The

Young And
The

Clueless

Break The Pattern

Delaying a promotion can sometimes be the best thing a senior executive can do for a junior manager
As a young manager rises through the ranks, raw talent and ambition become less important than the ability to influence and persuade Hence, unless Emotional Competence is given due importance, these young turks might fail !

Golemans Emotional Intelligence model

Plan of Action
5 Strategies to boost emotional competencies and enable managers to build effective relations.
Deepen 360 Feedback

Cultivate Informal Networks

Interrupt the Ascent

Institutionalize Personal Development

Act on Your Commitment

Deepen 360 Feedback

See yourself as others do

New Approach
Traditional feedback is not enough Holistic feedback helps to develop self awareness Include follow up conversation Extensive & Multiple source feedback Ongoing process

Interrupt the Ascent

Take a detour

Purpose
Command and control mentality not enough Stray away from comfort zone

Leaders more than just good problem solvers

Do not undermine importance of social interaction

Action
Cross domain training Low authority roles

Develop negotiation skills

Building relationships

Steve Jobs
Co-founded Apple at the age of 20

Got fired from the same company at the age of 30

Commonly believed that the reason was his dictatorial and egoistical attitude

Transformation
Returned to Apple having wised up, created best selling products like iPod, iPhone, iPad etc. with the technology developed under him while he was away Apple is now among the highest valued, best run and voted among the best places to work for corporations in the world.

Act on Your Committment

Competencies arent optional

Approach
Superiors should not only point out the emotional competence shortcomings, but should also follow through Accountability must be decided

Action
It may involve taking extreme steps All in order to develope much needed competencies

Across the structure

Change starts right at the top Organization follows

Setting up goals Communicating properly

Institutionalize Personal Development

Make it Count

Approach
Weave interpersonal goals into the fabric of the organization. Helps in early recognition of potential problems

Criteria for promotion includes behavior as well as technical ability

Employees know what is expected of them, what it takes to advance in career

Industry Insight - INFOSYS

A team called Professional Skills Development has been formed to focus on behavioral competency development ILI: Infosys Leadership Institute Nurtures leaders and advances the field of leadership development Model consists of seven key performance dimensions.

Leadership Model
Strategic Leadership

Entrepreneurial Leadership

Change/ Adversity Leadership

Relationship/ Networking Leadership

Key performance dimensions

Operational Leadership1

Content Leadership

Talent Leadership

Cultivate Informal Networks

Build relationships

Approaches
Mentoring Gives junior managers a chance to experience different leadership styles Mentoring serves two purposes Career Functions and Psychological Functions

Peer Networks Need not be confined within organizational boundaries Having a trustworthy confidant in the time of stress is helpful Helps in personal development

Industry Insights
How they did it!

HUL
70-20-10 model for developing its workforce Top management at Hindustan Unilever invests anywhere between 30 to 40% of their time in grooming and mentoring leaders for the future Leadership Differentiation Tool (LDT), a 3x3 grid of performance vs potential to differentiate amongst its talent pool

You need to be delivering great performance, but just that is not sufficient. The demonstrated behaviors or Standards of Leadership as we call them at Unilever, will also determine your potential for future growth and success - Executive Director HR, HUL

How?
Hot Jobs for Hot People It also incorporates job rotation Access to coaches; both external and internal

Thank You !