High impact leadership for people excellence

High Impact Leadership for People Excellence,[object Object],Shashikanth Jayaraman,[object Object],Head – HR (South India) & Process Automation | Bajaj Allianz Life Insurance,[object Object],Founder – HR Sangam,[object Object]

Some questions to ponder over,[object Object],What defines the team’s culture?,[object Object],What’s your goal?,[object Object],How do you feel about your job?,[object Object],Why are we asking for reports and updates?,[object Object],Why is there no empowerment?,[object Object]

We are one big, family! ……and yet,[object Object],We frisk employees on the way home,[object Object],Penalize for late coming,[object Object],Audit petty accounts when someone has worked for 20 years,[object Object],“Boarding School Syndrome”,[object Object]

Leadership – A preview,[object Object],Why do we need more leaders?,[object Object],To stay afloat amidst competition,[object Object],Convergence of power at the top - Hierarchies are being done away with,[object Object],From power of authority to power of knowledge,[object Object],Why don’t organizations change when the rest of the world does?,[object Object],‘Brains at the top, hands at the bottom’,[object Object],The guy at the top sets the tone for the culture down the line,[object Object],The era of command and control,[object Object],Looking beyond a single leader,[object Object],Tapping the talent within,[object Object]

Leadership Perspectives,[object Object]

The Four NECESSARY practices“Needed to play”,[object Object]

The four DISTINGUISHING practices in leadership“Needed to WIN”,[object Object],Attractor,[object Object],[object Object]

Gives meaning to the daily reality that people experience in the organization

Acts in service of the organization rather than as traditional ‘bosses’

Creates a magnetic pull in the organization

They contextualize the challenges(I) Edge & Tension,[object Object],[object Object]

Helps people see the repeating unhelpful patterns in culture/behavior

Stays firm to keep the change process on course

Acts as a mirror promoting feedback; appreciation

If skillfully done, it creates ambition, not stress

Build transparency sparking a desire to improve3/5/2011,[object Object],8,[object Object]

The four DISTINGUISHING practices in Leadership“Needed to WIN”,[object Object],(III) Container,[object Object],[object Object]

Manages the anxiety & turbulence that change brings

Articulates a few hard rules within which people can channel their energy

Is accessible to others and provides an affirming presence

Stronger the container, greater is the leader’s ability.

High impact leadership for people excellence

High impact leadership for people excellence

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High impact leadership for people excellence

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