By Suhail Khan

Roll No 108 DIV B

M.M.S RIZVI INSTITUTE

CONCISE BRIEFER BEFORE WE BEGIN

GOALS OF AN ORGANISATION

CREATING TALENTED WORKFORCE MAINTAINING STEADY COURSE DIFFICULTIES CONTINUOUS INNOVATION

THROUGH

BARRIERS TO THESE GOALS

EROSION OF TRUST IN SENIOR LEADERSHIP AMONG MASSES ORGANISATION ITSELF UNDERMINING THE IMPORTANCE OF LEADERSHIP COMMUNICATION

PROPOSED SOLUTION BY THE AUTHORS

GOAL-DRIVEN COMMUNICATION MODEL

EXPLAINED PRECISELY INSIDE

I. THE AGENDA FOR LEADERSHIP COMMUNICATION

SIGNIFICANT DEVELOPMENTS IN THE LIVES OF PRESENT DAY ORGANIZATIONS
EMPLOYEES WANT TO KNOW WHAT MANAGEMENT IS THINKING & VOICE THEIR OPINIONS MERGERS, RESTRUCTURING & REBRANDING DISRUPTS RELATIONSHIP WITH EMPLOYEES

COMMUNICATION ACQUIRES EVEN BIGGER ROLE TODAY

ORGANIZATION EFFECTIVENESS = INTELECTUAL CAPITAL + SOCIAL CAPITAL + OLDER FACTORS ( EFFICIENCY, WASTE & ABSENTEEISM )

I.A: LEADERS AS COMMUNICATORS

LEADER MUST TELL IT LIKE IT IS
REASON FOR HESITATION
DONT WANT TO BE CAUGHT SETTING EXPECTATIONS AUTHORITY CONSTRAINTS LEADERSHIP

FALLACY DEFINITION OF LEADERSHIP COMMUNICATION

DELIVERING INFORMATIOPN OR MAKING EFFECTIVE PRESENTATION

TRUE INTENT COMMUNICATION TOPICS..

OF LEADERSHIP IS TO ADDRESS 3

WHAT U SAY & HOW U SAY IT WHOM U TALK WITH HOW U GET PEOPLE TALKING

I.B: CRITICAL ISSUES FOR LEADERSHIP COMMUNICATION

THREE PREMINENT COMMUNICATION ISSUES
COMMITMENT TO ORGANISATION AND ITS GOALS (calling for leaders to act as COMMUNITY BUILDERS) AWARENESS AND UNDERSTANDING OF ORGANISATIONAL GOALS AND PRIORITIES (calling for leaders to act as NAVIGATORS & DIRECTION SETTERS) , ESPECIALLY DURING CHANGE & TRANSITION WILLINGNESS & ABILITY TO HELP THE ORGANISATION BECOME BETTER (calling for leaders to act as RENEWAL CHAMPIONS)

II. LEADER AS COMMUNITY DEVELOPER

WHY ORGANISATION IS CONSIDERED AS A COMMUNITY ??...
MEMBERS SHARE COMMON PURPOSE COMMON ENVIRONMENT UNDER ONE AUTHORITY

LEADERS ROLE IN COMMUNITY DEVELOPMENT...

BUILDING LOYALTY & COMMITMENT TO ORGANISATION

II.A: LEADER AS MEANING-MAKER

Job of Leader as MEANING-MAKER is to construct a sense of what is real & important both for individual & for the organization
TWO BROAD COMMUNICATION TASKS AS MEANING-MAKER
DEFINING MEMBERSHIP FRAMING

II.B: LEADER AS STORY TELLER

The right anecdote can be worth a 1000/- theories -WARREN BENNIS..
o STORIES MUST BE CLEAR , CONSISE & COMPELLING
STORIES THAT HELP PEOPLE MAKE SENSE OF CHANGE TYPICALLY LET PEOPLE KNOW WHERE THE ORGANIZATION IS HEADING WHY THE CHANGE IS NECESSARY & IMPORTANT WHAT SPECIFIC STEPS WILL NEED TO BE TAKEN HOW PEOPLE CAN HELP MAKE THE CHANGE A SUCCESS WHATS IN IT FOR THEM

II.C: LEADER AS TRUST BUILDER

Trust in authority relationships is a matter of predictability along two dimensions: values & skills -RONALD HEIFETZ...

TRUST BUILDING STEPS

BE YOURSELF- DIRECT & INFORMAL BUT TELL IT LIKE IT IS MAKE YOURSELF VISIBLE IN THINKING ALSO ADOPT FAIR PROCESS IN WORK ENVIRONMENT ADMITTING INTEREST IN ANALYZING FAILURE BEING A GOOD LISTENER CLOSING GAPS & STRENGTHENING THE PARTNERSHIP

III. LEADER AS NAVIGATOR

THE MOST BASIC FUNCTION OF LEADERSHIP IS TO TELL PEOPLE WHAT NEEDS TO BE DONE & HELP THEM DO IT -IN THIS SENSE LEADER SERVES AS NAVIGATOR THE THREE NAVIGATION COMMUNICATION ROLES...

DIRECTION SETTER TRANSITION PILOT LINKING PILOT

III.A: LEADER AS DIRECTION SETTER

o SETTING DIRECTION IS A FUNDAMENTAL TASK OF LEADERSHIP & COMMUNICATING DIRECTION EFFFECTIVELY A VITYAL ASPECT THE THREE FUNDAMENTAL COMPONENTS OF DIRECTION SETTING...
GETTING & KEEPING PEOPLES ATTENTION BUILDING AWARENESS & UNDERSTANG PERSUADING PEOPLE TO ACT

III.B: LEADER AS TRANSITION PILOT

Stability through change demands clarity about what you are trying to do -WILLIAM BRIDGES.

LEADERS ROLE DURING TRANSITION...

DECISIONS ABOUT CHANGE ARE WELL INFORMED , LOGICAL & FAIR MAKING SURE PEOPLE FEEL THEIR WELFARE IS BEING LOOKED AFTER DURING TRANSITION

III.C: LEADER AS LINKING AGENT

Birds that flock learn faster. So do organizations that encourage flocking behavior -ARIE DE GEUS

THE LEADES ROLE IN LINKING WORK & PEOPLE

ENCOURAGE TOP-DOWN LISTENING EMPLOYEE EMPOWERMENT ENCOURAGE THE ROLE OF SHAREHOLDERS VOICE & OUTSIDERS FEEDBACK MAKE STAFF MEETINGS PARTICIPATIVE RATHER THAN JUST A LISTENING SESSION

IV. LEADER AS RENEWAL CHAMPION

The more successful we are as a microprocessor company, the more difficult it will be to become something else Were going to have to transform ourselves again, and the time to do it is while our core business is so strong
-ANDY GROVE (INTEL)

SKILLSET NECESSARY AS RENEWAL CHAMPION...

ORGANIZATIONAL CRITIC PROVOCATEUR LEARNING ADVOCATE INNOVATION COACH

IV.A: LEADER AS CRITIC

THE CRITICAL ASPECTS THAT A LEADER MUST TACKLE...
QUESTION THE STATUS QUO IN CONVERSATION & MEETINGS ACTIVELY INVITING OTHERS TO DO THE SAME CREATING ENVIRONMENT CONDUSIVE FOR CANDID CHAT CHALLENGING THE UNDERLYING ASSUMPTION OF CONVENTIONAL WISDOM

IV.B: LEADER AS PROVOCATEUR

ROLE AS PROVOCATEUR
INVITE DISAGREEMENT & ARGUMENT ABOUT WORK POLICY & PRACTICE IN POSITIVE SPIRIT RESORTING TO CONFRONTATIONAL PLANNING WITH FOCUS ON SOLUTION DELIBERATE PROVOKATION TO EXPLORE MORE THAN ONE PERSPECTIVE MAKING THE TEAM ACCEPT THE RULES OF DEBATE TO PREVENT BEING CARRIED AWAY FROM THE INTENT

IV.C: LEADER AS LEARNING ADVOCATE

ROLE AS LEARNING ADVOCATE
ENCOURAGE PEOPLE TO TALK SHOP AMONG THEMSELVES DRAWING OUT IDEAS FROM HIS PEOPLE & SEEDING THEM DEVELOPMENT IN STAFF MEETINGS INVITE DISCUSSION ABOUT IMPROVEMENT & NEW IDEAS DONT ABSTAIN FROM HOLDING CHATS WITH CUSTOMERS & OTHERS ABOUT WAYS TO BETTER

IV.D: LEADER AS INNOVATION COACH

ROLE AS MENTOR
ANALYSING HOW PEOPLE INTROSPECT PROBLEM DURING TEAM MEETINGS TAKING NOTE OF INDIVIDUAL CONTRIBUTIONS CONVEYING EMPLOYEES THAT THEIR IDEAS ARE SERIOUSLY CONTEMPLATED

MY TAKE ON THIS BOOK ABOUT LEADERSHIP

THIS BOOK HAS IDENTIFIED COMMUNICATION AS KEYWORD AND EXPLAINED HOW COMMUNICATION MODEL CAN BE APLLIED TO SOLVE CHUNK OF ORGANIZATION PROBLEMS

CONTACT ME @

- suhail.khan@rmi.rizvi.edu.in B.E ELEX ( PURSUING M.B.A)