Leveraging Success by Mirza Yawar Baig
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Transcript of Leveraging Success by Mirza Yawar Baig
Leveraging SuccessBeing consciously
successful
Mirza Yawar BaigOpening the world, one mind at a time©
Work Experience: International Speaker, Trainer, Author, Coach,
Leadership Consultant with 16 years in Corporate General Management, 31 years in Training & Organizational Development, Family Business & Entrepreneurship
Director / Professional Member: Center for Conflict Resolution & Human
Security Indian Society for Applied Behavioural ScienceEntrepreneur: 1994: FoundedEducation: IIM-A , P-CMM®, MBTI©, WSA©, ISABSBooks: It’s my Life The Business of Family Business An Entrepreneur’s Diary Hiring Winners 20.10.2010-55 – Life Lessons of 55 years Leadership is a Personal Choice
Member Consultant Panel:USA GE Corporate University, Crotonville Oracle Corporate University, CA AMA International, New York Andersen Corporate University, MNIndia SVP National Police Academy, Hyderabad AP Police Academy, Hyderabad SSB Academy, Gwaldam, Uttar Akhand LBS Academy of Administration, Mussoorie
Clients Include:GE, Oracle, Motorola, Microsoft, IBM, Digital-Compaq, National
Semiconductor, Unilever, BSNL, Tata Indicom, Colgate, Asian Paints, Siemens,
Wartsila, MphasiS,CavinKare, EXL Service, World Bank, ICRISAT, World Fish, Tata
Corporate, J & J,Accenture, Zeneca Seeds, Shanta Biotech, Advanta, Reuters,
Air India, Yusuf BinAhmed Kanoo, Olam, Regal Beloit, Reliance World, NIS Sparta,
AMKA, Emami Group, Suzlon, JP Morgan, SEW Infrastructure, LANCO, KAR Group,
Expolanka, Brandix
Prof. Robert BurgelmanStanford Business School
“The single biggest danger in business and life, aside from outright failure, is to be successful without being resolutely clear about why you are successful in the first place.”
3Expertise is repeatability
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Remember the Titanic?
Effects of Globalization1. Competition from all over the world2. ‘Educated’ customer who has real
choices and is aware of them3. High awareness and demand for
service quality and responsiveness4. People looking for solutions; not
simply products5
How competition has changed
1. No Hiding place No protection, no niche
2. Redefinition of market share In what terms do we define our own?
3. Customers demand: 2Q @ ½ C + ½ T South Korean garment industry
6Solutions to problems can be in places we never thought of
How competition has changed
4. New Product Introduction Honda & Kawasaki story
5. New attitude of Managers Waterproof business cards Sony (Masaru Ibuka)& Phillips
dictaphone
7Companies don’t compete, managers do
The Message for us? The Only Thing that matters: Quality people, highly focused on
creating: Value Addition for the Customer at the lowest
cost
Quality Processes in all aspects of the operation
Being able to beat the competition internationally
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Examples of success1. Leveraging advantages in a hostile
economy The SAS story
2. Creating a boundaryless culture General Electric
3. Entrepreneurial approach to business 3M
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Success does not depend on what happens but on what you do when it
happens
Critical Challenges before us
1. Management of Change Entrepreneurial approach
2. Minimization of Bureaucracy Speed will still be the key
3. Leverage technology to eliminate non-value added work
People learning to add value in new ways
10Are we ready for the change?
Careers in Global Corporations
Key Leadership Ingredients
CEO Survey: Korn-Ferry International - 1999
Question What are the key ingredients for success
in tomorrow’s corporations given the challenges in the environment as you anticipate them?
Overview1. Global experience & understanding of
business in terms of global impact2. Functional expertise and exposure to
leading multi - national teams3. Ability to react to local opportunities
& threats4. Network of relationships spanning
countries5. Multi-language skills
Origin less important than results
1.It matters less 'where' you come from and more 'what' you can do
2.Contributions are more important than credentials. Visibility' is important but ultimately it is 'credibility' which must be built
Formula for Success?
Cross functional experience built on functional expertise
Integrity It is the framework on which
everything else runs It is an absolute value It is one of many paths but the only
one on which you will never be lost.
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Values drive behaviorBehavior drives results
Planning1.Specific2.Measurable3.Achievable4.Result Focused5.Time Bound
Surest sign of a leader: the willingness to be held accountable
Performance1. Focus on performing your current job and
deliver more than expected.2. Develop a reputation for delivering
results beyond expectations3. It is okay to talk about career
development but secondary to how you perform your current job.
4. The one who ‘hits the ball out of the park’ is heard firstOnly results can be counted
Expertise1. Get recognition as an expert in your
function. Then look for opportunities to apply your expertise in a broader context.
2. Learn the language of finance. It is the language of business.
3. Be prepared to accept the more 'problematic' and inconvenient job and to offer to help others.Trust = Expertise + Willingness to help
Ownership1.Track your career and make your
own development plan. Show it to your boss
2.Like a professional athlete, make a habit of constant self improvement
Whose career is it?
Ownership1.Never whine about your career.
Others can give advice, but in the end, your career is in your own hands
2.Concentrate equally on technical & behavioral skills, & remember that the higher you go, the more people skills will matterYou are only as good as your team
People1. Only the inspired can inspire, so check your
own inspiration2. Your own career will depend on those you
can inspire3. Critical Abilities: make friends, negotiation,
communication, conflict resolution 4. People don’t remember what you did. They
remember how you made them feel.Who is rooting for you?
Challenges & Visibility1. Take the hard job. Err on the side of
the bigger challenge. Play ‘offence’ with your career. But be brave, not stupid
2. Seek out assignments with visibility, but recognize that it cuts both ways
3. Be sensible. If you fail, you will not be rewarded for trying. Ensure a 70% chance to winVisibility + Credibility = Leadership
Mentors & Role Models1. Broaden your support base. Work for
people who will challenge you2. Seek feedback. Don’t be defensive.
Surround yourself with great people & be willing to learn
3. Be persistent, but with awareness.4. If you encounter the 'imperfect' boss,
don’t complain. Learn how you can be betterMeasure how you acted on the feedback
Cross-cultural Exposure
1. Learn the language of the country and expose yourself to that culture
2. Don’t judge people of other cultures by your standards and value systems
3. Be willing to share information and talk about your own culture so others learn
4. Ask questions with sensitivity to local manners
Respect is at the basis of all friendship
1.No inspiration
2.Culture misfit
3.Can't deliver
1. Fails to communicate and inspire around a clear, simple stretch goal. Unable to get commitment of team
2. Delivers results but does not believe in the values of the culture.
3. Talks a good game but can't deliver beyond expectations
Jack Welch’s list
8 – Career Derailers
4.Out of focus
5.Poor relations
6.Inflexibility
4.Misses leverage points. Unable to process multiple inputs.
5.Unable to work with diverse people in a multicultural environment
6.Unwilling to change. Over dependence on mentors / skill set. Overly critical / blames others.
Jack Welch’s list
8 – Career Derailers
8 – Career Derailers
7.Risk averse
8.No passion
7.Needs constant supervision. Seeks constant approval. Won’t take decisions independently
8.Works to fill the time. No love for the job. No interest in the field Doesn’t invest in self. Doesn’t push back; Yes-man!
Personal SWOT Analysis
Strengths Weaknesses
Opportunities Threats
Self
Career TrackerYour Development
Tracking Tool
Current State AnalysisFactor Year before
lastLast year Current year
Study Language, reading
Training, seminars
Learning in progress?
Work Global impact assignments
Strategic focus,Managing multinational teams
Assess present role:1. Are you on track?2. If not, what’s the
plan?3. How is your
network?Results What were the
results?Did anyone notice?
What were the results?Did anyone notice?
What are the metrics for your current role? Do you need any help to meet them?
Career Development Plan
Factor Last year Current yearGoals Did you set SMART
goals?What difference are you planning to make and how?
1. In your behavior?2. To personal
relationships?3. To the organization?4. To your society?
Achieved
High visibility assignments?1. What was it?2. What was the
result?Changes What were the
results?Did anyone notice?
Glad to hear from youwww.yawarbaig.com
www.youtube.com/yawarbaigassociates
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