A Capability presentation from Siddhartha Bhattacharjee

Executive Consultant & Coach

29% Leadership Capability Gap as a measure of preparedness in India– Deloitte Human Capital Trend 2014

15% to 17% leadership positions will remain unfilled / under qualified leaders in India top 500 companies by 2017 - Booz and Co 2013 forecast

89% of leaders in India are worried about the quality of future leaders – Hay Group Survey.

74% of the respondents believe that they have hired graduates with deficient people skills due to lack of choice – Hay Group Survey

WHERE ARE WE HEADING ?

70% of Indian Managers create de-motivating environment – Hay Research BS Apr 2013

2 out of 3 employees are dis-engaged –this costs companies > US $ 500 billion – Gallup

59% of Indian employees want to leave current job – Randstad HR changes 2015

65% of are looking for change to advance career. – Randstad HR changes 2015

50% of employees view excessive workload as stress – unclear expectation, poor teamwork - Towers Watson 2014 Global Workforce study

Teachings accounts for 67% of boss's effect on employees productivity - Kathryn L Shaw Stanford

Professor of Economics - co -author of Value of Bosses.

Engaged employees achieve 3 times more margins - Towers Watson 2012

Top Retention Drivers – why employees stay in existing jobs - Towers Watson 2014

- Good Opportunity for growth 64%

- Good work life balance 51%

- Flexible work Options 41%

- Competitive Salary 37%

GOALS:

• Grow business profitably

• Execute strategy

CHALLENGES:

• High performance and productivity

• People alignment and engagement

• Cross culture leadership

• Rolling out changes

• Managing matrix relationship

HOW CAN I HELP:Make it easy to manage peopleBuild leadership effectiveness

GOALS:

• Staffing and Productivity

• Improving C SAT scores

• Client retention and growth

CHALLENGES:

• Team performance – team cohesion

• Managing Changes

• Upward flow and escalation

• Information overload

HOW CAN I HELP:• Flexible people management • Developing leadership agility

GOALS:

• Grow Key Account Business

• Provide expertise

CHALLENGES:

• Manage internal and external stakeholders - divergence

• Navigate political relationship

• Influencing without authority

• Getting priority from others

HOW CAN I HELP:• Strategic framework for managing relationships• Win – Win engagement • Building interpersonal authority

Your transition into 21st

Century Management

Begins here

How do we change fast enough to stay relevant in a turbulent world?

AGILE

How do we innovate boldly enough to stay ahead of our competitors?

INNOVATIVE

How do we create an organisation where people are able and willing to do their best work?

ENGAGING

TRADITIONAL ALTERNATIVE

* Julian Birkinshaw

TR

AD

ITIO

NA

L

LIBERAL

Hybrid

Rules

Flexible

Context DecidesThis

Extrinsic rewardsLinear Alignment

Intrinsic rewards *Obliquity

BureaucracyHierarchy

EmergentCollective wisdom

* Julian Birkinshaw

ManagersNeed agilityTo respond

Motivation&

alignment

Systems& Decisions

1. Be a good coach2. Empower your team and don't micromanage3. Express interest in team members' success

and personal well-being4. Don't be a sissy: Be productive and

results-oriented5. Be a good communicator and listen to your

team6. Help your employees with career development7. Have a clear vision and strategy for the team8. Have key technical skills so you can help

advise the team.

Source Google Project OxygenReported by Adam Bryant NY Times 12.03.2011

The process of discovery to change

A process view of change

APPROACH AND DELIVERABLES

Behaviour

ProcessKnowledge

and Skill

WHY ? GOAL ALIGNMENT

WHAT ?LEARNINGSITUATION

HOW ?PERFORMANCESITUATION

Discovery : What does it take to succeed in the job ?Direction : Is it meaningful and relevant to one’s aspiration ?Decisions : What trade-offs need to be made ? Worthwhile ?

Deeds : How much of effort and what can be done ?

Persistence : Is it practical to apply on the job ? Loss of image ?Progress : How will I know that I have arrived ?

GOAL ALIGNMENT LEARNINGSITUATION

PERFORMANCE SITUATION

DISCOVERY DIRECTION DECISION DEEDS DEDICATION DESTINATION

Build

Rapport

Clarify

Goals

Analyze

Reality;

Generate

Options

Move Past

Issues and

Roadblocks

Foster

Sustained

Change

Coaching Methodology - The What and How

DISCOVERY DIRECTION DECISION DEEDS DEDICATION DESTINATION

The What

Setting the tone

for leadership

Communications

Organizational savvy

Cross Culture

Identifying core values and principles

Who do you want to be as a leader ?

Establishing positive working relationships with important stakeholders

Proactively networking and building relationships to ensure long-term success

LEADERSHIPAgenda

Your RELATIONSHIP

Agenda

Defining strategic priorities

Outlining short-term and long-term action plans for accomplishing significant results with speed and quality

Your MANAGEMENT

Agenda

Managing time and priorities

Balancing work and family

Maintaining motivation and focus

Your PERSONAL

Agenda

Identifying strengths and weaknesses in the new role

Establishing a development plan to build capabilities where needed

Your LEARNINGAgenda

Some identified needs as of now

Outcome based coaching

VALUE PROPOSITION

Selection Process

Goal Alignment Process

Coaching Process

Progress Review Process

Coaching Bio and experience

profile

Success Profile Competencies

Coaching Plan and Schedule

Review Agenda

Coach empanelment

Concurrence on coaching objectives

Learning Log

Action Plan

INPUT PROCESS OUTPUT

Close out Feedback

Close Out review Process

Completion mail

How my experience can help

I have earned my credential as a professional executive for over 32 years.

Entrepreneur Managerial- Across levels

Business Head- Varied

Consulting- Varied

• Services - CEO• Alliance Partnership

• Sales Manager -DSM• Area Management AM• Profit Center Management -BOM

• Wireless Projects - GM• Manufacturing and Distribution - VP• HR Services –PRESIDENT/CEO

• Client Services -DoCS• Coaching - DoCS• Training - RQM• Business Excellence• Customer Loyalty -NCSM

Buckets of my experience

Sid BhattacharjeeExecutive Consultant

& Coach

About Me

Management and Leadership

Executive Coaching – for change agility, leadership transition, people leadership and self leadership

Sales Leadership coaching – team engagement and development for high performance

Group Coaching – for collaborative high performing teams.

Business Consulting – leading change and adaptive management in VUCA world.

Action Learning – for senior leadership or high potential leaders.

Middle Management Mentoring

Handling matrix relationship

Managing difficult performance reviews

Coaching team for aligned high performance

Building managerial productivity

Adaptive management based on context

Sales Management

Value selling – creating sweet spot based on insight and urgency of change

Holistic client relationship management

Strategic Account Management – prospect intelligence, client engagement and handling politics. resolving problems

fairly , managing difficult buyers.

Sales Performance Support – matching skill to process – for faster outcomes

Sales Management for team managers and Business Directors – when deals don’t move.

Helping today’s anchors to transition as tomorrow’s leaders

SOME CLIENTS

During the third call, based on his questions, I realized the flaw in my thinking. He did not actually present me with a solution, however, what he did is to ask questions to bring clarity in my thought process. It was one of the best three hour investment in a long time.

I would encourage senior managers, CXOs and other senior executives,who need professional guidance about thorny workplace issues,

to reach out to Sid. He will wake you up.

Sincerely,

Ashim RoyCountry HeadStoke Networks

Siddhartha BhattacharjeeW-602, Sacred Heart TownWanowriePune 410040Tel 020 26851444Mob 9960595489

E MAIL sid.bhattacharjee@gmail.com