SINCE 2003

LEAP – Leadership Enabling & Activity ProgramminG

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We understand that Human Capital is all about ordinary people doing an extra ordinary job. And not about heroes doing an ordinary job. When the latter happens, it takes a big emotional toll on the enterprise and it never becomes an evolving organism. How do you get ordinary people to do an extra ordinary job? When our ordinary person was performing well due to the manuals, support system, culture and climate, supervision, training, personal support from HR, etc., he can’t do half as much in another firm which lacks in any of these organisational systems. That differential is the HCM index. It translates to next best pay for a person of a certain value, but he does not leave for the best pay for up to 30% hike. This is a status report, organisation has to continuously evolve.

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Ordinary People can do extraordinary jobs if such jobs are well defined and scheduled.  Also the support system and escalation mechanism is critical.  For example leaders are orientated on the difference between Teaching, Training, Coaching, Mentoring & Counseling. These are all different.

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Summary of Principles applied in the intervention:

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1. Enterprise transformed into self developing Organisation. That again reforming from time to time. As much continuous it becomes, it is good for all entities – clients, investors, staff, vendors, etc.

2. It is vital to create a lateral organisation for the purpose of risk transformational leadership and it also mitigates migratory risk. It forms a cadre system to ensure continuous evolution.

3. A point comes when the DEFOG architecture is familiar to the cadre, and they can do exceed the skills of the specialist in practical terms, then the specialist becomes redundant. If a higher dream continues, a better architecture is adopted and a better specialist invited.

4. Nice to do things matter critically in organisation building. These nice to things are brought as task lists to foster development.

 

KEY TOOLS

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WEALTH CHART

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In managing growth, one of the key inadequacies is in wealth monitoring at CEO level. Since our entire accounting system is tuned to audit compliance and will have lot of standards applied, mostly it cannot give a realistic picture of wealth created.  Hence the net asset built is to be separately marked out in balance sheet with necessary inputs given manually to make it realistic. The company’s auditor needs to be part of the team while doing this.  Since the entire model is seamlessly connected to processes and activities, any wealth parameter can be directly connected to interface efficiency or cost incurred.

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W.A.R. WEEKLY APPRECIATION REVIEW

 

There shall be Weekly Appreciation Review (WAR) where system driven numbers in developmental management is examined. It helps the top management to support Cross Functional Teams or key innovators to get good participation from departmental officers on research, experiments and trials.

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P.E.A.C.E. PERFORMANCE EVALUATION, APPRECIATION & COMPETENCY ENHANCMENT

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There shall also be monthly reviews on individual performance. These again have to be seamlessly connected.

In LEAP workshop these gets defined and standards are set within a given vision and goal scenario.

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LEAP INTERVENTION

 

LEAP workshop for Leaders:

 

Leadership Enabling & Activity Programming. Hierarchy wise, 2 days.

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• Specific Objective:  Enabling on leading evolution and managing implementation of OD projects.

• Leadership training happens for all staff based on the new context and content defined by them through ATMA.

• Pre-test and post-test model suggested.

• Proof of Outcome of the workshop:  Wealth Development Chart as commitment.

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LEAP workshop for all staff:

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1. Specific Objective:  Enabling the staff with managing skills, orientation and power to implement.

2. Mapping of environment on a comprehensive format.

3. Modify the organisation design based on changes in the environment.

4. Proof of Outcome of the workshop:  WAR & PEACE formats as Commitment from staff on implementation of mission and running of future organisation.

 

It continues through implementation in various phases of the mission.

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POST ONE YEAR

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1. GRIP, ATMA and LEAP design, implementation and reviews continue till end of mission.

2. External OD specialist can be de-linked at any appropriate time within mission period.