360 Degree Leadership!

My presentation on this topic

Introduction:

It is a misconception that one is leading a team/effort in one area. He is not concerned with other areas. But as a Leader, one should be aware whats happening around and should be able to influence people from different teams/areas. That is what we call '360 Degree Leadership'. Mr. John C. Maxwell first introduced this term. Its all about developing your influence from anywhere in the Organization.
Reference: 360 Degree Leader

What is 360 Degree?
If you are leading from the middle...
What is 360 degree leadership entail?
The Five Levels of Leadership
7 Myths of leading from the middle of the Organization
7 Challenges of leading from the middle of the Organization
Value of 360 Degree Leaders!
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What is 360 Degree?

360 Degree Leader will influence all the people in his reach.
1. His Boss
2. His Boss's Peers
3. His Peers
4. His Peer's Subordinates
5. His Subordinates

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If you are leading from the middle...:

1. Do you automatically follow your boss? Do not blindly follow your boss. Understand the reasons behind his decisions and give your thought process on everything.
2. Do you sometimes question his/her direction?
You will have to. You should question your boss's suggestions/directions if you are not clear why. You are not supposed to blindly follow the orders.

3. Have you ever supported some one with out a leadership title?
Title has nothing to do with one's willingness to take ownership. We should support it.

4. Does every manager in your organization have same level of influence?
I guess not. As the influence is very personal attribute, everybody in the same title will not have the same level of influence.

5. The middle of the organization is often the optimal place to practice, exercise, and extend your influence.
Where ever you are, you can start practice, exercise and extend your influence.

6. No Matter where you are in the organization - Leadership is the ability to get attention and support from others. Leadership is a personal ability. You do not need title for the same.
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What does 360 Degree Leadership Entail?

Leading Down: Interacting with subordinates, observation and listening, transferring vision, and rewarding productive people.
Leading Up: Being able to do what others won't, knowing when to push back, and when to back off.
Leading Across: Completing you peers,  letting the best ideas win. ------------------------------------------------------------------------------------------------------------

The Five Levels of Leadership

1. Position 2. Permission 3. Production 4. Reproduction 5. Personhood

The First Step : Position [Rights]

* People follow you because they have to
* Influence does not extend beyond the lines of your job description
* The longer you stay at this level, the higher the turnover, lower the morale.
* The good news is you can improve

The Second Step : Permission [Relationships]

* People follow you because they want to....
* Its beyond your stated  authority
* This level allows work to be fun
* Staying at this level long causes highly motivated people restless

The Third Step : Production [Results]

* People follow you because of what you have done for the organization
* This is where success is sensed by most people
* Problems are fixed with little efforts because of momentum

The Fourth Step : Reproduction [People Development]

* People follow you because of what you have done to them
* This is where long range growth occurs
* Your commitment to developing leaders will ensure ongoing growth
* Do whatever you can achieve this level

The Fifth Step : Respect [Personhood]

* People follow you because of what you are and what you represent
* This step is reserved for leaders who spent years to grow people and organization
* Only few make it
* Those who do are larger than life
* Its very rare and achieved by leading from the first four levels for a long period of time

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7 Myths of Leading from the middle of the Organization

1. The POSITION Myth: I can not lead if I am not at the Top.
2. The DESTINATION Myth: When I get to the Top, then I will learn to Lead.
3. The INFLUENCE Myth: If I were on the Top, people would follow me.
4. The INEXPERIENCE Myth: When I get to the Top, I wll be in control.
5. The FREEDOM Myth: When I get to the Top, I will no longer be limited.
6. The POTENTIAL Myth: I can not reach my potential if I am not at the Top.
7. The ALL-OR-NOTHING Myth: If I can not get to the Top, I will not Lead.

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The POSITION Myth

Myth: I Can not lead if I am not at the Top
Truth:
1. 'Leadership' & 'Position' are not directly tied to each other.
2. Leadership can be developed over time but Influence naturally builds.
3. The 'Right to Lead' must be earned.
4. Leadership is a choice you make not a place you sit.

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The DESTINATION Myth

Myth: When I get to the Top, I will learn to lead 
Truth:  
1. If you want to succeed, then you need to learn as much as you can about leadership before you have a leadership position 
2. Analogy for training for a marathon 
3. Learned in the trenches 
4. Mistakes made in the middle have smaller stakes 
5. Its essential to start to practice leadership before you get into a situation where you need it 
6. Its learned through purposeful practice 
7. Its a characteristic that you earn - not a gift you receive
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The INFLUENCE Myth

Myth: If I am on the Top, people will naturally follow me 
Truth: 1. You can grant some one a position but you can not grant them real leadership 2. Influences must be earned
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The INEXPERIENCE Myth

Myth: When I get to the Top, I will be control Have you ever thought.. If I were in-charge, we would n't have done X, but Y instead? 
Good News: Your desire is the mark of a leader 
Bad News: Without experience being the Top person, you would likely overestimate the amount of control you have at the Top
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The FREEDOM Myth

Myth: When I get to the Top, I will no longer be limited 
Truth: 
1. The higher you go - the more people 'Expect from you', 'Demand of you' 
2. You find more responsibility than your authority and the difference increases very fast. 
3. The leader has less freedom that you may think.
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The POTENTIAL Myth

Myth: You can not reach your potential if you are not at the Top 
Truth: 
1. Your potential is something you should be realizing along the way  
2. People should strive to be at the Top of their game - not the top of the organization  - work to achieve your potential 
3. If you don't start when you are in the middle, you may never get the chance to lead at all
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The ALL-OR-NOTHING Myth

Myth: If I can not get to the Top, then I would not try to lead 
Truth:  
1. Its like... If I am not the captain of the team, I will take my ball and go home. :) 
2. There is no place to lead from... you can lead from anywhere 
3. Great Leaders in business and social movements do not always become household names - but their positive influence can be hug. 
4. You can have a powerful effect whereever you are in the organization.
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7 Challenges of Leading from the middle of the Organization

1. The Tension Challenge
2. The Frustration Challenge
3. The Multi-hat Challenge
4. The Ego Challenge
5. The Fulfillment Challenge
6. The Vision Challenge
7. The Influence Challenge [Read more..]

Your time is much appreciated!

Effective Leadership with Emotional Intelligence!

Introduction:
Most of us heard of Intelligence Quotient(IQ).
But what is this Emotional Intelligence/Quotient(EI/EQ) then?
How one's Emotional Intelligence is related your Leadership qualities?

What is Intelligence Quotient (IQ): Intelligent Quotient is one's natural analytical abilities towards any subject, whether it is technology or business. This determines how quick and deep one can learn things. It is a number used to express the relative intelligence of a person. We can determine a person's Intelligence by some IQ Tests.

What is Emotional Quotient/Intelligence (EQ/EI):
Emotional Quotient is also called Emotional Intelligence quotient, is a measurement of a person's ability to monitor his/her emotions, to cope with pressures and demands, and to control his or her thoughts and actions. The ability to assess and affect situations and relationships with other people also plays a role in emotional intelligence. This measurement is intended to be a tool that is similar to intelligence quotient (IQ), which is a measurement of a person's intellect. There is much debate surrounding the legitimacy of EQ, however, primarily because there is no standard of measurement.


IQ vs EQ:

IQ	EQ
Measure of one's ability to learn and understand	Measure of one's ability to understand, use emotions and logical skills
Understanding the facts	Using emotions/reasons to make them understand the facts in a positive way
IQ is something that one is born with	EQ - can be improved upon
Decides one's individual capabilities	Decides how you respond as a team player and to crisis situations.
Helps in getting the job	Helps in succeeding in the job

Myths:

Myth-1:
If one has great IQ, he/she will become a great leader.
Truth:
1. Even though one is with average IQ and great EQ, he/she can become a great leader.
2. Great IQ, average EQ does not help in your leadership.
3. Great IQ, Great EQ is the best combination can be observed in the world's greatest leaders so far.

Myth-2:
Good EI means- 'Being Nice'.
Truth:
1. Using EI, one should be able to convey the message with out hurting the other and get the job done.

Myth-3:
Men will have greater EI compared to Women
Truth:
1. EI is gender neutral

Myth-4:
Higher EI means giving free rein to feelings/emotions
Truth:
1. Managing emotions so that they can be expressed effectively, appropriately
2. Enabling people to work together for a common goal

Myth-5:
EI can not be learnt!
Truth:
1. EI can be learnt and practised

Two Different View Points- They say Emotions

Traditionalists	High Performers
Distract us	Motivate us
Increases the vulnerability	Increases the confidence
Cloud our judgement	Speed our Analysis
Inhibit Free flow of data	Build Trust
Not required in workplace	Provide Vital Feedback
Must be controlled	Must be managed
influences rational thinking in a negative way	Helps in rational thinking for better decisions

Why EI is so important in Leadership?
Whom do you lead?
A team/set of individuals towards a common goal.

If you do not understand one's emotions, how can you deal with them to make things work towards a common goal? That means, it does not matter how good your IQ is, but all that makes hell lot of difference is your EQ.

As part of the job, one will have to work with/lead people from different geographical locations, regions, religions, genders, languages, ethnics, social, cultural, living styles, ages and their life experiences. Having said that, no two people will have the same emotions and/or emotional intelligence. Their emotions will be a mix of all the above. So the better you understand them, the better you can communicate with them.

After all the fuzz...., we are going to understand little more about EQ.

Emotional Intelligence is all about understanding, managing one's and others' emotions.

Basically, Personality+Intelligence Quotient( I think)+Emotional Intelligence (I feel) makes a man.
Emotional Intelligence Components:
EI comprises of 5 components majorly-
1. Self Awareness
2. Self Management
3. Social Awareness
4. Social/Relationship Management
5. Cognitive Competencies

1. Self-Awareness:
1. Awareness of own feelings/emotions
2. Understand why feelings occur and their implications
3. Aware of own strengths, weaknesses, needs and drives.
4. Being honest to oneself and others

Open to feed back is one of the powerful tool to improve self-awareness.

2.1. Self-Management - Emotional Self Control:
1. Dealing quietly with stress
2. Ability to control feelings, moods and emotional impulses
3. Keeping cool head in situations of high pressures
4. Overcoming negative emotions
5. Think realistic in tough times
6. Responding to situations rather than reacting
7. Exhibiting the same behavior in even in high pressure situations

2.2. Self-Management - Adaptability:
1. Multitasking ability
2. Ability to handle rapid change
3. To adapt to behaviors, plans and approaches

3. Social-Awareness - Empathy:
1.  Get great understanding by both verbal and non-verbal active listening.
2. Effective and Diverse Relations
3. Understanding others emotions, understanding and actions
4. Behaving carefully while instructing the team

4.1 Social/Relationship Management - Coaching/Mentoring:
1. Providing feedback to others to improve
2. Recognize and Encourage other's good work/strengths

4.2 Social/Relationship Management - Inspiration:
1. Motivate others by vision and goals.
2. Build group pride and make everybody engaged

4.3 Social/Relationship Management - Influence:
1. Convince others by their self-interest
2. Build Support with buy-in from key supporters
3. Show gratitude to the help others did for you. (more..)

4.3 Social/Relationship Management - Conflicts:
1. Identify the disagreements and remove them by active and empathetic communication

4.3 Social/Relationship Management - Team work:
1. Build Team identity
2. Gain Respect of others by involving them in the discussions and actively listen to them. (more..)

5.1 Cognitive Competencies - Systems Thinking:
1. Ability to explain complex systems in understandable way
2. Ability ti identify cause & effect 

5.2 Cognitive Competencies - Pattern Recognition:
1. Ability to identify patterns, similarities and trends
2. Ability to use analogies to describe patterns/trends


Your time is much appreciated!

Building High Performance Teams

My presentation on this topic

Team Development Stages
As per Tuckmann's theory, there are 5 stages of team development
i)   Forming 
ii)  Storming 
iii) Norming 
iv)  Performing 
v)   Adjourning 

In the Forming Stage, Team acquaints and establishes ground rules. Formalities are preserved and  members are treated as strangers. 
In the Storming Stage, Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility. 
In the Norming Stage, People feel part of the team and realize that they can achieve work if they accept other view points. 
In the Performing Stage, The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance. 
In the Adjorning Stage, The team conducts an assessment of the year and implements a plan for transitioning roles and recognizing members’contributions.
Leader's Role in each of the Team Development Stages
In the Forming Stage, Leader has to communicate clear objectives, both for the team as a whole and for individual team members. Model effective behavior. 
In the Storming Stage, Establish clear processes. Build trust between team members. Resolve conflicts swiftly. Remain positive in the face of challenges. 
In the Norning Stage, Step back & trust team members to take responsibility for progress towards the goal. Reiterate your vision often. This is a good time to arrange a team-building event. 
In the Performing Stage, Delegate tasks and projects as far as you can. Focus on results not methods. Celebrate successes. 
In the Adjourning Stage, Identify the next level leaders and groom them. And the process repeats and the new leaders will take over the smaller teams, team dynamics will change a bit. Now, the time to spend each stage will be minimal.
High Performance Teams Characteristics
The strong leadership with an environment is filled up with know & grow, mutual respect, trust, authenticity, consistency, open & honest, straight talkers.
The team characteristics will be as below-

Smart Alignment:
-with a clear mission statement
-With very well defined strategy
- With Very well known Project Priorities
- With very well defined roles & responsibilities

Inspiring Vision:
-They will have a passion for what they do
-They feel inspired for the leadership's vision
-they will be the change champions. That means, they welcome the changes always.
-They will be creative risk takers
-They will have very much shared values. They all laugh for the same reason. ;)

Action Orientation:
-The right processes will be in place
-They always look for smart working rather than hard working
-They will have great problem solving skills complimenting others thought process
-They will become very good at group decision making
-They will be very open for resourcing & planning

Great Team Spirit:
-They maintain Interdependence & at the same time, cohesion.
-They care & confront for each other.
-They celebrate success with each other.
-They always exhibit the 'Can Do' attitude.
-They recognize/compliment the others always.

High Performance Teams Advantages 
-Shared Responsibility 
-Job Satisfaction 
-Business Results 
-Adaptive to Change -
-Mutual Respect 
-Sense of team identity 
-Customer Satisfaction 
-High Commitment 
-Effective Decisions 
-Accountability 
-Increased Trust 
-Opportunity Growth
High Performance Teams How to build ?
-Respect each Team Member’s Opinion 
-Effective Team Meetings, Conflict Resolutions 
-Effective/Group Decision Making 
-Set up right Processes, Check points and Metrics 
-Measure the progress against the Metrics/Feedback 
-Protect your Team from all Evil 
-Build Capability and Career Path of the each individual

High Performance Teams Do nots
-Micro-Manage – At least it should not look like. 
-Over ride Tough Decisions always 
-Take out support in Difficult situations 
-Avoid to Deal with Conflicts and Risks 
-Encourage Blame Game 
-Discount other’s Emotions and Perspectives 
-Be Over Theoretical

High Performance Culture
Enable 
-the capability by appropriate Trainings.  
-Measure the effectiveness of the Trainings. 
Encourage  
- Encourage with Rewards/Appreciations. 
- Recognize High Performance Individuals/ Teams periodically. 
Empower 
-By Open Communication. 
-To be adaptable to change.
Engage
-In Team Building Activities. 
-In Fun and Positive Environment

High Performance Leader
Vision, Honesty,Motivation, Accountability, Skills, Planning, Metrics, Trust, Togetherness, Appreciation, Purpose, Performance, Evaluation, Behavior, Adaptive, Inspiration, Advantage, Collaboration, Responsibility, Research, Best Practices, Freedom, Focus, Flexibility, Mentor, Knowledge, Solutions, Dynamic, Curiosity, Values, Integrity, United, Brainstorming, Influence, Effectiveness, Charisma, Coaching, Mentoring, Process, Metrics, Goal, Success, Celebrations, Encourage, Strength, Strategy, Style, Purpose, Encourage, Safety

Why companies are scrapping Annual Appraisal Review Process?

These days Accenture has joined the Elite Club of the companies who scrapped Annual Performance Reviews. Microsoft, Adobe and Deloitte are to name a few giants joined the elite club.

Why do the companies feel the need of moving to new more fluidic system?

1. A Resource’s Performance has to be compared to his previous year rather than his colleagues.
2. The Review was helping what has been achieved in the past year. But it never tell about how we are equipped to achieve the goals in future.
3. The existing system is consuming the time and energy which is yielding half results rather not yielding the desired results..
4. With the existing system, even though all the team members performed very well, needed to adjust in the defined curve.

How the new system should work?

1. It will be more matured, transparent and employee friendly process which takes care of the employee motivation as a by-product.
2. This will force the managers to set short term goals and provide opportunities. And making sure that they are using coaching, mentoring techniques to improve the skill set of the team.
3. It is like, provide opportunities, if not create and mentor coach the employees and validate against the new responsibilities.
4. With the above, the employee will have some thing to learn and put it in practice immediately.
5. With the old approach, even though managers set goals for the year, it may not happen that goals will be revisited and validated to mentor and coach accordingly. This new process will enforce the managers to do so.
6. Unlike the older system, employees will not be compared with their colleagues, so there high likely chance of they getting demotivated as the abilities and natural intelligence of each individual will be different.
7. As per the new system, every employee is supposed to get a new opportunity or change in responsibilities than the previous year, the system enforces the managers to do a thorough skill set analysis and look for the opportunities to be given, if not to be created.
8. The above enforces the managers and their managers think out of the box and create opportunities. In turn, it will be spiral push the thought process to the highest level in the organization and the respective industry.
9. Thus, as every employee will be in a learning and implementing mode, they will be with free mind spitting our great ideas which will help ideas pushing upwards.

Accenture’s story