Culture 2

NIS SPARTA
DISASTER OF SCILLY ISLES

Oct., 1707 Great Britain lost entire fleet of ships ? How?
There was no pitched battle at sea. The admiral, Clowdisley Shovell, simply miscalculated his position in the Atlantic and his flagship smashed into the rocks of the Scilly Isles, a tail of islands off the southwest coast of England. The rest of the fleet, following blindly behind, went aground and piled onto the rocks, one after another. Eight warships and eight thousand lives were lost.
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DISASTER OF SCILLY ISLES..

Professional seamen like Clowdisley Shovell had to estimate their progress either by guessing their average speed or by dropping a log over the side of the boat and timing how long it took to float from bow to stern. Forced to rely on such crude measurements, the admiral can be forgiven his massive misjudgment. Disaster was not the admiral ignorance but his inability to measure something he already knew to be critically important - longitude
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What do we know to be important but unable to measure
CULTURE
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CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)
NIS SPARTA
Institutional investors like Council of Institutional Investors (CII) which manages over $1 trillion of stocks and California Public Employee Retirement System (CPERS) which overseas investments $760 billion - define the agenda of business world. Institutional investors have been the ultimate number guys representing cold voices of shareholders, productivity, efficiency, profitability.
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Traditionally they focused on hard results like ROA, EVA. Most of them didnt concern themselves with soft issues later CULTURE In their moods a company culture held, the same status as public opinion polls on USSR: superficially interesting but fundamentally irrelevant
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In recent about face - Institutional Investors are paying closer attention to INTELLECTUAL CAPITAL Good workplace practices Employee loyality as an aid to productivity I.e. If a company is bleeding people it is bleeding value because great deal of company value lies between the ears of it employees
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INTRODUCTION
This presentation is based on book First, break all the rules; What the worlds greatest managers do differently This book is the product of two mammoth research studies undertaken by the Gallup over the last 25 years
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FIRST STUDY
The first study concentrated on employees What do the most talented employees need from their workplace Gallup surveyed over 10 lakh ( 1million) employees from broad range of companies, industries and countries over a period of 25 years. Gallup asked them questions on all aspects of their working life, then dug deep into their answers to discover the most important needs demanded by the most productive employees
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NIS SPARTA
MEASURING STICK
(How can we measure Human Capital ?) Over the last 25 years the Gallup organization interviewed more than a million employees. They had asked them hundred of different question (100 million questions) STATISTICAL APPROACH : Combination of Focus Group Factor analysis Regression analysis Follow up interviews Concurrent Analysis Meta Analysis
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NIS SPARTA
MACROLEVEL RESULTS OF FIRST LEVEL

Talented employees# need Great Manager# Talented employees may join a company because of its charismatic leader its generous benefits and its world class training programs but how long that employees stays and how productive he is while he is there determined by his relationship with his immediate supervisor Employees dont leave companies but they leave managers # Will be explained later on
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SECOND STUDY
This simple discovery led Gallup to second research effort. How do the worlds greatest manager find, focus and keep talented employees Gallup went to source, asked each company to provide performance measures(sales, profit customer satisfaction/retention, employee turnover employee opinion data and 360 survey) to distill the best manager from the rest
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NIS SPARTA
SECOND STUDY
Gallup conducted 2 hrs interviews with 80,000 managers (Leadership + middle level + front-line) Focus of analysis: on those managers who excelled at turning talent into performance Discover, If anything, these Great managers had in common
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PRISM...
i) Do I know what is expected of me at work ? Strongly Disagree 1 2 Strongly Disagree 1 2 3
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Strongly Agree 4 5 Strongly Agree 4 5
ii) Do I have the materials and equipment I need to do my work right ?
iii) At work, do I have the opportunity to do what I do best every day ?
Strongly Disagree
Strongly Agree
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PRISM...
iv) In the last seven days, have I received recognition or praise for good work ?
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Strongly Disagree 1 Strongly Disagree 2 3
Strongly Agree 4 5
v) Does my supervisor, or someone at work, seem to care about me as a person ?
Strongly Agree
1 vi) Is there someone at work who encourages my development ? Strongly Disagree
Strongly Agree
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NIS SPARTA
PRISM...
vii) At work, do my opinions seem to count ? Strongly Disagree 1 viii) Does the mission/ purpose of my company make me feel like my work is important ? Strongly Disagree 1 Strongly Disagree 2 3 2 Strongly Agree 3 4 Strongly Agree 4 Strongly Agree 5 5
ix) Are my co-workers committed to quality work?
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PRISM...
x) Do I have a best friend at work? Strongly Disagree 1 Strongly Disagree 1 xii) At work, have I had opportunities to learn and grow ? 2 3 2 3
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Strongly Agree 4 5
xi) In the last six months, have I talked with someone about my progress ?
Strongly Agree 4 5
Strongly Disagree
Strongly Agree
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PRISM...
These 12 Qs are the simplest and most accurate way to measure the strength of a workplace. If we can create the kind of environment where employees answer positively to all twelve Qs, then we have build a great place to work 5 (strongly agree), is exactly what we want, [is which we want to measure] ** A question where everyone always answer STRONGLY AGREE is a weak question
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PRISM
Much of the power of this measuring stick, then, lies in the wording of the questions. The issues themselves arent a big surprise. Most people, for example know that strong relationships and frequent praise were vital ingredients of a healthy workplace culture. However they didnt know how to measure whether or not ingredients were present. Gallup has discovered the best Qs to do just that.
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NIS SPARTA
WONDERING ?
No Qs dealing with pay, benefits, senior management or organization structure. There were but disappeared during the analysis. This doesnt mean that they are unimportant This simply means that they are equally important to good, mediocre and poor managers
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PUTTING 12 to STATSTICAL TESTS ( Linking, measuring stick to business outcome) 2500 different business units representing a cross section of 12 distinct industries to measure four fundamental business outcome. (1,05,000 employees) Productivity Profitability Customer satisfaction Employee retention (talented ones) LINK: META ANALYSIS
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CORE ITEM ( Qs) 1. Know what is expected 2. Material / equipment 3. Opportunity to what I do best 4. Recognition/praise 5. Cares about me 6. Encourage development 7. Opinion count 8. Mission /purpose 9. Committed quality 10. Best friend 11. Talk about progress 12. Opportunity to learn & grow
Customer Profitibility Productivity Employee Retention * * * * * * * * * * * * * * * * * * * * * * * * *

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* * *
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BASE CAMP: WHAT DO I GET ? ITEM 1: Know which is expected ITEM 2: Material / equipment ITEM 3: Opportunity to do what I do best CAMP I: ITEM 4: ITEM 5: ITEM 6: WHAT DO I GIVE Recognize / praise Cares about me Encourage development
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CAMP II: ITEM 7: ITEM 8: ITEM 9: ITEM 10: CAMP III: ITEM 11: ITEM 12:
DO I BELONG ? Opinion Count Mission / Purpose Committed quality Best friend HOW CAN WE GROW ? Talked about progress Opportunity to learn and grow
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NIS SPARTA
What Great Manager Know

They recognize that each person is motivated differently Each person has his/her own way of thinking and his/her own way of relating to others They know there is a limit to how much remolding they can do to someone
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NIS SPARTA
NASA: MISS PROGRAM (Man in Space Soonest)

From almost every angle, the MISS program (Man in Space Soonest) was a model of project execution Excellence: superior technology combined with carefully selected and well trained employees, all focused on a specific mission and buoyed by the hopes of a nation. No wonder it succeeded.
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But look closer. When you examine the Mercury Program through a strictly managerial lens, you do not see a picture-perfect project. You see six very different missions. And putting aside for a moment the spectacular dimension of the endeavor and the inspirational bravery of each astronaut, the quality of the performance in each of the six missions can be comparatively ranked-two textbook, two heroic, and two mediocre. Look closer still and you realize that, in most instances, the individual astronauts themselves caused this variation. Alan Shepart and Wally Schirra, both career military men, executed their duties perfectly: no drama, no surprises, textbook missions.
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Cont
d...
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John Glenn and Gordon Cooper were a little special. Glenn was the heroes hero. Cooper was so laidbeck, he actually fell asleep on the launchpad. But both of them faced severe mechanical difficulties and then responded with cool heroism and technical brilliance Cooper even managed to achieve the most accurate splashdown of all, despite the complete failure of his automatic reentry guidance systems. The performances of Gus Grissom and Scott Carpenter were rather less impressive. Grissom piloted a clean flight, but he appeared to panic after his capsule splashed down. It seems he blew the escape hatch too early, the capsule filled with water, and it sank to the sea floor sixteen thousand feet below. NASA never recovered the three-thousand-pound capsule. 27
CULTURE: PROFESSIONAL ETHICS Cont (WORLDS BEST)
d...
NIS SPARTA
Carpenter, meanwhile, was so excited to be up in space that while in orbit he maneuvered his capsule this way and that until he had used up almost all his fuel. When it came time to reenter the earths atmosphere, try and ended up splashing down 250 miles from his designated landing sight. He was lucky. If he had been a couple of degrees shallower in his approach, the capsule would have bounced off the atmosphere and spun off into space for eternity. NASA must have looked at the performance of their astronauts and wondered, Why this range in performance? We selected for experience, for intelligence, and for determination. They all had the same training and the same tools. So why didnt they perform the same? Why did Cooper excel while Carpenter struggled? Why did Glenn 28 behave so calmly and Grissom less so?
Cont
d...
NIS SPARTA
Same stimuli, vastly different reactions. Why? Because each man filtered the world differently. Each mans mental filter sorted and sifted, making one man actually aware of stimuli to which another was blind. Bobbing in the water after splashdown, the dependable Wally Schirra was so focused on doing it right that he stayed in the capsule for four hours in order to complete ever step of his postflight routine. His mental filter blocked out any twinges of claustrophobia. Gus Grist's didnt. All indications are that barely five minutes after splashing down, he felt the tiny little capsule closing in around him. His mental filter, no longer able to dampen his growing panic, told him to get out, to escape, now, now. The hatch blew.
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Cont
You have a filter, a characteristic way of responding to the worked around you. We all do. Your filter tells you which stimuli to notice and which to ignore; which to love and which to hate. It creates your innate motivations-are you disciplined or laissez-faire, practical or strategic? It forges your prevailing attitudes-are you optimistic or cynical, patterns of thought, feeling, and behaviour. In effect, your filter is the source of your talents. Your filter is unique. It sorts through every stimulus and creates a world that only you can see. This filter can account for the fact that the same stimulus produces vastly different reactions in you from those in the person next to you.
d...
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TALENT (YOUR FILTER)

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NIS SPARTA
Talent > Willpower > Brainpower > Experience
Talent Recurring patterns of thoughts feeling and behaviour that can be effectively applied [ to profits, productivity, customer retain and employee retention]
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NIS SPARTA
THEORY OF TALENT
It is accepted now that each on of us has this organic computer in our head (brain) and genetics helps us understand that some of these computers work more effectively than others This provides biological (genetics engineering) basis for brain power (NATURE) Just as computer need good software it is not enough to be born with potential
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NIS SPARTA
You have to receive the software from your upbringing from schools, parents, friends and society. (NURTURE) There is a continuous interaction from the minute of conception go even before birth between NATURE AND NURTURE Source: Ms. Linde Gotfred, John Hopekins University (Study of intelligence and society) Mr. Robert Sternberg, Yale University (Multiple Intelligence: Theory of Talent)
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TALENT
Manage change Self knowledge Compelling vision Inspiration Strategic ability Risk taking Take charge Business practices control Result orientation Manage diversity Broad perspective Optimism Calm under fire Interpersonal sensitive
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NIS SPARTA
BRAHMANIC WISDOM: TALENT

People dont change that much Dont waste time trying to put in what was left out Try to draw out what was left it Thats hard enough
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THOUGHTS TO PONDER
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INTELLECTUAL CAPITAL
The problem facing almost all leaders in the future will be how to develop their organization is social architecture so that it actually generates intellectual capital. What leaders must learn to do is to develop a social architecture that encourages incredibility talented people most of whom have big egos to work together successfully and deploy their own creativity WARREN BENNIS (ORGANIZING GENIUS- SECRET OF CREATIVE COLLABARATION)
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CULTURE
Definition: Group norms or traditional ways of behaving that a set of people developed overtime. These group norms are not just recurring thoughts, feelings and behaviour pattern that one sees in a group but also those actions that are unconsciously reinforced by everyone. Something is cultural when if a member doesnt behave in the normal manner other nudge him/her back towards accepted way of doing things.
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NIS SPARTA
Contd... At a deeper level, corporate culture is about the implicit shared values amongst a group of people what is important what is good and what is right. These values are consistent with group norms. Norms of behaviour tend to reflect shared values tend and reflect norms of behaviour - John Kotler (Corporate Culture & Performance)
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NIS SPARTA
SPARKS MOTTO
Reasonable person responds to the world, while the unreasonable person tries to make to world respond to him. All progress comes from unreasonable person, person who actually tries to change the world - Charles Handy (The Age of Unreason)
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WORKSHOP
Divide yourself in four groups Read and discuss the entire presentation
NIS SPARTA
DISCUSSIONS (GROUP1 Q1- Process) Q1) At NIS what and why are the gaps at BASE CAMP ?
Q2) What three SMART (actions against each statement should we undertake to achieve desired CULTURE (SHARED VALUES)
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WORKSHOP
NIS SPARTA
DISCUSSIONS (GROUP2 Q2 ) Q1) At NIS what and why are the gaps at CAMP I ?
Q2) What three SMART actions against each statement should we undertake to achieve desired CULTURE (SHARED VALUES)
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WORKSHOP
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DISCUSSIONS (GROUP3 Q3 ) Q1) At NIS what and why are the gaps at CAMP I ?
Q2) What three SMART actions against each statement should we undertake to achieve desired CULTURE (SHARED VALUES)
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NOTES There has to be alignment in your solution e.g.. STATEMENT 1: Do I know what is expected of me at work ?
GAPS (What are they) Why the occur (Root Cause)
NIS SPARTA
SOLUTION (On three SMART actions based on RCA, Prioritize)
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NOTES NIS SPARTA There has to be alignment in your solution e.g.. STATEMENT 2: Do I have the materials and equipment I need to do my work right ?
GAPS (What are they) Why the occur (Root Cause) SOLUTION (On three SMART actions based on RCA, Prioritize)
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 3: At work, do I have the opportunity to do what I do best every day ? GAPS (What are they) Why the occur SOLUTION (Root Cause) (On three SMART actions based on RCA, Prioritize)
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NIS SPARTA
YOUR ROLE: STRATEGIC IMPLEMENTOR OF CULTURE (REGIONAL CULTURAL IMPLANT) Key Responsibilities (Part of PPDP-I TOP additional parameter) ST 1. To conduct cultural survey immediately tabulate results send it SD/MDR LT 2. Project leader (implant)for implementation of SMART action plans (Tigers Prawl) LT 3. Update SD/MDR ON Q basis in the steering council; constraints/external blocks in implementing cultural SMART action (Tiger Prawl) LT 4. Create linkage to GGH/BGH role tops. Through real world concerns
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DEPLOYMENT
Ramgarh Declaration (SMART ACTIONS) SPARKs: Cultural Implant
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Implementation by spark (Cultural Implant)
[Boot-Straping Sparks]
Facilitation by BGH/VP/President of (Cultural Implant External Blocks Material Sharing
Six monthly Cultural (12 Q) Survey By outsider value profile
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NIS SPARTA
IN SEARCH OF EXCELLENCE
STRATEGY STRUCTURE SYSTEMS
SHARED VISION SELECTION STAFF
SKILLS
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FUTURE COMMITTMENTS
Indian Managers are Power Centric Position is more an instrument to ACCQUIRE Indians have Brahmanic Knowledge Indians have need for survival Company urge executives to be careerist The day purpose is over both humans and organisation die Not Than But lack But lack Not Contribution centric Contribute Brahmanic Wisdom Passion for Excellence Leaders Eternity
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NIS SPARTA
Vision without action is a Dream Actions without Dreaming is mere Past time
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NOTES NIS SPARTA There has to be alignment in your solution e.g.. STATEMENT 4: I the last seven days, have I received recognition or praise for good work ?
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 5: Does my supervisor, or someone at work, seem to care about me as a person ?
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 6: Is there someone at work who encourages my development ?
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NOTES There has to be alignment in your solution e.g.. STATEMENT 7: At work, do my opinions seem to count ?
NIS SPARTA
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 8: Does the mission/purpose of my company make me feel like my work is important ?
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 9: Are my co-workers committed to doing quality work?
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NOTES There has to be alignment in your solution e.g.. STATEMENT 10: Do I have a best friend at work?
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 11: In the last six months, have I talked with someone about my progress?
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NIS NOTES SPARTA There has to be alignment in your solution e.g.. STATEMENT 12: At work, have I had opportunities to learn and grow?
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NIS SPARTA
EPIDEMIC OF MOUNTAIN SICKNESS

Key to building a strong vibrant workplace culture lies in meeting employees need at Base camp Focus: Your time and energy, if your employees lower level needs remain unaddressed, then everything you can do for them further along with journey, is almost irrelevant Most manager have been encouraged to focus on higher up the mountain - Camp II and Camp III All of these initiatives were conceived, well executed. But almost all of them withered. There aimed too high, too fast, not properly
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Contd... Managers were encouraged to focus on complex initiatives like reengineering and learning organization without spending time on bases If an employee doesnt know what is expected of him as an individuals then you shouldnt ask him to get excited about playing team (Camp II) If he feels he is in wrong role dont pander to him by telling him how important his innovative ideas are to reengineering efforts (Camp III)
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NIS SPARTA
Contd... If he doesnt know what his manager think of him as an individual (Camp I), dont confuse him by challenging him to become part of new Learning Organization (Camp III) Dont helicopter in at 17,000 feet, because sooner or later you and your people will die on mountain.
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NIS SPARTA
SCORES
Securing 5s to these Qs is one of the most important responsibility of the managers Getting 5 on all these Qs is far from easy You have to reconcile to responsibilities, that at first glance appear contradictory You have to be able to set consistent expectation from all your people, yet treat each person differently
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NIS SPARTA
contd.. You have to be able to make each person feel as though he/she is in a role that uses his/her talent while simultaneously challenge him/her to grow You have to care about each person, praise each person and if necessary terminate a person you have cared about and praised The test of a first rate intelligence is the ability to hold two opposite idea in mind at the same time and still maintain the ability to function
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NIS SPARTA
MULTIPLE INTELLIGENCE
1. Linguistic intelligence (mastery of language) e.g. Poets 2. Logical mathematical (reasoning approach to physical things and seek underlying principles) e.g. Scientists 3. Musical intelligence (musicians, camposers and conductors) 4. Spatial intelligence (able to picture perspective and visualize world in one head with great accuracy) e.g. Chessplayers/ artists / architects
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Contd... 5. Kinesthetic : ability to control body movements carefully e.g. Dancers, actors and athletics 6. Personal intelligence: Ability to gauge ones and others mood, feeling and mental status e.g. Psychiatrists, religious leaders 7. Nature : Ability to understand the natural world its subjects e.g. Zoologist and Botanist
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Contd... 8. Existential: Ability to understands and interpret fundamental questions about universe e..g. Dalai Lama, John Paul Satre, Carl Sagan, Russell etc. Hopeless Brilliant Gifted Howard Gardner Harvard University
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NIS SPARTA

DISASTER OF SCILLY ISLES

DISASTER OF SCILLY ISLES..

What do we know to be important but unable to measure

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

MACROLEVEL RESULTS OF FIRST LEVEL

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

Strongly Agree 4 5 Strongly Agree 4 5

ii) Do I have the materials and equipment I need to do my work right ?

iii) At work, do I have the opportunity to do what I do best every day ?

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

Strongly Disagree 1 Strongly Disagree 2 3

v) Does my supervisor, or someone at work, seem to care about me as a person ?

1 vi) Is there someone at work who encourages my development ? Strongly Disagree

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

ix) Are my co-workers committed to quality work?

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

Customer Profitibility Productivity Employee Retention * * * * * * * * * * * * * * * * * * * * * * * * *

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

What Great Manager Know

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

NASA: MISS PROGRAM (Man in Space Soonest)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS Cont (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

TALENT (YOUR FILTER)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

Talent > Willpower > Brainpower > Experience

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

BRAHMANIC WISDOM: TALENT

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

SOLUTION (On three SMART actions based on RCA, Prioritize)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)

CULTURE: PROFESSIONAL ETHICS (WORLDS BEST)