For a Leader to be successful, especially in these fast-changing times, he/she has to be Learning continuously. But Learning is one of the first casualties once a Graduate join a Job. Somehow the habit of Learning dies once someone joins a Job. As one gets promoted and goes to senior positions, the Learning habit gets buried in the ‘heap of experience’. One can Learn from own direct experiences and from what is happening around them. My observation is that most of the Executives are very resistant to Learning. The more senior a person is the more he/she believes that there is nothing more to Learn.
To Learn or not to Learn?
If you are the Senior Leader in the Company, you may be even thinking that it would be counterproductive to say that you are learning, or you want to learn! The proportion of Learning Leaders is very small.
How do I learn?
It is not that no one wants to Learn! I observe that many of us want to Learn. Learn something new and so on. But, most of the times we fail to Learn! I notice that many people may not know how to Learn!
When you were in College or in formal Education, there is a structure to your Learning. I remember when I went to a 3-year MBA while working. There was a strong structure of Monthly classes, Assignments, Residentials, Group discussions and so on. I was able to Learn a lot! I am always thankful to my employer then, Rane Group who sponsored me for that excellent Course! When you are dealing with many issues live, you can learn much more than when you just completed your Degree!
Now, how do I learn at Job where there may not be a structure for learning? How do I learn in my Business? This seems to be the issue many people are facing.
There is nothing to Learn!
Of course, other than this there is this callous attitude of saying ‘I don’t have time to learn’! For these ‘Busy bodies’ the time has not yet come! We can try to help them by trying to rise their ego to Learn. But responding or not is still their choice!
While working in a job and as an Executive and Business Coach, I have always tried my best to Learn as fast as possible. I remember one celebrated Teacher commenting about me as an ‘Osmotic Learner’ meaning someone who learns with every breath! This had been a god given strength for me.
I have been trying to teach the art of Learning to many people with whom I had the fortune to work with.
I would like to present you a few Best practices in Learning.
01. Learning is Highly Technical: While some of us can learn fast and naturally, many of us require a structure for Learning. If you agree with me that this Human Body is a sophisticated machine, then there is a way in which this Machine Learns. I think David Kolb captured this very well in his Learning Model.
Kolb says as we go thru many experiences in life, we need to Observe what we are going thru in a reflective manner. We then have to conceptualize the Learning to our context and then experiment it in our life.
We need to ensure we follow these steps. Many of the Training programs stop at Concrete experience stage.
We have to Learn the art of Reflection. This is very critical step in Learning. No reflection – No Learning! But once you cross this stage the other two are as important.
In the area of Reflection, writing Diary / Writing Logs of incidents that we go thru can be very useful. This is the way we try to practice what we learnt!
02. Your own Leadership Model: I would encourage every Leader to formulate his/her own Leadership Model. This model should reflect how he/she is practicing the art of Leadership. This does not mean we will not improve this model. We are going to have the model so that we can improve what we have. If there is no Model you don’t know what you are practicing and you may not be able to improve.
I am reproducing my own model of Leadership below. This is one model. I am sure you can do even better than this one.
I continuously keep improving this model.
03. Career Goals / Learning Goals: You need to be clear about the direction in which you would like to learn! For this, you need to have your Career Goals and Learning Goals for at least next one year! Without this, you may work hard and still not find yourself with good direction!
04. Showing Gratitude: Showing gratitude for what you already have is very important to Learning. Acknowledging what you have is important to get more! Once you start showing gratitude, your attitude towards world changes radically. It opens you up for more Learning. Try it! You can write down all the good things that you already have in your Life and thank whoever has helped you to get them. It may be your Teacher, your Boss, your Wife, your children. It would be great if you can tell them personally. You can keep going thru this in your mind every day!
05. Partners in Progress: In your Learning journey, you need the help of your Friends / Colleagues. Without them, you would be simply Blind to your Strengths and Weaknesses. It would be good to have a group of Colleagues/ Friends to get a 360 Degree feedback and a feedforward as to what you can do to improve yourself in a specific area. Please be bold to pull in a few people who do not see eye to eye with you on a few issues. When someone is not agreeing with you, it is a chance to improve. If you ignore them, you are going to lose chance to improve!
06. Use Technology: We are going thru Fourth Industrial Revolution! These are exciting times. There is a lot of technology around us and we can use it for our Learning too. You can rewire your Learning using the Technology. Use E-Learning courses. A Good E-Learning Company can help you to use the Courses in a systematic way. Micro Learning is a concept that can help you to learn regularly and at a Micro Level. You can keep learning the Micro Skills continuously.
Kick off a Learning Journey!
My experience of observing myself and others says that the whole journey has to start with ‘Reflection’. Please look at the Video of Robin Sharma on Reflection. He puts the concept together very well.
A few years back I had a chance to visit Toyota in Nagoya, Japan. We were allowed to go on to a ramp that goes on top of the Manufacturing Line across the factory. You could stand there for about an hour and observe the Manufacturing process at various places on the shop floor. It was a Car assembly line running in the shop floor with all the support functions available right next to the line.
Typical to Toyota Culture, the line was stopped frequently to fix problems. The problems were so small, and the response was so swift that each of the stoppages was for not more than a few seconds! The relevant team would run to fix the problem. We understood that the line was running so well that they had only problems that can be fixed in a few seconds. But they were still encouraging their employees to stop the line and fix them. The line had the traditional Andon String running the length of the line.
It was obvious that the Assembly Line is the center of the whole Factory. Everyone was focused on the Assembly Line and supporting it. They were all clear that they are there to ensure the Line is being run continuously without stoppage. The Support to Manufacturing was overwhelming.
Status in many of our Manufacturing Companies
There are few Companies in India that run like this. I am sure all the Vehicle manufacturers run like this. Automotive Companies have evolved this way. One helpful factor is that huge moving line in the Shop floor.
The Status even in the Auto Parts Companies is not as good. The status in non-Automotive sector is worse. The focus on the manufacturing is simply missing. Everyone is worried about the Production and if it is not coming, everyone is preoccupied with that worry. No doubt about it.
But the Companies do not work with the Manufacturing at the Centre. The Manufacturing would be suffering for want of attention in the midst of the ‘Worry for Production’. It sounds like I am talking about opposites! It is true. In the midst of their Concern for Production, the Companies are not positioned to support Production.
In fact, I have seen a Company where the Top Management target the Plant teams regularly as they feel the Plant Team is not performing! All the Corporate Functions regularly target the Plants for their ‘inefficiency’. The heads of Plant Heads roll regularly due to their ‘non-performance’. This type of Top Management and a Corporate team is a nightmare to all Manufacturing Plants!!
While the above Problem of Top Management targeting the Manufacturing Plants is not very rare, there are several other happenings in these Companies where the Manufacturing does not get good support.
01. People: The Work of the Supervisor Engineers and the Manager in charge of the Shop starts with running for the Workmen. Almost on every day, they lose some of the NEEM Trainees or the Contract Workmen and they can’t run the lines right from the beginning of the Shift. They run to HR department to plead with them to give them more people. Then, there will be usual rush to get more people and HR pleads with the Contractors to get them more hands. It is not overstatement to say that most of Indian Manufacturing runs at the mercy of these Contractors!! The first 90-120 minutes in every shift is spent by the Supervisor running around to get people! Who is worried about the Shift Startup procedures!!
02. Material: In most of the Companies the Production Plan simply does not work as there will be Material shortages almost on a daily basis. The Production Plans have to be changed. If changing is not possible, then the Shop will idle till the material comes. The Supervisor Engineer is again running around to Stores / Materials Department to plead with them to get him the Material. Most of the times the Production team Produces the Product for which the material is there. Not what is planned and not what is needed by Customer today!
03. Quality: Next task to the Supervisor Engineer is to run after the Quality Inspectors / Quality Managers to take their help in resolving the Quality Problems. The Supervisor Engineers are conditioned in such a way that they have forgotten that they are Engineers and even for a small problem, they search for ‘Quality Engineers’. The Quality Engineers / Managers have to take a call about the Quality issues either about Incoming material or about the Process.
04. Maintenance: Suddenly there may be a Breakdown of a Machine and the Supervisor Engineer has to run for the Maintenance team. These guys may be available mostly on the Shop floor. But they may be busy in something else! This Supervisor Engineer has to go to them and impress upon them about his line/machine.
05. R&D: Most of the days there will be a few New Products that are running on the Shop floor. They don’t behave in a predictable manner. The Parts are not settled, and Process is not settled. So, the Supervisor Engineer can be seen running to the R&D to get the experts to handle the problems with the New Products. The Production Manager also will get involved in this as he has to handle some Big Shots!
This way the Production Supervisor and the Production Manager have to run around the whole day to various people to seek their help! Sometimes the Top Management will get angry with them that they are not coordinating well with all functions!!
In fact the HR would recruit the Supervisors who are good at coordinating. The demand for Problem solving skills, Product / Process Knowledge etc in Supervisor Engineers may not be even asked about. It is decided in most of the Manufacturing Companies that the role of Production Engineer is to go around pleading with the various Powers in the Company to help him run the Production!
As the whole Company’s focus is on the Production numbers (?!), the Supervisors / Managers in Production have to ‘Perform’ and they dance the whole day.. all around the Company!!
This has to change. In Manufacturing Companies, the Manufacturing has to be at the center of the Company along with the Customer. If we do not have a stable Manufacturing, then the whole company right from the Managing Director has to focus only on that. This is good enough reason to change this set Paradigm of Supervisor Engineers / Managers running around the whole organisation!!
How it should be?
Settle the Age old problems: A Manufacturing Company has to settle the traditional problems of Material Shortages and ensure the Manufacturing runs as per a Plan ! This is not impossible. Every Supplier wants to maximize his Business with you. So, if someone tells you that Suppliers are not supplying, read it as ‘the Supplier engagement’ is not okay in your Company.
Should be Available on the Shop: All the People who directly contribute to the Manufacturing should be available on the Shop floor. The Andon signaling is a simple system that can be used to alert the concerned persons when there is a stoppage of a machine or a line on the shop floor. All concerned persons should be able to see the Andon light physically.
- A HR Officer should go to every line in the morning and check about availability of manpower and take care of problems if any.
- A Maintenance Engineer should have a simple system of getting notified about a Breakdown and he should be measured on his response time.
- A Material Buyer should be going to every line and looking at the Kanban cards. He should be held accountable to any Shortages.
- An R&D Engineer should be held accountable to occupying the shop floor beyond the time agreed.
- A Production Engineer should be encouraged to own the Quality. He need not be running around to fetch Quality Engineer/Manager.
Restrict the Meetings: The team who are on the Shop floor cannot be called for meetings. If they are required for a Meeting, then someone has to step into that role while the person is away from Shop floor. This has to be implemented strictly. If you are not allowing the Engineers to do their job, then how do you expect them to deliver?
Review of Losses: The Losses on the shop floor should be given utmost seriousness at all times. The Plant Management has to treat the Production Losses as a very serious issue. They need to minimize the losses continuously. There can be no other priority to the Plant Management till the Losses are addressed squarely. The Top Management should support this approach. Many Companies try to do too much on the shop floor without these fundamentals. Top Management wants to implement every fancy concept before they settle this. That is the main reason why the new initiatives do not work on the shop floor. So, we have to be patient with Manufacturing Plants. Build the Foundation first.
Accountability: The various Functional Heads should be held accountable to the Production line stoppages. This should be the biggest focus of the Functional Heads. Someone who is not focused on this has to be corrected firmly. If they are held accountable to the losses, I am sure the Functional Heads will deliver.
Manufacturing should be the focus: The Manufacturing Team has to be given very high focus and support. They should be treated as very important people and they should have the ear of every Senior person in the Company. We are not talking about individuals. We are talking about giving priority to the function. When you do it, the focus on the Manufacturing will improve.
Change the Paradigm
Change this existing / outdated Paradigm of Manufacturing running around everyone else in the Company to take care of daily Production. It makes Business sense.
A Company where the Manufacturing is not settled, cannot do anything else. Right from Managing Director would be preoccupied only with that worry!
It makes a lot of Business sense to settle this problem here and now!!
In the past 6-9 months, most of the Industries across India have started complaining about their Businesses slowing down. May be this problem very much exists in other countries too. But, let me focus on Indian Companies. The Slow down panic is there in many industries and everyone has his/her own theory about how bad it is, why it is happening and how long it will last.
In this article, I would like to just focus on ‘What a Company can do during the Slow down’.
Every Company would have expanded their capacities with some expectation of Sales every month. When that Sales is not happening consistently for a few months, they would start panicking. Usually, you would see following happening in Companies where the Sales is not happening as per plan and it started dipping below the last year and last few months average.
- Sales Team looks help-less. They are not achieving the Targets consistently and Sales numbers are falling steadily. The Sales team keeps reporting bad numbers. After a few months, the Management may start accepting that there is nothing that can be done, and Sales team is trying their best!
- Employees get fired. The Contract employees are the first to be fired. As the Sales Dip continues, the firing will extend to other types of Trainees, Junior Staff, in Some companies’ Senior people will be fired as it gives better bang per firing. These same Employers talk about the need for Employees to work as owners in good times and when things go wrong, they fire the employees (Rajiv Bajaj put this wonderfully in his interview with CNBC).
- Inefficiencies increase in Factories. The Factories start idling and the Production efficiencies increase. Again, this keeps getting accepted as okay as the Volumes are down.
- New Product activity reduces. Most of the Companies will see their New Product activity reducing as they do not want to take more expense and more risk during the slow down.
- Mad rush to reduce Fixed Costs. The Semi Variable / Fixed Costs get cut ruthlessly. Maybe it is right to do that. But even the essential ones will get cut.
- Negativity all around. There will be a mourning environment and the energies are down. Senior Management pet topic is about how to cut Costs (Again nothing wrong with this approach. But that can’t be the only chant.)
- Company starts going into a shell. You can almost see the company getting into a shell withdrawing all signs of life! It is almost like closing your eyes hoping the storm will just pass and it won’t affect you if you close your eyes!
- Everyone starts asking for Government help. Last but not least, everyone starts looking to Government to rescue them. Government can help Companies to enter in to new markets across Globe by passing on some subsidies to them. This is done by many Governments across the world. China is a wonderful example of supporting their Industries selectively so that they can penetrate the Global market. But, you can’t expect Government to come to your aid whenever there is sluggish demand or more serious slow down.
What else we can do?
I would argue that most of the Indian Manufacturing Companies have huge possibilities for improving themselves. The inefficiencies that are there in the Companies are huge. The Slowdown that is happening can be used to rediscover themselves in many areas of Business. We can look to becoming a stronger Company that can withstand these Slow times! I am not talking about throwing lot of money at problems. I am talking about fundamentally restructuring your P&L in such a manner that you can withstand these Slowdowns.
Let me highlight a few ways below. We will deal with each of these areas in detail in articles that will come in subsequent weeks.
01. Skill up your People: A Company is built only by the People that it has. When the Top line dips, Companies should not look at firing its’ People. This is foolish and it is akin to shooting yourself in your foot. When you look at the Shop floor Employees, most of the Companies are living on Contract employees and Trainees whom they can fire immediately! This is no great Leadership! You can show great Leadership by:
a) Re-engineering the Learning: Defining the Skills required for each of your Employees, Skill them up by using Modern Technology like E-Learning. Use this Slow down to re-engineer the way you focus on Skills.
b) Make Learning Contextual: Define Micro Skills and Micro Learning agenda for employees depending on your Business agenda for this Year. Train them for the Context by using the E-Learning.
c) Bring Skills to the center of the Business: Link Skills to Performance and link Skills to Performance assessment. This will ensure your Employees create a pull for Skilling up.
The Business Goal for this activity should be to Triple the Sales Turnover created by each employee in the Organization over next 2 years. This is very much possible. Leaders need to take up this challenge.
Do not look at firing Employees. Rather, build a Team that is totally committed to your Organization and this will make you win in the Longer run. In the Short term too, only this can create good results. If you fire people and improve your Bottom line, the Investors would see it clearly. You would be harming the Company by doing this.
02. Re-engineer your Business Systems: Most of the Indian Companies do not have a clear way of working. The SOPs are there in ISO files and they get dusted before every re-certification audit. After that no one looks at them and no one follows them. Some of the following can be done:
a) Re-engineer the way you Manufacture. If you have not implemented the Lean Concepts on your Shop floor, this is the time that you should do. Everyone will understand the seriousness of the Situation in a Slowdown.
b) Re-engineer the way work happens in various Functions. The Productivity of every activity can be at least doubled if you have not applied Lean principles to it. I am talking about the activities that your Staff does. Time taken for releasing a P.O, Time taken for accounting a Bill and so on.
c) Define the way of working in every Function. You should define your ‘way of working’ in every function. New Product Development System should be defined, Cost reduction System for your company should be defined, Sales Process should be defined, Marketing Process should be defined and so on.
The Objective of this exercise should be to get every activity in the Company done in 50% of the time compared to what it is now.
03. Re-engineer your Costs: The Opportunities for reducing the Cost in a significant manner are there for many companies. In the past decade or so, the Companies are focusing more on Costs. But still there are opportunities to reduce Costs. Some of the activities that can be taken up are:
a) Taking up Big Targets for Cost reduction.
b) Conducting Brain Storming sessions.
c) Involving Subject Matter experts.
d) Bench marking with World Class Products.
The Objective of this exercise again should be to improve the Profitability by 35% or more. A Big target will make your team to think entirely in a different manner. Have trust in your team, they will deliver the results.
04. Re-define the Market Place and the way you approach it: In the current status of the Industry where there is a big change that is coming up in Auto sector in terms of surge in Electric Vehicles and reduction in IC Engine vehicles, many Companies have to have a relook at their focus areas. They may have to redefine their Industry focus. A Foundry / Machine shop that is focused on Auto sector has to realign itself to other Industries.
When a Slowdown happens, it is not that the whole Business has disappeared. You are not growing. But there may be several other Companies that are growing. Indian Economy is growing by 5% right now. You are not aiming to capture the whole Economy. It is just fine for you if you are able to capture a few more new Customers. Every Prospective Customer is looking for new ways to save money and reduce costs in this environment. How can your Team deliver this to these Prospective Customers? If you are skilling up your Team, you can ask them to deliver this result for you. If you are firing them, then there is no one to deliver this result for you!!
If you have been rejecting RFQs that are 20% below your Price expectations, then can you challenge your team to start reducing the Costs and accept more of these RFQs?
05. Re-engineer your Products: Use this time to align with your Customers much more. Every Customer wants the same product at much lesser price. You may be having ideas for reducing the Cost and come out with a new Family of Products. But you would have been postponing it due to the pressure on the Factories and R&D Team. Now, the Factories are not having the Pressure. Focus more on New Product Development, come out with the Family of Products that may be Priced 20% cheaper and most of the functionality.
This is the time to teach ‘Frugal Engineering’ concepts to your New Product Development team and become more attractive to your Customers.
Fill your Company with Positive energy
There may be many more Initiatives that can be taken up. What I am suggesting is that you should use this time of Slow Down to energize your Employees and ask them to take your company to the next level in terms of Competitiveness.
Use this time to create some World Class Benchmarks!
There are many Leaders in the Manufacturing Industry. I have had the Privilege to meet Hundreds of Leaders as part of my Career and Business/Executive Coaching. No two Leaders are the same. Each Leader is interesting in his/her own way. Each Leader has his/her own way of guiding the team and getting results. We can look at results and say who is effective and who is less effective. But, it is also important to look at the Process that each of these Leaders follow.
Let me discuss a few examples of Leadership that I have seen.
01. Patient Leader: I have met a Leader who does not follow up hard with his team. This Leader may / may not fix any targets. If a Sub-ordinate is proactive, he may bring a target for approval by the Leader which the Leader loyally does approve! Otherwise, he is not running after the Team members for Targets. This Leader also does not review his team closely. He does not put any pressure on his team. None whatsoever. In fact, he is trying to make them absolutely comfortable in their jobs.
While this is the style of the Leader, the Subordinates who are quite conscientious are building their own methods and achieving the results that they can. Those who are not firmly in control of their problems may not be delivering very good results. This Leader is not putting any extra ordinary pressure on this person. Sometimes he may get involved in this area a bit more.
The results in this company are reasonably good. They keep growing very well. It is not a very small company. It is above Rs 1000 Crore turnover and they are growing.
When you look at the Business Systems in this Company, they may not be very strong. Whether the Company can withstand strong competition and survive in a tougher environment also? It remains to be seen.
But, fundamentals related to People seem strong.
This type of Leader is a big exception and I have not seen this type of Leader coupled with good results in short and long term. There are leaders where the Business Results are there. But not Process results.
02. Lost Leader:There are many Leaders of Companies who are expecting a lot from themselves and their teams. But, they have no idea of how to achieve it. They keep taking up BIG targets and keep failing regularly.
They keep pushing their teams hard. The teams do not have a way of going after the Targets. The guidance from the Leader is not Clear.
Results are always well short of expectations. Very often I found these companies more or less stagnated at the same level for years on!
This type of Leaders are many. I am not referring to Entrepreneurs only here. There are many Professional Business Leaders who fall in this category.
03. Aggressive Leader: Then there are Leaders who are out to achieve everything and, in some way, or the other. They want results ‘somehow’.
The Targets are usually set to be quite aggressive. But, these Leaders are okay even if their team achieve 75% of these Targets. They have fixed ‘high’ targets in a ‘smart’ manner!!
These Leaders usually tell the team what to do, how to do and of course when to do. They just seem to know everything and have answers for everything.
These leaders ‘deliver’. Their Bosses are very careful with them.
These are the Organisations that are stuck in the wrong place. They seem to be getting ‘Good’ results and they don’t want to even blink while this is happening for the fear of losing everything.
But, they would be damaging the organisation quite badly. When this extraordinary Leader leaves, the Company will come back to Zero.
This is perhaps the most dangerous of all the situations.
How to build your way of Leadership in a conscious manner?
I would say that the type of Leadership that you adapt should develop the People in the System continuously. It should be a very strongly Process oriented approach.
I have heard from some accomplished Leaders that Process is not required when a Company is Small, and it is required only when your Company is beyond a certain size. I would invite these Leaders should look at their definition of ‘Process’. Are we straight jacketing our definition of ‘Process’ meaning something that will deliver results only in the medium / long term? A small company / unit requires to deliver results quickly. A Baby who is trying to walk for the first time needs to develop the muscles in the legs. He can’t be worried about preparing for University examination. But, the Process that he adapts should aim at delivering the Short term results only. A Baby that has to learn walking will be helped by her Parents to practice this walking in a controlled environment where the Parents remove all obstacles in the Baby’s path and one Parent releases the Baby while the other goads the Baby to move and come to him. There is a process happening here!
I would say Process focus is a must whatever the size of the Organization. If you don’t have a method of doing your work, then the results happen only by chance.
I would lay down Three Components of ‘Your way’ of Leadership:
01. Your Expectations: A Team develops to meet the expectations of its’ Leader. If your Expectations are set in miserly manner, you are short circuiting the development of your Team. At the Same time if you have too high and unreal expectations from your team, it won’t work.
Please note that it is your Team who will decide whether a Target is unreasonable or not. If they feel it is ‘unreasonable’ and you feel It is ‘reasonable’, the onus is on you to prove it can be attained. Not on them !
If you don’t agree on a Target, please note there is no communication happening !! You need to STOP here and fix this.
You need to have a good Vision of what you can expect from your Team. You need to stretch the Team so that the BEST comes out of them. I would say that this ability of Leader to set the Right expectations is an art. He/She has to look at their team and know how to set expectations and rise the expectations slowly. The speed of raising should be slow enough not to leave too many people behind and fast enough not to disappoint the team members with good capabilities.
The Leader should be very clear about the Targets for this year broken up in to Monthly / Weekly / Daily Targets. Leader has to guide the Team to break up the Targets and ensure they know what to do today to achieve their Weekly / Monthly / Quarterly/ Annual Targets.
01. Your Follow-up: A Leader has to work out his own way of Follow-up with his team. The Follow-up tools will include the following:
a) Business Reviews: Regular Business Reviews and Fixed agenda for these Reviews is very important. If you ask ‘x’ number of Questions every week and you are asking the same questions, the whole organisation designs itself to answer your Questions. Definite paths develop in the organisation along the questions that you are asking. A good Daily Work Management (DWM) (You can get certified as a DWM Specialist with the help of an E-Learning Course from IMA) with good KPIs helps this situation. What is important is to ensure Business Reviews are happening at ALL levels. Not just your Reviews at the Top.
b) Motivation system: The Motivational methods in the Organisation should be continuously tweaked to push the Objectives of this year. Many companies who have some motivational systems have FIXED systems. This does not help. Your Award and Recognition systems should be evolving continuously.
c) Organizational Initiatives: When you are pursuing a set of targets in the Company, you may see a need for taking a bigger action in one area. Example : If too many accidents are happening in your Shop floor, you may feel the need for a major improvement in the area of Safety. You may appoint a Subject Matter Expert either as a Consultant or a full time employee to push for a revamp of Safety systems. These Initiatives are important to help your Company to make some bigger improvements.
d) Deep Dives: In some situations, just reviews are not enough. You may want to get down to the Shop floor / Market to lead some Activities. Eg. In a tough Market environment, You may want to go out and meet the Dealers across the Country to find their views about Market status. Look at what is working and what is not working so that you can motivate the team to get results where they can. These Deep Dives are very much needed to know the Status on the ground and to understand the Problems on the ground.
e) Bench mark visits: It is very important to take the Team to look at other Companies that are doing well. Nothing teaches your team better than a working model. Many companies are quite open to receive teams and share their experiences provided you know the Questions to ask. Companies are available across the world in different economies. Bench Mark Visits have to be timed well. You need to take the team to these companies when they are ready for that. A wrongly timed visit will have no impact.
Many a times the Leader adapts only the Business Reviews for Follow up. Even these Business Reviews will end up in lot of questions rather than answers. This will demotivate the team rather than motivate them! Be careful about this aspect !
Try and put yourself in the environment that you are giving your team and see whether that environment motivates you. You can ask for feedback from your team too!
3. Your Guidance: We spoke about Your Expectations and Your Follow-up. I am talking about another aspect of Leadership. How do you guide your team to put the pieces of the puzzle together and find their way around?
A Sales & Marketing Manager has to build the Process of Selling and Marketing. If he has a wonderful process, he should be delivering consistent results in line with your targets. If he is delivering, it is time to raise the bar. But, the continuous development in the process is a must. Being static is being dead! How do you guide your Colleague to improve his methods?
A HR Manager has to keep measuring their effectiveness in developing people. There is so much modern technology today for People Development is that he should evolve a better process every day. How do you guide him to develop better and better methods fo improve Human efficiency and Human Learning methods?
A Finance Manager has to look at better and better methods to monitor all the costs and understand the activities that are causing the cost. He should make the activities so transparent that anyone can monitor them and control the Costs. How do you guide him in this?
A Leader has to guide her team members to develop these processes in every interaction that she is having with them. This is the higher purpose of Business Reviews! We are not reviewing them to just push them hard!!
To give this guidance, the Leader need not be expert in everything. All that he needs is a systematic thinking and patience to guide. I would say each Leader has to spend at least 2 hours per month with each of their team members to look at the processes and guide them to improve the processes. In some cases they may spend more time and in some cases they may spend less time.
Using the above aspects of Leadership and other aspects that you may feel necessary, it is required for you to build YOUR WAY of Leadership that continuously evolves and that delivers Consistently!
If your team is getting consistently better results, this is one indication that you found your way!