- 1. Leading Change Administration
2.
- A leader leads from the front by example
- And leads by creating something that is long lasting
S. Ramadorai 3. Ramadorai on Alignment
- Adream without alignment is just theory
- . A personal goal for each employee aligned to the company's
vision: that is how we wish to set the organizational structure .
If everybody is not aligned, a vision of being one of the top ten
IT companies in the world does not make any sense. Alignment is the
key. At the end of the day people must believe in what the
organization wants to achieve and be able to see their role within
that chain
- There is a continuous assessment of how a person is performing
vis--vis those goals. This assessment evaluates how that goal
translates into a competency and how that competency translates
into a meaningful deployment in terms of value addition to the
self, value addition to the business unit, value addition to the
organization .
4. Attitude towards Goals
- Impersonal Personal, Involved
- Necessity driven Desire-driven
- Reactive Expectation-evoking
- Job Accomplishment Sense of Pride & Achievement
5. Conceptions of work
- View Work as Synthetic process involving People, Ideas and
Technology
- Compromises among Conflicting Values
- Conservative and CautiousPosition,
- Views work as an Obsession Creates Excitement at work
- Tends to believe inNishkaama Karma
- Functions from High Risk Position,Experiments and
Innovates
- Shapes the workEnvironment
- Initiates and Leads Change
6. Relationships
- *Relates to Peoples*Oriented to Peoples Concerns Roles and
FunctionalitiesEmotionally attached to
- rather than Personalitiesconstituents
- *Communicates using*Communicates
directlySignalsandunambiguously
- *Evaluates ROI even in the*Evoke Strong Feelings
- HumanDimension*More Intuitive and Empathic
- *Reconciliatory and PromotesHighly People-sensitive
7. IBM LEADERSHIP COMPETENCIES:
- Building Organizational Capability
8. LEADERSHIP COMPETENCIES
- Ability to influence a group
9. ETHICS
- refers to the importance of people and Integrity. It means
caring about people; being sensitive and of service to them; and
behaving in accordance with moral principles.
- To strengthen your Ethics orientation:
- Value and develop teamwork
- Strive for meaningful work
- Prioritize good communication and mature commitment
- Act with integrity and in accordance with your principles
10. VISION:
- A mental image of a possible and desirable future state that is
attractive,
- Credible & realistic in the organizational context.
- To strengthen your vision orientation:
- Exercise abstract reasoning
- Cultivate a Strategic and systemic perspective providing
direction and seeing the interrelationships within the big
picture
11. REALITY
- Refers to a no-nonsense approach to facing life without
illusions, relying on data that is factual rather than emotional;
and being tough,
- task-oriented and results-focused.
- To develop your Reality orientation:
- Pay attention to bureaucratic detail
- Be objective and well-informed
- Do what it takes to survive
12. COURAGE
- is defined as taking charge; using power wisely;
- acting with sustained initiative; managing anxiety;
- To expand your courage orientation:
- Advocate and stand for something
- Be willing to stand alone
- Constructively experience anxiety
- Take responsibility for your choices and accept being free
13. WHY DO PEOPLE FAIL?
- The problem is not with me
- The problem is not with us
14. This leads to
- Inability to resolve conflicts
- Inability to produce results
15. Creating success requires
- Clear understanding of goals
16. Individual Success Measures Tactics& Tools Strategies
&Change Vision, Mission & Goals Values & Culture
Processes &Structure Trg & Rewards Communicate& Correct
ENVISION ENABLE EMPOWER ENERGIZE SUCCESS 17. Strive to Move up The
Pyramid Level 5 Executive Highly Capable Individual Contributing
Team Member CompetentManager EffectiveLeader Level 5 Level 4 Level
3 Level 2 Level 1 18. Excellence in 4 Dimensions Personal
Excellence BusinessExcellence People Excellence Work Excellence
Goal of Leadership Power of Leadership Proof of Leadership
Foundation of Leadership 19. Developing People HOW TO BUILD
PERSONAL POWER?
- Focusing in your circle of influence give you the following
ability which demonstrate your courage, conviction, knowledge &
expertise:
- Ability to willingly accept challenges and take risks for the
cause you believe in or to protect others
- Ability to earn what you want rather than to plead or beg
- Willingness to pay the required price and not to expect
anything free
- Courage to allow people to take their own decisions and not to
treat them like an enemy when they disagree
- Ability to observe and learn
20. Developing People HOW TO BUILD PERSONAL POWER?
- Ability to make a difficult task look easy, exciting ,
achievable and fun
- Ability to take pride in your achievements and what you have
rather than being ashamed of what you dont have
- Ability to articulate with passion
Contd.. 21. Four basic mentoring styles
- Style 1 (S1).. Telling/ handholding
- Above average amounts of task behaviour and below average
amounts of relationship behaviour
- Above average amounts of both task and relationship
behaviour
- Style 3 (S3).Participating/ coaching
- Above average amounts of relationship behaviour and below
average amounts of task behaviour
- Below average amounts of both task and relationship
behaviour
Relationship behavior High Relationship and Low Task 3 1 4 2
Hightask and Low Relationship High task and High Relationship Low
task and Low Relationship High RO Low RO 22. Rules of giving
feedback
- Feedback must be given regularly- on the job
-
- A daily feedback is the best
-
- If not, a weekly feedback is a must
- Feedback must be given instantaneously a delayed feedback is
not feedback at all
- A Feedback should not be critical of the personit is critical
of the task
- Feedback should never come with a threat.. It must always be
friendly
23. Customer Loyalty Ladder Level 5 Level 4 Level 3 Level 2
Level 1 Ambassador / AdvocateProspectSupporterCustomerBuyer/ User
The Customer Loyalty Ladder Passive & Rational Active &
Emotional 24. Taking Charge BUILDING YOUR PERSONAL POWER contd
- You gain Personal Power by demonstrating:
- Your courage, conviction, knowledge & expertise
-
- Focus in your circle of influence
-
-
- Focus on what you can do rather than what your cant
-
-
- Focus on what you can do rather than what others should do
-
-
- Focus on what you know rather than what you dont know
-
-
- Focus on what you have rather than what you dont have
-
-
- Take pride in what you have rather than being ashamed of what
you dont have
-
-
- Focus on the opportunity and not on the threat
25. Taking Charge BUILDING YOUR PERSONAL POWER contd
- Focusing in your circle of influence gives you the following
ability:
- Ability to willingly accept challenges and take risks to
protect customers interests
- Ability to earn what you want from the customer rather than to
plead or beg with him
- Courage to allow people to express their opinions and not to be
defensive with them when they disagree
- Ability to make a difficult situation look manageable and
within control rather than impossible and helpless
- Ability to take pride in your achievements and what you have
rather than being ashamed of what you dont have or not
achieved
- Ability to articulate with passion
26. Honey your People Skills :Interpersonal, Social and
motional
- Do they have for you professional respect and personal
trust?
- Are your seen by your team members as a Trusted Advisor?
- Can you help people to visualize and articulate their
dreams?
- Do you always act and offer your advice/help in their best
interests?
- Do you actually like people in your team? Do you have a genuine
concern for them?
- Can you make a difference in peoples lives?
- Are you investing adequate time to build strong
relationships?
27. The following would help you to build strong relationships
:
- Communicate honestly and openly
- Discuss common values and common purposes
- Listen and understand before you respond
- Do not take one another for granted
- Show appreciation regularly, not in a formulaic way
- Sometimes spend time with team with NO agenda
- Find ways to have fun together
- Infect team with your personal enthusiasm
- Dont let problems fester: face them together and try to find
solutions.
28. The GE Medical Systems (GEMS) Leadership competency Model
Individuals Score Top Exec. Norm Scores Catalyst Orchestrator
Adaptor Cultivator Relationship builder Visionary Goal Driver 7.0
3.5 0.0 29. Leadership Capability Framework
- Relationship to Leadership
- Ability to analyze information to develop solutions.
- Ability to adapt to changing Business priorities and respond
accordingly
- Ability to view situations from multiple perspectives enabling
leaders to tolerate and navigate through complexity , ambiguity,
conflict and chaos.
1. Cognitive Ability (General Intelligence or Mental Ability
Learning Agility Cognitive Complexity/ Capacity Description 30.
Leadership Capability Framework
- Relationship toLeadership
- Ability to understand and respond to emotions, enabling leaders
to create a positive work environment based on trust, that drives
strong business results .
- Leaders who are persuasive, competitive, dedicated, resilient,
visionary- tend to be successful in achieving Business Goals,
2. EmotionalIntelligence 3. PersonalityTraits 31. Leadership
& Learning Agility
- Are curious and passionate about ideas
- Engage in skill-building activities
- Like to experiment and are risk takers
Change Agility
- Comfortable with complexity and ambiguity
- Able to explain their thinking to others
- Think through problems with a fresh point of view
Mental Agility
- Achieve results under difficult conditions
- Exhibit the type of presence that builds confidence in
others
- Inspire and motivate others to perform beyond normal
Results Agility
- Know themselves and the team well
- Resilient under pressure of change
- Treat others constructively
People Agility CHARACTERISTICS FACTOR 32. Interfacing Self with
Others Recognitation Regulation SELF OTHERS 4. Relationship
Management *Developing others *Leadership by Example *Influence
*Communication *Change Catalyst *Conflict Management *Building
Bonds *Teamwork and Collaboration
3.Social Awareness * Empathy* Organizational Awareness * Service
Orientation
-
- *Emotional Self-Awareness
-
- *Accurate Self- Assessment
33. Sutra 1 :Know Your Constituents 34. Ramadorai on Racing
Along
- A dream is like a hundred- meter race. If you do it in eleven
seconds, the next bar is doing it is ten seconds. The next bar is
can you go below the ten- second level. The next bar is can you
below the ten-second level. There is no stopping, no end of story,
no last milestone. Challenges are continuously being set in the
organization which is made up of people. A good vision is one where
there is a difficult milestone, a stretch milestone, but one which
you honestly believe is possible if you put the right teams in
place, the right leadership in place, and it addresses the needs of
the customer. To us, and to me personally, a vision is a moving
target and a target you set for yourself. It has to be a very
aggressive target because that is when people believe we can
achieve the impossible.
35.
- Reflect on yourself as a Leader.
- Build, nurture and strengthen Relationships.
- Deal differently with different People.
- Foster and promote collaborative Culture
- Resolve Interpersonal Conflicts
- Race along and invest for the Future.
The 9 Sutras at a Glance 36. Thank You