M I L E A G E

Management Integrated Leadership Empowerment

for Achieving Growth & Excellence
By Dr Sukumar Raju
BE MBA MCA PhD AMIE
The THEME of to-days Workshop is 8 Cs



Challenge using BUKIDO Competencies for Competitive advantage

Create Win-Win ATTITUDE Change using Six Sigma Management

Create Collaborative relationships Cultivate Trust to go the extra mile

CFIDS & BDDS Management Core-values for Credence
Learning Objectives Of
MILEAGE
By end of this session, you will learn

Emotional Intelligence & Competencies are central to
Management & Leadership
MILEAGE - A business Model that SCALES.
Workshop to assess Your Skills Inventory
Six Sigma Management
MILEAGE is all about building Team and managing
Time using 8Ps & 8x8 Ps
Workshop for assessing Your Leadership qualities


MANAGEMENT & LEADERSHIP

_______________________________________________________________________
MANAGEMENT LEADERSHIP
Produces order & consistency Produces change & Movement
_______________________________________________________________________
Planning and budgeting for progress Establishing direction for growth
Establish Objectives Create Vision & Mission
Set timetables Clarify big picture
Allocate resources Set strategies

Organizing and staffing Aligning people
Provide structure Communicate Goals
Make job placements Seek commitment
Establish rules & procedures Build teams and coalitions

Controlling & problem solving Motivating & Inspiring
Develop incentives Inspire & energize
Generate creative solutions Empower self & subordinates
Take corrective action Satisfy unmet needs, wants &
perceptions.
______________________________________________________________________

Getting along with people
matters for managing and leading

The success of any organization is
dependent on


Managerial Effectiveness
&
Leadership


Factors to Consider
Changing environments will demand new ways of
managing & Leading
Management is getting work done through people.
Leadership is a process whereby an individual
influences a group of individuals to achieve a
common GOAL.
Leading is by building a TEAM and encouraging Team
members to manage time and resources more
effectively.
Focus of Managing & Leading is to ensure effective
utilization of resources through the processes of
Planning, Organizing, Directing and motivating to
reach set GOALS.
The Change Management
the success of introducing
organizational changes is dependent on
leadership.
As difficult as organizational change can be,
leadership change is exponentially more
challenging.
Leadership often is the slowest to change in
response to environmental and organizational
demands.
Sustainable Leadership
Can be defined as .
the extent to which organizations can
optimize their current and future
leadership to drive business results and
successfully meet the challenges and
opportunities of an ever-changing
business environment.
Leadership Gap
Route map for strategic Management & Leadership:

1) SWOT Analysis,
2) Environmental Analysis- STOPPS : Segmentation,
Target Audience, Opportunities, Potential,
Positioning,& Share
3) GAP Analysis
4) Formulate Gap filling strategies
5) Plan, Do, Check, Act using AIDAS/DADDIE

If gap isnt closed, organizations may jeopardize their
competitive ability.


MILEAGE MODEL OF Dr SUKUMAR RAJU
Y-O-Y Growth


Leader manages emotions with in to
manage relationships with others through EI/
Transformational/Transaction/ Laissez-Faire
leadership styles to achieve success



Management of
Personal
competencies
Management of
Social
competencies
Management of
Resources 8M
Management thro
Internal, Interactive,
External marketing

Confidence
Conscientiousness
Self-awareness
Self regulation
Motivation
Stress management
Motivation

Empathy
Social skills
Communication
CVP
Conflict management
Change management
Group motivation


Planning
Organizing
Staffing
Directing
Controlling
Coordinating
Budgeting

8Ps
8x8Ps
A8 to Z8
SWOT
SMART
GAP analysis
TIME & MIND MANGEMENT IS
LIFE MANGEMENT
Mind makes itself busy in dreaming about
pleasant thoughts for a comfortable
future.
MILEAGE makes you dream at night and
put Your dreams into action all day
Selves Management-
New Paradigm for Leadership
As we progress in our Lives We
are identified by our personal and
professional achievements-
SELVES

Managing the growth of SELVES in
a strategic way
To LEAD ,
We need to continuously chase success , hence a
primary challenge for Leaders is to look beyond and help
sub-ordinates develop synergies among SELVES that lead
to
Achieving Individual, Group & Organizational Success
by applying Management Principles of POSDCORB .

Finding answers to 8W &1H questions
WHAT- WHATIF,WHY-WHYNOT,WHERE-WHEN
WHOM-WHICH & HOW people perform assigned tasks
with work-life-balance is necessary.
MILEAGE FOR THE MILLENIUUM
LEADING & DEVELOPING OTHERS BEING ACCESSIBLE
PERSONAL QUALITIES BEING DECISIVE, RISK-TAKING
LEADING THE ORGANIZATION BUILDING SHARED VISION
SHOWING GNUINE CONCERN ENCOURAGING CHANGE
INSPIRING OTHERS

NETWORKING & ACHIEVING SUPORTING A DEVELOPMENTAL
BEING HONEST & CONSISTENT SUPORTING A DEVELOPMENTAL
ENABLING CULTURE
ACTING WITH INTEGRITY

RESOLVING COMPLEX PROBLEMS

FOCUSSING TEAM EFFORT

FACILITATING CHANGE SENSITIVELY

From Managing Current Practices
To Future Operations

Those who LEAD must

1) walk the talk , so that they are viewed as role-models
who respect others

2) Encourage Subordinates to develop an understanding
of their core-values

3) Make people more productive by making them focus on
what matters most

4) Shift from recognition & understanding to a Holistic
approach of integration & Efficacy
Eight Habits of Highly Effective
People
Be proactive
Begin with the end in mind
Put first things first
Think win-win
Seek to understand and then to be understood
Synergize
Sharpen the saw
SWOT & GAP Analysis to enhance KASH for CASH
Organizational Behavior
Management OBM
Leadership of individuals
Values, attitudes, motivation, learning
Leadership of groups
Group dynamics, teams
Leadership of organizations
Organization cultures, organization design
Leadership of OB processes
Decision making, communication, power, politics,
conflicts, negotiations
Leadership of organizational dynamics
Organization change, stress, innovations,
development
Positive Leader Attributes

Administrative-skill
Behavior
Just Knowledge Supportive
Communicative Leadership qualities Team builder
Decisive Motive arouser Understanding type
Encouraging Nurturing attitude Visionary
Friendly Open to Criticism Win-Win problem solver
Global outlook POSDCORB X rays the feelings
Honesty Quality conscious Year-on-year growth
Intelligence-IQ/EQ Reliable Zeal for excellence
Factors Facilitating Leadership

Transformational
Leadership 8Is
Transactional
Leadership
Laissez-Faire
Leadership
EICPPD
Leadership
Factor 1
Idealized Influence
Competencies
Charisma
Factor 5
MBO
8Ms & 8Ps
Factor 7
Nontransactional
Factor 8
Personal
Self-awareness
Self-regulation
Confidence
Motivation
Factor 2
Inspirational
Motivational
Factor 6
POSDCORB
SWOT & GAP
Factor 9
Social Competencies
Service Orientation
Conflict Management
Change Management
Factor 3
Intellectual
Stimulation
Factor 4
Involvement
BIG 5 Personality Factors:
How you act, react & interact counts

Agreeableness The tendency to be accepting, confirming,
nurturing & trusting
Conscientiousness The tendency to be thorough, organized,
controlled, dependable, decisive. Neuroticism
Extraversion The tendency to be sociable and assertive, and to
have positive energy to energize others
Openness The tendency to be informed, creative, insightful
and curious

Preferences & Leadership

PREFERENCE LEADERSHIP PLUSES LEADERSHIP MINUSES
Extravert Objective, Rational,
Problem solver
Communication overload
Feeler Cooperative,
Empathetic, Loyal
Changeable, Indecisive
Introvert Quiet, Reflective,
Thinking
Hesitant, Slow to decide
Intuitor Future oriented Hazy, Nonspecific
Judger Decisive, Sticks to
plans
Inflexible, Rigid
Perceiver Curious, Informed,
Flexible
Scattered, Unfocussed
Sensor Action oriented,
Practical
Detail oriented, Unimaginative
Thinker Objective, Problem
solver, Rational
Critical, Demanding ,Insensitive
LEADER
BEHAVIOUR
GROUP MEMBERS TASK CHARACTERSISTICS
Directive Leaders
HIP
Provides guidance &
Psychological structure
Dogmatic
Authoritarian
Ambiguous
Unclear rules
Complex
SUPPORTIVE
LEADERSHIP
Provides nurturance
Unsatisfied
Need Affiliation
Need Human touch
Repetitive
Unchallenging
Mundane & Mechanical
PARTICIPATIVE
Provides Involvement
AUTONOMOUS
Need for Control
Need for Clarity
AMBIGUOUS
Unclear
Unstructured
ACHIEVEMENT
ORIENTED
Leadership
Need to excel
Complex
High Expectations
Challenging
Ambiguous
Provides Challenges
??????

Major Components of Path
Goal Strategy
Leader Behaviors
Directive
Supportive
Participative
Achievement Oriented
Task Characteristics
Subordinate Characteristics
Motivation
Subordinates
Goal (s)
(Productivity)
Model for Team Leadership
Leadership Decisions
Monitor or take action
Task or relational
Internal or external
Internal Leadership
Actions
External Leadership
Actions
Task
Goal focusing
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Relational
Coaching / Modeling Principles
Collaborating
Managing conflict
Building commitment
Satisfying needs
Environmental
Networking
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Team Effectiveness
Performance
Development
Range of Leadership styles
EIL
8Is
CR
MBEA
MBEP
LF
InEffective
Effective
Passive Active
Legend
EIL: Emotionally Intelligent Leader: Integrates Human
Intelligence with Machine intelligence
Transformational 8Is
Idealized influence
Inspirational Motivation
Intellectual stimulation
Individualized Consideration
Ideation by brain-storming
Innovation for best practices
Integration through effective utilization-Less for more
Implementation using JIT,Six Sigma,Kaizen,5S,Kanban
Transactional
CR- Contingent reward
MBEA- Management by Exception Active
MBEAP- Management by Exception Passive
Nonleadership
LF-Laissez_Faire
Ego States of Leader and
Subordinate
Parent Parent
Adult
Child
Adult
Child
LEADER SUBORDINATE
A PARENT-CHILD
TRANSACTION
Workshop ..
To Assess Your Skills
Inventory..
Emotional Intelligence (EI) and
Emotional Competence (EC)
Different definitions
EI underlying capability to recognize and
use emotion
EC personal and social skills that lead to
superior performance in work world
Different theoretical bases
Personality theory
Performance theory
Combination of above, plus more
Emotional Intelligence
The MILEAGE Model

Self-
Awareness

Social
Awareness

Self-
Management

Relationship
Management
Self Others
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R
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Positive impact
on others
EIC Framework for MILEAGE
Self-Awareness
Emotional self-awareness
Accurate self-assessment
Self-confidence
Social Awareness
Empathy
Organizational awareness
Service
Self-Management
Self-control
Transparency
Adaptability
Achievement
Initiative
Optimism
Relationship
Management
Influence
Inspirational leadership
Developing others
Change catalyst
Conflict management
Teamwork and collaboration

About EI & Competencies
EI Definition: Any measurable characteristic of a
person that differentiates level of performance in a
given job, role, organization, or culture.
A competency builds upon ones:
Skills
Knowledge
Values
Self-Image
Traits
Motives


About Competencies
Competencies consist of behaviors that are
developmentally scaled (from easy to difficult).

For each competency, there is a target level of
behavior that, when met or exceeded, positively
and differentially impacts performance.



3. Anticipates impact of actions or words
4. Develops behind the scenes support
Target
Level
3. Uses indirect influence
2. Anticipates impact of actions or words
1. Engages audience
I nfluence
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Example of Scaled Competency
Competency levels increase by degree
of difficulty.
The EIC Priorities
E Self-Awareness
Self-Confidence
Emotional Self-Awareness or
Accurate Self-Assessment

Social Awareness
Empathy
Organizational Awareness or
Service Orientation
E Self-Management
Self-Control
Transparency or Adaptability
Achievement or Initiative
Optimism

Managing Relationships
Influence
Inspirational Leadership or
Developing Others
Teamwork and Collaboration
or Conflict Management
Change Catalyst


The Power of Self-Awareness
With self-awareness, person has 50-50
chance of demonstrating self-
management; without it, person has
virtually no chance .
With self-awareness, person has 38%
chance of having social awareness;
without it, person has 83% chance of
lacking social awareness.
How Do EI Competencies Fit
Together?
Some competencies are easier to develop (e.g.,
for Social Skills) than others (e.g., for Self-
Awareness, Self-Management and Social
Awareness).
Some competencies are more important than
others.
Certain combinations of competencies may
contribute to outstanding performance.
One competency may compensate for another.
You do not need to master every competency to
be successful.
Why Should You Know About EI?
A Wake-up Call (1 of 3)
70% of the reasons for losing
clients/customers are EI-related:
Poor service.
Poorly handled complaints.
Unpleasant interactions.
Didnt go the extra mile.
No follow-up.
Lack of human connection.
Can You Hear Me Now?
75% of the reasons careers
get derailed are EI-related:
Unsatisfactory team leadership
during challenging times.
Inability to handle interpersonal
issues.
Inability to adapt to change.
Inability to elicit trust.
Like EI, Leadership Has Many
Models and Some Consensus
My viewpoint on what the leader does:
Creates vision for a better future
Sets direction, tone and context
Sets priorities and tempo
Sets, models and maintains standards
Engages, influences and rallies others
Encourages fresh approaches to problems
Listens for what is common and uniting

Whats Different Between EI &
Leadership Competencies?
Differences: Leadership
Includes intellectual/cognitive and business
skills and performance
Includes technical skills and performance
May include personality traits
Difference: Emotional Intelligence
Includes managing ones own and
influencing others positive outlook/mood
Whats Similar Across EI &
Leadership Competencies?
Similarities: Both include
Congruency of personal values and ethical
behavior
Self-awareness, self-management and
motivation
Awareness of others and social environment
Building relationships and working well with
others
Business Case for Effective
Leadership
At its best, effective leadership (at all levels)
Sets a company standard of excellence other
enterprises want to emulate.
Cultivates the next generation for effective
leadership continuity.
Makes organizations culture a competitive
asset.
Creates a learning environment where
people may try the new without fear of
rejection and reprisal--fostering innovation.

Aligning Talent with Business
Needs
Business
Imperatives
New Role
Expectations
Communicate
New Behaviors
Needed
Hire
Build
Capability
Enhance
Motivation
Perform Role
Meet Business
Needs
2 308,537
3 66,807
4 6,210
5 233
6 3.4
PPM
Breakthrough performance
gains

Sigma is a statistical unit of measure which reflects process capability. The
sigma scale of measure is perfectly correlated to such characteristics as
defects-per-unit, parts-per million defective, and the probability of a
failure/error.
(Distribution Shifted 1.5)
Process
Capability
Defects per Million
Opportunities
Develop a focused Problem Statement and Objective
Develop a Process Map and/or FMEA
Develop a Current State Map
Identify the response variable(s) and how to measure them
Analyze measurement system capability
Assess the specification (Is one in place? Is it the right one?)
Practical
Problem
Problem
Definition
Characterize the response, look at the raw data
Abnormal? Other Clues? Mean or Variance problem?
Time Observation Spaghetti Diagram Takt Time
Future State Maps Percent Loading
Standard Work Combination
Use Graphical Analysis, Multi-Vari, ANOVA and basic
statistical tools to identify the likely families of variability
Problem
Solution
Identify the likely Xs
5S Set Up Time Reduction (SMED)
Material Replenishment Systems
Level Loading / Line Leveling
Cell Design Visual Controls
Use Design of Experiments to find the critical few Xs
Move the distribution; Shrink the spread; Confirm the results
Problem
Control
Mistake Proof the process (Poka-Yoke)
Tolerance the process
Measure the final capability
Place appropriate process controls on
the critical Xs
Document the effort and results
Standard Work TPM
Identify
Problem
Strategic Link to Business Plan defined in Project Selection Process
Defined Business Impact with Op Ex Champion support
Structured Brainstorming at all organizational levels
Cause and Effect Diagrams identifying critical factors
Primary and Secondary Metrics defined and charted
Multi-Level Pareto Charts to confirm project focus
What do you want to know?
How do you want to see what it is that you need
to know?
What type of tool will generate what it is that you
need to see?
What type of data is required of the selected
tool?
Where can you get the required type of data?
Problem Solving
Plan Execute
Execute Plan
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Based
Units of Measure
The Normal Curve and Capability-SIX SIGMA
MANAGEMENT
LSL USL
Poor Process
Capability
Very High
Probability
of Defects
LSL USL
Excellent
Process
Capability
Very Low
Probability
of Defects
Very High
Probability
of Defects
Very Low
Probability
of Defects
Low Sigma
High Sigma
Unitsof Measure Unitsof Measure

Units of Measure
Performance
Limit
Probability
of a Defect
Area of Yield
Essence Of 8 Ps & 8 Cs
PEOPLE
PHYSICAL
EVIDENCE
PROCESS
PUBLIC
OPINION
CREDENCE
CHANGE COMPETENCY
CORE
VALUES
PRICE PROMOTION
PLACE PRODUCT
COST
COMMUNICATION
CUSTOMER
NEEDS &
WANTS
CONVENIENCE
-
PEOPLE

Personality Performances
Promises Perceptions
Positivity Practices
Proactivity Perfection
PROCESSES

Productivity , People centric,
POSDCORB, Personalized
care, Proof of efficiency,
Process capability, Problem
solving, prosperity
PHYSICAL
EVIDENCES

POD, Physical facilities
Progress, Prompt services,
People factors, Problem
solving, Pushing the limits,

Public Opinion

Preferences, Popularity,
Positive impacts, PVP, Public
interest, Publicity , PR .
Partnerships-for- referals
PRODUCT
Portfolio
PRICE
Profitability, Pscyhographics,
Positioning, Pro-market,
Penetration, Persuasion to
procure, Payment options,
Pricing-power
PLACE

Professional Care, Points of
origin , point of
consumption, POP-schemes,
Proximity, Pleasant -feelings
PROMOTION
Potential -to-attract,
Periodic-reach, Push & Pull
Press-releases, ,Population
Provocative, Push sales,
Progressive growth,

GOAL STATE CURRENT STATE

Product
Portfolio, Product range,
Product differentiation,
Product trial , Packages,
Personal appeals,
Pinning-hopes,
PLC strategies




Leadership Gap Defined by
Four Aspects
Talent
Availability
Capability
Insufficient
Development
Fragmented
Values
Generation differences
Major Components of Path
Goal Strategy
Leader Behaviors
Directive
Supportive
Participative
Achievement Oriented
Task Characteristics
Subordinate Characteristics
Motivation
Subordinates
Goal (s)
(Productivity)
Model for Team Leadership
Leadership Decisions
Monitor or take action
Task or relational
Internal or external
Internal Leadership
Actions
External Leadership
Actions
Task
Goal focusing
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Relational
Coaching / Modeling Principles
Collaborating
Managing conflict
Building commitment
Satisfying needs
Environmental
Networking
Structuring for results
Facilitating decision making
Training
Maintaining Standards
Team Effectiveness
Performance
Development
As we go through life we develop patterns of action,
thoughts, opinions and beliefs
Because we never examine them, they slip further and
further out of our sight and they simply become "the way
things are". They form the context of our life, shaping
everything we say or do. Unseen but all-pervasive.
We become like an iceberg.
When we consider all our beliefs, attitudes and opinions we
are only aware of a small percentage of the total. Most have
slipped out of our sight, below our "waterline". Because this
is where most of our beliefs, etc., reside, this is where the
driving force of most of our actions is based. Our actions are
driven by things of which we are no longer conscious. Our
beliefs, formed in the past, start making choices for us and
determining our actions in the present. The choices that they
make for us are not always the most effective in the current
situation.
This is why we can go through life feeling we are on a
treadmill and repeating the same patterns over and over
again. Solution- Awaken the Leader in YOU using NLP
Techniques

Iceberg Theory
Workshop ..
Assessing Your
Leadership qualities
Dr Sukumar Raju
BE MBA MCA PhD AMIE
gmail.com sukumar.raju