foundation of leadership

Foundation of LeadershipFoundation of LeadershipPrinciples of ManagementPrinciples of Management

Presented by Presented by

Xavier Prakash Xavier Prakash

MMM 1MMM 1stst Year Batch II JBIMSYear Batch II JBIMS

20072007--20102010

2828--NovNov--0909POM Foundation of Leadership POM Foundation of Leadership

Xavier Prakash MMM JBIMSXavier Prakash MMM JBIMS 22

IntroductionIntroduction

Leader must know the Strength and Challenges Leader must know the Strength and Challenges of the organization & Environmentof the organization & Environment

This training was followed by an assessment on This training was followed by an assessment on Core competencies likeCore competencies like–– Customer orientationCustomer orientation

–– People orientationPeople orientation

–– Achievement orientationAchievement orientation

–– InitiativeInitiative

–– LeadershipLeadership

–– ImpactImpact

–– Self confidenceSelf confidence



Strength of the CompanyStrength of the Company

BrandBrand

Good nameGood name

Good productsGood products

InnovationInnovation

Technical know howTechnical know how

Loyal employeesLoyal employees

Global presenceGlobal presence



ChallengesChallenges

Maturing MarketsMaturing Markets

Very strong competitionVery strong competition

More demanding customersMore demanding customers

More demanding employeesMore demanding employees

Price pressurePrice pressure

Lack of skilled workforceLack of skilled workforce



How can you be more effective as How can you be more effective as

a manager ?a manager ?



The Business ChallengeThe Business Challenge

People

BusinessCustomer



Surveys and measuresSurveys and measures

Employee Motivation Employee Motivation

surveysurvey

Development reviewDevelopment review

Safety statisticsSafety statisticsPeople




Profit Profit

Market ShareMarket Share

Bad debtBad debt

Business




Customer satisfaction Customer satisfaction

surveysurvey

Losses, recoveries, Losses, recoveries,

gainsgains

Customer



Learning objectivesLearning objectives

Know the role of a manager/leaderKnow the role of a manager/leader

Understand the leadership preferenceUnderstand the leadership preference

Apply the “whole brain” approach in your Apply the “whole brain” approach in your

workwork

Be able to increase your leadership Be able to increase your leadership

effectiveness with your direct reportseffectiveness with your direct reports

Understand the company strategy and Understand the company strategy and

your contribution to thisyour contribution to this



Your personal developmentYour personal development7 steps of effective learning7 steps of effective learning

1.1. Choose training according to your development reviewChoose training according to your development review

2.2. Define your learning objectives with your supervisorDefine your learning objectives with your supervisor

3.3. Build your Personal Development Plan (PDP)Build your Personal Development Plan (PDP)

4.4. Set SMART objectives with your supervisorSet SMART objectives with your supervisor

5.5. Discuss your key learnings with your supervisorDiscuss your key learnings with your supervisor

6.6. Define actions and next steps with your supervisorDefine actions and next steps with your supervisor

7.7. Ask your supervisor and peers for permanent feedback Ask your supervisor and peers for permanent feedback and coaching to reach your objectivesand coaching to reach your objectives



SMART objectivesSMART objectives

SS pecificpecific Who and WhatWho and What

MM easurableeasurable By How MuchBy How Much

AA mbitiousmbitious ChallengingChallenging

RR ealisticealistic Calculate risk/obstaclesCalculate risk/obstacles

TT ime boundime bound WhenWhen



How to be an effective leaderHow to be an effective leader

Best Boss/Worst BossBest Boss/Worst Boss

Competencies/SkillCompetencies/Skill

Whole brain Approach (HBDI)Whole brain Approach (HBDI)

Situational Leadership styles,MotivationSituational Leadership styles,Motivation

FeedbackFeedback



Best Boss / Worst BossBest Boss / Worst Boss

Team performanceTeam performanceFirefighting,selective,high attritionFirefighting,selective,high attrition

Team performanceTeam performanceGood, participative, focusedGood, participative, focused

Impact on othersImpact on othersEnforcer, short term focus, Not Enforcer, short term focus, Not

openopen

Impact on othersImpact on othersFreedom, equal opportunity value Freedom, equal opportunity value

of individualof individual

Personal CharacteristicsPersonal CharacteristicsSuspecting, overconfidenceSuspecting, overconfidence

Personal CharacteristicsPersonal CharacteristicsPatience,Good evaluator, openPatience,Good evaluator, open

Worst BossWorst BossBest BossBest Boss



Competencies / SkillCompetencies / Skill

Competency Competency : :

Is a standardized requirement for an Is a standardized requirement for an individual to properly perform a specific individual to properly perform a specific job. It encompasses a combination of job. It encompasses a combination of knowledge, skills and behaviour utilised to knowledge, skills and behaviour utilised to improve performance.improve performance.

In shortIn short : :

Having the ability to perform a Having the ability to perform a specific rolespecific role



SkillSkill

Skill :Skill :

A skill is an ability, usually learned and A skill is an ability, usually learned and

acquired through training, to perform acquired through training, to perform

actions which achieve a desired actions which achieve a desired

outcome.outcome.

Examples: Examples:

Academic,Reading,LogicAcademic,Reading,Logic



What is competency all aboutWhat is competency all about

Ice bergIce berg

Skills

KnowledgeCan’t predict

successVisible

CompetenciesHidden Can predict

success

Water line



Why Core CompetencyWhy Core Competency

They can predict successThey can predict success

FocusedFocused

Distinguish between average and peak Distinguish between average and peak

performersperformers

Easier to handleEasier to handle



The Competency GraphThe Competency Graph

No Survival

without adaptation

& development

Starter Expert Manager

Competency

Level



How to develop competenciesHow to develop competencies

EducationEducation

TrainingTraining

CoachingCoaching

ObservationsObservations

ReadingReading



Whole Brain Approach (HBDI)Whole Brain Approach (HBDI)

Hermann Brain Dominance InstrumentHermann Brain Dominance Instrument

–– Theorized brain has 4 thinking styles, we tend Theorized brain has 4 thinking styles, we tend

to prefer some over othersto prefer some over others

–– Thinking styles relate to physical part of brain Thinking styles relate to physical part of brain

A

B

D

C

Analytical, Logical,

quantitative

Organizational,

Planned, DetailedInterpersonal

Emotional,feeling

Holistic,Intutive,

Integrating



How we want an effective staff How we want an effective staff

member to bemember to be

Resourceful

ConsiderateSelf Organized

Technically skilled



Leadership StylesLeadership Styles

The Leadership ModelThe Leadership Model

Leadership stylesCompetencies

Staff Motivation

Performance



Leadership style Leadership style –– A definitionA definition

The pattern of behaviour you adopt when The pattern of behaviour you adopt when

seeking to influence the activities of othersseeking to influence the activities of others

Depends upon the Characteristics ofDepends upon the Characteristics ofThe situationThe situation

The LeaderThe Leader

His/Her StaffHis/Her Staff



The SituationThe Situation

Nature of TaskNature of Task

Time availableTime available

Team effectivenessTeam effectiveness

Organisational cultureOrganisational culture



The LeaderThe Leader

ValuesValues

Confidence in staffConfidence in staff

Leadership PreferenceLeadership Preference

Feeling of securityFeeling of security



The staffThe staff

Needs for independenceNeeds for independence

Readiness to assume responsibilityReadiness to assume responsibility

Interest in the jobInterest in the job

Job Knowledge & ExperienceJob Knowledge & Experience

Identify with goals of the organizationIdentify with goals of the organization

Expectations of the LeaderExpectations of the Leader



TheoriesTheories

Theory XTheory X

Theory YTheory Y



Motivation why it MattersMotivation why it Matters

Working conditions,

Status,Salary, security

10 %

100%

200%

Recognition,

Responsibilty,

Achievement,

Autonomy,

Advancement,

Companions

Manage

Lead

The performance

motivators



Practical steps in motivationPractical steps in motivation

Provide ChallengeProvide Challenge

Recognize AchievementsRecognize Achievements

Make people feel valuedMake people feel valued

Provide scope for developmentProvide scope for development



FeedbackFeedback

We can use Johari window concept to We can use Johari window concept to

understand the open self.understand the open self.

Feedback should be Positive, ConstructiveFeedback should be Positive, Constructive

Feedback should add value personallyFeedback should add value personally

Feedback should not force people to Feedback should not force people to

changechange

Feedback is about how you feelFeedback is about how you feel



3 steps for Feedback3 steps for Feedback

ObservationsObservations

FeelingsFeelings

Concrete wishesConcrete wishes



Other Key LearningsOther Key Learnings

Effective Interviewing skillsEffective Interviewing skills

Performance ManagementPerformance Management

Performance PuzzlesPerformance Puzzles

Problem can become Problem can become

opportunities when right opportunities when right

people come togetherpeople come together

Thank youThank you

foundation of leadership

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