THE TRIPLE A LEADERSHIP – ACCEPT, ADAPT AND ADOPT
Many a times I have emphasized that People & Organization are two sides of the same Coin. An Organization and its Brand is built around its Own People first and everything else next. A fond follower of Japanese Philosophies, its heartening to know that, if a company is in to Consumer Products for example, its important that the Employees of the Company are its first customers and it should be out of pride and not by force. This will ensure belongingness and trust in what an Organization and its People are expected to do, and the principles they stand together for.
I still remember the LPG Era with awe – Liberalization, Privatization & Globalization. Thanks to the then Government for changing the Behavioral Landscape of both Buyers and Sellers. Opening up of Indian Economy exposed Indian Consumers to multiple choices of Global Products, from otherwise compromised buying out of limited choices. Thanks to Maruti Suzuki, Japanese were amongst the earliest to take advantage of the situation.
Indian Brands in Consumer Durables segment paved way for much better Japanese products, not just because of Brand Preference. Process Leadership of Indian Companies gave way to the perceived Product Leadership by becoming licensed manufacturers or collaborators. This brought in Japanese Culture into Indian Organizations. It was early days in my career where “Company Uniforms” for executives was unheard of. Career Growth helped me understand the significance of wearing a Company Uniform with Pride and Belongingness, which I later adopted for the Organizations I lead, either formally or informally. And it also dawned on me that this is how a Brand is Built & Promoted – by Employees first and then all others next.
I did also notice, especially in consumer durables segment, Employees are encouraged to buy only own products and certainly discouraged from buying a Competitor’s product, irrespective of market standing. This does really make a case for What You Make is What You Get.
EVOLUTION:
SPELT Environment (Socio-Political-Economic-Legal-Technology) evolved alongside Market evolution. Concepts of TQM and QFD were liberally used in bringing together the stake holders for Mutual Good. Education system and Employee Patterns shifted along with Generational Shift & Demographic Changes. Supervision gave way to Facilitation and Managing gave way to Leading. 80:20 rule came to be realized – 20% of People work for future (5 Year Plans), while 80% work for the present (2 Years).
MANAGERS AND LEADERS:
As a widely travelled Intrapreneur, it makes me wonder the way Indian Organizations are structured. Probably it is more to do with societal expectations than those of Organizations. While the Global Organizations appear to be more flat, Majority of Indian Organizations continue to remain highly vertical. Exception can be in Services Sector. This could be either because of Indian Organizations still growing or to meet Career aspirations of Employees – who anticipate promotions periodically. Personally, I see this challenging. Money is not a problem but change in hierarchy is, unless there is scope for additional responsibility. Statistics puts this at 10% of total work force who can be considered for promotion, limitation being Organizational Growth. A certain percentage of retirement and recruitment is also essential for the Organizational upheaval.
I have also noticed, elsewhere in the World, except for HR Professionals, very rarely in other functions People Manage People. Functional and Process Management is clearly distinguished from People Management. There has to be a unique distinction in roles for People to become Managers, especially when the structure is flat. However in Indian Scenario, Managers in Hard Core functions (other than service functions) major responsibility is People Performance. And that is meant to Maintain Value.
Leaders, who are expected to Add Value, will look mostly the Progress and therefore Induce Change & Manage it for the Betterment.
LEADING FROM THE FRONT:
Management Styles will largely depend on the Nature of Business, Employee Demography and Organizational Life Cycle. Traditional Organizations which has more of Doers than Planners and Employee Educational Levels low to moderate, will call for Leaders who take responsibilities and
Lead from the Front, mostly assisting & supporting people perform. Its more of Task Based Leadership wherein Employees are expected to meet their DRM obligations. Such Organizations will also be highly verticalised, rely on Procedures and have a great deal of Role Clarity. Very common wherever Manufacturing is involved.
LEADING FROM BEHIND:
Demography induced Generational Shifts have paved way for Modern Organizations. Employee Education Levels are superior to that of Traditional Industries. Role of Managers are that of Facilitators, as commonly practiced elsewhere in the World. Majority of such organizations have stringent recruitment procedures and are generally flat in structure – as seen in Services Industry. Leaders in such Organizations rarely involve in DRMs, except for that of structured reviews and dash boards. Role of Leaders then will be on ESG and Growth – the 3Ps – People, Planet and Profits. For such Organizations – Leaders usually work from behind encouraging the team to achieve targets and goals – mostly Problem Solving & Mentoring.
SITUATIONAL LEADERSHIP:
Like Commanders in the War Front, most effective Business Leaders are Adaptive – meaning they appreciate the Circumstances, Accept the need to Change accordingly and Adapt themselves. This is essential in a Dynamic Business World wherein Geo-economics is Multipolar and WTO has become less significant in the era of reverse protectionism.
Once Leadership Adapts themselves to the necessities, sometimes called Predictive Leadership, Leaders understand the need for validation, post which they ensure Organization Wide Adoption of effective changes.
Why part is always clear – What, When, How & How Much determine the Effectiveness of Leadership. Ofcourse, the start is always the Right Understanding of the Why…..
About the Author :
Dr. NITHYANANDAN DEVARAAJ (NITHIN) BE., MBA., Ph.D
Independent Board Member, Business Excellence Expert, Technical Due Diligence & Capability Assessor.
Managing Partner – SAAE Enterprises
President – Coimbatore Management Association
Past National Secretary – The Institute of Indian Foundrymen.
Former MD / CEO of a German & Japanese MNC
Chairman – Shri Avinashiappar Trust
Past Managing Director & CEO – Flow Link Systems (P) Ltd ( a Voith Group Company )
Dr. Nithin has about 35 + Years of Experience in Engineering Manufacturing organizations. He has worked for LMW Group, L&T, Hitachi & CRI Group. He is considered to be a Professional with a rare blend of Intrapreneurial Orientation, having been a Business Head across Engineering Manufacturing Organisations / Industries.
Dr. Nithin is a Member in Governing Council / Board Of Studies of Universities and Management Institutions as a Management Expert.
Dr. Nithin is part of various industrial associations and professional bodies; he is credited with playing a leading role in bringing land mark changes in Export Incentives, Classification of MSMEs, CPCB Norms, Waste & Disposal Management. He also plays a pivotal role in training and development of educated Youth seeking employment opportunities.
Dr. Nithin Leads a team that turned around a division and a Company, and in establishing large scale projects as bench marks in industry (This Business has won several awards at National & Regional Level which includes – Indian Foundry of the Year, Young Foundryman and Foundryman Awards, 4Star Award from CII, Green Award & Safety Award from Tamil Nadu Government & at National Level from IIF, First Indian Foundry in the segment to get OHSAS 18001 & ISO 50001 Certification and Many Kaizen awards.)
Dr. Nithin is a Managing Trustee of a Family Managed Trust involved in activities like rendering Food, Shelter, Education and Medicare. Noted for rendering services during Chennai, Kerala, Tanjore & Nilgiris Floods.
Dr. Nithin’s Academics:
- Ph.D in Management Sciences
- MBA in Finance & Marketing – Gold Medalist and University Topper
- BE Mechanical Engineer with Distinction
- An IRCA certified lead auditor and assessor for ISO 9001.
- A qualified auditor for EMS, OHSAS & EnMS
- L&T Future Leaders Training at IIM – C
Dr. Nithin’s Professional Associations:
- Member & Industry Nominee, Coimbatore Disaster Management Council
- A Guest Faculty to Premier Management Institutes & Was Visiting Faculty to IIM – Calicut
- An examiner for Management Qualifications & Assessor for Management Teachers
- An acknowledged management trainer and consultant
- Is a regular Business Column Writer.
Dr. Nithin is a Member of:
- Foundry Development Council, Ministry of Commerce & Industries, India.
- Institution of Engineers, All India and Coimbatore Management Association
- Board of Studies in Universities & Premier Management Institutes
Dr. Nithin is Winner of:
- The Outstanding Alumni & Distinguished Alumni Awards from PSG Institutions & Bharathiar University.
- The CMA Golden Jubilee Year Best Manager award for the region.
- The Best Management Student award and many accolades at National Level.
- The Mother Teresa Award of Excellence for Young Business Managers.
Dr. Nithin’s Management Interests:
- Management of Innovation, Corporate Strategic Planning and Manufacturing Management, Green Supply Chain
Dr. Nithin can be contacted at :
Mobile : +91 94879 46900 , +91 99653 11288
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Also read Dr. NITHYANANDAN DEVARAAJ’s earlier articles:
