The document discusses leadership in an organizational context and provides examples of leadership success and failure. It outlines a six-stage leadership pipeline model involving developing skills and experience at each stage from individual contributor to enterprise manager. Key challenges in developing leaders are a lack of people and relationship skills. Common leadership development strategies involve training, coaching, feedback, and experiential learning opportunities. Developing strong leaders requires identifying potential early and holding senior leaders accountable for coaching and developing others.

1. ANURAG SHRIVASTAVA
HRNEXT
LEADERSHIP – AN ORGANISATIONAL
CONTEXT
ISB&M, PUNE 27TH FEB 2012

2. LEADERSHIP
 CASE STUDIES OF SUCCESS AND FAILURES
 LEADERSHIP PIPELINE
 ORGANISATIONAL INITIATIVES
 WHAT YOU CAN DO

3. WINNING LEADERSHIP
- CEO FINANCIAL SERVICES
 PUTTING PEOPLE FIRST
 HIRING FOR VALUES – PASSION,DESIRE TO WIN
 KNOWING THEM WELL. REALLY WELL
 TRUSTING THEIR ABILITIES
 CREATING AN AUDACIOUS GOAL
 BE #1 IN PRIVATE SECTOR BY 2006
 BE #1 OVERALL BY 2007
 COMMUNICATE SEAMELESSLY

4. HIGH ENERGY CULTURE
 CELEBRATING SMALL AND BIG WINS
 SETTING AUDACIOUS /IMPOSSIBLE GOALS
 PASSION
 INSANELY REWARD THE PERFORMERS -
ROLES AND VISIBILITY

5. LEADERSHIP FAILURE
 START UP COMPANY , CEO FROM
ESTABLISHED ORGANISATION
 CREATIVE ENTERPRISE
 LEADER FROM OUTSIDE, NO CONTEXT
 CHANGE WITHOUT BUY IN
 FAILURE TO INTEGRATE WITH CULTURE

6. CONSEQUENCES
 SMART PEOPLE LEAVE, LEGALISTIC
APPROACH TO RETAIN
 ENGAGEMENT SCORES DIP
 PRODUCTIVITY DOWN

7. WHO IS A LEADER
EVERYONE
 Everyone has potential to be a leader
 Just needs to tapped and nurtured

8. BEING A LEADER
 LIVE THE VALUES ; ALWAYS
 PASSION,COMMUNICATE,INSPIRE
 DEVELOP LEADERS
 NEVER SATISFIED WITH STATUS
QUO, CHANGE
 CHARACTER,INTEGRITY, DOING THE RIGHT
NOT THE EASY THING
 COURAGE UNDERFIRE
 PEOPLE FIRST , SELF LAST
 REWARDS ON PERFORMANCE and VALUES

9. LEADERSHIP IN BUSINESS
 LEADERSHIP IN BUSINESS IS ABOUT
CREATING VALUE
 GROW OR BUY
 DEFINING LEADERSHIP GAPS
 INTEGRATING SENIOR MANAGEMENT INTO
LEADERSHIP DEVEOPMENT PROCESS
 LONG TERM VIEW VS SHORT TERM VIEW
 HIGH POTENTIAL EMPLOYEES
 DEVELOPING INTELLECTUAL CAPITAL AT ALL
COMPANY LEVELS FOR ALL EMPLOYEES

10. LEADERSHIP PIPELINE MODEL
 SIX PASSAGES TO LEADERSHIP
 MANAGING SELF TO MANAGING
ENTERPRISE
 IDENTIFYING SPECIFIC VALUES , SKILLS
AND TIME LINES

11. KEY STRATEGIC CHALLENGE
 FINDING LEADERS WHO ENSURE BETTER
CORPORATE PERFORMANCE AND
GOVERNANCE

12. THREE LEADERSHIP NEEDS
 Strategy, Direction, and Purpose
 Developing Others
 Values

13. Based on the Leadership Pipeline: there are skill, time, and value
development needs at each “leadership turn.”
Source: The Leadership Pipeline, by Ram Charan, Stephen Drotter, and James Noel

14. PASSAGE 1
MANAGE OTHERS
Individual contribution FIRST LINE MANAGER
 Team Player, Technical  Planning , job
expertise design, hiring, delegation, per
formance , motivation, r
 Relationships for personal elationships across
results
 Annual planning, budgets, set
 Using company tools priorities for team
 Daily discipline  Getting results THROUGH
 Meeting personal OTHERS , success of direct
deadlines reports
 Results through personal  Success of unit
excellence, expertise  Visible values and integrity

15. PASSAGE 2
MANAGE MANAGERS
FIRST LINE MANAGER Manager of managers
 Planning , job  Getting results through
design, hiring, delegation, per managers, empowering
formance , motivation, r managers
elationships across  Identifies resistance to
 Annual planning, budgets, set managerial work in others
priorities for team  Longer term planning
 Getting results THROUGH  Coaching on managing
OTHERS , success of direct people
reports  Selecting best management
talent as reports
 Success of unit
 Removing Silos
 Visible values and integrity
 Systems thinking

16. PASSAGE 3
MANAGING MANAGERS TO FUNCTIONAL MANAGERS
 Typically Vice Presidents
 Maturity ; Thinking from multiple perspectives
 Delegate and trust
 Managing upwards and sideways
 Strategic and long term
 State of art , being current
 Business Model , Long term
 Worl closely with business head and not in isolation–
TRICKY WILL BE LOYALTY TO PROFESSION OR TO BUSINESS

17. STRATEGIC THINKING – FUNCTIONAL
MANAGERS
 Business aims
 Positioning in market
 Changes and mid-course corrections in strategy
 Functions contribution to competitive advantage
( Marketing , Finance , Ops etc )
 What must be the contribution
 How does the function impact strategy
 Impact of function on OTHER functions
 How does business generate revenue

18. PASSAGE 3
FUNCTIONAL MANAGER TO BUSINESS MANAGER
 Prioritize “Whole” business
 Values all functions ; not falling into comfort
zone of own functional expertise
 Handling visibility and spotlight ; inspiring
communication
 Continuous rethinking of business
 Putting up a strong team

19. ALIGNMENT

20. PASSAGE 5 GROUP MANAGER
 Managing several group companies and
businesses
 Make decisions on businesses and prioritising
them
 From making business strategies to critiquing
them ; has breadth of thought and learning
 Maintaining cooperative relationship with
corporate office
 50% of time spent in developing and coaching
people ; 25% on strategy and strategy retalated
work

21. Passage 6 ENTERPRISE MANAGER
 Manages enterprise in totality , Visionary
(Ratan Tata, Steve Jobs etc )
 Face to stock market
, board,analysts, government etc
• Delivering consistent top and bottom line results
• Maintaining an edge in executing the strategies
• Shaping the soft side of the corporation such as
people issues ; energising them ; selecting top team
• Setting the direction and vision for the company,
• Managing the company or enterprise in a more global
context

22. DEVELOPING LEADERS
 Coaching
 Training
 Developmental leadership experiences

23. DEVELOPMENT CHALLENGES
 Most managers have great strengths in
strategy , analytical thinking and purpose
 Main gaps are in
 People / Relationship skills
 Values and courage to do things

24. TYPICAL DEVELOPMENT STRATEGIES
Strategic / Skill training
 Self-directed learning
 Custom-designed programs
 Open-enrollment programs
Coaching through
 360º feedback
 Executive coaching
 Formal mentoring
Values and courage
 Action learning
 Job rotation
 Business scenario simulation

25. KEY LEARNINGS
 Identify high potential early; Management
training
 Leaders are not developed through canned
programs ALONE
 Organisations that produce strong leaders have
a process ; which is tied to a succession plan
 Senior people are accountable and set tangible
goals for coaching their reports
 The how of the performance is as important as
the end result
 Knowing people well – really well; spending time

26. QUESTIONS YOU ASK YOURSELF
 DO YOU WANT TO BE A LEADER
 DO YOU HAVE A LEARNING ATTITUDE
 WILLING TO DO THE BEST JOB OF ASSIGNMENT

27. THANK YOU