young & clueless

The Young And The CluelessAuthors:

Kerry A. Bunker,Kathy E. Kram &Sharon Ting

“Delaying a promotion can sometimes be the best thing a senior executive can do

for a junior manager”

As a young manager rises through the ranks, raw talent and ambition become less important than the ability to influence and persuade

Hence, unless Emotional Competence is given due importance, these young turks might fail !

Break The Pattern

Goleman’s Emotional Intelligence model

5 Strategies to boost emotional competencies and enable managers to build effective relations.

Plan of Action

Deepen 360⁰ Feedback

Interrupt the Ascent

Act on Your Commitment

Institutionalize Personal

Development

Cultivate Informal Networks

See yourself as others do

Deepen 360⁰ Feedback

Traditional feedback is not enough Holistic feedback helps to develop self

awareness Include follow up conversation Extensive & Multiple source feedback Ongoing process

New Approach

Take a detour

Interrupt the Ascent

Stray away from comfort zone

Command and control mentality not enough

Purpose

Leaders more than just good problem solvers

Do not undermine importance of social interaction

Cross domain training

Low authority roles

Develop negotiation

skillsBuilding

relationships

Action

Steve JobsCo-foundedApple at the age of 20

Got fired from the same company at the age of 30

Commonly believed that the reason was his dictatorial and egoistical attitude

Returned to Apple having wised up, created best selling products like iPod, iPhone, iPad etc. with the technology developed under him while he was away

Apple is now among the highest valued, best run and voted among the best places to work for corporations in the world.

Transformation

Competencies aren’t optional

Act on Your Committment

Superiors should not only point out the emotional competence shortcomings, but should also follow through

Accountability must be decided

Approach

It may involve taking extreme steps – All in order to develope much needed competencies

Action

Setting up goals – Communicating properly

Change starts right at the top

Organization follows

Across the structure

Make it Count

Institutionalize Personal

Development

Helps in early recognition of potential problems

Employees know what is expected of them, what it takes to advance in career

Weave interpersonal goals into the fabric of the organization.

Criteria for promotion includes behavior as well as technical ability

Approach

Industry Insight - INFOSYS A team called Professional Skills

Development has been formed to focus on behavioral competency development

ILI: Infosys Leadership Institute Nurtures leaders and advances

the field of leadership development Model consists of seven key

performance dimensions.

Key performance dimensions

Strategic Leadership

Change/ Adversity

Leadership

Operational Leadership1

Talent Leadership

Content Leadership

Relationship/ Networking Leadership

Entrepreneurial Leadership

Leadership Model

Build relationships

Cultivate Informal Networks

ApproachesPeer Networks

Need not be confined within organizational boundaries

Having a trustworthy confidant in the time of stress is helpful

Helps in personal development

Mentoring Gives junior

managers a chance to experience different leadership styles

Mentoring serves two purposes-

Career Functions and Psychological Functions

How they did it!

Industry Insights

“70-20-10” model for developing its workforce

Top management at Hindustan Unilever invests anywhere between 30 to 40% of their time in grooming and mentoring leaders for the future

Leadership Differentiation Tool (LDT), a 3x3 grid of performance vs potential to differentiate amongst its talent pool

HUL

 “You need to be delivering great performance, but just that is not

sufficient. The demonstrated behaviors or ‘Standards of Leadership’ as we call

them at Unilever, will also determine your potential for future growth and success”

- Executive Director HR, HUL

Hot Jobs for Hot People

It also incorporates job rotation

Access to coaches; both external and internal

How?

Thank You !

Group 4 : Anamika, Aparna, Jai, Prachi, Pritam, Utkarsh