Developing Tomorrow's Leaders Today E-Book

Meena Surie Wilson

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 266

Veröffentlichungsjahr: 2010

Beschreibung

Today's large business organizations in India have a voracious need for effective managers and talented leaders; but demand far exceeds supply. This timely and practical book offers thoroughly-researched pointers on how Indian managers can become high-performing business leaders. The leadership development curriculum proposed in these pages is based on extracting lessons from on-the-job experience. Given that the workplace is the medium through which the essentials of leadership are learned, executives and managers at all levels need to know which experiences matter, what are the foremost lessons learned, and how learning occurs. Developing Tomorrow's Leaders Today offers a complete template for effective leadership, including: * The seven experiences vital for developing leadership ability * The 11 lessons in leadership essential for managerial effectiveness * Over 50 stories and 100 wise quotations from today's senior executives that portray how leadership acumen sharpens over time * Reflective exercises, self-assessments, and guidelines for self-improvement The underlying research was conducted in cooperation with the Tata Management Training Center in Pune, India, and captures the experiences and leadership lessons learned by over 100 senior Indian business leaders. As such, it offers readers both a compass and a map for traversing the terrain of leadership development. In these pages, early and mid-career managers will find a roadmap for steering their careers towards the higher echelons of executive leadership. Senior executives, at the top of their game, will find a systematic and proactive approach to cultivating the leadership talent that their organizations will require in the future. Global executives operating in India will find out how leadership and management are practiced in India.

Leseprobe

Contents

Cover

Advanced Praise for Developing Tomorrow's Leaders Today

Title Page

Copyright

Dedication

Acknowledgements

About the Author

Foreword

Preface

Why Study How Executives Learn and Develop?

Lessons of Experience—India Research Project: A Snapshot

The Changing Profile of the Business Environment in India

Chapter 1: Seizing the Moment—Learning from Experiences

Stories of Experiences and Lessons Learned

The Opportunity Matrix

Seven Experiences, 11 Lessons: Pathways to Leader Development

How Indian Business Executives Learn and Develop: Launching the Investigation

Using the Book

Chapter 2: Bosses Who Make a Difference

The Positive Role Model

The Negative Role Model

The Catalyst

The Teacher

Lesson One: Managing and Motivating Subordinates

Lesson Two: Developing Subordinates

Implications for Indian Managers

Chapter 3: Creating Change—Taking on a Turnaround

Turnarounds or Fix-Its

Top-Down Turnarounds

Lesson Three: Confidence

Lesson Four: Effective Execution

Implications for Indian Managers

Chapter 4: Creating Change—Launching a New Initiative

New Initiatives

Culling the Lessons Learned

Lesson Five: Self-Awareness

Lesson Six: Innovation and Entrepreneurship

Lesson Seven: Navigating Politics and Gaining Influence

Implications for Indian Managers

Chapter 5: The Horizontal Move—Job Rotations and Transitions

Meeting Business Needs: Why Organizations Push Managers

Preparing for the Future: Using Job Rotations to Cultivate and Retain Talent

A Matter of Choice: the Case of the Curious Manager

Transitions: A Midcareer Hop from One Industry to Another

Lesson Eight: Engaging with Multiple Stakeholders

Implications for Indian Managers

Chapter 6: Crossing Cultures

The Relevance of Cultural Adaptability and Cross-cultural Savvy to Leadership Effectiveness

From the Unknown to the Known: Crafting Cultural Savvy

Lesson Nine: Cross-cultural Savvy

Implications for Indian Managers

Chapter 7: Two Fundamental Experiences for New Managers

Increase in Job Scope

First Professional Job: Adjusting to the World of Work

First Professional Job: Reaping Leadership Insights

Lesson 10: Functional and Technical Expertise

Lesson 11: Personal Leadership Insights

Implications for Indian Managers

Chapter 8: Harnessing the Power of Experience

Gauging Motivation and Readiness

Nurturing Ability to Learn

Build and Broaden: Engaging with Experiences

Benefiting Self, Others, Your Organization, and Society: Using Your Leadership Lessons

Appendix: The Lessons of Experience–India Research Project

Lessons of Experience Research Program

The LOE–India Study

Methods of Interview Analysis

Findings

Concluding Remarks

Endnotes

Index

About the Center for Creative Leadership

Capabilities

Open-Enrollment Programs

Customized Programs

Coaching

Assessment and Development Resources

Publications

Leadership Community

Research

Advanced Praise for Developing Tomorrow's Leaders Today

Insights from Corporate India

I believe that the only useful knowledge is one that is personal, and meaningful learning comes only from personal experience, especially in the behavioral domain. Developing Tomorrow’s Leaders Today presents stories that can trigger self-reflection and thus start the unfolding of lessons of experience. I was delighted to read the book, and have been guided by the experiences of others presented in the book. Meena Surie Wilson offers us the Panchatantra of leadership, and it will find its way in organizations effortlessly—simply through word-of-mouth. It is a gem that will shine on anybody's book shelf.

Dharm P. S. BhawukProfessor of Management and Culture and Community Psychology Shidler College of Business, University of Hawaii, Manoa

Making things happen in India follows different rules and this book takes us to the source of solutions—to the masters who made things happen.

Devdutt PattanaikChief Belief Officer, Future Group

Developing Tomorrow’s Leaders Today is rich and insightful in more ways than one. Meaningful experiences shared in the form of stories make the book very easy to read and the personal assessment tools help readers to reflect and take stock of their strengths and weaknesses. It marries rich CCL research and frameworks with Indian managerial experiences and insights. I found it be very useful to discover my own strengths and weaknesses and highly recommend it.

Prasad KaipaCEO Advisor and Coach Visiting Fellow, Center for Creative Leadership

How do we help leaders improve execution skills or even help improve their confidence? How do we sharpen their ability to be innovative and build entrepreneurship? These are common development dilemmas that leaders face. Developing Tomorrow’s Leaders Today identifies seven such experiences that can help leaders learn 11 important lessons. A great book with clear and insightful takeaways that address the “how-to” in developing leaders.

Abhijit BhaduriChief Learning Officer, Wipro Limited

Developing Tomorrow's Leaders Today provides readers with impactful insights on the Indian model of leadership development. An outstanding book with clear guidelines given using the “opportunity matrix of seven unique experiences and 11 lessons', based on real-life stories of successful professional Indian Leaders and capturing the rich hues of Indian culture and ethos. A must read for CEOs and all HR professionals keen on developing tomorrow's leaders.

Dr. Prakash V. BhidePresident, Corporate HR, JK Organization (EZ), India

The ultimate limit to the growth and sustainability of any enterprise is the quality and capacity of its leadership. Meena Surie Wilson provides us with stories from real-life experiences of senior business leaders in India. Any organization or individual interested in improving their quality of leadership will find the additional guidance—for self-assessments, reflections, and thoughtful conversation—very useful.

G. V. PrasadVice Chairman and CEO, Dr. Reddy's Laboratories

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Library of Congress Cataloging-in-Publication Data

ISBN: 978-0-470-82568-6

Dedicated to all who inspire me:

My only son, affectionate family,

delightful colleagues, and good friends

Acknowledgments

A heartfelt “thank you” to all who have contributed, supported, nudged, and conspired to bring this book to the light of day. I would especially like to thank Mr. Satish Pradhan and Mr. Radhakrishnan Nair of the Tata Group for their early sponsorship of the research. Without Mr. Satish Pradhan championing the project by recruiting companies to participate, creating a research unit at Tata Management Training Center, and allocating additional resources as needed, this book would not exist.

The following companies have agreed to be publicly recognized for participating in this landmark study: Dr. Reddy's, ICICI Bank, ITC Ltd., JK Organisation (Eastern Zone), Mahindra & Mahindra Ltd., and the Tata Group, including Tata Chemicals and Tata Steel. Many thanks for your early vote of confidence. To the senior leaders from corporate India who consented to share precious time and memories, and the HR professionals who made the interviews possible, your contributions are the heart of this book. I cannot thank you enough.

Dear Lessons of Experience—India research team—Corey Criswell, Sangeeta Mathur, Abinash Panda, Ellen Van Velsor, Rola (Ruohong) Wei, Jeff Yip, and Yi Zhang—we owe each other a debt of gratitude for all we have accomplished together. Serena Wong: I appreciate your hours of analysis, writing, and thoughtful contributions to chapter 2.

Dave Altman, Jennifer Martineau, Michael Jenkins, and Ellen Van Velsor: this achievement is due to your sponsorship, warm personal support, and push to “get it done!” Many thanks!

My gratitude to those who have lent support to the final phase: Cindy McCauley, one of the Center's pioneers on “learning from experience,” for her comments; Karen Lewis from the CCL Publications Group, for assistance with the manuscript; and Jules Yap, Fiona Wong, and Nick Wallwork from John Wiley & Sons (Asia) Pte. Ltd. for professional oversight. Nick: gracias for your admirable patience, good humor, and lasting faith in this CCL project.

Finally, for your creative contributions to my thinking and writing—Peter Scisco, Anupam Sirbhaiya, Lyndon Rego, Jeff Yip, Anand Chandrasekar, and Kavita Neelakantan—words cannot convey my thankfulness. Kavita and Anand: Kudos also for your hours of devoted work that have made this publication possible, with a dhanyavad to Kavita for connecting the findings to its implications for Indian managers. On our behalf, I offer an invocation for continued blessings from Ganesha, divine remover of obstacles, so that this book may serve its readers well.

About the Author

Meena Surie Wilson is a senior enterprise associate with the research, innovation, and product development group of the Center for Creative Leadership–Asia Pacific (CCL–APAC). Meena joined CCL in 1992 as a research associate. She is currently based in Jamshedpur, India.

Meena's most recent assignment as research director for the CCL–APAC office in Singapore involved starting up a research unit to advance knowledge about leadership development in countries in Asia. Previously, as interim managing director, CCL–Asia, and director, Asia-Pacific Relations, Meena completed a special assignment to launch the CCL–Asia office in Singapore in July 2003. She worked with an enterprise team to open up the new office, develop networks, and explore alliances with international partners.

Meena's research has focused on learning leadership from experience, and cross-cultural managerial effectiveness. A published author, her credits include chapters on “Learning from Experience” in The Center for Creative Leadership Handbook of Leadership Development third edition (Jossey-Bass, 2010); “Foundations of Responsible Leadership: From Self-Insight to Integrity and Altruism” in Handbook of Responsible Leadership and Governance in Global Business (Edward Elgar, 2005); “Effective Cross-Cultural Leadership: Tips and Techniques for Developing Capacity” in Crossing Cultures: Insights from Master Teachers (Routledge, 2004); and “Leading Across Cultures: Five Vital Capabilities,” which appeared in The Organization of the Future (Jossey-Bass, 1998). Meena is lead author of International Success: Selecting, Developing, and Supporting Expatriate Managers (CCL, 1998) and Managing across Cultures: a Learning Framework (CCL, 1996).

In addition, Meena facilitates assessment, feedback, and coaching modules included in several CCL programs, and contributes to the design and delivery of conference modules and workshops. A native of India and a former resident of Alaska, her previous work experiences include educational policy analysis for the state of Alaska, program development for public schools in Anchorage, Alaska, and project work at the Xavier Labor Relations Institute in Jamshedpur, India.

Meena completed her undergraduate studies at Mills College in Oakland, California, and holds an M.S. degree from Syracuse University in television–radio journalism and a Ph.D. in adult and organizational development from UNC-Chapel Hill.

Foreword

A major challenge is that views are often formed and held with little or no data to bring people to hold them.

This book is refreshing and amazing because it presents data and facts based on interviews. And, happily, the interviews cover an excellent cross-section of people, and bring out both experiences and lessons learned—leadership lessons.

The author and her colleagues are to be complimented in presenting issues simply, clearly and, on one topic, leadership—which is just very important for everyone because leadership is relevant at every level, not just at the top. There is very little clarity on this subject.

Experience truly shapes leaders; most of all, failure is the best learning experience. Early success on the other hand can lead to complacency, overconfidence, and a short-term approach. There are different experiences to have, and whether they succeed or fail, people can learn from their experiences.

Currently, if one looks at the Indian situation in particular, leadership has to cover not only running a company or an organization very well, but also looking beyond to community and social responsibility and action. What is demanded from leaders is therefore very complex.

But there does not need to be a shortage of leadership talent. Leadership is not the exclusive domain of a few. Even ordinary people are capable of extraordinary achievement, given opportunities (to learn to lead), trust, and space. In this book, we see the listing of experiences and lessons based on research, data, analysis, and learning. From all of this comes strategy and action.

The story of leadership is the story of running a marathon, not a hundred-meter race. Experience leads to learning and lessons, and this process goes on and on. A good leader evolves with experience, learning to motivate people, discipline people, and to extract achievement and application.

Meena Surie Wilson is to be congratulated for bringing out a bunch of key lessons for tomorrow's leaders in corporate India, who can make an enormous contribution to building and running conscious and competitive corporates, which are now playing a central role in India's development and growth.

Tarun DasPresident, Aspen Institute IndiaFormer Chief Mentor, Confederation of Indian Industry (CII) August 2010

Preface

The year 2006 marked a milestone—for the Center for Creative Leadership (CCL) and for me personally. With the endorsement of CCL's board of governors and support from the Singapore Economic Development Board (SEDB), CCL launched an Asia-based research unit. With this, CCL's continuing commitment to benefit society worldwide merged with the hopes and dreams of a small group of CCL researchers, including me.