Sunday, October 30, 2011

KalaAnantarupah Media Labs Director Thiyagarajakumar’s Leadership Stage Management Technic


Thiyagarajakumar’s Leadership Stage Management Technic:
Our Leadership Stage – Project  leaders  have the wherewithal to leave a resounding impact on the bottom-line...
  • Corporate profitability is a function of leadership quality
  • A leader’s ability to inspire and motivate others is the key differentiator between ordinary and Leadership Stage Project  leaders
  • Extraordinary leadership produces extraordinary results!
A recent research on leadership Stage and its impact on bottom-line reveals that exceptional leaders can in fact double corporate profits! A bold and revolutionary finding as organizations would believe that to double profits they simply would have to place an Leadership Stage Project leader in the right place. While it may sound logical and simple to do, the whole idea of getting the Leadership Stage Project leader work towards doubling profits is complex.

Understanding how leaders can double profits and how organizations can develop such 
Leadership stage talent is important for increasing an organization’s leadership potential.

The Elusive Connection
The connection between stellar leadership performance and a dramatic increase in the bottom-line figures has been showed based on variables that lead one to believe that Leadership Stage-leadership indeed translates into a robust bottom-line. The variables include:
  • Employee morale and motivation
  • Employee retention rate
  • Employee turnover
  • Employee productivity
It is relatively simple to infer these variables to learn the change in bottom-line figures since these variables are easily quantifiable and are dependent on the quality of leadership. Cross-referencing the statistical evidence obtained by measuring these variables organizations can measure their leadership impact. This apart, the impact of leadership on profits can also be measured by the employee-customer-profit chain. According to this principle, every five point increase in employee motivation resulted in 1.3 per cent increase in customer satisfaction levels which in turn translated into 0.5 per cent rise in the overall corporate productivity. Various surveys on different organizations have reinforced the truth of this principle and showed there is in fact a strong correlation between employee commitment and profitability.

Traditionally, organizational leadership is divided into three types - top 10 per cent, bottom 10 per cent and the middle 80 per cent. Research on leadership efficacy has suggested that 50 per cent of employees who are actively disengaged or want to quit their jobs report to the bottom 10 percent leaders. Seventy per cent of fully engaged employees report to the top ten per cent. Thus, leaders in the top ten per cent again figure among major contributors to the bottom-line as employee engagement translates to employee commitment and therefore employee productivity and profitability. While the statistics show the impact of effective leadership, they also bring out an important side of leadership. The survey revealed that employees reporting to the bottom and top ten per cent of leaders drew the same salary and benefits therefore showing that it is only the quality of leadership that made all the difference.

Leader extraordinaire
How can organizations develop extraordinary leaders? Developing exceptional leadership abilities would require organizations to identify the key competencies required for leaders to perform. To do so, organizations need to benchmark leadership that aims to build capabilities that would heighten organizational productivity and set up a performance standard that is competent yet sustainable. While every organisation will have its own set of leadership competencies, there are sixteen competencies that experts believe are “must -haves” for extraordinary leadership. Under the five different clusters of leadership behaviour each of these sixteen competencies are segmented.
The clusters include:
  • Result-oriented approach
  • Leading change
  • Character and values
  • Personal abilities and competence
  • Interpersonal skills
Each of these clusters represents behaviours that would improve employee participation in the overall corporate growth story. For instance, leaders who are result-oriented keep employees motivated towards the goal by resulting in the desired output. Similarly, leaders who stress on change bring out the creative instincts in people by unlocking the organizations hidden innovation potential. Of the sixteen competencies, the ability of a leader to inspire others to perform is by far the most critical in driving leaders to the top two per cent. Leaders who inspire others to perform create better leaders for future as they help others realize their potential. The next logical question therefore would be how can organizations help leaders become more inspiring?

While there are some leaders who are naturally inspiring there are others who need to learn the art of inspiring others. The best approach to developing an inspiring personality is to focus on “companion” behaviours which complement the larger ambition of creating a motivated workforce. Companion behaviours are complimentary behaviours that indirectly help in bringing about the desired behaviour change. For developing inspirational leaders, experts recommend the following companion behaviours:
  • Practice stretch goals
  • Focus on developing others than-self
  • Clarity in vision and thought
  • Working as a part of a team
  • Greater initiative
  • Becoming a role model in every possible way
These companion behaviours will help leaders develop that one different competency that would result in their transition from the “ordinary” to the “extraordinary”, both in leadership Stage success and profitability!


No comments:

Post a Comment