This document provides an overview of a session on organizational leadership challenges in the recruitment industry. The session aims to understand theories of leadership, competencies required of modern leaders, and challenges currently facing the recruitment industry. It outlines the session plan which covers definitions of leadership, major leadership theories, organizational leadership challenges, and leadership imperatives. It discusses traits of effective leaders, situational leadership theory, and challenges such as competitive environment and staff turnover. It emphasizes the need for leaders to develop skills like motivation, strategic thinking, and change management to address challenges through innovation, client value addition, and talent retention.
2. ODE TO A MARTYR
Lt Navdeep Singh, AC
“HOW CAN A MAN DIE
BETTER THAN FACING
FEARFUL ODDS, FOR THE
ASHES OF HIS FATHER
AND THE TEMPLE OF HIS
GODS”
LORD MACAULAY
3. THOSE WHO BUILD GREAT COMPANIES
UNDERSTAND THAT THE ULTIMATE
THROTTLE ON GROWTH FOR ANY GREAT
COMPANY IS NOT MARKETS OR
TECHNOLOGY OR COMPETITION, OR
PRODUCTS. IT IS ONE THING ABOVE ALL
OTHERS: THE ABILITY TO GET AND KEEP
ENOUGH OF THE RIGHT PEOPLE.
Jim Collins
4. OBJECTIVES OF THE
SESSION
TO UNDERSTAND THE CONCEPT AND
THEORIES OF LEADERSHIP – LEADING IN
TIMES OF UNCERTAINTY
TO UNDERSTAND COMPETENCIES AND TRAITS
DESIRED IN TODAY’S LEADER.
TO REVIEW LEADERSHIP CHALLENGES
CURRENTLY FACING THE RECRUITMENT
INDUTRY
TO DEVELOP LEADERSHIP COMPETENCIES,
NECESSARY TO FACE THESE CHALLENGES
5. SESSION PLAN
PART
I- WHAT IS LEADERSHIP?
PART II- LEADERSHIP THEORIES
PART III- ORGANIZATIONAL LEADERSHIP
CHALLENGES
PART IV- LEADERSHIP IMPERATIVES
7. WHAT DO THE FOLLOWING LEADERS
HAVE IN COMMON?
INDIRA NOOYI-PEPSI CO
VIKRAM PANDIT-CITIBANK
NARAYANA MURTY-INFOSYS
LAKSHMI MITTAL-ARCELOR MITTAL
ANSHU JAIN- DEUTSCHEBANK
AJIT JAIN- BERKSHIRE HATHAWAY
NIKESH ARORA- GOOGLE
AJAY BANGA- MASTERCARD
SANJAY JHA-MOTOROLA
ANAND MAHINDRA- MAHINDRA GROUP
8. Managers and Leaders
1.
Administers
1.
Innovates
2.
A copy
2.
An original
3.
Maintains
3.
Develops
4.
Focuses on system and structure
4.
Focuses on people
5.
Relies on control
5.
Inspires trust
6.
Short-range view
6.
Long-range perspective
7.
Asks how and when
7.
Asks what and why
8.
Eye on the bottom line
8.
Eye on horizon
9.
Imitates
9.
Originates
10.
Accepts the status quo
10.
Challenges the status quo
11.
Classic good soldier
11.
Own person
12.
Does things right
12.
Does the right thing
Prentice Hall, 2000
Chapter 10
8
9. THE LEADERSHIP JOURNEY
INVOLVES--- LEADERSHIP
OF SELF LEADERSHIP OF PEOPLE
LEADERSHIP OF TEAMS
LEADERSHIP OF COMPANY
LEADERSHIP OF SKILLS
LEADERSHIP OF CAREER
LEADERSHIP OF CULTURE
10. THE HEDGEHOG CONCEPT
OF LEADERSHIP
Foxes
vs hedgehogs- the essence of
profound insight is simplicity
Intersection of three circles
Abilities, not egos determine what one
attempts
Understanding what one can be best at (and
cannot be best at)- core competence
11. WHAT ARE YOU DEEPLY
PASSIONATE ABOUT
WHAT CAN YOU BE THE
BEST
IN THE WORLD AT
THREE CIRCLES OF THE
HEDGEHOG CONCEPT
WHAT DRIVES YOUR
ECONOMIC ENGINE
14. House’s Path-Goal Theory
Employee Characteristics
- Locus of control
- Task ability
- Need for achievement
- Experience
- Need for clarity
Leadership Styles
- Directive
- Supportive
- Participative
- Achievement oriented
Employee Attitudes
and Behavior
- Job satisfaction
- Acceptance of leader
- Motivation
Environmental Factors
- Employee’s task
- Authority system
- Work group
15. Hersey and Blanchard’s
Situational Leadership Theory
Leader Behavior
High
Low
Low
High
Low
R4
Selling
S2
Explain decisions and
provide opportunity for
clarification
Delegating
S4
Turn over
responsibility for
decisions and
implementation
Relationship Behavior
(supportive behavior)
Participating
S3
Share ideas and
facilitate in
decision making
Telling
S1
Provide specific
instructions and closely
supervise performance
Task Behavior
High
Follower Readiness
Moderate
R3
R1
Follower-Directed
R2
Leader-Directed
16. Situational Leadership® Model:
Situational Contingency
Readiness: a follower’s ability to set high but
attainable task-related goals and a willingness
to accept responsibility for reaching them
Not a fixed characteristic of followers—depends
on the task
Readiness level of followers influenced by:
training received
commitment to the organization
technical expertise
experience with the specific task
and so on
Chapter 15: PowerPoint 15.17
17. Situational Leadership® Model:
Changing a Leadership Style
Telling style: leader provides clear instructions, give
specific directions, and supervises the work closely
Use when followers are low in readiness (R1)
Selling style: leader provides direction, encourages
two-way communication, and helps build confidence
and motivation on the part of the follower
Use when followers are somewhat moderate
in readiness (R2)
Chapter 15: PowerPoint 15.18
(continued)
18. Situational Leadership® Model:
Changing a Leadership Style (cont’d)
Participating style: leader encourages followers to
share ideas and facilitates the work by being
encouraging and helpful to subordinates
Use when followers are moderate in readiness
(R3)
Delegating style: leader turns over responsibility for
making and implementing decisions to followers
Use when followers are high in readiness (R4)
Chapter 15: PowerPoint 15.19
25. Workers That Are
Experienced or
Highly-Trained
Jobs That Are
Unambiguous or
Highly Satisfying
Is Leadership
Always Relevant?
Workgroups
That Are Cohesive
Prentice Hall, 2000
Chapter 10
Goals That Are
Formalized or
Rules That Are Rigid
25
26. IF YOU ARE NOT CONTENT WITH SOMETHING IN YOUR
CAREER AS A LEADER OR SOMETHING IN YOUR LIFE DO
SOMETHING ABOUT IT. AND IF ACTION DOES NOT
WORK,THEN DO SOMETHING ELSE, KEEP TAKING ACTION
TILL YOU ACHIEVE THE RESULTS YOU DESIRE--- WHETHER IT
IS STAFF MORALE,RELATIONSHIPS, MONEY----TALKING
MOANING AND FEELING BAD COUNTS FOR NOTHING.
CONSISTENT AND RELENTLESS ACTION IS EVERYTHING.
DAVID TAYLOR
28. SOME FACTS(TJ Survey 2012)
73% employers consider leadership and
management experience as most important for the
leadership position.
42% of employers use assessment based on
records for screening CXO position candidate
41% of surveyed employers consider level of
responsibility for fixing CXO salary
34% of employers consider personal interaction with
previous boss as an important hiring factor
29. HIRING PATTERNS
43%
prefer hiring senior management from
outside company but within industry
16% prefer hiring prefer hiring from within
company
11% prefer hiring from outside industry.
31. Rainbow of Organizational Excellence
Business Results
Human Resources Focus
Process Management
Process Management
Partnership development
Partnership development
Strategic Alignment
Strategic Alignment
Customer Focus
Customer Focus
Organizational Innovation
Organizational Innovation
Leadership
32. CHALLENGES BEFORE
MANAGERS
COMPETITIVE
ENVIRONMENT
TECHNOLOGY UPGRADATION
QUALITY OF DELIVERY
DEMANDING CLIENTS
SLOWDOWN IN CERTAIN SECTORS WITH
REGARD TO HIRING OUTLOOK
STAFF TURNOVER
IN HOUSE RECRUITMENT BY
COMPANIES
33. FACING THE CHALLENGES
WIDENING RANGE OF SERVICES
VALUE ADDITION TO CLIENTS
LEVERAGING EXPERTISE/CORE COMPETENCIES
WIDENING CANDIDATE BASE THROUGH REFERRALS AND
SOCIAL NETWORKING SITES
INTERFACE WITH ACADEMIA AND WITH PROFESSIONAL
BODIES
FOCUS ON THE HUMAN ASPECTS OF RECRUITMENT
MOTIVATING AND RETAINING OWN EMPLOYEES- CAREER
PLANNING AND COMPETENCY BUILDING
KEEPING PACE WITH THE LATEST TECHNOLOGY AND ITS
APPLICATIONS IN RECRUITMENT
MANAGE FOR RESULTS
36. TO BE--
A GREAT MOTIVATOR
A THOUGHT LEADER
VISIBLE AND APPROACHABLE
PROACTIVE AND A GOOD CHANGE AGENT
RESULT ORIENTED
A GREAT LEARNER
A VISIONARY
A STRATEGIST
HANDS ON
37. TO KNOW-- THE
ENVIRONMENT
THE PEOPLE WHO WORK FOR YOU,
THEIR ABILITIES AND ATTITUDES
THE CLIENTS YOU SERVICE
ORGANIZATIONAL AND DEVELOPMENT
NEEDS
THE CORRIDORS OF POWER
TRANSFORMATIONAL FACTORS
38. TO DO
INVEST IN NEW SKILLS ESPECIALLY MENTORING AND
COACHING SKILLS
FOSTER INNOVATION
MOTIVATE AND EXERCISE PERSONAL INFLUENCE OVER
ORGANIZATION AND ITS PEOPLE
USHER IN, OBTAIN SUPPORT AND MANAGE CHANGE
DEVELOP SUBORDINATES
MANAGE EXPECTATIONS
MANAGE PERFORMANCE
THINK STRATEGICALLY
41. NAVIGATING FOR SUCCESS
KNOW
WHERE YOU WANT TO GO
KNOW WHERE YOU ARE NOW
KNOW WHAT YOU HAVE TO DO TO GET
TO WHERE YOU WANT TO GO
DO IT
42. The Five Ps of Leadership
P ay attention to what’s important
P raise what you want to continue
P unish what you want to stop
P ay for the results you want
P romote those people who deliver those
results
43. Good to great companies do not say ” OK
folks lets get passionate about what we
do!” Sensibly , they went the other way
entirely: We should do only those things
we can get passionate about
JIM COLLINS
Leaders should practice openness by keeping people informed, making decision criteria overtly clear, explaining the rationale for decisions, being candid about problems, and disclosing relevant information.
Leaders should be fair by giving credit where it is due, being impartial in performance appraisals, and distributing rewards equitably.
Leaders should speak their feelings because doing so will let others know that they are human beings, not automatons.
Leaders should tell the truth because honesty is essential to credibility.
Leaders should show consistency by knowing their values and beliefs and acting upon them.
Leaders should fulfill their promises because trust requires that people believe that you are dependable.
Leaders should be discreet. If someone tells a leader something in confidence, then he or she should not betray that confidence.
Leaders should demonstrate competence to develop the admiration and respect of others.
Visionary leadership requires the ability to create and articulate a realistic, credible, attractive vision that grows out of and improves upon the present. This vision almost “jump-starts the future by calling forth the skills, talents, and resources to make it happen.” A vision is not a dream. It is a reality that has not come to pass. Unlike a mission statement that conveys purpose but not direction, a vision offers means as well as ends. While goals point to a desired end, they are often value-neutral. A vision contains values and the actions needed to achieve the desired result.
These leaders have three qualities. First, they can communicate the vision to others. Second, they express the vision not only verbally but also by their behavior. Third, they can extend the vision to different leadership contexts.
The key properties of a vision are inspirational possibilities that are value-centered, realizable, and conveyed with superior imagery and articulation. A vision that does not propose a future that is clearly better for the organization is likely to fail.
In a survey of 1,500 senior leaders, 870 of the CEOs from twenty different countries chose a “strong sense of vision” as the dominant characteristic for a CEO in the year 2000. But not everyone is so enthusiastic. Robert Eaton, CEO of Chrysler, believes that the concept is vague and wants Chrysler people to focus of quantifiable short-term results. The debate can be reconciled by recognizing that visionary leadership must be supported by detailed plans.
Conger and Kanguno at McGill University analyzed charismatic leadership qualities. They propose that a charismatic leader has an idealized goal to achieve and a strong personal commitment to the goal. Moreover, this leader is unconventional, self-assured, assertive, an agent of radical change rather than a guardian of the status quo. Charismatic leaders use a four-step process to influence followers: (1) articulates an appealing vision to the followers, (2) sets high performance expectations and asserts that followers can reach them, (3) conveys a new set of values and sets an example for followers to imitate, and (4) exhibits courage and conviction through self-sacrifice.
Charismatic leaders often emerge during times of crisis or massive change in business, politics, religion, or war. However, once the crisis is over, a charismatic leader may become a liability because overwhelming self-confidence and unconventional behavior can interfere with day-to-day business operations.
Certain individual, job, and organizational variables can substitute for formal leaders or neutralize the leader’s influence. Neutralizers negate the leader’s behavior and obviate its influence on a subordinate’s outcomes. Substitutes replace the leader’s behavior and make it redundant. Even though formal leaders can be replaced, leadership cannot. So, leadership will happen, either through informal leaders or organizational channels.
What is VIBGAYOR
As all of you are aware that when white light ray passes through it splits in to 7 colors.
In order to see the white ray of Positive Business Results the VIBGAYOR
i.E.
Leadership
Organizational Innovation
Strategic Alginment
Partnership Development
Process Management
Human resource focus
Customer focus
Shall focus in synergy.
In all of the above Leader ship is the basic foundation to build our house of Organizational excellence.
Everyone can be a leader: Not true. Many executives do not have the self-knowledge or authenticity necessary for leadership. Individuals also must want to be leaders, and many talented people do NOT want that responsibility.
Leaders deliver business results: Not always. If results were always a matter of good leadership, picking and identifying leaders would be easy. Businesses in quasi-monopolistic industries can often do very well with competent management rather than great leadership. Also well-led companies do not always produce short-term results.
People who reach the top are leaders. Not necessarily. People in leadership positions are not always leaders! People may rise to top because of political acumen, fundraising skills or other traits, not necessarily true leadership qualities.
Leaders are great coaches. Rarely. It is possible that great leaders are great coaches but that is seen only occasionally. More typically, leaders excite others through vision, not through coaching.
What makes a leader
Interpersonal Skills
Communication Skills
Humility
Counseling/Mentoring: Leading by example
Team Builder: controlling and evaluating group performance
Planning and Organizing skills
Time Management Skills
Decision Making Skills
Specific Business/Technical Skills
Pay Attention To What’s Important
Pay attention to it in your written and oral communications. Restate the key themes over and over. Don’t undervalue repetition, repetition makes for memory and memory makes for action. Pay attention to it in your casual contacts. John Kotter, in his book to general managers, pointed out that effective general managers make great use of the random contacts they have with people. Those contacts could be in the hallway, at the water cooler, in the elevator, or walking down the street. The seize on those moments to talk about the things and ask the questions that are important to their leadership agenda. You should do that too.Organize you day, your communications, your organizational structures, your reward systems and everything else to pay attention to what’s important and then do that with unremitting diligence.
Praise What You Want to Continue
Praise is your best training tool. In technical terms, praise is a positive consequence that follows a positive action. It’s a reward for something done right. Use praise to get people to continue to do things or to take positive action. That’s where it’s best used.Remember, too, that praise is a tool that is most effective when it’s used inconsistently. Used consistently, praise tends to loose its force. So, don’t worry so much about praising everything that people do right, but do worry about praising.That’s important, because most of us came up in a world where we didn’t praise enough. Seek out opportunities to praise but don’t get anal retentive about it.
Punish What You Want to Stop
Punishment is the mirror image of praise. It’s a negative consequence that follows negative behavior. It follows a principle stated almost in biblical terms by one of my past trainees. She said: "the good shall be rewarded and the unjust shall be punished in proportion to their deeds."Punishment – negative consequences – are the tool you use to get people to stop stuff. If you figure out what’s most important for people to quit doing in your organization, rig up some kind of negative consequence for them if they do it. Be careful though, because you may fall prey to the hot stove guideline. It was Mark Twain (or if it wasn’t it should have been) who said, "A cat who sits on a hot stove will never sit on a hot stove again. But he won’t sit on a cold stove either.The management lesson here is that if you zap people too much with negative consequences, they don’t just quit doing the stuff that you don’t want them to do. They quit doing pretty much everything. That’s why "rule by fear" and "controlled ferocity" cultures have a devil of a time getting people to take initiative. They’ve been zapped so often they’re just not willing to risk it.
Pay For the Results You Want
Years ago when I was managing distribution and customer service centers I happened to compliment one of the customer service reps. She immediately turned around to me and said, "Don’t just tell me, show me, payday is Friday."Pay is one of the tangible ways you can reward people for doing good stuff. It’s another form of praise in visible, tangible form. Don’t limit your thinking about pay to just money, though. Pay people with time off, recognition, choice assignments, small gifts, and special bonuses to encourage the behavior you want.One of my clients used to carry around a pocket-full of restaurant gift certificates as he wandered around his trucking company. When he found somebody doing something that he wanted to encourage he was likely to whip out a gift certificate and hand it to them on the spot. It created the kind of event and drama that makes for good communication, and it encouraged positive behavior.
Promote People Who Deliver The Results You Want
This one just makes sense. The problem is that lots of organizations forget about it. They maintain reward and promotion systems that reward the old behavior, even while they’re trumpeting the new behavior in memo’s, meetings, and executive retreats.
The five P’s of leadership will help you stay on track to positive organizational change. Remember to pay attention to what’s important, praise what you want to continue, punish what you want to stop, pay for the results you want, and promote the people who deliver those results and you’ll help your organization be the very best that it can become.