Boss, it`s time for some training : The Times Of India : 29.2.08

BANGALORE: Training and mentoring are no longer terms restricted to entry-level employees. CEOs and top-level management too are being trained and assigned personal coaches and mentors to help them cope with the pressures of their challenging positions.

“With immense talent crunch in the market today, people are being poached from across verticals. People jump from diverse backgrounds, like petrochemicals to retail. So a certain amount of training becomes essential for the person being hired to have an overview of not just the company, but the entire sector,” says J K Agrawal, head of BTI Consultants, the executive hiring arm of Kelly Services.

Internationally, companies have always placed emphasis on top-level training, but in India this is a recent phenomenon.

“CEO/CXO level training and coaching will become huge in the coming years. People are welcoming such initiatives since it gives them an objective view of their performance and helps them grow,” says Ranjan Acharya, senior VP, corporate HRD, Wipro. “After all, it gets pretty lonely at the top.”

Training at this level, however, is different from entry level programmes, where the period can extend to even three months. A new leader doesn’t have the luxury of time.

“The initial training is conducted over a few days in the head office with other top management executives, which is usually abroad, particularly in case of an MNC. The emphasis here is more to acquaint the new candidate to the culture of the company,” says Priya Chetty-Rajagopal, VP, Stanton Chase International.

After this stage, firms tailor their mentoring programme to the candidate’s specific needs. Rajagopal gives the example of a pharma firm that assigned a mentor to their sales and marketing head based in Singapore when he took over India operations. “Company’s mandate to the mentor was to broaden his horizons from sales and marketing to an overall outlook,” she says.

Sometimes, the next level of training is not restricted to the head alone, but also includes his immediate team. “A CEO, after all, doesn’t work in isolation. It’s more holistic to include the immediate team, which could vary from two to twelve people, since the results then percolate across functions and to everyone in the organisation,” says G Vishwanath, director, Organisations and Alternatives Consulting.

Some of the key areas of training are soft skills, public speaking, people and image management. Soft skills and people management are the most crucial areas since firms invariably land themselves with heads who’re technically sound and have perfect resumes, but find it difficult to juggle various personality types in a team. This leads to poor productivity.

“People at the top often need to be reminded to think out of the box and to listen to all team members. Constant exposure to best practices internationally is another value-addition,” says Acharya.

While training is usually done by management gurus like C K Prahalad, mentoring is undertaken by people from overseas or select IIM faculty as there are very few mentors for this level.

Companies are becoming more proactive in this area. Wipro, for instance, has a strong leadership training and executive coaching programmes in place. Some companies are also asking top-level employees to enrol for programmes at institutes like IIM which would enable them to take on leadership roles, but such instances are still rare.

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A Donkey In The Well

One day a farmer’s donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do.

Finally he decided the animal was old, and the well needed to be covered up anyway; it just wasn’t worth it to retrieve the donkey. He invited all his neighbours to come over and help him. They each grabbed a shovel and began to shovel dirt into the well.

At first, the donkey realized what was happening and cried horribly. Then, to everyone’s amazement, he quieted down. A few shovel loads later, the farmer looked down the well, and was astonished at what he saw. As every shovel of dirt hit his back, the donkey did something amazing. He would shake it off and take a step up. As the farmer’s neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up.

Pretty soon, everyone was amazed, as the donkey stepped up over the edge of the well and trotted off.

The Moral:

Life is going to shovel dirt on you, all kinds of dirt. The trick to getting out of the well is to shake it off and take a step up. Each of our troubles is a stepping-stone. We can get out of the deepest wells just by not stopping, never giving up! Shake it off and take a step up!

Think of a situation you are facing now. Why not try to change your perspective from, ‘it is not helping you’ to ‘it is helping you’ move closer to where you want to be. Does that help at all? 

  Changing your perspective is all within your power, bet you forgot how powerful you really, well just for a moment.

Source of story : UNKNOWN

Managing Superstars (answer posted by me on Linkedin :27.2.2008)

Terrence Seamon
Facilitating Change – Achieving Results
Managing Superstars
Do you have any superstars working for you? What makes them “superstars?” What, if anything, do you do differently when it comes to managing them? Why?
My Answer :

Hi Terrence,

Superstars are those employees who have the drive, determination, passion, and energy needed to move huge projects forward. But they’re not like other employees. You need to lead them differently if you want to take advantage of all they have to offer. You also need to watch out for characteristic quirks that can undermine their success: They sometimes set unrealistic expectations, work insane hours, and take risks to succeed at any cost. Without some savvy supervision, many can lose perspective and become obsessed, dysfunctional, and ultimately unable to perform.
Step 1 – Understand their personality type : in order to get the best out of them.

2.Lead them by Inspiring them and never by Commanding.
Involve them in making decisions and planning whenever possible.Provide them constant EMOTIONAL COACHING :praise them for the work done well.Though they pretend to ignore the pat on their back,they definately know their worth and won`t` respect you if you don`t acknowledge their contributions.

3. Tap on their creativity:To keep superstars from getting bored, managers need to create an atmosphere in which the employees can explore their own ideas.
Google, for instance, allows employees to spend 20 percent of their time each week on pet projects — which may or may not turn out to be profitable for the company.

“As a manager, you need to keep an open mind,” says Don Kosak, chief technology officer at search engine Lycos. “Remain receptive to new ideas because many times your overachievers will take problems and come up with solutions you never anticipated.”

4.One way to keep superstars happy is to determine their long-term goals, figure out ways to tie those into current assignments, and find projects that make them shine. During weekly team meetings, Pfizer’s Kern keeps staffers focused and interested in tasks at hand by associating the current project with their long-term career goals. Kern also holds periodic “folder reviews” with individuals who overachieve, using the time to coach the overachiever and talk about his or her career goals.

4.Make it known to them that it is safe to fail:Let them know that failure isin`t the end of the world.

5.Teach them to be Team Players:this is difficult but important…. Superstars aren’t perfect at everything they do — most usually they have an area of great strength that overshadows another area of weakness. By pairing people well, you help them overcome those weaknesses. Even mavericks who like working solo will notice that their work improves with the right match.

Develop a coaching culture. One method to get a superstar to participate in a group setting is to ask him or her to mentor or coach another employee and provide ongoing feedback.

IBM’s Top Talent Mentoring Program provides one-on-one coaching for employees who demonstrate the potential to become leaders. The company pairs a manager or executive within the company with an employee to learn their goals and identify opportunities for advancement. Then the executive provides regular feedback to help fine-tune skills such as leadership style.

Thanks for the wonderful question.

Shalini
https://nucoach.wordpress.com
http://yourrelationshipcoach.wordpress.com

Coaching Roundtable Sign Statement of Shared Values :training zone.co.uk

A major breakthrough in the coaching industry has occurred with key professional coaching bodies in the UK signing an agreed ‘statement of shared professional values’ at a coaching roundtable. This has defined the common ground in the codes of ethics and practices currently used by such bodies in the UK.

The statement gives all buyers of coaching services a clear frame of reference for the ethical requirements surrounding good quality coaching. Drafted by Robin Linnecar of Praesta, it synthesises the best ethical practice of all the professional bodies.

Neil Scotton, president of the International Coach Federation in the UK (UK ICF) commented: “This agreement clearly shows how the main professional coaching bodies are working together to build coaching standards and the coaching profession in the UK. It’s an important first step on a journey that will benefit all professional coaches and everyone they work with.”

Katherine Tulpa, chair of the Association for Coaching (AC) was delighted:
“We are excited by the possibilities that lie ahead for the Coaching roundtable. The statement of shared professional values hallmarks the success of how we have evolved as a group – one that is collaborative and coach-like, working towards a common aim.”

Gil Schwenk, chair of the Professional Bodies Liaison committee of the European Coaching and Mentoring Council – UK (EMCC -UK) added: “The Statement of Shared Values is another result of the ongoing collaboration between the coaching professional bodies. Together we increasingly share responsibility for the leadership of coaching and mentoring excellence in the UK.”

Statement of Shared Professional Values

This statement has been agreed by the coaching professional bodies in the UK who cooperate to enhance the reputation of the coaching industry. In the emerging profession of coaching, we believe that:

  • Every coach, whether charging fees for coaching provided to individuals or organisations or both, is best served by being a member of a professional body suiting his/her needs.
  • Every coach needs to abide by a code of governing ethics and apply acknowledged standards to the performance of their coaching work.
  • Every coach needs to invest in their ongoing continuing professional development to ensure the quality of their service and their level of skill is enhanced.
  • Every coach has a duty of care to ensure the good reputation of our emerging profession.

The following are fundamental principles by which we expect our members to operate:

Meta Principle: To continually enhance the competence and reputation of the coaching profession

Principle One – Reputation
Every coach will act positively and in a manner that increases the public’s understanding and acceptance of coaching.

Principle Two – Continuous Competence Enhancement
Every coach accepts the need to enhance their experience, knowledge, capability and competence on a continuous basis.

Principle Three – Client Centred
Every client is creative, resourceful and whole and the coach’s role is to keep the development of that client central to his/her work, ensuring all services provided are appropriate to the client’s needs.

Principle Four – Confidentiality and Standards
Every coach has a professional responsibility (beyond the terms of the contract with the client) to apply high standards in their service provision and behaviour. He/she needs to be open and frank about methods and techniques used in the coaching process, maintain only appropriate records and to respect the confidentiality a) of the work with their clients and b) or their representative body’s members information.

Principle Five – Law and Diversity
Every coach will act within the Laws of the jurisdictions within which they practice and will also acknowledge and promote diversity at all times.

Principle Six – Boundary Management
Every coach will recognise their own limitations of competence and the need to exercise boundary management. The client’s right to terminate the coaching process will be respected at all times, as will the need to acknowledge different approaches to coaching which may be more effective for the client than their own. Every endeavour will be taken to ensure the avoidance of conflicts of interest.

Principle Seven – Personal Pledge
Every coach will undertake to abide by the above principles that will complement the principles, codes of ethics and conduct set out by their own representative body to which they adhere and by the breach of which they would be required to undergo due process.

The Conference Board’s Work Life Leadership Council to Present 2008 Moving Into the Future Awards to Accenture and RSM McGladrey

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Posted on Wed, Feb. 27, 2008

The Conference Board’s Work Life Leadership Council to Present 2008 Moving Into the Future Awards to Accenture and RSM McGladrey

–WHAT: The Conference Board’s Work Life Leadership Council will present the 2008 Moving into the Future Awards to Accenture and RSM McGladrey at the 2008 Work Life Conference

WHEN: March 5, 2008 from 1-2:30 pm

WHERE: The Westin Buckhead, 3391 Peachtree Road, N.E., Atlanta, Georgia


BACKGROUND:

The Conference Board’s Work Life Leadership Council established the Moving into the Future Awards in 2002 to recognize leadership and innovation in responding to the changing needs of the workforce, workplace, and community in ways that yield positive impacts for multiple stakeholders. The purpose of this award is to increase awareness about these issues among the business community and provide organizations with replicable models for successfully addressing them.

The recipients of the 2008 Moving into the Future Award are Accenture for Future Leave and RSM McGladrey for WorkLife Coach-on-Call.

Accenture’s Future Leave is a self-funded sabbatical program that allows employees to take up to 90 days away from work. In this innovative program, participants can prepare financially for their leave by banking a portion of their paycheck during the preceding months. Accenture will continue to pay its portion of health insurance during the leave and, afterwards, participants return to the same job. Future Leave was developed after extensive background research on future U.S. workforce trends and employee feedback found a need for a leave program that would not negatively impact employees’ careers. The company has measured increased employee engagement and retention as a result of the program.

RSM McGladrey’s WorkLife Coach-on-Call gives all employees, anywhere in the country and at any level, free access to confidential work life coaching services from a professional life coach. Employees can schedule one-on-one sessions with the coach at their convenience on two designated days each month for time blocks of up to one hour in length. The Coach-on Call program enables employees to address their work life issues quickly and efficiently-so they can continue to be goal-orientated, focused and productive on the job. Employees report that they are staying with the firm as a result of the coaching they received and that their productivity has improved.

RSM McGladrey also received a Moving into the Future Award in 2006 for an initiative to incorporate work life goals into the company’s annual performance appraisal process.

Members of the press are invited to attend the 2008 Work Life Conference without charge. To register, please call               (212) 339-0233       , or email burnside@conference-board.org. A full copy of the program is available at: http://www.conference-board.org/worklife.

About The Conference Board Work Life Leadership Council

Since its foundation in 1983, the Work Life Leadership Council has identified emerging issues in the work-family field and has helped to shape and communicate appropriate business responses. The council, which meets twice a year, defines its mission as: “providing leadership and support to influence the business community to meet the changing family needs of its diverse work force and, thereby, enhance business success.”

SOURCE The Conference Board

The `HERO LEADER` (posted on Linkedin by me on :4/2/08)

The `HERO LEADER`
We all are aware of this vicious circle.However for the sake of getting everybody on the same page let me recapitulate it once more:
The circle begins with a crisis which leads to the search for a new CEO in whom all hopes are invested.The new CEO acts proactively and aggressively,and makes some dramatic short term improvements such as cutting costs and improving productivity.Everyone then falls in line to please the new CEO,who does not suffer fools gladly ! Employees comply rather than work hard to challenge the status quo,and a new crisis inevitably occurs.This vicious circle does not result in new thinking or organisational learning or renewal,or even growth and in turn feeds our desire to find new hero-leaders.
The Question:Do you agree here with Senge that little significant change can occur if it is driven from the top?and Top management buy-in is a poor substitute for geniune commitment and learning capabilities at all levels in an organisation?

 Harish Nair
Founder , Ragnar & Rearden Consultants

This was selected as Best Answer

Hi Shalini,

In the context of building a learning organization, Peter Senge has correctly identified the pattern behind the search for hero’s, the hero worship and how they leave the organization much weaker in its ability to affect structural changes long after they have gone.

All our movies, mythology and history is built around the concept of Heroes. While there have been exceptional leaders in all of these what is often masked or is not apparent is how the supporting systems and structures enables these guys to perform outstandingly. The contexts and social systems in which they operated too were much different. But revealing the complexity behind it all does not make for a great story. A great story where the hero overcomes all odds and emerges victorious and glides away with the heroine into the sunset appeals much more to our sensibilities. The same is therefore perpuated thru our books and movies and we are surprised when heroes fail.

The moot point here that Senge makes is to build learning organizations where every employee is genuinely engaged in learning rapidly. This learning capability is the only capability that can genuinely enable the organization to survive and grow amidst rapid changes in its environment and markets. And he talks about the five disciplines that together will enable building such learning organizations, in his book.

As far as top management buy-in is concerned, research would prove that it proves only a short-term burst rather than sustained energy to manage changes and grow. Any real change or progress is made when the leaders or the top management leadership engages with the employees at all levels and secures their buy-in. Hundreds of corporates have learned this lesson at a heavy price.

Regards,
Harish Nair

Clarification added 18 days ago:
research would prove that it proves only a short-term burst to be read as

” research would prove that it provides only a short-term burst’ ..Sorry.
 Shawn Slevin
HR and Human Capital Solutions Provider; Chair Swim Strong Foundation

Shalini
All of this is complex. Short term “gains” remain short term if there are no resources invested to build sustainability…and if there is no interest in building a culture of engagement. This is really the hard work and requires that all systems be aligned to achieve it. It’s an end to end process which includes listening to the voice of the customer; developing products that the customer wants; having a customer service philosophy that really serves the customer (what a concept!); celebrating talent in your organization; having the right operational systems in place for effeciency; having the right human capital systems in place to support your talent and organizational goals and at the other end, creating value for happy shareholders. No small order for any organization.
Thnx for asking
Shawn

 Vindy Hansra
Business Adviser, Consultant, Rainmaker

Measuring the level of change, whether small or large, is rather subjective. The change owner may view the criteria for success very differently from the subject of the change. This is often the case when the change is driven from the top-down, and compliance is often seen as the indicator of success. You could argue that a change is successful if the levels of productivity and satisfaction return to normal after a nominal period following the introduction of the change. The answer to the question is therefore more complex than a straightforward ‘yes’, and is perhaps better answered as ‘it depends’. It depends on whether sustainability of the change is taken into account also. It depends on the company culture; whether it is top or middle management that have a bigger influence over subordinates. It depends on whether or not compliance is good enough; a regulatory change that demands new ways of reporting will require compliance, whereas a move to a performance management culture will also require behavioural changes. Success in the latter is very often driven from within the ranks at line manager-level.

 Heather Stagl
Discover your path to organizational change and leadership

I would argue that significant change CANNOT happen without being driven — or at least significantly bought into and supported — from the top. People look to senior management for cues, however subtle, on what is important and what is not and modify their behavior accordingly. It is through top management buy-in that genuine commitment can occur, because without it, people lose hope.

At the same time, compliance is not the way to significant lasting change. I would hardly call someone who uses authoritarian short-term methods a “hero leader.”

Heather

 Pete “NetDoc” Murray
Owner and Visionary

Changing leaders will accomplish little if the reasons for the crisis are not identified and dealt with. The most effective leaders are those who INSPIRE others to do all the work, that is to figure out the problems and effect the changes needed. This takes a real commitment to empowerment and a giving up of control. It’s not so much that the leader has to buy in: the lower levels have to contrive a solution and the leader has to enable those changes. Sure, he may need to veto a change here and there, but if he is doing his job, he has inspired his team to greater heights.
 Matthew G. Sherman
Director of Mktg & Biz Dev at Welsh & Katz, Ltd., Change Agent, Mentor

Organizations require different leaders for different phases in their growth. A “Hero Leader” who does nothing more than chop operating costs can certainly drive change from the top, but as others have said, the company culture will eventually rebel and change will slow or reverse. Some companies certainly need “chainsaw” leaders, who come in to perform surgery. But these folks should not be embraced for the long term.

Change can be driven from the top and that change can be substantial. Employees want to be led. Afterall, we tend to be a big herd with a herd mentality. However, if you have a leader who leads by fear, an organization will likely lose every other top executive it has because those environments are no fun, are not engaging and suck the lifeblood out of good people. If executives begin leaving and middle managers begin losing faith in the “Hero Leader,” then line workers will lose their zeal for driving change.

Effective leaders set the organization’s course and then provide the tools and the encouragement to get everyone to push in that direction.

Hero Leaders or “saviors” can walk on water for awhile, but often their skill set is limited, their “playbook” is set in stone and their patience is hair-trigger short. These leaders eventually sink. The challenge for organizations is to determine when to cut them loose so they don’t sink the entire company.
 Claudia Del Giudice
Highly Motivated Marketing Manager

Hi Shalini,
That is a very complex topic and a great question!
I believe the process is not that easy, within a capitalistic system and in the reality, where the bottom line is profit. However, It is very interesting to capture the spirit of “interrelationship” of Senge systems theory and its long-term view: delays and feedback loops are very important: in the short term, you can often ignore them, while, they come back to you in the long term.
This basically leads to the ability to see an organization as a whole and to understand the interrelationship between the parts, seeing the organization as a dynamic process. He also underlines that: “Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs’ (Senge 1990: 139)”. People with a high level of personal mastery live in a continual learning mode: they never ‘arrive’.
I believe that seeing the organization as a dynamic process means you can look at little significant change from top or bottom as a cycle, where one change influences the other. In this perspective the genuine commitment and learning capabilities of top management can facilitate significant change together (not in substitution) with others. It happens something similar to personal change in human beings: if your vision (your top) changes, your values, your behaviors and the environment will change. The opposite is much less probable or, maybe, slower.

Claudia
 Ravindran Gangadharan
Technologist – Enterprise Information Systems

I would say a lot depends on how the leadership team ensures the holistic vision of success and harmony (if at all) is driven into the bottom half. I have had experiences when senior management would celebrate success, congratulate my team and praise my managers for reason unknown. Great companies generally infuse a sense of spirit across the depth and breadth and size and culture can be a challenge here (and that is why startups are fun to work for).

The Hear Leader might very well be a success, look at HP for example. But again, just like getting drunk one night does not take away the problems next morning (if anything can only make it worse), the Hero Leader should have the vision to turn around the company like a wheel than smoke his ideas to the roof.
 
 Jason Koulouras
Director at TSX – Head of Business Development (Market Data), LION, Six Hats Thinker, Open to New Connections

Any decision to bring such a person on by the Board of Directors (or others making the decision) is not to be taken lightly and only under circumstances where the organisation’s short term financial viability is in question and an aggressive change is required. I think of the person who has a heart attack, gets revived (aggressive action) but then needs to make committed change to avoid/minimise the next heart attack.

I think significant change is possible from the top and may be all that is available in the toolkit if the short term future of the organisation is in question. In the long run, buy-in is needed to sustain change and growth.

 Martin van Laerhoven
Consultant and Contractor

Hi Shalini,
I like to shine a different Light on this subject.
I disagree with the statement “That little significant change can occur if it is driven from the top” I also have to say that significant change does not always come from the top.

My experience is there are people in each organization who are willing to take on the management of change. They can be found in each part of the organisation and are really the drivers of change. They will introduce change them self or support it fully when properly introduced and felt to be necessary in the organization

Without them nothing would happen but with them and no support from the top no dramatic change could occur either. These are the people that act as if the company is their own and who are also willing to change themselves to get the results, sometimes these are the unsung heroes as they do not rely on motivation from the top but by their own motivation.

For this reason sometimes these people are also used and misused and their supervisor might take all the credit while he was only the instigator of change, these people made it happen.

Change in any organisation if it needs to be dramatic and complete needs the full cooperation of all levels and parts of the total organisation.
Martin

 Vijay Michael
An Optimistic & Energetic leader with “Business Development & Operations” experience in IT products and services

Hi Shalini,

Companies are like living beings which go through different stages from start-up moving to Infancy and so on. At every stage it requires a different set of leadership skills and CEOs are the specialists who drive the through a specific phase.

In this case the need of the hour was to overcome a crisis and the organisation needed someone to act and get things done. At times it is necessary to get all to comply to the companies immediate goals.

Now to answer the question. Top management buy-in ensures that any new strategy or company wide initiative meets with success. And it is good to be driven from the top to ensure clarity and focus.

Vijay
 Bryan Lund
Global Lean Mfg. Coordinator

Change will not happen if all that is expected is compliance. The two concepts, when considered seperately, cannot co-exist. However, if the top leader expects people to: 1) adhere to job standards, 2) assume that their job is to test the job standards, 3) correct any abnormalities from standard, 4) standardize the solutions, you can achieve COMPLIANCE and CHANGE. NOT easy, because this approach requires a long term approach, NOT a short term approach.

 Sundar Vanchinathan
CEO. Open Door Associates, Marketing Consultant

Shalini,

In an ideal organization where employees are passionately motivated from with-in and are courageous to voice their opinions, the change can arise from the employees. However, most organizations do not work in an ideal environment. I believe that in a ‘real’ organization the change has to be driven from the top while encouraging the employees to participate. If the leader in position has strong leadership values and does walk the talk, employees will not only trust and listen to the leader but also have the courage to challenge the status-quo.
Rose M Robin
Manager – Human Resources

Dear Shalini,
Yes I agree that a significant change shall occur if it is driven from the top… But this change shall set in with the existing culture of an organisation.

 Christian Aspegrén
Adviser to Global Growth Ventures  Facilitator V2C TopLinked.com

Hi Shalini,
A key word here is significant.
All significant change efforts must be driven from the top but there will be no significant change unless all key individuals in the organisation understands what the change requires from them and what the result will be and commit themselves to the change process. They will be responsible for the change, but permanent change will only be achieved if a more competitive modus operandi has been created. A top executive buy-in is often an excellent way to draw attention to the need for change.

Cheers

Christian
 Mathias Carvalho
Owner, Desmarins Mídia Digital and Internet Consultant

Hi, Shalini. Can we use Apple’s Steve Jobs’ career as an example that could prove/disprove this concept?

 Terrence Seamon
Facilitating Change – Achieving Results

The leader in this “vicious circle” that you describe is not a hero, at least in my book. Maybe their actions result in a turnaround and therefore saves jobs. That’s a good thing. But all too often, in my experience, these cost-cutters are really hatchet men whose arrival is the harbinger of a bloodbath.

A true hero leader would renew and revitalize an organization, turning it from a moribund place to one that is alive and dynamic.

Terry
 
 Sanjeev Himachali
HR Professional, Researcher, Motivator, Thinker, Career Coach and Human Relations Counsellor

I agree with this and I do see some cultural angle to this.
Let me explain to you. There is company which is in mess because there is no CEO in the company.
The management is desperate to hire a CEO because they want someone to take responsibilities and accountability. In other words, they are looking for some EXTERNAL person to take them out of the mess, because they believe in the proverb, “Ghar ki murgi daal brabar”. Here, the key words are RESPONSIBILITY, ACCOUNTABILITY and EXTERNAL MOTIVATION.
Once someone joins and implement some minor changes, then the company as well the management try to see this under microscope and it appear very large to them.
When they notice “positive change and effect”, all of them come together to take the credit. Thereby, they again push the company in chaos and mess.
I hope this analysis makes some impact.

Looking forward to hear from you.

Thanks and Regards
Sanjeev
 Tim Tymchyshyn (no one home)
Chief Bottle Washer in the Church of the Evangelistic Unwired and LinkedIn’s Bad boy

lots of companies like that in this world, where they succeed in spite of themselves
change comes from top down or bottom up nothing happens from the middle as they ae the ones mostly afraid for their jobs
 Doug Hering [LION]
Creative and Fun Strategic Leader with expertise in financial management, customer service, and inspiring teams

I think a lot of change can be top down. I left a company a while back due to the executive management and the culture that was created. Since I have left, new executive management has completely changed the culture and morale.