srini-thecoach

First step in creating High Performance Teams

2011-10-04T01:41:00.000-07:00

Whether an organization has the potential to build high performing teams can be judged from the way the core management members interact with each other. How can the core management go about creating and sustaining high performing teams? Here’s a 5-step recipe to creating high performing teams. Let us look at the first step :

Step 1: Get the right guys in and they will get you where you want to go

Well, how do you know that someone is the ‘Mr.Right’ or ‘Ms.Right’ for your organization? It’s pretty simple. He or she may or may not have great knowledge and skills but it’s important that you hire only those people who share the values of your organization. To get it right, don’t check for the ‘competency fit’, check for the ‘value fit’. Also ask them about their personal vision and mission. If it doesn’t fit with your organizational vision and mission, chances are that you are hiring a ‘passenger’. He is not concerned about the destination of your bus because he is clear from the beginning that he doesn’t want to undertake the complete journey.

It is important to hire the right people who share the vision and values of the organization. And to do that, it is very important for the original core management team to involve itself directly in hiring new people, inducting them and assimilating them into the culture of the organization. When people buy the vision, they no longer work for money. When people own the organization and are passionate about it, it’s only then that the foundation of high performing teams is laid.

Cheers

Srini

Critical Competencies of High Performing Teams

2011-10-03T02:24:00.000-07:00

We discussed the 3 most important competencies for high performing teams in the last article viz: An urgent sense of purpose, Ownership and Intense Communication. Lets look at the other 3 critical competencies:

1. Trust: The success of a high performing team depends on the level of trust that team members have in each other. When team members have faith that their team would help them to honour their commitments, they take on stretch goals.

2. Structured Process: Clear process maps are laid out for the team members to follow, in order to achieve the set goals. There is a structured approach to problem solving. Meetings have a clear agenda and time line. High performing teams have a method in their madness to achieve their team objectives.

3. Equality: High performing team work on the principle of equality. Members have a say on the way the team has to function. Goals and processes are set by the team leader after consultation with all the team members. The report on the teams’ activities is not presented by the team leader but in a meeting of all team members. These team members jointly make a presentation to the top management.

Cheers

Srini

Critical competencies of high performing teams

2011-10-01T04:13:00.000-07:00

For teams to become high performing teams, they need to rise above the habit of mediocrity – mediocre goals and uninspired existence. The team members of a high performing team believe in togetherness. They love being together and working together. There are six critical competencies exhibited by high performing teams. Let us look at the first 3 most important ones:

1. An urgent sense of purpose: For teams to become high performing teams, they need a clear vision and goals. High performing teams understand the overall purpose of the organization and how the team can contribute towards achievement of the common purpose. These teams also understand that any goal not accomplished within the set deadlines will not be effective. Hence all the team members are guided by an urgent sense of purpose.

2. Ownership: Team members know what is expected of them and own their responsibilities.

3. Intense Communication: The interactions among the team members of high performing teams are more clear, frequent, and consistent as compared to other work teams. Communication focuses primarily on goals and building rapport between team members. Team members provide constructive feedback to other members and value the feedback they receive from their peers. Conflicts are resolved constructively through consensus. High performing teams also effectively interact with other work teams with whom they have an interdependent work relationship.

What according to you are the 6 critical competencies of high performing teams?

Cheers

Srini

High Performing Teams

2011-09-28T04:53:00.000-07:00

Do you have a High Performing Team?

2011-09-17T01:31:00.000-07:00

Teams are not a modern phenomenon. Right from the dawn of civilization, humans being social animals, have always preferred to be together as families or tribes. The underlying philosophy of these teams was that each member contributes as per his ability and receives as per his need. However, we all know that communism does not always result in high productivity and morale. Again, the goal of a social team is bonding while the goal of a work team is delivering the results.

Organizations today are all about work teams. Whether it is the board of directors who manage the organization or quality circles at the shop floor, it is all about working in teams. And teams are about diverse people, diverse opinions, interpersonal dynamics and a lot more.

How many teams have you been part of in your career?

Were all the members enthusiastic about being on the team?

Was everyone doing his bit and supporting others too? Or was it that while someone was burning candle at both ends and missing lunch and tea breaks, there were others who sat on the fence and watched the game?

There are teams and teams. There are work groups where members work at cross purposes. There are work groups where members work cohesively but are still not a team. Most teams are good but they are not great. Why is it that high performing teams are very rare? No team is perfect. But if you want a great team, you need to start early at creating a team and you need to work hard to make the team work.

Cheers

Srini

The clouds of recession are giving way to hopes of a strong economic revival

2011-09-16T03:14:00.000-07:00

The clouds of recession are giving way to hopes of a strong economic revival. Or so it seems. Inflation is sky-rocketing but companies are hiring too and good increments and pay rises are back in the news as companies are expanding and diversifying to make the most of the opportunities after the recession.

Steve Ballmer,CEO,Microsoft estimated that about 3,00,000 jobs would be up for grabs in the next five years in “ cloud computing “. There’s more good news for Indian IT professionals. IT major Capegemini has reslved to have 50% of its overall global workforce from India by 2014. The Capgemini Group has an imployee strength of 1,12,127 employees as on March 31,2011. The Group plans to recruit 8,000 people for its delivery operations in India this year.

Lest you feel its only the IT sector that’s hiring. Bosch Group has even more ambitious growth plans. And to full growth, hiring competent professionals is a must. Bosch, the world largest auto parts manufacturer, will be investing Rs.2.500cr in its Indian operations and would be hiring close to 7,000 people.

However, the biggest recruiters this year would be the public sector banks. Last year, these banks hired 48,000 people.It is believed that the numbers this year would be much higher. Take Corporation Bank for instance. It plans to add a whopping 200 branches this year and recruit not less than 1,200 people.

Happy times are here again for job seekers. And HR managers will have to roll up their sleeves and get going.Well, is your company hiring? Is your industry out of the recession? Or are these few exceptional cases of hiring?

Let’s know your opinion.We are waiting to hear from you.

Cheers
Srini

What do managers do ?

2011-08-11T02:54:00.000-07:00

What do managers do ? If you pose this question to a fresh B-School pass out, the answer would be “ Planning, organizing, co-ordination, directing and control ”.That’s the standard text book definition by Henri Fayol and is being learnt by management students since 1916. But Henry Mintzberg’s study reveal otherwise.

The study points out that the perception that managers plan, organize, co-ordinate, direct and control in a systematic manner is a myth. Most managers spend very little time on these activities.

What do managers do? Well, Mintzberg’s study reveals that they do a lot of crisis management, conflict management, developing peer networks and disseminating information. They take decisions, most of the time with little or ambiguous information.

Mintzberg dismisses that “the manager is a reflective, systematic planner” as a folklore. He says ‘Study after study has shown that managers work at an unrelenting pace, that their activities are characterized by brevity, variety and discontinuity, that hey are strongly oriented to action and dislike reflective activities”.

What do you do? What do managers in your organization do? Would you agree with Fayol or Mintzberg?

Let’s hear your point of view

Srini

Google - More than just a search engine

2011-08-10T01:23:00.000-07:00

Most of us use Google for searching on the internet. It’s the most popular online search engine. But do you know that it is the most preferred employer not only in the IT sector but also the best in the country out of all sectors?

Well, here are some home grown simple effective ideas that have worked for Google.

If an employee is passionate about an idea, Google allows its employees to give 20% of their time to spread awareness abut the idea across the company. This initiative boosts innovation at Google. There is also a “Peer Bonus” program whereby you can nominate your peer who has helped you in your project. This brings about team work and also recognizes those who go the extra mile to help their peers.

There is no HR Department at Google India Pvt.Ltd. You have a “ People Operations” function. Generally this function is full of HR and OD specialists but at Google, you have consultants, PhDs and statisticians besides the HR specialists. That’s a heady mix but it works great for Google.

Innovation, flexibility and teamwork in the buzz word at Google.

What do you like about your organization?

Lets know

Cheers

Srini

The Internal Business perspective of The Balanced Scorecard

2011-07-27T04:41:00.000-07:00

We discussed the Finance & Customer perspectives of The Balanced Scorecard in my earlier blog. Hope you enjoyed it and it added value to you.

The Internal Business perspective asks: "What do we need to correct within our own business to ensure we deliver the value propositions the market needs and expects?"

Say, a manufacturer wants to be the low price leader in the market place. It needs to drive down all internal costs of production and marketing. To meet this goal, a manufacturer would need lower labor and material costs than its competitors. Even marketing costs would have to be reduced. Questions about the Internal Business Perspective need to be uncompromising. Perhaps the question should be "What must we be excellent at?" Or, in the words of Jim Collins, "What must we be best in the world at?"

Nothing in business is static; the Innovation and Learning perspective asks "how do we develop and grow in order to continue to create value?" In 1903 the economist Joseph Schumpeter coined the term "the creative destruction of capital." He was referring to the need for corporations to regularly tear down much of what they have built, reconfigure and move forward with new, different and more highly developed value propositions. This process is more necessary to success than ever. Businesses that fail to "creatively destroy" will inevitably give way to business that can.

To achieve the cultural change that allows "creative destruction," manufacturers turn to initiatives that improve innovation/learning cultures, redesign/manufacturing processes, and sales/administration efficiencies.

In the Financial Perspective, we ask: "how is our strategy and tactical execution translating into profitability and economic viability?" Some feel there is actually no need to review financial measures as they are merely an outcome. Instead, they argue that if the other measures of the Balanced Scorecard are all carefully watched, financial success will naturally follow. This may be true in some cases, but it is not always true. For example, low cost companies might watch their cash position all but evaporate if there were not enough buyers for their products — no matter how efficiently they are produced.

Therefore, the Financial Measures Perspective asks two distinct questions:

Are we making a profit in the activities in which we are engaged and therefore growing the company/increasing shareholder value?

"Do we have the appropriate levels of cash to operate both in the short term and the long term?"

Used effectively, the Balanced Scorecard can be an effective tool for evaluating Organizational performance.

What’s your view? Let’s know

Cheers

Srini

Balanced Scorecard

2011-07-27T04:40:00.001-07:00

What Is a Balanced Scorecard?

Since its introduction in 1992, the Balanced Scorecard approach to enterprise management has enjoyed a rapid rate of adoption in a variety of industries. More than just a grouping of financial measures, it is a strategic assessment tool that can accurately portray a business unit's strategic progress. The Balanced Scorecard asks managers to consider their business from four perspectives:

The Customer
Internal Business
Innovation & Learning
Financial

Note that only one perspective focuses on the financial metrics.

The implication: Focusing only on financial assessments of performance is not enough to improve an organization. Your industry includes many measurable and actionable variables — exactly the type of metrics used in the Balanced Scorecard.

Let’s look at the Customer Perspective. Robert Kaplan, one of the originators of the Balanced Scorecard, says customers concerns can generally be broken down into four areas:

Quality
Time
Performance
Service

Within each of these areas there are a number of sub-elements. Take time for example: A customer might be concerned with the amount of time a manufacturer takes to introduce new designs (design cycle), or in how quickly the manufacturer can deliver a product (production cycle).

One of the goals in this perspective is to be perceived as the most innovative supplier to the industry. Clearly then, new product introduction cycle time is a vital statistic, as is the portion of revenues generated by products or services that are less than two years old. Innovators would not want the additional perception of a low cost leader because low cost is inconsistent with innovator’s goals.

Cheers

Srini

Co-dependent behaviour

2011-07-18T22:23:00.000-07:00

Hi Friends,

Yesterday, I was conducting a workshop for a large manufacturing group when I came across a manager who set impossible standards of excellence for himself and his team. You would say he is a perfectionist. Yes, he is. But there’s more to his behavior than just perfectionism.

While interacting with him during the tea break, I understood that his father was a perfectionist and often scolded him as a child if minor tasks were left undone by him. His mother too would always expect him not to leave his things strewn around the house. Keeping the things in their place is a good habit. But this manager’s family was overdoing it.

All this negative parenting led the manager developing some traits. He expects every minor detail to go as planned. He also believes that every small error is a major transgression. He is often stressed because he expects every action of his own and his team members to live up to his ‘ high standards of excellence’.

This manager is a victim of ‘co-dependence’. What is co-dependence? It is a pattern of painful dependence on compulsive behaviours and on approval from others in an attempt to find safety, self-worth and identity. It is also important to note the co-dependent behaviour is learnt behaviour that may have been useful at some point of time in life but is now dysfunctional, harmful and may even be ‘a compulsive sick behaviour ’.

Have you ever worked with a boss who exhibited co-dependent behaviour? Does any of your friend or family member behave so? Finally, are you yourself a victim of co-dependent?

It’s time for a reality check and also some much needed behaviour modification.

Cheer

Srini

2011-07-15T04:31:00.000-07:00

Hi Friends,

We all have been told to “ colour between the lines “ in school. And most of us obediently did what we were told. This obedient behavior was rewarded with a “ A+ “ report card. This was our first class on conditioning to “ conform “ or “ do only whatever is told “.

Linda Moore uses the metaphor “ colouring between the lines” to define and illustrate the conformist behavior in her book “ Release from Powerlessness : a Guide for taking charge of Your Life “.

Have you ever wondered how the “ colouring between the lines “ that once got us great grades in school can be detrimental to our career and personal growth ? By setting limits and boundaries on our creativity, it also narrows our vision and goals. We learn to aim “ within limits “ and live “ within limits “. Some managers also get uncomfortable when any of their team members questions the rationale behind “ working & thinking within the limits “.

I do agree that certain monotonous jobs demand that people follow set patterns but suffocating the imagination leads to a subdued team that does not communicate openly and is adverse to sharing information. Over a period of time, people also avoid conflicts rather than confronting them head – on.

When I talk about the adverse effects of “ colouring between the lines “ in my workshops a few managers point out “ people do have a choice of which colour to use “ as long as they colour perfectly within the lines.

Well, it’s a matter of choice for the organization whether it wants to create a conformist culture or provide a fertile ground for fresh ideas and change. What say ?

Cheers

Srini

Better workplace for women employees

2011-07-13T01:20:00.000-07:00

Hi Friends,

How do you think we can create a better workplace for women employees? What do we need to do differently to retain engagement and motivate them?

The first concern is to evolve as an “equal employer” that doesn’t differentiate its workforce on gender bias. While a few MNCs do have effective maternity policies and offer support for parenting, a lot more needs to be done.

Many organizations abroad offer flexi-time and work from home options. Some even have relaxation rooms at the workplace. Organizations that are concerned about their employer branding like Texas Instruments and Honeywell Inc have introduced crèche facilities. Some even provide playground facilities for children of employees. But these companies are more an exception than a rule. In a recent survey, it was found that Indian manufacturing companies do not prefer to employ women because most women chose to quit their jobs after marriages.

What is your organization doing for your women employees? What do you think needs to be done to improve the lot of working women? Why are there few women leaders like Indra Nooyi, Chanda Kocchar and Shikha Sharma occupying the CEO chair?

Let’s know your views

Cheers

Srini

Crisis Man

2011-07-08T04:33:00.000-07:00

Hi Friends,

What do you think of a person who gets into IIT after cracking the tough entrance test? Brilliant guy? Well, what would you say if I tell you that he quits after two and half years and hadn’t even completed his second year? Well, this guy then joins Indian Bank, Vijaywada branch and gives a shot at IAS without even a postgraduate degree. Isn’t it a classic case of wishful thinking ? Well, he cleared the IAS but stood 68 out of 71 students.

No extraordinary mortal, you may say but this man is now known as a visionary and a leader par excellence. Shri M.Damodaran play a stellar role as the Chairman of SEBI. He is also known as a “crisis man“ as he turned around three banks which were in dire straits viz; The Union Bank of India, Indian Bank and UCO Bank.

Remember how UTI was in the midst of a worst scam. It seemed as if it was the beginning of the end of the financial giant. However, under the Chairmanship of Shri Damodaran, UTI and the nation survived its worst financial crisis.

At IDBI, he brought about seamless communication, empowered managers to take decisions, recognized and rewarded star performers and thereby created a transperent and vibrant organizational culture. Damodaran was also a champion of innovation and ethical governance.

What is his philosophy of life? Damodaran says “I have great belief in God. To every problem God has created, he has left a solution somewhere for us to find”. He feels “ Life is a treasure hunt. It’s about going and finding that solution.”

Success is all in the mind. If you believe you can or you can’t, you’re right both ways.

What do you think of Shri Damodaran’s story and his style of leadership?

Cheers

Srini

Move over IIT’s. Here comes the IIIT’s.

2011-07-01T04:57:00.000-07:00

Move over IIT’s. Here comes the IIIT’s. The HRD ministry has embarked on an ambitious plan to set up 20 new Indian Institutes of Information Technology (IIIT’s) across the country. Spearheaded by former Infosysian Mohandas Pai, these will come up under the Public-Private Partnership(PPP) model.

Each IIIT will have strong research focus and would be multi-disciplinary. Every IIIT would cost Rs.128 crore.50% of the cost would be borne by the Centre, 35% would be borne by the State exchequer and the industry would contribute the remaining 15%.IT giants like Wipro and Infosys have evince interest in assisting in setting up and operating the IIIT’s. However, since the IIIT’s are not just focused on information technology, several manufacturing and other non-IT companies would also be roped in to set up 20 IIIT’s between 2011 to 2020.

The minimum contribution by an industry partner will be Rs.2 crore. The participation of the industry would not be limited to funding alone, companies would also be providing experienced industry professionals as faculties. The partnering companies would also provide internship opportunities for the students.

The PPP model is not new. Most infrastructure projects follow this model and have been quite successful in implementing it. In fact, the IIT’s were also set up under this model.

Do you think IIIT’s would be successful. Would they evolve into institutions of global repute like the IIT’s ?

What’s your take on this? Let us know your view

Cheers

Srini

1st Annual Convocation of the Advanced Academy for Development of Textile Technologists(AADTT).

2011-06-30T03:33:00.000-07:00

Hi friends,

I had the privilege yesterday to be a guest at the 1st Annual Convocation of the Advanced Academy for Development of Textile Technologists(AADTT). The first batch of 10 students graduating from The Academy were awarded certificates by Mr. A.B. Joshi, Textile Commissioner.What’s so unique about this event ?

Well, the textile industry in India is facing an acute shortage of skilled textile professional and managers .To bridge this gap, textile major Alok Industries and leading dyes manufacturer Dystar collaborated to set up this academy in co-operation with several educational institutions across India and companies like ATE Enterprises.

The Academy is a niche institution that identifies, trains and provides placement and career development for textile professionals.Skill development is the need of the hour.India needs to skill over 500 million people by 2022.Academic institutions are imparting theoretical education but we need advanced academics like these set up exclusively by the industry to produce skilled workforce and managers who are updated on the state-of-the-art techniques and technologies.Mr.Dilep Jiwrajka,MD, Alok Industries and Mr. Rajesh Balakrishnan,MD,Dystar India realized that the fast growing textile industry of India urgently needs competent professionals who have a sound technical base and can be developed into leaders of tomorrow.

We need more such institutions to groom engineers and managers.AADTT sums the whole philosophy with its simple tagline “ Leaders create Leaders ”.

Cheers

Srini

How to Reverse Engineer your life?

2011-06-17T04:46:00.000-07:00

Remember the time when you experimented with that old equipment , literally broke it apart to study how it works .Have you ever tried reverse engineering on yourself ?

Hold on. You don’t need to rip yourself apart. All you need is a little bit of introspection to understand yourself better. What makes you happy ? What makes you angry ? What are your strengths and weaknesses ? Self awareness is the first step towards success.

Everybody works. And engineers make most things work .How about working on your life ?

Do you pause for a minute during the day to reflect whether you are just running in the mad rat race or are focused on achieving your goals ? What could you change in your lifestyle to lead a more fuller life ?

Think on it .And please do act …… FAST

Happy Reverse Engineering your life

Cheers

Srini

Do Engineers need emotional intelligence ?

2011-06-14T05:09:00.000-07:00

Hi Friends,

Emotional Intelligence is a required competence for managers and leaders .But what about engineers ? Do they need emotional intelligence ?

I recently came across an article by Evelyn P Gilmore in the July 2008 issue of Engineers Journals titled “Emotional Intelligence for Engineers “.The author investigates whether emotional intelligence is a key performance indicator in the engineering profession. She states that such an ability originates from the concept of social intelligence that was first identified by the psychologist Edward L Thorndithe in 1920.She stresses that every individual needs emotional intelligence to use knowledge and make things happen.

Another author Hugh Curley in blunt. He asks “ Have you been accused of being too much like a computer, too cold , not feeling ? Has your left brain success on the job interfered with your right brain happiness in life ? Do you have the feeling that may be there is life outside engineering ? Do you have a life outside your job?” Hugh further adds “Emotional Intelligence is the ability to know and understand your emotions, recognize the emotions of other people and use this knowledge to creat the greatest mutual good.” Here is the final comment from Hugh Curley “We are creatures of emotion, not logic “.Hugh should know because he is an engineer who made the transition successfully from engineering products and to managing engineers and also to leading a more fulfilling life.

Do you agree with Hugh Curly and Evelyn ? Let’s know
We’re waiting to hear from you.

Cheers

Emotional Intelligence and Leadership

2011-06-14T04:54:00.000-07:00

There is a strong connect between Emotional Intelligence and Leadership.
The leader who has the most powerful impact on the organization is the Visionary Leader. This leader inspires people to a compelling vision and motivates people to give their best. These leaders also share information openly with peers and their team members. Whenever an organization needs a new direction, people look up to the Visionary Leader. Great style you may say but there is a catch. A Visionary Leader tell you where to go but stops shoots of telling you how to get these. These leaders fail when it comes to motivating people who are more experienced or knowledgeable than them.

Have you ever come across a Commanding Leader? They ensure prompt action and are good for crisis management. Morever they lack emotional self –control and are often abusive. These leaders demand absolute compliance from their team members .Nothing short will do.

On the other end, you have the Democratic Leader who is all for participation and creates a harmonious climate in the organization. These leaders are great listeners and value inputs from other but people may feel they are high on listening and low on effective action.

There is more to the connect between Emotional Intelligence and Leadership styles.
We’ll discuss on the same in the next digest.
Cheers

Srini

Constructive Thinking

2011-06-10T04:04:00.000-07:00

Have you heard of the concept of “Constructive Thinking” ?
“You are what you think “ said Buddha.

It’s true that a person’s personality and future is shaped how we think and what we think about.
The mind is the decisive factor in our life.But who decides for the mind? For most people , their emotions rule the mind. And how do emotions get triggered ? An event happens and this triggers off emotions .

Take anger, for instance.Some incident happens at the workplace or at home and it triggers of the “short circuit “ in our brain.How can we control our anger ?How can we stop reacting to events in our life ?

First we need to realize that it’s not the event or the person that makes us angry.It’s our interpretation of the incident or behavior.While our feeling largely shape our thoughts and reactions, its also true that our thoughts can shape our feelings. Feeling are spontaneous while thoughts are conscious decisions. By training our mind to interprete things positively and by training ourselves on emotional intelligence, we can shape our thinking constructively.

Watch your thoughts, for they become words
Watch your words, for they become actions
Watch your actions, for they become habits
Watch your habits, for they become character
Watch your character, for it becomes your destiny
Being positive or negative are habits of thoughts that have a very strong influence on life

Cheers
Srini

Emotionall Intelligence

2011-06-07T03:18:00.000-07:00

They say “People join good companies and leave bad bosses”.If you ever worked with one ,chances are there that you may have worked with one? You would agree with me.

I agree that we are working in a tough environment racing against deadlines and working with minimum resources.Tempers are bound to run high and conflicts at work are bound to happen.

Is a manager responsible only to get things done ? Is it not every manager’s rols to build the morale of the team, keep them motivated and also coach, counsel and mentor them as necessary ? Well this is where Emotional Intelligence comes handy.

We need to be aware of our emotions and also channelize them constructively.Yelling at the top of the voice is not a great sign of emotional balance.Remember the :Haru Sadu” advertisement ?

Emotional Intelligence also teaches how to understand emotions of others , build rapport , manage teams and conflicts.As managers , we owe it to our people t help them realize their potential.

Action Centered Leadership

2011-04-11T05:25:00.001-07:00

Have you ever had to manage a team where team members cannot just work together.? I'm sure most of you must have had to manage such a team at some point in your career. Minor differences are escalated into major conflicts.Blame culture is all prevalent.What do you do to bring the group of individuals together to form a cohesive team? Well supposing you've a great team.However, two of the team members are not contributing as effectively as they should.What happens?The productivity of the whole team suffers.One individual can drag the team's performance down.You need to coach , counsel and mentor the individuals.

As we all know , when none of these work, it's time for memos and disciplinary action. A cohesive team with every individual doing his/ her bit and a little more should achieve great results.Right? Well, even a great team needs directions.In the absence of well defined goals, the team may not achieve it's objective. As a Reader, every manager has to juggle between three focus areas viz : Individual, Team and Tasks.The role of a manager is to set clear goals , help individual team members achieve their full potential and thereby create a high performing team.This model of leadership was published in 1973 by John Adair.It's called Action Centred Leadership. Let me leave you with a passing thought: "What we do as a manager is important .What's more important is what we as managers fail to do." Happy Action Centred Leadership Srini

Who leads the change in the organisation?

2011-04-11T05:15:00.000-07:00

Hi Friends, We all know that Change is inevitable. In an uncertain competitive environment, proactively managing change is the key to success. We need leaders who can question status-quo and inspire the organization to change. However, there are a few questions we need to answer. Who should drive the change in the organization?

The top management, HR , line managers or everyone in the organization? Participate in the poll and let us know your views. Does change happen better through small but continuous improvements or do you need breakthrough transformations? Well, whatever the case, HR has to play the role of a' Change Catalyst' effectively. HR Managers have to play a strategic role in leading for change. It is also necessary to create the right culture for change and innovation. HR has to work closely with the Manufacturing & Quality Chiefs in the organization to form and sustain Quality Circles, Kaizen and Suggestion Schemes. Finally, HR itself has to set an example by changing from a functional focus to evolving as a business partner and finally as a strategic partner.

Cheers

Srini