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2. www.mercer.com Changing role of leadership Straight talk… June 10, 2009 Ravichandar, R. Padma Managing Director, Mercer Consulting India

3. 2 Mercer Times…they are a changing “An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves.” “A company’s purpose is to become the-best-version-of-itself. The question is: What is an employee’s purpose? Most would say, ‘to help the company achieve its purpose’—but they would be wrong. That is certainly part of the employee’s role, but an employee’s primary purpose is to become the-best-version-of- himself or herself.” - Matthey Kelly

4. 3 Mercer Internal organizational excellence = Deepest “Blue Ocean”  A “Blue ocean” is by definition very profitable and will be quickly copied.  “sustainable blue ocean ” = Internal organizational excellence  Organizational excellence is far more difficult to copy.  Organizational excellence = leadership in the marketplace  Internal organizational excellence = “Brand inside” B(I) > B(O) B(I) > B(O)

5. 4 Mercer — Lou Gerstner, Who Says Elephants Can’t Dance?  “If I could have chosen not to tackle the IBM culture head-on, I probably wouldn’t have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”  [Yet] I came to see in my time at IBM that culture isn’t just one aspect of the game—it is the game.”

6. 5 Mercer Leadership development isn’t working! It is Leadership development that is needed to create changes in leader behavior It is Leadership development that is needed to create changes in leader behavior But, behavior is shaped and influenced by organization context But, behavior is shaped and influenced by organization context And organization objectives, structure, rewards, are always more powerful than the are always more powerful than the influence of leadership development efforts And organization objectives, structure, rewards, are always more powerful than the are always more powerful than the influence of leadership development efforts While organization's vision, strategy, client SLAs and individual KRAs are articulated & implemented articulated & implemented While organization's vision, strategy, client SLAs and individual KRAs are articulated & implemented articulated & implemented

7. 6 Mercer How can leaders build their capacity as a group? What are the business Critical projects that can be used as learning tools? What are the organization’s strategic imperatives? © Mercer India 2009. All rights reserved. BuildingTeamLeadership Piecing it together

8. 7 Mercer Leadership Pipeline: Strategic roadmap for learning leadership Based on material from the book The Leadership Pipeline, by Ram Charan, Stephen Drotter, and James Noel

9. 8 Mercer Knowing Self Leadership development as a continuum not a series of standalone interventions Our Leadership Development Menu Role of the Leader Managing Performance Developing People Teamwork & Collaboration Leading Change Individual Coaching Action Learning Projects Team Building In-between modules Peer Coaching Leadership Development Programs (by passage in the pipeline) Delivering business, team and personal results 360 Feedback MBTI Learning Styles Thomas Kilman Conflict Inventory Leadership Derailers Assessment & Feedback Assessment Centre

10. 9 Mercer Is Downturn an opportunity to develop strong leaders? The role of intense experiences is a crucible in shaping the abilities and attitudes of leaders at an individual level. We believe the current economic crucible is a perfect opportunity to forge the strength of collective leadership to lead not just in the best of times or in the worst of times – but at all times! Thank you! Ravichandar R Padma Managing Director Mercer Consulting India

11. 10 Mercer Warren Bennis has talked about the role of an intense experience, which he called “a crucible” in shaping the abilities and attitudes of leaders at an individual level. We believe the current economic crucible is a perfect opportunity to forge the strength of collective leadership to lead not just in the best of times but in the worst of times.

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