HBR: If Your Leader Departs, Preserve the Company’s Story First – My Comments

(Image source HBR)

Original article – If Your Leader Departs, Preserve the Company’s Story First 

Nice post Ty Montague,

The issue with some companies is that they find it difficult to separate ‘Person’ from ‘Narrative’. They tend to view it as a Chicken and Egg situation and start giving lot of importance and space to the person than the narrative. What happens next ?- you’ve aptly described it ‘The board and shareholders, enjoying the dizzying ride, are happy to look the other way if some of his antics sometimes seem… unconventional’.
This brings us to the question – why does this happen? Is it because it is easier for the press and people in general to symbolize the new way or wave using a person?. The danger is, when the wave starts by doing the right thing for the company, by challenging status quo, after a while it turns to doing the right thing for the persons image and hence challenging status quo and logic.
– Ramesh Ramakrishnan

#HBR Connect, Then Lead – My Comments

Image Source: HBR

(Click on the image for the original article)

My Comments:

The command and control type of organisations ( including military) over decades and centuries has led to many people adopting this fear tactic in order to get things done – so this forms a ‘Push type’ approach to get things done in a ripple effect.
In a network based era which is emerging, creativity is key & tapping into various skill-sets across boundaries where people are really good at and are passionate about something, such fear tactics don’t work, it pushes people away. ‘Pull type’ approach works where there is warmth, where one is fair and firm at the same time, this helps you create space and move forward. And this is the mindset that Millennials appreciate. When you engage with them, you can see resonance, when you are cold or try fear tactic you simply enrage them and you’ll see dissonance.

As Deepak Seth rightly points out (above), socio-cultural context is critical and I believe the Millennials have an advantage of testing the waters through social media by understanding and acknowledging such differences, but of course there is a lot to learn. Key to everything is to have an open-mind.

– Ramesh

#HBR Can You Overdo People Skills? My Comments

Image Source: HBR

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Robert & Robert, great post

Being a caring leader is about caring for the people & issues together not people or issues (this or that approach). Avoiding talking to the person or soft-pedaling is a ‘this or that approach’, one can still be firm and flexible by talking about the issue in time in a particular way where the person absorbs/embraces the point/issue and moves forward or moves out.

Being firm & flexible at the same time is key, just being firm without being flexible will only make the ecosystem brittle, and will look solid till cracks begin to appear.

– Ramesh

#HBR The Most Effective Ways to Make It Right When You Screw Up My Comments

Image Source: HBR

Great post Heidi,

We would have heard the expression, people tend to judge themselves based on their intentions and others based on their actions, the same gets amplified when they make a mistake.

The most important aspect is to own it up not side step it, understand/acknowledge the impact not ignore/belittle the impact, find a solution and move forward not blame the other person/situation and move backwards. When relevant action follows what you say in such situations, you engage and solve, else you enrage and snowball (the issue).

– Ramesh

#HBR If Your Mobile Strategy Can Win Here, It Can Win Anywhere #MobileStrategy – My comments

 (Image source HBR)

Great article Morra (Original Article)

You’ve captured critical aspects of relationship building and at the same time addressed the limitations/perceptions and quality (spam) issues of mobile media. More often than not, people/companies look at mobile strategy in isolation and look at ROI in isolation. Am glad you captured the essence of mobile as an enabler/amplifier of other channels (on the ground connect)as well.

Adoption comes from within, but the trigger to adoption is when there is resonance, trust and continuous value. Here is wishing you all the best for your contributions towards making this world a better place.

#HBR: Why Successful Companies Stop Growing : My Comments #Leadership #Strategy #Success #Startup

Original Harvard Business Review Blog: Why Successful Companies Stop Growing 

Great post Ron

Most companies have pockets of employees that are either buzzing with energy or lack it. Typically what we notice in start-ups, where people look for feedback externally in order to start up the company and grow ( progress in their career), whereas in some pockets of established companies, employees tend to look for feedback internally to progress their career internally. The former brings market relevance, the latter brings internal relevance, and when this is left unchecked it spreads across leading the company to a wall.

Also this boils down to the culture of an organisation, some try really hard to maintain the start-up culture like google. Innovation and new ideas within start-ups tend to be easier as it is mainly based on market dynamics, and in some existing companies such ideas tend to be picked up based on internal structures/cannibalisation of existing offerings – of course its not an easy balance, but I guess some companies are doing it.

While the founder of Kodak, George Foreman managed to embrace a new trend at the right time twice (once when he turned down profitable dry-plate business to move to film and then when he invested in color film even when their black and white business was doing well), the successive CEO’s managed to stay on the same old trend and failed consistently ( Read more: http://blogs.sap.com/innovation/sales-marketing/social-networking-could-have-saved-kodak-032300)
My blog covers this topic
Titanic, Icebergs And Network Leadership (http://blogs.sap.com/innovation/innovation/titanic-icebergs-and-network-leadership-033027)

Making Management as Simple as Frisbee #HBR #Leadership #Networkleadership My comments

Original post from Harvard Business Review

Dear Steve, Great post.

There are 2 keys aspects when we relate Frisbee-Organisation
1/ Network mindset shift: A person throws the frisbee and the dog spots it and takes action; whereas in an organisation, the market throws many frisbees and relevant employees need to see it  and take action. In the digital era with information flowing through different networks, its critical for employees mindset to change towards actively building networks and picking up signals as well instead of relying mainly on old methods.
2/ The changing nine dot puzzle: We are familiar with the ‘Nine dot puzzle’, different ways of approaching it, out-of-the-box thinking etc related to it. In todays situation, the frisbee is not a nine dot puzzle, from the time it was spotted to the time you catch this frisbee, it has changed. So the network should continuously keep many eyes on it and also think/interact about the possible form in which the frisbee will change and build a fluid solution.
My latest blog touches a little bit on Network Leadership – Titanic, Icebergs and Network Leadership – spr.ly/6010k9qq 
– Ramesh
Twitter Ramesh_Ramki
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