Percepti

ons)

Good

InterpersonalSkills

(Managing

Conflict)

Understanding

Leadership StylesUnderstanding

Emotional Blocks

2. Know Needs

Match Individual Needs with Team Needs -

- Then Synchronies With Organizational Needs


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We find 2 types of Leaders

(1)TRANSFORMATIONAL (II) TRANSACTIONAL

CHANGE EXCHANGE



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TRANSFORMATIONAL LEADERS

Primary focus is change. Can communicate a

clear vision of some future condition that

vibes with needs of most followers. Theycreate a relationship of mutual simulation and

elevation (Power distributed, higher order

needs operationalized).



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TRANSACTIONAL LEADERS

Leader-follower relationship is a process

of exchange. You fulfill agreed upon

expectations I will give you a reward. Ifnot, .. Sanctions. Focus on smoothing

over relationships. (Power concentrated

with leader, lower order needsoperational).

BOTH USEFUL



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Leadership Skills

In contexts that require CHANGE, focus is more

on LEADERS (transformational leaders). What

constitutions this type of Leadership?

5 PRIMARY DIMENSIONS

DETERMINING DIRECTION

INFLUENCING FOLLOWERS

ESTABLISHING PURPOSE

INSPIRING FOLLOWERS

MAKING THINGS HAPPEN



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LEADERSHIP ATTRIBUTES


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CLEAR AND CONSISTENT VISION PERFECT EXECUTION

RIGHT TIES

PROVIDE STRONG INFRASTRUCTURE

MAKE EVERY PERSON COUNT

KEEP THE MISSION TOP OF MIND

FIGHT THE RIGHT BATTLES KEEP YOUR COOL

MARKETING CAPABILITIES-STRATEGY



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LEADERSHIPATTRIBUTES

CLEAR AND CONSISTENT VISION

If you want to Galvanize followers ,you

simply cannot recast your messages too often You would confuse and scare people which

will go against your Leadership style

It needs to be simple and Aspirational Limited numbers at any point in time but

Clear and Concise


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PERFECT EXECUTION

To make few mistakes

Advisers/Controllers best in class

Players always prepared, Agile and where they

need to be

Winning executions

Finding new customers

Opening new markets

Invent new strategies


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RIGHT TIES

The Board

The Investors

Vendors

Outsourced Partners Brand Managers/Media

Employees



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STRONG INFRASTRUCTURE

Mechanical and Technical Platforms

- Upgraded and Updated

Strong Organization structure

- No compromise on Levels and New Wings

Strong Logistical back ups Less time spent onPatching Holes and

Fighting fires



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MAKE EVERY PERSON COUNT

Well defined Roles

Well assessed Competencies

Goal Allocation as per Competencies Efficient Monitoring system (On Line)

Effective Feedback System

Practice connecting with individuals in the team tothe extent possible

Make it simple for team members to act on theirown personal beliefs


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KEEP THE MISSION TOP OF MIND

Daily pressures and deliverables can easily

make you take your eye off the ball-Make sure

to review Mission Road map Periodically( some times as frequent as daily)

Ignore critic exhortations (Advise) to get tough

when you know you are on the right path-Evenif critics are acclaimed as specialists



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FIGHT THE RIGHT BATTLES

Crisis and Unforeseen events will be the order of theday

Decide the path ahead on sticking to the originalgame plan by

- Delegating on time and to the Right person

- Making personal appearances where substitutescan not

- Outsource un-hesitatingly even if initial costs arehigh as the gains will be far higher if the battle iswon


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KEEP YOUR COOL Exhibit calmness and Self control at the time of

crisis and difficulties

Do not discuss Issues & Difficulties openly incommon forum where junior team members will

misinterpret the significance of the words spoken

Do not resolve controversies openly in front ofteam members specially with Cross Functional

Teams


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LEADERSHIPATTRIBUTES

MARKETING CAPABILITIES-STRATEGY

New Methods

New Strategies

New Customers


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Difference Between Groups & Teams

Emphasis on leadership role

single point

Individual accountability

Group output sum of

individual work contributions Interdependence medium

low

Emphasis on individual

personal skills

Emphasis on leadership

process role shared

Individual and mutual

accountability

Group output greater thansum of individual

contributions

Interdependence high

Emphasis on

complementarity of skills

M G T Eff ti


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McGregors Team Effectiveness

Characteristics of

Effective Teams:

The atmosphere is a

working atmosphere that

tends to be informal,

comfortable, and relaxed.

People are involved and

interested

Characteristics of

Ineffective Teams:

There is a climate of

defensiveness of fear



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LEADERSHIP

REQUIREMENTS

GOAL SETTING

GOAL SETTINGGOAL SETTING


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GOAL SETTINGGOAL SETTING

GOAL SETTING IS NOT LUCK

SUCCESS OF BUSINESS PLANNING DEPENDS ONGOAL SETTING

GOAL SETTING IS NOT IDENTIFYING ACTIVITIESAS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCERESULTS.

GOALS are OUTPUTS or RESULTS of activities whichare Pre defined with SET MEASURABLES & demarcatedouter boundaries w.r.to TIME , COST ,VOLUMES& QUALITY.

Setting Goals


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BaselineGoals

AspirationalGoals

Stretch Goals are where your

performance sets the standard and

leads the market.

This is the performance that reflects

superior achievement and signifies

your presence in the market

Aspirational goals also

determines High Performers

2

1

Baseline goals are the Minimum level of

defined achievement and which

outpaces many of your competitors and

exceeds expectations .

These are the objectives you achieve to

meet your customers expectations

There are 2 Types- Goal setting should ensure the following

FINALLY GOAL SETTING


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N GO S NG

GOAL SETTING SHOULD ADDRESS

3 KEY PARAMETERS Increase Throughput in relation to Time

(Increase of Production / Sales in the same time

as before or same Production/Sales in reducedtime )

Reduce Operating Cost

(Effective Utilization of Resources With stress

on Workmen Utilization)

Reduce / Control Inventories

( Control Work in Progress)

Documents

Organization Leadership