Tuesday, May 8, 2012

What to do when your BOSS taking away your credit?

What to do when your BOSS taking away your credit?

People leave Bad Bosses not the Organization.
What my BOSS supposed to do?
All Boss has roles and responsibility to play in the organization, if he/she delegates the entire work to you and you performed all the work extremely high quality and at the end of the day your BOSS takes the entire credit that is when we need to read below topic…!

The fact of the matter may be that you are fantastic. But the boss is sucking off your accomplishments by always emphasizing how much you need his or her help.
Under the Little League boss, you are not allowed to grow up. And if you do decide to leave the nest—no matter what you’ve done for him or her—you are, of course, an ingrate.

But it is just as likely that if you don’t leave on your own, you will ultimately be thrown out. Inevitably, as you gain experience, you will start questioning Mom or Dad’s judgment too much! Since this type of boss cannot bear the loss of authority, you become too expensive, psychically, to keep.

The truth is, there are no families in organizational life. And if your boss is the type who says, “We’re family,” skepticism is the only intelligent reaction.

In his 1984 autobiography Iacocca, Lee Iacocca’s portrait of Ford chairman Henry Ford II offers another example of a one-way user. Iacocca points out that Ford fired him after two of the best years in the company’s history—and not without
trying hard to ruin Iacocca’s reputation first.

Why this treatment of someone who had made Ford a great deal of money and earned the company a lot of acclaim?

Iacocca suggests that Ford’s vanity was a key factor. Iacocca believed that he was getting too much applause in arenas that Ford wanted to keep for himself— Europe and Wall Street.

Iacocca recalls one meeting with Wall Street analysts and bankers in particular. According to Iacocca, Ford was tipsy, stood up, and “actually started to babble about how the company was unraveling.” Iacocca took the floor after him in order to save face for the organization—an act, he says, that “may have been the beginning of the end for me.” The next day, Ford dressed Iacocca down for “talking to too many people outside”

Few BOSSES because of their selfish nature they will go out of their way to minimize your work and deny you the recognition you deserve, because they want to keep all the credit for themselves. If a boss like this has his or her way, your  achievements will be a well-kept secret. Your efforts will do nothing at all to enhance your brand.
 your ideas. All bosses will use you. The question is whether you are smart enough to use them to build a great reputation. In their eyes, you are primarily an instrument to help them further their own careers. The real question is whether or not you are smart enough to use them as well. And what you want to use them for is to develop a reputation as someone who is destined for higher things. 
Recognize the kind of boss who is a one-way user and who will do nothing to help you build your own brand, and then find a way to move on.

No one who is hoping to build a brilliant career can afford to work for a boss like this for very long. If you report to someone who is too selfish about his or her own brand to allow you to build your brand, it is time to move on.

Untill you move what can you do …
a) Take every opportunity as a learning opportunity to grow and learn in the industry. Every individual will get his/her due worth somewhere. Be optimistic and look for growth, knowledge and some other opportunity will come which is more
suitable if there are nothing much can be done in the current setup if BOSS is highly influential or owning the family business

b) Discuss with the BOSS each and every opportunity and record. Higher boss involvement would be much more beneficial.

Define and communicate the roles and responsibility about the tasks and involve most of the peers including super BOSS.

c) Document and communicate often with all the stakeholders. Do the homework in private and broadcast in public.

Homework should be thorough and peer review is only allowed.
d) Look for public opportunities where you can demonstrate your ideas. Your work and do it often in the organization or external forum where it is obvious that you are the person who is the main driver for your departmental growth not your
boss.

e) Be assertive and speak up when we should, if we keep quite , it will indicate that we are happy with the activities at hand.

The moment we speak up thing started changing.
Although you have documented all the artifacts about your performance for the whole year some time it does not help if your BOSS is highly influential person. Individual should not lose hope, continue to contribute and look for the opportunity to demonstrate high contribution and continuous value addition.
If your boss is a monster, the job may be worth the pain if it is truly broadening your horizons and allowing you to add substance to your personal brand. If, however, the boss is a monster and your horizons are as narrow as his or her mind, find a better job.

You probably also have to allow your boss to claim some of your work as his or her own. You may even have to put up with a particularly annoying sight—your boss behaving as if he or she is actually a highly creative person, now that he or she is armed with
If the relationship is simply that the boss uses you for your brains and accomplishments, and you get nothing in return but a paycheck, you need to look for some other nest! When you stop learning from your boss and your experience and stop adding to your reputation, it is probably time to move on. And if the organization is not willing to move you up, it’s time to move yourself out.

A introspection into the Organizational Business Process?

A introspection into the Organizational Business Process?

A Organizational Business Process is a set of functions in a certain sequence that delivers at the end a value for an internal or external client. It is a flow of execution of certain steps to achieve certain goal with an execution speed.

This means every process is a defined subset of an overall organization.
Each organizational unit is assigned to a responsible person, who is generally called the “process owner.” Because the process delivers a value for a customer, its Performance can always be measured on the basis of this value.

The result is a customer-focused organization because the customer basically sets the metrics by which the process performance is measured. It can react quickly to the market since trends are reflected in changing customer requests.

Every function in a process can again be interpreted as a process by itself, a so-called subprocess. This subprocess is triggered by the previous subprocess (or the overall starting event) and delivers a result of value for the next subprocess (or
the final customer and his processes, if it is the last subprocess of an end-to-end Organization Focus: Who (people, departments, enterprises, etc.) is involved in the process?
• Functional Focus:
What functions are carried out within the process?
• Data Driven Management:
What data (information) are needed or produced in the process?Deliverables: What are the deliverables of the process, why do I need it?
• Control Mechanism:

How do all those views fit together, that means who is doing what by means of which data to produce which deliverables and in which logical sequence are the functions carried out?
process). Such a hierarchical decomposition of a process allows increasingly higher detail of examination of the process.

However, the key is to start with an end-to-end view, ensuring an overall process orientation. Manager in the organization is the inspector who monitors those process capabilities with effective measurement and work for continuous improvement.

Process innovation is the key for an excellence execution capability.
Organization should have model which explains that a business process can be described from five different areas:

When can i ask to Double my Salary!!?

Everybody wants to get more money. But interest can be satisfied in multiple ways. To start the negotiation for salary hike, the value we add to the organization has to demonstrate with greater tangible way. How can we differentiate our contribution with others in the same organization? If we are contributing significantly with greater responsibility we should be in a position demand for greater salary hike.
 

Does the company really need me? Compare with someone with similar expertise/experience/skill set that can take my position easily?

Would it take long time to train my roles/jobs if someone, he/she takes over me?

Would operation suffer significantly if i leave today?

Would it possible for my organization to hire someone easily with same skill/experience and same salary like me?

How my skill sets value in outside market?

Will i be able to get the job outside with better pay and with better working condition?

Will i be happy with my skill set somewhere else?

Can i sustain without any job for long time?

Can i get the non-cash benefits, Perks, more valuable than salary if Organization cannot pay huge cash benefits?

If all the above questions are answered as yes, than we can go ahead with the aggressive negotiation with the current organization. We should not be shy in asking for high salary.

Can we answer below question with all “YES”?

How can we move from Cost cutting mode to Value

Growth and New Business generation are the real issue for the organization. To achieve both if we concentrate on Value creation the rate of progress will be significant.

Let us look into below areas.
a)
How we are performing as on today?
Organizations must be assessed on how well they improve performance across a wide variety of dimensions, such as quality, cost, cycle time, productivity, and profitability.

b) In terms of Adaptability, how well we are doing?
Organizations must be assessed on how well they anticipate industry change and initiate and manage industry transformations. This is dramatically different from managing to enhance performance in an existing industry or being the “best of breed” in a given industry segment.

c) Where are the Opportunities?
Organizations must be assessed on how well they create new businesses, pioneer new markets, and discern and communicate strategic direction. The defining challenge for organizations aspiring to global leadership is their capacity to identify, create, and exploit fundamentally new business opportunities that do not exist in today’s industry.

d) What is the capacity of my organization to anticipate and manage the transformation of the industry?
Unless managers seriously challenge their capacity to understand the project industry change, they are destined to be followers rather than leaders.
Organization has to come up with different steps to address above areas.

1. Understanding the environment.
2. Competing to win in the marketplace.

Organization need to rethink the logic underlying their business portfolios as well as their price performance assumptions in each business.

While firms are coping with the performance and adaptability gaps, they have to address simultaneously the
 
1. Managing the aspiration level.
2. Leveraging resources.
3. Creating new competitive space.
4. Energizing the whole organization.

Managing the Aspiration Level:
Organizations can accomplish unprecedented achievements when they are motivated to do so. Therefore, a fundamental challenge for top managers is: How can they foster a high aspiration level in terms of a strategic intent, so that their
organization will push or entice its members to strive for goals that are beyond all prior achievements?

Motivation for change results from an aspiration or broadly defined goal that all employees can identify with and feel committed to. Aspirations must represent a stretch; they must exceed the current resources of the company. Therefore, by
design, strategic intent must cause a “misfit” between aspirations and current resources/current approaches to using resources. The aspiration must focus the energies of the organization toward building its position in the marketplace through
internal business development and marketplace innovation. This can occur when the business team finds a way to change the rules of the competitive game in a particular industry setting.

Leveraging Resources:
A high aspiration level (compared to the resources available) leads to the need for resource leverage. Thus, another fundamental challenge faces managers:
How do they acquire and use resources most effectively to generate new marketplace opportunities?

The process of resource leverage is best accomplished through defining and developing a
strategic architecture. A strategic architecture necessitates identifying and fostering core competencies and core products.

Creating New Competitive Space:
An internal capacity to leverage resources is a prerequisite for inventing new businesses. This may be called

Creating new competitive space and managing growth efficiently are the essence of “competing for the future.”

The commitment to create new businesses requires:

A framework for identifying new opportunities.
A break with the organization’s old ways of looking at the world.
A focus on functionalities rather than on current products and services.
A dramatic altering of the price performance relationships in an industry.
creating new competitive space. The required management skills are different from those needed to compete more effectively in existing businesses. The strategic intent is to shape a new business context, to provide unique offerings or solutions for customers.

Energizing the Whole Organization:
This new approach to managing strategically is not just a technical task or a senior management task; it is a task for the
members, at all levels, in all functions, and in all countries. One key step is to develop a shared mindset and shared goals.

Another is to develop strategies for competency acquisition and development.
Senior managers must therefore focus on these questions:
How do we stretch the imagination of all employees?
How do we challenge the organization?
How do we enhance the motivation of individuals and teams and link them to the corporation’s aspirations?

Strategic Intent:
Strategic intent is the articulation of the organization’s aspirations. It provides a means for stretching the imagination of the total organization. It creates a Focus for developing “barrier-breaking” initiatives such as identifying radical new directions for investigation of business opportunities. It provides a way of creating an obsession with winning in the marketplace that encompasses all participants at all levels and functions of the organization.

Core Competencies:
A strategic architecture allows managers to identify

How does an organization identify its core competencies? Three simple tests or sets of questions can reveal the key

characteristics of core competencies:
1. Is the competence a significant source of competitive differentiation? Does the competence generate distinct value and
benefits for customers? Core competencies manifest themselves to customers in the form of the firm’s products and their
attributes.
2. Does the competence transcend a single business? Does it cover a range of businesses, both current and new? A core
competency should provide access to a variety of product marketplaces.
3. Is the competence hard for competitors to imitate? Is it difficult for others to learn how the firm does what it does?
which core competencies they have and which ones they need to develop. Core competencies reside at the heart of the process of leverage and the creation of new business opportunities.

Competence = (Technology × Governance process × Collective learning)

Strategy must be aimed at growth; growth must be the new agenda for corporate management. Dramatic growth will not take place if the focus is on technology alone; it will take place only if the focus is on competencies, with technology as a component and as a result of all creation of Value to the customer.

whole organization. The role of top management, therefore, is essentially one of energizing the entire organizational
They must profitably deploy resources to create new markets and new businesses and establish a broad strategic direction.

How Value Creation is coming into picture? How organization can tap the various opportunities?

Organization need to look into the below areas.
opportunity gap. How are they going to initiate new business opportunities that lie outside the purview of their current product portfolio?

Strength Based Management




Arnold Schwarzenegger “ Strength does not come from winning. Your struggles develop your strengths. When you go through hardships and decide not to surrender, that is strength.”“ My relationship to power and authority is that I’m all for it.

People need somebody to watch over them. Ninety-five percent of the people in the world need to be told what to do and
how to behave.”

People are pretty good at ensuring they operate in a manner that allows them to leverage their strength. Great leadership starts with a fundamental awareness of self, own strength. The core platform that enables these leaders to be seen as
compelling and trusting to others.

Manager has to know the Strength of the team so that he/she can leverage the strength to get the maximum value out from team. When people work in a great team they feel energize and insulated from the wider difficulties a company may be experiencing.

The climate a leader creates has a direct correlation to the results and employee engagement. Equally, Investors in People remains a useful diagnostic tool for identifying strengths and weaknesses in our current approach to leadership and for us it has highlighted inconsistencies in certain areas in relation to the application of people management policies and practices.

Leaders will want to exploit competitors’ weaknesses whilst maximizing their own strengths.
Strength based thinking seems obvious when we stop to consider what makes people feel strong at work. Of course it makes sense that we might focus on the things we do well and perfect them. And yet we would be wrong. For the most part Organization reference strength but instinctively talks much more about weakness: the things that do not work. It is no surprise that we think like this. Deficit based thinking about excellence is everywhere around us.

Creating a more positive strength based environment can be tackled by looking at the system or changing the way people and teams think. The former is significantly harder in planning and executing since it is system wide and require strategic planning and broad support. Out thinking was that in addition to building awareness and confidence in how they manager the strength of their, enhance and ultimately draw on their strength for the benefit of the job and performance.

Manager should have ability to analyze and find the team strength and engage all the team members. Team should build on team strength where individual’s strength also attached and every member can feel for the contribution.

From strength came self-confidence, and from self-confidence came openness.
Managers need to continuously assess and enhance their skills. This involves
Knowing their current strengths, identifying the areas in which they need to
grow, and then making a commitment and developing a plan to increase their
Capabilities.

Reflect on your coaching skills by answering the following questions:
v
Which competency area is your strongest skill set?
v
How can you leverage this strength without overusing it?
v
Which competency area is your weakest skill set?
v
What can you do to develop stronger skills in this area?

Manager should ask team members
Which of your strengths provide the building blocks for your long -
term career success?

It has been discovered that it is, indeed, possible for us to accelerate our development as a leader. While I would be the first to admit that leadership development is partially contingent upon a few variables that are beyond our control, such as the availability of unique job assignments, at the same time certain influential factors lie directly within our control. By learning how to manage these factors, we can discover how to leverage our strengths as a leader, more quickly prepare our self to take on broader leadership responsibilities, and make a bigger impact on our company ’ s performance. What is more, it is possible to do all of this without shortchanging the effectiveness of the development process.

Over the last few years there has been a lot of discussion regarding the value of using a “ strength – based approach ” to development planning. This approach is based on the premise that over the course of many years each of us has developed certain core strengths. Given this, does it not make more sense to select career targets that maximize your strengths, rather than waste time attempting to work on converting your weakest areas up into strengths? The answer is that it depends on the situation. The best of all worlds is when you have selected a career target that will employ only your strengths.

Unfortunately, the more common situation we are likely to encounter is one in which at least some of our weaknesses must
also be addressed to meet the minimal performance standards for those desired positions.

A new trend in career advancement is to build a personal brand. Understanding your basket of strengths forms the basis for developing your personal brand (or, the brand called you). Your identity as shown on the Internet, including social
networking sites such as Facebook, is also part of your personal brand. Your personal brand makes you unique, thereby distinguishing you from the competition.31 Perhaps your brand will not reach the recognition of Nike or Rolex, but it will help develop your reputation. Your personal brand also helps you attract people to accept your leadership.

Concentrating on the strengths of group members. An axiom of effective leadership and management is to make good use of the strengths of group members rather than concentrating effort on patching up areas for improvement.

The effective leader helps people improve, yet still capitalizes on strengths. A team member might have excellent interpersonal skills, yet poor technical skills. It would be best to assign that person a role that emphasizes interpersonal skills, while at the same time helping him or her improve technical skills.

Marcus Buckingham emphasizes that capitalizing on each person’s unique pattern of skills saves time because group members are not laboring at tasks outside their capability and interest. The manager might even develop a job description that best fits each employee’s uniqueness. Suppose you are the manager of a call center, and one staffers is great at calming down angry customers. Other call center members are then asked to refer customers who have gone ballistic to your team member who can handle the rage well.

A successful example of capitalizing on internal strengths took place when Hewlett-Packard Corp. regained the lead over Dell Inc. in PC sales. Within weeks after arriving at HP to run the company’s PC business, Todd Bradley concluded that HP was fighting Dell on the wrong battlefield. HP was mobilizing its resources to compete with Dell where Dell was strong, in direct sales via the Internet and phone. Instead, Bradley decided that HP should capitalize on its strength—retail stores where Dell had no presence at the time. Bradley worked on better distribution of the PCs along with building better relations with retailers. (An effective leader never neglects relations.) As a result of capitalizing on the retail strengths, HP reclaimed its number 1 position in the sale of personal computers.
Build upon strengths that already exist and find ways of working with or around weaknesses.

The key to effective leader development is not filling in gaps in competency, but nurturing a unique and genuine approach to leadership. Consider too
the importance of continuity in the change process – there may be a time and place for dramatic transformation, but in the majority of cases a more subtle and considered approach that builds upon existing individual, group and organizational
capabilities is what is required.

Making Leaders…Methodologies

Every Organization has their own Leadership Development system. Many Organizations are producing more number of CEO as their Leadership Development programs are well structured.

Leadership Development is a critical function to any Organization. Organizations spend significant amount of money for leadership development machine. Success of these programs depends on many factors depending on the Organizational Strategy, Vision, Mission, upper management involvement, Commitment etc.

Organization development in house, external program to develop and build next generation leaders.

There are various way Organizations develops leaders. What are the common best approaches which can be helpful to any individuals?

these lists are proven and using by many Organizations.

  • Leadership Development Methodologies:
  • Accelerated Promotion
  • Cross-Functional Rotation
  • 360-degree feedback
  • Simulation-based learning
  • Role-Play
  • Team Building
  • Facilitated Discussion
  • Experiential Learning
  • Exposure to key executives
  • Formal coaching and Mentoring (Internal)
  • Formal coaching and Mentoring (External)
  • Individual development Plans
  • Internal Case studies
  • Distance learning
  • Leveraging internal faculty
  • Action Learning
  • Executive MBA programs
  • Exposure to Strategy Planning Process
  • Global Rotation
  • Informal coaching/Mentoring(Internal)
  • Informal coaching/Mentoring(External)
  • Leadership Development programs
  • Outside Consultants
  • Others