Tag Archives: Corporate

Exit: Managers Enter: Intrapreneurs

Circa recent past: You’re an efficient Manager at a reputed enterprise. You enter office at 9a.m in full corporate armoury. You fasten your seat belt, focus on deliverables and get cracking. Before you know it, the clock has struck 5p.m. You shut shop and ride back home. This happens sometimes. Most other times, you’re clocking 10 to 12 hrs a day. And yet you hear the one thing you don’t want to hear your boss say – Give me newer ideas and innovations. You feel like chucking it all away and wish like hell that you were an entrepreneur.

Cut to the near future: You’re an Intrapreneur at a reputed enterprise. You enter office at a time of your convenience. You have two-three ideas for new products/ services. You’ve been given the financial backing, the tools and the team. More importantly, you’ve been given the freedom and autonomy to see your ideas through to fruition as though you were your own boss. And yet, you’re still an employee at a reputed enterprise and happily so.

Wondering what this is all about? Well, you just read about the latest phenomenon that is promising to revolutionize the way India Inc functions. We’re talking about Intra-Entrepreneurs, stylishly called Intrapreneurs. Who are they? An intrapreneur is any enterprising, passionate and driven employee who is full of ideas and result-oriented innovation. But that’s just the cake. The icing is the fact that this entrepreneurial employee is backed and supported by his employers to innovate and realise ideas for the enterprise.

Think that this a fantastic development? We think so too. Now take a moment and imagine the happy repercussions of this welcome change. Attrition rates will probably fall to negligible levels. Innovation will no longer remain on the wish-list of companies but become a way of life. Hierarchies will be dismantled to usher in open work-systems and banish that dreaded word –Silo from corporate jargon. And not to forget, the utopian idea of a work-life balance will become an enjoyable truth. The list of course is endless.

Why did we choose this topic as our very first blogpost? That is because at Pragati Leadership, it is our mission to transform organizations through wholesome leadership. It has been so for the past 25 years during which time some of the biggest Leaders have come to us for developing leaders within the organisation. Not because they’re in positions of power by circumstance or default but because they are there to lead by example. And they believe in what we’ve believed all this while – that every individual, team, organisation, society and civilization has infinite potential. Our purpose is to help in the expansion of that very potential in order to create a wholesome world.

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Spir-IT Summit Coming Up: My Thoughts

India’s Transformation will depend upon three ITs :  Information Technology, Inspired Teaching and Inner Transformation.

India’s Transformation will show the way for International Transformation.

A closer  look at the IT Industry in India shows a pressing need for Inspiration, Integration and Innovation.

We need to see a thriving of Wellness in all areas.

At the heart of a thriving IT industry is thriving people. People who are  healthy, joyous and professionally excellent in their domains. They work in green and nourishing environments with some of the best talent you can find. The IT industry  also needs some people to collaborate across domains/ areas of expertise and traditional verticals.

Maybe even across different organisations which specialize in different areas.

This will enable them to co-create Innovative Solutions which deliver more value at lower costs for global clients.

Pragati Leadership has always believed that there are vast Inner resources in all of us which can be tapped.

Research on Meditation and Presence shows direct links to higher creativity, more equanimity and better health.

The SPIR-IT summit is an opportunity to listen to the wisdom of gathered CXOs from the IT Industry in Pune…what has worked for them, what is their vision, and what we can all do together.

When we all work together for the well-being of people in the IT Industry, Pune will come even closer to showing the rest of India, that there is more value in collaboration and co-creation than in competing.

by Arun Wakhlu

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Developing a Second Line of Leadership

Leadership is ultimately about developing other leaders. There are many qualities of leadership that we seek in our leaders that are highly valued e.g. Integrity, Business Acumen, Power of Vision etc. These are certainly important. However the primary task of leadership is to develop other leaders and therefore build organization capability for the present and the future.

The role of a leader is to create successors for their role and that of other critical roles in the organization. However, in most cases this is the one aspect of the leadership role that receives inadequate attention. At the organizational level too, this remains an area of challenge.  In a recent study conducted by Bersin and Associates for over 700 Human Resource and Learning and Development Managers- the number one challenge they all stated was “filling gaps in the leadership pipeline.” And yet there is overwhelming evidence that organizations who have a depth of leadership deliver better business results! In another study conducted by Hewitt Associates (TCFL – Top Companies for Leaders study), a clear co-relation was identified between building leaders and achieving significant business targets.

Companies are realizing that building leaders and developing potential successors for critical roles in the organization is of strategic importance for the organization’s growth. Indian companies have started putting this on top of their strategic people initiatives. In the same study it was also found that five of twelve companies that have robust practices of developing leaders in the APAC region, were Indian! These included organizations such as ICICI Bank, Aditya Birla Group, Infosys, Wipro and Hindustan Unilever Ltd.

The role of developing leaders from within is the responsibility of three broad stakeholders:

  1. The CEO and the Board of Directors: The role of most CEO’s is to grow the business and ensure operational excellence. What attracts their attention therefore in most cases is the strategic planning process, future growth prospects, operational optimization etc. The role of the CEO in building leaders is often delegated to the Human Resource/ Learning and Development functional head. And yet, this is probably the most important aspect of the CEO’s role: building the human capital for the organization to grow and flourish. The role of the CEO is therefore to be the catalyst and champion for Leadership Development at all levels. This would start by personally identifying and developing as many potential CEO candidates for his/her role. It would then continue by offering opportunities to these candidates to learn, excel and grow in their exposure to the business by personal coaching.Similarly, there are very few Boards who would have the agenda of CEO and senior Leadership Development as part of their regular Board agenda. In cases, where the Board asks for reports on the Leadership Development as much as they ask about profitability and strategic alliances, the agenda of People Development gets a firm footing in the company.
  1. The role of Human Resource/ Learning and Development Function: Development of Talent and specifically development of leaders in the organization is one of the critical areas that the Human Resources and the Learning and Development Function of organizations needs to pay attention to. It would start by identifying Leadership Competencies for the present business as well as the future. People across the organization would then need to be mapped on this. Interestingly while most organizations do have a competency framework, most of the time this is limited to functional competencies or then soft skills. Clear leadership attributes and behaviours are not always identified.Then an integrated Leadership Development framework and programmes need to be institutionalized and implemented. It is very important to make this a business initiative and not just an HR initiative. Interventions for developing leaders need to be done at all levels in the organization. This would ensure that the leadership capability for all gets enhanced. This would then result in better leadership band-width in the organization. Special programmes for high potential/ emerging leaders also need to be run as accelerated leadership development programmes. These would need to have opportunities for the leaders to experiment with new business opportunities/ challenges beyond their existing roles.Internal Coaches and Mentors are helpful in developing internal Leaders since they can support and accelerate the process of tacit knowledge and experience sharing. The Essar Group in India has based their entire Leadership Development initiative on the practice of Coaching and Mentoring.
  1. The role of Individual Leaders: Each Manager and Leader in an organization needs to own their role of being mentors and people developers for their respective teams. In our own experience of working with over 1,00,000 people in over 600 organizations, we have experienced that when line managers assume the role of HR managers of their own teams, they are able to develop leaders for their functions. This can happen when People Development and Leadership Development are seen as their primary role. Getting results is a by-product of this primary role. Such leaders need to do so by paying attention to processes like the Performance Management System and by recognizing its importance in tracking both the potential and performance of their team members. Similarly they should be interested in the competency building and the training and learning initiatives for their teams. They could sit with their teams prior to them being sent for training and clarify their expectations. After the training, they further need to track the improvements the person is making on the job and give constructive feedback. Such Leaders should also spend time with their team on a one on one basis, coaching and supporting their colleagues. They need to ensure that the team has exposure to new concepts and best practices of similar industries, so that they are familiar with the external environment.They need to be passionate about their roles as “People Developers” and spend more than 50-60% of their time on this aspect of their role. Delegation will ensure that they are building capability within their own function.

Leadership Development would require leaders to be supremely confident of themselves and their capability. Only leaders who are secure and focused would want to develop other leaders in their own functions and teams.

Organizations that are led by wise and visionary leaders and are supported by a proactive and credible Human Resource/ Learning and Development function create a cadre of leaders who promote building the leadership pipeline from within.

About the author: Anu Wakhlu. View Anu Wakhlu’s video profile

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RE-SOLUTIONS

Organisations are much like humans. They grow, they forge and manage relationships, they play nurturers and yes, they want to live past a hundred. It would make sense for organisations to do another human thing – make New Year resolutions (beyond the financial goals they set for themselves every financial year!!)

Here are a few things that I would love to see organisations resolve to do, starting this year:

Focus on Strengths – Align people to roles where they can use their innate Strengths as opposed to roles where they are merely competent. This is what will move your organisation from “competent” to “Strong”.

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At the very least, Employ a Competency based approach – Use Competency Based Interviewing (preferably in conjunction with Strengths instruments) and use Assessment Centres before promoting employees. The science will take the guesswork out of hiring and promoting, saving organisation the heavy costs that result from poor performance and rehiring.

Focus on creating “Interpersonal Wealth” – It’s a more equal world than ever before. Traditional

power roles don’t hold much importance any more. Employees are less intimidated by their bosses than they used to be. There is a plethora of options out there today.

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Similarly, wives are not subservient to husbands and children are not to their parents (at least in the urban world). It is just not possible to pull rank, to get things done on the basis of hierarchy – there is no hierarchy. What is needed is excellent interpersonal skill – so good that it gets termed

“Intrpersonal Wealth”! From just getting along to forging deeper relationships to having enough personal power to influence outcomes, it is interpersonal wealth that will be responsible for making organisations thrive. The smart organisation will invest in helping their employees develop this because it will impact not only their relationships with their customers and peers but also impact how well they are doing in their personal lives. Just like some organisations are investing in…

The physical health of their employees – Repetitive Stress Syndrome, Carpal Tunnel, Blackberry

Thumb, Computer Vision Syndrome, neck and shoulder pain, Deep Vein Thrombosis, Insomnia, Stress, what not! The human body is more perishable a resource these days than it ever was! Mandatory Provident Funds and Insurance are not enough. Mandatory exercise and fitness levels, mandatory limitation on working hours, mandatory vacations, ergonomic seating, “optional standing desks” and counsellors in the office – there are some things that are being done by some organisations. Many more need to be still done by a lot more organisations. The definition of workplace safety too needs to be revisited.

Employee Engagement – For those organisations that are not measuring and improving engagement yet, please partner with organizations like Gallup, Mercer, Hay Group or us. It’s a vitally important metric and in an increasingly competitive and dynamic marketplace, it is set to become even more important. In fact, I would like to see it being discussed at shareholder meetings!

Ethical – We live in difficult times, corrupt times. Recent political events in India suggest that there’s a wave rising against (financial, if not yet moral) corruption. If this is a genuinely new India, it won’t be long before people start paying more attention to corporate corruption (eg. data manipulation or payoffs to obtain ISO or eSCM type of certifications; or corporate-politician nexuses). These are times to be exemplary leaders, to show other organisations and employees the way.

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Environment – There are more reasons why these are difficult times. Industry and humanity are almost locked in a battle for our earth’s meagre resources – water, land, minerals etc. It’s an age where the words “more” and “consumption” are possibly heard more In conversations than “thank you” and “please”! No one knows the meaning of moderation or restraint (neither corporations, nor politicians, nor the affluent, nor the middle class, nor Phaneesh, nor Tejpal). In such times, it’s important to think about the impact of our actions on others now and on ourselves eventually.

We need to stop and think about how what we do affects those around us. Trees, tribals, minerals, mountains, seas, soil, air, water, fuel.

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 CSR – Being responsible members of society. Ensuring the well being of the vicinity and the people we share this landmass with.Walking the path of the man who spoke of pursuing the greatest good of all.

About the Author:

Aman Zaidi, The author is passionate about employee engagement and facilitates a signature workshop called Creating Involved Employees

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