KB 62 Developing Middle Management

KNOWLEDGE BEANS [ A HUMAN RESOURCE NEWSLETTER ] ISSUE NO 62 | AUG 2013

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OD ENTHUSIAST’S ORATE - THE CHALLENGES IN DEVELOPING MID LEVEL MANAGER - Arvind Sontake Poor presenter - In a ‘marketing’ dominated world, the MLM has to articulate his ideas, viewpoints, challenges and proposals. He should present them assertively to seniors in various forums to garner their support. His ‘selling’skills are often found to be average to poor. Ability to remain cool - Situations are mostly provocative. MLM !nds himself therein quite often. He must consciously develop the ability to remain cool and be diligent in judgment so that he can ‘let go’ what is irrelevant and the desired outcome is the one as expected. Visionary planning - Since MLM is always engaged in !re !ghting, he can hardly plan for tomorrow. This results in quick !x problem solving. Robust planning and courage to say no tactfully to ‘out-of-plan’ assignments can greatly come to his rescue making him less stressful. The learning and development team of the organization should evolve be!tting training interventions to address the above issues culminating into developing vibrant mid level managers.

THE OD FOLLOWER’S ORATE STRATEGIES TODEVELOPMID LEVEL LEADERSHIP Jayanta Baishya

Jayanta Baishya is having twelve plus years of experience in various roles in pharmaceutical domain. He started his career as a

business o!cer for a large Indian organization and attained the position of Regional Business Manager in the span of 4 years. He explored the "eld of training capability, "rst with a multinational FMCG organization and then with a leading IT BPO in healthcare domain. Presently, he is spearheading the global training function at Sciformix. To be successful in the dynamics of today’s business world, leaders must revisit their classical views and build a new con!guration of attitudes and abilities. We are still perched on the edge of so called !scal cli" waiting for leadership to show up.The future promises to be more challenging, as leaders are forced to pick a path around unwritten regulations, unde!ned tax reforms and employee frustration coupled with lack of growth, potential loss of bene!ts and dimming hopes of retirement. Investment in leadership development - Leaders are born or made? The debate continues. However, organizations still need to invest in their best employees to develop and sustain leadership skills. Real leadership training involves exposing talent to an immersive leadership environment. It’s a huge investment, but it’s also a part of long termplan to build the best team. People will recognize the investment while both the business and the individual reap rewards. Creating a culture of collaboration - Rewarding individual success is necessary. However, only in a collaborative culture organizations will be able to develop leaders working together to bring other employees up and into the circle of leadership. Imbibing communications skills - Leaders are expected to be good communicators but too often that’s not the case. It is important to provide training where there is a gap and correct style mismatch before harm is done. Good communicators build trust and teams. Drive and sustain accountability - Leaders must be accountable. They must own up problems they need to solve and own up their failures in order to be credible when it comes to claiming success. Be human and reward emotional intelligence - As organizations work with emerging leaders, one must stay focussed on helping new leaders hone their emotional intelligence. Leaders need be human !rst! Thus, the challenges for the senior leadership to develop mid level leaders include:

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