Presentation on theme: "Developing Leaders through Conversations Dr. Anil Rao Paila, Dean & Director, Welingkar, Bangalore."— Presentation transcript:
Developing Leaders through Conversations Dr. Anil Rao Paila, Dean & Director, Welingkar, Bangalore.
Developing Leaders Through Connections Connections helps in Personal understanding of the strengths, Aspirations and Capabilities of the individuals. Connections need to be very fresh (not stale) Once you identified people through connections you need to support them in their journey
Developing Leaders through Conversations Leaders should know how they feel about things around them, Leaders should know their demands in various situations. Leaders should follow the magnitude of aspirations they have. Leaders should converse and do things to bridge differences and to achieve this communication is most essential.
Developing Leaders through Contemplations Looking into future, reflect in past and what be learnt differently. New opportunities / constant thinking There should be blend of thinking and action constant contemplation and constant thinking and conversations. Once you have built one level of Leadership, you can set a standard, for this to happen constant conversation, contemplation is required (Dont dilute), understand them fully, Leaders need to stretch, Easy goodies is no good
Moulding Leaders through Conversations Conversation is an important part of effective leadership Vision must be shared, before it can be lived… this requires conversation. Employee engagement is driven by meaning and purposes requires conversation. Execution requires alignment of action…. this requires conversation.
Moulding Leaders through Conversation Leaders need to open the discussion topics and support them with continuous and ongoing conversations. Leaders need to give confidence to the individual and encourage his self belief on equal footing so that he/she can build a executable capability.
Case Study : World Cafe In a World Café conversation, participants are seated in groups of four or five around small tables or in conversation clusters. Tables are set up to resemble those found in a coffeehouse. Participants explore questions that matter where collaborative thinking can really make a difference.
Case Study : World Cafe At regular intervals, a host stays to share highlights from the previous conversation as others move to new tables or clusters, cross-pollinating ideas and insights. As the conversations connect, they spark new discoveries. Innovative opportunities begin to appear. Collective knowledge grows and evolves. After several rounds of conversation on one or more questions, participants offer their insights, learnings, and opportunities for action through a harvest of the conversations in the whole group.
Bob Veazie* : Experience at his 1 st world café At his 1 st World Café, Bob Veazie experienced how the collective intelligence of a group can become visible as people move from one table to another over several rounds of conversation, cross-pollinating ideas, making unexpected connection, developing new knowledge, and creating action opportunities. *Senior engineer and manufacturing manager at a Hewlett Packard plant in Oregon
Bob Veazie* : Experience at his 1 st world café Shortly thereafter, Bob was charged with co-leading a corporation-wide safety initiative that eventually engaged more than 50,000 people in manufacturing plants around the world in conversations about safety risks and how to address them. Meeting people at every level of the company in the settings where they normally gathered, he went in with questions rather than answers and hosted conversations aimed at tapping each groups own experience, relationships, and mutual intelligence in coming up with better ways to reduce accident rates. His core team took good ideas from one plant to another, shared stories, and brought key people from different levels and parts of the company together to learn from one another.
Bob Veazie* : Experience at his 1 st world café The outcomes were impressive. In Puerto Rico, the accident rate plummeted from 4.2 percent to 0.2 percent. In Oregon, it fell from 6.2 percent to 1.2 percent. The overall company accident rate was reduced by 33 percent, and these gains were maintained in plants where the safety conversations continued.
Developing Leaders through Conversation :Personal Experiences 15 th NHRD Conference 2011: MYOC : Make Your Own Conference MYOC aimed at bringing innovators, entrepreneurs and share their idea to a group of people from the industry.
Developing Leaders through Conversation : To Reach Mass Population. LSIP : Large Scale Interactive Process NHRD showcased how organizations can leverage technology to communicate in real time to mass population. Panel discussion in NHRD attracted massive crowd. It is practically impossible to handle the Q&A session using traditional approach.
Developing Leaders through Conversation : To Reach Mass Population. LSIP was used to take massive feedback from the crowd and people could participate in the discussion in real time. Crowd was asked to message their questions to a number Panelist could answer all queries in real time.
Developing Leaders through Conversation : Communication of best practices HR Showcase : Stalls from corporates where they explain the best HR practices followed in their company. Great learning from unique showcases like this, by way of constant conversations.
Developing Leaders through Conversation WE School, Bangalore. WE Café : Industry – Academics interface where by a CEO/ TOP Level Management from leading companies are invited for a rendezvous with the student and faculty of Welingkar. Its is a stupendous experience of having insights of these leaders of their rich professionalism that adds a lot of value to future leaders of WE school,Bangalore.
Developing Leaders through Conversation WE School, Bangalore. Industry Round Tables: Its a constructive collision of the greatest Business Minds. Extremely experienced professionals will contemplate their knowledge through panel discussion.
Conclusion Conversations are the way workers discover what they know, share it with their colleagues, and in the process create new knowledge for the organization. In the new economy, conversations are the most important form of work… so much so that the conversation is the organization. Alan Webber, WHATS SO NEW ABOUT THE NEW ECONOMY HARVARD BUSINESS REVIEW