To develop the organisation by developing team members

An organisations structure needs be designed to cater to current needs of tactical planning and future needs for implementing the organisations strategic plans. Succession planning is vital for the continuing success of every organisation and family business.

The organisation's leadership needs to have ready at all times a succession plan for each critical position in the team. Even then the best of plans can fail so we need to keep ready plan 'B' in the eventuality that the successor groomed is unable or unavailable to step up to the crease.
Succession plans will highlight strengths that need to be leveraged and deficiencies in individuals that need to be addressed. This will give illuminate training and development requirements.
Match the personality, attitudes, skills, knowledge and capabilities that the individual possesses or will acquire from training and development with those that the position or situation demands. Failure to do so will hurt both the people and the organisation.
Not every good and capable individual in the second in command position is automatically a good leader suited for the top position.
We may take the horse to the water. But even training, motivation and support may not always be enough to get the unwilling horse to drink the water.

People almost always seek the path of least effort. Bosses love to shoot from the hip. Failing to be be proactive, leaders and managers often react rather than respond. Often disastrously mistaking knee jerk reaction as dynamism rather than good leadership.

My life long experiences shows that managements and leaders are increasingly challenged because,

The volatility in the employees market where demand outstrips supply, employees do not expect to be with the same employer for very long. They jump jobs like riding on a merry-go-round . This happens mainly in organisations that provide little or no challenge, lack dignity for people, stress them unnecessarily and excessively, create immense de-motivating bureaucracies or simply do not pay enough for people to stay for the headache.
Organisations that cater to the soft side of their key employees expectations of dignity, challenging work, job enrichment, job satisfaction, opportunity to learn and develop have lower attrition rates and also more successful in implementing succession plans.

Note: This is the second of my two part article on how rather destroying the career of our number two team member we focus on developing the organisation by developing team members.

The neck of the bottle is always at the top.

F requently requested to assist organisations large and small, I observe a common and recurring theme. The issues revolve around the struggle of owners /managers to manage effectively. This is visible predominantly in companies that have started small and are growing, in family run businesses and families themselves. They are invariably puzzled that management approach, style and methods which worked so well in the past, now just don't work anymore. They resort to even more hard work and effort, yet the situation only worsens. Finding themselves in unfamiliar situations they dart here and there implementing fads, half hearted strategies alien to their thinking and character. They do this because they are getting frustrated and doing something is considered better than doing nothing. They change staff and managers. They churn product mix, vendors and even customers and markets. They try so many things but nothing seems to work. They chang...

You have to play the game to win it.

In life its not sufficient to be merely efficient but to also be effective. Someone once asked my father Man Singh ji, 'What is the secret of your success?' He remarked, "I do not always make right decisions. I make decisions, and then almost always make them right" Read more ..........

The boss is always right

It was in 1502 that the egoistic mayor of Florence (Italy) Piero Soderini was under great pressure. He had appointed a novice to work on a giant piece of beautiful marble to make a sculpture under his guidance. Typical of many bosses Soderini had overestimated his own capabilities and by drilling a big hole in the middle of the block of marble Soderini and the novice had ruined it. Soderini had to find a solution, and finally commissioned Michelangelo to do a sculpture . Michelangelo agreed and using the available shape decided to sculpt a young David with a sling in his hand. A few weeks later as the statue was finished, Soderini came to see the sculpture for himself. Soderini was pleased with what he saw. However like many patrons and bosses Soderini had to impose his ideas and have the last word. Soderini instructed Michelangelo to change the shape of the nose because it was too big. Michelangelo grasped the situation immediately realising th...

Enigma Solution

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