Organization leaderrship

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CHANGING BUSINESS TRENDS&

Organizational Leadership

Fast Forward: Trends Changing the Way You Do Business

• From e-mail to health care, from manufacturing to artificial intelligence and to the end of HR as we know it, there are forecasts of how different the world of workforce management is now on .

• Workforce-management decisions aren’t made sitting in the Corporate Glass towers by a few individuals any more

• Workforce-management decisions today demands a clear sense of the landscape on the far horizon and the hard realities of the action point where your team operates.

• Walk- the - talk is a hard reality practiced by one and all

Enable People – Enrich Knowledge – Ensure Commitment

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


CHANGE IN TRENDS

• IN PEOPLE POLICIES

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


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

People – They are your movable assets• Skills Shortage - Wanted 10 Million

workers in

the next 10 years

• Create Learning Organization

• Create Performing OrganizationEnable People – Enrich Knowledge – Ensure Commitment

CHANGE TRENDSCHANGED 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 to

increase employee responsibility and decision making

Initiative to promote labor -management cooperation such as ‘partnership’ with unions

Create opportunities for employees to learn and use skills that go beyond current jobs

Nurture and develop talent for competitive advantage Develop feedback system - individual and company


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 ACROSS THE COMPANIES.

EMPOWER MANAGERS ENSURES UNIFORMITY TO THE EXTENT POSSIBLE WALK THE TALK


BUSINESS TRENDS 2010 PLUS

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 CONSTANT CUSTOMER IS THE ONLY REALITY

BUSINESS TRENDS - 2010 PLUSContinuous focus on RESTRATEGISING of Business relationships with Suppliers, Distributors, Employees

and NOW even Competitors

Professional’s Performances are continuously measured against Variable Targets and closely

related to R.O.I.

R.O.I. is SYNONYMUS to CUSTOMER RELATIONS


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 Value Addition- Every ACTIVITY has DIRECT &/or INDIRECT EVA

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


CUSTOMER & BRAND• PRESENT CENTURY, BRANDING WILL BE THE ONLY UNIQUE DIFFERENTIATOR BETWEEN COMPANIES

• OVER 1/3rd OF TOTAL STOCK MARKET VALUE TODAY

IS ACCOUNTED TO BRAND VALUE

• BRAND VALUE HAS TREMENDOUS IMPACT ON SHAREHOLDER VALUE

•BRAND IS SYNONYMOUS TO CUSTOMERSEnable People – Enrich Knowledge – Ensure Commitment

COMPETITION REDEFINED• Competition today therefore is not between products

anymore - it’s between Business Concepts ,Brand Equity,and Customer Relations.

• Business Concepts , Brand Equity and Customer Relations , are Laid & Driven by EMPLOYEES.

• Employees become the Brand Ambassador as they honor and execute the Pact between the Company and the Customer.


“Management Balancing Act” Customers - Business - Employees

DIMENSIONS OF BALANCED PERFORMANCE

For

Customerswho generatereturns

Shareholders who provide opportunities

For

To

Employeeswho deliver value

Leadership ensures ‘balance’ and focusEnable People – Enrich Knowledge – Ensure Commitment

CHANGING ROLE OF A LEADER:


ORGANIZATION ROLE OF this…CENTURY

HUMAN CAPITAL PLANNING BUILD (Training & Development)

BORROW (Hire Competencies - secondments, consultants)BUY (external talent acquisition)

PEOPLECENTRIC

•PROVIDE OPPORTUNITY TO LEARN THE LATEST •BUSINESS INFORMATION FAST RATE OF LEARNING

CLEAR STRATEGIESFOR •DEVELOPMENT•GROWTH •CONTRIBUTION

Enable People – Enrich Knowledge – Ensure Commitment COMMUNICATE

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


BU S I N E S SO

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SUPPORT FUNCTION Finance Purchase

SUPPORT FUNCTION HR ADMIN

STRATEGIC BUSINESS MANAGEMENT


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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 satisfying customers ?

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 ?


LEADERSHIP


LEADERSHIP MATRIX

REACTION



PERCEPTION•Perception 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



LEADERSHIP - ROLE ANALYSIS


• What is your role as a Leader

SUCESSFULLEADER/

TEAM

How do I Perceive My Role

What Role Does the Job Want

How Others Perceive My Role

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

KEY TO SUCCESSFUL LEADERSHIP


1. Know oneself

Know What

OthersThink

(Perceptions)

Good Interpersonal

Skills(Managing Conflict)

Understanding Leadership StylesUnderstanding Emotional Blocks

2. Know Needs

Match Individual Needs with Team Needs -

- Then Synchronies With Organizational Needs

We find 2 types of Leaders

(1) TRANSFORMATIONAL (II) TRANSACTIONAL

CHANGE EXCHANGE


TRANSFORMATIONAL LEADERS

• Primary focus is change. Can communicate a clear vision of some future condition – that “vibes” with needs of most followers. They create a relationship of “mutual simulation” and “elevation” (Power distributed, “higher order” needs operationalized).


TRANSACTIONAL LEADERS

• Leader-follower relationship is a process of exchange. “You fulfill agreed – upon expectations I will give you a reward. If not, ….. Sanctions”. Focus on smoothing over relationships. (Power concentrated with leader, “lower order” needs operational).

BOTH USEFUL


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 FOLLOWERSESTABLISHING PURPOSEINSPIRING FOLLOWERSMAKING THINGS HAPPEN


LEADERSHIP ATTRIBUTES • 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

LEADERSHIP ATTRIBUTES

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


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


RIGHT TIES

• The Board

• The Investors

• Vendors

• Outsourced Partners

• Brand Managers/Media

• Employees


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 on Patching Holes and Fighting fires


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

to the extent possible• Make it simple for team members to act on their

own personal beliefs

LEADERSHIP ATTRIBUTESKEEP 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-Even if critics are acclaimed as specialists

LEADERSHIP ATTRIBUTESFIGHT THE RIGHT BATTLES• Crisis and Unforeseen events will be the order of the

day• Decide the path ahead on sticking to the original

game plan by- Delegating on time and to the Right person- Making personal appearances where substitutes can not - Outsource un-hesitatingly even if initial costs are high as the gains will be far higher if the battle is won


KEEP YOUR COOL

• Exhibit calmness and Self control at the time of crisis and difficulties

• Do not discuss Issues & Difficulties openly in common forum where junior team members will misinterpret the significance of the words spoken

• Do not resolve controversies openly in front of team members specially with Cross Functional Teams


MARKETING CAPABILITIES-STRATEGY

• New Methods

• New Strategies

• New Customers

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 than sum of individual contributions

• Interdependence high

• Emphasis on complementarity of skills

McGregor’s 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


LEADERSHIP REQUIREMENTS

GOAL SETTING

GOAL SETTINGGOAL SETTING

GOAL SETTING IS NOT LUCK

• SUCCESS OF BUSINESS PLANNING DEPENDS ON GOAL SETTING

• GOAL SETTING IS NOT IDENTIFYING ACTIVITIES AS ACTIVITIES ARE ACTIONS TAKEN TO PRODUCE RESULTS.

• GOALS are OUTPUTS or RESULTS of activities which are Pre defined with SET MEASURABLES & demarcated outer boundaries w.r.to TIME , COST ,VOLUMES

& QUALITY.

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 marketAspirational goals also determines High Performers

Setting Goals

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 customer’s expectations

There are 2 Types- Goal setting should ensure the following

FINALLY GOAL SETTING………

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 reduced

time )• Reduce Operating Cost

(Effective Utilization of Resources – With stress

on Workmen Utilization)• Reduce / Control Inventories

( Control Work in Progress)

Documents

Organization leaderrship