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Leadership System

Santosh Simhan

Leadership Vs. Management
Manager

Leader

Reactive

proactive

Finds faults

Coaches

Doesn’t care to understand

Process and Understand

Sits in his chair

Moves around

Maintains process

Improves process

Communicates rarely

Communicates frequently

Asks questions

Seeks suggestions

Gives lip service to quality

Exemplary quality

Performs R&D

Innovates products and services

Maintains status quo

Continuous improvement

What is Leadership

“Leadership is all about
inspiring others to dream and
achieve great things. It is
about developing them to go
beyond the ordinary to the
extraordinary.”

“Laws control the lesser man.
Right conduct controls the
greater one.”
– Chinese Proverb

Ability to articulate a clear vision of the future 2. Continuous development of the leadership talent pool and pipeline 4. Key Challenges: 1.The role of leadership — What are today’s key leadership challenges? Executive behavior that encourages others to take required actions. Top team unity 7. Powerful leadership development architecture 5. Consistency of leadership behavior across all organizational levels 3. Ability to manage change and pursue continuous organization renewal . Strategic organizational alignment 6.

Leader’s Assumptions/ expectations Leader’s Behavior Employees’ Behavior Shaping Organizational Culture Organizational Environment . .Why Leadership is important .

Culture – A Set of Shared Vision/Values/Beliefs/Goals Integrity Learning Shared Value Filter Corporate Citizen Quality Stakeholder Requirements & Expectations Diversity The Organization Teamwork Safety Innovation Customer Satisfaction Sharing & Supportive Agility The Leader establishes the culture to be shared by his/ her behavior .

Putting it all together Ability Skills/ Knowledge E s s e n t i a l E x p e r i e c e The interrelationship between ability and capability results in Performance Leader Attributes Management Expectations Capability Resources & Support Operational & Organizational Systems and Processes Defined Organizational Strategy & Objectives Enabling Environment & Culture .

EXERCISING LEADERSHIP WHAT? Ability of leaders to inspire their subordinates to work hard to achieve the organization’s goals WHEN? Exercise leadership constantly A leader’s behavior and attitude represent a model for subordinates to follow TRAITS OF A GOOD LEADER: A visionary and has the ability to anticipate future scenarios The ability to analyze options and make rational decisions The ability to understand and anticipate the subordinates’ point of view The ability to see other’s reactions to the leader’s behavior The willingness to do whatever is required to get the job done even if it means extra work The ability to generate enthusiasm among subordinates The willingness to accept responsibility The ability to communicate .

6 Steps to Build Leadership Brand Step Action Question Outcome 1 Identify target stakeholders Who are our key stakeholders for the future? Segment key stakeholders who define and represent the future 2 Create firm brand What do we want to be known for by our target stakeholders in the future? A statement of firm identity. assignment. that can become the basis of our culture 3 Define leadership differentiators What leadership behaviors go with the firm brand? A definition of leadership through the eyes of stakeholders 4 Assess leaders against statement How well do we do as a company and as individuals? Audit quality of leaders and leadership 5 Invest to build leadership How can we upgrade our leadership by training. or brand. and experience? A personal and organizational leadership investment strategy 6 Measure or track leadership How well are we doing at building leadership? An assessment of leadership investment and quality .

 Ensure strategy implementation 14. Embody the leadership brand principles Customers 23. Effective cross functional collaboration Executive Team 16. More consistency of action 18. Openness and trust 28. More willingness to partner/collaborate 26. Clarity of direction and priorities 6.Leaders and stakeholders1/2 Stakeholder Measure Employees 1. Clear expectations of leaders 15. Clear and frequent feedback 8.  Managers/Supervisors/ Senior Professionals 9. Greater alignment to critical issues 17. Perceive us as a company with integrity 31. Consistent delivery of the desired value proposition Regulators 29. Care about me and my family . Effective risk management and emergency response Greater Competence More engagement/Commitment More learning and growth Increased career development opportunities 5. Visible support for initiatives 7. Demonstrate support for investments 22.  4. Provide direction 13. Higher share of wallet 24. Keeping promises and commitment 27. More intensity to critical issues and less on peripheral issues 21. Build sustainable organization capabilities 12. Greater loyalty 25.  2. Whole organization is greater than sum of individual parts 20.  Connect employee actions to desired customer experiences 10. Trust us to do what we say we will do 30. More Collaboration 19. Build sustainable technical core competencies 11.  3. Perceive us as able to abide by laws and regulations in an ethical manner 32.

 He wants more share of the wallet 50. Belief in growth strategy 35. Growth—revenue and earnings 42. Efficient cost control 43. Access – open communication Community 47. Increased operating margin 41. More willingness to partner/collaborate 50. Keeping promises and commitment 49. Socially responsible 50. Consistent delivery of the desired value proposition 48. Safe Suppliers 47. Logical investments in core capabilities that matter 37. Confidence in future prosperity 34. Philanthropy 52. Outside groups recognize our achievements 46. Reasonable profit .Leaders and stakeholders 2/2 Stakeholder Measure Analysts 33. Corporate Governance Media 43. More favorable comments about us 44. Trust in Leaders at every level 36. More acknowledgements of our success 45. Openness and trust 51. Higher P:E multiple 39. Employer of choice 48. Economic reinvestment in the community 51. Greater confidence in our future 40. Environmentally responsible 49. Positively differentiated from competitors in our industry Investors 38.

Leadership Code: Specific Competencies HUMAN CAPITAL DEVELOPER • Identify Future Talent • Nurture/Groom Future Talent • Delegate/Empower STRATEGIST Long Term / Strategic • Provide View of Company Future • Understand Value Creation • Connect Outside to Inside • Understand Organizational Processes/Implication PERSONAL PROFICIENCY Individual • Personal Integrity • Courage • Intuition • Competence ALIGNER • Communicate Effectively • Motivate as Appropriate • Provide Employees with Aligned Direction Organizational EXECUTOR Short Term / Operational • Build accountability for goals • Manage Change • Make Strategic Decisions • Build Teams .

and carried out at all levels. and improvement 2.  Refers to how decisions are made.  Effectiveness of leadership system depends in part on organizational structure . mechanisms for leadership development. self-examination.Leadership System 1. communicated.

etc. partners. and outside ring). 1. processes. A system is multiple processes.  How do your values impact the way you approach work? 3. spokes could include staff.. spokes.  Begin using some other Organisation’s Leadership System and customise to meet your needs. .  Begin with a basic wheel (hub.How to build a leadership system: 1. Things to remember when describing a Leadership System (system is different than a process. and ring could be processes or something. 2.  What are your organizations core values? 2. Hub could be mission or customers. 3.  Begin with PDCA cycle and describe as a continuous loop.  Suggestion: Start with a basic design and then customize to meet your needs and describe how your leadership operates.

Change begins with knowing where you are and why you want to change. In this sense. . authors of The Leadership Engine: “Change occurs when: D + V + C > I. Dissatisfaction represents all of the issues and problems that must be identified before they can be addressed or solved.We need to Change from the inside out It is important for everyone to participate actively during the workshop and to know that their ideas and opinions have been heard and that their ideas will be considered during the final decision-making process.” D = Dissatisfaction V = Vision C = Concrete first steps I = Inertia Defining an organisation’s current state involves clearly defining both ends of this equation. inertia represents the current situation. According to Noel Tichy and Eli Cohen. including ways of thinking and operational paradigms that may be impacting the organisation’s efficiency and effectiveness.

and Align Corporate Citizen Teamwo rk Innovatio Empower Teams n Customer Satisfaction Reward & Recognize Agility Perform to Plan Analyze & Compare . Plan.Boeing’s Leadership System Set and Communicate Direction Continuously Improve Learning Organizational & Employee Learning Dive Motivate Employees rsity Sharing & Supportive Be Role Models Vision & Values Integrity Stakeholder Requirements & Expectations •  •  •  •  •  Customer Work force Suppliers Community Shareholders Organize.

Premier “Leadership System” .

Richland College Leadership System ity mun m o C AC C o m mun ity Community SDC CED C Students AS .

Succession Plans Early Talent Identification Leadership Development Plans Support of Strategic Initiatives Develop and Reward •  •  •  •  Stretch Assignments Leadership Development Mentors/Networks Differentiated Rewards Meritocracy Drive Performance •  •  •  •  360 Assessments Annual Review Multiple Calibration Points Direct Feedback Always Raising the Bar ...The GE Leadership System . “Session C” Identify Talent •  •  •  •  Embed Expectations Early Identification Values Diverse Recruiting Leadership Programs Retention Talent Attracts Talent •  Set from the top •  Individual Goals & Objectives •  Results & Values Built on GE Imperatives “Session C” •  •  •  •  •  Organizational Effectiveness & Structure Organizational Vitality.

Redefined a “growth leader” The Foundation The Future Leader Our actions and values Our leadership traits External Focus + Clear Thinker Imagination = Inclusive Leader Confident Expert Always executing with integrity Growth Leaders .

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Leadership System .

Tata Steel Leadership System .

Tata Motors Leadership System .

Indian Hotels (Taj Hotel) Leadership System .

Tata Tea Leadership System .

John Latham and John Vinyard .Tata Chemicals Leadership System Source: Baldrige users guide.

The end Result es e y o l p Em d e t a v i ” Mo t d o o G ls “Smel Business “Taste G Results reat” Recognition Diversity Ethics Visio e n& Empowerment Employe t V a s te l si u ff en O es Focused Involvem Exec Champions Focused Survey Don’t study it long – Change it! – Just Do it! .

OUR JOURNEY CONTINUES It starts with leadership… Great people keep it going! .

Let’s get started . . . .

  Based on our 5 year aspiration identify competencies we need to achieve the same. 2. 1.  Explain the implications of the model to all. .  Develop a communication on the same including definition of key words and their import 1. Brain Storm on the competencies and finalize a list.  Build a rough model based on the type we have with us like Boeing. Development and training and Performance Management System are aligned to the Leadership System . 3. Tata etc. across the Organization and ensure that the Recruitment.Process to be followed.  Refine the model over the next 2 weeks and signoff 4.

.We must use our VALUES as one of the inputs for our competencies . Our Values Some others to provoke our thoughts •  Our People •  Visioning •  Diversity •  Ambition •  Dignity •  Role Model for others •  Openness and Transparency •  Focus on Results •  Informal •  Flexibility to change plans •  Integrity •  Taking and encouraging Calculated Risk Taking •  Excellence a way of life •  Empowering others •  Commitment •  Developing Competencies in self and others •  Entrepreneurship •  Thinking beyond boundaries •  One Family •  Able to balance between Short term and Long term views and objectives •  Customer Centric •  Sharing •  Collaborative •  Continuously raising the bar •  Focus on improvement though Reviews both self and others •  Reward and Recognize . .

SHUKRAN .