AAROHAN LEADERSHIP

PROGRAMME OF EIL
By
Group 5
Bipul C Saha
Mukesh Mishra
Sandeep Kumar Singh
V Rajasekaran

Overview

Objective of the programme

Identification of the HiPOs
Planning of the development programmes
Description of the programme
Conclusion
Questions

Objective

Strengthening organizational capabilities

Developing leaders from within
Enabling sustainable leadership development
at EIL

Characteristic of HiPO

A drive to excel
A catalytic learning capability
An enterprising spirit
Dynamic sensors

Identification of the HiPOs

Identification of the HiPOs

Buddy approach
Tenure approach was chosen by EIL
Manager appraisal approach
Decision-makers, consensus approach
Criteria-based approach

Planning the Development

Programmes

Accentures Desired Culture Survey

Crucibles of leadership
In interviewing more than 40 top
leaders in business and the public
sector over the past three years, we
were surprised to find that all of them
young and oldwere able to point
to intense, often traumatic, always
unplanned experiences that had
transformed them and had become
the sources of their distinctive
leadership abilities.

CRUCIBLES

The crucible experience was a trial and a test, a point of deep selfreflection that forced them to question who they were and what mattered
to them. It required them to examine their values, question their
assumptions, hone their judgment.
And, invariably, they emerged from the crucible stronger and more sure
of themselves and their purposechanged in some fundamental way.
Leadership crucibles can take many forms. Some are violent, lifethreatening events. Others are more prosaic episodes of self-doubt. But
whatever the crucibles nature, the people we spoke with were able, like
Harman, to create a narrative around it, a story of how they were challenged,
met the challenge, and became better leaders.
As we studied these stories, we found that they not only told us how
individual leaders are shaped but also pointed to some characteristics that
seem common to all leaderscharacteristics that were formed, or at least
exposed, in the crucible

Description of the programme

Phase 1

Two months
Self reflection
Personality profiling, self evaluation instruments, 360
degree feedback
Identify learning needs
Personal learning strategy
Individual leadership plan
Assigned a senior leader

Description of the programme

Phase II

Implementation

Personal learning strategy

Diverse learning events

Active Learning Projects

Exposed to Critical business issue

Guided by company seniors

Fish Bowl meeting

Sponsors, guides, senior leaders

Description of the programme

Action Labs

Offsite action labs

Case studies, role-plays etc

Learning an interesting experience

Sessions with personal coaches

Immersion session successful leaders of EIL

Recommendations after eight months

Specific actionable recommendation

Handed over to specific action committee
Programme was replicated to develop leaders

Conclusion

Practising while performing, being conscious

of ones own behaviour, really helped in
improving performance

Questions

Can the same programme be replicated for early

stage high potentials too?

Yes/ No
They are different

Identified more for their talent and drive than their performance track
record
Earlier the talent is identified the organization gets benefitted by
getting a more productive and effective leadership.
Aspiration of early-stage high potentials after this programme may
go high and the company promotion policies may not support their
expectation Challenges in implementing this programme

Questions

Challenges faced by EIL in implementing the

programme

Selection of eligible candidates.

Challenge participants with worthwhile experiences to motivate
involvement.
Engage the senior leaders to serve as guides and coaches for the
participants
Go beyond the development of individual leadership capabilities to foster
team leadership capabilities.
Deliver tangible business results.
Build the processes and capabilities into the organization to sustain a
continual supply of future leaders.

Present status

Senior leaders have seen significant improvements in

teamwork, individual growth, communication skills and
strategic thinking among the participants.
More than 40 percent of the program participants have
moved on to new and challenging roles in the
organization, prepared to lead and work in forward
thinking teams to win in competitive markets.
This program helped in breaking all silos and enabled
partcipants to develop formal and informal networks
within and outside EIL.

Present status

Aarohan has demonstrated the endless potential of a

highly motivated, capable set of managers in leading
an organization to high performance.
With executive leadership all the way up to the
chairman and managing director strongly committed
and deeply involved in the development of future
leaders, EIL has the resources on hand to move into
new industries and new countries around the globe.