o k ho n l e a ders t l o c o u ha of influencer on our n

Copyright copy 2020 Human Dynamic All Rights Reserved

Inf luencerA

n O

utlOOk On leAdership amp ChAng

eIssue 189 ndash April 2020

P a r t n e r f o r L e a d e r s h i p a n d C h a n g e

ordfFROM Hdrsquos desk CeO sPeAk What does it take to Build a Top Team

ordfFutuRe FORwARd Know ToMo to Know What Drives a Team to High Performance

ordfQuiCk BitesPart A Is Your Team a High Performing Team Part B 60 Second Read Sustaining High Performance Mentality

ordfLeAdeRrsquos deskTaking the High Performing Team to the Next Level

ordfFeAtuRedBusiNess CAse Turning the High Tide Netflix A Case Study

Access with your QR code reader application

Read Influencer An

Outlook on Leadership amp

Change on the go

Log on tohellip MyHD Learning Spacehttphd-lmsnetdimensionscom

inSiDe

One Step Up Developing High Potentials

into High Performers

Human capital is arguably the most significant treasure house for any organization There are innumerable initiatives policies and C-Suite discussions that take place to hire the

lsquorightrsquo talent retain the lsquotoprsquo talent and promote the lsquohi-potentialrsquo talent While most of us may agree that talent is not just bought but built many of us struggle with how to hone this talent

and help them move to the next level and even sustain themselves there High performing talent comprise of those individuals who are high on commitment capability and confidence to

successfully execute the business strategy ask the right questions and strive to find the answers The present issue of Influencer will focus on what are some organizational best practices to build

the right culture what are some leadership strategies that can be used to build this talent pool and how to sustain these initiatives in the fast moving business world of today

httpswwwhumandynamiccominfluencer

Read the April issue of Influencer on our website by visiting

Inf luencerP a r t n e r f o r L e a d e r s h i p a n d C h a n g e

Issue 189 ndash April 2020 CEO SPEAKHdrsquos dESK

From


What Does it Take to Build a Top Team- By Eric Kung

Before I answer that question I must point out that the question itself has

assumed that it is the leader who lsquobuildsrsquo a top team Leadership gurus would choose to answer this by telling leaders to attract talent value diversity in the team inspire and motivate the team build their capacities and competencies foster good team spirit and teamwork and last but not the least recognize and reward good team

performance After 27 years of being the CEO of Human Dynamic building and leading a team of more than 100 professional consultants and knowledge workers I would however say that it is only by grace (in a more spiritual terminology) or by chance that you have a top team

Firstly about recruitment like Forrest Gumprsquos mother told him about life I would say that recruiting ndash particularly that of top executives and smart people is like a ldquobox of chocolaterdquo --- you donrsquot know what you are going to get If you find good talent who is competent and innovative (s)he may not get along well with team members or with you and for some reason (s)he would be gone Secondly about developing talent you would

not know whether the good talent would be headhunted by your competitors who are willing to pay twice as much

than you and hence retention would be challenging Lastly

concerning motivation and reward you could reward people as much as you want or they want but at the end of the day business might get tough and profit might go from thin to red

So the question to ponder would be are your team

members willing to stay with you lsquountil the endrsquo or they would jump ship for their own career

development or simply for their financial needs

I recognize these lsquorealitiesrsquo and share these with my leaders and team members so that they would not have unrealistic expectations from their team members or from themselves that they could attract develop retain and engage talent to always have that lsquotop teamrsquoNevertheless I encourage them to be authentic as good models inspiring the team for companyrsquos vision and mission as well as their personal growth and career development communicate and work with the team as part of the team to jointly own success and failure If I could make my staff and my team become better people grow in their profession and career by working with me and with one another enjoy their life and work during their staying at Human Dynamic I would say that I am successful as their team leader Good team work is always about the team and not just about the leader the leader is only a part of the team You are playing in the team and together with the team and sometimes for the team At some unexpected moment the ldquoTop Teamrdquo are striving for the goal and together you feel that you are a great team not necessary defined by material success but defined by your shared identity and experience

Good team work is

always about the team and not just

about the leader the leader is only a part of the

team you are playinG in the team and toGether

with the team and sometimes for the

team


Issue 189 ndash April 2020


Know ToMo to Know What Drives a Team to High Performance

- By Shruti Sapre

Even though markets business and customers evolve over time the

need to build a high performing and a highly motivated team stays constant Psychologists OD Consultants leaders and researchers have developed multiple models of motivation and applied them creatively at the workplace to allow for greater talent retention and talent development to bring in business success One of the recent applications of motivational theories to the workplace has been done by Lindsay McGregor and Neel Doshi as they researched across 50 organizations and over 20000 people leading to the development of the concept of Total Motivation or ToMo

ToMo is based on a simple theory that lsquowhy people work determines how well they workrsquo That means understanding the drivers of an individualrsquos performance what makes them look at their job as a career and what would make them go above

FORWARdFuture

and beyond holds the key to motivating people It also brings in a very important contrast between adaptive and tactical performance which is crucial in disruptive times like today when there is very little that stays unchanging or constant Tactical performance is what education prepared one for that is knowing how to do onersquos job or having the technical expertise to do the job Adaptive performance on the other hand is the ability to reinvent oneself or think on the spot by taking onersquos context into consideration and take action in a changing situation We are able to bring out this ability to transcend from tactical

to adaptive based on a number of internal and external factors like motivation organizational culture performance review and reward systems leadership agility etc An important lsquocontrollable factorrsquo that can transcend all these has been identified to be a sense of purpose drive passion and commitment from within ie being intrinsically motivated for the jobs that we do Hence developing high ToMo for individuals and for organizations is the need of the hour for higher performance

Letrsquos look at the factors that strengthen and weaken team performance so the team ToMo can be worked on

RefeRenceS laquo httpshbrorg201511how-company-culture-shapes-employee-motivation

laquo httpswwwforbescomsitesjacobmorgan20160523primed-to-perform-the-science-behind-building-a-legendary-workplace-culture

laquo httpswwwlivemintcomLeisurefcD0waWXeyVRVZcKUnQJJLWhat-is-your-firms-ToMo-factorhtml




FORWARdFuture

PuRPoSe

PLAy

PoTenTial

eMoTional PReSSuRe

econoMic PReSSuRe

inerTia

ordf Focus on what we contribute to or how we add value is often even more important than merely following onersquos own passion and leads to greater sense of job satisfaction

ordf Use play as an attitude and strategy to enjoy the work while being open minded curious unstructured ready to be surprised and challenged

ordf Hands-on experience mentoring at work and opportunities to put learning into action facilitates the individualrsquos capacity to out-perform and facilitates their identity

ordf Employees working to meet emotional needs of being appreciated avoiding criticism or disappointing others

ordf Getting the work done to get the incentive or avoid the punitive action

ordf Going through mundane routines without sense of purpose or drive

ordf Clarify the goal and need of achievement for the employee rather than making them do it out of fear

ordf Set examples of organizational culture by doing the right thing ordf Give reasons to work show success stories build aha moments in the day and create a culture of creativity

ordf Meet the deadline to show commitment to client rather than because the manager wants you to

ordf Build sense of responsibility amp positive action in employee without active reinforcement but encouragement ordf Encourage employee to question the goal and its value rather than hand down tasks

ordf Help the employee appreciate the value that their work creates

ordf Help employee identify which part of their work they enjoy the most and enable them to do more of the same

ordf Enhance the latent potential or talent in the employee by giving the right exposure and opportunities with better alignment of their goals with tasks

ordf Medtronic enables its engineers and technicians to see the medical devices theyrsquove made in action so that they can see the purpose of their work

ordf Toyota encourages play by giving factory workers the opportunity to come up with and test new tools and ideas on the assembly line

ordf ATampT spends millions of dollars on upskilling existing workforce through tuitions direct education amp professional development programs to build home-grown talent

MOtive

MOtive

wHAt sHOuLd YOu dO

wHAt sHOuLd YOu dO

eXPLANAtiON

eXPLANAtiON

eXAMPLe

eXAMPLe

FACtORs tHAt stReNgtHeN teAM PeRFORMANCe

FACtORs tHAt weAkeN teAM PeRFORMANCe

A high-performing culture maximizes the play purpose and potential felt by its people and minimizes the emotional pressure economic pressure and inertia This is known as creating total motivation (ToMo) An organizationrsquos culture is

often also measured in terms of ToMo and predicts both employee and customer satisfaction

More engaged ( passionate) eMployees + adaptive perforMance + culture of keeping direct Motives on top = high perforMing teaMs


Issue 189 ndash April 2020 BITESQuick


ParT ais Your Team a High Performing Team

- By Nazneen Chunawala

Look at the checklist below to

evaluate where does your team lie on the scale of performance Make a note of areas you want to start working on and the areas you want to celebrate

is my team hired through a selection criteria that allows

the right people to get in Each member takes initiative finds purpose in their work and believes impossible is achievable

is my team also aligned to the business goals and customer

outcomes rather than only focusing on departmental success They have a clear vision shared goals amp values They work with a keen sense of direction and have strong determination drive and commitment towards the business

Does every member of my team own their task

They make meaningful contribution in the team execute work in an effective manner with focus deeper understanding and attention to details

is my team continually innovating

as team leaders and managers creating an environment in which your team can excel is as an essential component as much is the right mix of skills and attitudes within the team it would be a great idea to make use of an impartial observer outside

the team to verify your markings on the checklist With concentrated efforts to build a high-performing team you can feel assured that the outcome will be worth the effort

RefeRenceSlaquo httpselearningindustrycomworking-in-a-high-performing-team-30-signs

laquo httpswwwmckinseycombusiness-functionsorganizationour-insightshigh-performing-teams-a-timeless-leadership-topic

laquo httpswwwshrmorgresourcesandtoolstools-and-samplestoolkitspagesdevelopingandsustaininghigh-performanceworkteamsaspx

They are idea driven explore novel ideas and creative solutions they expand more on what is possible and valuable for users and customers customize processes rather than using the one size fits all approach

is my team learning agile They stay updated they

experiment and try new technologies amp theories and function with a growth mindset

is my team well-structured and organized

They plan well before execution team meetings have clear agenda engage in inter-department collaboration have direct contact with customers have little or no production issues and they donrsquot repeat the same work

Does my team display the lsquoWe before Mersquo attitude

All identify with the team are proud of it support new hires

practice selflessness they trust amp respect each other and refrain from micromanagement

Does my team lsquoDisagree to agreersquo

They have healthy arguments less frictions cleaner adjustments and respond effortlessly to change cohesively

Does my team have a candid and tight feedback loop

They are transparent with each other and feel psychologically safe to openly express their views As a team too they collaborate with other teams to get a perspective from members outside of their team

is the team leader empowering The leader creates energy

inspires fosters cooperation sets stretch goals exercises trust and builds an open communication network




Sustaining High Performance Mentality- By Pallavi Biswas

A lsquohigh performance work teamrsquo refers to a group of goal-focused individuals

with expertise and complimentary skills who collaborate innovate and produce consistently superior results Therersquos something that separates most successful teams from the rest that is sustaining excellence We all have days

PHySicAL WeLLBeing

AcHieve A BALAnceD Life

ProDucTiviTY HaBiT

eSTaBliSHMenT of uRgency

SeTTing ruleS of BeHAvioR

incluSive TeaM

egrave Add exercise to daily routineegrave Follow a balanced diet including

foods that enhance energy and brainpower

egrave Ensure adequate hydrationegrave Sleep for 7-8 hours

egrave Relaxegrave Set out time for yourselfegrave Invest your time on a sport or a

hobbyegrave Spend time with people who

matter

egrave Structure your time into blocksegrave Have a to-do list readyegrave Meet your deadlinesegrave Find motivationegrave Crave to do more

egrave Be negligent or casual about your health

egrave Over stretch yourself

egrave Be a workaholic whorsquos energy is drained by work

egrave Include work into your personal space ever so

egrave Procrastinate egrave Multitask mindlessly

egrave Ignore signs of distressegrave Delay follow up review

meetings

egrave Compromise on organizationrsquos mission and vision

egrave Have special rules for special people

egrave Use hurtful languageegrave Eject input from a team

member egrave Be afraid to adjust re adjust

egrave Have an urgent and meaningful rationale

egrave Create a compelling contextegrave Aim for role clarityegrave Create demanding performance

standards and directionegrave Share clear and required

information with the team

egrave Have set rules of conduct from the beginning

egrave Effective handling of harassment of any kind

egrave Give constructive and positive feedback

egrave Enhance emotional safety egrave Avoid biasesegrave Adapt to changesegrave Spend time together

DorsquoS thorn DonrsquoTS yacute

ParT B 60 SeconD reaD

when everything flows perfectly and fits into the right box we are able to work creatively and efficiently Nothing feels better than those days But then there are these days as well where we procrastinate fail to find the right direction and the puzzles fail to fit

hoW can one approach that level of consistency

in the right boxThe difference between great

teams with productive employees and the rest is that they tend to have more great days than the others They turn in a consistent high performance despite what they are doing

focus on self

focus on team


dESKLeaderrsquos



Taking the High Performing Team to the next level- By Karuna Ahuja

We often talk about building high performance talent Little is said about how do you sustain this performance level what is expected of leaders who are leading high performance teams what is the

kind of challenge that such a leader faces and how do they overcome it

It is a dream of every leader to have a high performing team The challenge is to keep the team performance at peak level There are four stages of team development as per Dr Bruce Tuckman a psychologist who studied group dynamics Forming Storming Norming and then Performing Teams that reach the performing stage of team development have survived conflicts and have developed a sense of identity and cohesiveness The key for leaders here is in optimizing their leadership style build a high performance culture and not just sail through team dynamics

Edgar Schein Former Professor of MIT

said ldquothe bottom line for leaders is if they do not become conscious of the cultures in which they are embedded those cultures will manage them Cultural understanding is desirable for all of us but it is essential to leaders if they are to leadrdquo

Two aspects that are imperative about performance that leaders should take cognizance of are Firstly continuous maximum performance is impossible No one can deliver 100 at all times There would be some lull periods Rest and recuperation are important not just a physical but also emotional level to maintain consistent success A successful

leader would build downtime for employees for long term success where the focus is not just rest but rejuvenation From this new ideas germinate and growth spurts Secondly knowing how to recognize the signs that the team is moving towards burnout when they are losing their edge and how to quickly bounce back is essential This can be known by knowing your people their drivers and challenges observing the team environment performance and motivation of the employees This is the time leaders must innovate ways to redefine the focus for the team

RefeRenceS laquo httpswwwforbescomsitesjoefolkman20160413are-you-on-the-team-from-hell-5-ways-to-create-a-high-performance-team5afef8a77ee2

laquo httpwwwdalecarnegiewaynjcom20160829three-ways-lead-team-next-level

laquo httpswwwshrmorgresourcesandtoolstools-and-samplestoolkitspagesdevelopingandsustaininghigh-performanceworkteamsaspxTuckman Bruce ldquoDevelopmental Sequence in Small Groupsrdquo Group Facilitation A Research and Applications Journal (2001) Web 10 May 2016

HeRe ARe A Few keY POiNts FOR LeAdeRs tO guide tHeM iN sustAiNiNg HigH PeRFORMANCe

1Provide a clear inspiring vision and

direction Clearly define goals boundaries and allow freedom to operate within those boundaries Leaders of high performing teams are inspirational while providing direction They make the members feel capable and proud of their contribution Employees feel engaged when they envision and achieve something extraordinary

2 Build on team strengths Each team

member brings diverse personality skill set and experience Leaders can leverage on these abilities and strengths by understanding them and planning for sustained performance

3Promote collaboration High performing teams

through impactful learning and coaching strategies the leader would be successful in sustaining high performance

5Create effective communication

channels A leader must communicate the business vision like a broken record Authentic leaders allow honest conversations across all levels keep people informed and on track The key to effective communication is to give context speak from knowledge express passionately and simply

6Lead by example When leaders exhibit

integrity and enthusiasm about the objectives only then would team model it too If leaders expect their teams to be high performing they are expected to consciously walk

share positive relationships take initiative and deal with change respectfully Leader of a high performing team has a strong conflict management mechanism that works No matter how high performing a team or employee is they would make mistakes The deciding factor is how quickly they learn from it and move forward When employees feel trusted and know that conflict would be resolved it creates collaboration Leader who allow mistakes as part of the learning process and empowers talent to manage it can authentically sustain high performance

4Support continuous development A high

performing talent is expected to continuously raise their performance benchmarks When the leader invests in skill building for next level

the talk and build credibility

7Strong accountability mechanism Maintaining

goal alignment is important when leading teams Without constant vigil teams may regress to earlier stages of team development The leader must instill discipline through consistent feedback and recognition A leader should reward positive behaviors through a strong performance management system

8Focus on result orientation Teams may

end up at low performance if they become complacent or if maintaining harmony becomes a larger priority than peak performance Effective leaders know that they must enable business success and results with a long term mindset and not short term results


FEATUREdBusiness CaseIssue 189 ndash April 2020


Businesses have always looked at investing in high performance teams There are specialised HR teams that strategize and look at best practices that aid high performance Netflix over the last decade or two has turned out to be one of the highest performing companies with revenue generation as high as 5 billion USD in a Quarter and a steady growth

percentage This can be attributed to Netflixrsquos clear-cut policies to ensure that only the ldquobest and most suitedrdquo work with them In the early 2000rsquos Netflix was struggling to break even the economic downturn the 911 only added to their woes About

13rds of employees had to be let go a more focused business model was put in place With dropping DVD prices Netflix was back in safe waters and from this experience came a detailed understanding of what really worked for Netflix A culture that is involved in employeersquos growth amp learning and a culture which values performance over everything else where employees are let go off when the same dips or when their talents are no longer relevant

this write up will discuss few key aspects of the cultural practice

v embracing challenges together- Employees are included in

decision making processes discussions on strategy and change management by empowering them as active agents of the organization Netflix believes in having healthy debates at every level leaving no blind spots in their business development This is also encouraged at an executive level where executives debate in front of a large audience Thus this allows for creative solutions and novel ways to handle various situations

v role of Managers- Netflix believes that great managers spend time in

communicating being transparent leading by example (even if it means admitting they are wrong) and generally

inviting the employees to help understand the business challenges

v Too many processes make things complicated - Instead of focusing on

reformulating policies or processes discipline was given a priority this would involve focusing on asking difficult questions like ndash lsquowhat went wrongrsquo lsquoWhy do we retain an employee who does not deliverrsquo etc Discipline remains constant no matter how big a company grows

v Transparency to help solve biggestThis transparency attracts

the best talents and allows employees to think of the best solutions in the most creative way possible Thus this transparency helps both the company and the employee complement each otherrsquos growth

v Feedback is the way to go- Netflix believes in providing good feedback by being specific

in terms of behaviouraction providing specific instances and looking at expectationssolutions moving forward They also believe that feedback should be given directly rather than going through a very rigorous process of concealing information This also fosters trust and ability to look at feedback objectively

v Team culture for the win- Instead of sticking to the notion that the organisation is one

big family Netflix believes in teams The

reason for doing so is that teams drive performance allow space for tough decisions and constantly embraces change With a family mindset there is a tendency to get complacent and look at change with fear This mindset also helps optimize operations and let go off employees who are underperforming or no longer have the relevant skill set Most employees take it positively and rebuild their career with a good severance package Conversely Netflix also encourages its employees to constantly gauge their ldquomarket valuerdquo and come back to Netflix with their understanding This allows for employees to choose and forge their path ahead

HoW DoeS neTFlix Do WHaT

iT DoeSafter regrouping and understanding

the combination of things that worked for netflix these policies values and expectations were fleshed out in a

slide titled ldquoNetFLiX CuLtuRe FReedOM amp ResPONsiBiLitYrdquo

this became a cornerstone for people to understand the very

unorthodox practices of netflix

In a 2019 survey by an anonymous platform called Blind 86 of the Netflix employees were said to be happy with their

growth Their attrition rate is at 5-6 which is not too far off from the average of 3-4 in the USA Their revenue generation has steadily increased 2762 more in 2019 than 2018 Of course such radical practices come with criticism one such criticism looks at how there may be constant fear with employees having a fear of losing their job it is a high-pressure environment no doubt and some may argue that such radical practices maybe best suited for the industry that Netflix belongs to However it shouldnrsquot stop one from reflecting on current practices and devising customized policiespractices to help onersquos own organisation

WHaT HaS Been THe oveRALL iMPacT

Turning the High Tide netflix a case Study

- By Aaheli Dasgupta


Issue 189 ndash April 2020 CEO SPEAKHdrsquos dESK

From


What Does it Take to Build a Top Team- By Eric Kung

Before I answer that question I must point out that the question itself has

assumed that it is the leader who lsquobuildsrsquo a top team Leadership gurus would choose to answer this by telling leaders to attract talent value diversity in the team inspire and motivate the team build their capacities and competencies foster good team spirit and teamwork and last but not the least recognize and reward good team

performance After 27 years of being the CEO of Human Dynamic building and leading a team of more than 100 professional consultants and knowledge workers I would however say that it is only by grace (in a more spiritual terminology) or by chance that you have a top team

Firstly about recruitment like Forrest Gumprsquos mother told him about life I would say that recruiting ndash particularly that of top executives and smart people is like a ldquobox of chocolaterdquo --- you donrsquot know what you are going to get If you find good talent who is competent and innovative (s)he may not get along well with team members or with you and for some reason (s)he would be gone Secondly about developing talent you would

not know whether the good talent would be headhunted by your competitors who are willing to pay twice as much

than you and hence retention would be challenging Lastly

concerning motivation and reward you could reward people as much as you want or they want but at the end of the day business might get tough and profit might go from thin to red

So the question to ponder would be are your team

members willing to stay with you lsquountil the endrsquo or they would jump ship for their own career

development or simply for their financial needs

I recognize these lsquorealitiesrsquo and share these with my leaders and team members so that they would not have unrealistic expectations from their team members or from themselves that they could attract develop retain and engage talent to always have that lsquotop teamrsquoNevertheless I encourage them to be authentic as good models inspiring the team for companyrsquos vision and mission as well as their personal growth and career development communicate and work with the team as part of the team to jointly own success and failure If I could make my staff and my team become better people grow in their profession and career by working with me and with one another enjoy their life and work during their staying at Human Dynamic I would say that I am successful as their team leader Good team work is always about the team and not just about the leader the leader is only a part of the team You are playing in the team and together with the team and sometimes for the team At some unexpected moment the ldquoTop Teamrdquo are striving for the goal and together you feel that you are a great team not necessary defined by material success but defined by your shared identity and experience

Good team work is

always about the team and not just

about the leader the leader is only a part of the

team you are playinG in the team and toGether

with the team and sometimes for the

team





- By Shruti Sapre




FORWARdFuture










FORWARdFuture

PuRPoSe

PLAy

PoTenTial

eMoTional PReSSuRe

econoMic PReSSuRe

inerTia

















MOtive

MOtive

wHAt sHOuLd YOu dO

wHAt sHOuLd YOu dO

eXPLANAtiON

eXPLANAtiON

eXAMPLe

eXAMPLe













































PHySicAL WeLLBeing


ProDucTiviTY HaBiT



incluSive TeaM






matter








meetings



















focus on self

focus on team


dESKLeaderrsquos





































































- By Shruti Sapre




FORWARdFuture










FORWARdFuture

PuRPoSe

PLAy

PoTenTial

eMoTional PReSSuRe

econoMic PReSSuRe

inerTia

















MOtive

MOtive

wHAt sHOuLd YOu dO

wHAt sHOuLd YOu dO

eXPLANAtiON

eXPLANAtiON

eXAMPLe

eXAMPLe













































PHySicAL WeLLBeing


ProDucTiviTY HaBiT



incluSive TeaM






matter








meetings



















focus on self

focus on team


dESKLeaderrsquos




































































FORWARdFuture

PuRPoSe

PLAy

PoTenTial

eMoTional PReSSuRe

econoMic PReSSuRe

inerTia

















MOtive

MOtive

wHAt sHOuLd YOu dO

wHAt sHOuLd YOu dO

eXPLANAtiON

eXPLANAtiON

eXAMPLe

eXAMPLe













































PHySicAL WeLLBeing


ProDucTiviTY HaBiT



incluSive TeaM






matter








meetings



















focus on self

focus on team


dESKLeaderrsquos








































































































PHySicAL WeLLBeing


ProDucTiviTY HaBiT



incluSive TeaM






matter








meetings



















focus on self

focus on team


dESKLeaderrsquos


































































dESKLeaderrsquos

































































o k ho n l e a ders t l o c o u ha of influencer on our n

Documents