Professional Documents
Culture Documents
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Submitted By:AKSHAY SHITOLE PGDBM ROLL NO- 9
What is Leadership?
Where
good managers deliver predictable results as Promised, Occasional increments improvements. Leaders generates breakthrough in performance Companys 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 CEOs 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 companys core operations and strategic growth might be at risk
Leadership First
The best planned Strategy is no more than wishful thinking if it cant be translated from concept to reality Companies discover their leadership shortfall only when executing their strategies
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.e. LEADER
Facts
A leaders should have the following: Leadership qualities Track record Potential Key personal Traits Character and Motivation skill Attitude and Mind set
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,
friends, and co-workers; 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, but rather a shared
destination. He learn from his adventures & shape them to be relevant for business leaders at sea level. Like mountain climbers in the death zone executives and managers must make instinctive, critical decisions that will avert danger or trigger and avalanche.
or fail?
6.
7. 8.
Fear of Death Selfishness Tool seduction Arrogance Lone heroism Cowardice Comfort Gravity
1) Fear of Death:
Many individuals are simply too scared to make the right decisions.
Executives rarely face life and death situation, but metaphorical death
can be an equally powerful experience. Good managers & organizations understand the importance of pushing the envelope. Confront your fear & accept the possibility of failure Dont be scared to take chances.
2)
Selfishness:
A selfish employee can cause irreparable harm. Selfishness in an organization manifests itself as dangerous,
unproductive, dysfunctional behavior. Selfishness is biological, not cultural. To combat selfishness, create a compelling saga. Passion keeps dreams alive & gives people a reason to come to work everyday.
3) Tool Seduction:
Many executives are enamored with educational programming,
leadership theory and management consulting. Most organizations have the tools to succeed but their results depend on behavior & adaptation. Successful companies(Disney etc)hire people based on personality & attitude.
4) Arrogance:
Leaders who think that they know everything are courting disaster. To spot arrogance in an organization, ask these question: Do your employee think they know it all? Do they fail to recognize competitive threats? Dont hesitate your employee on their failure. Understand the importance of holding productive meetings.
5) Lone Heroism:
Lone heroes on a battlefield put their comrades at risk. At workplace lone heroes lower team morale, impede progress &
ultimately lead to failure. Partnership is the perfect antidote to lone heroism. They can develop between different departments or between managers & workers.
6) Cowardice:
Company will suffer if people are too cowardly to speak up when things
go wrong. Secrecy & cowardice are part of culture. Move people around and replace ineffective leaders. 7)
Comfort:
Lasting change requires leaving comfort zone. Adversity is a true test of leadership & accountability. Dont push ahead blindly & ignore reality.
8) Gravity:
High altitude leaders can do everything right and still come up short. Its impossible to predict shifts of fortune You can improve your odds through hard work, preparation & a good
INTRODUCTION
Strong leaders create the kind of conflict that can spark creativity and innovation
Duck Fuld took over Lehman Brothers in 1944, he inherited contentious culture Fuld made unity and collaboration priorities at the firm, nudging them along with employee incentives most harmonious firms
Fortune noted Fuld had incongruously turned Lehman into one of Wall Streets But effort to eliminate discord at the firm had backfired
performance
business
Conflict can shake things up and boost your staff's energy and
creativity
Dissent will fire up more of an individuals brain, stimulating more
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
Charlie Feld who formed IT Consultancy got into material fight Burlington Northern was the client, 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 BSNFs stock tripled because of GPS trackers, direction and speed
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, 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
He realised that the move was not a great fit with firms financial
strategy
What enabled his success was his genuine curiosity, 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
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 isnt just about money or profits
stating nourishing peoples lives everywhere, everyday He asked executives to draft plans which went beyond their expectations Atmosphere became rife with tension
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 Conants fight was noble not altruistic
Whats the right way to fight?
Choosing right fight is half the battle, how you conduct the fight is also as important 1. Make it a sport not a war Leaders make themselves as a referee Opposing sides should be truly matched
the consequences
It was a high stakes decisions, worth a good fight Runner ups were hired by the top firms according to their strengths
and weaknesses
Set up a formal structure, but work informally Hallway conversations, personal favours and relationships that cross
into one
The goal was to have bigger, bolder innovations from centre To promote the cause in India HULs companies CEO asked the
Turn pain into Gain Not all ideas and strategies are good hence there are winners and
firms
Leaders find the proper place for displaced workers as per their skills To get people to step up and take risked, you have to reward risk
in crisis
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
Great Team
Team identity and spirit Sense of fun and enjoyment Open and honest communication
Task
People