IFPRI - NAIP -- Reflections on Leadership Development Program - Ramesh Chand
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National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs
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IFPRI - NAIP -- Reflections on Leadership Development Program - Ramesh Chand
- 1. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Reflections on Leadership Development Program for RMP Authentic Leadership Development Harvard Business School Harvard University Boston, USA 2-7 December
- 2. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand ALD: Goal • Explore deeply the qualities of successful authentic leaders • Uncover the unique characteristics that comprise Participant’s authentic leadership. • In the process, make participants become better able to: – Lead with integrity through difficult and pressure- filled challenges – Understand the impact of your life story and your crucibles on your leadership – Recognize and address your blind spots as a leader
- 3. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand ALD: Goal….. – Develop your self-awareness and emotional intelligence – Learn from feedback and daily challenges encountered – Balance your intrinsic and extrinsic motivations to find the "sweet spot" of your capabilities – Adapt your leadership style to different scenarios, while remaining true to your values and purpose – Be a more effective leader by developing greater confidence in your capabilities – Become an empowering leader that fosters effective teamwork – Lead an integrated life that enables you to balance your work and home life
- 4. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Training Schedule • Preparatory exercises • Interactive classroom session – Cases and theory. Video clips – Explaining using findings from development psychology, childhood, other experiences • LDG – seven participants. Exercise based on lecture session • Case studies reading for discussion next day
- 5. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand What is Your Life Story 1.How can you link Schultz' experiences in his life to the kind of company he is building at Starbucks? 2. Was Schultz correct to put his concerns about Starbucks direction in the email to CEO Jim Donald? 3. How should Schultz navigate the challenges on sustaining Starbucks' growth while staying true to its authentic roots as a unique local coffeehouse? 4. How would you “connect the dots” between your early life and the challenges you face as a leader in your professional life? 5. What are your dreams and your fears in taking on greater leadership roles?
- 6. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Why Leaders Lose Their way? • Who is responsible for Grasso's termination, the NYSE board or Grasso himself? Could a sound system of board governance have prevented this tragedy from occurring? • What could Dick Grasso have done to avoid getting himself into this situation? What factors in his background may have contributed to this situation? • What are the root causes of leaders losing their way? Can you identify leaders from your personal experience who have lost their way or are in danger of doing so? • What can leaders, including yourself, do to avoid these temptations, stay grounded, and be authentic in their leadership?
- 7. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Crucibles of Leadership • With the financial challenges Xerox is facing, is Anne Mulcahy the right person to lead the company at this time? What strengths and weaknesses does she bring to this position? • As a member of Xerox' executive team considering the strategic options presented on October 23, 2000, which course of action would you recommend to Mulcahy? What are the implications of each of the three options? • When she pulls off the road on her way home, what is going through her mind? • Have you ever faced a difficult situation with which you weren’t sure you could cope? Where did you find the resilience to keep going?
- 8. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Follow up: LDG • Think of a time when injustice was done to you • How did you feel when you were mistreated, misjudged • What was your role in this injustice • How did you frame at that time • How would you frame it today, perspective • How it affects your behaviour today
- 9. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Motivating Capabilities • What is motivating David Neeleman? What are the unique capabilities that have made him so successful? • What is his "sweet spot"? • What is your assessment of what happened inside JetBlue in the wake of the Valentine's Day disaster
- 10. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Leading with Values Leading with Purpose • How does John Mackey align his personal purpose with his purpose in leading Whole Foods? Is this in the best interest of Whole Foods? • How well is he dealing with the challenges Whole Foods is currently facing? What should he do differently? • Can Whole Foods sustain its high rate of growth without sacrificing the essence of its mission and values? • What is your view of Mackey's philosophy of "Conscious Capitalism?" • How well is the purpose of your leadership aligned with your company's purpose? Are there things you can do to achieve greater alignment?
- 11. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Self Awareness • Can you identify a "crucible" in each case? If so, how would you describe them? • Identify the "core values" for Coach K. for Coach Knight. • Based on what you've read about our two coaches, what is Coach K's "leadership purpose"? What is Coach Knight's "leadership purpose"?
- 12. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Other Topics • Self Reflection Exercises and Case Preparation • Leadership Effectiveness • Empowering others to Lead
- 13. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Important Takeaways • Continuous introspection and reflection • Honest dialogues with colleagues • If you do not face the problem it spreads • Be your own person – have the courage to follow your heart and intuition • Don’t let the noise of other’s opinion drown out your inner voice • Servant leader • The more people matter to you, happier you are • Do not fill in the silence when you are nervous • Beware of technology taking us apart: • Book “Alone Together” by Sherry Turkle
- 14. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand My Assessment • It was life time experience for me ( may be due to my background in humanities and social sciences) • It broadened my thinking and perspective • Gave important but simple tips to find deficiencies and take corrective measures • Preparatory work was very important. This was my weak point
- 15. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand My Assessment • Five Cs of training: Score out of 5 • Capacity improvement: 4 • Confidence building: 4 • Connection network: 3 • Continuity: 2 • Cultivate (put in practice): Partly, why?
- 16. NationalCentreforAgriculturalEconomicsandPolicyResearch,NewDelhi Ramesh Chand Administrator • Play safe • Accountability • Official life and other aspects are independent • Propriety • Smooth functioning, status quo Leader • Take risk • Trust, A team, B team • Integrated life: professional, family, community, personal • Propriety and values • Change, growth Based on the training I Distinguish Between Administrator and Leader Are we (Research Institutes) fast moving towards a culture befitting administrative establishments and drifting from a culture congenial for leadership attributes??