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 “Role of Leaders & Managers (at all
levels) in Organizational Improvement?”

April 8th , 2020

Nos. of Slides-50
Pune
Duration- 90 minutes
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 Before we begin…..

1. This session is NOT a TRAINING……It is a

like a Workshop to understand and to
develop a better understanding of role of
Leaders & Managers (at all levels) in
organizational improvements.
2. We will only use some concepts of
Leadership to see their Applicability and
Benefits for SANY.
3. This session is like a Dialogue and the
success of this session depends on the
active participation of all members. 4
To Start with, let us have a better understanding of for areas

1) If X% is the current efficiency of Pune

Plant, it can be increased to _______ in
the next 3 years?
a) 2X-3X%
b) 0.75X- X %
c) 3X-5X%
d) 5X-8X%
e) 8X-11X%
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2) What could be biggest BOTTLENECK in
achieving the improvement in
Productivity?
a) Lack of Vendor’s Capacity & Capability
b) Lack of SANY’s Capacity & Capability
c) Lack of Process Orientation
d) Poor Quality
e) Delay in material supply
f) No Bottleneck 6
3) What % of your time is spent on fire-
fighting activities/ Urgent Activities?
a) 0-25%
b) 25-50%
c) 50-75%
d) 75-100%
e) 100-150%
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4) How many days in a week do you
overstay beyond the specified normal
working hours ?
a) 0 day
b) 1-2 days
c) 3 - 4 days
d) 5-6 days
e) 7 days
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5) How often do u get a feeling that u are
getting HIGH PRESSURE due to shoddy
job done by some-one else ?
a) Everyday- Several times
b) Never
c) Few times in a week
d) Few times in a month
e) Every day- Once
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6) What gives you the maximum high
PRESSURE?
a) Rejection & Rework
b) Time Pressure
c) Follow-up for Material
d) Scolding by Supervisors/Managers
e) Organizational Politics
f) No Headache 10
7) If u have to purchase an Excavator,
which make will u purchase?
a) JCB
b) HITACHI
c) CATERPILLAR
d) VOLVO
e) KOMATSU
f) HYUNDAI
g) Tata Hitachi 11
8) What is the ONE THING that u would be
doing differently, if you OWN the SANY
PLANT?
a) Change employees
b) Bring High Focus on Quality
c) Improve Vendor’s Capabilities
d) Change Attitude of employees
e) Improve After-sales support
f) Sell it off, as no improvement is possible 12
9) If GOD tells u that today is you last day
and gives u an option to select the WAY
& PLACE to die, what would u select?
a) Hit by enemies Bullet at the border
b) Heart Attack at Home
c) Injury in Shop Floor
d) Take Poison
e) Wrong Treatment in Hospital
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10)If GOD tells u that today is you last day
and gives u an option to finish one
unaccomplished task before dying, what
would u do?
a) Get Married
b) Get an Insurance Scheme
c) Tell your dependents all things they should know
d) Purchase a house for family
e) Spend the whole day with family
f) Finish Office Work 14
11) What actions have to taken to keep your
team motivated in the current lockdown
situation?
a) Speak to your key guys daily.
b) Understand their problems.
c) Conduct Training.
d) Team-building exercises.
e) Share the developments happening and ask for
their inputs.
f) Share positive outlook of future.
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 Progression

• 2…….4…….6…….8…….10……12…..?

• What is the 7th number?

• Reason?
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 Are You A “Lakir Ka Fakir” ?

• We are trained in ―linear thinking‖

• We observe past trends and project them into the
future
• We are scared of imagination, dreams, and
adventure
• All the great people in history have dared to dream
big and break away from past trends to set new
trends
• You have a choice to make: either be a “lakir ka
fakir” following the beaten path—or a leader
charting a new course.
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 Think!

• Do you think you are a leader?

• Why should anyone follow you?
• Think of some of the leaders you admire.
Why were they followed?
• There can be no leadership without
followership.
• Anyone who has even 1 follower, is a
leader.
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 Leadership & Followership

• The two are linked concepts.

• The leader must lead well to retain
leadership; and the follower must follow
well to retain followership.
• Both should enhance one another
• The follower may be a potential leader
• Danger!: When all seek to lead or all seek to
follow.
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 Remember!
• The real signs of leadership are among the
followers.
– Are they reaching their potential?
– Are they learning?
– Are they achieving the desired results?
– Are they working as a cohesive team?
– Are they excited about change?
– Are they happy with their work &organization?

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 Four Popular Myths

• Everyone can be a leader

– Some don’t want to be; some do not have the
personality or skills.
• People at the top are leaders
– People can reach the top for many reasons other
than leadership.
• Leaders deliver business results
– What about external influences and the means?
• Leaders are great coaches
– Rarely!!

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 Simple Arithmetic
• Which do you like more: Multiplication or
Division?
• Leadership is a multiplicative skill
• True leaders act as MULTIPLIERS. They enhance
the value of the resources with them
• Unfortunately, however, there are many in
leadership positions who serve as DIVISORS.
They reduce the value of their resources.
• Introspect: Have you been more of a Multiplier or
a Divisor in your workplace?

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What would you do if you discover that Sun has risen from west
(instead of East)………What would be your reaction……..!!!

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 The Rise & Fall Of………

• Mauryan, Moghul, British empires

• Polson, Ambassador, Janata, Remington, Kodak
• Tata Textiles, DCM, Metal Box, Dunlop, Murphy,
Bush, EC-TV, Weston, HMV, Modiluft, Vayudoot,
Kingfisher
• Film roll, pager, teleprinter, radio, VCR, fax

• Lesson: Death is inevitable.

• Dilemma: How to delay death?
• Good leadership can prolong organizational life
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 Who comes to your mind when you think of Global Leaders…

1. Mr. Mahatama Gandhi

2. Mr. Adolf Hitler
3. Mr. Donald Trump
4. Mrs. Indira Gandhi
5. Mr. Jack Welch
6. Mr. Henry Ford
7. Mr. Kim Jong-un
8. Mr. Alexandar (The Great)
9. King Ashoka
10. Mr. Nelson Mandela
11. …………

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Which Map is incorrect

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KSF: The Discipline Of Getting
Things Done

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Knowing ―What‖ To Do Is Not Enough

• Thanks to business schools, training

programs, books and journals, managers
appear to know plenty about how to achieve
higher performance.
• Yet, they continue to be trapped in
organizations that do innumerable things to
undermine performance.
• There is a clear ‗knowing-doing‘ gap

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When Talk Substitutes For Action
• We often mistakenly treat talking about
something as equivalent to actually doing
something about it.
• Why does talk matter so much?
– Evaluations based on sounding smart /saying a
lot
– Smart talk happens now; actions happen later.
– Negative people seem smarter
– People who talk a lot have more stature
– The mystique of complexity

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 When Talk Substitutes For Action

• Talk substitutes for action when:

– No follow-up on what was said
– People forget that merely making a decision doesn‘t change
anything
– Planning / meetings / report writing become defined as
action
– There is a belief that managers talk, and others do
– Talking a lot mistaken for doing a lot

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 Some Remedies
• Ensure the career growth of people who
have an intimate knowledge of the business
and have a track record of getting things
done.
• Foster a culture that values simplicity
• Use language that is action-oriented. And
establish follow-up processes.
• Do not accept excuses easily.

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When Memory Is a Substitute For Thinking

• Organizations get trapped in their history

when:
– They have such strong identities that anything
new is questioned as being inconsistent.
– There are pressures to be consistent—to avoid
making mistakes
– Decisions are based on implicit / untested
models
– People carry expectations from the past

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What Is This……….?

Australia

India

Japan China

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When Fear Prevents Acting On Knowledge

• Fear & distrust are pervasive in

organizations
• They undermine employee engagement and
performance.
• Fear leads people to:
– Hide ‗bad news‘ from their bosses
– Not experiment
– Blame each other for mistakes or failures
• Deming‘s prescription: ―Drive out fear‖

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 How To Drive Out Fear
• Protect / praise those who deliver bad news
• Punish inaction, not unsuccessful actions.
Failure to act is the only true failure.
• Give people second chances
• Encourage people to talk about their failures
and what they learned from them.
• Encourage open communication.
• Banish people who humiliate others

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When Measurement Obstructs Good Judgment

• Badly designed measures and measurement

processes are big barriers to turning
knowledge into action.
• Measures that create problems:
– Short-term—at the expense of long-term
– Overly complex
– Outcome measures—at the expense of in-
process
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Measurement That Turns Knowledge Into Action
• Measures that focus less on individual and
more on organizational success
• Measures that focus more on processes and
means to ends, and less on end-of-process
outcomes
• Measures tied to firm culture / philosophy
• Measures based on few simple metrics

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 When Internal Competition Turns
Friends Into Enemies

• Some practices that heighten internal competition:

– Forced performance distributions
– Individual reward systems
– Contests
• They undermine organizational loyalty; teamwork;
knowledge-sharing.
• Interdependence, not independence, is the fact of
organizational life

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 Internal Competition Is Likely To Be
Most Harmful When……
• People have incentives to avoid helping others
• Leaders treat performance as the sum of
individual—rather than interdependent actions
• Mgmt acts as if people are competing in a race in
which there are only a few winners— and many
losers
• People are distracted by being under constant
scrutiny and comparison with others.

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Ways Of Reducing Destructive Internal Competition.

• Hire, reward & retain people for their ability

to cooperate with colleagues.
• Banish people who act only in self-interest
• Focus attention on external competitors
• Avoid reward / payment systems that create
excessive internal competition
• Measure extent of cooperation
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 Eight Guidelines For Action
1. Why before How: Philosophy is important
2. Knowing comes from doing & teaching others
how
3. Action counts more than elegant plans
4. There is no doing without mistakes
5. Drive out fear
6. Fight the competition, not each other
7. Measure what really matters
8. What leaders do sets the tone for others
Based on The Knowing-Doing Gap (J. Pfeffer & R. Sutton)

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 Sources of Leadership Influence
1. Position
2. Reward power (―carrot‖)
3. Punishment power (―stick‖)
4. Information & knowledge
5. Expertise
6. Charisma

Which source do you use most often?

Which source is most effective?

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 Some Perspectives on Leadership

• Conventional image of a leader is of a striking figure on

a horse commanding “Follow me”.
• This is an out-dated view in today‘s context.
• The most appropriate leader is one who can lead others
to lead themselves.
• He is a catalyst. He brings out the wealth of talent
employees possess.
• We must go beyond thinking of the leader as a hero to
thinking of him as a hero-maker

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 Characteristics of HPOs
1. Consistent track record of high performance
2. Work culture that attracts the best talent
3. Ability to fully harness people‘s potential
4. Extraordinary customer / service-orientation
5. High agility & adaptability
6. Bold enterprise (entrepreneurial & innovative)
7. Commitment to developing long leadership pipeline
8. Culture of teamwork, equity, transparency, justice, and shared
leadership
9. Concern for responsibilities towards society
10. Guided by a ‗moral compass‘

How would you rate (on a scale of 1 to 4) your organization on the

above dimensions?

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 Turn crisis into an advantage

Do things not done before. Things we did not have time for earlier.
1. Spend time with family.
2. Learn a new language.
3. Pursue your hobby.
4. Improve systems and processes.
5. Learn a new skill.
6. Straighten out your investment portfolio.
7. Call up your old friends.
8. Call up your parents and relatives. Tell them you care about them.
9. Speak to your key guys daily.
10. What things can be improve/do better at Sany.
11. Take care of yourself, your family, our company and our Country.

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As a Leader/Manager, what is that one thing
you will do in your areas for driving
improvements :-
1)
2)
3)
4)
5)
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 Concluding Thoughts

• ―Companies have to find ways of growing and building

advantages rather than eliminating disadvantages‖
(Michael Porter)
• ―Simply catching up to where others have been is
necessary to stay in the game, but the winners will be those
companies which have the ability to invent fundamentally
new games‖ (Gary Hamel)
• Tomorrow‘s leaders will have to learn how to create an
environment that actually embraces change, not as a threat
but as an opportunity‖ (Warren Bennis)

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Your ATTITUDE, not APTITUDE
will determine your ALTITUDE !!

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 “A Great Leader….”

Can we
do It ?

YES
WE
CAN !!
"Its not the will to win, but the will to prepare to win that makes the difference."
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