In the last few weeks, I have attended two workshops on 'high performance organisations' and going by the veriety of participants it appears that this is the buzz word now. While there are many habits of high performance organizations, Mr Mali Mahalingam who conducted a workshop chose to talk about commitment of leadership, and a culture that instils a deep sense of urgency; where Managers play pygmalion, have robust dialogues, and focus on strengths. To elucidate these habits a number of examples, case studies, quotations, and group activities were offered and every minute was well spent and I enjoyed the workshop.
On reflection, the single most important reason, in my experience why Indian companies fail to be high performance oranizations, is the lack of authentic leadership. Leadership generally pays lip service to many 'people management' essentials while continuing to live in ivory towers. Achieving the balance between people and results, or between quarterly performance and sustainability are mostly in the top leadership domain, not given any importance, mainly because people in top positions ( can we call them leaders? that is a different discussion!) are insecure, self centred, and looking forward to events for immediate gratification.
My brother in laws new book is a refreshing and essential read in this era of living in the clouds when the real need is to have ones feet firmly in the ground. Do have a look the book
http://goo.gl/KdXn5O and his website http://goo.gl/zkPWa0
Maybe it is a cynical view, I think it a view formed over many years of observing and toiling in the world of business and generalizing what is most common.....It will help a great deal if you write in to share your views and experiences. Start thumping out your comment..now !
On reflection, the single most important reason, in my experience why Indian companies fail to be high performance oranizations, is the lack of authentic leadership. Leadership generally pays lip service to many 'people management' essentials while continuing to live in ivory towers. Achieving the balance between people and results, or between quarterly performance and sustainability are mostly in the top leadership domain, not given any importance, mainly because people in top positions ( can we call them leaders? that is a different discussion!) are insecure, self centred, and looking forward to events for immediate gratification.
My brother in laws new book is a refreshing and essential read in this era of living in the clouds when the real need is to have ones feet firmly in the ground. Do have a look the book
http://goo.gl/KdXn5O and his website http://goo.gl/zkPWa0
Maybe it is a cynical view, I think it a view formed over many years of observing and toiling in the world of business and generalizing what is most common.....It will help a great deal if you write in to share your views and experiences. Start thumping out your comment..now !
