M I L E A G EManagement Integrated Leadership Empowermentfor Achieving Growth & Excellence

By Dr Sukumar RajuBE MBA MCA PhD AMIE

The THEME of to-day’s Workshop is 8 Cs

Challenge using BUKIDO Competencies for Competitive advantage

Create Win-Win ATTITUDE Change using Six Sigma Management

Create Collaborative relationships Cultivate Trust to go the extra mile

CFIDS & BDDS –Management Core-values for Credence

Learning Objectives Of MILEAGEBy end of this session, you will learn…

Emotional Intelligence & Competencies are central to Management & Leadership

MILEAGE - A business Model that SCALES.

Workshop to assess Your Skills Inventory Six Sigma Management MILEAGE is all about building Team and

managing Time using 8Ps & 8x8 Ps Workshop for assessing Your Leadership

qualities

MANAGEMENT & LEADERSHIP

_______________________________________________________________________ MANAGEMENT LEADERSHIPProduces order & consistency Produces change &

Movement_______________________________________________________________________Planning and budgeting for progress Establishing direction for

growth Establish Objectives Create Vision & Mission Set timetables Clarify big picture Allocate resources Set strategies

Organizing and staffing Aligning people Provide structure Communicate Goals Make job placements Seek commitment Establish rules & procedures Build teams and

coalitions Controlling & problem solving Motivating & Inspiring Develop incentives Inspire & energize Generate creative solutions Empower self &

subordinates Take corrective action Satisfy unmet needs,

wants & perceptions.______________________________________________________________________

Getting along with people matters for managing and leading

The success of any organization is dependent on

Managerial Effectiveness &

Leadership

Factors to Consider Changing environments will demand new

ways of managing & Leading Management is getting work done through

people. Leadership is a process whereby an individual influences a group of individuals to achieve a common GOAL.

Leading is by building a TEAM and encouraging Team members to manage time and resources more effectively.

Focus of Managing & Leading is to ensure effective utilization of resources through the processes of Planning, Organizing, Directing and motivating to reach set GOALS.

The Change Management “…the success of introducing

organizational changes is dependent on leadership.

As difficult as organizational change can be, leadership change is exponentially more challenging.

Leadership often is the slowest to change in response to environmental and organizational demands.”

Sustainable Leadership

Can be defined as …. “the extent to which organizations

can optimize their current and future leadership to drive business results and successfully meet the challenges and opportunities of an ever-changing business environment.”

Leadership GapRoute map for strategic Management & Leadership:

1) SWOT Analysis,2) Environmental Analysis- STOPPS : Segmentation,

Target Audience, Opportunities, Potential, Positioning,& Share

3) GAP Analysis4) Formulate Gap filling strategies5) Plan, Do, Check, Act using AIDAS/DADDIE

If gap isn’t closed, organizations may jeopardize their competitive ability.

MILEAGE MODEL OF Dr SUKUMAR RAJU

Y-O-Y Growth

Leader manages emotions with in to manage relationships with others through EI/ Transformational/Transaction/ Laissez-Faire

leadership styles to achieve success

Management ofPersonal competencies

Management ofSocialcompetencies

Management of Resources 8M

Management thro Internal, Interactive,External marketing

ConfidenceConscientiousnessSelf-awarenessSelf regulationMotivationStress managementMotivation

EmpathySocial skillsCommunicationCVPConflict managementChange managementGroup motivation

PlanningOrganizingStaffingDirectingControllingCoordinatingBudgeting

8P’s8x8P’sA8 to Z8SWOTSMARTGAP analysis

TIME & MIND MANGEMENT IS LIFE MANGEMENT

Mind makes itself busy in dreaming about pleasant thoughts for a comfortable future.

MILEAGE makes you dream at night and put Your dreams into action all day

Selves Management-New Paradigm for Leadership

As we progress in our Lives We are identified by our

personal and professional achievements- “ SELVES”

Managing the growth of SELVES in a strategic way

LEADING & DEVELOPING OTHERS

BEING ACCESSIBLE

PERSONAL QUALITIES

BEING DECISIVE, RISK-TAKING

LEADING THE ORGANIZATION BUILDING SHARED VISION

SHOWING GNUINE CONCERN ENCOURAGING CHANGE INSPIRING OTHERS

NETWORKING & ACHIEVING SUPORTING A DEVELOPMENTAL

BEING HONEST & CONSISTENT SUPORTING A DEVELOPMENTAL

ENABLING CULTURE

ACTING WITH INTEGRITY

RESOLVING COMPLEX PROBLEMS

FOCUSSING TEAM EFFORT FACILITATING CHANGE SENSITIVELY

From Managing Current Practices To Future Operations

Those who LEAD must

1) “ walk the talk “, so that they are viewed as role-models who respect others

2) Encourage Subordinates to develop an understanding of their core-values

3) Make people more productive by making them focus on what matters most

4) Shift from recognition & understanding to a Holistic approach of integration & Efficacy

Eight Habits of Highly Effective People

Be proactive Begin with the end in mind Put first things first Think win-win Seek to understand and then to be

understood Synergize Sharpen the saw SWOT & GAP Analysis to enhance KASH for

CASH

Organizational Behavior Management OBM

• Leadership of individuals– Values, attitudes, motivation, learning

• Leadership of groups– Group dynamics, teams

• Leadership of organizations– Organization cultures, organization design

• Leadership of OB processes– Decision making, communication, power,

politics, conflicts, negotiations• Leadership of organizational dynamics

– Organization change, stress, innovations, development

Positive Leader Attributes

Administrative-skill Behavior

Just Knowledge Supportive

Communicative Leadership qualities Team builder

Decisive Motive arouser Understanding type

Encouraging Nurturing attitude Visionary

Friendly Open to Criticism Win-Win problem solver

Global outlook POSDCORB X rays the feelings

Honesty Quality conscious Year-on-year growth

Intelligence-IQ/EQ Reliable Zeal for excellence

Factors Facilitating Leadership

Transformational Leadership 8Is

Transactional Leadership

Laissez-Faire Leadership

EICPPD Leadership

Factor 1Idealized Influence CompetenciesCharisma

Factor 5MBO8Ms & 8Ps

Factor 7Nontransactional

Factor 8PersonalSelf-awarenessSelf-regulationConfidenceMotivation

Factor 2InspirationalMotivational

Factor 6POSDCORBSWOT & GAP

Factor 9Social CompetenciesService OrientationConflict ManagementChange Management

Factor 3Intellectual Stimulation

Factor 4 Involvement

BIG 5 Personality Factors:How you act, react & interact counts

Agreeableness The tendency to be accepting, confirming, nurturing & trusting

Conscientiousness The tendency to be thorough, organized, controlled, dependable, decisive. Neuroticism

Extraversion The tendency to be sociable and assertive, and to have positive energy to energize others

Openness The tendency to be informed, creative, insightful and curious

Preferences & Leadership

PREFERENCE LEADERSHIP PLUSES LEADERSHIP MINUSES

Extravert Objective, Rational, Problem solver

Communication overload

Feeler Cooperative, Empathetic, Loyal

Changeable, Indecisive

Introvert Quiet, Reflective, Thinking

Hesitant, Slow to decide

Intuitor Future oriented Hazy, Nonspecific

Judger Decisive, Sticks to plans

Inflexible, Rigid

Perceiver Curious, Informed, Flexible

Scattered, Unfocussed

Sensor Action oriented, Practical

Detail oriented, Unimaginative

Thinker Objective, Problem solver, Rational

Critical, Demanding ,Insensitive

LEADER BEHAVIOUR

GROUP MEMBERS

TASK CHARACTERSISTICS

Directive LeadersHIPProvides guidance & Psychological structure

DogmaticAuthoritarian

AmbiguousUnclear rulesComplex

SUPPORTIVE LEADERSHIPProvides nurturance

UnsatisfiedNeed AffiliationNeed Human touch

RepetitiveUnchallengingMundane & Mechanical

PARTICIPATIVEProvides Involvement

AUTONOMOUSNeed for ControlNeed for Clarity

AMBIGUOUSUnclearUnstructured

ACHIEVEMENT ORIENTEDLeadershipNeed to excelComplex

High ExpectationsChallenging

AmbiguousProvides Challenges

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Major Components of Path –Goal Strategy

Leader BehaviorsDirective

Supportive

Participative

Achievement Oriented

Task Characteristics

Subordinate Characteristics

MotivationSubordinatesGoal (s)

(Productivity)

Model for Team Leadership

Leadership Decisions• Monitor or take action• Task or relational• Internal or external

Internal Leadership Actions

External Leadership Actions

Task

Goal focusing

Structuring for results

Facilitating decision making

Training

Maintaining Standards

Relational

Coaching / Modeling Principles

Collaborating

Managing conflict

Building commitment

Satisfying needs

Environmental

Networking

Structuring for results

Facilitating decision making

Training

Maintaining Standards

Team Effectiveness

Performance

Development

Range of Leadership styles

EIL

8I’s

CR

MBEA

MBEP

LF

InEffective

Effective

Passive

Active

Legend

EIL: Emotionally Intelligent Leader: Integrates Human Intelligence with Machine intelligence

Transformational 8Is

Idealized influence

Inspirational Motivation

Intellectual stimulation

Individualized Consideration

Ideation by brain-storming

Innovation for best practices

Integration through effective utilization-Less for more

Implementation using JIT,Six Sigma,Kaizen,5S,Kanban

Transactional

CR- Contingent reward

MBEA- Management by Exception Active

MBEAP- Management by Exception Passive

Nonleadership

LF-Laissez_Faire

Ego States of Leader and Subordinate

Parent

Parent

Adult

Child

Adult

Child

LEADER SUBORDINATE

A PARENT-CHILD TRANSACTION

Workshop …..

To Assess Your Skills Inventory…..

Emotional Intelligence (EI) and Emotional Competence (EC)

Different definitions EI – underlying capability to recognize

and use emotion EC – personal and social skills that lead

to superior performance in work world Different theoretical bases

Personality theory Performance theory Combination of above, plus more

Emotional Intelligence The MILEAGE Model

Self-Awareness

Social Awareness

Self-Managemen

t

Relationship Managemen

t

Self Others

Reco

gn

itio

nR

eg

ula

tion

Positive impacton others

EIC Framework for MILEAGE

Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence

Social Awareness Empathy Organizational awareness Service

Self-Management

Self-control Transparency Adaptability Achievement Initiative Optimism

Relationship Management

Influence Inspirational leadership Developing others Change catalyst Conflict management Teamwork and collaboration

About EI & Competencies EI Definition: Any measurable characteristic of

a person that differentiates level of performance in a given job, role, organization, or culture.

A competency builds upon one’s: Skills Knowledge Values Self-Image Traits Motives

About Competencies Competencies consist of behaviors that are

developmentally scaled (from easy to difficult).

For each competency, there is a target level of behavior that, when met or exceeded, positively and differentially impacts performance.

3. Anticipates impact of actions or words3. Anticipates impact of actions or words

4. Develops behind the scenes support4. Develops behind the scenes support

TargetLevel3. Uses indirect influence 3. Uses indirect influence

2. Anticipates impact of actions or words2. Anticipates impact of actions or words

1. Engages audience 1. Engages audience

Influence

Deg

ree

of D

iffi

cult

y

Example of Scaled Competency

Competency levels increase by degree of difficulty.

The EIC Priorities

E Self-Awareness Self-Confidence Emotional Self-Awareness or

Accurate Self-Assessment

Social Awareness Empathy Organizational Awareness or

Service Orientation

E Self-Management Self-Control Transparency or Adaptability Achievement or Initiative Optimism

Managing Relationships Influence Inspirational Leadership or

Developing Others Teamwork and Collaboration or Conflict Management

Change Catalyst

The Power of Self-Awareness

With self-awareness, person has 50-50 chance of demonstrating self-management; without it, person has virtually no chance .

With self-awareness, person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness.

How Do EI Competencies Fit Together?

Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Management and Social Awareness).

Some competencies are more important than others.

Certain combinations of competencies may contribute to outstanding performance.

One competency may compensate for another.

You do not need to master every competency to be successful.

Why Should You Know About EI?A Wake-up Call (1 of 3)

70% of the reasons for losing clients/customers are EI-related: Poor service. Poorly handled complaints. Unpleasant interactions. Didn’t go the extra mile. No follow-up. Lack of human connection.

Can You Hear Me Now? 75% of the reasons

careers get derailed are EI-related: Unsatisfactory team

leadership during challenging times.

Inability to handle interpersonal issues.

Inability to adapt to change. Inability to elicit trust.

Like EI, Leadership Has Many Models and Some Consensus My viewpoint on what the leader does:

Creates vision for a better future Sets direction, tone and context Sets priorities and tempo Sets, models and maintains standards Engages, influences and rallies others Encourages fresh approaches to problems Listens for what is common and uniting

What’s Different Between EI & Leadership Competencies? Differences: Leadership

Includes intellectual/cognitive and business skills and performance

Includes technical skills and performance

May include personality traits Difference: Emotional Intelligence

Includes managing one’s own and influencing others’ positive outlook/mood

What’s Similar Across EI & Leadership Competencies? Similarities: Both include

Congruency of personal values and ethical behavior

Self-awareness, self-management and motivation

Awareness of others and social environment

Building relationships and working well with others

Business Case for Effective LeadershipAt its best, effective leadership (at all levels)

… Sets a company standard of excellence

other enterprises want to emulate. Cultivates the next generation for effective

leadership continuity. Makes organization’s culture a competitive

asset. Creates a learning environment where

people may try “the new” without fear of rejection and reprisal--fostering innovation.

Aligning Talent with Business Needs

BusinessImperatives

New RoleExpectations

CommunicateNew Behaviors

Needed

Hire

BuildCapability

EnhanceMotivation

Perform RoleMeet Business

Needs

2 308,5373 66,8074 6,2105 2336 3.4

2 308,5373 66,8074 6,2105 2336 3.4

PPMPPM

Breakthrough performance gains

Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error.

(Distribution Shifted ± 1.5)

ProcessCapability

ProcessCapability

Defects per Million Opportunities

Defects per Million Opportunities

• Develop a focused Problem Statement and Objective• Develop a Process Map and/or FMEA• Develop a Current State Map• Identify the response variable(s) and how to measure them• Analyze measurement system capability• Assess the specification (Is one in place? Is it the right one?)

Practical Problem

ProblemDefinition

• Characterize the response, look at the raw data• Abnormal? Other Clues? Mean or Variance problem?

• Time Observation • Spaghetti Diagram • Takt Time• Future State Maps • Percent Loading • Standard Work Combination• Use Graphical Analysis, Multi-Vari, ANOVA and basic

statistical tools to identify the likely families of variability

ProblemSolution

• Identify the likely X’s• 5S • Set Up Time Reduction (SMED)• Material Replenishment Systems• Level Loading / Line Leveling• Cell Design • Visual Controls• Use Design of Experiments to find the critical few X’s• Move the distribution; Shrink the spread; Confirm the results

Problem Control

• Mistake Proof the process (Poka-Yoke)

• Tolerance the process• Measure the final capability• Place appropriate process

controls on the critical X’s• Document the effort and results• Standard Work • TPM

IdentifyProblem

• Strategic Link to Business Plan defined in Project Selection Process

• Defined Business Impact with Op Ex Champion support• Structured Brainstorming at all organizational levels• Cause and Effect Diagrams identifying critical factors• Primary and Secondary Metrics defined and charted• Multi-Level Pareto Charts to confirm project focus

What do you want to know? How do you want to see what it is that you

needto know?

What type of tool will generate what it is that youneed to see?

What type of data is required of the selected tool?

Where can you get the required type of data?

Problem Solving

Plan Execute

Execute PlanCra

Op

era

tion

al Excellen

ce

Meth

od

olo

gy

Based

Units of Measure

The Normal Curve and Capability-SIX SIGMA MANAGEMENT

LSL USL

Poor Process Capability

Very High Probability of Defects

LSL USL

Excellent Process

Capability

Very Low Probability of Defects

Very High Probability of Defects

Very Low Probability of Defects

LSL USL

Poor Process Capability

Very High Probability of Defects

LSL USL

Excellent Process

Capability

Very Low Probability of Defects

Very High Probability of Defects

Very Low Probability of Defects

Low SigmaLow Sigma High SigmaHigh Sigma

Units of MeasureUnits of Measure

Units of Measure

PerformanceLimit Probability

of a DefectArea of Yield

Essence Of 8 P’s & 8 C’s

PEOPLEPHYSICAL EVIDENCE

PROCESS PUBLIC OPINION

CREDENCE

CHANGECOMPETENCY

CORE VALUES

PRICE PROMOTION

PLACEPRODUCT

COST COMMUNICATION

CUSTOMER NEEDS & WANTS

CONVENIENCE

-PEOPLE

Personality Performances

Promises Perceptions

Positivity Practices

Proactivity Perfection

PROCESSES

Productivity , People centric, POSDCORB, Personalized care, Proof of efficiency, Process capability, Problem solving, prosperity

PHYSICAL EVIDENCES

POD, Physical facilities

Progress, Prompt services,

People factors, Problem solving, Pushing the limits,

Public Opinion

Preferences, Popularity,

Positive impacts, PVP, Public interest, Publicity , PR .

Partnerships-for- referals

PRODUCT

Portfolio

PRICE

Profitability, Pscyhographics,

Positioning, Pro-market,

Penetration, Persuasion to procure, Payment options,

Pricing-power

PLACE

Professional Care, Points of origin , point of consumption, POP-schemes,

Proximity, Pleasant -feelings

PROMOTION

Potential -to-attract, Periodic-reach, Push & Pull

Press-releases, ,Population

Provocative, Push sales,

Progressive growth,

GOAL STATE

CURRENT STATE

ProductPortfolio, Product range,Product differentiation,Product trial , Packages,Personal appeals, Pinning-hopes, PLC strategies

Leadership Gap Defined by Four Aspects Talent

Availability Capability

Insufficient Development

Fragmented Values

Generation differences

Major Components of Path –Goal Strategy

Leader BehaviorsDirective

Supportive

Participative

Achievement Oriented

Task Characteristics

Subordinate Characteristics

MotivationSubordinatesGoal (s)

(Productivity)

Model for Team Leadership

Leadership Decisions• Monitor or take action• Task or relational• Internal or external

Internal Leadership Actions

External Leadership Actions

Task

Goal focusing

Structuring for results

Facilitating decision making

Training

Maintaining Standards

Relational

Coaching / Modeling Principles

Collaborating

Managing conflict

Building commitment

Satisfying needs

Environmental

Networking

Structuring for results

Facilitating decision making

Training

Maintaining Standards

Team Effectiveness

Performance

Development

As we go through life we develop patterns of action, thoughts, opinions and beliefs  Because we never examine them, they slip further and further out of our sight and they simply become "the way things are". They form the context of our life, shaping everything we say or do. Unseen but all-pervasive.We become like an iceberg.When we consider all our beliefs, attitudes and opinions we are only aware of a small percentage of the total. Most have slipped out of our sight, below our "waterline". Because this is where most of our beliefs, etc., reside, this is where the driving force of most of our actions is based. Our actions are driven by things of which we are no longer conscious. Our beliefs, formed in the past, start making choices for us and determining our actions in the present. The choices that they make for us are not always the most effective in the current situation.This is why we can go through life feeling we are on a treadmill and repeating the same patterns over and over again. Solution- Awaken the Leader in YOU – using NLP Techniques

Iceberg Theory

Workshop …..

Assessing Your Leadership qualities

Dr Sukumar RajuBE MBA MCA PhD AMIE

gmail.comsukumar.raju