Leadership Manual A Guide to Leadership in the Corporate World
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LEVERAGING FOR ORGANISATIONAL SUCCESS
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This is strictly for internal circulation
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C O N T E N T S Power of Speech
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Cover Note
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Moving On
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Key Learnings
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Leadership Development
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Developing Leaders Not Recruiting Them
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Fundamentals of Development Planning
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Development The Growth Hormone
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POWER OF SPEECH
“There are three principles in a man’s being and life, the principle of thought, the principle of speech, and the principle of action. The origin of all conflict between me and my fellowmen is that I do not say what I mean and I don’t do what I say.”
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COVER NOTE
John Doe - Managing Director United Sates & VP - International Manufacturing
Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we are currently observing, has something to do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same. Surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Can we count on the next generation of leaders to step up once they are in position? Or are we seeing evidence of a talent gap that cannot be closed and will result in even greater numbers of high-profile failures?
As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of other countries rise. Knowing the best way to develop your people and grow organisational leadership begins with clarifying your business strategy and asking, what should leadership look like to get us there? Then, you create a leadership development strategy with specific recommendations for developing both individual and the collective capabilities of the organization’s leadership.
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M O V I N G
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Sam Fisher - Vice President HR & Administration We have been facing unparalleled talent scarcity, which, if left unaddressed, will put a brake on economic growth, leave alone business growth, and will fundamentally change the way workforce challenges are addressed. The declining economic indicators are a cause of concern. The uncertain economic indicators look and challenges associated with that uncertainty will force organisations to reflect upon appropriate balance between investment in the workforce and return on that investment in terms of performance and productivity. We are being organized at an opportune time and seeks to address issues of leadership development, employee engagement, talent management - acquisition and retention, come to the fore and these same issues will continue to demand attention. Globalization and growing operational and labour market complexity have made our HR a key player in solving organisations’ business challenges. The dynamic of change becomes one of the central facets of any business where the role, function and process of HR must be redefined in the context of change. HR professionals are being challenged to deliver business outcomes while managing functional costs - unlocking the key drivers that improve the effectiveness of the HR function while having a greater impact on the business. Organisations expect their professional expertise with a focus on issues and solutions that matter to the business. While it is true that human resource has always been central to organizations, their strategic importance is growing in today’s
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knowledge based industries. It is being increasingly perceived that if organisations do not have a business savvy HR team, it is time to shape them into one. Here lies an opportunity for HR to play a key role in developing and implementing corporate strategy and to become a high value added part of organisations. We been at the forefront in initiating thought provoking deliberations which are of pertinent concern for organisations and their key assets people, alike. It has been an enriching experience interacting with experts, taking their inputs on the challenges facing the industry and more so on what needs to be done to leverage leadership for organisational success. I would like to acknowledge very significant contribution by our HR Team in preparation of this theme paper, which has added considerable value.
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KEY LEARNINGS
How do we LEAD from here
John Doe - Managing Director
Focus on water, not the glass Sarah Doe - Executive VP
Leadership is Head, Heart & Guts Jane Doe - Sr. VP Corporate Security
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LEADERSHIP DEVELOPMENT
Include Participant’s Input in Implementation & Planning
Build Knowledge of Self & Others
Provide Understanding of Phenomenology of Leadership
Hone Knowledge & Skills of Social & Political Acumen
Involve Mentors
Integrate Postgraduate Activities
DYNAMIC LEADERSHIP
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Developing Leaders
Not Recruiting Them John Doe - Executive VP Finance
A number of big companies confront to the scarcity of Successful Leaders and turn out to the easiest path possible of recruiting Leaders. This is none the less a short term solution, running away from challenges of building leaders is always been a part of organisational practice. These are some of the things that can help you Develop Great Leaders. Leadership Development is not an easy task but it is not inevitable. Recruiting does not even the odds but it is a short term solution. The best of companies follow the procedure of building leaders than recruiting one’s which roadblocks career paths of current deserving candidates.
Leadership Development occurs at more than one level within an organization – Not limited to below the C-Level. Determine where Leaders stand today, to scope where they will be tomorrow. To Build a Successful Action Plan, consult your boss with the results of the Assessment. Follow the Leadership Development Action Plan over period. Appreciate Volunteer Mentoring but do not impose it. Reason about Career Path.
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Fundamentals of Development Planning Communication
It should be instilled in the company’s emails, newsletter etc.
Ease of execution
Provide easy to access tools and databases for research.
Maintenance
Monitor changes over the period of time and evolve with the market trends.
Follow through
Executing the plan to the letter.
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Development - The Growth Hormone Sam Fisher & Team at a Conference at the Glades
---Your Event Name --- 26th March 2014 at Glades As the corporate conditions deteriorate it becomes harder to retain skilful leaders. Most organisations believe in hiring as they lose on one of their leaders which limit the career paths of the current employees of the company. L & D stands for Learning & Development, although Development is always second to learning but it precedes it value over learning. Development is a powerful tool which is being rarely used lately when it comes to building leaders. Development Planning - The New Dimension Preparing for Development Plans Development plan: employee effectiveness initiatives
Key elements of a development plan Alignment with employees KRA’s Peer / Upward Feedback Gap analysis Action planning Agreement on responsibilities Follow-through
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