HPL Individual assignment no.


Leadership as the Starting Point of Strategy

By: Tsun-yan Hsieh & Sara Yik

Implementing the Strategy
•Companies find themselves at the point of execution • Opportunities within their research

• Fall short of their aspirations

What is Leadership?
• Where

good managers deliver predictable results as Promised, Occasional increments improvements. Leaders generates breakthrough in performance • Company’s Leadership reaches well beyond a few good men and women at the top • It includes 3 to 5% of employees throughout the organization who can deliver breakthroughs in performance

Consequences of Inattention •Most CEO’s will agree that Leadership is important. yet few assess their Leadership gap precisely • Fewer still build an engine to develop the right quantity of leaders with the right mix of capabilities. at the right time. to match opportunities • Leaders should systematically launch strategic initiatives that can leave to executives scrambling to fill gaps .

In the Short-Term • Companies that undertake new strategies without the right leaders are forced to burden their existing ones with additional responsibilities • The demands from day-to-day operations invariably increases. leaving less time for other tasks .

In the Long-Term • A persistent leadership gap will be responsible for an impossible to prevent decline in the number and quality of leaders • Companies create a vicious cycle in which good leaders become overextended or are moved haphazardly and thus have less time to develop younger talent • If unchecked the company’s core operations and strategic growth might be at risk .

Leadership First • The best planned Strategy is no more than wishful thinking if it can’t be translated from concept to reality Companies discover their leadership shortfall only when executing their strategies • .

they need to direct their approach to leadership .Filling the Gap • Leadership gap an help guide strategic thinking • Companies should find ways to fill that gap • To reduce the risk of strategic failure.

e. “LEADER” .Long-Term Position •Companies need to position themselves today to meet their strategic objectives during next three to five years • A company must hire and groom potential leaders and help them build the internal networks which is necessary for long term • Competitors are forced to expand more selectively or to offer expensive packages to lure top talent i.

Qualities a Leader should Posses •Job experiences and stretch assignments are the primary development vehicles for leaders • Corporations that are particularly risk-averse often match their people to opportunities by looking at Track records and job experience • A better approach is to use corporate performance objectives and personal-development goals to match current and potential leaders with opportunities • To be successful to managers need to acquire a holistic understanding of each individual. including professional abilities • To help develop leaders a company must first accurately identify who its leader are and then convince them of an opportunity potential .

Facts A leaders should have the following: Leadership qualities Track record Potential Key personal Traits Character and Motivation skill Attitude and Mind set .

friends. but rather a shared responsibility among members of an emerging team  A leader belongs to a group  Leaders work towards the formation of an effective team . your way of managing your personal and organizational responsibilities and even the way you talk with the newspaper vendor across the street  Leadership is not the sole responsibility of one person. and co-workers.Analysis  The best way to develop leadership qualities is to apply it to your own life  A leader depends much on your actions: your interaction with your family.

HIGH ALTITUDE LEADERSHIP by.Chris Warner & Don Schmincke .

CORE OF THE ARTICLE  How high altitude leaders succeed despite extraordinary challenges?  What eight leaders & managers must overcome?  Why high altitude leadership requires leaving your comfort zone? .

. critical decisions that will avert danger or trigger and avalanche.  Like mountain climbers in the death zone executives and managers must make instinctive.HOW HIGH ALTITUDE LEADERS SUCCEED DESPITE EXTRAORDINARY CHALLENGES?  Mountaineer faces many difficulties in climbing & to reach his destination.  He learn from his adventures & shape them to be relevant for business leaders at sea level.

 How you respond the situation determines weather you succeed or fail? . High altitude leadership is a huge challenge that requires understanding the eight greatest dangers managers face.

5. 3. Fear of Death Selfishness Tool seduction Arrogance Lone heroism Cowardice Comfort Gravity . 6.WHAT EIGHT LEADERS & MANAGERS MUST OVERCOME? 1. 8. 7. 4. 2.

 Confront your fear & accept the possibility of failure  Don’t be scared to take chances.  Good managers & organizations understand the importance of pushing the envelope.1) Fear of Death:  Many individuals are simply too scared to make the right decisions. . but “metaphorical death” can be an equally powerful experience.  Executives rarely face life and death situation.

”  Passion keeps dreams alive & gives people a reason to come to work everyday.”  Selfishness is “biological. not cultural. dysfunctional behavior. create a “compelling saga. unproductive.2) Selfishness:  A selfish employee can cause irreparable harm. .  Selfishness in an organization manifests itself as “dangerous.”  To combat selfishness.

 Most organizations have the tools to succeed but their results depend on ”behavior & adaptation. leadership theory and management consulting.3) Tool Seduction:  Many executives are enamored with educational programming.”  Successful companies(Disney etc)hire people based on personality & attitude. .

4) Arrogance:  Leaders who think that they know everything are courting disaster. ask these question:  Do your employee think they know it all?  Do they fail to recognize competitive threats?  Don’t hesitate your employee on their failure.  To spot arrogance in an organization.  Understand the importance of holding productive meetings. .

impede progress & ultimately lead to failure.  At workplace lone heroes lower team morale.  They can develop between different departments or between managers & workers. .5) Lone Heroism:  Lone heroes on a battlefield put their comrades at risk.  Partnership is the perfect antidote to lone heroism.

7) Comfort:  Lasting change requires leaving comfort zone.  Adversity is a true test of leadership & accountability.  Move people around and replace ineffective leaders.  Secrecy & cowardice are part of culture. .6) Cowardice:  Company will suffer if people are too cowardly to speak up when things go wrong.  Don’t push ahead blindly & ignore reality.

. preparation & a good mental altitude.8) Gravity:  High altitude leaders can do everything right and still come up short.  Learn to follow your instincts.  Its impossible to predict shifts of fortune  You can improve your odds through hard work.

• By Saj-Nicole A. Joni and Damon Beyer .

nudging them along with employee incentives most harmonious firms”  Fortune noted “Fuld had incongruously turned Lehman into one of Wall Street’s  But effort to eliminate discord at the firm had backfired  Complacency. is the single greatest predictor of poor company performance . he inherited contentious culture Fuld made unity and collaboration priorities at the firm. in fact.INTRODUCTION  Strong leaders create the kind of conflict that can spark creativity and innovation   Duck Fuld took over Lehman Brothers in 1944.

• A peaceful. innovative • Right balance of alignment and competition is what pushes individuals an groups to do their best • Purpose of alignment is not harmonious agreement . harmonious workplace can be the worst thing possible for business • Conflict can shake things up and boost your staff's energy and creativity • Dissent will fire up more of an individual’s brain. stimulating more pathways and engaging more creative centres • More of dissent makes people unique.

Which fights should you take on? • Conflict is healthful only when people’s energies are pointed in the right direction and when carried out in a productive way • Not everything is worth fighting over. Before girding for a battle. make sure it involves an issue that affects the future and has game changing potential • If fight is about a noble purpose than its even better  Make it material • Make sure that stakes are high enough to motivate people • Fight is material if it creates lasting values and address complex challenge . however.

 Charlie Feld who formed IT Consultancy got into material fight  Burlington Northern was the client. direction and speed . They use to run trains using        processes and systems designed for hauling coal and grain Grinstein CEO of BN had a big vision for company He planned to turn BN into gateway for Asia So he started having a track of all the trains and committed himself to schedules Fight within the firm was material as status quo was at stake He centralised all the operations He persuaded his board to sanction funds for technology and innovation Result was that BSNF’s stock tripled because of GPS trackers.

resource in future returns Rolf Classon CEO of a company in health care industry Company was looking for an acquisition when he was appointed as CEO One of the staff indicated that there was some problem with the new contract He was sceptic and started probing the deal with the executives who had some personal doubts Team conducted loud and heated debate He became a scrupulously fair referee and observed all the details . Focus on the future • Leaders in viable. vibrant organizations spend most of their time and • • • • • • energy looking at road ahead not in the rear-view mirror Invest brain power.

his commitment to open and dissonant dialogue and hid focus on building strategic intent into sustainable reality  If he would have not probed then the cash or bandwidth to do the deal that ultimately repositioned it for healthy long term growth . He realised that the move was not a great fit with firm’s financial strategy  What enabled his success was his genuine curiosity.

He created a vision for the company stating “nourishing people’s lives everywhere. everyday” • He asked executives to draft plans which went beyond their expectations • Atmosphere became rife with tension . Pursue a noble purpose • Make fight about improving the lives of the customers • Right fight connects people with the sense of purpose • A good fight isn’t just about money or profits • Campbell was one of the poorest performing food company • Conant stepped in as CEO.

 He replaced 300 top executives  He aligned all the employees with common vision which rebuild the brand rather than continue to slash and burn  They came up with new products which were accepted in the market  Campbell was listed in Dow Jones in the year 2009  Conant’s fight was noble not altruistic  What’s the right way to fight? Choosing right fight is half the battle. Make it a sport not a war • Leaders make themselves as a referee • Opposing sides should be truly matched . how you conduct the fight is also as important 1.

worth a good fight  Runner ups were hired by the top firms according to their strengths and weaknesses . While choosing a heir for GE Jack Welch. speculation and angling for position  Welch raised the tensions and created rules of the game to mitigate the consequences  It was a high stakes decisions. He gave the competitors to run a part of business  All competitors for 6 months fought for alliances.

but work informally • Hallway conversations. bolder innovations from centre • To promote the cause in India HUL’s companies CEO asked the heads to cut the resources • The heads made decisions among themselves during evenings drinks rather than decision made for them • Hence informal communication worked . Set up a formal structure. personal favours and relationships that cross official boundaries.that accomplish goals the formal structure cannot • Patrick Cescau’s move to merge two holding companies of unilever into one • The goal was to have bigger.

you have to reward risk taking itself. Turn pain into Gain • Not all ideas and strategies are good hence there are winners and losers in every fight • Good leaders turn disappointing news into occasion for losers • GE CEO had made a provision for competitors to be hired by the top firms • Leaders find the proper place for displaced workers as per their skills • To get people to step up and take risked. not just successful outcomes .

to execution of the plans and till the end  Leaders with right mix of skills are always helpful and can save the firm in crisis . It is not stagnant  Leaders are a vital element right from planning an strategy.Link in the articles  Above articles focuses on the need of leadership  It showed that leadership is an ongoing process.

 Leaders should have gut and grit  They should be able to adapt in various cultures and deliver performance  They be a role model for others and should tend to change the mind set of the people  Leaders should show right behaviour at right time. They should know when to take fight when something goes wrong .

Leadership theory which best suit is “High performance leadership” Leader as Vision Creator High Performing Leadership Leader as Team Builder Leader as Tasks Allocator Leader as People Developer Leader as Motivation Stimulator .

Leader as team builder  Build a cohesive team  Promote team problem soling  Delegate but not abdicate Effective leaders develop and nurture Great Team • • • Clear Goals Clear measures of performance Clear job roles • • • Team identity and spirit Sense of fun and enjoyment Open and honest communication Task People .

 Be a life long learner .  Champion change.RULES FOR SELF .LEADERSHIP  Set goals  Practice discretion constantly  Take initiative.  Learn to love ideas and experiments.