Creative leadership

1. Creative leadership TRK / November 16th , 2009

2. Planning/ Budgeting Organizing and staffing Problem solving Produces order and predictability Setting direction or Vision Aligning people to the vision – Getting Buy-in Motivating People to implement the Vision Produces Change Management toward Leadership

3. Critical Skills for Success (Top 10) Interviews were conducted with 402 managers in education, healthcare, government and business organization. • Verbal communication and listening skills • Managing time and stress • Making individual decisions • Recognizing, defining, and solving problems • Motivating others

4. Critical Skills for Success (Top 10) • Delegating • Setting goals • Self awareness • Team building • Managing Conflict - 1990 survey

5. The most Important skills and attributes of EFFECTVE LEADERSHIP • Honesty and Integrity • Clearly communicate expectations • Recognize and reward achievement • Adapt to changing circumstances • Inspire others • Put the right people in the right role at the right time • Passion to succeed • Identifying and articulate long-term vision for future • Persuade and encourage others • Accept responsibility for success and failures - 2001 survey

6. Derailed Leadership A comparison was made between 21 “derailed” executives, the common characteristics are • Insensitivity to others; abrasive and intimidating • Cold, aloof and arrogant • Betrayal of trust • Overly ambitious; playing politics and always trying to move up • Inability to delegate to others or to build a team • Inability to get along with others who have different leadership style • Overly dependent on others

7. Voice of the Leader More than 8,000 leaders report that PEOPLE – MANAGEMENT SKILLS are the most important attributes of effective leadership, outranking strategic management, personal characteristics or day-to-day business management - 2001 leadership survey

8. Leadership Bench strength Leadership capabilities high in importance but low in bench strength: • Clearly communicate expectations • Recognize and reward achievement • Inspire others • Put the right people in the right role at the right time • Identify and articulate a long-term vision for the future • Hold people accountable • Strong commitment to staff development - 2001 leadership survey

9. The Essence of Leadership • Attention through Vision • Creates focus • Sets clear expectations • Instills and empowering self-confidence in others • Meaning through communication • Uses metaphor • Attentive to symbolism of small acts • Trust through positioning • Accountable, Predictable, Reliable and Persistent • “Walks the talk”

10. The Essence of Leadership • Creative deployment of Self • Recognizes strengths, compensates for weaknesses • Has positive self – regard • Has commitment to continuous learning • Has a focus on achieving success rather than avoiding failure • Emotional wisdom (accept people as they are; focus on the present rather than the past; treat friends and strangers courteously; trust others in the face of risk; be able to do without constant approval of others)

11. Becoming Better and New In the end, our effectiveness as leaders will be determined by our ability to create value for our organizations, communities and ourselves.

12. The meaning and making of Leadership Leadership is a journey toward vision And purposeful action. What do I see ? What does it mean ? The key questions of leadership are ancient And timeless, but have never been more Important now ! What should I do ?

13. Speed and Magnitude - CVF Long-term development New CLAN Collaborate Interdependent ADHOCRACY Create HIERARCHY Control Dependent MARKET Compete Independent Short-term performance Better

14. The Hierarchy competency (control) • Inwardly focused and disciplined, concerned with improving quality and cutting costs out of production • Extensive processes, systems and technology are hallmarks of this quadrant • Large numbers of standardized procedures and an emphasis on rule-reinforcement and consistent product • Found anywhere failure is not a viable option, e.g., Medicine, Transportation, or Military services

15. The Hierarchy competency (control) • The wisdom of Hierarchy is that it serves to eliminate errors and increase the regularity of outcomes • Hierarchy leaders gravitate toward incremental transformational efforts and prize process planning techniques such as reengineering and total quality management.

16. Information management, Documentation Stability, Control, Continuity INTERNAL FOCUS Procedural sterility, Trivial rigor Habitual perpetuation, Ironbound tradition THE FROZEN BUREAUCRACY Positive & Negative Zones

17. Approach than in a straight forward Supports logical, methodical approach Present specifics Assure no surprises Follow through document Provide long-term guarantees Planner / Organizer Details Precise decisions One right way Conservative/ cautious Low pressure Logical Problem solver Persistent Follows procedure Communication and Behavior styles

18. The Market competency (compete) • Found most where companies are publicly traded and must demonstrate short-term profitability for shareholders • Firms that sell pharmaceuticals, consumer electronics and financial services are typically located here • Perceiving the external world as hostile and customers as self-interested and choosy • Leaders judge their success on competency share, revenue, brand equity and profitability

19. Productivity, Accomplishment impact Direction, Goal clarity, Planning STABILITY Perpetual exertion, Human exhaustion Undiscerning regulation, Blind Dogma THE OPPERESIVE SWEAT SHOP Positive & Negative Zones

20. Be clear, specific, brief and efficient Stick to business Present the numbers Preferably WHAT questions Provide service choices Take issues with facts Supports, use discretion Goal oriented Action oriented High achiever Decisive Love challenges Tough Control oriented Competitive Communication and Behavior styles

21. The Clan Competency (collaborate) • Constant attention to new information and to managing resistance to new ideas • Communication systems and partnerships are sensitive to the needs, abilities and ambitions of everyone in the organization • To leaders in this quadrant, the purpose of an enterprise is to build relationships, nurture community and empower individuals, as much as making tangible goods

22. Commitment, Morale, Human development Participation, Openness, Discussion ADAPTABILITY Extreme permissiveness, Uncontrolled individualism Inappropriate participation, Unproductive Discussion THE IRRESPONSIBLE COUNTRY CLUB Positive & Negative Zones

23. Start with a personal commitment Sincere interest in others as a person Listen well, responsive and supportive Work to achieve goals Ask HOW questions Be informal, orderly and friendly Sees potential in people Good listener Encourage participation Builds teams Respects differences Empowers people Creates trust Helps people grow Builds commitment Communication and Behavior styles

24. The Adhocracy Competency (Create) • Focused on the external world • Designed for flexibility and adaptability • Popularized by a tidal wave or high-tech and biotech companies that now populate the world • Highly responsive to turbulent and accelerating conditions • Leaders in this competency judge their success on the innovativeness and future-readiness of their products, services and ideas

25. Innovation, Adaptation change External support, Resource acquisition, Growth EXTERNAL FOCUS Premature responsiveness, Disastrous experimentation Political expediency, Unprincipled opportunism THE TUMULTUOUS ANARCHY Positive & Negative Zones

26. Be stimulating, Boundary less Talk about people, their goals Support intuitions Provide ideas for implementation Perceive people as important Recognize their accomplishments Dreamer Loves ideas Creative Learns from failure Generalizes Persuasive Visionary Fast Excitable Enthusiastic Communication and Behavior styles

27. LEARNING - A Past Guiding Belief: Good is the opposite of bad • Medicine studies disease to learn about health • Psychology studies abnormalities to learn about normalities • Therapists examine disfunctionality to learn about healthy functionality

28. LEARNING – Excellence as a deviance • High performance is significantly different from normal performance • Excellence is as critical to understand as is poor performance • Focus on the positive instead of trying to fix the negative

29. Organization culture The collective expectation system, which reflects the explicit and implicit rules that determine how people behave It’s how we do things around here!

30. Where does culture come from? Interaction in the face of uncertainty: those behaviors we exhibit under stress Expectations emerge over time: everyone acclimates to the culture and adjusts accordingly

31. Why does culture matter? Culture dampens adaptation and change (50% of all change efforts fail) Healthy cultures make money

32. Results from the University of Michigan pressing problems survey 10. Improving Internal processes 9. Maintaining work and life balance 8. Aligning Vision, Strategy and behavior 7. Improving customer satisfaction 6. Staying ahead of the competition 5. Producing high quality goods and services 4. Managing time and stress 3. Thinking and planning strategically 2. Maintaining high performance climate 1. Attracting, keeping, and developing good people

33. Senior management gap analysis Top 5 – More of a problem • Designing and implementing effective compensation system • Dealing with issues of e-commerce • Growing the Organization • Growing the customer base • Developing the future leaders of the company

34. Middle management Gap analysis Top 5 – More of a problem • Planning and Managing a career • Managing projects • Personally coping with constant change • Managing time and stress • Managing the boss

35. Jack Welch’s management approach Clan • Spends time on people • The best thing you can do for the bottom 10% is let them know they’re on their way out • My mother taught me to kick and kiss • I’d like to have a personal relationship with every person in the company • Personal, hand written notes Hierarchy • Systems are in place • Rigorous measurement • He knows the details of business • Bureaucracy is eliminated

36. Jack Welch’s management approach Adhocracy • We can change everyone’s job • We had to get out of those businesses; they were yesterday’s business on their way out • He could see all the way to the horizon • No one accused him of having a passion deficit

37. Jack Welch’s management approach Market • Don’t let anyone get between you and your customer • I want us to be young in less than a year • I went harder when criticized • Focuses too much on bottom line • Always does several things at once • If we go digital we’ll own the business • We’re here to make this transition perfect

38. Customer satisfaction and complaints – Evidence from research • A typical business hears from only 4% of its dissatisfied customers. The other 96% just go quietly away… and 91% never come back • A survey on “Why customers Quit” fond that: 17% move away or leave away for competitive reasons, 14% dissatisfied with product, and 69% unpleasantness by an employee/ sales person • On the average, a typical dissatisfied customer will tell 8 to 10 people about the problem. One in five will tell 20 • It costs 7 to 10 times more to get a new customer than to keep an existing one

39. The five dimensions of emotional intelligence The ability to manage oneself • Self – awareness • Self – regulation • Self – motivation The ability to manage others • Empathy • Interpersonal competence

40. Two major obstacles to effective communication Defensiveness • When individual feels threatened or attacked • Self-protection becomes paramount • Energy is spent on constructing a defense rather than on listening Disconfirmation • When individual feels incompetent, unworthy, or insignificant • Attempts to reestablish self-worth take precedence • Energy spent trying to portray self-importance than on listening

41. Power External source Capacity to get others to do what you want Relatively few have power Leads to competition Can be bestowed on another Empowerment Internal source Capacity to get others to do what they want Almost everyone can have empowerment Leads to cooperation Can not bestowed on another; must be self-developed Differences between Power and Empowerment

42. Mr. J JIrani – a CEO must do (1985) • Develop a personal vision • Tell the truth about current reality • Do the tough things no one else wants to do (be respected rather to popular) • Restructure the top team, if necessary • Build a powerful guiding coalition • Guide the created shared vision

43. Mr. J JIrani – a CEO must do (1985) • Take the responsibility of main change agent • Create endless opportunities for two-way communication • Create opportunities for innovation • Maintain focus • Realign HR systems • Model the desired managerial behavior – above all maintain CREDIBILITY • Preserve the core values of TATAs and SELF

44. Mr. Kishore chauker– key attributes of effective leadership • Risk taking • Courage of conviction • Open minded • Ability to decide (grasp and synthesize) • Ability to inspire • Communicative • To choose right people • Ethics • Have followers (Precipitate change)

45. Thanks