Man management

1. Manage men Rahul Pikle

2. Excellent leaders have: A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks. Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic.

3. They evaluate their team regularly

4. Type of organizational leaders

5. The Directing Leader: Sets goals. Identifies the problems. Comes up with solutions. Decides who does what work. Gives specific directions. Announces decisions. Closely supervises and evaluates employees' work.

6. The Coaching Leader Sets the goals. Identifies the problems. Develops a plan to solve problems and consults with employees. Makes the final decision about procedures or solutions after hearing employees' ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas. Praises employees' work efforts. Continues to direct employees' work. Evaluates employees' work.

7. The Supporting Leader Involves employees in problem-solving and goal-setting. Takes the lead in defining how to do a job or solve a problem. Provides support, resources, and ideas if requested. Shares responsibility for problem-solving with employees. Listens to employees and guides them as they make decisions. Evaluates an employee’s work with that person.

8. The Delegating Leader Identifies problems with employees. Sets goals with employees. Develops plans and makes decisions with employees. Lets employees decide who does the tasks. Accepts employees' decisions and monitors their performance. Lets employees evaluate their own work. Lets employees take responsibility and credit for their work.

9. Sources of Power Reward Power Legitimate Power Coercive Power Expert Power Referent Power Enable managers to be leaders & influence subordinates to achieve goals

10. Sources of Power Legitimate Power : manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power : based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job.

11. Sources of power…cont. Coercive Power : based in ability to punish others. Ranges from verbal reprimand to pay cuts to firing. Can have serious negative side effects. Expert Power : based on special skills of leader. First & middle managers have most expert power. Often found in technical ability. Referent Power : results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration. Usually held by likable managers who are concerned about their workers.

12. Leadership models

13. Fiedler model Fiedler’s Model: effective leadership is contingent on both the characteristics of the leader and the situation. Leader style : the enduring, characteristic approach to leadership a manager uses. Relationship-oriented : concerned with developing good relations with workers. Task-oriented : concerned that workers perform so the job gets done.

14. Contingency model Situation characteristic : how favorable a given situation is for leading to occur. Leader-member relations : determines how much workers like and trust their leader. Task structure : extent to which workers tasks are clear-cut. Clear issues make a situation favorable for leadership. Position Power : amount of legitimate, reward, & coercive power a leader has due to their position. When positional power is strong, leadership opportunity becomes more favorable.

15. Path – goal model Model suggests that effective leaders motivate workers to achieve by: 1) Clearly identifying the outcomes workers are trying to achieve. 2) Reward workers for high-performance and attainment. 3) Clarifying the paths to the attainment of the goals. Path-Goal is a contingency model since it proposes the steps managers should take to motivate their workers. Based on Expectancy Theory.

16. Leader – substitute model Leadership substitute: acts in the place of a leader and makes leadership unnecessary. Possible substitutes can be found: Characteristics of Subordinates: their skills, experience, motivation. Characteristics of context: the extent to which work is interesting and fun. Worker empowerment or Self-managed work teams reduce leadership needs. Managers need to be aware that they do not always need to directly exert influence over workers.

17. Team evaluation Consideration Initiating Structure Is friendly, approachable Do little things to make it fun to be a member of group Give advance notice of changes Willing to make changes Treats group members as equals Tries out ideas in the group Lets group members know what is expected Assigns workers to tasks Schedules work to be done Maintains standards of performance Rate each team member from 1 (never does) to 5 (always does ) (IN TABULAR FORMAT)

18. After evaluation Sit with individual team member to convince him about his weak points. Chalk out joint improvement plan with timelines Set up review milestones with time. Regularly review the table Also do random review of the happenings Reward the team member on achievement.

19. Sales reviews & reporting The fact is detailed reporting is called Review . . . . . . . . .

20. Types of reviews/reporting Depending on the business you are in, structure & nature of it changes. However it is broadly categorized as follows Activity based Time based Objective based

21. Activity based review/report This is a detailed report which shows clear cut activity of a member in stipulated time. It gives tight control of the “happenings” to the manager Manager will know what is happening with where & how? Disadvantage is, team member might feel offended as it will not give him any room for manipulation.

22. Typical activity report Date Time Org. Objective Discussion Outcome Next step By when 27 Dec 10am to 12 pm ABC Technical discussion on Prognosis Presentation given. Had some queries which will be sent to IR. Detailed WebEx is planned Collected all the queries, which will be mailed to IR and will sent back to Prospect To be sent those queries to IR 27 Dec Team member to be reviewed on…. Who all were present in the presentation? Who is the decision maker? How does ABC buys? What’s is the timeframe? Who is recommender? What are the pain points noticed and noted? How it can be addressed if not yet? Is it already included in prospect sheet? If yes then why and if no then why too If it’s a prospect then, when are you taking me there?

23. Typical documents in activity review This is a detailed review and other than activity report there are more documents to be reviewed as follows Prospect sheet Commitment sheet Outlook sheet Above 3 can be combined in a single sheet Plan/objective for next week or fortnight or month.

24. Additional reports template Prospect name Is qualified by manager Product interested Current state Next state Typical Prospect sheet Typical commitment/outlook sheet Prospect name Last visit status Product interested Commit date Risk factors Typical plan document for stipulated period No of cold calls planned No of planned appointment Type of call Manager’s intervention Management intervention Name of companies Is it presentation , approach, POC, etc

25. Time based report/review This review is time v/s objective based. Its effective for quarter end review Team member’s commit is reviewed by time analysis Manager & team member agrees for certain activity/business in stipulated time & do review based on that

26. Typical time based review report Duration Objectives agreed achievements shortfalls Reason Contingency plan Q2 US $ 450 K US $ 320 US $ 130 K ABC order loss Will carry forward this number Time review sheet Team member should be reviewed on following Why the commitment was not kept? Where was a fall back plan & what happened to it? What is plan of covering short fall for next agreed time? If not then what shall we do/lose?

27. Objective based review Q & A is purely around activities in past agreed time. Evaluation of the activities are based on SW, Improvements, new start up &/or new initiatives. Activities are either agreed in earlier review or being done proactively. Thought process of a team member behind activity is extremely important to either appreciated or corrected.

28. Typical objective based report Date Activity Outcome Next step Expected by 27/10/2012 Partner visit Marketing fund discussion Need to submit marketing budget Will be submitted by 30/10/2012 30/10/2012 Partner visit Marketing fund discussion Submitted the budget Partner will revert by 15/11/2012 Team member to be reviewed on…. was the marketing discussion planned or came up during discussion? What is the amount? If not planned then why was it missed when due? What can be repercussions of missing/forgetting marketing funds from partner? What’s precautions will be taken for this will not get repeated?

29. Some tips Review should be opened with last review’s agreed actionable. Review shall be kept in a fortnight basis and weekly in case of non performance. No excuses for not submittal or non readiness of reports Review time shall be inversely proportional to the frequency of the review. Each review should end with actionable for next review.

30. Advanced Leadership skills

31. Six dimensional leadership   Six Performance Dimensions Competencies Knowledge Skills Behaviors   Personal Effectiveness • Cognitive Skills • Relating to Others • Personal Capabilities and Characteristics Managing Information and Knowledge • Use of Information Technology • Knowledge Management • Broad Understanding of Discipline • Maintain Credibility of Discipline • Communication Advocacy Leading and Managing Others • Leading and Managing Change • Leading and Managing People • Leading and Managing the Work Working Internationally • International Policy • Cross-Cultural Relationships • International Partnerships and Alliances Business Acumen Discipline Competency 6 th Dimension

32. What’s expert says There is only one way - the straight way. It sets the tone of the organization. Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organization. Get the right people in the right jobs - it is more important than developing a strategy. Make sure everybody counts and everybody knows they count. Legitimate self-confidence is a winner - the true test of self-confidence is the courage to be open.

33. What’s expert says Business has to be fun - celebrations energies and organization. Never underestimate the other guy. Understand where real value is added and put your best people there. Know when to meddle and when to let go - this is pure instinct. Ref: Jack Welch , respected business leader and writer “Jack: Straight From The Gut” Award winning book on leadership

34. Typical leader comparison New Generation Leaders Traditional Leaders Risk Taker Autocratic Care Taker Beaureaucratic Surgeon democratic Under Taker authoritative

35. Types of Leaders Risk takers E ntrepreneurs and revolutionaries Willing to bet their career on their cause. They are able to make decisions with little or no hard data These leaders are true missionaries, highly intuitive, adaptive and flexible and dynamic . Examples: Stephen Jobs, first to create the personal computer market ( for Apple Computer), Bill Gates and his associates who provided an innovative personal computer operating system (at Microsoft Corporation).

36. Types of Leaders Care takers More traditional business leader who cares for and nurtures an organization Continue to grow but in a more predictable, evolutionary way. They able to manage, install systems, select and grow people, adapt to change and meet expectations in a consistent, predictable manner. Analytical , might have financial backgrounds and are cautious. Example Reginald Jones , General Electric's chairman and CEO, from 1972-81, was this type of leader. Jones was able to systematically grow the company profitably and provide a financially strong company to Jack Welch when he took over.

37. Types of Leaders Surgeon Are needed when the business is mature and the portfolio is unbalanced with a mixture of attractive/ unattractive components. Have skills of a medical surgeon--- the ability to remove the malignant organs, without harming healthy ones or killing the patient. Ability to sell off and exit businesses in a way that will provide cash and capital to reinvest in the more attractive assets. The Surgeon leader is common in today's business world. Example GE's former CEO, Jack Welch, he divested television, audio products, small appliances and dozens of other business entries, at the right time generating huge profits.

38. Types of Leaders Undertaker objectively assess the organization's viability. Many executives having concluded that their companies were not viable in the long term, were willing to sacrifice the corporate entity and save its healthy components by merging with stronger players. These are the Undertaker leaders. Example: Peter Scott, CEO Mitsubishi, Europe, decided to close its elevator division in UK as it was loss making due to other market leaders

39. Self evaluation of a leader C ompetencies/Skills Quality Motivating Others Delegating Tasks Team Enhancement Exercising Authority A Development Plan Show Effectiveness Effective Time Management Effective Communication Conduct Effective Meetings Given Support to others The Leader– who am I and do I have?

40. Self evaluation of a leader Self-awareness – effects every choice and decision I make Values –Things that are important to me, meaning to my life Interest – What attracts me, what I enjoy doing Personal Traits and/or Style – how will you do what I do Profession – What are my goals and career fit (10-17 years ) Do I know my strengths & weaknesses? Do I know my team members? Have I set a goal (self & team) to save “Back site” or ambitious? The Leader– what excites me?

41. Point blank game (Team members)

42. Type of point blanks questions

43. What leader should ask self? Do I know reportees weaknesses Do I know the subject thoroughly Have I ever checked authenticity of his reporting? Have I accompanied or guide him anytime

44. Some examples Example 1 Asking deadline commitment What date shall you walk in office with LPO? What is going to happen from today till next month first week & what’s your involvement in it? Do you feel any risks or dangers here which can post porn this LPO dead line further? Example 2 Taking status of the current prospect case Is that all? Is there anything you might have missed out? Is there anything else you want to mention before we proceed ?

45. Some Examples Example 3 Clarification (again & again) before taking confirmation: Just to clarify, do you mean, if we give 15 % discount then we get the order in next week itself? Can you elaborate on your confidence level about this opportunity ? Example 4 Probing on excuses of delay when is this decision maker is joining back? If don’t know when can you get me this information? As per you, our proposal is under review, who is reviewing it? Have you met all the stack holders for it? What do you mean by ‘Internal formalities’? What does it consist of? Who is doing it? Have you met the stack holders/

46. Live examples Typical response during sales review – 1 We shall get order by end of this month? Can you give me 5 reasons for this confidence? Why do you feel so? What is gong to happen between now & end of the month? Who told you this? Have you met decision maker? What’s your idea on competition in this opportunity? What risks/dangers you foresee to get this commitment post porn? Do you worked on contamination plan? If LPO does not come till end of the month then what?

47. Live examples Typical response during sales review – 2 Could not “XYZ” as I was busy entire week in “ABC”? Did you foresee this “ABC” a week back before committing “XYZ” activity? If yes then…, if no then… Why did you prioritize “ABC” over “XYZ”? Why you did not inform in time for change in this plan? Why you could not finish “XYZ” parallely? What is the status of completion of “ABC”? If not finished then why? What’s your final commitment on completion of “XYZ”? Do you foresee anything else coming up on the way of completion of “XYZ?

48. Live examples Typical response during sales review – 3 I am trying & doing my level best and putting hard efforts? Can you elaborate about your level best? What yard stick and parameters you are using to say so? How did you validate that your efforts are best and cant be better or harder? When did you realize this? And if sometime back then why it was not discussed? Do you have any competency table which you are referring to before making this statement?

49. Some do’s & don’ts

50. “There’s no ‘I’ in ‘Team’, but there is a ‘Me’ if you look hard enough” David Brent

51. Do’s & Don'ts give your people a damn good listening to

52. be an enemy of the status quo Do’s & Don'ts

53. Do’s & Don'ts create other leaders, not followers

54. Do’s & Don'ts take action, not notes

55. “Vision without action is hallucination” Andy Law, St.Lukes Do’s & Don'ts

56. “take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King Do’s & Don’ts

57. value Your values Do’s & Don’ts

58. Thank You.