HOW LEADERS ARE MADE AND UNMADE! – SEMINAR BY MS. SUJATA DESHMUKH

Leadership has always been a widely explored and debated topic in the field of strategic development. The much pondered questions include:

  • Is it situations in a person’s life that spins him into a leader? Or are leaders born?

  • What makes a leader? What breaks a leader?

To demystify such enigmatic topic of Leadership, Ms. Sujata Deshmukh, Leadership Consultant – Heidrick & Struggles, conducted a seminar on “How Leaders Are Made and Unmade!” on September 27th, 2013.  This event was organised by Thane HR Group, an exceptional initiative by Mr. Vivek Patwardhan, to get the HR Professionals on a common HR platform.

THE DYNAMIC LEADERSHIP

Ms. Sujata understands that leadership is dynamic in nature. The roles and responsibilities of a leader changes as a person moves up the ladder. The process begins from managing oneself, to managing others and finally managing managers. The nature of skill expands from the Junior Executive level to the Sr. Manager Level, and so does the complexity of the problems.

There are 3 kinds of leaders:

  1. Leaders that bring the ideas. (Idea Guy)

  2. Leaders that take the ideas and make it happen. (Execution Guy)

  3. Leaders that bring the ideas and make it happen. (Idea plus Execution Guy)

Even though, it is very rare to find the leaders that belong to the last category, it is important for us to realize that all the three category of leaders are equally important. There is no execution if there is no idea and of what worth is an idea if it is not translated to reality?

WHAT DO WE LEARN FROM THIS?
  • Leadership involves more skills at higher levels.
  • Leaders may be classified as to those who bring ideas, or execute them, or do both!

GOLDMAN AND SACH RESEARCH

Having explained the nature of Leadership, Ms. Sujata focused her attention to the significant Goldman and Sach Research. The G&S people say that, there is a tendency for people to change the jobs right after 9 months of joining. Furthermore, many people actually change the jobs after 18 months of joining.

Therefore, an important characteristic of leaders is that they “stay the course”. They develop patience and try to see the problems as an interesting challenge and overcome them.  Ms. Sujata believes that one of the important element that makes a leader is to stick to the stick to the organization for a devoted period.

WHAT DO WE LEARN FROM THIS?
  • Leaders stick on to the organization for a committed period.

WHAT MAKES THE LEADER?

According to the Cognitive model on leadership, it is the knack of ‘thinking’ that makes a leader. It is our ability to make judgement calls in uncertain environment that makes us a leader. In simpler words, if there is an uncertain situation and if one has the cognitive ability to analyse the problem and figure out the solution, then he/she is an effective leader. However, if the problem is too complex for one to grasp, then someone more operative is required. A leader is made when he / she is able to see the situation correctly and is able to take the right decision. Therefore, cognitive model on leadership propagates that it is the ability to ‘think right’ that makes a leader.

WHAT DO WE LEARN FROM THIS?
  • Leaders perceive the situation correctly and take the right decision.
  • One’s ability to take the right decision makes a leader.
  • If a person possesses certain skill sets to meet the challenge,then he / she is an effective leader.  

WHAT UNMAKES THE LEADERS?

An archetype of an ineffective leader is an “Emperor/Dive”. Emperor/Dive is that person who gives the perception of being a king or a queen. Such person does not perform any qualitative work but produces a superficial larger than life image in front of the world.

Just as one’s cognitive ability makes one a leader, there are certain rudiments that unmakes the leader. A few rudiments are listed below:

  1.  Arrogance: Leaders who stop listening to others.

  2. Melodrama: Leaders who want to be the center of attention.

  3. Volatility: Leaders with a lot of mood swings.

  4. Excessive Caution: Leaders who are afraid to take decisions.

  5. Habitual Distrust: Leaders who focus on negatives.

  6. Aloofness: Leaders who are cut off from the social network and are disengaged.

  7. Mischievousness: Leaders who increasingly break the rules.

Many a times, mentions Ms. Sujata, leaders hold on to certain behaviors that have made them what they are today. These behaviors, in time, become conventional and come in their way of further growth. These behaviors stagnate the leaders and, thus, initiate the process of unmaking of a leader. Therefore, it is important to let go of behaviors that have helped in the past but are causing problems presently.

WHAT DO WE LEARN FROM THIS?
  • Just as Leaders are made, they are also unmade.
  • It is important to be open to change and let go of certain behaviors that are orthodox or not useful anymore. 

THE 20- 20 LEADERSHIP:

Humans work in patterns. Such a pattern can be seen in almost everything that we indulge in. (Check out – http://www.brocku.ca/MeadProject/Bernard/1926/1926_08.html). Ms. Sujata has put forth an interesting pattern on Leadership.  Historically, leaders have undergone a timeline of being great achievers, to being scientific controllers, to people oriented and finally to the present, which is being economic and strategic oriented.

This brings us to an important question – What is the future of leadership?

 Ms. Sujata answers that there has been no systematic research in this spectrum, but she believes in the VUCA concept:

V – Volatile

U – Uncertain

C – Complex

A – Ambiguous

In such an instable environment, what becomes essential is the ability to regulate one’s own self, which can happen only through self- awareness. Self awareness is important because when we have a better understanding of ourselves, we are empowered to make changes and to build on our areas of strength as well as identify areas where we would like to make improvements.

WHAT DO WE LEARN FROM THIS?
  • Leadership is moving to the dimension of Volatility,Uncertainty, Complexity and Ambiguity.
  • It is important for Leaders to be Self-aware and regulate oneself.

The seminar enlightened the concept of Leadership and helped the participants decipher the riddle of how to become a successful leader in life. Truly exceptional and amazing work by, Ms. Sujata Deshmukh and the entire Thane HR Team.

ABOUT THANE HR GROUP:

Thane HR Group, founded in the year 1996 with an objective of getting the HR Professionals staying or working in Thane District on a common HR platform. Over a period of 16 years, Thane HR Group, had many HR experience sharing meeting mainly hosted by companies.
 The Link to Thane HR Group is – https://www.facebook.com/groups/ThaneHR/

 

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2 thoughts on “HOW LEADERS ARE MADE AND UNMADE! – SEMINAR BY MS. SUJATA DESHMUKH

  1. Superb work Heet… Its very helpful to have these things here… Very helpful… Awesome babe.. Thanks a lot…..

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