M I L E A G EManagement Integrated Leadership Empowermentfor Achieving Growth & Excellence
By Dr Sukumar RajuBE MBA MCA PhD AMIE
The THEME of to-day’s Workshop is 8 Cs
Challenge using BUKIDO Competencies for Competitive advantage
Create Win-Win ATTITUDE Change using Six Sigma Management
Create Collaborative relationships Cultivate Trust to go the extra mile
CFIDS & BDDS –Management Core-values for Credence
Learning Objectives Of MILEAGEBy end of this session, you will learn…
Emotional Intelligence & Competencies are central to Management & Leadership
MILEAGE - A business Model that SCALES.
Workshop to assess Your Skills Inventory Six Sigma Management MILEAGE is all about building Team and
managing Time using 8Ps & 8x8 Ps Workshop for assessing Your Leadership
qualities
MANAGEMENT & LEADERSHIP
_______________________________________________________________________ MANAGEMENT LEADERSHIPProduces order & consistency Produces change &
Movement_______________________________________________________________________Planning and budgeting for progress Establishing direction for
growth Establish Objectives Create Vision & Mission Set timetables Clarify big picture Allocate resources Set strategies
Organizing and staffing Aligning people Provide structure Communicate Goals Make job placements Seek commitment Establish rules & procedures Build teams and
coalitions Controlling & problem solving Motivating & Inspiring Develop incentives Inspire & energize Generate creative solutions Empower self &
subordinates Take corrective action Satisfy unmet needs,
wants & perceptions.______________________________________________________________________
Getting along with people matters for managing and leading
The success of any organization is dependent on
Managerial Effectiveness &
Leadership
Factors to Consider Changing environments will demand new
ways of managing & Leading Management is getting work done through
people. Leadership is a process whereby an individual influences a group of individuals to achieve a common GOAL.
Leading is by building a TEAM and encouraging Team members to manage time and resources more effectively.
Focus of Managing & Leading is to ensure effective utilization of resources through the processes of Planning, Organizing, Directing and motivating to reach set GOALS.
The Change Management “…the success of introducing
organizational changes is dependent on leadership.
As difficult as organizational change can be, leadership change is exponentially more challenging.
Leadership often is the slowest to change in response to environmental and organizational demands.”
Sustainable Leadership
Can be defined as …. “the extent to which organizations
can optimize their current and future leadership to drive business results and successfully meet the challenges and opportunities of an ever-changing business environment.”
Leadership GapRoute map for strategic Management & Leadership:
1) SWOT Analysis,2) Environmental Analysis- STOPPS : Segmentation,
Target Audience, Opportunities, Potential, Positioning,& Share
3) GAP Analysis4) Formulate Gap filling strategies5) Plan, Do, Check, Act using AIDAS/DADDIE
If gap isn’t closed, organizations may jeopardize their competitive ability.
MILEAGE MODEL OF Dr SUKUMAR RAJU
Y-O-Y Growth
Leader manages emotions with in to manage relationships with others through EI/ Transformational/Transaction/ Laissez-Faire
leadership styles to achieve success
Management ofPersonal competencies
Management ofSocialcompetencies
Management of Resources 8M
Management thro Internal, Interactive,External marketing
ConfidenceConscientiousnessSelf-awarenessSelf regulationMotivationStress managementMotivation
EmpathySocial skillsCommunicationCVPConflict managementChange managementGroup motivation
PlanningOrganizingStaffingDirectingControllingCoordinatingBudgeting
8P’s8x8P’sA8 to Z8SWOTSMARTGAP analysis
TIME & MIND MANGEMENT IS LIFE MANGEMENT
Mind makes itself busy in dreaming about pleasant thoughts for a comfortable future.
MILEAGE makes you dream at night and put Your dreams into action all day
Selves Management-New Paradigm for Leadership
As we progress in our Lives We are identified by our
personal and professional achievements- “ SELVES”
Managing the growth of SELVES in a strategic way
LEADING & DEVELOPING OTHERS
BEING ACCESSIBLE
PERSONAL QUALITIES
BEING DECISIVE, RISK-TAKING
LEADING THE ORGANIZATION BUILDING SHARED VISION
SHOWING GNUINE CONCERN ENCOURAGING CHANGE INSPIRING OTHERS
NETWORKING & ACHIEVING SUPORTING A DEVELOPMENTAL
BEING HONEST & CONSISTENT SUPORTING A DEVELOPMENTAL
ENABLING CULTURE
ACTING WITH INTEGRITY
RESOLVING COMPLEX PROBLEMS
FOCUSSING TEAM EFFORT FACILITATING CHANGE SENSITIVELY
From Managing Current Practices To Future Operations
Those who LEAD must
1) “ walk the talk “, so that they are viewed as role-models who respect others
2) Encourage Subordinates to develop an understanding of their core-values
3) Make people more productive by making them focus on what matters most
4) Shift from recognition & understanding to a Holistic approach of integration & Efficacy
Eight Habits of Highly Effective People
Be proactive Begin with the end in mind Put first things first Think win-win Seek to understand and then to be
understood Synergize Sharpen the saw SWOT & GAP Analysis to enhance KASH for
CASH
Organizational Behavior Management OBM
• Leadership of individuals– Values, attitudes, motivation, learning
• Leadership of groups– Group dynamics, teams
• Leadership of organizations– Organization cultures, organization design
• Leadership of OB processes– Decision making, communication, power,
politics, conflicts, negotiations• Leadership of organizational dynamics
– Organization change, stress, innovations, development
Positive Leader Attributes
Administrative-skill Behavior
Just Knowledge Supportive
Communicative Leadership qualities Team builder
Decisive Motive arouser Understanding type
Encouraging Nurturing attitude Visionary
Friendly Open to Criticism Win-Win problem solver
Global outlook POSDCORB X rays the feelings
Honesty Quality conscious Year-on-year growth
Intelligence-IQ/EQ Reliable Zeal for excellence
Factors Facilitating Leadership
Transformational Leadership 8Is
Transactional Leadership
Laissez-Faire Leadership
EICPPD Leadership
Factor 1Idealized Influence CompetenciesCharisma
Factor 5MBO8Ms & 8Ps
Factor 7Nontransactional
Factor 8PersonalSelf-awarenessSelf-regulationConfidenceMotivation
Factor 2InspirationalMotivational
Factor 6POSDCORBSWOT & GAP
Factor 9Social CompetenciesService OrientationConflict ManagementChange Management
Factor 3Intellectual Stimulation
Factor 4 Involvement
BIG 5 Personality Factors:How you act, react & interact counts
Agreeableness The tendency to be accepting, confirming, nurturing & trusting
Conscientiousness The tendency to be thorough, organized, controlled, dependable, decisive. Neuroticism
Extraversion The tendency to be sociable and assertive, and to have positive energy to energize others
Openness The tendency to be informed, creative, insightful and curious
Preferences & Leadership
PREFERENCE LEADERSHIP PLUSES LEADERSHIP MINUSES
Extravert Objective, Rational, Problem solver
Communication overload
Feeler Cooperative, Empathetic, Loyal
Changeable, Indecisive
Introvert Quiet, Reflective, Thinking
Hesitant, Slow to decide
Intuitor Future oriented Hazy, Nonspecific
Judger Decisive, Sticks to plans
Inflexible, Rigid
Perceiver Curious, Informed, Flexible
Scattered, Unfocussed
Sensor Action oriented, Practical
Detail oriented, Unimaginative
Thinker Objective, Problem solver, Rational
Critical, Demanding ,Insensitive
LEADER BEHAVIOUR
GROUP MEMBERS
TASK CHARACTERSISTICS
Directive LeadersHIPProvides guidance & Psychological structure
DogmaticAuthoritarian
AmbiguousUnclear rulesComplex
SUPPORTIVE LEADERSHIPProvides nurturance
UnsatisfiedNeed AffiliationNeed Human touch
RepetitiveUnchallengingMundane & Mechanical
PARTICIPATIVEProvides Involvement
AUTONOMOUSNeed for ControlNeed for Clarity
AMBIGUOUSUnclearUnstructured
ACHIEVEMENT ORIENTEDLeadershipNeed to excelComplex
High ExpectationsChallenging
AmbiguousProvides Challenges
??????
Major Components of Path –Goal Strategy
Leader BehaviorsDirective
Supportive
Participative
Achievement Oriented
Task Characteristics
Subordinate Characteristics
MotivationSubordinatesGoal (s)
(Productivity)
Model for Team Leadership
Leadership Decisions• Monitor or take action• Task or relational• Internal or external
Internal Leadership Actions
External Leadership Actions
Task
Goal focusing
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Relational
Coaching / Modeling Principles
Collaborating
Managing conflict
Building commitment
Satisfying needs
Environmental
Networking
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Team Effectiveness
Performance
Development
Range of Leadership styles
EIL
8I’s
CR
MBEA
MBEP
LF
InEffective
Effective
Passive
Active
Legend
EIL: Emotionally Intelligent Leader: Integrates Human Intelligence with Machine intelligence
Transformational 8Is
Idealized influence
Inspirational Motivation
Intellectual stimulation
Individualized Consideration
Ideation by brain-storming
Innovation for best practices
Integration through effective utilization-Less for more
Implementation using JIT,Six Sigma,Kaizen,5S,Kanban
Transactional
CR- Contingent reward
MBEA- Management by Exception Active
MBEAP- Management by Exception Passive
Nonleadership
LF-Laissez_Faire
Ego States of Leader and Subordinate
Parent
Parent
Adult
Child
Adult
Child
LEADER SUBORDINATE
A PARENT-CHILD TRANSACTION
Workshop …..
To Assess Your Skills Inventory…..
Emotional Intelligence (EI) and Emotional Competence (EC)
Different definitions EI – underlying capability to recognize
and use emotion EC – personal and social skills that lead
to superior performance in work world Different theoretical bases
Personality theory Performance theory Combination of above, plus more
Emotional Intelligence The MILEAGE Model
Self-Awareness
Social Awareness
Self-Managemen
t
Relationship Managemen
t
Self Others
Reco
gn
itio
nR
eg
ula
tion
Positive impacton others
EIC Framework for MILEAGE
Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence
Social Awareness Empathy Organizational awareness Service
Self-Management
Self-control Transparency Adaptability Achievement Initiative Optimism
Relationship Management
Influence Inspirational leadership Developing others Change catalyst Conflict management Teamwork and collaboration
About EI & Competencies EI Definition: Any measurable characteristic of
a person that differentiates level of performance in a given job, role, organization, or culture.
A competency builds upon one’s: Skills Knowledge Values Self-Image Traits Motives
About Competencies Competencies consist of behaviors that are
developmentally scaled (from easy to difficult).
For each competency, there is a target level of behavior that, when met or exceeded, positively and differentially impacts performance.
3. Anticipates impact of actions or words3. Anticipates impact of actions or words
4. Develops behind the scenes support4. Develops behind the scenes support
TargetLevel3. Uses indirect influence 3. Uses indirect influence
2. Anticipates impact of actions or words2. Anticipates impact of actions or words
1. Engages audience 1. Engages audience
Influence
Deg
ree
of D
iffi
cult
y
Example of Scaled Competency
Competency levels increase by degree of difficulty.
The EIC Priorities
E Self-Awareness Self-Confidence Emotional Self-Awareness or
Accurate Self-Assessment
Social Awareness Empathy Organizational Awareness or
Service Orientation
E Self-Management Self-Control Transparency or Adaptability Achievement or Initiative Optimism
Managing Relationships Influence Inspirational Leadership or
Developing Others Teamwork and Collaboration or Conflict Management
Change Catalyst
The Power of Self-Awareness
With self-awareness, person has 50-50 chance of demonstrating self-management; without it, person has virtually no chance .
With self-awareness, person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness.
How Do EI Competencies Fit Together?
Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self-Awareness, Self-Management and Social Awareness).
Some competencies are more important than others.
Certain combinations of competencies may contribute to outstanding performance.
One competency may compensate for another.
You do not need to master every competency to be successful.
Why Should You Know About EI?A Wake-up Call (1 of 3)
70% of the reasons for losing clients/customers are EI-related: Poor service. Poorly handled complaints. Unpleasant interactions. Didn’t go the extra mile. No follow-up. Lack of human connection.
Can You Hear Me Now? 75% of the reasons
careers get derailed are EI-related: Unsatisfactory team
leadership during challenging times.
Inability to handle interpersonal issues.
Inability to adapt to change. Inability to elicit trust.
Like EI, Leadership Has Many Models and Some Consensus My viewpoint on what the leader does:
Creates vision for a better future Sets direction, tone and context Sets priorities and tempo Sets, models and maintains standards Engages, influences and rallies others Encourages fresh approaches to problems Listens for what is common and uniting
What’s Different Between EI & Leadership Competencies? Differences: Leadership
Includes intellectual/cognitive and business skills and performance
Includes technical skills and performance
May include personality traits Difference: Emotional Intelligence
Includes managing one’s own and influencing others’ positive outlook/mood
What’s Similar Across EI & Leadership Competencies? Similarities: Both include
Congruency of personal values and ethical behavior
Self-awareness, self-management and motivation
Awareness of others and social environment
Building relationships and working well with others
Business Case for Effective LeadershipAt its best, effective leadership (at all levels)
… Sets a company standard of excellence
other enterprises want to emulate. Cultivates the next generation for effective
leadership continuity. Makes organization’s culture a competitive
asset. Creates a learning environment where
people may try “the new” without fear of rejection and reprisal--fostering innovation.
Aligning Talent with Business Needs
BusinessImperatives
New RoleExpectations
CommunicateNew Behaviors
Needed
Hire
BuildCapability
EnhanceMotivation
Perform RoleMeet Business
Needs
2 308,5373 66,8074 6,2105 2336 3.4
2 308,5373 66,8074 6,2105 2336 3.4
PPMPPM
Breakthrough performance gains
Sigma is a statistical unit of measure which reflects process capability. The sigma scale of measure is perfectly correlated to such characteristics as defects-per-unit, parts-per million defective, and the probability of a failure/error.
(Distribution Shifted ± 1.5)
ProcessCapability
ProcessCapability
Defects per Million Opportunities
Defects per Million Opportunities
• Develop a focused Problem Statement and Objective• Develop a Process Map and/or FMEA• Develop a Current State Map• Identify the response variable(s) and how to measure them• Analyze measurement system capability• Assess the specification (Is one in place? Is it the right one?)
Practical Problem
ProblemDefinition
• Characterize the response, look at the raw data• Abnormal? Other Clues? Mean or Variance problem?
• Time Observation • Spaghetti Diagram • Takt Time• Future State Maps • Percent Loading • Standard Work Combination• Use Graphical Analysis, Multi-Vari, ANOVA and basic
statistical tools to identify the likely families of variability
ProblemSolution
• Identify the likely X’s• 5S • Set Up Time Reduction (SMED)• Material Replenishment Systems• Level Loading / Line Leveling• Cell Design • Visual Controls• Use Design of Experiments to find the critical few X’s• Move the distribution; Shrink the spread; Confirm the results
Problem Control
• Mistake Proof the process (Poka-Yoke)
• Tolerance the process• Measure the final capability• Place appropriate process
controls on the critical X’s• Document the effort and results• Standard Work • TPM
IdentifyProblem
• Strategic Link to Business Plan defined in Project Selection Process
• Defined Business Impact with Op Ex Champion support• Structured Brainstorming at all organizational levels• Cause and Effect Diagrams identifying critical factors• Primary and Secondary Metrics defined and charted• Multi-Level Pareto Charts to confirm project focus
What do you want to know? How do you want to see what it is that you
needto know?
What type of tool will generate what it is that youneed to see?
What type of data is required of the selected tool?
Where can you get the required type of data?
Problem Solving
Plan Execute
Execute PlanCra
Op
era
tion
al Excellen
ce
Meth
od
olo
gy
Based
Units of Measure
The Normal Curve and Capability-SIX SIGMA MANAGEMENT
LSL USL
Poor Process Capability
Very High Probability of Defects
LSL USL
Excellent Process
Capability
Very Low Probability of Defects
Very High Probability of Defects
Very Low Probability of Defects
LSL USL
Poor Process Capability
Very High Probability of Defects
LSL USL
Excellent Process
Capability
Very Low Probability of Defects
Very High Probability of Defects
Very Low Probability of Defects
Low SigmaLow Sigma High SigmaHigh Sigma
Units of MeasureUnits of Measure
Units of Measure
PerformanceLimit Probability
of a DefectArea of Yield
Essence Of 8 P’s & 8 C’s
PEOPLEPHYSICAL EVIDENCE
PROCESS PUBLIC OPINION
CREDENCE
CHANGECOMPETENCY
CORE VALUES
PRICE PROMOTION
PLACEPRODUCT
COST COMMUNICATION
CUSTOMER NEEDS & WANTS
CONVENIENCE
-PEOPLE
Personality Performances
Promises Perceptions
Positivity Practices
Proactivity Perfection
PROCESSES
Productivity , People centric, POSDCORB, Personalized care, Proof of efficiency, Process capability, Problem solving, prosperity
PHYSICAL EVIDENCES
POD, Physical facilities
Progress, Prompt services,
People factors, Problem solving, Pushing the limits,
Public Opinion
Preferences, Popularity,
Positive impacts, PVP, Public interest, Publicity , PR .
Partnerships-for- referals
PRODUCT
Portfolio
PRICE
Profitability, Pscyhographics,
Positioning, Pro-market,
Penetration, Persuasion to procure, Payment options,
Pricing-power
PLACE
Professional Care, Points of origin , point of consumption, POP-schemes,
Proximity, Pleasant -feelings
PROMOTION
Potential -to-attract, Periodic-reach, Push & Pull
Press-releases, ,Population
Provocative, Push sales,
Progressive growth,
GOAL STATE
CURRENT STATE
ProductPortfolio, Product range,Product differentiation,Product trial , Packages,Personal appeals, Pinning-hopes, PLC strategies
Leadership Gap Defined by Four Aspects Talent
Availability Capability
Insufficient Development
Fragmented Values
Generation differences
Major Components of Path –Goal Strategy
Leader BehaviorsDirective
Supportive
Participative
Achievement Oriented
Task Characteristics
Subordinate Characteristics
MotivationSubordinatesGoal (s)
(Productivity)
Model for Team Leadership
Leadership Decisions• Monitor or take action• Task or relational• Internal or external
Internal Leadership Actions
External Leadership Actions
Task
Goal focusing
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Relational
Coaching / Modeling Principles
Collaborating
Managing conflict
Building commitment
Satisfying needs
Environmental
Networking
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Team Effectiveness
Performance
Development
As we go through life we develop patterns of action, thoughts, opinions and beliefs Because we never examine them, they slip further and further out of our sight and they simply become "the way things are". They form the context of our life, shaping everything we say or do. Unseen but all-pervasive.We become like an iceberg.When we consider all our beliefs, attitudes and opinions we are only aware of a small percentage of the total. Most have slipped out of our sight, below our "waterline". Because this is where most of our beliefs, etc., reside, this is where the driving force of most of our actions is based. Our actions are driven by things of which we are no longer conscious. Our beliefs, formed in the past, start making choices for us and determining our actions in the present. The choices that they make for us are not always the most effective in the current situation.This is why we can go through life feeling we are on a treadmill and repeating the same patterns over and over again. Solution- Awaken the Leader in YOU – using NLP Techniques
Iceberg Theory
Workshop …..
Assessing Your Leadership qualities
Dr Sukumar RajuBE MBA MCA PhD AMIE
gmail.comsukumar.raju