X Factor: PTCL Leadership Model

Learning Objectives

After going through this module the participants will be able to:

 Understand and consciously practice the transition from an individual

contributor to a people manager role.
 Understand about PTCL HR Decision making parameters.
 Learn about five PTCL Leadership roles & their associated competencies .
 Learn about importance of Leadership Roles and related set of behaviors
and actions that PTCL expect every leader to demonstrate
 Program Outline

• Understanding career
transitions.
• PTCL HR decision making model
Following • X Factor leadership model
topics are • Potential
planned • Culture
• Strategist
to be • Executor
discussed: • Talent Manager
• Human Capital developer
• Personal Proficiency
Understanding Career Transition (Individual Contributor to People Manager)

5
Senior
Leaders

3 Leaders

1 People Managers
Understanding Career Transition (Individual Contributor to People Manager)
Key Factors / Resistance in Change
 Self-interest
 Fear of the Unknown

 Conscientious Objection or
Differing Perceptions
 Suspicion

 Conservatism
 Steps to Initiate Behavioral Change
1. What is one undesirable behavior that you are
aware?
2. Ask yourself how motivated you are to change
this behavior. (As with any change there will be
sacrifice involved.
3. What changes in your perceptions and attitudes
must accompany this behavioral change?
4. What new behavior do you wish to adopt to
replace the old behavior?
5. After trying the new behavior, ask yourself how
you did. Was your first or second attempt
successful? Why or why not? If not, what other
approach can you take to accomplish your goal?
Understanding Career Transition (Individual Contributor to People Manager)
When one gets promoted to a management position these three things change
dramatically

There are key differences in mindset, skills and time allocation between individual contributor and a manager.
Adapting to the new mindset is the most difficult part of the transition.
 Re-conceptualizing the way success is measured.
 Operating through others instead of individually.
 Valuing managerial work.
 Approaching learning; coaching and development of direct reports.
Transition from Individual Contributor to People Manager

Going From Individual Contributor to Manager - MINDSET

The highest performing people, especially, are reluctant to People make the job transition from individual contributor
change; they want to keep doing the activities that made to manager without making a behavioral or value-based
them successful. transition. In effect they become managers without
accepting all the requirements of the job
Transition from Individual Contributor to People Manager

Going From Individual Contributor to Manager - SKILLS

What do you think are the

main differences in the skills
required of an individual
contributor and of a
manager?

As you see, for a manager, the

required set of skills is quite
different
Transition from Individual Contributor to People Manager

Going From Individual Contributor to Manager – TIME APPLICATION

For many new managers is

difficult to spare time for
communicating and
establish relationships...
They would rather spent
their time doing things,
specifically the tasks they
were previously
responsible of doing as
How do you think a
individual contributors.
manager should
allocate his/her time?
What activities should
he/she focus on?

AVERAGE MANAGER TIME SPENT IN CONVERSATIONS 65-75%

 Cultural Fit
External: Hiring

Internal:
Strategic
Promotions
Requirements

Annual Functional
Performance PTCL HR Competence
Decision Making

Special
Experience Leadership
 Potential: Aspiration-Ability-Engagement
Aspiration
The extent to which an employee wants or desires
prestige and recognition, advancement and
influence, and financial rewards
Ability
A combination of the innate characteristics
(mental/cognitive ability and emotional intelligence)
and learned skills (functional skills and interpersonal
skills) that an employee uses to carry out his or her
day-to-day work.
Engagement
The extent to which an employee values, enjoys, and
believes in the organization and the extent to which
he or she believes staying with the organization is in
his or her best self-interest
 Cultural Fit:
PTCL Cultural Transformation Program encompasses the four cultural drivers of PTCL and plants them as seeds
of change. These four parameters define the four primary behaviors that we must learn, and replicate in our
work life!

To build & sustain

an environment that fosters service attitude, collaboration & alignment,
challenge status Quo and provide speedy solutions, in alignment with our Vision

Collaboration & Innovative

Service Mindset Speedy Execution
PTCL Culture Pillars

 Know your customers &
stakeholders & Be respectful
 Deliver on promise
 Own your work! & Take full
responsibility
Alignment
 Voluntarily offer services
 Understand your own role and
add to the team’s strength
 Be respectful & maintain trust
& confidentiality promise
Approach
 Know Latest trends
 Think beyond the box
 Question the status quo
 Grab the opportunity to work
on creative projects
 Quick learner and doer
 Be a multitasker
 Stay on top of tasks & actively
follow up
 Commit timelines

Corporate Values: Professional Teamwork Customer Loyalty to the

Integrity Satisfaction Company
 Service Mindset
Small
Know your Customer Removing ‘Coffee Stain’ Contributions

Making small changes / contributions is always expected from all

of us; that is how we add more value and create meaning at
workplace.
Advocacy
Some of the examples of COFFEE STAINs, their possible effects on customers
and recommended solutions
Loyalty
EFFECTS ON CUSTOMERS /
Satisfaction SNO. COFFEE STAINS HOW CAN IT BE REMOVED
CLIENTS
Interest
 Notice Board in  The PTCL seems to be out of  One person needs to take daily
reception that date responsibility for the notice board
Awareness appears always out of  Frustration when they realize  Everyone need to become aware of
1 date that what has attracted their the impact of out-of-date material
Sequence of Behavioral Changes attention has already happened and recognize that they also need to
There has always been a sequence in the
take responsibility for keeping
behavioral changes in customers notices up to date
 The PTCL seems disorganized
and chaotic. Customer wonder  Operate a clear desk policy. Put
2  Untidy Desk
AN UNHAPPY CUSTOMER if they can trust us to manage away filing
REMEMBERS THE INCIDENT FOR their business
23.5 YEARS AND TALK ABOUT IT  Not saying ‘PTCL’
FOR 18 MONTHS  Customers feel unsure if they  Standards introduced for all staff to
3 when answering the
spoke to the right person follow
telephone
 Service Mindset

Customer Eyes Handling Customers

Once employees have started interacting with customers (internal / external), they
Visit all the areas that a visitor might see in your need to do certain things. They need to be conscious about below mentioned
office. Include the toilets, lifts, outside areas, and factors:
TOP Display a Positive
extensions of your office such as the car parking Active Listening Characteristics Attitude
etc.
YOUR OFFICE
 What does effective,  The 7 Top  Direct negative
Behave Critically – and
active listening Characteristics of replies to external
Constructively
mean? someone who customers, create a
provides superior poor perception of
 How can you
 What might a visitor need or want to do in each customer services the PTCL
demonstrate active
are?
place? listening?  Re-phrase them in a
 What impression on you get in each place? more positive and
 What could be done to improve each of these helpful manner”
areas?

If you feel right,

Polite
then you have no
Respect reason to lose your
Friendly
ful temper;
Enthusi If you are not, you
Active Cheerful
astic can’t afford to.
Listening
Tactful AVOID FOLLOWING:

‘People become far ‘I can’t do it today’

more persuaded ‘He’s not here. He
by your attitude went home early’
than by logic’ ‘I don’t know the
answer to that ‘
 Service Mindset

Action Planning
Identify 4 COFFEE STAINS, their impact and Recommend solution

EFFECTS ON CUSTOMERS /
SNO. COFFEE STAINS HOW CAN IT BE REMOVED
CLIENTS
1

Critically assess YOUR OFFICE and list down immediate small improvements

 …  ….  …
 Innovative Approach
Creativity & Innovation

1 2 3

Providing an enriching Physical Defining / setting Psychological Choosing / shaping Creative Team,
Environment where people feel energetic, Environment where individuals feel free depending upon the context/subject;
triggered. without authority / power or grades, have having varied traits or backgrounds or
option to talk about anything freely. levels.

4 5 6

Formally engaging teams to generate / Applying clearly defined criteria to Finalizing / converging down on the Best
spark Ideas, concepts, input with regards evaluate each idea / concept etc. and Option / ideas / concept and taking
to the subject / topic in hand. identify merit / demerit of all ideas or everybody onboard; (you may park them
concept etc. if fit into any another situation)
Collaboration & Alignment
What Happens When you Collaborate?
There are four ways to achieve alignment

1. Strategic alignment on the business model

and its current strengths and weaknesses.

2. Create alignment through goal congruency.

3. Use manager coaching to encourage

alignment.

4. Monitor progress toward goals.

 Speedy Execution
Whether you're facing down a deadline or just trying not to waste too much time getting something done, a little extra attention and willpower will
help you get through your tasks quicker than a speeding bullet!

1 2
Take a bit of time to plan ahead. Although planning Keep a to-do list. Understand what you need to do.
may not be your highest priority, even a minute or two For certain sorts of tasks, you could keep this list in your
spent charting your course can help to get you there faster. head. Don't panic or lose your head, even if the list
seems long or daunting right now. Break down larger
tasks into manageable parts.
3
Do anything you can to shorten the list. Is there
anything you could delegate? Can you ask for help? Is there
anything you can safely do later, perhaps after a deadline?
Is there anything you could skip entirely? Are there
shortcuts you could take or ways you could speed up the
process?

4 5 6
Recognize your priorities, and note them. This Take note of any deadlines you are working Take note of your motivations. Your motivations will
process can be as formal or as informal as you prefer, but towards. If there are intermediate goals, give them fuel your speed and extra effort and determination that
you'll generally have certain tasks that are more important intermediate deadlines, even if they are approximate. you will need to get through the tasks.
than others, and it's important that you focus on these
tasks first.
 Speedy Execution
Whether you're facing down a deadline or just trying not to waste too much time getting something done, a little extra attention and willpower will
help you get through your tasks quicker than a speeding bullet!

7 8 9
Jump in and start. If it's hard to get started, do any little Work as quickly and efficiently as you can safely Take breaks. As time allows, take short breaks to rest.
piece that gets you into the task. Generally, any start is work. Balance your pace so that you are not working so For a project over many days, this means getting enough
better than no start, even if it's not ideal.
quickly that you make mistakes that cost you further sleep that you can stay awake and concentrate.
time.

10 11 12
Be disciplined. Focus, be persistent, and be consistent. Celebrate your accomplishments and get some rest as Do any required follow-up work. Let others know you
It will help to get through your tasks as efficiently as soon as you are done. have finished and give them whatever information they
possible. need to proceed with the next steps.
 PTCL Leadership Roles

PTCL Leaders have a point of view about the future (organizational / functional level) and are able
to position organization / function to create and respond to the future. They test ideas / plans
#1 pragmatically against resources and figure out how to get from present to desired future.

Articulate point of view about

Engage Stakeholders Create Strategic Traction
future

 Builds basic understanding about all
internal and external stakeholders.
 Makes a conscious effort to establish
and build relationships with different
stakeholders.
 Builds rapport by identifying key
influencers and gain their support .
 Basic knowledge and understanding  Knows and understands functional and
about business environment, resources, organizational strategic plan, deliverables
infrastructure and customers. and key stakeholders.
 Basic knowledge and ability to use
available data or information to solve
existing problems.
 Curious about new solutions &
approaches to existing problems &
opportunities.
 Strategy Communication

Corp. Mgmt.

Top-down
BU/Func. Mgmt.  Communication Nodes
Dept. Mgmt.  Town hall / Focus Groups
Wider Org.  PTCL Insight (Magazine)

Bottom-Up

Hybrid

Engage Cross Functional

Engage Field Agents other Circles along with Core
Finalize Core Team than Core Team Team and HR teams
Assign
(HR + Others)
Ownership
 PTCL Leadership Roles

PTCL Leaders translate strategy into actions, understand how to make things / change happen, assign
accountabilities and know when and how to delegate key decisions. They build disciplines in the
operations and ensure teamwork and collaboration.
#2

Initiate & Lead Change Align Teams & Resources Accountability & Feedback

 Ensures that own performance

 Ability to align own initiatives with
change agenda.
 Ability to understand reason behind
change and show willingness to
embrace change.
 Responds quickly to change initiatives
and presents change in a positive
manner.
 Knows projects, assignments /
deliverables & responds positively when
others request for help.
 Stays curious about learning and
periodically conducts learning audits
(self/others).
 Knowledge about all required resources
to deliver projects on time and in
budget.
goals and performance
expectations are understood &
agreed upon.
 Accepts responsibility for
delivering results in own
business area/domains.
 Revisits own goals to align them
with organizational / functional
goals.
 Balance Scorecard

1
Translating the Vision

• Clarifying the vision

• Gaining consensus

2 Communicating and Linking 4 Feedback and Learning

• Articulating the shared vision
• Communicating and Balanced • Supplying strategic feedback
educating
Scorecard • Facilitating strategy review
• Setting goals
and learning
• Linking rewards to
performance measures

3 Business Planning

• Setting targets
• Aligning strategic initiatives
• Allocating resources
• Establishing milestones

The BSC framework is flexible in that it allows for the strategy itself to evolve in response to changes in the company’s competitive,
market, and technological environments.

Source: Balanced Scorecard, Kaplan and Norton (2005)

 Aligning Teams

Populate and expand chart with end-to-end process and assign role to every stakeholder so that every essential task has someone
responsible. Detailed Directions for Completing a RASCI Chart:
 List the most important activities, objectives, and decisions down the rows.
 List key players involved across the columns.
 Have stakeholders agree on who is primarily responsible (R) for each process/activity. Key players then propose their role in each process/activity using the
remaining RASCI symbols.

Role Key
R = Responsibility for making it happen
A = Approval required for inputs
S = Supports "R" in making it happen; accountable to "R" for agreed upon work and/or resources
C = Consulted by "R" before plans final or decisions taken
I = Informed of actions/decisions; after the fact OK

Name and Name and Name and Name and Name and
Function /Processes
Position Position Position Position Position
Process / Activities R A S C I
Process / Activities I C R A S
Process / Activities
Process / Activities
Process / Activities
Process / Activities
Process / Activities
Effective Delegation

Preparing to Delegate

Decide what to
delegate

Select Team
Members

Carrying out the Delegation

Set
Objectives

Review Planning

Monitor Implement
 Accountability & Feedback
Company targets
Company Mission Company Targets/Goals
Consolidated performance targets across
the company (e.g., profit, asset growth, …)

BU 1 BU 2 BU 3 BU 4 BU n SU 1 SU 2 SU n

Business/support unit targets

Targets for key performance indicators are
driven from Company targets Department 1 Department 2 Department n

Department targets Individual 1 Individual 2 Individual n

Targets for key performance indicators are

driven from related business/support unit
targets
Individual targets
 4 - 10 targets for each individual
 Linked directly to related department
targets, but at the level of the individual’s
influence
 Actionable and meaningful
Top-down target setting and bottom-up planning should run simultaneously.
Individuals would feel confident with the targets and own them, if the set and planned
targets are not far off
 “Two-way negotiation” - both parties should agree on:
 Performance targets
 Resources to be provided
Reliable, on-line measurement of performance is the prerequisite for the whole
system. Revisions are possible during periodic reviews in case of country-wide or
industry-wide economic fluctuations
Decision Making
 PTCL Leadership Roles

PTCL Leaders identify & maintain required culture and skills, draw talent to the organization, develop people, engage
them and ensure that employees turn in their best efforts. They generate personal, professional & organizational loyalty
and work around resolution.

Create Aligned Direction Strengthen Competence Level Create a Positive Work Environment

 Knowledge and ability to understand
business of the organization including its
vision, mission, values and strategic
agenda .
 Ability to revisit own goals to align them
with organizational / functional goals.
 Knowledge and ability to assess ones  Knowledge and ability to understand
existing learning & development needs. how things can be done in an
 Ability to seek guidance on the skills & interpersonal context.
behaviors required to perform good in
the role.
 Ability to be acquainted with service
delivery standards and accurately match
these to customer expectations.
 Strengthen Competence Level
Segregation of Talent
All the seven parameters explained above are assessed through means of self-assessments, organizational processes or managerial
feedback. People typically fall into the following generic categories:

Top Talent / HiPOs Solid Citizens Under-performers

 Consistent High Performance  Solid contribution to the  Results consistently below

organization expectations
 High Potential (Ability, Aspiration
& Engagement)  Core to the success of the team  Unable to contribute & may not
Indicators
work constructively with team
 Successors are identified from
this category as they have the
potential to fill key leadership
positions in the company Under-performers Top Talent
Solid Citizens

Most organizations use performance and potential grids to

(Aspiration, Ability (PTCL X Factor)

3,1 3,2 3,3 3,4 3,5
map their people into talent pools. The most popular mapping

Potential
& Engagement)
tool is the 9-Box matrix. However, it is not uncommon for
organizations to hand-pick their own combination of the 2,1 2,2 2,3 2,4 2,5
parameters to suit their talent needs.
1,1 1,2 1,3 1,4 1,5
(1: Below Expectation, 2: Needs Improvement, 3: Meet Expectations, 4: Exceed Expectation, 5: Outstanding)

Achievement
Strengthen Competence Level (Development Strategy)
Experience-Based Working with People Training & Education

70 % 20% 10 %
Functional Leadership Cultural
Competency Development Transformation

Online Leadership Academy

Stretch Job Enrichment / In-house Workshops / External

Rotations Coaching Mentoring Counselling eLearning
Assignments Enlargement Trainings Seminars Trainings

D
P
 Creating Positive Work Environment
Following are the strategic knowledge areas where Line Manager should pursue in order to build engagement capital across the
company:
ROLE CLARITY
 Leverage Teams to
Translate Goals into Day-
to-Day Work
 Managers must provide
informal feedback at least
monthly to impact
engagement capital
positively
REWARDS
 Focus on Noncash Awards
CAREER MANAGEMENT
 Managers are typically
responsible for identifying
employees’ next roles
within the organization,
preparing direct reports for
the next role, and ensuring
employees’ upward
movement or promotion.
WORKING
ENVIRONMENT
 Enable Employees to
Demonstrate Obvious
Impact on the
Organization
 Authority
 Delegation /
Empowerment
PERFORMANCE
NETWORKING
MANAGEMENT
 Foster Peer-to-Peer  Build Relevant
Informal Feedback Connections That Help
Employees Execute Work
 Informal feedback builds Successfully
more engagement
 Enabling employees to
capital when received
freely connect with one
from peers, rather than
another
the manager.
VALUES
 Enable Employee Ownership and Protection of Values
 Enable Employees to Shape and Maintain Organization Brand,
Culture, and Values
 Create shared brand ownership among employees by elevating their
role to “brand ambassador.” Specifically, develop a structure that
enables employees to proactively maintain and protect
organizational values.
Creating Positive Work Environment
Ideas for Non-Cash Rewards & Recognitions

Public Acknowledgement Token of Appreciation Development Opportunities Low Cost Perks

 Publish a “kudos” column in
the department newsletter.
 Create a “Wall of Fame” to
honor special achievements.
 Make a photo collage about
a successful project, which
shows the team that
worked on it.
 Acknowledge employee
accomplishments at
department meetings.
 Write a thank you note.
 Create and post an
“Employee Honor Roll”
in the reception area.
 Create an “Above and
Beyond the Call of Duty”
(ABCD) Award.
 Allow the employee to
represent the Company at
an external event.
 Nominate the employee to
attend a training workshop.
 Provide the employee an
opportunity to work on a
cross-functional team.
 Provide opportunities for
mentoring relationships
with senior leaders.
 Take employees to lunch as
a thank you.
 Appoint a financial adviser
to meet with employees to
guide them on their
financial planning issues.
 Allow employees to leave
early on a any afternoon.
 Provide low-cost gift
certificates.

Checklist for effective Recognition

 Relevant  Customized

 Timely

Checklist for effective Recognition

3. Explain How the Employee’s Action Added Value
1. Thank the Employee 2. Describe What the Employee Did

Express your gratitude; it is key to Ensure the employee understands why Describe how the employee’s action
recognizing someone and making them they are being recognized so that they helped you, the team, or the
feel appreciated. are more likely to repeat the behavior in organization.
the future.
 PTCL Leadership Roles

Throughout the organization, PTCL leaders build a workforce plan focusing on future talent, enable their development &
growth and influence people to envision their future careers. They ensure competencies required for future strategic
success have been acquired.

Establish Workforce Plan to Enable Future Strategy Develop & Grow Future Talent

 Basic knowledge of organization structures, work design and jobs.
 Knowledge and understanding of right person in the right job
with right skills and at the right time.
 Knowledge about HR Planning policy.
 Pursues new opportunities of learning and seeks feedback of
others to improve own capabilities.
 Invests time in training and other self development activities.
 Knowledge and ability to explore more career and development
options.
 Active member of social communities and development forums.
 Coaching Program

The Coaching Process

Identify
Ask Coaching
Create Coaching Questions Opportunity Action Planning
Friendly Context & and Follow-up
Encourage
reflection Observe and
provide
feedback

On going Dialogue
 Coaching Program
Ask Questions

In coaching conversation, it is necessary to use questions as a techniques to guide coaches through a process of reflection and problem
solving. This means that the coach can not give the answer to his / her coachee, but must help steer the conversation toward the answers
that will help him / her succeed in his / her goals.

Open questions (those that do not elicit a “yes” or “no”

Five Great Reasons to ASK
answer) are the most valuable. You want to use mostly open-
1. Questions hold the power to cause us to ended questions in order to allow the coachee to reflect on
think. his or her past or possible future actions.”

2. The coachee may know far more about the
situation than you.
3. Coachees are more motivated to carry out
their own ideas and solutions.
4. Asking can empower people to do things.
5. Helps the coachee own the situation.
 Encourage thinking, problem-solving & reflection.
 Learn the other person’s perspective.
 Avoid the temptation of providing directives or
giving advice.
 Motivate the coachee’s ownership of his/her
situation.
 Demonstrate interest and attention.
 PTCL Leadership Roles

PTCL Leaders learn from success, failure, assignments, books, classes, people and from life itself. They act with integrity
and trust to inspire loyalty & goodwill. They are capable of taking bold & courageous moves and are confident in their
ability.

Inspire Credibility & Trust

 Understands that character, integrity, morality and ethics are the foundational principles for leadership.
 Ability to be open to the possibilities of learning from others.
 Demonstrates curiosity and observes leadership predispositions, helping one to understand area of focus to achieve personal
proficiency.
 Persuasion
Persuasion is a process that enables you to change or reinforce others' attitudes, opinions, or behaviors.

Key Elements of Persuasion

 PTCL Corporate Values

Professional Integrity Teamwork Customer Satisfaction Loyalty to the Company

We have the moral courage to Great things in business are Customer service is not a The only way to do great
make our actions consistent never done by one person, department, its everyone's’ things is to love what you do.
with our knowledge of right & they are done by a team of job.
wrong. people.
Recap