It is indeed very difficult to keep updating the blog regularly and to do that you need things to happen regularly. When I started this blog I wanted to post my learning as a faculty from the team building programs that I conduct. But as I have joined the Indian School of Business as a Student, I am really unable to generate enough material to post in this blog.
I suggestg that you visit my other active blog, where I regularly update about what's happening with me at ISB - http://meyouandwe.blogspot.com/
See you there.
Monday, May 28, 2007
Friday, January 12, 2007
Grid Leadership vs LEAD
During the three day program at Pegasus, the LEAD - Leadership Effectiveness and Adaptability, instrument was administered. The LEAD Self instrument is a pen and paper instrument in which respondents are presented with 12 situations, each with four alternative answers. Of the four alternative answers to each situation, there is one answer for each of the four leadership styles:
1. telling/directing style (high task/low relationship),
2. selling/coaching (high task/high relationship),
3. participating/supporting (low task/high relationship), and
4. delegating (low task/low relationship).
The LEAD Self instrument developed at the Center for Leadership Studies in 1979.
The participants earlier had gone through the Grid Leadership module. After the instrument was administered it was found that most of the participants had a high score on Coaching (High Task High Relationship) and Supporting (Low task and High Relationship) and almost zero on the Delegating (low Task Low relationship)
The facilitator explained that these scores indicate how adaptable you are as a leader based on the situation. He further clarified that there is no one style that is best among the four instead it is the leader's ability to choose the right style based on situation that determines his effectiveness. He asked the participants to map their sub-ordinates into the four quadrants and then compare them with their scores. It was clear that most participants were operating predominantly from the two quadrants mentioned above and were not directing and delegating enough.
At this point one of the participants raised a point, which is very interesting. The participant said that earlier in another Leadership Training, the facilitator mentioned that a Leader should operate from High Task High Relationship quadrant - 9,9 or atleasst balance at 5,5 and the LEAD model is contradicting with that.
At this point I realized what might have happened and could relate to the participant. In one training the facilitator says this is the best model and in another one it is contradicted, who should the participant believe. In fact I also went through similar experience earlier. This situation arose because the whole program was not fully integrated and the modules are loosely fitted together.
The Facilitator from Pegasus, may be due to time constraint or any other reason, carefully avoided going into the depths of the question - How come LEAD is contradicting with Grid. The facilitator just mntioned that both are different and LEAD indicates the preferred method.
But to be precise, according to my understanding, LEAD is built from where Grid leadership was left. Grid tried to bring out the people element part of the Manager's job and balance Manager's focus between Task and Job, which is correct. On the other hand LEAD tried to take it further by adding the Situation, the third dimension to the Leadership Style.
Therefore there is nothing wrong with GRID and there is no great difference between what Grid says and LEAD says, only difference is that Grid is just two dimensional while LEAD is three dimensional. LEAD brings in the dimension of Subordinate and recommends that the Leader adapts his style based on subordinate's current state of ability and willingness.
To summarize LEAD, the ideal style that a Leader should choose is:
1. Directive - When the subordinate is new, ability is low and willlingness is high
2. Coaching - When the subordinate is reasonably capable and needs motivation as willingness beccomes low due to the initial hurdles
3. Supporting - When the subordinate is capable but needs a pat on the back regularly
4. Delegating - When the subordinate is highly capable and is self motivated and mature to take care of things on his own.
If the Leader uses any of the style wrongly then there is a great chance that the subordinate will get frustrated andd may leave.
The above points can be very well used in a Training program for Team Leaders and Managers on how to Lead to Teams
For further details write to me or call me on 9885907580
1. telling/directing style (high task/low relationship),
2. selling/coaching (high task/high relationship),
3. participating/supporting (low task/high relationship), and
4. delegating (low task/low relationship).
The LEAD Self instrument developed at the Center for Leadership Studies in 1979.
The participants earlier had gone through the Grid Leadership module. After the instrument was administered it was found that most of the participants had a high score on Coaching (High Task High Relationship) and Supporting (Low task and High Relationship) and almost zero on the Delegating (low Task Low relationship)
The facilitator explained that these scores indicate how adaptable you are as a leader based on the situation. He further clarified that there is no one style that is best among the four instead it is the leader's ability to choose the right style based on situation that determines his effectiveness. He asked the participants to map their sub-ordinates into the four quadrants and then compare them with their scores. It was clear that most participants were operating predominantly from the two quadrants mentioned above and were not directing and delegating enough.
At this point one of the participants raised a point, which is very interesting. The participant said that earlier in another Leadership Training, the facilitator mentioned that a Leader should operate from High Task High Relationship quadrant - 9,9 or atleasst balance at 5,5 and the LEAD model is contradicting with that.
At this point I realized what might have happened and could relate to the participant. In one training the facilitator says this is the best model and in another one it is contradicted, who should the participant believe. In fact I also went through similar experience earlier. This situation arose because the whole program was not fully integrated and the modules are loosely fitted together.
The Facilitator from Pegasus, may be due to time constraint or any other reason, carefully avoided going into the depths of the question - How come LEAD is contradicting with Grid. The facilitator just mntioned that both are different and LEAD indicates the preferred method.
But to be precise, according to my understanding, LEAD is built from where Grid leadership was left. Grid tried to bring out the people element part of the Manager's job and balance Manager's focus between Task and Job, which is correct. On the other hand LEAD tried to take it further by adding the Situation, the third dimension to the Leadership Style.
Therefore there is nothing wrong with GRID and there is no great difference between what Grid says and LEAD says, only difference is that Grid is just two dimensional while LEAD is three dimensional. LEAD brings in the dimension of Subordinate and recommends that the Leader adapts his style based on subordinate's current state of ability and willingness.
To summarize LEAD, the ideal style that a Leader should choose is:
1. Directive - When the subordinate is new, ability is low and willlingness is high
2. Coaching - When the subordinate is reasonably capable and needs motivation as willingness beccomes low due to the initial hurdles
3. Supporting - When the subordinate is capable but needs a pat on the back regularly
4. Delegating - When the subordinate is highly capable and is self motivated and mature to take care of things on his own.
If the Leader uses any of the style wrongly then there is a great chance that the subordinate will get frustrated andd may leave.
The above points can be very well used in a Training program for Team Leaders and Managers on how to Lead to Teams
For further details write to me or call me on 9885907580
Sunday, January 7, 2007
A Wonderful experience at Pegasus, Gauribidanur
Just back from the 3-day Outbound Learning Program at Pegasus. There were 14 other Project Managers along with me and I was the co-ordinator.
Some key points for those who are interested in knowing how useful this experience has been:
1. Right from the beginning I have been a strong believer of experiential learning and this 3-day trip reinforced that belief
2. Value for Money: Though I don't know the exact amount of money spent, it was value for money. As a Training Consultant many times I had seen that companies get concerned about the budget but it is really worth it.
3. Faculty: My previous interaction with military personnel had been very limited and the only impression I had about them is that they are highly disciplined. But after seeing what Col. Gowri Sanker achieved at Sierra, I was very impressed. At Pegasus too, two of the three facilitators were from the Armed Forces. My impression about them is that they are highly disciplined and have lots of experience in handling people, very good facilitators, though I felt that their body of knowledge is slightly limited but it never came in the way of learning.
4. Participants: It's the participants who make the difference. How open are you to show what you are without restraining to do only that others want to see? The openness of the participants and their readiness to risk failure and take feedback is a critical factor. All the 14 others who were there with me were extremely open and did what they would do everyday. The state of mind of different participants can be categorised into:
1. I am very good, I'm already implementing what I learnt earlier. I face certain issues because others are not right and they may not be implementing what they have learnt.
2. I think I'm OK but I need to know how I make others also good. I have questions for which I will try to get answers from this program
3. I don't think I'm doing the right things but I am able to manage things as I'm good at my work. What I would do is, I will sit silently and then try to learn as much as possible
4. I have learnt lot of things but I need to revisit everything to reinforce. My concern is more about others and I hope they would learn what I learnt earlier
and mine was
5. I have never been with a group like this and I'm going as a participant, what should I be doing - Should I give chance to others, Should I act naturally and check where do I stand as an individual, should I help others. May be I would be myself and see what happens and make a note of where I need to work upon and also utilize this opportunity to understand how powerful the experiential learning process would be, what's the business model, is it sustainable and finally is there something that can be further improvised.
Overall it was a fantastic experience. Some of the activities that we went through include - Dynamic Obstacle course, Rappelling, raft building etc. Everyone participated, enjoyed and learnt a lot about themselves and the kind of challenges they may face if they have strong team members
One thing is very clear - each individual is unique and there is no single solution for development, instead put the individual in a situation and allow himself to experience where does he stand and possible learn from others. Follow up is the critical thing and over the next month I'm going to work on this. I'm very excited as this would be very good project in the Leadership Development domain. I would even look at the whole thing from the ROI point of view and note down the findings in this blog.
Monday, January 1, 2007
Happy Last Year
A very Happy and Prosperous New Year for everyone. 2006 has surely been a great eventful year but I'm expecting 2007 to be much more.
Last year had been a year of putting plans to implementation and not resting on the achievements. I started 2006 with a promotion, which was like a reward for my patient three year stint at Middle Earth, and ended the year with admission to ISB in hand.
What a Year it has been, so many things happened for me personally. This year saw me studying more than ever and working extremely hard. All the things that I took up tested me thoroughly, never earlier I felt that the amount of anxiety.
I also have conducted about 35+ Team building workshops in 2006. I was also anchoring an extremely beneficial intervention - conducting development centres. As a part of this exercise we have done Competency Mapping and conducted a three day Development Centre. It was really a very good experience.
2006 was a year of reward.
1. I got a promotion, my salary went up twice totalling to a 30% increase in one year,
2. I got an opportunity to be a part of few very interesting assignments - Performance Management System Automation, Training thorugh Learning Projects, Development Centres, Team Energizer*, Campus recruitement at Nalgonda etc,
3. I took my GMAT and scored 690,6.0, applied to ISB, got selected to ISB in Round one,
4. Met so many good people this year, both at work and outside work,
5. Read so many books - fiction, non-fiction and Management
6. My dream and my passion got refreshed
It was indeed a very happy last year 2006 and I'm sure that the foundations that were laid in 2006 would make 2007 a great year. I just pray god to guide me in doing the right things, show me the right path and give me the guts to take and follow that path.
I remain
Last year had been a year of putting plans to implementation and not resting on the achievements. I started 2006 with a promotion, which was like a reward for my patient three year stint at Middle Earth, and ended the year with admission to ISB in hand.
What a Year it has been, so many things happened for me personally. This year saw me studying more than ever and working extremely hard. All the things that I took up tested me thoroughly, never earlier I felt that the amount of anxiety.
I also have conducted about 35+ Team building workshops in 2006. I was also anchoring an extremely beneficial intervention - conducting development centres. As a part of this exercise we have done Competency Mapping and conducted a three day Development Centre. It was really a very good experience.
2006 was a year of reward.
1. I got a promotion, my salary went up twice totalling to a 30% increase in one year,
2. I got an opportunity to be a part of few very interesting assignments - Performance Management System Automation, Training thorugh Learning Projects, Development Centres, Team Energizer*, Campus recruitement at Nalgonda etc,
3. I took my GMAT and scored 690,6.0, applied to ISB, got selected to ISB in Round one,
4. Met so many good people this year, both at work and outside work,
5. Read so many books - fiction, non-fiction and Management
6. My dream and my passion got refreshed
It was indeed a very happy last year 2006 and I'm sure that the foundations that were laid in 2006 would make 2007 a great year. I just pray god to guide me in doing the right things, show me the right path and give me the guts to take and follow that path.
I remain
Friday, December 29, 2006
Full cycle experience of Team Building programs in S.India
I have come to know today morning at 6:29 AM that I would be going to Pegasus, Bangalore along with the participants of a Leadership Program through an SMS from my Boss. It is scheduled from 3rd Jan to 6th Jan '07 and I would be back on 7th Jan morning. That's the first planned event in the New Year.
It's not that I had been dreaming about it or anything like that, but it would be definitely useful. I would get a clear idea about this institute, their business model, what factors helped them to succeed. With this program I would be kind of completing me exposure to all kinds of team building programs that happen in India.
Earlier I was part of many programs either as a coordinator or as a faculty for different types of team building programs. The differences were in terms of location types - In campus, at a Resort, in office, in a wild forest setting, at a beach location, near a water body. Majority of the programs have been at a Resort setting.
Most corporates are comfortable with conducting team building programs without any outstation travel but away from the office. In that sense Resort setting is the most easy one to sell, plan and organize, less taxing, needs less advance notice. But outstation programs offer a greater value if they have a manageable batch.
I have also started a private learning blog for the leadership program participants and asked them if they would be interested to take part. Nine of them have sent me their mail ID's. As I would be going to Pegasus with them, I would get to observe them and can ask them to post their experience, which would be very good.
Today morning I was thinking that more and more for IT companies that work from project to project, Team Building and Team Management is becoming a critical competence. If the Managers are good at handling, managing and developing teams faster, they would enjoy the fruits. Not only it would improve productivity and quality, which is what the organization wants, it would also improve the work environment and quality of life for the team members.
During the ISB application and interview process I met up with a co-applicant who is senior project manager. During the discussions I could uncover some aspects that were surprising and strengthened my beliefs about How teams need to be managed and what is going wrong currently. More about this later, for now the preparation for the New Year party Begins.
Happy New Year 2007 to "YOU" - The TIME magazine's person of Year. Cheers.
It's not that I had been dreaming about it or anything like that, but it would be definitely useful. I would get a clear idea about this institute, their business model, what factors helped them to succeed. With this program I would be kind of completing me exposure to all kinds of team building programs that happen in India.
Earlier I was part of many programs either as a coordinator or as a faculty for different types of team building programs. The differences were in terms of location types - In campus, at a Resort, in office, in a wild forest setting, at a beach location, near a water body. Majority of the programs have been at a Resort setting.
Most corporates are comfortable with conducting team building programs without any outstation travel but away from the office. In that sense Resort setting is the most easy one to sell, plan and organize, less taxing, needs less advance notice. But outstation programs offer a greater value if they have a manageable batch.
I have also started a private learning blog for the leadership program participants and asked them if they would be interested to take part. Nine of them have sent me their mail ID's. As I would be going to Pegasus with them, I would get to observe them and can ask them to post their experience, which would be very good.
Today morning I was thinking that more and more for IT companies that work from project to project, Team Building and Team Management is becoming a critical competence. If the Managers are good at handling, managing and developing teams faster, they would enjoy the fruits. Not only it would improve productivity and quality, which is what the organization wants, it would also improve the work environment and quality of life for the team members.
During the ISB application and interview process I met up with a co-applicant who is senior project manager. During the discussions I could uncover some aspects that were surprising and strengthened my beliefs about How teams need to be managed and what is going wrong currently. More about this later, for now the preparation for the New Year party Begins.
Happy New Year 2007 to "YOU" - The TIME magazine's person of Year. Cheers.
Wednesday, December 27, 2006
Team Building training for Team Leaders
As a part of a Leadership program I have just completed four sessions on Team Building. Though I didn't do a detailed need analysis, I ended up with a very good design. My formal interactions with Unit heads definitely helped me but more than that my informal interaction with Team Leaders and Team members helped me a lot.
Today, most Team Leaders in IT and ITes / BPO organizations the Team Leaders are quite young and are not exposed to working groups from the beginning. Due to the nature of work they more or less work independently. This phenomenon was first mentioned by Peter F. Drucker in his writings. He was accurate enough to predict that majority of the workforce that was earlier mostly illiterate and carrying out low-skilled or semi-skilled work would get transformed into highly literate carrying out high-skill work. The amount of work a high skilled worker would carry out in groups would be very less. Also due to the nature of work, groups would meet only to discuss common points, otherwise they would predominantly be working alone carrying out the task assigned to them. In fact most of the IT/ITes associates (I'm replacing the word worker with associate to represent the entry level workforce) are supposed to log their work every day.
A well-performing associate graduates into a Team Leader within two to four years and is assigned the responsibility of handling a team. Thus his challenges begin.
The batch that I handled had a very good mix. Some of them have been handling groups from some time and have gone through some very good experiences, while others are just getting into a group responsibility position lately.
Beacuse of this good mix I could use the "Experiential Learning" method very effectively. Instead I driving the content I allowed it to get developed through the discussions and used few team models to summarize the experience and provide a structured learning.
Broadly the 4 sessions - two full days or four half days comprised of:
1. What Teams are? What forces act in favor and against of teams?
2. Team fitness model - What are the different fitness areas?
3. A movie to elicit stages of team development and team leader behavior
4. Tuckman's four/five stage team development model
5. Role of a Leader during the Team Development. How to move the team quickly to the Performing stage and what kind of behaviors/steps can be taken at each stage.
6. How to build High Performance Teams? Role of a Team Leader - As a team member, As a Manager and As a Leader
7. Characteristics of a high performance team and which stage you should make them happen as a Team Leader.
I have used discussions, presentations by participants, one self-assessment instrument, one consensus-decision making exercise, and a single slide ppt.
I felt very happy that it went off very well and it fulfilled all the requirements I would like to have for a successful training session - Very practical, drawing out experiences from participants, driving concepts through models, examining models from multi directions, identifying the linkages and compatibility of models and then finally bring out and solve real issues. Though i couldn't do much of real issue problem solving, I am confident that the participants will do the same and I'm going to be following up with them. Given the time constraint it was worth the time. I shall share the feedback given by the participants as I receive it.
Today, most Team Leaders in IT and ITes / BPO organizations the Team Leaders are quite young and are not exposed to working groups from the beginning. Due to the nature of work they more or less work independently. This phenomenon was first mentioned by Peter F. Drucker in his writings. He was accurate enough to predict that majority of the workforce that was earlier mostly illiterate and carrying out low-skilled or semi-skilled work would get transformed into highly literate carrying out high-skill work. The amount of work a high skilled worker would carry out in groups would be very less. Also due to the nature of work, groups would meet only to discuss common points, otherwise they would predominantly be working alone carrying out the task assigned to them. In fact most of the IT/ITes associates (I'm replacing the word worker with associate to represent the entry level workforce) are supposed to log their work every day.
A well-performing associate graduates into a Team Leader within two to four years and is assigned the responsibility of handling a team. Thus his challenges begin.
The batch that I handled had a very good mix. Some of them have been handling groups from some time and have gone through some very good experiences, while others are just getting into a group responsibility position lately.
Beacuse of this good mix I could use the "Experiential Learning" method very effectively. Instead I driving the content I allowed it to get developed through the discussions and used few team models to summarize the experience and provide a structured learning.
Broadly the 4 sessions - two full days or four half days comprised of:
1. What Teams are? What forces act in favor and against of teams?
2. Team fitness model - What are the different fitness areas?
3. A movie to elicit stages of team development and team leader behavior
4. Tuckman's four/five stage team development model
5. Role of a Leader during the Team Development. How to move the team quickly to the Performing stage and what kind of behaviors/steps can be taken at each stage.
6. How to build High Performance Teams? Role of a Team Leader - As a team member, As a Manager and As a Leader
7. Characteristics of a high performance team and which stage you should make them happen as a Team Leader.
I have used discussions, presentations by participants, one self-assessment instrument, one consensus-decision making exercise, and a single slide ppt.
I felt very happy that it went off very well and it fulfilled all the requirements I would like to have for a successful training session - Very practical, drawing out experiences from participants, driving concepts through models, examining models from multi directions, identifying the linkages and compatibility of models and then finally bring out and solve real issues. Though i couldn't do much of real issue problem solving, I am confident that the participants will do the same and I'm going to be following up with them. Given the time constraint it was worth the time. I shall share the feedback given by the participants as I receive it.
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