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Changing role of leadership Straight talk…

June 10, 2009

Ravichandar, R. Padma

Managing Director, Mercer Consulting India

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Times…they are a changing

““An organization can only become the-best-version-of-itself to the An organization can only become the-best-version-of-itself to the

extent that the people who drive that organization are striving to extent that the people who drive that organization are striving to

become better-versions-of-themselves.” “A company’s purpose is become better-versions-of-themselves.” “A company’s purpose is

to become the-best-version-of-itself. The question is: What is an to become the-best-version-of-itself. The question is: What is an

employee’s purpose? Most would say, ‘to help the company achieve employee’s purpose? Most would say, ‘to help the company achieve

its purpose’—but they would be wrong. That is certainly part of the its purpose’—but they would be wrong. That is certainly part of the

employee’s role, but an employee’s role, but an employee’s primary purpose is toemployee’s primary purpose is to

become the-best-version-of-himself or herselfbecome the-best-version-of-himself or herself.”.”

- Matthey Kelly

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Internal organizational excellence =Internal organizational excellence = Deepest “Blue Ocean”Deepest “Blue Ocean”

A A “Blue ocean”“Blue ocean” is by definition very profitable and will be is by definition very profitable and will be quicklyquickly copiedcopied..

““sustainablesustainable blue ocean blue ocean ”” = Internal organizational excellence = Internal organizational excellence

Organizational excellence is far more Organizational excellence is far more difficultdifficult to copy. to copy.

Organizational excellence = leadership in the marketplaceOrganizational excellence = leadership in the marketplace

Internal organizational excellence =Internal organizational excellence = ““BrandBrand insideinside””

B(I) > B(O)B(I) > B(O)

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—Lou Gerstner, Who Says Elephants Can’t Dance?

“If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard.

[Yet] [Yet] I came to see in my time at IBM that culture isn’t just one I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the gameaspect of the game—it is the game.”.”

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Leadership development isn’t working!

It is Leadership development that is needed It is Leadership development that is needed to create changes in leader behaviorto create changes in leader behavior

It is Leadership development that is needed It is Leadership development that is needed to create changes in leader behaviorto create changes in leader behavior

But, behavior is shaped and influenced byBut, behavior is shaped and influenced byorganization contextorganization context

But, behavior is shaped and influenced byBut, behavior is shaped and influenced byorganization contextorganization context

And organization objectives, structure, rewards, And organization objectives, structure, rewards, are always more powerful than the are always more powerful than the

influence of leadership development efforts influence of leadership development efforts

And organization objectives, structure, rewards, And organization objectives, structure, rewards, are always more powerful than the are always more powerful than the

influence of leadership development efforts influence of leadership development efforts

While organization's vision, strategy, While organization's vision, strategy, client SLAs and individual KRAs areclient SLAs and individual KRAs are

articulated & implementedarticulated & implemented

While organization's vision, strategy, While organization's vision, strategy, client SLAs and individual KRAs areclient SLAs and individual KRAs are

articulated & implementedarticulated & implemented

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How can leaders build their capacity as a group?

What are the business

Critical projects that can

be used as learning tools?

What are th

e

organization’s

strategic im

peratives?

© Mercer India 2009. All rights reserved.

Building Building TeamTeam

LeadershipLeadership

Piecing it together

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Leadership Pipeline: Strategic roadmap for learning leadership

Based on material from the book The Leadership Pipeline,by Ram Charan, Stephen Drotter, and James Noel

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Kn

ow

ing

Sel

fK

no

win

g S

elf

Leadership development as a continuum not a series of standalone interventions

Our Leadership Development MenuOur Leadership Development Menu

Role of the Leader

Managing Performance

Developing People

Teamwork & Collaboration

Leading Change

Individual Coaching

Action Learning Projects

Team Building

In-b

etween

mo

du

les

Peer CoachingLeadership Development

Programs(by passage in the pipeline)

Delivering business, team and personal results

Delivering business, team and personal results

360 Feedback

MBTI

Learning Styles

Thomas Kilman Conflict

Inventory

Leadership Derailers

Ass

essm

ent

& F

eed

bac

k

Assessment Centre

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Is Downturn an opportunity to develop strong Is Downturn an opportunity to develop strong leaders?leaders?

The role of intense experiences is a crucible in shaping the abilities and attitudes of leaders at an individual level.

We believe the current economic crucible is a perfect opportunity to forge the strength of collective leadership to lead not just in the best of times or in the worst of times – but at all times!

Thank you!

Ravichandar R Padma

Managing Director Mercer Consulting India

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Warren Bennis has talked about the role of an intense experience, which he called “a crucible” in shaping the abilities and attitudes of leaders at an individual level. We believe the current economic crucible is a perfect opportunity to forge the strength of collective leadership to lead not just in the best of times but in the worst of times.

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