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EKAKSHAARA January 2014

The e-journal of The Learning & Development Group

EDITORIAL BOARD

Surya P. Mohapatra Ellora Panda Pranab K. Pani

2014 @ Ekakshaara Editorial Board

Disclaimer: All the views expressed by the writers are their personal perspectives.
Reprint of any content from this publication requires prior permission from the concerned authors.

FOREWORD BY THE MODERATOR

Dear Readers, Wish you and your family an incredible 2014!!! The Learning and Development Community of Practice has 4500 members today. This sounds incredible considering the fact that this community came into existence only a little over 2 years ago. When we started this community, we had no idea how it would evolve. Today this is a vibrant community, full of actions abounding thought processes. You would see at least a dozen new discussions starting every day in the community discussion board on FACEBOOK. Please visit the page, if you havent already: https://www.facebook.com/#!/groups/cop.learning.development We have been consistently evolving as a Community. Our activities today are not restricted to the discussions among group members in the Discussion Board in Facebook. Recently, premier Training organization Sigma Trail has announced L&D CoP as their Community Partner. Ekakshaara, L&D groups quarterly E-magazine is coming out regularly. The current issue is the 5th issue of Ekakshaara. This is also the first issue of 2014. The theme for this issue is CHANGE MANAGEMENT. This topic is highly relevant today to L&D and HR professionals. Articles by many eminent and accomplished writers feature in this edition. I am confident that you would benefit from the writings of these experts. We hope you would enjoy reading this edition of Ekakshaara ! !

Surya Mohapatra
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Group Moderator- Learning and Development CoP Editor- Ekakshaara

FROM THE EDITORS DESK

Dear Readers,
Greetings of the season 2014! One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment. Robert E. Quinn I am happy to share that we are ready with the next edition of Ekakshaara today and the theme is Change Management. Sustaining growth and striving for excellence in business has been a great area of focus for organizations. And in this dynamic environment change is inevitable. When we talk of Change Management, people are the focus of the process. Change Management in organizations depends on persuading hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be persuaded to think differently about their jobs. Individuals in organizations, to embrace change, must also engage in a process that changes how they think about themselves, not just their job. Organizational change is the implementation of new procedures or technologies intended to realign an organization with the changing demands of its business environment, or to capitalize on business opportunities. Whatever be the frame-work to manage change as a process, it is inevitable that an individual needs to understand what to expect, how to manage his/her own personal change, and how to engage the entire organization in the process. I am sure the perspective presented by the authors, the insights given through their articles would be of immense value addition to the L & D community. The editorial team has made all endeavours to bring out yet another brilliant edition. I hope you would enjoy reading this. We welcome your valuable comments and suggestions. Happy Reading & Best wishes,

Ellora Panda
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This Kolkata based author is a Senior HR Professional. She can be reached at: [email protected]

CONTENT INDEX
Foreword by the Moderator Surya P. Mohapatra From the Editor's Desk Ellora Panda Managing Change Pranab K. Pani Change: Possibility to Opportunity Shibaji Bose Change Management Rasmita Jena Recession if the time to Rethink Abhijit Bhaduri Change In and Changeless M. Keshav Change Management to Evolve Management Avinash Singh Let the Change Management let your Enterprise Evolve Indroneil Mukherjee Shifting Trends in Change Management for Succession Planning

Yateesh Prahlad
Does Change Management Need Change? - Yes it does Abhipsa Mishra The World around Me is Changing: what should I Do? Surya P. Mohapatra ANT Hunting Dr. Bill Lang Guest Profile Vinod Yadav
Tete-e-Tete Vinod Yadav Change Resistance Check-list

L&D Group's Activities in Community Page

Pranab Pani
Managing Change
Leaders need to be on the lookout for what todays rapidly changing business landscape means to them and their organizations. It is vital to assess change readiness first. Changes are required at periodic intervals for strategic values and plans. It is inevitable either for the growth trajectory or to enhance competitive quotient. Post a merger and/or acquisition, there seem to have been heartburns among a section of employees disturbing the equation within and destabilizing the prevalent set up within the organization. It is pure human nature to resist change. A prejudiced mind, negative perceptions and apprehensions create innumerable challenges for the management to deal with as a consequence. Absence of clear communication compounds the misery. First of all, the leadership management should assess the compatibility issues before effecting the changes to align them with the defined corporate objectives while clarifying all on the strategy. They should take the Corporate Communication and Human Resource departments into confidence to gear up for the perceived scenario and should come out with thoughtful strategy and clear and targeted communication. Together with the Learning & Development department, they all should devise plans to reach out to all employees with clear and unambiguous information. In order to manage such changes, Change Agents are required to campaign and the management should form a team comprising selective key team members from across the board. They will keep the flock together and this will ensure support from team members while engaging the cynical. However, necessary plans need to be mooted not to disturb the continuing process and business and to retain the best talents, even if some dont fit into the scheme of things in the changed scenario. This will send a very positive and appreciative message across the organization. It is always easy said than done to deal with the complex human nature, whose mind is wired against changes. Unless convinced on the purpose of the same and if that doesnt benefit them, they would continue to create challenges and could even vitiate the atmosphere by indulging in rumours.

Take the example of implementing Enterprise Resource Planning (ERP) in organizations. This defines the system and outlines a clear process but if not seamlessly aligned to the followed business model and the domain it engages in, it would utterly fail in its attempt and compound the misery going along with the inherent human nature (of resisting change). There have been several instances of such failures of ERP implementation in many organizations across the world. When ERP entered into the market initially, the promoters of the same just tried to impose them as off-the-shelf product thrusting on and shoving it down their grumbling throat. The consequences were too risky and far reaching to handle resulting in total collapse of the same and wastage of precious dollars. Experience and business prudence have changed the approach now making it more professional and with detailed integration process even prior to its implementation. In order to manage the changes and in anticipation of resistance within and disturbance of business flow, there has been a very thoughtful marriage between the implementer and the end-user client. More often than not, the ERP producing company encourages involvement of highly professional consulting companies to act as a THE WRITING ON THE WALL go-between and implementer of the software Dr. Spencer Johnson effectively and systematically managing all possible challenges. This has ensured success and easy Change Happens integration with the prevailing business processes. The They Keep Moving The Cheese practice reflects on the fundamentals of Change Management principle. Anticipate Change Lets review such a scenario in the society or in a country. Unless the same principles of changed Monitor Change management are followed with thoughtful planning Smell The Cheese Often So You Know keeping alive a clear communication channel, it would When It Is Getting Old be well neigh impossible to come out unscathed. The dreaded fall-out could be devastating and irreparable. Change The wind of change that is sweeping across India today Move With The Cheese and in several parts of the world was symptomatic of a Enjoy Change! repressed citizenry with regressed rules of law. It just Savour The Adventure & Enjoy The Taste needs a common rallying point or cause to cling onto Of The New Cheese! moving along the way to its assorted collective aspirations. It might succeed and could bring about Be Ready To Change Quickly & Enjoy the desired change toppling the hostile incumbent but It Again the challenges start right after. Burdened with high They Keep Moving The Cheese expectation and expecting to be different, the ensuing exercise gets tougher when the ground reality offers a not so conducive atmosphere. Many a times, the leaders struggle to keep the flock together and at times buckle under the pressure and collapse eventually. Hence, it is prudent to be proactively prepared with possible challenges in anticipation with a clear and structured strategy and plan of action. It is equally important to keep a team of key members ready to campaign for effectively warding off cynicism but with pragmatic approach. It all requires effective leadership qualities and professional management.
Get Ready For The Cheese To Move

The Bangalore based author is a senior management professional in Business Development and Corporate Communication and is also the Editor of Ekakshaara. Hes the National Director of Public Relations Council of India (PRCI) and Chief Editor of its national journal Chanakya. He could be reached on [email protected]

Shibaji Bose
Change Possibility to Opportunity
Change is a possibility only when we consider it as an opportunity. It was just the other day, when I had to take an early morning flight, I found myself caught in a traffic jam (early morning!) for a huge trailer had nosedived right on the middle of the road. I just could not afford to miss the flight. Oh god, this cannot happen to me! Throwing hands up in the air in despair and denial, I got off the cab and started arguing with the lone ranger in a policeman, who was already at his wits end to pacify the crowd. We were resisting each and every one of us in finding a solution while the cabs meter was running its delightful derby. By the time sensibility prevailed, the crowd had started melting in exploring a way out and I found myself looking for another means instead of wasting any further time. One enterprising but not exactly a good Samaritan was offering a ride to the airport at an exorbitant cost but I found myself disregarding the cost and settling down for the fancy ride in renewing my objective to reach the airport as I just could not afford to miss the flight. Reached the airport well in time and settled down steadily with the stability that followed. This incidence taught me the cycle of change which begins with Denial goes onto Resistance that follows before Exploration creeps in with Renewal and ultimately settles down at Stability. We are naturally conditioned to remain in the comfort zone right from our mothers womb and thus detest the very idea of a change which is more often than not considered to be threat to the comfort. Ask someone to draw a spider in its cobweb and you will be surprised that 7 out of 10 people will draw the spider in the middle of the cobweb and nowhere else. We are not only endowed with but naturally conditioned to seek and retain our comfort areas much like the ghettos that we create for ourselves; be at the personal space or in the professional space. The word Change is an aberration of its intent for we tend to construe it, especially when it is about our workplace in its silhouette which spells harm, deprivation, decline and discriminatory. Try using the word change at your work place and the very spontaneous reaction is Why? Managing change looks not only a Herculean task in itself but comes up with a caveat which reins in participation to the change. Why does it happen? The three pillars of a structured approach to

Managing Change focus essentially on people, process and performance which very often relegate the most critical function of managing change wrt People to a secondary function. The growth trajectory of a business and the scalability that moves along side is considered critical for the myopic Leaders and the equally deplorable robotic managers for whom sustenance of the business and the scalability thereby, is an indicator of personal sense of accomplishment which in the long run threatens the pillars of process and performance for which the imminent change that got featured in yet another annual balance sheet of the organisation. Do we need change or are we asking for a change? The leadership is sincerely required to ask and answer this question themselves before weaving an intricate web of deceit and terming How will it affect you? it as change management. The organisational values and the principles which hitherto Whats in it for you? remained an intrinsic architecture of deciding the course on which the ship will sail, gets questioned without any clarity being passed onto many a raised eyebrows in the organisation and thus, breeding an unqualified ground of denial and resistance. The most critical tool of a seamless Change Management lies in the communication design and delivery that has to essentially address three poignant questions, as far as the PEOPLE aspect of Change Management is concerned.

Why is the Change Obvious & Necessary?

Why is the change obvious and necessary? How will it affect you? What is in it for you? There is an endless list of progressive organisations across sectors and geography that have credibly prioritised and taken their People into confidence before spelling out the obvious changes in the Process and Performance. The benefit of addressing people issue lies in cutting down the Change management cycle by half. Once addressed, people get geared in exploring their role and contribution to the change by renewing their commitment to the organisational cause in ensuring stability. The fear and apprehension that is associated with ignoring the People aspect or postponing it, harbours in the incapability of the Organisational leadership to anticipate and offer solutions to the people centric aspect, as a fall-out of the proposed change. Change Management is an incredible testimony of Organisational commitment to its stakeholders that requires the organisation to think, create and drive Empowerment of its own people through an immaculate communication design and delivery. Process and performance will follow suit; for some of us might get stranded on our way to the airport to catch the early morning flight when it actually will make sense to avail not-so-good-Samaritans offer albeit at a higher price for catching the flight is what matters the most at that point in time.

The Kolkata based author is a practicing facilitator and consultant in Organisational Learning & Development services. He can be reached at: [email protected]

Rasmita Jena
Change Management
Relevant from time immemorial are the concepts, "ring out the old, ring in the new", and the exhortation of Tennyson, "The old older change, yielding placing to new/ And God fulfils him in many ways, lest one good custom should corrupt the world". Because in todays world of cut throat competition, Change is the only constant and yes thats what organisations are waking up to this new management Mantra called Change Management Today most of the organisations are in flux: as they change their focus, expanding or contracting their activities and rethinking their products and facilitating the customer services. Many of them dont even resemble what these organisations did few years back and it is likely that in the next year or two organisations will not look as they do it today. Change is taking place in terms of employee selection, production of goods, maintenance of other things. And it is as vital as what we know is just the size of a handful of dust, what we do not know is the size of the entire earth itself. And this learning makes one powerful in terms of delivering good result. When we think about change in any form & takes appropriate measures to manage the same, it gives rise to the concept known as Change Management which is quite applicable in both professional & as well as on the personal front. This concept of 'change management', as propounded by modern management techniques, is applicable to many areas such as personality development, behaviour, leadership quality, mentoring approach and is always inspired by the need for effecting timely changes to ensure a harmonious atmosphere, respect for colleague, organisation & employee stability, profitability, growth and progress. With everyones understanding of this concept & extended support to think on a broader perspective. And therefore great collaborative partnerships can be created not only within the organisation but also with its investors, stake holders and other clients. This

undoubtedly increases opportunity for everyone involved and can create more economic opportunity and growth, and help communities manage all its resources in a much better way like never before. As good people are the cornerstone of every progressive organisation similarly change management can bring innovative approach to the boardroom to decide and implement measures not yet taken.

Change is nothing new; from Stone Age to the age of internet is a result of change only.

Change where needed, even complete overhaul, is always welcome where worn-out and unhealthy practices, habits and systems are replaced by gainful and life supporting ones. But the basic requirement is the recognition of the need for change, which presupposes admission of the fact that the present situation is far from desirable. Now a day we witness a lot of transparency and customer activism, efficiency of public organisations is key. But how does one emulate private sector efficiencies and a resultdriven work culture in organisations, which over the years have prioritised processes, procedures and hierarchy over speed of execution and stakeholders' expectations. It is not only the CMD or CEO who wants to bring about change and leave a legacy. The starting point for all progress thus is the admission that one is full of base instincts that one is floundering in darkness and is also stagnant. This is the starting point for all progress along with the right attitude & perception leading us to ever widening thoughts and action. This humility also enables one to put into practice the exhortation of Henry Thoreau (Walden) "Things don't change, we change". This change indeed is the precursor to effecting change all around, by the power of example, as illustrated in practical life by Gandhiji, who wrought miraculous changes by what he called as the 'truth force or an act of non violence.'. Change is nothing new; from Stone Age to the age of internet is a result of change only. But the pace and enormity of change that corporate, business and governments are facing today can make it difficult to keep everyone and everything moving ahead together. Companies like Accenture, Capgemini helps organizationsand their peopleadjust to change, whether it is a technology system that requires training, processes that needs to be integrated into existing work habits, or a strategic direction that depends on the understanding and support of its investors, stakeholders. As because a shift is necessary and that is in focus for many enterprisesrather than looking to cut or re-grow the workforce, leading organizations are focused on getting the right skills in place to both achieve and adapt to evolving strategies. This helps guide companies toward strategic ways of elevating an organizations performance with services in change management, human capital and organization effectiveness, learning and collaboration, and human resources and talent management.

Today organisations need to change to cope with the various challenges of growth to face the global market scenario, changes in strategy, technology, new organisation behaviour & skill All organisations are going thru instability, hence the utmost importance for them is changing their focus, expanding or contracting their activities and rethinking their products and services. Most organisations more than ten years old look nothing like they did even five years ago. And it is likely that in the next year or two organisations will not look as they do today. In this context managers have to be able to introduce and manage change to ensure the organisational objectives of change are met, and they have to ensure that they gain the commitment of their people, both during and after implementation. Often, at the same time, they also have to ensure that business continues as usual.

Especially in corporate change management is aimed at broadening the outlook and strengthening the skills of practicing managers across the globe to prepare them for the changing roles in a changing world. It gives one valuable insights from extensive interaction with their counterparts from other organizations on developments on management concepts and its applicability in the new global context. We know that today the world hangs in a very delicate balance of economic uncertainty and a lot of growing environmental concerns & threats affecting the delicate equilibrium we have worked so hard to achieve. Therefore it is important to emulate as well as to inculcate the spirit of perseverance and resourcefulness in all our professional life giving chang3e a chance for growth within & outside the organisation. The society, community and the corporate demand change - a change that will take all of us towards a prosperous growth and just be a place to reckon with. But at times this change shall not arise unless we transcend the boundaries of what is accepted and look beyond the pre-established conventions working with diverse groups to show us the way to inspire & adopt ourselves to the very change. This process of change management is the processes, tools and techniques for managing the people-side of change effectively through proper training and guidance. Training is the cornerstone for building knowledge about the change and the required skills. Project team members will develop training requirements based on the skills, knowledge

The change management team or project leaders must design a communication plan that addresses the needs of front-line employees, supervisors and executives. Along with the change management process, they create a system for managing change.

and behaviours necessary to implement the change. These training requirements will be the starting point for the training group or the project team to develop training programs. Therefore to begin with the first step in managing change is building awareness around the need for change and creating a desire among employees to adopt the very change happening within organisation. And communication plays a vital role here as it is also important to create awareness around the business reasons for change and the risk of not changing. Likewise, at each step in the process, communications should be designed to share the right messages at the right time. Along with the change management process, they create a system for managing change. This process needs to begin with communication planning with a careful analysis of the employees, key messages and the timing for those messages. The change management team or project leaders must design a communication plan that addresses the needs of front-line employees, supervisors and executives. Along with the change management process, they create a system for managing change. It is important the good managers apply these components effectively to ensure success, avoid the loss of valued employees and their role in the implementation of the change and minimize the negative impact of the change on productivity as well as the customers of the company.

The Bangalore-based author is an altruistic Techno-Legal Intellectual property lawyer, Transformational Leader & a HR professional with over two decades of rich global experience in multicultural cross functional teams. She could be reached on: [email protected]

Abhijit Bhaduri
Recession Is The Time To Rethink
While watching the movie Bhag Milkha Bhag I started to notice how the runners use the time between the sprints. They use this time to prepare themselves to win the next event. They use the down time to rest their muscles, catch their breath and rethink their strategy and approach to competition. The best of the runners use the lean period to prepare for the next race. An erstwhile leader in consumer electronics was forced to rethink its business model during the last downturn. They used the stagnant market in TV and audio-visual segments to rethink themselves as a health and well-being company instead. Today more than 40% of their revenue comes from the healthcare market. They used the downturn to gain a large market share of this rapidly growing segment. To truly take advantage of the opportunities in this new segment, they have to rethink their talent portfolio too. They have to evaluate which skills will have to be brought in from outside and which ones will be easier for the current employees to learn. While organisations and individuals get distressed when there is a slowdown, this is actually a time that can help us get the first mover advantage when the markets open up. Peaks and troughs in business cycles need different approaches. What can organisations do? Rethink the business model: Consumer behaviour changes during recession. Research shows that during slowdowns, consumers spending habits change. People eat out less often, but their spending on entertainment increases significantly. Some industries do better during recession eg the insurance industry. Softer business growth may shrink the market for some products it also opens up new market with vast untapped opportunities.

These markets need new business models and products and services that are custom made for these pockets. Rethink competition: When the business model changes, the competitive landscape may change. The organisation may now need to think of a different set of competitors. These non-traditional competitors could prove to be far more lethal than the traditional ones. A leading MNC snack-manufacturer found itself conceding market share in some states to local producers with significantly smaller distribution costs. Their sales and marketing team could not handle the guerilla marketing tactics that these local players were adept in. Rethink your talent portfolio: During the recession, hiring slows down. This is the ideal time While the majority of to revisit your talent pool. What skills do you not individuals and organisations have enough of? What are the skills that are not as relevant in the new environment? It is a good think of the slowdown as a time to identify skills that are in short supply for time to wait and watch, there the new marketplace. Many firms use this time to are a few who use this time hire talented people who may have been laid off to emerge stronger than ever. or are shaky about continuing with their current employer. This is a time to invest heavily in developing the talent pipeline. You may be able to leverage the slowdown to tie up with a top notch academic institution or professor who would have turned up their nose in better times. What can individuals do? Rethink your career: The career opportunities that arise when the economy is on a fast track are different from those that show up during times of slowdown. The new markets and consumers may provide a great opportunity for you to become an entrepreneur. Once the economy picks up pace, so will your new venture. That also means that career opportunities will probably emerging in non-traditional sectors. If you have a skill gap, the employers may be more willing to invest in bridging a small gap to make you a perfect fit. This maybe the best time to find your dream job. Before you jump ship remember that during slowdown, the employers give you a shorter runway before they expect you to start delivering results. Replenish your skills: Use the time to invest in building your career. Take the course that you always wanted to and sharpen your skills. The new market realities will create new career tracks that did not exist before. A few years back, a career in analytics was less mainstream. Today there are many more employers who are looking for people with degrees in statistics or operations research and are prepared to offer them attractive career opportunities. Writing content for the web was not a career option a few years back now

it is. Take advantage of the slowdown to get certified because once the recession is over, you wont have this luxury. While the majority of individuals and organisations think of the slowdown as a time to wait and watch, there are a few who use this time to emerge stronger than ever.

The author works as the Chief Learning Officer for the Wipro group in Bangalore. Prior to this he led HR teams at Microsoft, PepsiCo, Colgate and Tata Steel and worked in India, SE Asia and US. He is on the Advisory Board of the prestigious program for Chief Learning Officers that is run by the University of Pennsylvania and is among the top HR Influencers on Social Media according to SHRM. His writings have appeared in The Wall Street Journal, Operations Research & Management Sciences Today. His blog posts appear under the Human Capital Exchange section of The Conference Board. He writes regularly for The Economic Times, People Matters Magazine and blogs for Times of India. He has been quoted in Knowledge@Wharton and journals like Organizational Dynamics. He can be reached at: [email protected]

M. Keshav
CHANGE IN AND AS THE CHANGELESS
EKAKSHARA The One Changeless or the Changeless One as you would like to have it if you may is the perfect place more than any other fancy forum to talk about CHANGE Probably, the only clichd phrase that has not changed all my life almost to the point of irritating me is the hackneyed go-to phrase to explain the explicable Change is the only Constant in life! What we dont realize is that the more practical mantra that we should believe in is: Change with every change We have only two choices to handle every change in Nature, in Time and Space, on our journey from the womb to the tomb which we call life! Only two choices are there for any individual or institution Adapt or Adopt! Some changes demand a response from us that goes against the true beliefs of our Beings. Here we can adapt without truly adopting the ways that we choose on a more positive, permanent note. Use-and-throw since it goes against the grain of your being is the Adapt strategy. Then, there is the more satisfying option of the Adopt strategy, where you happily embrace Change because you believe in it. That which we love, we adopt. The bigger challenge, as countless childless couples around the world will testify, is to love what we have adopted, perhaps! But, first things first, as Covey would have us reminded! I have some unfinished business to remind you of the first word of my exposition which bears the very name of this journal that I love! The name as well as the journal let me clarify quickly. EKAKSHARA comes from the understanding that this Changing phenomenon called the World is resting on a substratum called the CHANGELESS. The word Kshara symbolizes the rather oxymoronic state of constant change that we live in, only getting there faster if anything. Akshara implies going beyond that state of constant change to the ultimate state of depending on or developing FAITH in That One Changeless state of being EKAKSHARA The word Akshar in India epitomizes the elusive dream of being literate or using the Alphabet. This would explain how management of Knowledge will lead us to conquering the world of kshara or change. So , IGNORANCE is the state of looking at the changing state of the waves of the ocean and mistaking their true nature of being water in essence but in the false notion of being mere waves that are born and dying constantly. Hence, the knowledge of being the Essence of LIFE helps us look

beyond the immediate flux of changing states called birth and death to the essence of being the experiencer of change! Simple? Simple, but not easy! Another simple way to look at CHANGE is to look at ones photo album from time to time and to remind oneself that the Same One called ME exists in all the photographs that the ageing patriarch, now almost lying on his deathbed and reminiscing fondly calls ME is first a cute bonny baby, charming toddler, awkward adolescent, spritely teenager, callow youth, confident young professional, moony married man, stately entrepreneur, settled patriarch and fumbling, stumbling old man. He identifies all these photographs as different changing stages of the same changeless ME! While we do this all the time, we rarely realize that the I is the UNSEEN ONE that pervades all these changing states of life! The right attitude towards building the capacity to manage change always conjures in my mind the expression on the face of any little child while Never more relevant in the history of getting onto an escalator for the very first time mankind is the message that literacy and fascinated but scared stiff to take the first knowledge need to be tempered into step! Even with the guiding, supporting, loving wisdom by preparing the ATTITUDE in the hand-holding security of the doting parent, one individual or the CULTURE in any institution can see the firm grip of the solid security of to make our knowledge serve us better. status quo that prevents one from taking that leap of faith! Yet, one grows mindlessly to confidently and often rashly bound onto the escalator impatiently once the fear has been conquered. The confidence of knowing is the light of knowledge that we call literacy AKSHARA which actually goes beyond mere literacy to character formation. Again, at the risk of sounding clichd, one cannot help recalling Mark Twain saying that he never let his schooling interfere with his education! True education would be capacity building towards handling change. This gap of DISCONTENT simmering in the aspirations of the growing number of the literate class is leading to more social unrest. Cases of suicides, domestic violence, rapes, robbery, arson, unethical behaviour and bitterness are all examples of an individuals inability to manage the change happening around or not relating or responding to it but reacting from fear! FAITH DEVELOPMENT is mankinds only answer to the questions posed by the changing phenomena from the beginning of time. The challenge is that time-wraps are shrinking and with less layers of time to unfold before one responds; this faith to conquer that fear is becoming critical for a managers success! As a MANAGER, one is always fighting the changing world of Time and Space from a position of inadequate poverty, just TO MANAGE the situation. One has only to visualize a young executive struggling to pay the bills at the end of the month or a Company Secretary juggling with the numbers to dress them up with zero turn-around time at the annual closing of accounts to understand how impoverished one feels about the fight against change. The best-laid plans that fail to read the writing-on-the-wall in time come a cropper and poverty of creative thought is often exposed. All this is a daily part of the ever-changing world of pluralistic materialism that we call our corporate world. Now, visualize the creative enthusiasm of a BORN-AGAIN MANAGER if one can borrow the expression from enlightened evangelists! This NEO-MANAGER who hooks onto a HIGHER CONSCIOUSNESS for his or her INNER PEACE, and does not DEPEND on the OUTER WORLD for his or her ENTHUSIASM operates from an ATTITUDE OF ABUNDANCE No more is this

manager operating from poverty of spirit but feels the fullest support of the ONE CHANGELESS SUBSTRATUM in other words, EKAKSHARA! Am I talking Peter Drucker or Swami Chinmayananda to explain such a day-to-day SUPERMANAGER? Lyricist Prasoon Joshi, perhaps best describes this kind of manager as the protagonist Aamir Khan of the Chetan Bhagat-inspired Hindi film 3 IDIOTS. Ironically, it is actually the description of ONE SUPER-IDIOT by the other two who feel uplifted by HIS WISDOM that transforms them. Hum ko toh Aaj ki fikr thi, woh ta kal ka jashn manaata, girta sambhalta masti mein chalta tha woh. Kahaan se aaya tha woh, Chchoonke hamaare dil ko, kahan gaya ussey dhundho.! Such ENLIGHTENED MANAGERS do exist among us. They embrace Change seamlessly gliding on gossamer wings against the resistance that NATURE provides to gain the critical mass required to take off in the right direction and fly up to the targets set by them. One would be rash in naming any as one can never judge the inner equanimity, equipoise and equilibrium of this Richard Bach-like MESSIAH AMONG MANAGERS who delivers appropriates responses as results and outcomes in a rapidly changing world that constantly defies logical gratification but achieves results! At the end of all that hard DRIVING FOR RESULTS made up of building win-win relationships, defining strategy, grabbing initiative, thriving on risks, seizing the momentum and hanging in there, there is this ephemeral, fleeting moment of victory among the mounting moments of doubts fuelled by the morale-boosting defeats that spark a renewal of spirit and one finally realizes it is how you play the game that matters more often than how many games you won! Professional PRIDE therefore comes from the INDOMITABLE, NEVER-SAY-DIE SPIRIT of coming up with your best at all times! Champions, they always say, do their best and enjoy the Rest! The pun on the word rest is very intentional as the SUPER-MANAGER operating from this rare ABUNDANCE OF SPIRIT not only sleeps peacefully after putting in his or her best, but also enjoys the competition from others trying their best against him or her. The Djokovic-Nadal-Federer mould of champions not only recognize and applaud each other but dig deeper within to come up better than competition while accepting the limitations of the immediate and the fleeting moments of mastery in their skills. The WILL is never broken when the SKILL is surpassed. SKILLS are from the world of CHANGE and need to be constantly honed to manage to adapt to the Challenges of Change. WILL is an ATTITUDE that comes from developing greater dependence of the CHANGELESS SPIRIT that permeates and creates this chimera of appearances and projections that we call our MIND! So, why would a seven time world champion like Michael Schumacher want to race on past his best and fastest days on track? Why would Sachin Tendulkar and Vishwanathan Anand, in a sense, decide to or be forced to give up ones thrones of excellence one day around the ame time, after dominating the sport? Why would Amitabh Bachchan go on reinventing himself defying statistics through his stupendous gregariousness? Why do Anna Hazares and Arvind Kejriwals go beyond asking questions like you and me by doing a Gandhi or a Mandela by challenging the status quo? If you think about any of these as perspectives to understand change, I have made my case! If I have set you thinking, I rest my case. It is all a matter of mind over matter! So, what is matter? Never Mind! What is Mind? Doesnt Matter!

TAILPIECE: Maybe, I need to explain that CHANGE is all about the mind! A typical young aspiring Indian youth went to a shop and chose an unusual colour for a Tee shirt. Even the shopkeeper was surprised by his taste which he explained coyly by saying that his girl friend wanted him to buy that colour. The shopkeeper was surprised when he returned the next day to exchange it for another colour. The shopkeeper couldnt help a snigger while refusing to accept it under the usual goods once sold clause. What happened, he asked, has your girl friend changed her mind? No, said the poor confused Romeo with ungainly, peevish bravado, I changed my girl-friend!

The author is the Founder-CEO of MANTRA (MANagement Training Research Associates) based in Chennai, specialising in L&D Facilitation as an Attitude Consultant, for over two decades. Writer, Quizmaster, Anchor on television and radio, man of many parts, Keshav is passionate about facilitation because he loves observing human behaviour in task-relationship balance. He can be reached at: [email protected]

Avinash A Singh
Change Management to Evolve Management Is it Time to Change the Concept Itself?
To start with, I want to clarify that I am no management guru or any expert in this area but only a common man with a common sense understanding of things and issues around. The effort here is to see the concept of change management from a very lay man perspective and the issues surrounding it. For years one of the most hyped, glorified, sought after management term has been change management. This essentially means that these two words carry very strong impact on the organizations, individuals and society at large. Organizations have been trying to make this as the core integral part of their strategy as they understand the consequences of not paying heed to the changing market dynamics and probably complete market itself. A society and family by large also struggle incessantly with this concept as every generation brings with them a totally fresh perspective of things and ideas. An individual also in his journey of life continuously struggles, fights, goes through the pangs of misery in adopting this process. But mostly what we witness at last is failures, disappointments, discouragements, sadness and frustration surrounding the organization / family / individual attempting to change. I attempt in this article to take this idea in a much generalized fashion with an attempt to understand the core of the issue which stops organization / family / individual to embrace change properly and fully. What I understand is change management itself needs a complete change. The notion which has been formed around it is itself a negative one. Whenever we talk about change there are broadly two components to it. First is to leave the current state for a desired future state, which is moving forward from a paradigm of certainty / knowingness to uncertainty / unknowingness . Second at the core of it are Individuals who has to carry this process of moving ahead.

Lets take both the aspects one by one. 1. Moving from the current state into a desired future state When we talk about changing, we are not very sure about the end result, though what we plan initially is a positive outcome but we are never sure what the results will be. The results can be good or can be bad, and if in the process the belief we are carrying is a one of failure or doubt, then most certainly the results turns out to be a negative one. Now at large when we talk about organization or individual change process, the people driving it and the ones who are part of it have gone through some unsuccessful attempts of change, and they have been carrying those beliefs with them. Now these beliefs are like a software programming which governs the outcome of any action which we undertake. This is what gives birth to a fear in the mind and heart of people involved in the process. As a result, we find people not fully embracing change by taking right actions, cooperating with the team in the process of change and as a result most of the times the result is a failure. Another psychological dimension and how our brain is program to work is that it always prefer to remain in a known environment even if its giving pain and discomfort rather than to go in an unknown environment to achieve an outcome. What I suggest here is this, if only we change the whole concept of Change to one of Evolvement it will bring a major shift in the process. Evolve or Evolvement is a natural process which every individual, society, country, world, earth, universe is undergoing continuously though we even are not aware about it. As we are living we are evolving. If we listen to some Great Teachers, they say even The Supreme God is also continuously evolving. Today we live in one universe but out there, as science say are maxi universes means billions of universe. The term evolve brings with itself a positive notion that the outcome will always be positive and we will become better. Here there is no uncertainty of success or failure which the word change management carries. Now some may argue, how changing a mere term will make a difference but then if we understand a human being, every word is an emotion which he experiences. A word brings with itself a whole new dimension with it. Today we live in language of words; we are constantly speaking either with someone or with our own self using the inventory of words. Thats why we see some of the best learning companies are so careful about bringing new terminology to term their departments, functions and process. For example when we listen to a word talent management or talent development or talent creation do we get a different thought, feeling and belief about it? If only we use a right word, we experience a right emotion, which affects the outcome heavily. 2. At the core of change management is a dynamic, ever changing creature called Human being Mostly the process of change fails in an organization not because the strategy or process laid down was wrong but the people involved in the process, failed to do it properly. Now broadly every company or individual at any point of time is in a certain state. For example, the state organizations like Blackberry or Nokia were some years back is not the same as they are today. Few years back they were driving the market, the business, defining terms and the rules of the game but now they suddenly are at back stage and more in a state of acceptance where in someone else is defining the

rules and they need to catch up with them. Same way the state which an organization like Samsung was before is not the same as they are today. Now these states of the company broadly are a reflection of the state of all the people working there. If the leadership team, the middle management team and the lower management are not really in a great state, which simply means the state where an individuals gives his best, does an outstanding work, or creates exceptional results, and then the effect directly can be seen in the companys results or performance. Now these states are directly the result of the organization Emotional State (feelings). If the organization emotional state, means the collective feelings of all the individuals working in the company is negative or sad or frustrated, then one can hardly think of any exceptional or excellent product or ideas. For example an organization like Google, therefore has devised technologies to constantly check its employees emotional state. Also if at this time a company tries to bring change it will be failing flat face and this is what happens mostly, This only contributes in bring the organizational emotions state to a very low level and here comes a role of a great leader. When we see great companies like Google, Facebook, Apple launching different awesome initiatives like giving 10 % of the working time to employees to do something of their own interest, it is only an effort to keep them in a highly motivated positive state. Here it is also interesting to see the research done by American Author Daniel Pink, where he talks about 3 major areas which are the key motivational factors for when a company is on the employees. These three areas are Passion, Self a downward spiral, we Mastery and Autonomy. If a company takes these see a series of negative three areas in consideration, the results are far more productive and influential. actions which includes Further going deep inside, an emotional state is the direct result of organization Thought Process. How aligned the thought process is of the individuals working in the company, both people involved in creating strategies and plans to people involved in implementing it. If the thought patterns or process is more of a conflicting one and in opposite direction, it is bound to create more conflicts and issues which results in developing negative emotional state of the employees. Now every individual is different, agreed but what matters here is can we get the right people on the bus (importance of hiring), which was beautifully described in the bestseller book Good to Great by Jim Collins. If there are right people in the bus, they tend to have a shared vision, focus towards a common purpose and which results in having a constructive and focused thought process. Thought process is a result of Organization / Individual Focus. Any great leader in history if we happen to read about has done only one thing, which is directing the organizational or individual focus. There exists in parallel the good side and the bad side, the desired results and the undesired results, what matter is where we are focusing on. In a downturn or in recession, we see some company turns out to be a resilient and fights out to be the best, example Apple but the same time a company like Kodak, failed overnight. What was the core difference? Though we can say the company was not innovative and etc but ultimately what matters was what they were focusing on. Here a simple rule applies which is what we focus on we feel made popular by Anthony Robbins. If in bad times, we are only focused towards seeing the bad / negative side of things, we will not be

firing employees, cost cutting, abrupt decisions being taken.

able to move a single step ahead. A great leader like, Winston Churchill who turned the whole situation at the time of world war II by making the whole country focused on better positive situation. And lastly organizational or individual focus is a direct results of the, Quality of Questions we are asking. Even in a downturn at an organizational level or an individual level, we have a choice of asking a question like, what good can happen from this? or Is it possible to come out more strong from this situation ? rather than asking, whose fault is here ? or why it happen to us ?etc. The quality of question we ask as individuals and broadly as an organization will directly and instantly change the focus, which in turn changes the state instantly. So while talking about change management, what I feel is an organization should really focus on managing the organizational state, by managing the emotional state, thought process, organization focus and the quality of questions they are continuously asking. If the employees are made to believe that its not about change but its about evolving which has only one positive outcome betterment, the resistance to change would be far less than normal. And if it is backed up properly by managing the organizational state (State = Feelings +Thoughts +Focus) the result will be much better and positive. When we look at any great successful individuals or organizations, the only fundamental difference is in the state they are in. Do they spend maximum time in the state of frustration, conflict, sadness or in the state or curiosity, inquisitiveness, exploration and reflection? I deeply believe if these two factors can be taken in consideration while bringing a change management process both at an organizational level and an individual level, the difficulty in between will be far less and the determination to overcome it will be much stronger. We are not stagnant human beings but evolving dynamic creatures with consciousness

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The Pune based author is the founder and Chief Executive of Blue Dot Transform Consulting Pvt. Ltd. He is a Post Graduate in Leadership Development from Sadhana Centre for Management & Leadership He is also a certified Neuro Linguistic Program trainer, Law of Attraction & Creation trainer, Level 1 Integrated Clinical Hypnotherapist, Advance Pranic Healer, Psychotherapist and a student of Mantra and Mind sciences. He can be reached at: [email protected]

Indroneil Mukherjee
Let the Change Manage. Let Your Enterprise Evolve
Much as we would like to believe, enterprises are not mere economical entities, which can be engineered and run with certain opportunistic business objectives and strategies. They are organic, living entities co-existing, inter-acting and inter-relating in a dynamically changing ecology of value creation and exchange, following the laws of evolution. Some of the so-called large and successful enterprises have perished because they have resisted the process of evolution. Some others have miraculously survived with tremendous responsiveness and resilience having embraced enterprise evolution. To ensure sustained growth and performance and more importantly survival, in a climate which is and will continue to be uncertain and disruptive, it is not just a need but an imperative for enterprises today to allow change manage their growth and thus evolve consciously. Key to enterprise evolution The process of Enterprise Evolution encompasses the interplay of three enterprise processes

An enterprise purpose for its existence- the single most fundamental and immutable cause for which the enterprise is living. Without a purpose, the enterprise does not have a right to exist in a given environment and does not contribute to the eco-systemic well-being. An enterprise culture of conscious learning and learnability - the ability to continuously learn and unlearn by subjecting the system to the influences of disruptive changes at will, by choice - and applying the knowledge of what works, to let go of old habits and adapt to new habitats An enterprise practice of conscious leadership leadership from inside, that continuously governs guides and galvanizes the enterprise process to ensure enterprise evolution.

Some of the symptoms of an effectively evolving enterprise are:

Genuine belief of the executive management in enterprise evolution and commitment to support the same. Sensitivity to habitat and willing to let go habits (read best practices). A positive feedback loop to reinforce early success by enterprises-wide learning of what's working and what's not. Employees driven by a cause to overcome fear of change rather than being forced to overcome Genuine belief of the through short-term motivation. Continuous empowerment of employees as executive management memetic agents for enterprises evolution through is desired in enterprise o Alignment of their individual purpose / vision evolution and to the enterprises essence. commitment to o Sustained individual and collective consciousness essential for evolution. support the same. Not obsessed with becoming for survival but believing in and upholding its being. Having permeable boundaries for knowledge osmosis. Encouraging a process of natural selection for creating and living interdependent relationships. Relying more on business instincts than on proven strategies. Believing in change as systemic neutralizer.

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The Bangalore-based author is the Founder & MD of iProdigy (http://www.iprodigy.net), a leading consulting organization in the space of learning and leadership. Having touched / transformed more than 5000 lives over little more than a decade he is also an acclaimed Transformational Coach, a management consultant and a Human Enabler of repute. He can be reached at: [email protected]

Yateesh Prahlad
Shifting Trends in Change Management for Succession Planning
To improve is to change; to be perfect is to change often. - Winston Churchill What is Succession Planning? A Process to identify the key positions in an organisation and have at least one employee immediately available to fill each position; is that all? We find that this is a clichd customary statement. Change affects every business at some point. While the changes may be necessary for the future of the company, you are likely to face certain barriers and challenges whilst facing change. Anticipating these roadblocks helps you avoid them before they become major issues in the change implementation. Change doesnt happen overnight, it happens eventually and it is very critical to understand the indications, planning systematically does help organisations to excel. While this technique is still a relevant aspect of succession planning, business and demographic trends have meant that the process has had to move on from there and become more sophisticated and adaptable. Changing trends include the following:

Organisational restructures, mergers, acquisitions, etc occur more often in todays every changing Business Scenario which compresses the sufficient time frame for planning; Downsizing and cost-cutting approaches have sometimes had the effect of reducing the resources and options available to organisations, because many high-potential employees may be either victims of the cutbacks or else leave voluntarily because they have lost confidence in the employer; Are you a rolling stone : the mantra that it has become harmful to ones career to remain employed by the same organisation for a lengthy period has reduced the emphasis on a structured career with a single organisation, as employees (particularly younger ones) change employers more often;

VRS Culture: the ageing population is now having an impact as many 'baby boomers' are now in a position to choose early retirement. This trend may lead to labour supply shortages as fewer new employees are available to replace them; Technology: Also is driving more frequent changes in job types and content, which makes it harder to plan; and issues such as equal opportunity and managing diversity are having a greater impact, as organisations seek to maximise the contribution of all employees. What does succession planning now involve? Despite the above constraints, organisations still need to prepare and implement succession plans if they are to survive. A basic definition of succession planning is that it is a set of activities that involves the following steps: Identifying the key positions in the organisation where loss of the incumbent could cause problems if a contingency plan does not exist; If possible, allocating both short and long-term potential successors to those

career planning and recruitment/selection have to be oriented towards future jobs, not the current ones; and training and development also has to go beyond coping with the current gaps.

positions; Assessing the potential replacements 'readiness' to fill the positions, and determining their training, development and work experience needs; Determining recruitment needs from the 'gaps' identified by the previous three steps; Analysing employee demographic issues such as turnover rates, retirements, age distributions, etc, to predict trends (such as impending labour supply shortages or reasons why particular types of employees leave); and Identifying movements in the actual jobs available in the organisation, i.e. what new jobs will be created (an example being e-business-related jobs) and which types of jobs are likely to become redundant.

Note from the above that succession planning involves anticipating and meeting future needs, not dealing with current or short-term crises. As such, it needs to be integrated with a wide range of other activities. These include organisational strategic planning, plus the HR-related functions of job analysis, career planning, recruitment and selection, performance management, assessing potential, training and development, remuneration and benefits, and equal opportunity/diversity. Thus, career planning and recruitment/selection have to be oriented towards future jobs, not the current ones; and training and development also has to go beyond coping with the current gaps. Responding to the trends Because of the greater uncertainty and more rapid changes affecting the environments businesses now operate in, many employers have moved away from the 'what if the Top Manager was hit by a bus' approach. Instead, they are attempting to form a 'Talent Hoarding' of employees whom they regard as having the potential to fill key management positions. Individual employees are not usually targeted for specific positions. Belonging to this group does not mean that the employee will be

guaranteed a promotion that will depend on merit and actual performance. It also means that the employee has the potential for promotion, not that he/she is ready to be promoted. The advantage of having a Talent Hoarding like this is that the organisation is better placed to cope with unexpected events because it has people who are able to move into a range of different positions. The aim is often on developing 'strategic managers'. Common problems Many organisations succession planning activities are unsuccessful, involving many hours of assessments, form completion, etc yet still not coping with changes. Apart from persisting with the 'bus accident planning' approach, the following are some common mistakes made in the planning process: Not enough 'future orientation' focusing on current or past problems; Failing to identify the right 'successors', or failing to identify them soon enough; Managers who 'hoard' talented employees for fear of losing them (and often end up losing them anyway); Development plans are either too narrow or not relevant, for example not aligned with the organisation strategy and plans; and Development plans are not even implemented, for example because employees are too busy dealing with current crises to find time for development.

Guidelines for effective succession planning The tools commonly used in succession planning, the information that plans must contain, and the role of the HR function in the planning process need to be considered. The basic aim of succession planning is to ensure that the organisation has a 'Talent Hoarding' of suitable employees available at all times to fill its key management positions if/when these become vacant. The emphasis is on future needs, so the process is proactive. The basic steps of the process are as follows: 1. Assessing the organisations future needs, based on its business plans and assessments of future developments; 2. Evaluating its current position and resources; 3. Identifying the gap between 1 and 2, that is where and when employee shortages are likely to occur; and 4. Devising and implementing strategies to close or prevent the gaps, the most common ones involving training, development, performance management and recruitment. If using the 'Talent Hoarding' approach, particular care is needed to ensure that the processes of selecting employees are effective. Techniques include data from performance appraisals (particularly the 360-degree feedback method) various types of tests to determine employee potential, behaviour-based assessment techniques (such as assessment centre approaches), information from organisation climate surveys, career planning data, etc. Remember that it is potential you need to assess, rather than current or previous job performance. The process needs to be thorough, otherwise there is a risk of overlooking talented people who may not be very visible at present examples include those located in 'remote' areas (such as overseas or in smaller States), employees currently working on special projects (who may not have a

'manager' to identify their potential and put their names forward), employees who work from home, part-time employees and those on career breaks, parental leave, etc. This is also an argument in favour of assessing employees at all levels of the organisation, not just 'managers'. Employees are typically classified according to their 'readiness' to fill the targeted job level. Classifications could include 'ready now', 'ready in X years', 'ready when...' (The latter may list completion of specific development activities and/or work experience). Various software products are now commercially available to assist organisations to compile this information and present it in user-friendly forms such as planning charts and matrices. Areas to concentrate Communication: Failing to communicate with all employees invites rumours and fear into the workplace, particularly if you're facing major changes, such as downsizing or a merger. Employees want to A common problem in know what's going on, whether it is positive or negative news. The feeling of uncertainty when management organisations is for doesn't communicate disrupts work and makes managers to 'hold back' employees feel as if they aren't a part of the decision. Keep employees updated regularly about the plans and employees with progress toward the change implementation. Involve all potential, either because employees as much as possible through meetings or brainstorming sessions to help during the planning they perceive them as a phase. Employees resist change. They become comfortable with the way business is run. They know the expectations and their role within the company. When a major change disrupts their familiarity, some employees become upset. They don't want to relearn their jobs or change the way they do things. Supporting your employees and providing training for any new responsibilities can help ease the transition. Role of the HR function

threat to their own positions or because they value them highly and do not want to lose them to another section of the organisation. Both these attitudes are counterproductive.

Succession planning is an activity that HR staff will have responsibility for administering and providing back-up support for. However, the HR role needs to be more proactive than that. Managers themselves must 'own' and support succession planning, and an important HR role is to ensure that this happens. One effective strategy is to make managers accountable for succession planning for their own sections and positions. The performance assessment process should include criteria that evaluate managers in terms of their attention to this issue. The criteria should cover both the planning process itself and efforts made towards developing and coaching the employees who work for them. A common problem in organisations is for managers to 'hold back' employees with potential, either because they perceive them as a threat to their own positions or because they value them highly and do not want to lose them to another section of the organisation. Both these attitudes are counterproductive.

To ensure that planning and development occurs, however, job design needs to allocate sufficient time for them to do it otherwise it becomes just another administrative matter that is overlooked in pressure to resolve the latest on-the-job crisis. Different ways in which HR staff can support and facilitate the process include: Arranging coaching for managers in how to develop employees and manage their performance; Demonstrating the benefits to managers of planning and development, for example the cost savings and productivity gains from retaining valuable employees who might otherwise become frustrated and leave; Ensuring that all employees are considered in the process (see above); Ensuring that senior management commitment to succession planning is obtained and maintained, again by being able to demonstrate its benefits to the organisation; Ensuring that plans are rapidly updated when required, for example when a key employee resigns or is promoted software developments have made this easier to do; and Regularly reviewing plans and the planning process to ensure they remain relevant to changing circumstances.

Reviews can cover: general satisfaction with the processes, effectiveness of selection processes for the 'Talent Hoarding', whether development, etc activities actually occurred, actual promotion rates from the 'Talent Hoarding', external recruitment costs and effectiveness, success of employees who are promoted, and trends in retention rates of valued employees. Results of these reviews both good and bad should be presented to the organisational stakeholders. The process of planning and managing succession is a subcomponent of the broader integrated HR and business planning process. A gap analysis may point to a number of priority areas, one of which may be succession planning. Other priority areas may include recruitment, change management, employment equity, official languages, etc. As illustrated, succession plans should be incorporated into your integrated HR and business work plan. CHALLENGES More than ever before, change is becoming a normal part of the business landscape. In fact perhaps the one element of business that isnt changing is the amount of change that is happening. And that presents some special change management challenges for most business leaders. Over the last few years, with the dramatic changes in the financial world and the ever speeding of worldwide communications, change management has become an art form all the more challenging. New business environments are facing change like never before and because of this accelerated pace; change management faces some new challenges as a process in itself. Here are five specific to the new world, where the only thing that stays steady is the rate of change of the pace of change:

1. Keeping the Trust With each change in the workplace following hot on the heels of the last change, it is unsurprising that employees are feeling punch drunk as each blow hits home. This place isnt like what it once was, will be the plaintiff cry heard in workplaces across the world. Historically change happened gradually if at all and even just a few short years ago, any change was greeted as an event; a novelty and the inherent values of an organisation still showed through. Not anymore. And those leading change have to work far, far harder to ensure that they are seen to be the trusted organisation they always were. For managers implementing change, the position they are in (commonly known as between a rock and a hard place) has meant that they have had to deliver change to their people, whilst also ensuring that they personally retained good relationships with their people, often built up over many years. The solution to this is that investment in the trusting relationships they build over time will go a long way to insulate them from the bad feeling that comes when changes are implemented, however often they happen. 2. Being Fully Honest When changes are being made, managers will find there is a conflict between being open and honest with their people. This can cause a challenge because as they have been able to build trusting relationships, openness and honesty have been one of the foundations. For a manager suddenly to become much more careful about what they say, can lead to suspicion and short-term reduction in the trust their people have in them. The way to resolve this is two-fold. By building a series of relationships with employees that, over time has been tested and shown to be robustly trustworthy, a manager will be able to use that to help when they cant be quite as open as they might be in different times. The second issue is to be open and honest about what they can and cannot be open about! This statement of reality will show their employees that they really are sticking with the principles already embedded in the relationship that of honesty and openness in the communication between them.

Creating a Constant Change Environment

How would it be if there were no surprises and changes came and went with excitement and fun? That takes control back and makes people feel better too. This requires a change in mindset to encourage even proactively stimulate change in lives and in business too. Where change is challenging is where we simply dont have the skill to appreciate what opportunities change creates.

Maintaining Morale

In a change ridden world, people feel battered by the effects and this can strike at the very heart of how they are feeling. In any business, it leaves a sense of uncontrolled done to rather than being a

part. By getting people engaged with change and having an integral say in the how of the what needs to be done, creativity and engagement flows. The best managers see their employees as a resource in change situations even more in this new age where past conventions of; caring for our people, are being thrown out of the door. For many employees, this is such a shift in what they are used to that they fail to see the way forward so letting them be a fully signed-up part of that way is a perfect tactic to maintain and even max out their morale and motivation. The question is, as a manager, will you be prepared to get out of your own way and let that happen? 5. Bringing Good People In Incredibly, changing workplaces generate new opportunities for managers, not least in the arena of recruitment. Its a little sad to say so, but in many situations, managers have been left with a less than fully-formed team. So when changes to personnel happen, its critical that this clear-out is used as an opportunity to bring in the right people next time. For this, many managers will have to shape up in their recruitment skills or they will simply replace like-with-like and make no progress. Indeed, because of the churn time it takes for people to settle in, there could be a significant decrease in performance over a protracted period.

_________________________________
The Bangalore-based author is Human Capital Process Re-Engineering Specialist. He can be reached at: [email protected]

Abhipsa Mishra
Does Change Management

Need Change? Yes, it Does.

The pace of change is revealed in the fact that parents of todays college-age students grew up without voice mail, CDs, PS3s, debit cards, laser checkout systems in supermarkets, and of course Watsapp and Facebook. The idea of communicating instantly with people around the globe via internet was unimaginable to many. A lot has been changed in the world of Management since 1970s. Change Management has become a drone in the corporate arena for a few decades now. Well, what does it mean? Managing the change or changing the management? Why is it required and how do we know that a change is required? How is it implemented and how should it be implemented? Are we getting the results of implementing a change or it requires some changes? These are few questions which strikes me when I go through this concept. Why Change? What a concept! Create a snazzy-looking battery-powered toothbrush, name it the SpinBrush and sell it for $5. It was one of the P&Gs hottest NPL in years but it was not into inventing the product. P&G broke out from their make-it-here mentality and bought it from a group of entrepreneurs to manage it. P&G believes in developing a product and going through the process of pricing and promotion decisions however, its best selling product was not its brain child. P&G CEO, A.G. Lafey knows that innovative and creative ideas can sometimes get lost in a huge company like his. So he has increased efforts to identify new product ideas outside the company, bring them in, and give teams the power and ability to work around the bureaucracy. Competition and crave of reinventing self are the two indicators which makes an organization to go for a change.

What type of change? An organization basically witnesses the following four types of changes:

Culture

Strategy and Structure

Technology

Products and Services

The Flip Side of Change Management Over a period of time, academics, managers and consultants, realizing that bringing about a change and managing it at the same time is difficult, have scrutinized the subject. Theyve: Eulogized leaders who connect-up vision, make change efforts succeed Promoted the importance of changing organizational culture and employees attitudes Tested out the apprehensions between top-down transformation efforts, and Encouraged organizations to launch campaigns that appeal to peoples hearts and minds.

Still, studies show 60-70% transformation initiatives fail. On my recent training programme in a leading bank, I got to meet some VPs and senior managers. I asked few of them about their notion of change, factors that are critical to bring about a change in their organization. Surprisingly, I got different answers from leaders working in the same organization and same vertical! This is where biggest failures occur. Lack of prioritizing leads to spreading resources and skills thin. Deficient understanding of the required change tends to implement it in the area which is not required. What to change? Off late, management gurus have focused on bringing in a change in soft issues like, culture, motivation, team building and leadership. But if observed, these are not the only drivers to success and change. Conducting a half-day in-house training on motivation can never help employees get motivated if they are frequently denied leaves. Changes in culture, motivation level etc. can be gauged to an extent through surveys and counselling; however it is tough to get exact or reliable data on soft factors. Whats missing, I believe is the not-so-in-trend aspects of change management: the hard factors; that bear three distinct traits:

Companies can measure them in direct or indirect ways

Companies can easily communicate the importance of such change to the internal as well as the external customers

Businesses are capable of influencing those elements quickly

Changes to be brought in the conventional method of Change Management Now that I have addressed the questions that we started off with, I am yet to discuss the very first question Managing the change or changing the management? 2 out of 3 change assignments fail. Does it mean we should re-visit the basics? Does Blanchards moving cheese, building the business case, Kottlers eight success factors and many other theories on this subject needs to be discarded? Well, Theory without practice is conjecture and is usually superfluous. Practice without theory is idiosyncratic and unsustainable. Combining theory and practice will yield a sustainable progress. The essence of change management is logically apt, but the managerial competence to implement it has been woefully underdeveloped. Most of the organizations outsource change management to HR specialists/consultants instead of practising it of their own. It is said; you have to be the change you want to see in others. The essence of the saying is to take accountability, to take ownership of the change you wish to bring about. In one case; an airlines major was undergoing an HR Transformation. The new head of HR spent few hours reviewing fuel cost, load factors, customer satisfaction indexes, regulatory changes, equipment age and competitive positioning. A few HR professionals were heard whispering when are we going to get to HR? In fact, he was defining the agenda for HR transformation by focussing on the business first. Hence, any transformation/change in any department, unit, system; should bring about a change in the end result. Moreover, change management is not an activity to be pinned and blocked in the calendars; it is a process as good as respiration. A process that yields result. It can be implemented successfully if it is done by the employees of the organization. To do this there should be proper channel of communication. One the objective of a change is well communicated to the employee, connected to their personal objectives, aligned with the organizational objectives, calculated in a measuring rod of numbers or statistics; employees will take the ownership of that change. It becomes a habit and any habit that is practised sincerely becomes a culture. A Key note to HR professionals HR transformation is not about doing HR, it is about building business success says Dave Ulrich, in his book HR Transformation. Any change in the organization should be linked to end a result that takes the business to greater heights. Earlier organizations hired leaders. These days they haunt for entrepreneurs. The reason is they seek employees who can take the onus of the organization. Any change can be materialized only if it is made from within. Everyone agrees that change management is essential. Making it happen effectively, however, needs to be a core competence of managers and not something that they can pass off to others.

The Pune based author is a Freelance Corporate Coach, Author and Content Developer. She can be reached at: [email protected]

Surya P Mohapatra
The World around me is Changing: What should I Do?
We are living in a time when CHANGE is the only thing which is constant. There is no escaping from it. We are experiencing change all around us- all the time- in our personal, familial, social, professional life. Coming to think of change at workplace, it could include a merger or acquisition, a re-organization, a new manager, automation, or a downsizing. Dealing with any such change can be difficult sometimes. And facing the unknown can be hard. Here are 6 tips that I would like to share which you can follow to deal with the CHANGE at the workplace: THINK POSITIVE Please keep in mind that you are not alone. Many employees are feeling exactly the same way you feel. You may not like it, but change is a fact of life in today's world. When you learn to adapt to change, you're able to make the best out of almost any situation. Keep yourself in a positive, optimistic frame of mind. Try to catch yourself if you're repeatedly thinking or saying things like: "Life is unfair," "Why was this to happen to me" Repeating negative thoughts can lead to a vicious spiral. Remember your successes in the past. Recall how you faced difficult challenges in the past. How did you manage them? What worked for you then? Reminding yourself of your strengths and capabilities make you feel confident and help you feel more in control. Avoid spending time with consistently negative people. Negativity can affect your morale and is also contagious. So try to keep aloof from people who continually engage in negative conversation. BE AWARE OF YOUR EMOTIONS Acknowledge your feelings. It is absolutely normal to have negative emotions during times of change. During such times, some people go through an initial period of shock, denial, anger etc. They

keep wondering, "What will I do? How will I manage?" At different times, you may find yourself feeling confused, anxious, or afraid. It's normal to feel any or all of these emotions. Try to recognize and be honest about your emotions. It can help you work through them and deal with them in positive ways. Acknowledging that you're feeling sad is usually a healthy and helpful reaction to a major change. It's the beginning of accepting the change and moving on with your life. TAKE TIME OUT Remember that work isn't everything in your life and you have a huge life beyond work. One piece of your life may be changing, but others are remaining stable and constant. Your work is very important, but so are your roles as a friend, spouse, parent, son or daughter. Being involved in community events or serving as a volunteer etc. can help you put your work life in perspective. Activities like swimming, riding a bike, sports etc. can also help you burn some nervous energy that you might otherwise spend worrying about work. If you have a family, focus on activities that you enjoy together, like walks in a park, attending school functions, or making things together. Maintain friendships outside of work. Spending time with people whom you like can help keep you relaxed, remind you of And before spreading a your value, and keep workplace issues in perspective. rumour further, ask Get plenty of sleep. Sleep deprivation can reduce your threshold for change, making you more vulnerable to yourself, "Is there a worry and anger. Many people find that trading off TV reason to pass on this viewing for even a half an hour of extra sleep information?" Will this significantly changes how they feel the next day. information help Limiting caffeine can help reduce the body's reactions to stress and improve sleep quality, too. anyone Moreover, take some private time out for yourself every day. This means quiet time alone, without TV or radio, family members every day if you can. Some people take a walk after work. Others find it helps to arrive at work earlier than usual and sit quietly in a parked car or quiet common area. Others take their quiet time at home after everyone else is asleep or by getting up earlier than usual, before the rest of the family. Do what works best for you. The important thing is to give you time to adapt to change. It may take weeks, months or even longer, for you to adjust to the change. But never give up. DONT GET CAUGHT UP IN RUMOURS Try not to get caught up in rumours. Change can have a big effect on truths, half-truths, and what gets said at work. Management may not have all the answers to questions, and this can leave us feeling in the dark. Sometimes, such as when a company is being sold or acquired, management may be limited in what can be discussed with employees. When things are unclear, people tend to read into the situation and make up stories. Rumours start to spread. Experience says that most of the time these rumours have no base. If you have heard a rumour or news about the company that

worries you, go to your manager or someone reliable who has access to the right information and confirm what's true and what isn't. And before spreading a rumour further, ask yourself, "Is there a reason to pass on this information?" Will this information help anyone FIND SUPPORT Seeking support from others can help you feel better and more confident during times of change. The first person to reach out to could be your Manager. Talk with your manager about what the change will mean for you and how it will affect your job. One of the chief reasons we resist change is because we don't know how it will affect our jobs and our lives. In the absence of information, we become apprehensive and jump to wrong conclusions. One of the by-products of a changing workplace is that employees often feel a greater sense of stress and overload. Talking to your manager about your workload and ways to get the work done can help. Besides your Manager, seek out people who are good listeners and problem-solvers. Try to surround yourself with positive-minded people, as well as those who can provide clarity and sound guidance. You might want to get together with other people who've been through the same experience to share ideas, contacts, and support. Try to balance being with people and taking time out to be alone. Chances are you'll need both quiet time and social time. KEEP LEARNING Keep your skills current and updated. Learn new ones by taking advantage of any training programs your employer offers, including cross-training for other jobs. The more new skills you learn, the more valuable you will be to your employer. Look for the opportunities change can bring as you move forward. Once you've adjusted to the initial change, you'll be ready to start exploring other job options and activities. Is this the time to try a new career? Go back to school? Relocate? Transfer your skills and use them in a different field? Think of all the possibilities and options you can. As hard as it might be, try to look at this change as an opportunity to learn, develop in new ways and grow.

The Bangalore based author, is currently working as the India Head- Training and Knowledge Management in Hewlett Packard Global Business Services. Surya has extensive experience in setting up and running learning and development functions for organizations in India and international locations. Surya speaks regularly in various national and international forums on topics related to HR, Learning and Development, Corporate Culture and Spirituality. His articles have been published in various journals and magazines. He can be reached at: [email protected]

Dr. Bill Lang

ANT Hunting
Change your thoughts, change your life
How you think about life determines how you feel about life. The thoughts that go through your mind, moment by moment, have a significant impact on how your brain works. Research by Mark George, MD and colleagues at the National Institute of Health demonstrated that happy, hopeful thoughts had an overall calming effect on the brain, while negative thoughts inflamed brain areas often involved with depression and anxiety. Your thoughts matter. If you want to spend more time happy, peaceful, and content, and less time angry, resentful, and stressed-out, you have learn to be aware of your thoughts and deal with the negative ones when they creep into your life. Negative thoughts themselves are not bad; they are only bad when you let them prevent you from being all that you can be. What is a thought? Thought (also called cognition, consciousness, and imagination) refers to the act of thinking or the resulting ideas or arrangements of ideas. Thought underlies almost all human actions and interactions, so many academic disciplines have long sought to understand the physical and metaphysical origins, processes, and effects of thought. Thinking allows us to make sense of the world; it also enables us to represent or interpret it in ways that are significant to us, or which fit our needs, attachments, objectives, plans, commitments, ends and desires. What is neuroscience? If youve ever watched the TV show House, youll know what an MRI machine is. Its the big thing patients lie down in which scans their brain and identifies which areas are active during a specific

activity. The MRI is just one of the technologies used by Neuroscientists as they do research to understand the science between the role and function of our brains. Neuroscientists study the nervous system, including the neural basis of behaviour; parts of the nervous system such as the visual (seeing) or auditory (hearing) systems; the function of groups of neurons (nerve cells); what individual neurons do; what happens at the synapse; and how neural pathways are formed to learn and unlearn information, knowledge and behaviour or skills. The MRI has revolutionised our understanding of how the brain works. We now know that multiple areas of the brain light up in an MRI when we do even the most basic task. The brain isnt compartmentalised like we once thought its an interconnected network, with most areas being involved in multiple activities. Stamp out the ANTs invading your brain! In 2 Steps This may sound like the tag line from some B-grade schlock horror film poster. But in neuroscience, ANTs stands for Automatic Negative Thoughts. The key thing with ANTs is theyre automatic. They just happen. Theyre very hard to stop... but you can manage them, and turn them around over time. ANTs are incredibly powerful they can ruin your whole day, maybe even your life. So you need to learn how to metaphorically Stamp out the ANTs that invade your brain.

Step 1: Learn how to recognise Automatic Negative Thoughts There are many kinds of negative thoughts, or ways your thoughts can distort incoming information to make you feel bad. Here are just a few of them: Worry & guilt Being overrun by thoughts of "I should have done, Im bad because..., I must do better at..., I have to.... Guilt is powerful at making us feel bad. It is a lousy motivator of behaviour. I should have said something funny when I was talking to John at the party. Im bad because I didnt remember Jennys birthday. I must do better at being thoughtful to others, or they wont want to be friends with me. I have to be more interesting or people will think Im boring and not speak to me. Over generalising Coming to a general conclusion based on a single event or one piece of evidence. If something bad happens once, you expect it to happen again and again. These overgeneralisations can alter behaviour. Such thoughts often include words such as always, never, forever, everything, and nothing. I forgot to finish that project on time. I never do things right. He didnt want to go out with me. I always get rejected. Ill be alone forever.

Filtering Also called Selective Abstraction, these thoughts concentrate on the negatives while ignoring the positives. They gloss over important information that contradicts your (negative) view of the situation. I know my boss said my submission was good overall, but he was just saying that to be polite. He also said there were a number of mistakes that had to be corrected, so I obviously did a terrible job.

Its important to be conscious of your thoughts so you can see if they are helping you or hurting you. You need to hunt down and squash the ANTs that are ruining your life.

Personalising Blaming yourself for something thats not your fault. Thinking that what people say or do is some kind of reaction to you, or is in some way related to you. Johns in a terrible mood. What did I do to upset him? She didnt say hello I knew she didnt like me. Catastrophising

Using inappropriate language to describe something. Overestimating the chances of disaster. Expecting something unbearable or intolerable to happen. Im going to make a fool of myself and people will laugh at me. My speech will be horrific and I'll embarrass myself in front of my colleagues. What if I havent turned the iron off and the house burns down? If I dont perform well, Ill get the sack. Mind-reading Making assumptions about what others are thinking; interpreting other peoples thoughts, feelings and behaviours without checking the evidence. (You cant possibly be sure without asking them you cant read minds. A negative look from someone may mean nothing more than he or she is constipated!) Johns talking to Molly so he must like her more than me. I could tell he thought I was stupid in the interview. She looked away while I was talking to her I must be really boring. Should statements Using should, ought, or must statements can set up unrealistic expectations of yourself and others. It involves operating by rigid rules and not allowing for flexibility. I shouldnt get angry. People should be nice to me all the time. He ought to have asked me how I was feeling.

I must get it right or Ill be a failure. These are only a few of the many types of negative thoughts that run through many peoples minds each day. Whatever you name them, all of these thoughts distort your reality. When you think a negative thought without challenging it, your mind believes it and your brain reacts to it as if it were true. This is when ANTs can take over and infest your brain and cloud your entire outlook. But you dont need to believe every thought that goes through your head. Its important to be conscious of your thoughts so you can see if they are helping you or hurting you. You need to hunt down and squash the ANTs that are ruining your life. Awareness is the very first step to conquering ANTs and changing your automatic thoughts from negative to positive. Identify negative thoughts, and talk back to them. If you can correct negative thoughts, you take away their power over you. You should also use your emotions as a guide when deciding if a thought is negative or positive. Once you better understand your thoughts, and what triggers you to think the way you do, something incredible happens you gain the power to choose which way you think. You can choose to think good thoughts, and feel good about yourself, or choose bad thoughts, and feel lousy. Neuroscientists have defined a term called neuroplasticity this basically means that at any age assuming you are physically and mentally healthy you can change your thoughts and rewire your brain so it is optimised for positive thinking. Over time, you can train your thoughts to be realistic, positive and hopeful... and transform the way you think, act and feel about yourself. Step 2: Take action Once you recognize a negative thought, you can choose to take action in two ways: A. Challenge it B. Ignore it Both of these actions have the same end result: you are able to pursue your life and function at a higher level in your life. (The alternative believing your thoughts leads you to develop (and reinforce) an overall negative view of yourself, and the wider world.) A: Challenge the ANTs If you choose to challenge the ANTs, look at the situation where the negative thought occurred: What is the negative thought? What is the consequence of the thought? What is the actual fact of the situation (logical and realistic thinking)? B: Ignore the ANTs. It isn't really ignoring them, but more a matter of being aware of them and letting them float by without affecting you. This process involves different thinking. Awareness of the thought. Recognising that the thought is an ANT. Acknowledging the ANT.

 Understanding that resisting the ANT will give it power. Letting it go. A logical approach will work, since the automatic negative thoughts are anything but logical. They are the result of underlying commitments your mind-ego has with itself to keep you "safe." Safe in this context simply means familiar; youll stay trapped in a comfort zone that will prevent you from achieving your full potential. Awareness of this is possibly the biggest key to changing these thoughts, and creating a more empowered and happier life. For a simple system to follow to build a personal skill (which includes thinking) check out www.scoresontheboard.com/thebook Sources: Change Your Brain, Change Your Life (Dr. Daniel Amen), Rewire Your Brain (Dr John Arden), Scores on the Board 5 Part System for Building Skills (Bill Lang), Psychology Today

This Australian author is an eminent Writer, Global Speaker, Entrepreneur, Corporate Performance Coach and Human Performance Enabler. [email protected]

Guest Profile:

Vinod Yadav
His father, being a government servant and supporting a big joint family, was barely able to send him to least expensive schools. Vinod Yadav struggled through his education and career, yet he managed to be and study at Harvard to learn about the tools which could enable him to bring positive changes in his society and in his country. With domestic and international exposure, experience and knowledge, he started working on his soil for his countrymen. He was able to mobilize a great team of young professionals who were willing to work with him dedicating their career and energy. Working hard and sincerely he and his team have several small successes to their credit in the area of development and public service. However, he strongly feels that politics is the biggest bottleneck in bringing about the change he strived. A great team, solid credentials, proven track record and undeterred determination- they had everything that was needed to accomplish any task, how so ever difficult. But often they had to face political hurdles that thwarted the course of hard work. However, he refuses to give in. He believes if brining the desired change means challenging the political status quo, he will not hesitate and will embrace the route to question and transform the political apparatus of this country. Vinod Yadav was born in a small village in Varanasi district at his maternal grandfathers house. His parents belong to families of small land holding farmers. Vinod went to school near his village to receive basic education. Later he moved to the city of Allahabad and enrolled in a municipality school in fifth grade. He studied at Government Intermediate College in Allahabad from sixth to twelfth grade. Subsequently he got admitted to Madan Mohan Malviya Engineering College, a state government college in Gorakhpur. He graduated with Bachelor of Engineering in Electrical Engineering in 1991. Upon graduation, he worked in private sector for two years and later joined Indian Oil Corporation, a public sector energy firm, where he worked for about five years.

With aspirations soaring high, he moved to the US to pursue MBA in order to get an international perspective on how civic systems functioned abroad and how they compared with ours. Having achieved a standard education in best institutions and worked in a professional setting for seven years, he wanted to study how certain countries performed better than others, and why India continued to struggle. With such aspirations, he went on to pursue higher studies in the United States where he studied business and international finance in Texas. Since he was keenly studying Indias energy deficit, he continued to work in the energy field after finishing his masters program having worked in the sector for several years. He was working in New York when he met Dr. Jeffrey Sachs and other economists & researchers who have been actively working on and supporting Indias development issues. He volunteered to work with scientists and economists of the Earth Institute of Columbia University where a dedicated team was working seriously on India's water crisis and management. Slowly, his focus shifted further from private sector job to development issues especially concerning India. It was then he decided to dedicate his career fully for Indias development and went on to pursue a specialized program in international development at Harvard University. He thoroughly studied economic policies for the developing nations, focusing on impacts of policies and leadership on Indias overall development and growth story. After finishing the program he decided to move back to India and has since been working in the areas of education and public health focusing prevention of kids deaths from diarrhoea and Encephalitis in Uttar Pradesh. In answer to what inspires him, he tells A vast number of children and capable young men and women in the country are at a loss for directions and opportunities. The existing institutions and means are far from adequate to provide each young member of our population a promise for her/his career. This will create hopelessness for our youth if we are not able to create opportunities for them. We need to look at this unprecedented and enormous problem from entirely different perspective in order to find s olutions. Lives of thousands of children are lost every year due to sheer negligence and inefficiency of our policy, leadership and resource deployment. Top fatal diseases like diarrhoea and encephalitis in our villages have curable or preventable solutions that are also economically viable. Yet key people are getting increasingly insensitive at loss of these lives. This situation drove me to take initiatives in this direction to sensitize the officials and policy makers, spread awareness among population, and provide any technical support wherever needed. He believes that the situation is unprecedented and needs immediate attention and action by youth. Country is obviously in kind of a crisis. Economy is in shatters. And leadership is missing at many key positions. This situation needs sincere hard work, dedication and sacrifice from me and thousands of others. The rich and influential have created many distortions in democratic institutions and made these institutions their fiefdoms. Under their cover, other political people, with a few exceptions, only pursue their individual interests. This is very damaging for the citizens rights and the countrys overall development.

He is worried that most of the young and educated professionals who are most sincerely interested in the countrys development are only interested in contributing with technical and administrative solutions. These professionals often avoid working directly or indirectly towards political reforms. In his view, this attitude of competent and sincere youth further limits the citizens options. He firmly believes restructuring of the political system, with much larger levels of accountability and transparency, is essential for the real and inclusive democracy. The traditional actors in politics do not allow such change and they create barriers to entry for new and progressive ideas. Nonetheless, I feel compelled to question and challenge the extractive politics and bring about a positive change in the political system He however feels this is a formidable task and cannot be accomplished by one person and in any short time. I believe in building coalition with the like minded people. I need support and dedication from young men and women who think in similar lines and want to serve this country and its wonderful people. Even if only a few start, it would cause a knock-on effect. I dont see a reason why we wont be able to achieve what we want

Tete-a-tete with

Vinod Yadav:
Ekakshaara:
Allahabad to Harvard: from the municipality school and Government College to engineering degree and government job in India...how was the experience at this stage? When you look back, what do you perceive the most in comparison to the present India?

Vinod: My story is a regular persons struggle story in our society. I faced variety of challenges, but
I kept myself in perspective and my aspirations alive and fed. I had great experience in studying and

working in India and abroad. The diversity in experience has made me a better individual and professional. The present India is full of human and economic resources. However the population is not getting benefitted by the expansion in the aggregate economic potential. Until end of 90s, many programs could not be devised due to lack of financial resources, however now the situation is different. Money is not a constraint most of times. Instead, the country presently mainly lacks in good planning and implementation of the well planned development programs.

Ekakshaara: Pursuing higher studies in the USA to working over there...how was the experience in
comparison?

Vinod: People, whom I worked with, have been very competent both in India and in US. However,
the work environment in USA is more professional. It was mainly due to right kind of nurturing of the organizations by those in the top positions. They helped develop right work culture, procedures and teams. Placing suitable people in key roles is important and it is better done in US organizations.

Ekakshaara:

Working with the scientists and engineers at the Earth Institute of Columbia

University, what did you learn?

Vinod: I found that the researchers and academicians at Columbia are doing a truly wonderful job
in studying Indias water situation. A very competent and spirited team under leadership of Prof. Upmanu Lall was working on the data from various parts in India regarding water level and quality. They were finding how the agriculture could be impacted and what new policies and technologies were needed to improve the situation. I was impressed by the dedication of the team.

Ekakshaara: How is the economic policy being shaped up in the developing countries? How is the
leadership effecting development and shaping up the growth story?

Vinod: Different countries are adopting different approach and development models. Leadership
role is key in the development of any country. The phase of development of a developing country has inherent chaos. A capable leadership would not only work on economic growth of the country but also setting up and nurturing right kind of institutions which would give the country stability at social, administrative and political levels. If the whole focus is on ensuing growth without setting up rules (institutions) to ensure the direction we want to take in future, the country will always face disorder, inefficiency and corruption. Hence a strong, capable and visionary leadership is must at this stage.

Ekakshaara: On what inspires you, you've said that, "giving direction and creating opportunity for
the vast number of children and the youth are the need of the hour."

Vinod: When I go to villages, towns and big cities, I meet hundreds and thousands of kids and
young men and women. They all have energies but lack direction. They have strong ambitions for achieving big goals but often dont know how to reach there. The situation in villages is truly appalling. Children are growing up without adequate education, and youth are ageing without adequate opportunities. This situation is truly dreaded as the countrys most valuable resource is

getting wasted. Soon they will be a passive liability on the country if right measures are not taken. Thats why it is my mission to work with the policy makers and the youth in our society for developing avenues of opportunities for the young men and women of this country.

Ekakshaara: How does leadership impact on creating efficient state policy, resource development
& management and succeeding in project management?

Vinod: Leaderships role is most vital. The leadership must adequately represent the concerns and
needs of all sections of the society. A capable leadership would also have a clear understanding of the countrys relative positions on important subjects on global scene. Understanding internal needs and strengths the leadership devises policies for resource development and deployment. A good lead team of executioners is required to work in all key positions for successful management of the policy implementation and evaluation.

Ekakshaara: Today's youth is cynical and have lost confidence on the political set up particularly
on the followers and preachers of this profession that has moved away from social service and nation building to self-servicing and fiefdom.

Vinod:

When people, who take political path for the promise of public service, abandon their

promise, it is bound to disappoint. Therefore todays youth has every reason to be cynical. But when politicians abandon their pledged path of public service, our responsibility is to bring better people who are committed and trustworthy. Such people might be found around and among ourselves.

Ekakshaara: There is a wind of change blowing across the world. It's ringing bell in India as well.
What picture could be envisaged and how is this change impact the socio-political and economic scenario in the country?

Vinod: There is a tremendous pressure inside our society for change in attitude of our political
system. The weak leadership and poor decisions are causing the country grave social and economic harms. Urban youth has already got expressions to their feelings and is strongly voicing the need for change through various channels of communication. All political groups are witnessing this call for change. The impact is already there on the attitude and language of the political leaders. The result of all these cacophony is that it would take longer for the country to have a strong political leadership in the country. It would cause socio-political and economic pains for all of us.

Ekakshaara: Vinod:

Change Management: how would one manage it in the professional as well as

personal life and how are planning this through your activities? For balancing professional and personal lives, it is important to identify the most

fundamental requirements on both sides and devoting time and resources on first managing those needs. Keeping personal requirements at necessary and low levels is essential. A strong and committed team of people who are also devoted to the cause is very important for achieving professional/social goals.

Ekakshaara: Learning & Development Group on the Facebook has been spreading knowledge and
sharing the same across the globe through its e-journal Ekakshaara. Would you like to make use of

this esteemed platform to share your thoughts with the professionals? You could also leverage on our collective wisdom and practical experience.

Vinod: I would love to work with a group which is already promoting development and learning.

Ekakshaara Suggests: Change Resistance Checklist

These statements are intended to help assess the attitude of employees regarding the change you are planning. It is designed to lead the change manager through a series of questions, the answers to the questions help frame the potential resistance to the change. The questions can be modified into an employee questionnaire. Resistance is increased when: 1. The purpose of the change is not made clear. Anxiety, fear and suspicion usually fill the void. 2. The change targets do not see the need for change. Even if they understand the rational they may not agree with the need for change. 3. The targets are not involved in the planning process. People have an easier time supporting something they create. 4. There is poor communication regarding the change. Unclear or cursory messages get distorted in the system. 5. The cost is too high or the reward inadequate. Individuals have to be able to see the end state is better than where they are. 6. The compatibility of the change is perceived to be low. How closely does the change align with the corporate values? Does the change impact closely held and protected beliefs? 7. Key people in the organization are not seen as supporting the change. Thought leaders and managers have to be seen as modelling the new way. 8. The targets perceive a negative impact on their social relations. If the change impa cts how significant individuals or groups relate to one another opposition is created. 9. When targets believe there will not be adequate organization support for the change. If the change requires resources e.g. money, people, time, etc. and it is perceived these are not committed resistance increases. 10. Employees believe the change will have a negative impact on their operating budgets. 11. Change is implemented too quickly or too slowly. Enough time is allowed to internalize the change but not so much that energy dissipates. 12. The habit patterns of the change targets are ignored. Lack of knowledge or sensitivity creates distrust and alienation. 13. Key job characteristics are changed. If job autonomy, responsibility, perceived importance or amount of feedback decreases resistance increases. 14. The targets have been exposed to a long history of meaningless or poorly executed changes. The change can be seen as another one of those. 15. There is fear of failure. It has to be ok to make mistakes as a new way comes online.

16. There is a tendency to seek security in the past. As the change is perceived to be negative there is a tendency to go back. 17. The targets lack confidence in their capacity to implement the change. Targets must believe they possess the skills or training will be available. 18. There is lack of respect or trust in the sponsor. Feelings transfer to the change. 19. There is lack of trust or respect in the change agent. Feelings transfer to the change. 20. Excessive pressure is involved. Something has to give if there is too much to deal with. 21. Vested interests are involved. Major opposition occurs when the change represents a threat to position, security or prestige. 22. There is a perceived incompatibility between the objectives of the change and the personal goals and objectives of the targets. 23. The status quo cannot be re-established if the change proves unacceptable. The less things change or the easier it is perceived to go back the less threatening the change appears.

L&D GROUPS ACTIVITIES IN COMMUNITY PAGE

MONDAY MANTRA- It features a quote (by a famous person) related to learning and development. Members share their ideas and thoughts on the quote. TUESDAY TIPS- This section carries important tips for L&D professionals related to leadership development, training and teaching techniques and so on. WEDENESDAY WISDOM: This section carries an insightful write-up for members to reflect on and share their thoughts. THOUGHTFUL THURSDAY: This section poses a thought-provoking question to the members. Members/Experts share their thoughts and ideas in an attempt to find an answer to the provoking question. FRIDAY FINANCE: Understanding Finance is an important learning for everybody. This sections provides basic tips on Finance related topics. SATURDAY L&D DEBATE: A debatable topic is put up in this section every Friday for people to cast their votes for or against topic. This leads to intense debate on the topic by the members. This section used run as FRIDAY POLL earlier. SUNDAY JIGYASA: This is Quiz time for L&D group members. This section is for you to check how current your knowledge is on topics related to learning and development.

L&D Debate- Employee Resistance to Change: What is the easiest way to Handle?
The theme for this edition of Ekakshaara is CHANGE MANAGEMENT. So we took the opportunity to introduce this topic in and L&D DEBATE section in our Community site in FACEBOOK. The proposition was: WHAT IS THE EASIEST WAY TO ARREST EMPLOYEE RESISTENCE TO CHANGE? The readers were asked to choose one of the three options below. A. B. C. D. CULTURE BUILDING COMMUNICATION TRANSFERING/SHIFTING/TERMINATING EMPLOYEES GOING FOR EXTERNAL CONSULTANTS HELP

Read below some of the comments shared by the members who participated in the debate.

Rina Mohapatra: Culture building is the right thing to do. However, poll question is what the easiest way to arrest employee resistance is. Building Culture is a long drawn process. It is neither easy nor quick. It takes time. I guess the easiest thing would be to take external help. Philipose John: Instilling a sense of confidence in employees that everything's going to be fine, change is constructive and shows way to take risks and grow. These are ways to arrest employee resistance during change. Because the greatest demon during these times is insecurity, if you have constructive employee engagement during these times and consistent communication more than half the problem would be solved. Hanumant Kulkarni: Culture building is a long drawn process, but it is effective and long lasting.

Sharat Sharma: Transferring/ Shifting of your BEST/ KEY employees work very well many a times while dealing with Change. They can act as your change agents. No doubt the 3 Cs play a very vital role in the entire Change Management. Yateesh Prahlad: With due respect to all... Here is my take on employee resistance ... As soon as the management perceives a requirement for change they would reach out to a Subject Matter Expert to identify what is the directions and reasons for the change... Along with it the management immediately identifies groups called core Change management Agents - this groups would consist of a mix of supporters and resisters, they would be inducted into a change management process cycle and this would include a buy-in from all. These champions obligations would involve gaging resistance and working towards smooth sailing of the corporate objective... This is phase One Rasmita Jena: I would like to add here the Blue Ocean Strategy, where W. Chan Kim and Renee Mauborgne cite four hurdles that face a manager trying to institute broad change in an organization. The first is cognitive people must have some understanding of why the change in strategy or in culture is needed. The second is limited resources inevitably, changing an organization will require shifting resources away from some areas and towards others. The third hurdle is motivation ultimately, workers have to want to make the change. And the final hurdle is institutional politics. They quote one manager who complains: In our organiz ation, you get shot down before you stand up. So to arrest the employee resistance easily for change management process a tipping point approach would work best such as Start the change process with people who have disproportionate influence in the o rganization. Look for ways to get people to experience the harsh realities that make change necessary. Look for ways to redistribute resources toward hot spots activities that require few resources but result in large change. No doubt it is a challenging task one will face therefore to do so, one must win the hearts and minds of the people you work with, and that takes both cunning and persuasion. And there is a very simple and most effective way than all is at times just changing the office set-up helps spur innovation. To encourage teamwork, eliminate exclusive-looking private office suites and assign everyone work stations in close proximity to jump-start communication. Abhipsa Mishra: Culture isn't built overnight. Though it is one of the ways (not easiest though bcz of the time factor). Transferring/Shifting employees is a big NO coz change is brought not for the infrastructure but for people. If they are not there it change/managing change isn't pertinent. Taking external/expert/consultant support is something that 90% of organisations are doing. And I believe this is the reason why 70% of change management projects fail big time. How can you think of a change not being a part of the change?? Its like I have to do my homework to get good marks but I sleep and ask my friend to do it for me. My homework might be done nicely but do I get to learn anything that I would have learnt if I would have done me homework myself?? You have to be the change you want to see in others. So hiring experts from outside never helps in bringing about a change inside the organisation. So I strongly recommend the essence of change management needs to be communicated to the stake holders properly. It is not a task it is a process which by communicating properly hence leads to become a culture.

Members who participated in the debate: