Business Sutra |2.3 | Leadership in different Business Cycles

Business Sutra |2| Leadership

In the first episode of the TV serial on CNBC 18, spread over three segments, Devdutt Pattanaik presented to us the most visible form of the business – the corporation : its meaning, its purpose and its action perspective.

In the second episode Devdutt Pattanaik discusses Leadership. The first segment of the second episode dealt with the role of the leader and the second segment what impact the context has on the leaders. The third segment looks at the context in the light of different business cycles.

Business Sutra |2.3 | Leadership in different Business Cycles

Allison McSparron-Edwards, founder and managing director of Consultrix analyzes Business lifecycles and the need for different leaders at different times. It may seem fairly obvious but as companies grow they appear to follow a corporate life cycle including Creation, Growth, Maturity, Turnaround and Decline. [Kimberley, J. R., Miles, R. 1980, and associates The Organisational Lifecycle: Issues in the Creation, Transformation, and Decline of Organisations. San Francisco: Jossey-Bass.]…In tandem, it appears that, in order to be successful in each stage, companies need to employ different types of leaders including Creators, Accelerators, Sustainers, Transformers and Terminators. [Ward, A., The Leadership Lifecycle: Matching leaders to evolving organizations. Ebbw Vale: Palgrave MacMillan]

A Ward’s book – The Leadership Lifecycle – presents a model of the leadership process that identifies which factors create an effective leader at different points in the organisation’s lifecycle and which forces act as moderators to that effectiveness. The dimension of how the dynamics of leadership play out over time is what distinguishes this work from previous books on leadership.

So here is your challenge: Do you know whether your leadership behaviors suit your company’s growth cycle?

The Business Lifecycle & The 5 Phases of Leadership :

Phase 1: Innovation

During the startup phase, the leader is very single-minded and highly driven. Their enthusiasm and energy alone is enough to inspire others to shared greatness.

Phase 2: Entrepreneurial

Due to limited resources and a lack of deeper understanding, entrepreneurial leaders tend to surround themselves with followers and, sometimes, subservient players who are not necessarily leaders. A “my way or the highway” attitude could lead the business down the wrong road.

Phase 3: Managerial

The transition from entrepreneur to manager is very challenging. The entrepreneur tends to be a high energy, powerful, dominant, controlling leader. The entrepreneur also dislikes process and procedure. If we don’t transition to a managerial leader, the business will have a ceiling on its growth and potential. New team leaders may put ideas into play that don’t mesh with the original company vision. Getting On Purpose will ensure the business is not sacrificing passion for process, while ensuring a fluid transition of vision to the leadership team.

Phase 4: Administrative

While the administrative phase is generally successful from a business perspective, the success is unsustainable because the company can lose the On Purpose vision. Leadership must be vigilant and strive to allow innovation while constantly resisting the devolution/transition into the “Bureaucratic Phase”.

Phase 5: Bureaucratic

Unchecked, politics and bureaucracy become the accepted cultural norm, with a culture that operates on rules and guidelines. Strong, determined change through On Purpose coaching strategies can re-vitalize leadership, empower the team and bring the company back into the entrepreneurial, maturity or administrative phase.

Leadership Style and the Organization Life Cycle is a research paper and was executed to explore and test the belief that a transition of organization life cycle has a relationship to leadership style

Business Lifecycle and Leadership Fit By Eric Hansen

Leadership Style Lifecycle: Choose the Right Leadership Style for the Right Environment Rod King, Ph.D., AUTHOR of “Business Model Canvas: A Good Tool With Bad Instructions?“; CONSULTANT on Business Model Hacking (BMH):

In 6 Leadership Styles, And When You Should Use Them Robyn Benincasa notes that great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal, and the best tool for the job. Here are the six leadership styles Daniel Goleman’s study that his Leadership That Gets Results  uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:

If you take two cups of authoritative leadership, one cup of democratic, coaching, and affiliative leadership, and a dash of pacesetting and coercive leadership “to taste,” and you lead based on need in a way that elevates and inspires your team, you’ve got an excellent recipe for long-term leadership success with every team in your life.

Robyn Benincasa is a two-time Adventure Racing World Champion, two-time Guinness World Record distance kayaker, a full-time firefighter, and author of the new book, HOW WINNING WORKS: 8 Essential Leadership Lessons from the Toughest Teams on Earth, from which this article is excerpted. (Harlequin Nonfiction, June 2012)

Leadership and Life Cycles: Barbarians to Bureaucrats is an edited (20min) presentation on corporate life cycles and leadership styles by Lawrence M. Miller.

Now, let us look at what Devdutt Pattanaik has to say on the subject in the Segment 3: Leadership in different Business Cycles

Why is success so individualistic when we talk about in the context of business? Of course, in successful companies we almost always connect them to one overwhelmingly successful individual. Almost everything about the success of leadership connects to that leader. We rarely praise the board of Apple but Steve Jobs is God. Similarly for Microsoft Bill Gates is God and for Reliance Industries Dhirubhai Ambani is a legend for what he has achieved. Why is success so individualistic when everything in mythology seems to be talking about the community, the other, the outside.

Everything in Indian Mythology talks about other, the outside. The Western mythology is a complex combination between Greek ideas and biblical ideas. In the biblical idea there is God and there is a prophet. The Prophet brings the rules of God to man and we have to align to the rules. The prophet is subject to these rules. He is not independent of the rules. He is not creator of these rules. He is subject to these rules. The Greek model is very different. In the Greek model the hero is someone who challenges the gods, who fights the gods and who triumphs despite the gods.

Now when we use the word leader today in common parlance, these words have come from the Western context. When they are using the word leader they refer to the heroes of Greek mythology who challenge the gods, that is the status quo, who challenge the establishment and innovate and create something new breakthrough. Today there is the Hercules of modern times. Hercules is always alone. Have you seen him with family or Theseus or Jason?  None of them are with family. All of them are individuals. Some of them are kings but you never hear about the kingdom. You only know about their great adventures. All our leadership books that we have are basically Greek heroes.

When we are that individualistically oriented and if the board is not as responsible, as revered, then the Board is always going to come second to the individual leaders. If the Board always comes second to the individual leader, then let us go back to the conversation we had in the very first episode – how is the board ever going to be able to stand up to that leader.

This is the Great Western conflict – the individual versus the community.

In the Indian context how do you apply this concept?

It is not achievement which makes Ram worthy of worship; it is sacrifice that makes him worthy of worship. So I would actually argue a leader has to begin as Parshuram, then become Ram and then evolve into Krishna. Unfortunately many have to become Buddha or Kalki depending on the situation. These are the avatars Parshuram is rule-follower, he is like this very strict teacher who punishes you if you break the rules.  Then he becomes the model leader, Ram, who hopes that by being a model of sacrifice the people will understand the meaning of sacrifice. Because the whole kingdom is watching this great king serving them, making sacrifice in his own personal journey.

He leads by example.

He eventually becomes Krishna. Krishna is the ultimate coach, he is coaching and creating new talent and hoping that the Pandavas will become like Ram. They don’t.  They gamble away their own Kingdom thinking that Kingdom is property. So he has to put them through a great period of exile in the forest and sort of repair the damage and get them back on the trail. There is a lot of bloodshed which happens. So he is coaching them and finally becomes Buddha who switches off.  Or, he becomes Kalki who just breaks the system completely because it is not worth upholding.

So either you withdraw if it is worth sustaining or you destroy because it’s not worth maintaining anymore.

So it is a very beautiful narrative which is in a way saying the evolution of leadership. It is not becoming one style it is context driven. In the early phases, Parshuram, in the perfect phase Ram then become Krishna – create talent move out, go away. The world will continue without you it has been continuing without you.

If it does not continue it will self-implode. Leave it. Detach.

We thus observe that both, Western and the Indian view of leadership styles evolve in terms of the context.

In our next session next month, we will take up Segment 1 of Third episode – Dharma Sankat (Ethical Dilemmas) – of Devdutt Pattanaik’s TV serial Business Sutra viz. Dharma and Dharma Sankat (Ability to grow beyond animal instincts and Ethical dilemmas)

Note: The images used in this post are the irrevocable property of their respective creator. They have been taken up courtesy the internet, so as to illustrate the point under discussion.

Business Sutra |2.2 | Context of Leaders

Business Sutra |2| Leadership

In the first episode of the TV serial on CNBC 18, spread over three segments, Devdutt Pattanaik presented to us the most visible form of the business – the corporation : its meaning, its purpose and its action perspective.

In the second episode Devdutt Pattanaik discusses Leadership. The first segment of the second episode dealt with the role of the leader. In the present, second segment, what impact does the context have on the leaders.

Business Sutra |2.2 | Context of Leaders

Team Activ8 in its blogpost 4 leadership “weapons” used by great leaders states that ‘good business leaders display many traits but there are 4 leadership “weapons” used by great leaders:

  1. They use their “business binoculars” to provide CONTEXT
  2. They instill VALUES using their “moral compass”.
  3. They build TRUST with their “business shield”.
  4. They encourage MOMENTUM with their “business rocket booster”.

This gives us one dimension of the context of leaders wherein the leader sets the direction for the organization. Neither the leader nor the context impacts each other. Leader sets the sail w.r.t. to the given context.

In The Leadership Paradox, Jim Selman adds one more perspective.  He states that leadership is inherently paradoxical in that it is inclusive of both the individual and the group or team or community. If this is so, then leadership is a context, a powerful opening for innovation and something new to emerge. From this perspective, leadership isn’t about process, or technique, or some set of skills beyond the capacity to be authentic and committed to a possibility larger than oneself.
Leadership from this perspective is the ability to operate within the present and appreciate the larger context: that results and possibilities grow not from our individual choices only but from the power and contributions of those we lead.

Tony Mayo states that Context-based leadership manifests when environmental factors and individual action come together. And “come together” is the most important part…..The environmental factors create a specific and sometimes unique context for business. Within this contextual framework, some individuals envisioned new enterprises or new products and services, while others saw opportunities for maximizing or optimizing existing businesses, and still others found opportunities through reinvention or recreation of companies or technologies that were considered stagnant or declining….. In other words, it can be construed to reflect awareness of and ability to adapt to the contextual intelligence…..The ability to succeed in multiple contexts is based on what Warren Bennis and Robert Thomas in Geeks & Geezers called adaptive capacity — the ability to change one’s style and approach to fit the culture, context, or condition of an organization. Success in the twenty-first century will require leaders to pay attention to the evolving context.

That brings us to the theme of Victor H Vroom and Arthur G Jago’s paper:  The Role of the Situation in Leadership – Leadership depends on the situation. Few social scientists would dispute the validity of this statement. Three distinct roles that situational variables play in the leadership process are:

  1. Organizational effectiveness (often taken to be an indication of its leadership) is affected by situational factors not under leader control.
  2. Situations shape how leaders behave.
  3. Situations influence the consequences of leader behavior.

Looking at behavior in specific classes of situations rather than averaging across situations is more consistent with contemporary research on personality and more conducive to valid generalizations about effective leadership. If . . . then . . . relationships are not only at the core of attempts to understand what people do but are also the basis for attempts to understand what leaders should do.

In What the Best Leaders Know: Context Matters, John Kamensky sees ‘the traditional leader is seen as a charismatic hero, a lone figure, towering above the rest.  These are seen more in the military or business worlds – General George Patton, auto executive Lee Iaccoco, computer guru Steve Jobs.  But in reality, the success of a leader depends on the context or environment, in which they work – the deck they’ve been dealt….Today, new forms of shared leadership are evolving – where a leader serves as a visionary, a broker, a convener, a mediator.  And occasionally is recognized as a hero!  

In an in-depth study, Leadership in Context, Michael Bazigos, Chris Gagnon, and Bill Schaninger note that ‘even the best scripts can ring hollow in the wrong settings. (Their) research suggests that the most effective leadership behavior reflects the state of a company’s organizational health. Top-management teams that are serious about developing vibrant businesses and effective leaders must be prepared to look inward, assess the organization’s health objectively, and ask themselves frankly whether their leadership behavior is strong enough in the ways that matter most at the time. This question has implications not just for developing but also for assessing a company’s leaders. However much an executive may seem to have a leadership “it” factor, the organization’s health, not the claims of individuals, should come first when companies determine which kinds of behavior will be most effective for them. In short, they should spotlight different sets of actions in different situations. Fortunately for aspiring leaders, they don’t have to do everything at once.

Reams and reams of literature have been published on the subject of The Context of Leadership. Within the limitations of only one post on the subject, we have set up the stage for enlisting some of the articles and papers to know what the current Western thinking is on the subject.

In Leadership in Context, Kim Turnbull James sets the tone for the future. He states – the leadership literature has begun to identify that if leadership is to meet the organisational requirements of organisations with complex bureaucracies, with multiple stakeholders, multiple professional practices, politics (with small and big ‘p’), working across boundaries within and across organisations, then hoping for a few, or even a whole raft of individuals who can influence deep into an organisation will be insufficient. In addition to good strategic leadership from the top, leadership must be exercised throughout an organisation. Identifying individuals who have leader potential is not the (only) solution. Leadership development ‘in context’ does not just mean individual leadership development adapted to a specific locale, but means people from that locale coming together to learn to lead together and to address real challenges together.

Now, let us look at what Devdutt Pattanaik has to say on the subject in the Segment 2: Context of leaders: jaisa yug, vaisa avatar

Do various incarnations of Vishnu represent leadership at different stages of a corporation’s life cycle?

Before go into reply to the question of different incarnations, we need to understand Vishnu. Mythology is a method of communication of ideas through form. Let us look at image of Vishnu. Vishnu manages the world. He holds a conch with which he communicates with the people. He has a wheel on the other side. He also has a mace and a lotus flower, called Padma. The wheel in his hand is for review. Lotus flower is for appreciation whereas mace is for maintaining the discipline.

In a way this image represents ideal traits of leadership. We do not see any rule book here, but if he has to set the discipline, rules of reference are needed.

However rules exist in a given context only. Rules can thus be interpreted differently, but have to be interpreted with reference to a fixed principle. The concept of context is explained in mythology using the age (Yuga). Human cycle of life has four parts. There is childhood when we learn, then youth when we mature, then old age that represents systems slowing down and then comes death.

In many ways, this represents the phases that a corporation also undergoes. Each of the Age will have different set of rules based on a common principle called Dharma(loosely translated a Faith of morality). Dharma is a principle, not a code of conduct and certainly not religion. So you have to understand the principle of Dharma and then you have to understand the concept of The Age, and then the Incarnation in each of these. Each one is upholding Dharma but following very different rules. For example you have Ram who is monogamous, faithful to one wife and you have Krishna, lover of beautiful, many women. How do you reconcile the two who both are Gods and both are upholding the Dharma. For Parashuram, there is no wife around in his life.

So we have three gods and each has a different rule. In other words, there an overarching principle: different kind of leadership is required in different phases of the life cycle of an organization, but all are abiding one Principle.

All these are equal, they just represent different phases and different styles of leadership, then why is one greater than the rest? For instance, every time we talk of a perfect society we call it Ramrajya. It is supposed to be heaven on earth. There are many other leaders, there are many other gods, then why is Ram revered so much more than the rest?

Remember that’s the only form of God which is visualized as a king. Krishna is not King he’s a kingmaker. You worship Krishna as a cowherd and a charioteer not as a king. Ram is only deity of all the deities in India who has so many temples in India. He is only one deity who  was visualized as a king. He is the only one king who’s worshipped.

But it can’t be his position that draws the faithful. The fact is that being the king is not instrumental in why he is so visual. What is different?

Difference is in his role. Krishna is Vishnu but so is he the cowherd or the charioteer.

Why so much emphasis on the kingliness of Ram?

Because he is doing what a king is supposed to do; he’s living the life of as what a king is supposed to be. That is what Ram is associated with. And, what is that supposed to be? He is living for the people, to the point that when given a choice between an honest and faithful wife and cruel, unjust, unfair subjects, the King takes a decision to choose his cruel subjects and rejects his faithful wife. It’s the classic conflict between personal life and professional life. He chooses the professional life over the personal life. He sacrifices.

But he sacrifices the professional life for the good of the people not the professional life for his own personal advancement in the profession.

If you look at our legends, not mythology, people who have sacrificed their children are put on a higher pedestal, because we know how impossible that is.

So Ram Rajya is almost the attainment of the impossible, because it is about sacrificing what your love for your dearest, and chooses to love others.

We thus observe that both, Western and the Indian view of role of leadership are driven by the context. In so far as the leader does what the context has demanded to do in terms of the dictates of the fundamental principle(s), of is caring for others, first , he has done justice to his role of befitting the Leader.

In our next session next month, we will take up segment 3 of second episode – Leadership – of Devdutt Pattanaik’s TV serial Business Sutra viz. Leadership in different Business Cycles

Note: The images used in this post are the irrevocable property of their respective creator. They have been taken up courtesy the internet, so as to illustrate the point under discussion.

Business Sutra |2.1 | Does a leader create, sustain or destroy?

Business Sutra |2| Leadership

In the first episode of the TV serial on CNBC 18, spread over three segments, Devdutt Pattanaik presented to us the most visible form of the business – the corporation : its meaning, its purpose and its action perspective.

In the second episode Devdutt Pattanaik discusses Leadership. What is the role of a leader? Does he exist for the goals or for the followers? The goals being too impersonal, he feels leadership should be about people. That is why Mughals rulers were called Jahanpanah – shelter of the world or Maratha rulers as Chhtrapati – the bearer of the roof. Leaders care for their people, give them direction and purpose. However a manager is, typically, focused on a goal. In fact, so much focused on the goal that, over the time, people, or ethics, stop to matter.

In our present post, take up first segment of the second episode and see whether a leader should be like Indra or be like Vishnu.

Business Sutra |2.1 | Does a leader create, sustain or destroy?

Leadership should be one of the most discussed, extensively studies and exhaustively documented subject in the field of management art and science.

So we will take only so much of references from the western world that can set the tone of our topic.

Marissa Levin’s article – Preserve, Destroy, Create: Your Only Path to Breakthrough Growth quite succinctly reflects the western world’ views on role of the leadership w.r.t. to the title of our post:

Over lunch with my executive coach, Mike Harden (www.ceosuccesscoach.com) I learned that business activity falls into three buckets: Preservation, Destruction, or Creation. These buckets can actually be applied to any life situation, from something serious like ending a relationship,  to something “easy” like cleaning out your closet or changing your diet/workout habits.

Preservation: Keeping the lights on

Most organizational activity can be categorized as “Preservation.” Everything a business owner does to keep the company running falls into this bucket .All of these activities are necessary but too much of a focus on them creates a short-term mindset, or a mindset that is focused on immediate needs. Preservation happens when a company expends energy on leveraging existing competencies, rather than developing new competencies, or worrying about today’s competitors, rather than scanning the landscape for new entrants.

Destruction: Courage to discard the broken and outdated

For a business to grow, it must closely analyze what isn’t working. This is where the Destruction phase comes in…Not everything we do today works for us. It takes courage, but to move forward, we need to selectively forget the past. ..To quote one of my all-time favorite authors Marshall Goldsmith, “What Got You Here Won’t Get You There.”  (http://www.marshallgoldsmithlibrary.com/html/marshall/books.html)

It is the pain of the change that brings the reward of the growth.

Creation: Infusing new life

Creation activities prepare your company for long-term growth – beyond survival.

Linear vs. non-linear thinking

Creation also means breaking away from linear thinking in which a company simply makes a current product better.

Non-linear thinking doesn’t make a product better; it makes a new product. It requires the ability to forget the past, move beyond organizational memory, and create a new future. It’s looking at all situations with a “wouldn’t-it-be-cool-if…” perspective to formulate ideas on where you want to be in the future.

Moving from surviving to thriving

So how does a company incorporate the three phases of Preservation, Destruction, and Creation? It starts with awareness of the idea that some practices just have to go. Simply being aware of the need to make a change is the first step in making it. This step, followed by the change itself (to include getting rid of the old to make room for the new), leads to breakthrough growth.

Awareness, courage, action, reward form the recipe for making the changes you need to take your organization to the next level.

The following image presents another – more mundane – facet of Destruction. This very clearly puts across the impact of role the leadership, knowingly or unknowingly, plays in this process.

Kathy Caprino, in her article – 7 Traits of Inspiring Leadership That Uplifts rather Than Destroys – provides direct linkages of the role of leadership on the destiny of the organization:

  • They are clear about the challenges ahead, but they inspire faith, hope and collaboration, not fear.
  • Blame is not in their rhetoric – they never stoop to recrimination or demeaning, belittling language.
  • Their self-esteem is strong enough to take constructive criticism and critique, and in fact, they welcome it.
  • Their communication style is positive, with words that inspire greatness and growth in us.
  • They don’t surround themselves only with people who “yes” them – they surround themselves with diversity, truth and openness.
  • The success that they long for is success and opportunity for all – not just one faction, group, or organization.
  • They operate at all times with integrity, truthfulness and transparency, even when that’s excruciatingly difficult to do.

Now, let us look at what Devdutt Pattanaik has to say in Segment 1 of the episode 2 – Does a leader create, sustain or destroy?

In his present talk, he has used the role models of Indra and Vishnu to present how Indian mythology looks at the role of leadership.

Indra, king of gods and the lord of heaven is in constant pursuit of success and wealth Lakshmi but Lakshmi prefers the side of Vishnu.  Are you Indra chasing success or are you Vishnu with success chasing you?

Therein lies the answer to who is a leader and what are the ideal leadership qualities.

Indra really is not a leader because the definition of leader here we are talking about is someone with a wider role. What is Vishnu’s role? He is taking care of the world.  In other words this means his reference point of action is the world, others not him. It is not about self-actualization. He is not trying to actualize himself. He is taking care of others and in just doing that he becomes a fortune magnet. Indra the other hand is taking care of nobody except for himself, his own self-actualization.

Indra is self-focused and therefore is insecure, and therefore chases Lakshmi.  Vishnu is focused on the others, therefore more secure, and therefore Lakshmi chases him.

In fact, Vishnu is not secure because he looks at the others. He is secure, and therefore looks at the others.

And yet when we talk about the creation of the world, we talk about three gods. At least, this is popular perception. These are: Brahma (the Creator), Vishnu (the God that maintains) and Shiv (the destroyer).  So the logical question is why is Vishnu the most important of these three gods and the most revered?

When we talk about creation, even the word creation implicitly visualizes the god as it is told in the Bible, one who creates the world. But in the Indian context the man who is creating the world is not worshipped, but the one who is destroying the world is being worshipped. Now either we are mad or there is a problem with our understanding of the words.

Creating what? Destroying what? Preserving what? These are the questions to be asked.

When we see Brahma’s action, when you read the scriptures, it can be seen that He is a God who is yearning constantly, he’s chasing things because he is seeking to understand who he is and therefore he creates the world to answer this question of who he is. When he creates the world, rather than figuring out the answer he starts chasing it and wants to possess it and wants to control it, wants to dominate it. In the process, he lost his eye and he has lost his original purpose. So he is forgotten, and therefore should not be worshipped. Because of his yearning he is chasing the wrong thing.

One could say that this Brahma is aham brahmasmi, you and I.  We, as human beings keep chasing something, so we keep losing sight of what we really want and we have to introspect to figure out what it is.

On the other hand the gods that are worshipped are Vishnu and Shiva. Neither of these gods chase the goddess but the goddesses comes to them. Now, the difference between these two gods is: Shiva says the world doesn’t matter, this is wrong, it is Maya , a  delusion, I shut my eyes to the world and I switch off. So he gives up, he lets go. Vishnu says when the world doesn’t matter so let us enjoy it. It is a question of perspective.

We, thus, have three different characters in mythology, which are engaging with the three currencies in a very different way. One says I (constantly) yearn for Lakshmi, Saraswathi and / or Durga. That’s Brahma. That’s you and I.  This is no average human being.  On the other extreme is Shiva who just switches off. He does not want any of these. So he is Vairagi, the Hermit. He is surrounded by cold icy mountains, the destruction. He is switched off. The goddess goes to him and says you know what you may have figured it out but the rest of the world has not. So please, open the eyes. She marries him, appeals to him to engage with the world.  Now, you have two forms of Shiva – Shiva whose eyes are shut and Shankara whose eyes are open. He is the benevolent one, the boon giving one.  He is engaged with the world. The Vishnu is that the server, his eyes are always open. So when you go to Vishnu temple, you will find his eyes are always open, he  is looking at you and is amused by you. He is amused because we are all Bramhas, he is caring, telling us that you know your direction is wrong. In that respect he is similar to Shankara.

This is what we need to try and be. This is what a leader should be, which means he is to be wise enough to care. So leader is someone who enables you to grow materially (L), intellectually (S) and emotionally (D). That is the role of the leader. In doing so, grows himself, so your growth becomes his growth.

So the logical question is – why is the Creator, the man who has helped create all of these, not given equal importance.

To answer this we have to find out what has he created. To know this, we have to go back to the Scriptures. He has created desire, he has created ignorance, he has created the chase. He has created the reckless human being, he has created rat race. Now would you worship the creator of the rat race or will you worship the person who tells you how to step out from the rat race so that the goddess of wealth chases you. You decide.

We have two apparently divergent views.  What would be applicable depends on the context of the situation. You decide which model you would follow

These discussions are as much applicable to leadership in the management of business as leadership in type of human activity.

In our next session next month, we will take up segment 2 of second episode – Leadership – of Devdutt Pattanaik’s TV serial Business Sutra viz. Context of leaders

Note: The images used in this post are the irrevocable property of their respective creator. They have been taken up courtesy the internet, so as to illustrate the point under discussion.

Carnival of Quality Management Articles and Blogs – July, 2016

Welcome to July, 2016 edition of Carnival of Quality Management Articles and Blogs.

We have already taken up the following topics for the familiarization of different elements of new version of ISO 9001-

For the present episode we will see how ‘Leadership’ in the Other ISO Management Standards’ is addressed.

Leadership – Leadership may therefore be the most important lever in an (ethical) system designed to support (ethical) conduct.

In The Expanding Role of Leadership in Management System Standards Chad Kymal states that new versions of ISO 9001, ISO 14001, and ISO 45001 set clear expectations. He also has drawn a broader canvas of the expanding role of the leadership in MSS.

In a very lucid white paper – The Importance of leadership in Management System Standards – BSI concludes that “many of the leadership responsibilities are contained in the standard text of Annex SL. So the principles and requirements for the other management system standards will be very similar, but with a focus onto the respective discipline, for instance environmental management or health and safety management.”

In Top Management Commitment: What Are The Standards , Syed Mahammud Wasif has postulated 10 initiatives that set the tone for the top management commitment.

Leadership for the Many, Not the Few – Beth Zimmerman states that all members of the Evans team are supported in exercising and strengthening their leadership skills in ways that align with their personal passions and Evans’ corporate goals. We also make additional investments to ensure that those with people-management responsibilities have strong skills in, and a consistent approach to, supporting those they manage in succeeding in their respective roles. Evans applies a mix of practices to bolster leadership – Coaching, Tools for Success, Mixed-level Teams, Internal and External Opportunities for Growth, Training for People Managers,

We also have a few videos on the subject:

  • ISO revisions – All about leadership in the new standards
  • Management and Leadership overview
  • Teaching leaders “What to Stop”

Obviously, before we can expect many more articles on the actual practices, we will have to wait for some more time as more and more organizations take up the implementations of the newer versions of these management system standards.

For the August, 2016 episode, we will take Change Management in the new versions of these management standards.

We will now turn to our regular sections:

ASQ CEO, Bill Troy in his ASQ’s Influential Voice has a guest article by Scott Rutherford – What Do We Expect from Senior Leaders? – that also looks at our current subject of leadership. Scott Rutherford recalls a 1986 Quality Progress review  by Dr. Joseph Juran.  The quote is:

It is most important that top management be quality-minded. In the absence of sincere manifestation of interest from the top, little will happen from below.”

We now watch the latest ASQ TV  episodes:

In Jim L. Smith’s Jim’s Gems for the month of May, 2016, we have –

  • The Magic Ingredient for Success – is attitude! Successful people have a way of looking at things, a way of seeing obstacles as opportunities, and a way of “hanging in there” to make the most of every possibility. This is an attitude of positive affirmation that almost always guarantees success….The good news about attitude is that it can be altered, and we, not anyone else, are in charge of our own attitudes. What’s your Jim's Gemsattitude? If it’s not going to bring you success, then change it!
  • Where Should Organizations Focus their Greatest Efforts?… On Process or People? – Peter Drucker, the late author and management consultant, wrote that “neither technology nor people determine the other, but each shapes the other.” …..In planning how to evaluate claim data quality, building a framework of systems-thinking proved extremely helpful. Namely, the process principles of statistical thinking formed the conceptual foundation of a quality improvement plan which included: (1) All work occurs in a system of interconnected processes; (2) Variation exists in all processes; and (3) Understanding and reducing variation are keys to success….a translation from process to a greater attention on people suggests the following principles: (1) All work is done by individuals; (2) An individual’s work is variable; (3) Key to quality improvement is reducing variation by getting the right person into the right job….a predominant focus on people can lead either to management paralysis or to process tampering, when people are primarily held accountable…..Success stems from having the right processes and the right people in place. The development of this leadership style has been shaped by envisioning processes first and then providing people the opportunity to engage those processes.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.

Carnival of Quality Management Articles and Blogs – June, 2016

Welcome to June, 2016 edition of Carnival of Quality Management Articles and Blogs.

We have taken up familiarisation of different elements of new ISO 9001-

In the present episode, we will take up one more key change in the 2015 version of ISO 9001 – Leadership and Commitment.

What Does ‘Top Management’ Commitment Mean for Management Systems?

The article lists lot of actions, objectives and ‘ensuring’ for Top Management to do! Yes, such listing is just a superficial summary of the clauses from the ISO 9001 standard. For a detailed discussion on these specific requirements, their implementation or demonstrated effectiveness, a full-fledged article is called for.

How to comply with new leadership requirements in ISO 9001:2015 – Mark Hammar

In many ways, the leadership requirements in the (draft version of) the 2015 update to ISO 9001 are not new. ISO 9001 has always had the leadership importance of top management as one of the seven quality management principles that form the basis of the standard.

Here are some things that are important to show that top management has a commitment to the Quality Management System:

  • QMS effectiveness is measured, and management is involved in assessing this.
  • The Quality Policy and objectives are in place per management direction, communicated in the organization, and tracked for progress.
  • The QMS is part of the business processes, not a side project.
  • Resource needs are reviewed and addressed by management.
  • Continual improvement is promoted and supported by management.
  • There is a way to ensure customer, statutory, and regulatory requirements are understood and met, and people understand why this is important.
  • There is a management focus on customer satisfaction.
  • Organizational roles, responsibilities, and authorities are assigned, understood by the person who is assigned, and known to those employees who need to assess a person in a certain role.

Role of Top Management in ISO’s 2015 – Leadership or Management? – Cliff Poon

 Leadership - Cliff Poon

Leadership impacts behaviour of individual whereas Management focuses on processes.

Correlation matrices between ISO 9001-2008 and ISO 9001-2015

Leadership and commitment 9001-2015

ISO 9001 Responsibilities of Top Management is initiated right from the design stage and spans through the implementation and maintenance of the QMS after registration stage:

  1. Define ‘quality’ in the form of objectives to help internal communication of what is to be achieved (product and service requirements, process effectiveness and efficiency, customer perception etc.)
  2. Show that the business is central to the system: use your normal business language, not ‘quality’ or ISO 9001 terms.
  3. Produce a simple top-level, “big picture” of your business processes to show how the system improves results by focusing on the improvement of processes.
  4. Demonstrate your commitment to continual improvement by focusing on the next improvement and by taking it seriously.
  5. Show that the ‘quality’ approach is becoming instituted by integrating reviews into normal management cycles.
  6. Ensure that records are turned visibly into management information so that people keeping them understand their importance.

The Changing Role Of The Quality Management Representative (QMR)

“For increased leadership and commitment by top management to be successful, top management must not see quality management as an appendix in addition to the actual requirements of business processes”, explains Ulrich Wegner, Technical Head of TÜV SÜD Management Service GmbH. “Instead, quality management should be closely intermeshed with strategic planning and, where possible, the management control system, and thus with actual corporate management. To reach this goal, organisations must clearly define the roles and responsibilities of managers and executives in the field of quality management.”

Those rare organisations in which QMRs are still operating as ‘lone warriors’ will definitely need to undertake some adjustments to meet the requirements defined in the new ISO 9001.

10 Ways Leaders Can Drive Continual Improvement

  • State Your Belief in Continual ImprovementContinual-Improvement - 10 leadership ways
  • Explain Why Continual Improvement is Important
  • Empower, but be a Servant Leader
  • Participate in Continual Improvement Yourself
  • Ask for Continual Improvement Ideas and Opportunities
  • Don’t Require Every Improvement to be an Event or Project
  • Emphasize Small Ideas
  • Ask for More than Just Cost Savings
  • Look at Processes Instead of Blaming People
  • Keep Asking for Continual Improvement

Top Managers management of Management System

Management-of-Management-System Jan Olsson

A Management System is a tool for top management to enable successful business. Often this tool is managed by an Operational Development manager. Top management shall transform strategic directions, threats and opportunities together with stakeholder interests in to requirements on processes, organization structures and controls. Operational Development manager will design the details of the management system in close cooperation with operational management. Managers will drive and ensure utilization and performance will be monitored. Top management will then be involved in the evaluation of the Management System performance Review and additional or changed requirements will be given in order to improve the Management System.

Success without top management commitment?

Top Management

ISO 9001:2015 – Practical Leadership – .

Practical Leadershp-Website-Blog-In-Article

 

“True *Freedom* is not the absence of structure but rather a clear structure which enables people to work within established boundaries in an autonomous and creative way.” Rosabeth Moss Kanter[i]

 

 

These video clips also help in understanding the subject :

Understanding ISO 9001:2015: Top managementPeter van Nederpelt

ISO 9001:2015 Leadership and Top Management CommitmentWarren Alford

ISO 9001 2015 Clause 5 Leadership

The new version of the management system standards now requires the organization’s top management to be far more proactive and involved. We will expand the subject and take up the ‘Leadership’ in the Other ISO Management Standards in our July, 2016 episode.

We will now turn to our regular sections:

ASQ CEO, Bill Troy in his ASQ’s Influential Voice had mentioned about ASQ’s World Conference on Quality and Improvement, held May 16-18, 2016 in Milwaukee. We now have the updates on the event:

Top 10 Books for Those New to Quality would prove to be a very handy reference to quality professionals of all hues:

  1. The Quality Toolbox, Second Edition by Nancy R. Tague
  2. The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships edited by Grace L. Duffy
  3. The ASQ Pocket Guide to Root Cause Analysis by Bjørn Andersen and Tom Natland Fagerhaug
  4. Process Improvement Simplified: A How-to Book for Success in any Organization by James B. King, Francis G. King , and Michael W. R. Davis
  5. The Certified Quality Improvement Associate Handbook, Third Edition: Basic Quality Principles and Practices edited by Russell T. Westcott and Grace L. Duffy
  6. Performance Metrics: The Levers for Process Management by Duke Okes
  7. The Memory Jogger 2, Second Edition: A Pocket Guide of Tools for Continuous Improvement and Effective Planning by Michael Brassard and Diane Ritter
  8. The Essential Deming: Leadership Principles from the Father of Quality by Joyce Nilsson Orsini PhD.
  9. Principles of Quality Costs, Fourth Edition: Financial Measures for Strategic Implementation of Quality Management edited by Douglas C. Wood
  10. Outcomes, Performance, Structure: Three Keys to Organizational Excellence by Michael E. Gallery and Stephen C. Carey

June, 2016 Roundtable: Employee Engagement discusses the question – To what extent do organizations engage employees about the importance of quality? How should companies approach this issue, and how can they avoid “sloganeering” and make a real difference?

We now watch the latest ASQ TV  episodes:

  • Employee Engagement: This episode discusses the importance of having engaged employees to boost initiative and creativity in the workplace, which ultimately leads to breakthrough performance. Determine whether changes are necessary in your business operations.

Workplace spirit: LINK
Maintenance Required: LINK

  •  Alternatives to Brainstorming: Carol Knight-Wallace, principal, Knight Vantage Consulting, says the traditional form of brainstorming is no longer effective. In this brief interview, Knight-Wallace, explains why you should look to other forms of brainstorming and what you should be looking for in the tool.
  • 2016 ASQ World Conference Recap on Quality and Improvement

In Jim L. Smith’s Jim’s Gems for the month of May, 2016, we have –

  • Use Six Sigma Selfishly – Quality professionals should apply DMAIC six sigma processes to enhance their careers.

Jim's GemsFirst, define your career’s purpose and scope. Then determine how you are going to reach these milestones. Write down actions to needed to make the adjustments. Assess your current situation w.r.t. the requirements for attaining the milestones so as to identify the gaps. Now analyze your career process using these two important questions: do you now know better where you stand; and how to get where you need to be in order to fulfill your career goals? In this stage, it is helpful to involve a friend or mentor. An outsider can often help determine whether you have taken the appropriate steps or how realistic your process has been up to this point. In the control phase the challenge is to maintain your progress by learning from the past.

I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………

Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.

[i]  Rosabeth Moss Kanter at TEDxBeaconStreet : Six Keys to Leading Positive Change

The Speed in a Modern Life

I am presently reading the sequel to “The monk who sold Ferrari”  –  Leadership Wisdom” by Robin Sharma. And now here is the coincidence that I have two articles from regular reading web-shelf on the subject of “moving Too fast” and (Executive)  ” Burnout” by Ben Fanning , in a guest article on “Great Leadership“.

So, this post – to bring in the essence of both articles, without precluding the “MUST read” each of the article and practice what they have said.

In Gentle Friday Reminder: Go Slow, Shri Tanmay Vora gently reminds us of a harsh aspect of the way we live our life today: “Life is too short (really) to zoom past it. At the end of a succinct article, thereby still , probably, facilitating the current mindset of whizzing mankind interest of reading the article for top-to-finish, he has ceratinly ‘gently’ jolted the reader by quoting “an amazing blogger, Nicholas Bate says: “Chase quality of life, not standard of living. The former is what most of us actually want”.”

Ben Fanning has retained the matter-of-fact narrative style befitting   the Management Genre of the Literature. The entire article – Why Burnout Should Alarm Executive Leaders – has a good deal of wisdom neatly stacked making it quite easy on an otherwise harassed, on verge-of -burn-out ‘modern’ executive to read the article. And the Bonus Tip “Celebrate the Small Wins – Find something to celebrate with your team every day. Even the smallest of wins can help build momentum to achieve bigger goals.” gives a small electric shock for the race for increasingly BIG wins in SHORTEST possible time.

Great Leadership: Building Your Leadership Brand

[ Great Leadership: Building Your Leadership Brand.- The Guest article, by Beth Armknecht Miller, of Atlanta, Georgia, Founder and President of Executive Velocity, a leadership development advisory firm on The Great Leadership, an excellent blog by Dan McCarthy spurred me to write a response to the article.

Ultimately, it was too long enough to be posted as a comment to the original  article. Hence this post.]

The article’s emphasis – define what leadership is to you” – requires being underlined,so that the real intent of such an excellent advice is hardwired among the practicing managers:

The article goes on to delve deeper into ‘defining’ ‘your own leadership by squarely positioning three searching questions, which we further analyze in terms of the analogy of the “Product Brand” used in the article:

  1. “Genuine” and “True:

For any product to be elevated to a cult , the preferred, brand, it is mandatory that its core characteristics – be its design, be its engineering, be its physical or material or  any other fundamental ‘properties’ by any name – must always be consistent with the  promise of the fulfillment of the need or the requirement of its user that a product or service inherently carries with itself..

Any dilution in the ‘core’ invariably leads to the down fall of the ‘image’ of the product..

This is true of Leadership as well. Leadership, its most fundamental core, is not merely a profession or a vocation. It is a passion. The extent or the nature of the passion may depend on several factors internal to the person – the personality style, impact of one’s upbringing etc.-  or external to the leadership  as an organism – surrounding ‘ecosystem’, the purpose of the organization, the then strategic intents of the top management, organization’s’ relative competitive position etc.- , but the fact remains that as long as the person has an internal stream of inspiration flowing, the leadership as an organism survives.

The core of any Leadership is the ethos of the Leader – values, beliefs, intentions, principles, practices and all that makes a person what he or she is.

  1. “Inspire” others:

This is somewhat equivalent of 4 (or sometimes known as 5) Ps of the product.

Good products are ‘sold’ but good brands are ‘bought’! Excellently conceived and executed Ps can help ‘sell’ the product, but only when the product meets (or exceeds) the requirements or needs of the user, it becomes The Brand which is ‘bought’ irrespective of any (or perhaps, all) competitive pressures.

So is the case of Leadership. A well thought out and manifested Leadership Style can ‘sell’ itself to target constituency, but in order for the Leadership” to be willingly ‘bought’, it ought to “inspire(s) those around (you) to perform their very best”.

The extent and nature of voluntary inspiration that The Leadership provides to the target constituency determines its brand value.

  1. The “results”

Call them KPIs of performance of the product or the Leadership.

In the modern age, what was considered purely altruist in the previous centuries – Religion, Arts, Charity etc. – also get measured in terms of what or how much is achieved.

The results, continuing our analogy with Product, have to be sustained over the life cycle. We still have traces of the tradition where the past glory of a product is archived in a museum. In similar manner, the past glory of the Leadership that was may get chronicled or may be referred to in the present context.

However, increasingly, the value of leadership has indeed shifted to the extent of its impact on the way it enables handling the present, thereby making future appear more cognisable.

The lasting of the Leadership Brand is the impact that it leaves in terms of shaping the future of its constituency.

In the ultimate analysis, the author, Beth Armknecht Miller, rightly cautions thatthe ‘Leadership’ must remain rooted to the inherently “natural” grain. The moment it ‘sounds’ [or ‘appears’] cosmetic, it indeed “loses its credibility”. This is where it may tend become a ‘practice’ rather than a ‘spirit”.