Monday, December 29, 2008

The C-LEAD Model of Leadership for Business

Dear Students,

Have you heard of the C-LEAD Model of leadership ?

Here it is:

C stands for Collaboration: Ability to work across boundaries, businesses, locations, engaging others, earning trust

L stands for Learn: Internally-driven & ability to see the context in which things change, develop self & others

E stands for Execute: Getting things done, demystify passion, empowering teams

A stands for Accelerate: Keeping pace, staging strategy

D stands for Disrupt: Evolving new business models by discarding old ones if these have become outdated

The above will help create a high-performing culture in an organisation.

Best wishes,

(Globsyn Business School)

Friday, December 26, 2008

Talent Engagement & Development (TED)

Dear Students,

The acronym: TED, which stands for Talent Engagement & Development in an organisation, rests on the following 4 pillars:
  • Building Commitment.
  • Building Culture.
  • Building Competence.
  • Building Systems.
  • What does each of these entail ?

Given below are the ingredients:

Building Commitment:

  • Sense of purpose.
  • Competitive pay & benefits.
  • Rewards & recognition.
  • Challenging assignments.

Building Culture:

  • Shared values.
  • Performance Focus.
  • Communication.
  • Participative style.
  • Fun & Celebrations.

Building Competence:

  • Human Resource Planning.
  • Talent Induction.
  • Talent Building.
  • Leadership Development.

Building Systems:

  • Performance Management System.
  • IT Enabled System.
  • Organisation Introspection & Renewal.
  • Quality Systems

Foregoing will help HR in truly shaping the future of an organisation.

Best wishes,

Prof. D. P. Chattopadhyay
(Globsyn Business School)

Monday, December 22, 2008

Non-Financial Rewards

Dear Students,

Non-Financial Rewards are excellent supplements to Financial Rewards. Such practices of institutionalising non-financial rewards provide 'psychological income' to employees and the improve their quality of work place life.

Given below are a few non-financial rewards:
  • Appreciation Letter.
  • Star of the month.
  • Employee of the Year.
  • Excel Awards.
  • Celebrating achievement of milestones.
  • National Level Awards.
  • Long Service Awards.
  • Cultural evening.
  • News Letter/House Journal.
  • Informal get-together, picnics.
  • Continuous training & development opportunities throughout career.
  • Sports Competition.
  • Clubs.
  • Medha Pratiyogita (Quiz).
  • Involving families ("Connect" family).
  • Respect & Fair Treatment.
  • Good working environment.
  • High Impact Touch Points (Birthdays).
  • Straight Talk.
  • "Buddy Program".
  • 1-on-1 Supervision.
  • "Theatre" (for bringing out latent talents of employees through "fun-and-learning" on a particular theme).
  • Shadow Boards (young people mix-up with senior managers in formal meetings).

Remember, an organisation should be driven more on "Value of purpose" than on "Value of performance". More so, HR is the "conscience-keeper' of business. So, the onus of creating a 'value of purpose-based organisation' rests on HR.

Best wishes,

Prof. D. P. Chattopadhyay
(Globsyn Business School)

Tuesday, December 16, 2008

Degree & Type of "Fit" while Linking HRM to Strategy

Dear Students,

There are 5 fits which are to be ensured while linking HRM to Strategy. This is also known as Guest's Ordering, as under:

  1. Fit as Strategic Integration:

    • Make a choice of how to respond to & interact with the environment.

    • The HRM Strategy & Practice must match the response (Performance Specific & Externally Oriented).

  2. Fit as Contingency:

    • HRM Policy & Practices to be more responsive to external factors.

    • Should mesh with other aspects of the organization (Criterion-Free & Externally Oriented).

  3. Fit as an ideal set of practices:

    • Criterion-Specific & Internally Oriented.

  4. Fit as Gestalt:

    • Find an appropriate combination of HRM practices.

    • The whole is greater than the parts.

    • If one key aspect is missing, the gestalt (an overall picture) may not exist.

    • Specific architecture or culture (Criterion Specific & Internally Oriented).

  5. Fit as "Bundles"

    • These are distinctive patterns or configurations of practices.

    • Determine which are the most effective (Criterion Free & Internally Oriented).

Best wishes,
Prof. D. P. Chattopadhyay
(Globsyn Business School)

Monday, December 8, 2008

Thinking Out of the Box

Below are the Interview Questions, which were asked in HR Rounds of real interviews:

Question 1:

You are driving along in your car on a wild, stormy night, it's raining heavily, when suddenly you pass by a bus stop, and you see three people waiting for a bus:
  • An old lady who looks as if she is about to die.
  • An old friend who once saved your life.
  • The perfect partner you have been dreaming about.

Which one would you choose to offer a ride to, knowing very well that there could only be one passenger in your car?

This is a moral/ethical dilemma that was once actually used as part of a job application.

  • You could pick up the old lady, because she is going to die, and thus you should save her first;
  • Or you could take the old friend because he once saved your life, and this would be the perfect chance to pay him back.
  • However, you may never be able to find your perfect mate again.

The candidate who was hired (out of 200 applicants) had no trouble coming up with his answer. Guess what was his answer?

He simply answered:

"I would give the car keys to my Old friend and let him take the lady to the hospital. I would stay behind and wait for the bus with the partner of my dreams."

Sometimes, we gain more if we are able to give up our stubborn thought limitations. Never forget to "Think Outside of the Box."

Question 2:

What will you do if I run away with your sister?"

The candidate who was selected answered "I will not get a better match for my sister than you sir"

Question 3:

Interviewer (to a student girl candidate) - What is one morning you woke up & found that you were pregnant.

Girl - I will be very excited and take an off, to celebrate with my husband.

Normally an unmarried girl will be shocked to hear this, but she managed it well. Why I should think it in the wrong way, she said later when asked

Question 4:

The interviewer asked to the candidate "This is your last question of the interview. Please tell me the exact position of the center of this table where u have kept your files."

Candidate confidently put one of his fingers at some point at the table and told that this was the central point at the table. Interviewer asked how did u get to know that this being the central point of this table, then he answers quickly that sir u r not likely to ask any more question, as it was the last question that u promised to ask.....

And hence, he was selected as because of his quick-wittedness. ........

This is what Interviewer expects from the Interviewee. ....


Contributed By:
Indrani Kar
(Knowledge Cell - Globsyn Business School)

Thursday, December 4, 2008

Embodied Leadership

By Charlie Badenhop
(An excerpt from e-magazine,"Trans4mind" by Peter Shepherd)

If you're striving to be the kind of leader people willingly follow, you'll soon discover a purely intellectual approach to leadership won't get you the results you desire. In my experience successful leaders know how to influence the emotional experience of their counterparts in a generative manner, and there's no better way to do this than by communicating with your whole self. Having your body and your intellect communicating the same message, so that what you say matches what you do.

Becoming an embodied leader can be developed and trained for, in the same way a pianist runs through scales in preparation for a concert and a ballplayer spends time in the batting cage before a game. Through practice you'll discover wisdom is manifested through your body, breath, movement, and belief system, as well as through your verbal communication. You exude 'embodied leadership' when -

  1. You are in touch with your body and your emotions, and gently but freely express what you feel and believe to be so.
  2. You do your best to stay in touch with the emotional experience of your counterparts.
  3. You realize your model of the world is not "the truth" and you thus realize your opinions and suggestions regarding a course of action, are sometimes flawed.
  4. You recognize the accumulated knowledge and intelligence of the system you're operating in, exceeds the knowledge and intelligence of any one member or part of the system.
  5. You believe that the system you're operating in has all the resources necessary to meet the many challenges and opportunities that are presented.
  6. You understand each person as having positive intentions at all times. Especially when what they seem to be suggesting might lead you to think otherwise. Indeed you ask yourself from time to time, "What is the positive intention my counterpart has, that leads them to such a statement or action?"
  7. You regularly solicit the opinions of others and ask them to correct you whenever they think it would be helpful.
  8. You are comfortable being at the center, more so than being at the top.
  9. You are comfortable accessing your intuition, as an alternative source of wisdom, and invite others to do the same.
  10. You desire to collaborate rather than being in command.
  11. That you think and feel matches your actions.
  12. You bring your "whole self" with you to work every day, and recognize that emotional expression is crucial for everyone's health and well-being.
  13. You recognize the onset of seeming conflict, as a positive signal, alerting you to the need for a shift in relationship.
  14. You're able to transcend logic and verbal language, to get to the heart of the matter.
  15. You understand that in a healthy system, emotion and logic tend to balance each other.

Here is a lovely series of quotes from Dee Hock, the founder and CEO emeritus of Visa International, and a highly regarded thinker in the field of organizational development. Hopefully what he has to say will lead you to reconsider what it means to be a leader.

"Here is the very heart and soul of the matter of leadership: If you seek to lead, invest 50% of your time (attention) leading yourself -- your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. Use the remainder to induce those you "work for" to understand and practice the theory. If you don't understand that you should be working for your mislabeled "subordinates," then you know nothing of leadership. You know only tyranny. Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivial."

"It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom."

"Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality."

"The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out."

"What will become compellingly important is absolute clarity of shared purpose and a set of principles of conduct, sort of an institutional genetic code that every member of the organization understands in a common way, and with deep conviction."

Contributed By
Prof. D. P. Chattopadhyay
(Globsyn Business School)

Monday, December 1, 2008

Level 5 Leadership

Dear Students,

There is something called Level 5 Leadership as explained by Jim Collins in his book Good to Great.

Level 5 leaders demonstrate a combination of humility and will; they are shy and fearless, modest and willful.

Then, what are the other 4 levels ?

Given below is the level 5 hierarchy:

Level 5: Level 5 Executive

Builds enduring greatness through a parodoxical combination of personal humility plus professional will

Level 4: Effective Leader
Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards.

Level 3: Competent Manager

Organises people and resources toward the effective and efficient pursuit of predetermined objectives

Level 2: Contributing Team Members

Contributes to the achievement of group objectives; works effectively with others in a group setting

Level 1: Highly Capable Individual

Makes productive contributions through talent, knowledge, skills, and good work habits

So, the level 5 leader sits on top of a hierarchy of capabilities and is a necessary requirement for transforming an organisatiion from good to great. Individuals do not need to proceed sequentially through each level of the hierarchy to reach the top, but to be a full-fledged level 5 requires the capabilities of all the lower levels, plus the special charactersitics of Level 5.

Best wishes,

(Globsyn Business School)