Developing Leaders through Conversations

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Developing Leaders through Conversations
Dr. Anil Rao
Paila,
Dean Director,

Welingkar , Bangalore .

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Developing Leaders Through Connections

• Connections helps in Personal understanding of
  the strengths, Aspirations and Capabilities of
  the individuals.
• Connections need to be very fresh (not stale)
• Once you identified people through connections
  you need to support them in their journey

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Developing Leaders through Conversations

• Leaders should know how they feel about things
  around them,
• Leaders should know their demands in various
  situations.
• Leaders should follow the magnitude of
  aspirations they have.
• Leaders should converse and do things to bridge
  differences and to achieve this communication is
  most essential .

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Developing Leaders through Contemplations

• Looking into future, reflect in past and what be
  learnt differently.
• New opportunities / constant thinking
• There should be blend of thinking and action
  constant contemplation and constant thinking and
  conversations.
• Once you have built one level of Leadership, you
  can set a standard, for this to happen constant
  conversation, contemplation is required (Dont
  dilute), understand them fully,
• Leaders need to stretch, Easy goodies is no good

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Moulding Leaders through Conversations

• Conversation is an important part of effective
  leadership
• Vision must be shared, before it can be lived
  this requires conversation.
• Employee engagement is driven by meaning and
  purposes requires conversation.
• Execution requires alignment of action. this
  requires conversation.

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Moulding Leaders through Conversation

• Leaders need to open the discussion topics and
  support them with continuous and ongoing
  conversations.
• Leaders need to give confidence to the individual
  and encourage his self belief on equal footing so
  that he/she can build a executable capability.

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Case Study World Cafe

• In a World Café conversation, participants are
  seated in groups of four or five around small
  tables or in conversation clusters.
• Tables are set up to resemble those found in a
  coffeehouse.
• Participants explore questions that matter
  where collaborative thinking can really make a
  difference.

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Case Study World Cafe

• At regular intervals, a host stays to share
  highlights from the previous conversation as
  others move to new tables or clusters,
  cross-pollinating ideas and insights.
• As the conversations connect, they spark new
  discoveries. Innovative opportunities begin to
  appear.
• Collective knowledge grows and evolves.
• After several rounds of conversation on one or
  more questions, participants offer their
  insights, learnings, and opportunities for action
  through a harvest of the conversations in the
  whole group.

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Bob Veazie Experience at his 1st world café

• At his 1st World Café, Bob Veazie experienced how
  the collective intelligence of a group can become
  visible as people move from one table to another
  over several rounds of conversation,
  cross-pollinating ideas, making unexpected
  connection, developing new knowledge, and
  creating action opportunities.
• Senior engineer and manufacturing manager at a
  Hewlett Packard plant in Oregon

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Bob Veazie Experience at his 1st world café

• Shortly thereafter, Bob was charged with
  co-leading a corporation-wide safety initiative
  that eventually engaged more than 50,000 people
  in manufacturing plants around the world in
  conversations about safety risks and how to
  address them.
• Meeting people at every level of the company in
  the settings where they normally gathered, he
  went in with questions rather than answers and
  hosted conversations aimed at tapping each
  groups own experience, relationships, and mutual
  intelligence in coming up with better ways to
  reduce accident rates. His core team took good
  ideas from one plant to another, shared stories,
  and brought key people from different levels and
  parts of the company together to learn from one
  another.

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Bob Veazie Experience at his 1st world café

• The outcomes were impressive. In Puerto Rico,
  the accident rate plummeted from 4.2 percent to
  0.2 percent. In Oregon, it fell from 6.2 percent
  to 1.2 percent. The overall company accident
  rate was reduced by 33 percent, and these gains
  were maintained in plants where the safety
  conversations continued.

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Developing Leaders through Conversation
Personal Experiences

• 15th NHRD Conference 2011
• MYOC Make Your Own Conference
• MYOC aimed at bringing innovators ,
  entrepreneurs and share their idea to a group of
  people from the industry .

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Developing Leaders through Conversation To
Reach Mass Population.

• LSIP Large Scale Interactive Process
• NHRD showcased how organizations can leverage
  technology to communicate in real time to mass
  population.
• Panel discussion in NHRD attracted massive
  crowd.
• It is practically impossible to handle the QA
  session using traditional approach.

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Developing Leaders through Conversation To
Reach Mass Population.

• LSIP was used to take massive feedback from the
  crowd and people could participate in the
  discussion in real time.
• Crowd was asked to message their questions to a
  number
• Panelist could answer all queries in real time.

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Developing Leaders through Conversation
Communication of best practices

• HR Showcase Stalls from corporates where they
  explain the best HR practices followed in their
  company. Great learning from unique showcases
  like this, by way of constant conversations.

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Developing Leaders through Conversation _at_ WE
School, Bangalore.

• WE Café Industry Academics interface where by
  a CEO/ TOP Level Management from leading
  companies are invited for a rendezvous with the
  student and faculty of Welingkar.
• Its is a stupendous experience of having
  insights of these leaders of their rich
  professionalism that adds a lot of value to
  future leaders of WE school ,Bangalore.

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Developing Leaders through Conversation _at_ WE
School, Bangalore.

• Industry Round Tables
• Its a constructive collision of the greatest
  Business Minds.
• Extremely experienced professionals will
  contemplate their knowledge through panel
  discussion.

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Conclusion

• Conversations are the way workers discover what
  they know, share it with their colleagues, and in
  the process create new knowledge for the
  organization. In the new economy, conversations
  are the most important form of work so much so
  that the conversation is the organization.
• Alan Webber,
• WHATS SO NEW ABOUT THE NEW ECONOMY
• HARVARD BUSINESS REVIEW

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