Leveraging SuccessBeing consciously

successful

Mirza Yawar BaigOpening the world, one mind at a time©

Work Experience: International Speaker, Trainer, Author, Coach,

Leadership Consultant with 16 years in Corporate General Management, 31 years in Training & Organizational Development, Family Business & Entrepreneurship

Director / Professional Member: Center for Conflict Resolution & Human

Security Indian Society for Applied Behavioural ScienceEntrepreneur: 1994: FoundedEducation: IIM-A , P-CMM®, MBTI©, WSA©, ISABSBooks: It’s my Life The Business of Family Business An Entrepreneur’s Diary Hiring Winners 20.10.2010-55 – Life Lessons of 55 years Leadership is a Personal Choice

Member Consultant Panel:USA GE Corporate University, Crotonville Oracle Corporate University, CA AMA International, New York Andersen Corporate University, MNIndia SVP National Police Academy, Hyderabad AP Police Academy, Hyderabad SSB Academy, Gwaldam, Uttar Akhand LBS Academy of Administration, Mussoorie

Clients Include:GE, Oracle, Motorola, Microsoft, IBM, Digital-Compaq, National

Semiconductor, Unilever, BSNL, Tata Indicom, Colgate, Asian Paints, Siemens,

Wartsila, MphasiS,CavinKare, EXL Service, World Bank, ICRISAT, World Fish, Tata

Corporate, J & J,Accenture, Zeneca Seeds, Shanta Biotech, Advanta, Reuters,

Air India, Yusuf BinAhmed Kanoo, Olam, Regal Beloit, Reliance World, NIS Sparta,

AMKA, Emami Group, Suzlon, JP Morgan, SEW Infrastructure, LANCO, KAR Group,

Expolanka, Brandix

yawarbaig@gmail.comwww.yawarbaig.com

Prof. Robert BurgelmanStanford Business School

“The single biggest danger in business and life, aside from outright failure, is to be successful without being resolutely clear about why you are successful in the first place.”

3Expertise is repeatability

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Remember the Titanic?

Effects of Globalization1. Competition from all over the world2. ‘Educated’ customer who has real

choices and is aware of them3. High awareness and demand for

service quality and responsiveness4. People looking for solutions; not

simply products5

How competition has changed

1. No Hiding place No protection, no niche

2. Redefinition of market share In what terms do we define our own?

3. Customers demand: 2Q @ ½ C + ½ T South Korean garment industry

6Solutions to problems can be in places we never thought of

How competition has changed

4. New Product Introduction Honda & Kawasaki story

5. New attitude of Managers Waterproof business cards Sony (Masaru Ibuka)& Phillips

dictaphone

7Companies don’t compete, managers do

The Message for us? The Only Thing that matters: Quality people, highly focused on

creating: Value Addition for the Customer at the lowest

cost

Quality Processes in all aspects of the operation

Being able to beat the competition internationally

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Examples of success1. Leveraging advantages in a hostile

economy The SAS story

2. Creating a boundaryless culture General Electric

3. Entrepreneurial approach to business 3M

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Success does not depend on what happens but on what you do when it

happens

Critical Challenges before us

1. Management of Change Entrepreneurial approach

2. Minimization of Bureaucracy Speed will still be the key

3. Leverage technology to eliminate non-value added work

People learning to add value in new ways

10Are we ready for the change?

Careers in Global Corporations

Key Leadership Ingredients

CEO Survey: Korn-Ferry International - 1999

Question What are the key ingredients for success

in tomorrow’s corporations given the challenges in the environment as you anticipate them?

Overview1. Global experience & understanding of

business in terms of global impact2. Functional expertise and exposure to

leading multi - national teams3. Ability to react to local opportunities

& threats4. Network of relationships spanning

countries5. Multi-language skills

Origin less important than results

1.It matters less 'where' you come from and more 'what' you can do

2.Contributions are more important than credentials. Visibility' is important but ultimately it is 'credibility' which must be built

Formula for Success?

Cross functional experience built on functional expertise

Integrity It is the framework on which

everything else runs It is an absolute value It is one of many paths but the only

one on which you will never be lost.

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Values drive behaviorBehavior drives results

Planning1.Specific2.Measurable3.Achievable4.Result Focused5.Time Bound

Surest sign of a leader: the willingness to be held accountable

Performance1. Focus on performing your current job and

deliver more than expected.2. Develop a reputation for delivering

results beyond expectations3. It is okay to talk about career

development but secondary to how you perform your current job.

4. The one who ‘hits the ball out of the park’ is heard firstOnly results can be counted

Expertise1. Get recognition as an expert in your

function. Then look for opportunities to apply your expertise in a broader context.

2. Learn the language of finance. It is the language of business.

3. Be prepared to accept the more 'problematic' and inconvenient job and to offer to help others.Trust = Expertise + Willingness to help

Ownership1.Track your career and make your

own development plan. Show it to your boss

2.Like a professional athlete, make a habit of constant self improvement

Whose career is it?

Ownership1.Never whine about your career.

Others can give advice, but in the end, your career is in your own hands

2.Concentrate equally on technical & behavioral skills, & remember that the higher you go, the more people skills will matterYou are only as good as your team

People1. Only the inspired can inspire, so check your

own inspiration2. Your own career will depend on those you

can inspire3. Critical Abilities: make friends, negotiation,

communication, conflict resolution 4. People don’t remember what you did. They

remember how you made them feel.Who is rooting for you?

Challenges & Visibility1. Take the hard job. Err on the side of

the bigger challenge. Play ‘offence’ with your career. But be brave, not stupid

2. Seek out assignments with visibility, but recognize that it cuts both ways

3. Be sensible. If you fail, you will not be rewarded for trying. Ensure a 70% chance to winVisibility + Credibility = Leadership

Mentors & Role Models1. Broaden your support base. Work for

people who will challenge you2. Seek feedback. Don’t be defensive.

Surround yourself with great people & be willing to learn

3. Be persistent, but with awareness.4. If you encounter the 'imperfect' boss,

don’t complain. Learn how you can be betterMeasure how you acted on the feedback

Cross-cultural Exposure

1. Learn the language of the country and expose yourself to that culture

2. Don’t judge people of other cultures by your standards and value systems

3. Be willing to share information and talk about your own culture so others learn

4. Ask questions with sensitivity to local manners

Respect is at the basis of all friendship

1.No inspiration

2.Culture misfit

3.Can't deliver

1. Fails to communicate and inspire around a clear, simple stretch goal. Unable to get commitment of team

2. Delivers results but does not believe in the values of the culture.

3. Talks a good game but can't deliver beyond expectations

Jack Welch’s list

8 – Career Derailers

4.Out of focus

5.Poor relations

6.Inflexibility

4.Misses leverage points. Unable to process multiple inputs.

5.Unable to work with diverse people in a multicultural environment

6.Unwilling to change. Over dependence on mentors / skill set. Overly critical / blames others.

Jack Welch’s list

8 – Career Derailers

8 – Career Derailers

7.Risk averse

8.No passion

7.Needs constant supervision. Seeks constant approval. Won’t take decisions independently

8.Works to fill the time. No love for the job. No interest in the field Doesn’t invest in self. Doesn’t push back; Yes-man!

Personal SWOT Analysis

Strengths Weaknesses

Opportunities Threats

Self

Career TrackerYour Development

Tracking Tool

Current State AnalysisFactor Year before

lastLast year Current year

Study Language, reading

Training, seminars

Learning in progress?

Work Global impact assignments

Strategic focus,Managing multinational teams

Assess present role:1. Are you on track?2. If not, what’s the

plan?3. How is your

network?Results What were the

results?Did anyone notice?

What were the results?Did anyone notice?

What are the metrics for your current role? Do you need any help to meet them?

Career Development Plan

Factor Last year Current yearGoals Did you set SMART

goals?What difference are you planning to make and how?

1. In your behavior?2. To personal

relationships?3. To the organization?4. To your society?

Achieved

High visibility assignments?1. What was it?2. What was the

result?Changes What were the

results?Did anyone notice?

Glad to hear from youwww.yawarbaig.com

www.youtube.com/yawarbaigassociates

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