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.

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

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.  

Who Change Happens In An Organisation.

I was going through the post of Strategy + Business and found this interesting  topic.
All these point are wonderfully noted and in any dynamic organization and growing organization these are mandatory dictum.


1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change-management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.

2. Start at the top. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported.
Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. At one large transportation company, the senior team rolled out an initiative to improve the efficiency and performance of its corporate and field staff before addressing change issues at the officer level. The initiative realized initial cost savings but stalled as employees began to question the leadership team’s vision and commitment. Only after the leadership team went through the process of aligning and committing to the change initiative was the work force able to deliver downstream results.

3. Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through the organization. At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen.

4. Make the formal case. Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers. The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership-team alignment.

5. Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy-in or passive agreement that the direction of change is acceptable. It demands ownership by leaders willing to accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny).

6. Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback. Often this will require over communication through multiple, redundant channels.

7. Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level of the organization. Companies often make the mistake of assessing culture either too late or not at all. Thorough cultural diagnostics can assess organizational readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and influence sources of leadership and resistance. These diagnostics identify the core values, beliefs, behaviors, and perceptions that must be taken into account for successful change to occur. They serve as the common baseline for designing essential change elements, such as the new corporate vision, and building the infrastructure and programs needed to drive change.

8. Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors. This requires developing a baseline, defining an explicit end-state or desired culture, and devising detailed plans to make the transition.

9. Prepare for the unexpected. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the organization’s willingness and ability to adopt the next wave of transformation. Fed by real data from the field and supported by information and solid decision-making processes, change leaders can then make the adjustments necessary to maintain momentum and drive results.

 
10. Speak to the individual. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them. Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Highly visible rewards, such as promotion, recognition, and bonuses, should be provided as dramatic reinforcement