PATH TO ENLIGHTENMENT

Ayyaz Rizvi / Ahmed Sayyam Rana

ITL
November 05, 2015

Agenda
Why are we here
Invest in yourself
Aligning ourselves with strategic direction of ITL
Understanding Organizational and People Behaviors
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

Why are we here

Managers

2015

ITL wants to have

leaders
who can foresee
changes,
guide the TEAM to face
those changes, and
are able to lead them
to a sustainable
growth in a highly
competitive global
business
environment

Managers

2016

2017

Leaders

Why training and learning???

Some quotes from Peter F Drucker
We now accept the fact that learning is a lifelong process of
keeping abreast of change. And the most pressing task is to teach
people how to learn
Leadership is not magnetic personality--that can just as well be
a glib tongue. It is not making friends and influencing people -that is flattery. Leadership is lifting a person's vision to higher
sights, the raising of a person's performance to a higher standard,
the building of a personality beyond its normal limitations
Time is the scarcest resource of the manager; If it is not
managed, nothing else can be managed

Invest in Yourself
Compile your thought for
What did you invest in?
Why did you invest in it?
How did you benefit from it?

If you have never done this..

Kindly start doing this now

Agenda
Why are we here
Invest in yourself
Aligning ourselves with strategic direction of ITL
Understanding Organizational and People Behaviors
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

ITL is transforming

ITL is transforming

ITL is transforming

Alignment with transformation in ITL

is absolutely essential for all.

STRATEGIC PRIORITIES
Improve internal controls and systems to improve
business performance and productivity

Quality be reflected not

just in products but in
every thing we do
Invest in QA function
(both in people and
technology)
Incorporate customers
quality expectations in
our product quality

Systems and
Controls

Quality
Assurance

Refine existing differentiated

strategy Technology,
Products, and Market Model
Identify additional categories
to move into

Sustainable

Product
Quality,

Growth

Customers &
Ensure investment in plant

People

Environment Protection is
as critical for us as our
business and our people.
Create a healthy and safe
environment in company
operations

Environment

& HSE

Production
&
Technology

and machinery to cope with

technological changes
Improve productivity and
Production Efficiency
Drive consistent Quality
culture
Make Tech Ops a competitive
advantage
Optimize Supply Chain

Our People are the foundation and our customers are the reason for everything we
do
Foster, Develop and Empower Associates at all levels of the organization
Improve Collaboration across all Divisions and Functions

We want to make ITL a great place to work

Defining our Winning Culture
Inspire
Motivate
Coach
Recognize

Relentlessly drive for results

Align and collaborate
Act with urgency
Be accountable
Empower
Performance

People

Anticipate & provide solutions

Understand needs
Deliver

Customer
centricity

WE WILL CHANGE

How ITL will shape the future

1
Developing a will to win by Developing People
2
Sustainable Growth by redefining products and
customers served
3
Ensure the highest Quality and Integrity
4
Investment in Production Technology
5
Environment and HSE be of fundamental
importance
6
Productivity improvement through Systems &
Controls

 Bosses rule!
Top-down command and control
Top management is always in charge
Centralized leadership

Centralized
Little customer-oriented
Bureaucratic
Focused on control
Functionally divided
Slow and time-consuming
Organizational territories

Organizational
Change

The market rules!

Outside-in : sense and respond
Front-line teams are always in charge
Devolved leadership

Dynamic and complex markets

Dull markets

Understanding Todays
Organizations

What kind of People are need

Network cell comprising a

fully accountable team
Market-pull : External /
internal customers, competitors

Communicate
for
understanding
and
buy-in

What kind of Culture is need

Sense of
urgency

Empowerment
&
Accountability

Understanding Todays
Organizations

Will to Win

Leaders

Passion
Can Do Attitude
Result Oriented

Customer-Centric
Identify Issues
Think of Solution

What are related Issues

Business related

People Related

Agenda
Why are we here
Invest in yourself
Aligning ourselves with HQ & Region
Understanding Todays Organizations
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

PATH TO ENLIGHTENMENT

Introduction of Path to
Enlightenment
Our path will take us
to
Vision 2017
where
people
are better
than today
with higher
Productivity and
Retention

better
higher

At least One Successor For Department Heads in-line with Ideal

Profile
At least One Successor for Managers in all department in-line with
Ideal Profile
New Hires better than today
How will we fly to the destination

Training and Development effort based mostly on in-house and out-side resources as well as through
empowerment and delegation

Path to Enlightenment: Action

Points
Launch a exploratory process to find the
available talent pool and its current.
Carry out a gap analysis to judge the
current skills with that of required skill set for
each important position.
Prepare a formal & informal training plan to
provide development and grooming
opportunities to all management cadre
associates.
Select the successors from the total
available talent by passing them through a
talent hunt process.

Talent Management (TM)

Programs
TM Initiatives

Objective

Year

Current Status

Talent Hunt Program

Identify our top talent in ITL

Provide them on the job learning and
Development opportunities
Prepare them to take up senior managerial
roles

2015

In designing stage (to be

completed by Qtr -1 2016)

Path to Enlightenment

To have more focused approach in training

associates
Groom associates for higher positions.

2016 - 2017

In designing stage (to be

completed by March 2016)

Improved Internal Training

Function

Establish an internal T&D function having

capability to provide learning and development
opportunity to associates.
To improve employee engagement and
retention

2015 - 2016

Hired a skilled training

manager who in collaboration
with HR and GMs will establish
T&D function that has a great
sense of business deliverables,
is close to all associates and
who continuously strives to
improve employee
engagement and productivity.

Stronger Succession
Planning

To identify top talent in ITL and groom them for

higher positions
To increase bench strength in all functions

2017

To be achieved by Mid 2017

Agenda
Why are we here
Invest in yourself
Aligning ourselves with HQ & Region
Understanding Todays Organizations
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

Leadership & Leader

Leadership

Managerial Skills
Personality
Traits

Cognitive
Factors

Motives

Self-confidence

Intelligence

Results

Flexibility &
Adaptability

Creativity

Ethics

Enthusiasm

Insight: people
& situations

Power

Assertiveness

Clarity of Vision

Excellence

Action Oriented

Farsightedness

Contributions

Communication

People
Champions

Achievements

Agenda
Why are we here
Invest in yourself
Aligning ourselves with HQ & Region
Understanding Todays Organizations
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

FACTS of Leadership

FACTS of Leadership

Interviewed around 20 authors

who were considered to be
thought leaders in leadership
People who had 15 years of
experience of assessing 360 and
who have done around 2 Mio
360

Agenda
Why are we here
Invest in yourself
Aligning ourselves with HQ & Region
Understanding Todays Organizations
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

FACTS of Leadership

FACTS of Leadership
Future
planning

Shared
vision

Futurist
Creative
ideas

Risk
taking

Futurist
Future Planning

Understands the needs of tomorrow

Networks and listens to the ones that have or may have an impact on
future of ITL i.e. customer, competitor, suppliers, people, etc.
Stays connected with the changes in information technology.

Shares customers perspective for future planning

Asks questions to the customer to uncover unmet needs & provide solution.
Probes as to what the customer thinks about ITL and/or Competitor.
Understands the circumstances that have made the customer think in that
particular manner.
Checks this information with other customers to establish it as a trend.

Futurist
Shared Vision

Plans future with the team to align team & goals

Meets the team at the start of the year to take the team onboard, to
make them feel that they are an integral part of the journey.
Shares the strengths of the Department to encourage the team to
envision a brighter future.
Shares areas of improvement of the Department and seeks
commitment for individual part.
Reviews the progress on quarterly basis to keep everyone on track.
Creative Ideas

Suggests / Shares Views / Has a View-Point on Future

Based on the input from Customer, Competitor and important stakeholders,
the manager shares his/her views about the present and future.
Articulates and paints credible pictures of possibilities for success.
Puts points on the table for further discussion.

Futurist
Risk Taking

Takes Initiatives for Future

Puts point across based on the facts gathered from Customer,
Competitor, Associates and important stakeholders.
Takes bold decisions e.g. adding/deleting a function, saying no to an
associate, modifying/inventing a process to improve productivity
Identifies performance issues, takes corrective actions.

FACTS of Leadership

FACTS of Leadership
Implementation
of strategies

Action Oriented

Feedback on
Activities /
Follow-up

Action Oriented
Implementation of strategies

Understands policies / procedures & aligns team

Has a system in place to review performances and behaviors.
System for analyzing the production performance e.g. SAP Reports.
Allocates time for skills improvement.
Conducts Regular Reviews of production performance to meet
customer orders.
Understands ITLs long term strategies in true spirit and ensures that all
team members are clear about same.
Has an effective system in place for continuous monitoring and
feedback to all team on their performance and areas of
improvement.
Effectively utilizes PMP to evaluate performance and reward
accordingly.
Maintains a vigil eye on cost of production and departmental
budgets.

Action Oriented
Implementation of strategies

Controlling for better Productivity

Preliminary Control - designed to prevent problems from occurring
- Recognizes the value of resources (production inputs) provided by Management.
- Acts as an entrepreneur, to identify potential issues before the activity.

Concurrent Controls - designed to pick up problems as they occur

- Understands the impact of changing internal and external environment that affect
production and regularly monitors them to pro actively deal with them.

Post-Action Controls - designed to detect problems after they occur

- Acts on ITL Values - cares for quality and cost.
- Acts as an entrepreneur, to identify the outcomes after the activity.

Action Oriented
Feedback on Activities / Follow-up

Implementation & Follow-up of strategies / activities

Consciously checks the utilization of resources and monitor productivity.
Utilizes companys efforts with 100% optimum output to get tangible results.
Collaborates with peers to maximize the outcome of activities.

Organized
Matches Daily Activities with Monthly and Yearly Targets.
Monitors all departmental activities for judicious implementation by all team.

FACTS of Leadership

FACTS of Leadership
Establish
Credibility

Leadership
Style
coaching /
selling

Culture
Specialist

Managing
performance

Communicatio
n (motivate
appropriately)

Turnover of
New
Employees

Corporate Culture Inspirational Video - Video Dailymotion.FLV

Culture Specialist
Leadership Style coaching / selling

Builds a relationship/rapport (formal & informal) with team

Meets to understand an individual as a person outside the office.
Shares happiness and seeks input when in need.
Gives and receives a sense of "being there for you.

Is empathetic and trust worthy / be a coach and not POLICE

Is there for the direct report with an attitude to guide and support.
Probes politely; yet ensures that he/she gets an answer.
Asks the team members for solution to encourage and enhance the
thinking process.
Provides a solution only when the team is out of options.

Culture Specialist
Leadership Style coaching / selling

Provides situational leadership (style & action)

Understands and applies Situational Leadership (Directing, Coaching,
Supporting, Delegating)
Convinces the individual with a reason or connects the outcome to
individuals interests e.g. how a team member can make a better
future for his family by gaining more incentives.
Lets the other know how important he/she is for the departments
performance.
Involves the individuals and encourages them to see opportunities
when production is down.
Keenly observers the agreed Area of Improvement of an associate.
Spends time at a neutral place / office after field work to discuss how
the team can further improve.

Culture Specialist
Establish Credibility

Leading by example to create an environment of urgency

Meets the commitment /deadlines agreed with direct report.
Is on time every time in the meetings.
Conducts meetings in proper manner (with an agenda) to finish on
time.
Completes his/her tasks on time e.g. gives feedback and signs mostly
signs documents the same day.
Sets challenging goals for him/her self, even the Organization /
Manager does not demands so.
Responds to team members queries timely and properly.

Culture Specialist
Communication (motivate appropriately)

Communicates in a structured / effective way

Takes thinking style (HBDI) into account before communicating with
the individual.
Collects information and scans documents to be specific about issues
/ problems.
Provides feedback (does not criticize) in a timely manner to make it
effective (nip in the bud)
Does not wait until an issue becomes a major problem, which the
associate can not handle.
Uses sandwich approach where applicable i.e. appreciates strength,
shares AOI, shares future.

Culture Specialist
Communication (motivate appropriately)

Differentiate between Performers & N. Performers

Uses the Performance Management System to differentiate between a
high and a low performer.
Evaluates each objective separately and does not let one objective
overshadow other objectives.
Does not rate everyone as outstanding in V & B, but only those who
have appropriate examples.
Praises loudly and blames softly.
Celebrates with employees their personal and team achievements
regularly.

Culture Specialist
Communication (motivate appropriately)

Handles tough conversations (reprimand)

Keeps the discussion "issue orientated" and manages the
interpersonal process to stay focused.
Calls a spade a spade - speaks honestly and directly about a topic.
Does not worry that associate's feeling would be hurt, while being a
professional.
Document the discussion, get acknowledgement and guides for
improvement.

Culture Specialist
Turnover of New Employees

Retains new talent / pays attention to their needs

Plans the induction well by making an agenda and following it up.
Changes plans to cope up with sudden cropped up issues of team or
of a associate.
Spares time to listen to their needs and understand them (HBDI) to
ensure better communication.
Is keen about the progress of the associate and is willing to go an
extra mile for the new associate.

Culture Specialist
Turnover of New Employees

Builds a cohesive team

Identifies a Buddy for new incumbent.
Encourages a collaborative attitude among associates, working in
same territory.
Establishes a process of continuous two-way flow of information
between team members, during and after meetings.
Actively participates as a member of the team to create a feeling of
belonging in the team.
Strives towards team cohesion and works for the benefit of the whole
team.
Establishes good interpersonal relationships by helping, valuing and
appreciating.
Encourages team to outperform the other team.
Shares small wins on a regular basis to encourage Positive Self Talk
e.g. I can accomplish any task given to me.

Culture Specialist
Managing performance (controlling & monitoring)

Understand issues and adopts accordingly (problem solver)

Keep an accurate record of work.
Obtains information from the problem, looks for patterns / clues, talks
to individuals, works backward.
Determines whether there is another method of finding the solution,
makes a table / diagram.
Examines similar / related problems to determine if same / similar
technique can be applied.

Culture Specialist
Managing performance (controlling & monitoring)

Use skills to manage performance

Identifies performers and non-performers.
Pinpoints the factors impacting the numbers / non-performance.
Spends more time with non performer in coaching / counseling.
Sits with an individual to listen to the concerns and genuinely try to
help individual e.g. PIP.
Spends time with performers to review documents / actions to
observe how he/she can further excel.

FACTS of Leadership

FACTS of Leadership
Attracting the
Talent for
pipeline

Talent
Developer

Improve
quality of
Hiring

Delegation &
Accountability

Talent Developer
Attracting the Talent for pipeline

Proactively hunts for talent

Proactively identifies people in the area from targeted competing
companies.
Creates a database of reputed persons, and plans a meeting with
them to explore their ambitions and personal priorities
Stays in touch with them to check the availability, thus ensures pool of
candidates for tomorrow.
Attracts talent better than the current lot i.e. who have the potential to
help MANAGER / TEAM succeed.

Talent Developer
Attracting the Talent for pipeline

Become role model to attract the talent (brand)

Develops team members in a way that others / management
acknowledges.
Hires the best, who become productive in less than 3 months.
Has low / zero turnover in the team which ensures better team morale
and bond.

Manages diversity in Team

Creates a balanced team of experienced and young talent.
Retains top players by engaging them to utilize their potential.
Engages team members to generate ideas that may differ his thinking
style (is challenged)
Has a bag full of motivating tactics to suit the needs of different team
members.

Talent Developer
Improve quality of Hiring

Conducts interviews to assess competencies based on CBI

Does not rely on gut feeling and / or feedback from the person
referring the candidate.
Uses the ITL competency model to identify talent.
Evaluates examples from candidate using STAR (Situation, Task,
Action, Result) model.
Balances the hiring / training trade-off.

Talent Developer
Delegation & Accountability (Associate Development)

Identifies people and delegates tasks to build Talent pipeline

Has at least 1 person identified as a successor.
Has development plan in place for grooming a successor.
Gives tasks / assignment / training inline with the development plans.
Initiates transfers of associates to other geographical areas for
development.
Uses Competency Survey to identify the gaps and create action plan
for development.

FACTS of Leadership

FACTS of Leadership
Sense of
Responsibility

Rapport
building

Early
Adoption /
Mindset

Analytical
skills &
Decision
Making skills

Self
Proficient

Time
Management

Listening Skills

Self Proficient
Early Adoption / Mindset

Accepts Challenges (can do attitude)

Sees positive in every thing and accepts challenges.
Implements new ideas or solutions independently without having to
be urged on.
Goes above and beyond the call of duty, once commits to the goal.
Can be counted on to successfully exceed goals and expectations.
Gets benefited for having the can do attitude e.g.
-

Become a better leader (impacts attitude of direct reports),

Stress reduction,
Better productivity,
Improved customer relations,
Improved teamwork,
Career success,
Improve decision-making and overcome challenges,
Improve Interpersonal Relations.

Self Proficient
Sense of Responsibility

Dedication / Passion
Proactively identifies opportunities and threats relevant to his/her
department.
Responds quickly, initiating action where required.
Is proactive in analysis and management.

Will to Win / Ownership

Consistently one of the top performers.
Pushes self and others for results which have been prioritized.
Effectively takes action to address deficiencies.

Self Proficient
Time Management

Prioritizing work / Multitasking

Plans and organizes daily work with a to-do list.
Prioritizes the work i.e. Do, Delegate, Delay, Delete OR plots tasks on
Urgent / Important matrix
Uses time effectively i.e. time while working, eating, walking,
showering etc.
Break the bigger task into smaller tasks so that you can celebrate
small successes.
Identifies his prime time and then concentrates on the task in hand.

Project Management
Recognizes the 5 pillars of project management Cost, Resource, Time,
Scope/Quality.

Considers each activity as a project i.e. having a beginning / end / adds value.

Self Proficient
Listening Skills

Ask questions to understand

Understands the barriers to listening e.g. lack of time, stress, anger,
bias.
Gives undivided attention to all associates and makes each
associate feel important.
Observes the body language of the associates and asks the person to
be more open.
Shows to the team member that he is attentive by nodding, smiling
etc.
Speaks boldly to distinguish between facts and assumptions e.g. can
you give me an example or lets focus on the current topic.
Responds appropriately e.g. be open, be honest, assert your opinion
respectfully.

Self Proficient
Analytical & Decision Making skills

Ability to Identify issues and solves problem

Accepts that there is a potential issue or a problem.
Uses information from diverse sources to arrive at a clearer
understanding of the problem and its root causes.
Scans his past experience of resolving a similar problem.
Generate alternative solutions.
Evaluates strengths and weaknesses of alternatives, including
potential risks and benefits and short- and long-tern consequences.
Selects alternative that is most appropriate to goal, context, and
available resources.
Establishes criteria for evaluating effectiveness of solution or decision.

Self Proficient
Rapport building

Acts as a consultant to others

Explores own developmental areas and strengths for further
development and maintenance of expertise.
Functions independently of others e.g. functional and/or technical
knowledge is an asset that is utilized and applied continuously.
Is approached by peers/others for opinion, analysis of problems,
issues, strategies and action steps for teams success.

Networking / Brand Building

Proactively attempts to build effective relationships across
departments e.g. Division, Finance, HR.
Handles disagreements, in a diplomatic manner so as to promote
harmony.
Focuses on issues and tries to solve them (for self and others), does
not criticize or complain about people.

FACTS of Leadership

70 - 20 - 10
Development Impact
LESS

Trainings
Workshops

Classroom Trainings
Workshops
Seminars

MORE

Role
Modeling

Copy a particular
skill or behavior

Feedback
Coaching

Development
in Role

Full Job
Change

Coaching

Additional Projects

Start-up

Managers feedback

Stretch assignments

Fix-it

Mentor relationship

Challenging situations

Turnaround

Temporary accountability Staff to line

Line to staff

10%

20%

70%

Agenda
Why are we here
Invest in yourself
Aligning ourselves with HQ & Region
Understanding Todays Organizations
Introduction of Path to Enlightenment
Leadership & Leaders
FACTS of Leadership
Prepare to Takeoff

THANK YOU