Leadership Development Programm-prince Dudhatra
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Transcript of Leadership Development Programm-prince Dudhatra
8/4/2019 Leadership Development Programm-prince Dudhatra
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Leadership development Program
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Leadership and Leadership
Development
Leadership: The art of motivating people to act towardsachieving a common goal.
Leadership Development: Expand the collective capacityof organizational members to engage effectively inleadership roles and processes.
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Objectives of LDP
Acquire an in-depth understanding of core business functionsand build foundational skills to integrate these functionsacross the organization.
Examine new techniques and technologies for driving results
throughout the company, even in a downturn. Formulate a holistic approach to identifying problems,
formulating solutions, and adapting to change.
Build strategic skills for effective decision making and
implementation. Expand their capacity to lead cross-functional initiatives and
corporate projects amid challenging global markets.
Develop a personal leadership philosophy that reflects greaterknowledge, capabilities, and confidence.
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Leadership Development
Five Steps to Leadership Development:
1. Have a model of leadership
2. Get some feedback relative to that model3. Evaluate the feedback you receive
4. Make a plan
5. Work the plan
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Leadership DevelopmentCore Concepts
Continuous developmental life cycle from employee to executive
Various developmental tools (classroom and electronic education,
developmental assignments, a coaching/ mentoring, business-related challenges, and leadership simulations).
Addresses six competencies deemed important at each leadershiplevel:1) Adaptability 2) Communication 3) Decisiveness
4) Integrity/Honesty 5) Motivation 6) Strategic Thinking
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Types of LDP
Frontline Leadership Development Program(FLDP)
Senior Manager Development Program
(SMDP)
Executive Development Program (XD)
Candidate Development Program (CDP)
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Senior Manager DevelopmentProgram (SMDP)
Is an internal developmental program and
is not a promotional opportunity
Must be current Frontline or Departmental managers and rated
“fully successful” on last performance evaluation
The program provides:
A series of individual or group developmental projects andassignments
Multiple workshops spread over several months
Individual skills assessment
Classroom and self-directed learning activities
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Executive DevelopmentProgram (XD)
The program:
seeks to identify and develop top-level employees and managers
combines training programs
offers group coaching and developmental assignments
is specifically focused on the Executive Core Qualifications (ECQ’s)
may require travel or temporary residence outside of post of duty
The selection process:
is highly competitive
includes a formal application process
requires endorsement by the business unit
involves an assessment through a panel interview
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Candidate Development
Program (CDP)
The program: Seeks to identify a career executive corps from within or outside
the Federal Government Consists of formal training - Executive Development Program
(XD)
Involves mandatory developmental assignments
Requires partnering with an SES mentor
The selection process: Vacancies are announced
Selections are made using merit staffing procedures
Includes a formal application process
Involves a tiered interview assessment
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Leadership Challenges and StrategiesLeadership Challenges Strategies/Skills Methods/Tools
Motivating Commitment Self and organizational awareness,personal mission, values and vision
MBTI, CPI, Emotional Intelligence, 360feedback, SYMLOG Group
Assessment, Group ManagementObservation, personal learning andaction plans, project assignments,executive coaching
Communicating across roles andcultures
Giving and receiving feedback,dialogue (inquiry/advocacy), buildingrelationships & trust, managingdiversity, managing conflict
Scenario development, case studies,open space technology, left-handcolumn exercise, decision therapy, rolepractice
Establishing shared values andgoals
Strategic planning & visioning, culturedevelopment, team design
Future search conference, strategicplanning, Values-clarificationand alignment
Coordinating across disciplines andfunctions
Planning & facilitating meetings,developing group dynamics, buildingsponsorship & teams, group problemsolving & decision making
Organizational simulation, actionresearch/learning, group problemsolving and decision making tools
Creating change for continuousimprovement
Dealing with resistance to change andbuilding support systems, projectmanagement
Action research/learning, organizationdevelopment, organizational roles, andproject assignments
Developing accountability Performance measurement &management, organization design,
coaching, and conflict resolution
Balanced scorecard, coaching-by-type,interest-based negotiation
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Leadership Development Components
Vision –
Management –
Set goals and focus resources
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Creating change for continuousimprovement
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Empowerment –
Select and develop subordinates
Diplomacy –
Forge coalitions
Feedback –
Observe, listen, share information
Entrepreneurialism –
Find future opportunities
Leadership Development Components
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Program Benefits
Availability of one-on-one coaching or personaldevelopment for any participants in need of extrasupport.
Increase the leadership bench strength, yourorganization will need to continue its success in the
future.
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Contd..
Develop strong learning teams (functional or cross-functional team building) for companies that choose to
send a learning team.
Give your next generation of leaders the skills they needto help prepare your company for the challenges that lie
ahead.
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Areas where LDP play a role
Academic Leadership Development program(ALDP) IITs, XLRIs, IIMs conducts such program
Organization sector
Companies like GE, Reliance, TATA Group
Defense Leadership Development program
Army, Navy
Business Leadership Development program
Entrepreneurial development Program
Political Leadership Development program
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Defense Leadership Model
LEADERSHIP BEHAVIOURS
LEADERSHIP CAPABILITIES
PERFORMANCE PRINCIPLES
VALUES
•Defense espouses a philosophy of gaining results throughpeople, and also of being a values-based organization.
•Values-based behavior isabout individuals at alllevels being prepared toaccept responsibility &accountability for their
actions and to think clearlyabout the consequences oftheir actions for Defense.
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DLF CAPABILITY AREAS
•The Defense Leadership
Framework (DLF)systematically identifies theleadership capabilities &
behaviors expected at alllevels in Defense.
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Outcomes
It provides a generic set of proficiencies that may be workedout with Group/Service requirements.
It is flexible and adaptable allowing Groups/Services to build
upon and modify the framework to meet their specificrequirements.
It provides a link to development and assessmentopportunities to allow „skilling‟.
It provides guidance to supervisors and employees inrelation to staff management and performance.
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Top companies with LDP
Giant Impact Inc
The Ken Blanchard Companies
Goodstone Group
Tom Peters Company
Robbins Research International, Inc.
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Corporate companies in india
Tata Group
General Electric
IBM
Reliance Industries Ltd.
Adani power Ltd.
Larson & Turbo
Infosys
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IBM HRLDP
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TATA GROUP
April 14, 2012
TATA GROUP
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India‟s Best Known and Most Respected Business House
Diverse Business in 7 Sectors
Revenues Equivalent to 2.7% of India’s GDP
Largest Employer in the Private Sector
International Income 30% of Group Revenue
Products and Services Exported to 85 Countries
Operations in Over 80 Countries
Group revenue FY 2006: $27.5 bn
Group Profit FY 2006 : $ 3.8 bn
I di id l D l
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Individual Development
Profile
Work & CareerDetails
PerformanceData
Personal Details: Age,Education
Development Plan
IDP
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How Does Development take
place?
• 10 % Training Courses
• 20 % Interaction with People
• Coaching, Mentoring, Experts, Colleagues
• 70 % Challenging Jobs
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Tata Leadership Development Programme
TGSLSLevel C+
TGELSLevel D and C
TGYLSLevel F and E
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Secret sounds of the forest
A wise king set out to teach his son, the Crown Prince,the wisdom necessary to become a great ruler . Hedecided to send him to a forest for a year and asked himto describe sounds of forest on his return…
The prince spent a year listening to all the sounds he
could hear and returned to his father, What he heard…
Leaves rustling in the wind
Leaves falling to the earth
Birds surging
Bees buzzing
Small & large animals coming and going The king was not pleased..
He asked him to go back to the forest and listen moreand come back…
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Secret sounds of the forest
This time the Prince went back and sat beside huge treespondering his apparent lack of understanding.
After several days and nights, the prince began to sensea strange awareness.
He returned to his father and reported what he hadheard….. The leaves of the trees awakening in the morning dew
The sound of woodland flower opening and closing
The clamor of earth as it bared itself to the warming rays ofnoonday sun
The heartbeats of a thousand animals and birds
His father was pleased and said “My son” “ to hear the unhearable is one of the discipline for being a great
leader”
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Leadership development is not just aboutthe process or practice; but it is aboutreflections and experiences
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Learning to Learn from Experience
Action-Observation-Reflection Model
Action/Experience
What did you do?
Observation/Feedback What happened?
Reflection How do you feel/think
about it now?