Post on 24-Dec-2015
1Mercer
www.mercer.com
Changing role of leadership Straight talk…
June 10, 2009
Ravichandar, R. Padma
Managing Director, Mercer Consulting India
3Mercer
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
4Mercer
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)
5Mercer
—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.”.”
6Mercer
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
7Mercer
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
8Mercer
Leadership Pipeline: Strategic roadmap for learning leadership
Based on material from the book The Leadership Pipeline,by Ram Charan, Stephen Drotter, and James Noel
9Mercer
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
10Mercer
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
11Mercer
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.
12Mercer