1. Leading Change Administration

2.

A leader leads from the front by example

Leads by building people

And leads by creating something that is long lasting

S. Ramadorai 3. Ramadorai on Alignment

Adream without alignment is just theory

. A personal goal for each employee aligned to the company's vision: that is how we wish to set the organizational structure . If everybody is not aligned, a vision of being one of the top ten IT companies in the world does not make any sense. Alignment is the key. At the end of the day people must believe in what the organization wants to achieve and be able to see their role within that chain

There is a continuous assessment of how a person is performing vis--vis those goals. This assessment evaluates how that goal translates into a competency and how that competency translates into a meaningful deployment in terms of value addition to the self, value addition to the business unit, value addition to the organization .

4. Attitude towards Goals

MANAGER LEADER

Impersonal Personal, Involved

Necessity driven Desire-driven

Reactive Expectation-evoking

Routine Proactive

Job Accomplishment Sense of Pride & Achievement

5. Conceptions of work

Manager

View Work as Synthetic process involving People, Ideas and Technology

Compromises among Conflicting Values

Conservative and CautiousPosition,

Reacts to change

Leader

Views work as an Obsession Creates Excitement at work

Tends to believe inNishkaama Karma

Functions from High Risk Position,Experiments and Innovates

Shapes the workEnvironment

Initiates and Leads Change

6. Relationships

MANAGERLEADER

*Relates to Peoples*Oriented to Peoples Concerns Roles and FunctionalitiesEmotionally attached to

rather than Personalitiesconstituents

*Communicates using*Communicates directlySignalsandunambiguously

*Evaluates ROI even in the*Evoke Strong Feelings

HumanDimension*More Intuitive and Empathic

*Reconciliatory and PromotesHighly People-sensitive

Win-Win Situations

7. IBM LEADERSHIP COMPETENCIES:

Customer Insight

Breakthrough Thinking

Drive to Achieve

Team Leadership

Straight Talk

Teamwork

Decisiveness

Building Organizational Capability

Coaching

Personal dedication

Passion for Business

8. LEADERSHIP COMPETENCIES

Organizing Ability

Reasoning Ability

Power of Expression

Effective Intelligence

Team Spirit

Cooperation

Adaptability

Liveliness

Ability to influence a group

Initiative

Decision-making ability

Sense of Responsibility

Drive & Stamina

Determination

Courage

9. ETHICS

refers to the importance of people and Integrity. It means caring about people; being sensitive and of service to them; and behaving in accordance with moral principles.

To strengthen your Ethics orientation:

Value and develop teamwork

Strive for meaningful work

Prioritize good communication and mature commitment

Act with integrity and in accordance with your principles

10. VISION:

A mental image of a possible and desirable future state that is attractive,

Credible & realistic in the organizational context.

To strengthen your vision orientation:

Exercise abstract reasoning

Cultivate a Strategic and systemic perspective providing direction and seeing the interrelationships within the big picture

Engage your creativity

Practice reflection

11. REALITY

Refers to a no-nonsense approach to facing life without illusions, relying on data that is factual rather than emotional; and being tough,

task-oriented and results-focused.

To develop your Reality orientation:

Pay attention to bureaucratic detail

Be objective and well-informed

Do what it takes to survive

Seek shared reality

12. COURAGE

is defined as taking charge; using power wisely;

acting with sustained initiative; managing anxiety;

To expand your courage orientation:

Advocate and stand for something

Be willing to stand alone

Constructively experience anxiety

Take responsibility for your choices and accept being free

13. WHY DO PEOPLE FAIL?

What are the Symptom

I am never wrong

The problem is not with me

What I do is right

Nobody can fault me

Arrogance

Complacency

Contentment

We are never wrong

The problem is not with us

What we do is right

Nobody can fault us

14. This leads to

Tunnel vision

Zero creativity

Zero innovation

Inability to resolve conflicts

Inability to produce results

15. Creating success requires

Clear understanding of goals

Developing people

Corrective feedback

16. Individual Success Measures Tactics& Tools Strategies &Change Vision, Mission & Goals Values & Culture Processes &Structure Trg & Rewards Communicate& Correct ENVISION ENABLE EMPOWER ENERGIZE SUCCESS 17. Strive to Move up The Pyramid Level 5 Executive Highly Capable Individual Contributing Team Member CompetentManager EffectiveLeader Level 5 Level 4 Level 3 Level 2 Level 1 18. Excellence in 4 Dimensions Personal Excellence BusinessExcellence People Excellence Work Excellence Goal of Leadership Power of Leadership Proof of Leadership Foundation of Leadership 19. Developing People HOW TO BUILD PERSONAL POWER?

Focusing in your circle of influence give you the following ability which demonstrate your courage, conviction, knowledge & expertise:

Ability to willingly accept challenges and take risks for the cause you believe in or to protect others

Ability to earn what you want rather than to plead or beg

Willingness to pay the required price and not to expect anything free

Courage to allow people to take their own decisions and not to treat them like an enemy when they disagree

Ability to observe and learn

Contd.

20. Developing People HOW TO BUILD PERSONAL POWER?

Ability not to sulk

Ability to think big

Ability to make a difficult task look easy, exciting , achievable and fun

Ability to take pride in your achievements and what you have rather than being ashamed of what you dont have

Ability to articulate with passion

Contd.. 21. Four basic mentoring styles

Style 1 (S1).. Telling/ handholding

Above average amounts of task behaviour and below average amounts of relationship behaviour

Style 2 (S2) Selling

Above average amounts of both task and relationship behaviour

Style 3 (S3).Participating/ coaching

Above average amounts of relationship behaviour and below average amounts of task behaviour

Style 4 (S4)Delegating

Below average amounts of both task and relationship behaviour

Relationship behavior High Relationship and Low Task 3 1 4 2 Hightask and Low Relationship High task and High Relationship Low task and Low Relationship High RO Low RO 22. Rules of giving feedback

Feedback must be given regularly- on the job

• A daily feedback is the best

• If not, a weekly feedback is a must

Feedback must be given instantaneously a delayed feedback is not feedback at all

A Feedback should not be critical of the personit is critical of the task

Feedback should never come with a threat.. It must always be friendly

23. Customer Loyalty Ladder Level 5 Level 4 Level 3 Level 2 Level 1 Ambassador / AdvocateProspectSupporterCustomerBuyer/ User The Customer Loyalty Ladder Passive & Rational Active & Emotional 24. Taking Charge BUILDING YOUR PERSONAL POWER contd

You gain Personal Power by demonstrating:

Your courage, conviction, knowledge & expertise

• Focus in your circle of influence

• • Focus on what you can do rather than what your cant

• • Focus on what you can do rather than what others should do

• • Focus on what you know rather than what you dont know

• • Focus on what you have rather than what you dont have

• • Take pride in what you have rather than being ashamed of what you dont have

• • Focus on the opportunity and not on the threat

25. Taking Charge BUILDING YOUR PERSONAL POWER contd

Focusing in your circle of influence gives you the following ability:

Ability to willingly accept challenges and take risks to protect customers interests

Ability to earn what you want from the customer rather than to plead or beg with him

Courage to allow people to express their opinions and not to be defensive with them when they disagree

Ability not to sulk

Ability to make a difficult situation look manageable and within control rather than impossible and helpless

Ability to take pride in your achievements and what you have rather than being ashamed of what you dont have or not achieved

Ability to articulate with passion

26. Honey your People Skills :Interpersonal, Social and motional

Do they have for you professional respect and personal trust?

Are your seen by your team members as a Trusted Advisor?

Can you help people to visualize and articulate their dreams?

Do you always act and offer your advice/help in their best interests?

Do you actually like people in your team? Do you have a genuine concern for them?

Can you make a difference in peoples lives?

Are you investing adequate time to build strong relationships?

27. The following would help you to build strong relationships :

Communicate honestly and openly

Discuss common values and common purposes

Listen and understand before you respond

Do not take one another for granted

Show appreciation regularly, not in a formulaic way

Sometimes spend time with team with NO agenda

Find ways to have fun together

Infect team with your personal enthusiasm

Dont let problems fester: face them together and try to find solutions.

28. The GE Medical Systems (GEMS) Leadership competency Model Individuals Score Top Exec. Norm Scores Catalyst Orchestrator Adaptor Cultivator Relationship builder Visionary Goal Driver 7.0 3.5 0.0 29. Leadership Capability Framework

Relationship to Leadership

Ability to analyze information to develop solutions.

Ability to adapt to changing Business priorities and respond accordingly

Ability to view situations from multiple perspectives enabling leaders to tolerate and navigate through complexity , ambiguity, conflict and chaos.

1. Cognitive Ability (General Intelligence or Mental Ability Learning Agility Cognitive Complexity/ Capacity Description 30. Leadership Capability Framework

Description

Relationship toLeadership

Ability to understand and respond to emotions, enabling leaders to create a positive work environment based on trust, that drives strong business results .

Leaders who are persuasive, competitive, dedicated, resilient, visionary- tend to be successful in achieving Business Goals,

2. EmotionalIntelligence 3. PersonalityTraits 31. Leadership & Learning Agility

Are curious and passionate about ideas

Engage in skill-building activities

Like to experiment and are risk takers

Change Agility

Comfortable with complexity and ambiguity

Able to explain their thinking to others

Think through problems with a fresh point of view

Mental Agility

Achieve results under difficult conditions

Exhibit the type of presence that builds confidence in others

Inspire and motivate others to perform beyond normal

Results Agility

Know themselves and the team well

Learn from experience

Resilient under pressure of change

Treat others constructively

People Agility CHARACTERISTICS FACTOR 32. Interfacing Self with Others Recognitation Regulation SELF OTHERS 4. Relationship Management *Developing others *Leadership by Example *Influence *Communication *Change Catalyst *Conflict Management *Building Bonds *Teamwork and Collaboration

2.Self-Management

• *Emotional Self- Control

• *Trustworthiness

• *Conscientiousness

• *Adaptability

• *Optimism

• *Achievement Orientation

• *Initiative

3.Social Awareness * Empathy* Organizational Awareness * Service Orientation

1. Self Awareness

• *Emotional Self-Awareness

• *Accurate Self- Assessment

• *Self confidence

33. Sutra 1 :Know Your Constituents 34. Ramadorai on Racing Along

A dream is like a hundred- meter race. If you do it in eleven seconds, the next bar is doing it is ten seconds. The next bar is can you go below the ten- second level. The next bar is can you below the ten-second level. There is no stopping, no end of story, no last milestone. Challenges are continuously being set in the organization which is made up of people. A good vision is one where there is a difficult milestone, a stretch milestone, but one which you honestly believe is possible if you put the right teams in place, the right leadership in place, and it addresses the needs of the customer. To us, and to me personally, a vision is a moving target and a target you set for yourself. It has to be a very aggressive target because that is when people believe we can achieve the impossible.

35.

Know your constituents

Reflect on yourself as a Leader.

Build, nurture and strengthen Relationships.

Dare to be Inspiring.

Deal differently with different People.

Foster and promote collaborative Culture

Resolve Interpersonal Conflicts

Deal with your Crisis

Race along and invest for the Future.

The 9 Sutras at a Glance 36. Thank You