young & clueless
TRANSCRIPT
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