Leadership System

Santosh Simhan

Leadership Vs. Management

Manager

Leader

Reactive

proactive

Finds faults

Coaches

Doesnt care to understand

Process and Understand

Sits in his chair

Moves around

Maintains process

Improves process

Communicates rarely

Communicates frequently

Asks questions

Seeks suggestions

Gives lip service to quality

Exemplary quality

Performs R&D

Innovates products and services

Maintains status quo

Continuous improvement

What is Leadership

Leadership is all about

inspiring others to dream and
achieve great things. It is
about developing them to go
beyond the ordinary to the
extraordinary.

Laws control the lesser man.

Right conduct controls the
greater one.
Chinese Proverb

The role of leadership What are todays key leadership

challenges?
Executive behavior that encourages others to take required actions.

Key Challenges:
1. Ability to articulate a clear vision of the future
2. Consistency of leadership behavior across all organizational levels
3. Continuous development of the leadership talent pool and pipeline
4. Powerful leadership development architecture
5. Strategic organizational alignment
6. Top team unity
7. Ability to manage change and pursue continuous organization renewal

Why Leadership is important . .

Leaders
Assumptions/
expectations
Leaders
Behavior

Employees
Behavior
Shaping
Organizational
Culture

Organizational
Environment

Culture A Set of Shared Vision/Values/Beliefs/Goals

Integrity

Learning

Shared Value
Filter

Corporate
Citizen
Quality

Stakeholder
Requirements
& Expectations
Diversity

The Organization

Teamwork

Safety
Innovation

Customer
Satisfaction

Sharing &
Supportive
Agility

The Leader establishes the culture to be shared by his/

her behavior

Putting it all together

Ability

Skills/
Knowledge

E
s
s
e
n
t
i
a
l

E
x
p
e
r
i
e
c
e

The interrelationship
between ability and
capability results in
Performance

Leader
Attributes

Management Expectations

Capability
Resources & Support

Operational & Organizational

Systems and Processes

Defined Organizational
Strategy & Objectives

Enabling Environment & Culture

EXERCISING LEADERSHIP
WHAT?
Ability of leaders to inspire their subordinates to work hard to achieve the organizations goals
WHEN?
Exercise leadership constantly
A leaders behavior and attitude represent a model for subordinates to follow
TRAITS OF A GOOD LEADER:
A visionary and has the ability to anticipate future scenarios
The ability to analyze options and make rational decisions
The ability to understand and anticipate the subordinates point of view
The ability to see others reactions to the leaders behavior
The willingness to do whatever is required to get the job done even if it means extra work
The ability to generate enthusiasm among subordinates
The willingness to accept responsibility
The ability to communicate

6 Steps to Build Leadership Brand

Step

Action

Question

Outcome

Identify target
stakeholders

Who are our key stakeholders

for the future?

Segment key stakeholders

who define and represent the
future

Create firm brand

What do we want to be
known for by our target
stakeholders in the future?

A statement of firm identity,

or brand, that can become the
basis of our culture

Define leadership
differentiators

What leadership behaviors go

with the firm brand?

A definition of leadership
through the eyes of
stakeholders

Assess leaders against

statement

How well do we do as a
company and as individuals?

Audit quality of leaders and

leadership

Invest to build leadership

How can we upgrade our

leadership by training,
assignment, and experience?

A personal and organizational

leadership investment
strategy

Measure or track
leadership

How well are we doing at

building leadership?

An assessment of leadership
investment and quality

Leaders and stakeholders1/2

Stakeholder

Measure

Employees

1.
2.
3.
4.

Managers/Supervisors/
Senior Professionals

9. Connect employee actions to desired

customer experiences
10.Build sustainable technical core competencies
11.Build sustainable organization capabilities
12.Provide direction

13.Ensure strategy implementation

14.Clear expectations of leaders
15.Effective cross functional
collaboration

Executive Team

16.Greater alignment to critical issues

17.More consistency of action
18.More Collaboration
19.Whole organization is greater than sum of
individual parts

20.More intensity to critical issues

and less on peripheral issues
21.Demonstrate support for
investments
22.Embody the leadership brand
principles

Customers

23.Higher share of wallet

24.Greater loyalty
25.More willingness to partner/collaborate

26.Keeping promises and

commitment
27.Openness and trust
28.Consistent delivery of the desired
value proposition

Regulators

29.Trust us to do what we say we will do

30.Perceive us as a company with integrity

31.Perceive us as able to abide by

laws and regulations in an ethical
manner
32.Effective risk management and
emergency response

Greater Competence
More engagement/Commitment
More learning and growth
Increased career development opportunities

5. Clarity of direction and priorities

6. Visible support for initiatives
7. Clear and frequent feedback
8. Care about me and my family

Leaders and stakeholders 2/2

Stakeholder

Measure

Analysts

33.Confidence in future prosperity

34.Belief in growth strategy
35.Trust in Leaders at every level

36.Logical investments in core capabilities

that matter
37.Positively differentiated from competitors
in our industry

Investors

38.Higher P:E multiple

39.Greater confidence in our future
40.Increased operating margin

41.Growthrevenue and earnings

42.Efficient cost control
43.Corporate Governance

Media

43.More favorable comments about us

44.More acknowledgements of our success

45.Outside groups recognize our

achievements
46.Access open communication

Community

47.Employer of choice
48.Environmentally responsible
49.Socially responsible

50.Economic reinvestment in the community

51.Philanthropy
52.Safe

Suppliers

47.Consistent delivery of the desired value

proposition
48.Keeping promises and commitment
49.More willingness to partner/collaborate
50.He wants more share of the wallet

50.Openness and trust

51.Reasonable profit

Leadership Code: Specific Competencies

HUMAN CAPITAL
DEVELOPER
Identify Future Talent
Nurture/Groom Future Talent
Delegate/Empower

STRATEGIST
Long Term /
Strategic

Provide View of Company

Future
Understand Value Creation
Connect Outside to Inside
Understand Organizational
Processes/Implication

PERSONAL
PROFICIENCY
Individual

Personal Integrity
Courage
Intuition
Competence

ALIGNER

Communicate Effectively
Motivate as Appropriate
Provide Employees with
Aligned Direction

Organizational

EXECUTOR
Short Term /
Operational

Build accountability for goals

Manage Change
Make Strategic Decisions
Build Teams

Leadership System

1. Refers to how decisions are made, communicated, and carried out at all
levels; mechanisms for leadership development, self-examination, and
improvement
2. Effectiveness of leadership system depends in part on organizational
structure

How to build a leadership system:

1. Begin with PDCA cycle and describe as a continuous loop.
2. Begin with a basic wheel (hub, spokes, and outside ring). Hub could be mission or
customers, spokes could include staff, processes, partners, etc., and ring could be
processes or something.
3. Begin using some other Organisations Leadership System and customise to meet
your needs.

Things to remember when describing a Leadership System (system is different than a

process. A system is multiple processes.
1. What are your organizations core values?
2. How do your values impact the way you approach work?
3. Suggestion: Start with a basic design and then customize to meet your needs and
describe how your leadership operates.

We need to Change from the inside out

It is important for everyone to participate actively during the workshop and to know that their
ideas and opinions have been heard and that their ideas will be considered during the final
decision-making process.
Change begins with knowing where you are and why you want to change. According to Noel
Tichy and Eli Cohen, authors of The Leadership Engine:
Change occurs when: D + V + C > I.
D = Dissatisfaction
V = Vision
C = Concrete first steps
I = Inertia
Defining an organisations current state involves clearly defining both ends of this equation. In
this sense, inertia represents the current situation, including ways of thinking and operational
paradigms that may be impacting the organisations efficiency and effectiveness.
Dissatisfaction represents all of the issues and problems that must be identified before they can
be addressed or solved.

Boeings Leadership System

Set and
Communicate
Direction
Continuously
Improve
Learning

Organizational
& Employee
Learning

Dive

Motivate
Employees

rsity

Sharing &
Supportive

Be Role
Models
Vision & Values Integrity
Stakeholder
Requirements
& Expectations

Customer
Work force
Suppliers
Community
Shareholders

Organize, Plan,
and Align

Corporate
Citizen

Teamwo

rk

Innovatio

Empower
Teams
n

Customer
Satisfaction

Reward &
Recognize

Agility

Perform
to Plan
Analyze
& Compare

Premier Leadership System

Richland College Leadership System

ity
mun
m
o
C

AC

C
o
m
mun
ity

Community

SDC

CED

Students

AS

The GE Leadership System ... Session C

Identify Talent

Embed Expectations

Early Identification Values

Diverse Recruiting
Leadership Programs
Retention
Talent Attracts Talent

Set from the top

Individual Goals & Objectives
Results & Values
Built on GE Imperatives

Session C

Organizational Effectiveness & Structure

Organizational Vitality; Succession Plans
Early Talent Identification
Leadership Development Plans
Support of Strategic Initiatives

Develop and Reward

Stretch Assignments
Leadership Development
Mentors/Networks
Differentiated Rewards
Meritocracy

Drive Performance

360 Assessments
Annual Review
Multiple Calibration Points
Direct Feedback
Always Raising the Bar

Redefined a growth leader

The Foundation

The Future Leader

Our actions and values

Our leadership traits

External Focus

Clear Thinker
Imagination

Inclusive
Leader
Confident
Expert

Always executing with integrity

Growth
Leaders

Leadership System

Tata Steel Leadership System

Tata Motors Leadership System

Indian Hotels (Taj Hotel) Leadership System

Tata Tea Leadership System

Tata Chemicals Leadership System

Source: Baldrige users guide, John Latham and John Vinyard

The end Result

es
e
y
o
l
p
Em
d
e
t
a
v
i

Mo t
d
o
o
G
ls
Smel

Business
Taste G Results
reat

Recognition
Diversity Ethics
Visio
e
n&
Empowerment
Employe t
V
a
s
te
l
si
u
ff
en
O
es
Focused
Involvem
Exec Champions
Focused Survey

Dont study it long Change it! Just Do it!

OUR JOURNEY CONTINUES

It starts with leadership

Great people keep it going!

Lets get started . . .

Process to be followed. .

1. Based on our 5 year aspiration identify competencies we need to achieve the

same. Brain Storm on the competencies and finalize a list.

2. Build a rough model based on the type we have with us like Boeing, Tata etc.

3. Refine the model over the next 2 weeks and signoff

4. Develop a communication on the same including definition of key words and their
import
1. Explain the implications of the model to all, across the Organization and
ensure that the Recruitment, Development and training and Performance
Management System are aligned to the Leadership System

We must use our VALUES as one of the inputs for our

competencies . . .
Our Values

Some others to provoke our thoughts

Our People

Visioning

Diversity

Ambition

Dignity

Role Model for others

Openness and Transparency

Focus on Results

Informal

Flexibility to change plans

Integrity

Taking and encouraging Calculated Risk Taking

Excellence a way of life

Empowering others

Commitment

Developing Competencies in self and others

Entrepreneurship

Thinking beyond boundaries

One Family

Able to balance between Short term and Long term

views and objectives

Customer Centric

Sharing

Collaborative

Continuously raising the bar

Focus on improvement though Reviews both self and

others

Reward and Recognize

SHUKRAN