Tata Leadership Practices Booklet

1

Tata Leadership Practices

How do we create leaders who have a global perspective, deliver sustained performance and live the Tata Values?

2

Contents

Tata Values

Globalization and the Business Imperatives


TLPs & Leadership Talent

Using TLPs

Context Concept Using TLPs

3

The Foundation

“Leadership With Trust”

The Group’s growth and businesses continue to be driven by its five core values

Responsibility

Integrity Excellence

Understanding

Unity

4

Tata ValuesIntegrity “We must conduct our business fairly, with honesty and transparency. Everything we do must stand the test of public scrutiny.”

Excellence “We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods and services we provide.”

Understanding “We must be caring, show respect, compassion and humanity for our colleagues and customers around the world, and always

work for the benefit of the communities we serve”

Unity “We must work cohesively with our colleagues across the Group & with our customers and partners around the world, building strong

relationships based on tolerance, understanding and mutual cooperation.”

Responsibility “We must continue to be responsible, sensitive to the countries, communities and environments in which we work, always ensuring that what comes from the people goes back to the people many times over.”

5

Growth and Leadership through Global

Competitiveness

Value Creating Acquisitions

Non-Cyclical New Businesses

Domestic Dominance

Global Competitiveness

The Group Today: Business Focus

ContextContext Concept Using TLPs

6

Our Key Need

How do we create Leaders

who have a global perspective

deliver sustained performance

live the Tata Values?

7

Increasing the Group’s Leadership Bench

Delivery of consistent high performance across Geographies

Time

Assignments

How the high performance is delivered : What

behaviour will underpin sustained performance?

These behaviours are described through the Tata

Leadership Practices.

8

Leadership Behavior

Behavior

Skills

Knowledge

Personality

Motives

Attributes

Attitude

Traits

Values

“VISIBLE”

More assessable through observation

“WHAT IS UNDERLYING”

Difficult to assess

TLPsTLPs

What is demonstrated consistently in day to day activities.

What people around the leaders “see”.

What is demonstrated consistently in day to day activities.

What people around the leaders “see”.

9

The Tata Leadership Practices

A set of behaviors that is required for superior performance in the Tata context

Excellent performers on-the-job demonstrate these behaviors much more consistently than average or poor performers.

TLPs provide us with a way to define in behavioral (output) terms what we need to do to produce the results the organization desires and do so in a way that lives our values and builds our culture.

Context ConceptConcept Using TLPs

10


BusinessResults

People

Three ClustersThree Clusters

11


Business

Results

PeopleTakes Ownership

People DevelopmentInterpersonal effectivenessBuilding Effective TeamsWithstanding Pressure

Managing Vision & PurposeStrategic Capability

Dealing with AmbiguityBusiness Acumen

Functional Excellence

Drive for ResultsCustomer Focus

Timely Decision makingInnovation Management

Fourteen Success Factors

Fourteen Success Factors

12

TATA LEADERSHIP PRACTICES

Junior Middle Senior TopBusinessManaging Vision and Purpose Aligns goals Sets priorities for success Steers the vision Creates vision and purpose

Strategic CapabilitiesPlans contingencies Imagines best practice Creates breakthrough

strategiesScopes strategic intent

Dealing with Ambiguity Judges probabilities Explores options Pioneers through uncertainty Leaps into the future

Business AcumenPlans to add value Optimises value Creates new value Senses opportunities for new

value

Functional ExcellenceLearns & uses knowledge forimproving practice

Learns and uses knowledgefor operational excellence

Learns and uses knowledgefor business innovation

Learns and uses knowledgefor creating strategy

Results

Drive For Results

Plans, controls and reviews

the work team activities to

deliver goals

Creates high performancework systems built on bestpractice to deliver businessgoals

Leverages organisational

capability to deliver results

Develops the global business

capablity to satisfy

stakeholder demands

Customer FocusCollaborates with customersto add value

Explores and satisfies marketdemands

Senses new businessopportunities

Stimulates New Marketdemands

Timely Decision MakingDefines and resolvesproblems

Intervenes to optimisesystems

Crystallises strategic choice Commits to strategicpathways

Innovation ManagementEvaluates and improvesservice to customers

Leads and improves businessoperations

Capitalises on businessgrowth opportunities

Champions and steersbusiness innovation

People

Takes OwnershipAccountable for professionaljudgement

Accountable for integritysystems

Accountable for coherence ofstrategic choice

Accountable for wisdom ofpolicies

People DevelopmentGrows and develops others Stimulates and supports a

learning cultureReviews organisationalcapability and fosters talent

Builds future capability

Interpersonal EffectivenessEngages and influencesothers

Creates an empoweringclimate

Projects an inspiring presence Fosters a network ofcollaborators

Building Effective TeamsMotivates and represents theteam

Creates inter-team synergy Commissions patterns ofteamwork

Unifies the enterprise

Withstands PressureHandles demands ofoperational conflict

Handles demands of complexsystems

Handles demands of innovation and change

Handles demands of complex and adverse world

Each success factor of the TLPs is translated across management levels

13

How TLPs help to chart Potential

An example of a manager at Middle Management level having potential for senior management level

Middle Senior Top Takes OwnershipAccountable for integrity systems

Accountable for coherence of strategic choice

Accountable of wisdom of policies

“Certainly” “Now good sense of”

“Some grasp of”

Customer FocusExplores & satisfies market demands

Senses new business opportunities

Stimulates new market demand

“Yes” “Discusses & understands”

“Not really creating yet”

15

Tata Values and TLPs

IntegrityWe must conduct our business fairly,

with honesty and transparency. Everything we do must stand the test

of public scrutiny

IntegrityWe must conduct our business fairly,

with honesty and transparency. Everything we do must stand the test

of public scrutiny

• Accepting responsibility for the consequences of your decisions and actions (25)

• Following through on commitments that you have made (26)

• Confronting conflict situations in an honest and direct manner (27)

• Consistently demonstrating high levels of integrity in your daily contacts with others (28)

• Going to bat for your direct reports when you feel they are right (37)

• Being willing to speak out on issues even when your view is unpopular (40)

• Accepting responsibility for the consequences of your decisions and actions (25)

• Following through on commitments that you have made (26)

• Confronting conflict situations in an honest and direct manner (27)

• Consistently demonstrating high levels of integrity in your daily contacts with others (28)

• Going to bat for your direct reports when you feel they are right (37)

• Being willing to speak out on issues even when your view is unpopular (40)

Understanding We must be caring, show respect, compassion and humanity for our colleagues and customers around the world and always work for the

benefit of India

Understanding We must be caring, show respect, compassion and humanity for our colleagues and customers around the world and always work for the

benefit of India

• Spending time with customers or those who have direct contact with customers (8)

• Actively looking for ways to increase value and satisfaction for the customer (9)

• Having a clear idea of what works in the market place (11)

• Understanding the strategic implications of decisions (17)

• Managing change in a thoughtful and well planned rather than reactive manner (19)

• Being genuinely concerned about people development (29)

• Working with others to continuously improve their personal performance (33)

• Spending time with customers or those who have direct contact with customers (8)

• Actively looking for ways to increase value and satisfaction for the customer (9)

• Having a clear idea of what works in the market place (11)

• Understanding the strategic implications of decisions (17)

• Managing change in a thoughtful and well planned rather than reactive manner (19)

• Being genuinely concerned about people development (29)

• Working with others to continuously improve their personal performance (33)

16


Excellence

We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods

and services we provide.

Excellence

We must constantly strive to achieve the highest possible standards in our day-to-day work and in the quality of the goods

and services we provide.

• Demonstrating extraordinary levels of energy and effort (1)

• Establishing high performance goals and standards (3) • Making decisions based on what is best for the

customer (7)• Rewarding people for trying new things rather than

punishing them for mistakes (10) • Demonstrating awareness of changing industry and

market conditions (22)• Keeping up to date with leading edge developments in

your field or function (23)• Demonstrating a high level of skill in your functional

area (24)• Challenging people to stretch themselves (30)

• Demonstrating extraordinary levels of energy and effort (1)

• Establishing high performance goals and standards (3) • Making decisions based on what is best for the

customer (7)• Rewarding people for trying new things rather than

punishing them for mistakes (10) • Demonstrating awareness of changing industry and

market conditions (22)• Keeping up to date with leading edge developments in

your field or function (23)• Demonstrating a high level of skill in your functional

area (24)• Challenging people to stretch themselves (30)

Unity We must work cohesively with our

colleagues across the Group & with our customers and partners around the world,

building strong relationships based on tolerance, understanding and mutual

cooperation.

Unity We must work cohesively with our

colleagues across the Group & with our customers and partners around the world,

building strong relationships based on tolerance, understanding and mutual

cooperation.

• Actively looking for ways to increase value and satisfaction for the customers (9)

• Establishing a climate of openness and trust -35• Establishing team or group goals as well as individual

goals (42)• Demonstrating a balance between the individual and

the team - is a good team player (43)• Encouraging people to collaborate with others in the

Tata Group (44)• Encouraging an open exchange of ideas and different

points of view. (46)

• Actively looking for ways to increase value and satisfaction for the customers (9)

• Establishing a climate of openness and trust -35• Establishing team or group goals as well as individual

goals (42)• Demonstrating a balance between the individual and

the team - is a good team player (43)• Encouraging people to collaborate with others in the

Tata Group (44)• Encouraging an open exchange of ideas and different

points of view. (46)

17


Responsibility

We must continue to be responsible, sensitive to the countries, communities

and environments in which we work, always ensuring that what comes from the

people goes back to the people many times over.”

Responsibility

We must continue to be responsible, sensitive to the countries, communities

and environments in which we work, always ensuring that what comes from the

people goes back to the people many times over.”

• Solving immediate problems without sacrificing long-term results (5)

• Focusing your time and energy on the most important priorities (6)

• Communicating an exciting vision for of the future for the business (13)

• Helping people understand how their jobs contribute to the overall success of the business (15)

• Giving people candid, even-handed feedback on how they are doing on their jobs (31)

• Being supportive and helpful in your daily contacts with others (32)

• Being open and candid with people rather than being vague or indirect (38)

• Handling pressure smoothly and effectively (39)

• Solving immediate problems without sacrificing long-term results (5)

• Focusing your time and energy on the most important priorities (6)

• Communicating an exciting vision for of the future for the business (13)

• Helping people understand how their jobs contribute to the overall success of the business (15)

• Giving people candid, even-handed feedback on how they are doing on their jobs (31)

• Being supportive and helpful in your daily contacts with others (32)

• Being open and candid with people rather than being vague or indirect (38)

• Handling pressure smoothly and effectively (39)

19

When values and principles are applied

consistently, they become behavioral habits

and this enables the fundamental

transformation

of people, of relationships

and of organizations.

20

How TLPs Work

TLPs

Knowledge Understands market pricing dynamics

TLP Demonstration (#24) Demonstrates a high level of skill in his/ her functional area

Skill How to set up new

product introduction process

TLP Demonstration (#11)

Has a clear idea of what works in the

marketplace

Motives/ Attitude Integrity – wants to work in an honest

and direct manner

TLP Demonstration (#28) Consistently demonstrates

high levels of integrity in daily contact with others

21

Using TLPs

Performance Management

Potential Assessment

Leadership Development Planning

Context Concept Using TLPsUsing TLPs

22

TLPs: Manager’s Radar Chart

0

1

2

3Drive For Results

Timely Decision Making

Customer Focus

Innovation Mgmt.

Managing Vision and Purpose

Strategic Capabilities

Dealing with Ambiguity

Business Acumen

Functional Excellence

Takes Ownership

People Development

Interpersonal Effectiveness

Withstands Pressure

Building Effective Teams

3: Strength

2: Neither strength nor OFI

1: OFI

23

Results

Business

People

Leadership Development by Level

Frontline Management

MiddleManagement

TopManagement

24

Benefits of TLPs

TLPs provide a "road map" for the range of behaviors that produce excellent performance. It helps:

Drive Tata Values

Companies "raise the bar" of performance expectations;

Teams and individuals align their behavior with key organizational strategies; and

Each employee understands how to achieve expected performance standards

Tata Leadership Practices Booklet

Documents

Transcript of Tata Leadership Practices Booklet