NHRD April 2013.pdf - National HRD Network

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approach–called Intentional Change–has been developed by our colleague Richard Boyatzis. It’s been used as the basis for dozens of development programs, helping tens of thousands of people to learn, grow and change. Day Two—Understanding Myself as A Leader: By the end of the first day of the program, people have built surprisingly strong and trusting relationships. Once this environment is set, people feel safe and can begin to look at the “Real Self”: who I am as a leader and a person now. It’s not always easy to look at oneself honestly. For this reason, we help people to see that there are often factors in the environment that interfere with their personal effectiveness. Sometimes, these outside forces seem to be beyond people’s control but in fact are within their power to change. For example, organizations can be intense and sometimes brutal places. As smart, adaptable human beings, we often learn how to deal with things like power, politics and dysfunctional leadership practices by behaving in ways that make us less than proud. To help people explore these kinds of “hot” topic, we create activities and simulations that unleash real behavior and reactions to scenarios. People can then see themselves in action, and they also see what drives them to behave as they do. Debriefs of activities and simulations tend to be intense and personal. Conversations further learning about how each individual deals with hot topics like power (his or her own and others’), bad bosses, ambition, competition, success and failure. As people become aware of these dynamics, they are in a better place to make good choices about their own behavior. 10 April | 2013 NHRD Network Journal
Day Two, then, is highly customized to the nature of the external forces that interfere with good leadership and the creation of a resonant environment. The activities help people to understand who they are now and how they can impact their environments so that there is a better chance they can live their values and become better leaders. Day Three–Creating Bold Learning Goals: The last day of the three-day Resonant Leadership for Results program helps people to identify EI competency gaps– who I am now vs. who I want to be in the future–and then plan to change. The key to success of this set of activities is somewhat counter-intuitive: to develop most competencies, you can’t start with the competency itself. It is far more useful, and successful in the long term, to identify how you want to use a competency, and build a bold learning goal around this outcome. For example, one manager we know was having difficulty with peers and direct reports. He’d been told numerous times that he needed to be more empathic. He tried to learn to listen better, to be more understanding, etc., but nothing was working. It wasn’t until he set a more comprehensive learning goal that he began to truly change. His goal, interestingly enough, touched on both personal and professional life: “I want to be a more understanding father and manager”. Clearly, empathy was one competency he would need to focus on, as well as a few others such as self-awareness and emotional self-management. Day Three of the Resonant Leadership for Results program is also focused on ensuring that people will accomplish their goals. This means looking at obstacles. For example, it is often the case that an organization’s culture drives the wrong behaviours. Many managers and leaders can see that the culture is counterproductive, but they throw their hands up in defeat partly because they don’t know how to “diagnose” cultural values, norms, myths, or taboos. So, we often lead people through a simple process of examining how their own behaviour is impacted by the culture, and then in turn which aspects of the culture are helping, or hindering, all sorts of leadership development and organizational effectiveness. Simply understanding the organization’s culture a bit better gives people hope–and tools to begin to change it, and themselves. By the last day of the Resonant Leadership for Results program, the learning community is strong and people have authentic, personal relationships that can be maintained long after the program is over. These relationships can help tremendously in the long learning process that starts once the program ends. Programs like Resonant Leadership for Results and many of those at Wipro are designed for 21st century learners. Learning programs at Wipro have the same aims and outcomes as the Resonant Leadership for Results: they are engaging, experiential, and focused on organizational strategy and demands. They also support meaningful and sustainable learning. Let’s look at how this works. First, programs cause leaders to refrain what a learning experience actually is, and where it can happen. For example, executives expect learning to happen in a classroom. So, as is the case in one very successful program at Wipro, when leaders are asked to create a play, they are pushed far out of the safe and predictable world of traditional learning environments. They are asked to write a script, stage it, design props and stage lighting. As they do this project, they understand that they can April | 2013 NHRD Network Journal 11
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 and 16: In a company, this “making sense
Page 17 and 18: Resonant Leadership for Results Dr.
Page 19: Leadership for Results has touched
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
Page 37 and 38: of knowledge, passion and ownership
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
Page 45 and 46: l l approach to create opportunitie
Page 47 and 48: Learning Employee engagement l l l
Page 49 and 50: 5. Yardstick: An HR professional ca
Page 51 and 52: l Move beyond formal learning proce
Page 53 and 54: having the ability to hold the tens
Page 55 and 56: HR, Social Media and creating the o
Page 57 and 58: l mistakes? Can leaders be question
Page 59 and 60: and visions of the future, to look
Page 61 and 62: A business within the business Dave
Page 63 and 64: of which can function as a complete
Page 65 and 66: customers successful.” Customers
Page 67 and 68: and readable by everyone; second, t
Page 69 and 70: those who routinely introduce new i
Page 71 and 72:
competencies as part of the organiz
Page 73 and 74:
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