Thursday, April 28, 2016

Why Risk is important in Change Management but it has got resistance.

There are many reasons for resistance to change management.
Resistance is a basic nature of a person.

Comfort Zone:

It is an inertia which slows him down.The age old saying of Comfort Zone.
People feel treat about the changes that happens, feel scared about the
surroundings and about the new things that are happening.


Improvement , taking new challenges , overcoming hurdles are basis problems that one is scared off .
They do not want to take any Risk.

Risk & Change:

Now what is the correlation between Risk and Change .
Yes, the risk factor is very much there in change management.
But for change you will not take RISK.
One must take Risk in his own life or corporate world.

Zukerberg"s Mantra:

Zukeberg said these golden word and a great management lesson can be taken from this.

“The biggest risk is not taking any risk... 

In a world that changing really quickly, the only strategy 

that is guaranteed to fail is not taking risks." 

Mark Zuckerberg

Wednesday, December 9, 2015

My Blog Post Are Mobile Friendly. Awesome.

It's very interesting I was testing my URL in google developer, I found it's is compatible to HTML5 and CSS3.

Tuesday, December 8, 2015

Charged Employees Who Can Drive Success Through Productivity.

• Discover what drives your employees.
As you develop stronger relationships with team members, you’ll gain more insight into what really matters to them—and what motivates them. Use this knowledge to help them set goals that will fortify their strengths and overcome their weaknesses.

• Prompt employees to assess their work. When things go wrong, you may be tempted to take the short route and point out the mistake. But it’s better for employees to learn to critically analyze their own work product. Instead of saying, for instance, “This won’t work,” try asking employees to examine the situation and identify potential pitfalls.

• Empower employees to solve their own problems.
When workers are struggling with projects and come to you for help, offer suggestions but urge them to find their own answers. Express your confidence in their ability to work through the problem and arrive at a solution.

• Respond to employees in a positive way.
When discussing an employee’s handling of a project, try to avoid words such as can’t, don’t, should, or shouldn’t, which undermine empowerment. Instead, try “Let’s consider some other alternatives” or similar phrasing that encourages workers to stretch their thinking.

• Recognize every employee’s progress.
Managers are often tempted to heap more praise on a problem worker who makes a dramatic improvement than on a good worker who gets a little bit better. But praise and recognition are the key ingredients in any recipe for improvement, large or small. Make a habit of recognizing progress in everyone on your team.

Courtesy: Business Evolved website

Tuesday, December 1, 2015

Prof. Watkins on Change Management.

I'm a great fan of  Prof. Micheal Watkins. Prof Watkins is a Professor of Leadership and Organizational Change at IMD, co-founder of Genesis Advisers, and author of The First 90 Days. At IMD, I co-direct Transition to Business Leadership, a program designed for experienced functional managers who either have recently transitioned or will soon transition into enterprise leadership positions. #First90.
He is absolutely a brilliant Professor On Organisational Change Management  and Leadership.

In my opinion Prof. Watkins writing and thought process are absolutely excellent and mind blowing.

His recent writing I found in LinkedIn is very much relevant to the changing dynamics of any organisation.

Becoming an Enterprise Leader: The Seven Seismic Shifts.

"Too many rising stars stumble when they move from managing a function to leading an enterprise and take responsibility for a P&L and oversight of leaders across functions. It truly is different at the top. To find out how, I took an in-depth look at this critical career transition point, conducting an extensive series of interviews with more than 40 executives, including managers who had developed high-potential talent, senior HR professionals, and individuals who had recently made the move to enterprise leadership for the first time.
What I found is that to make the move to enterprise leader successfully, executives must navigate a challenging set of changes in their focus and skills, which I call the Seven Seismic Shifts."

Shift #1: From specialist to generalist.

A company's business functions are managerial subcultures with their own rules, values, and languages. Managers transitioning to enterprise leadership roles must therefore work hard to achieve "cross-functional fluency." Someone who grew up in marketing obviously cannot become a native speaker of operations or R&D, but he or she can become fluent—comfortable with the central terms, tools, and ideas employed by the various functions whose work he or she must integrate. Critically, enterprise leaders must know enough to be able to evaluate and recruit the right people to lead functional areas in which they are not experts.

Shift #2: From analyst to integrator.

The primary responsibility of function heads is to develop and manage their people to achieve analytical depth in focused domains. By contrast, enterprise leaders manage cross-functional teams with the goal of integrating the collective knowledge and using it to solve important organizational problems. As you might imagine, then, it's important for new enterprise leaders to make the shift to managing integrative decision-making and problem-solving and, even more important, to learn how to make appropriate trade-offs. Enterprise leaders must also manage in the "white spaces"—accepting responsibility for issues that don't fall neatly into any one function but are still important to the business.

Shift #3: From tactician to strategist.

More so than functional heads, enterprise leaders establish and communicate strategic direction for their organizations. So they must be able to define and clearly communicate the mission and goals (what), the core capabilities (who), the strategy (how), and the vision (why) for their businesses. Additionally, they must be able to switch gears with ease, seamlessly shifting between tactical focus (the trees) and strategic focus (the forest). Critically, they must learn to think strategically, which means honing their ability to (1) perceive important patterns in complex environments, (2) crystallize and communicate those patterns to others in the organization in powerful ways, and (3) use these insights to anticipate and shape the reactions of other key "players," including customers and competitors.

Shift #4. From bricklayer to architect.

As leaders move up in the hierarchy, they become increasingly responsible for laying the foundation for superior performance—creating the organizational context in which business breakthroughs can happen. To be effective in this regard, enterprise leaders must understand how strategy, structure, systems, processes, and skill bases interact. They must also be expert in the principles of organizational design, business process improvement, and human capital management. Few high-potential leaders get any formal training in organizational development theory and practice, leaving them ill-equipped to be the architects of their organizations or to be educated consumers of the work of organizational development consultants.

Shfit #5. From problem-solver to agenda-setter.

Many leaders are promoted on the strength of their problem-solving skills. But when they reach the enterprise leader level, they must focus less on fixing problems and more on setting the agenda for what the organization should focus on doing. Being an agenda-setter means identifying and prioritizing emerging threats, and communicating them in ways that the organization can respond to. The rest of the task calls for mobilizing preventive action and driving organizational change. And it ultimately means creating a learning organization that responds effectively to shifts in its environment and can generate surprises for its competitors.

Shift #6. From warrior to diplomat.

Effective enterprise leaders see the benefits in actively shaping the external environment and managing critical relationships with powerful outside constituencies, including governments, NGOs, the media, and investors. They identify opportunities for cross-company collaboration, reaching out to rivals to help shape the rules of the game. Functional managers, by contrast, tend to be more focused on developing and deploying internal capabilities to contend more effectively with key competitors.

Shift #7. From supporting cast to lead role.

Finally, people in the business look first to enterprise leaders for cues about the "right" behaviors and attitudes, and for vision and inspiration. At the functional leader level, it can be acceptable just to be an efficient, effective manager, a member of the "supporting cast" if you will. Enterprise leaders, by contrast, are constantly "at center stage," being held to a higher standard—that of exemplary role model. For good or ill, the senior leadership of every organization is infectious; leaders' behaviors tend to be transmitted to their direct reports, who pass them on to the next level, and so on down through their organizations. Over time, they permeate the organization from top to bottom, influencing activity at all levels. Eventually they become embodied in the organizational culture, influencing the types of people who get promoted and hired into the organization, creating a self-reinforcing feedback loop—either positive or negative.
Making the Transition

These seven shifts in moving from functional management to enterprise leadership are crucial to the success of the transition. But, important to keep in mind that the biggest reasons why leaders fail in such transitions are because they don't go back into a learning mode. Nothing fully prepares someone for becoming an enterprise leader for the first time but there is a lot that can be done in preparation and by knowing what the shifts entail, leaders will be better prepared to undergo transition.

The above management mantras are absolutely priceless and should get into the DNA of all organisational leaders.