NHRD April 2013.pdf - National HRD Network

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customer goods or the banking industry. They bring a new view on how customer relationships could be developed and how to use data analytics. Conclusion Spotting weak signals requires companies to set-up the processes to spot the signals, and invest time to interpret them. The new social media tools and technologies offer an essential and an unparalleled window to spot those weak signals. But above all, success depends on the ability of those companies the ability to recruit and retain those managers and senior executives who have an inquisitive mind, a wild imagination and an insatiable curiosity. 6 April | 2013 NHRD Network Journal
Resonant Leadership for Results Dr. Annie McKee and Abhijit Bhaduri About the Author Annie McKee, Senior Fellow and Director, Penn CLO Executive Doctoral Program. She is a bestselling business book author and advisor to top leaders. We recommend her book “Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion.” Abhijit Bhaduri is the Chief Learning Officer for Wipro. Prior to this he led HR teams at Microsoft, PepsiCo, Colgate and Tata Steel. He has written three books that have all been bestsellers. He writes regularly for The Conference Board, Economic Times & blogs for Times of India. S” oft skills are the differentiator.” In recent years we have learned from This simple yet powerful mantra is neuroscientists that emotions impact our what drives learning and leadership development at top companies like Wipro, one of India’s most successful businesses. What are soft skills and why are they so capacity for creativity, adaptability, and quick decision making. How we feel is linked to what—and how well—we think, as well as to our actions. It is EI, not IQ, important? The term “soft skills” is a that differentiates great leaders from their holdover from the Tayloristic approach average, run-of-the-mill colleagues. to management that has permeated And EI goes beyond individual organizations for close to one hundred effectiveness. Emotionally intelligent years. In this model, only technical, easily leaders create resonance—a powerful, measurable skills and IQ are valued (e.g. positive emotional reality in teams and How much coal a man can lift on a welldesigned organizations that is marked by hope, shovel, or intellect, as measured by things like grades in school). And, while technical skills and intellect are important, the research is conclusive: emotional intelligence competencies such as self-awareness, self-management, social awareness and relationship management are at the heart of leadership effectiveness— and business success. enthusiasm and the collective will to win. A resonant climate makes people feel good: committed, willing to work hard, and passionate about results. In the end, there is nothing “soft” about skills that enable us to understand, motivate, and inspire people. This is why wise business leaders, Chief Learning Officers, human resource professionals and learning leaders April | 2013 NHRD Network Journal 7
Page 1 and 2: ISSN - 0974 - 1739 NHRD Network Jou
Page 3 and 4: profe sion. Donn Doongaji Anil Sach
Page 5 and 6: CONTENTS S.No. Title of Article Aut
Page 7 and 8: Editorial Comments Dear Reader, Wha
Page 9 and 10: opportunity for organizations to go
Page 11 and 12: Picking up weak signals in the new
Page 13 and 14: or https://twitter.com/rossdawson/
Page 15: In a company, this “making sense
Page 19 and 20: Leadership for Results has touched
Page 21 and 22: Day Two, then, is highly customized
Page 23 and 24: Enabling Learning through Technolog
Page 25 and 26: letting go the control mindset and
Page 27 and 28: exhibit a positive view of the tech
Page 29 and 30: The Employer Brand: A Truth Lived E
Page 31 and 32: In an ideal sense, every element in
Page 33 and 34: cynicism, under-ambition sloth. Mak
Page 35 and 36: In short, life in the workplace tod
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Page 39 and 40: time to offer to an executive ridin
Page 41 and 42: Buchanan. With a team of uniquely g
Page 43 and 44: This paper seeks to demystify gamif
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Page 47 and 48: Learning Employee engagement l l l
Page 49 and 50: 5. Yardstick: An HR professional ca
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and readable by everyone; second, t
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those who routinely introduce new i
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competencies as part of the organiz
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