2016

Working with Leading People

A MAVERICK LEADER EXPLAINS HOW HE PERSUADED
HIS TEAM TO LEAP INTO THE FUTURE

Submitted By MUHAMMAD ALI SIAL

Submitted To ASAD HAYE
1/11/2016
Contents
Benefits of Team Working for organisation ......................................................................................... 2
Leadership style .................................................................................................................................... 3
Mirror, Mirror, ...................................................................................................................................... 4
Transparency to build trust ................................................................................................................... 4
Pyramid Structure ................................................................................................................................. 4
Invert the Organization Pyramid ........................................................................................................... 4
Recasting CEO Office........................................................................................................................... 5
360 Leadership style of Vineet Nayar................................................................................................... 5
Plan and deliver the assessment of the development needs of individuals (2015) ................................ 8
Bibliography .................................................................................................................................................. 9
Benefits of Team Working for organisation

(2015)

An effective team is involved of people with various skill sets that complement each other.

Teamwork allows employees the freedom to think outside the box.

In the High efficiency as the team combined individual efforts, they can accomplish more than
individuals working alone. Faster because the team in many contributors and paintings, they are
often in less time to complete tasks and activities.

More thoughtful idea everyone problem or task group who works on may bring different
information and knowledge to bear, individual solutions and methods that may result will not be
recognized. In the Greater efficiency when people coordinate their efforts, they can be the role
and tasks, solve problems more thoroughly. They can generate a wider range of ideas and
innovation than individuals.

They are able to motivate themselves. They should share ideas off each team member. They
often take more risks than individuals. They have a range of personalities such as workers,
thinkers, leaders who contribute the right balance of skills necessary to achieve high
performance. They support each other and are not just task-orientated. They can be a support
mechanism which provide mentoring and allow others to grow in self-confidence.
In the Forming there are group gets together for the first time and communicate properly for
organisation.

And formal rules of working are yet to be established with respect to the team working for the
organisation. And Storming following the forming stage members grow in confidence and an
amount of in fighting is likely between the team. In the norming in team the group moves onto
establish norms in the form of systems and procedures and after that performing finally the
group becomes far more of an organized unit and starts to perform as a team.
Team effectiveness is the system of getting people in a company to work together effectively.
And how effective a team is depends in part on bringing together people who have different
skills. This can include different abilities or communication skills. Teaming up people who share
the exact same features is often a method for disaster. Team effectiveness depends on people
taking on different roles in a group setting. If there is no agreement on who does what in the
group, it is unlikely that the team will prosper.

In the team building there is one secret of the team success that is there is no ‘I’ in team and
Vineet used this secret in his leadership.

Leadership style
The leadership style of Vineet Nayar is 360 degree because of this he knows that employees
want to attach with the high level managers. And they can easily understand about companies
matters. And they can easily discuss matters

For the persuaded to the employees Vineet used to apply U and I strategy. But in the future if he
uses the ‘WE’ instead of ‘U & I’ then it will create more interest, satisfaction, comfort,
convenience, be of serve to, be helpful and boost up for the employees.

In the annual meeting of world economics Vineet Nayar has served as a mentor.

An individual who is willing to be a part of a sympathetic and diverse community of learners, he

can open to sharing experience, vulnerability, and expertise. A mentor is a person who models
the need to continue as a life-long learning adventure.

Being a mentor Vineet knows about mentee and said that no matter how painful the mentee’s
experience, also then Vineet continue to encourage employees to learn and improve in the HCL.
This is also for persuaded for employees from this they can leap into the future.

Vineet Nayar is a good mentor with his sharing experience, 360 degree leadership style. And he
will become more trustable, understandable mentor by choosing more qualities either he should
has this but some new techniques and qualities he should become. If he will possesses the future
more skills

When Vineet implemented a revolutionary management model employees first customer second
then company HCL Technology revenue 60 percent increased. And then he said that I will
enable to persuade my team to leap into the future. And then I will delegate the authority to take
decision with implement ideas from the bottom of the pyramid. I will measure the progress by
using the KPI techniques it means key performance indicators like as how many decisions will
be taken at the bottom, and how many will succeed in the future at that time, how passionate will
team and with the final step HCL technologies will become high performance organisation
virtually overnight. I will transfer aims into a high degree of ownership. My employees as a team
will take a charge and also what they need to be perform then aims will be expose through them.

Mirror, Mirror,
Employee says that that’s the shakeup call that Vineet gave us. What do you see beyond the
mountains? And the correct answer is …we don’t know. But what we did know was something
was wrong, and that we have to get somewhere. We had to take that leap to get there for the
future.

Transparency to build trust

By promoting transparency envelopes from publicly available financial information and
intelligent complaint desk, 360-degree feedback to open and network planning process,
employees begin to believe our management. Once we trust them, we are ready to jump

Vineet create a culture and practices of pushing the envelope of trust. How do we push the
envelope of trust? By creating transparency

Vineet Nayar said that, in his experience, transparency creates more trust than anything and
transparency means sharing information.

Pyramid Structure
Organization structures evolve like an army. A strict hierarchy or pyramid structure means
communication is easier; but it is time to change the pyramid into a star. The future structure of
the organization is like Facebook, an interconnected organization where no one reports to anyone
and where a person does not belong to one hierarchy but to multiple hierarchies. This is the 360-
degree leadership style Nayar adopted in 2005 at HCL Technologies.

Mirror looking for problems to solve and identifying a future vision for the business Trust
through Transparency aligning staff behaviour with new objectives.

Invert the Organization Pyramid

By decision support functions and management personnel responsible for our employees, rather
than vice versa, we were dancing with CEO. And it is to take ownership of the change in our
own hands. With power comes responsibility. This not only increases the value, but also brought
meaning and clear structure.
Recasting CEO Office
This is the power shift. Responsibility for change, and now we have to ask and answer such
questions as CEO. Quality and value of the area is to increase of speed, innovation and decision
making. Politics of working relationship there is no politics in the HCL technologies because
every employee not feels jealous to other employees. And every employee involved in the
politics.

360 Leadership style of Vineet Nayar

He believes on bottom to top up meeting and conference. He is making money not from the
technology but making money from his team.

Vineet Nayar did share his perspective with Global Growth Companies on authentic leadership
the values and behaviour that underpin. He said that trust is a skill needed so that employees start
listening. Leaders create trust by being authentic and honest. A firm pyramid structure means
communication is easier but it is time to change the pyramid into a star. The future structure of
the organization is like Facebook, an interconnected organization where no one reports to anyone
and where a person does not belong to one hierarchy but to multiple hierarchies. This is the 360-
degree leadership style Nayar adopted in 2005 at HCL Technologies.

And also some team roles used by Vineet Nayar that is provide purpose it means that Vineet did
dance in the hall when he was doing meeting and conferences he told that employees were afraid
they did not conversation with managers therefore enhancing the motivation and for build trust
between them I used to do dance in front of them. He did motivate and inspire team members
and lead a constructive communication.

In Vineet authentic leadership style he will delegate task to enhance the motivation to his team.
And he will allow decision making power in his team as individual employees. Employees are
knows integrity in the authentic leader that’s why they motivate and do better work in an
organisation. Empathy and respect for employees is most important. From this empathy is
become a cause of the motivation for the employees. Courage leadership style is the term of
assertive traits. It will also increase the motivation into the Vineet team to leap into the future.

Tuckman Theory as a Collaboratively Develop a Strategy (2015)

Vineet had told to everyone that we would set a collaboratively strategy. This means that the
collaborative strategy lies in the Tuckman’s five stages of group development. It relies on
teamwork. And it makes personal relations by dependence. It seems to be keep things simple and
avoid controversy.

Employees of HCL were not work well and did not know about company’s issues. They were
helpless. Then Vineet came and apply Tuckman theory as collaboration with the perspective of
Forming, storming, norming, performing and adjourning.
Vineet knows that forming stage is make personal relationship stage, serious issues and feelings
are avoided. But it will not at all to persuade employees in the future. Then he should take next
step with the respect to the storming.

Storming stage is Individuals have to bend and mold their feelings, ideas, attitudes, and beliefs to
suit the group organization. Because of fear of exposure or fear of failure there will be an
increased desire for structural clarification and commitment. And also some members may
remain completely silent while others attempt to dominate.

And adjourning stage involves the termination of task behaviors and disengagement from
relationships.

Vineet convened a meeting of our top 100 managers and proposed that HCL transform itself
from an IT services vendor into an end-to-end global IT services partner that could compete
against the likes of IBM.

And then Individuals have to bend and mold their feelings, ideas, attitudes, and beliefs to suit the
group organization.

Vineet did not care if he will adopted this exact strategy he reasoned that if these smart and
experienced people rejected my proposal, they would come up with another approach as good as
or better than mine. He asked the managers for their views in order to identify the Yes, buts….
Yes, buts… are at the very heart of collaboration if employees do not respond to them, employee
will never get the people who have questions or doubts to play with the team.

Vineet Nayar should agree to adopt the strategy (norming and performing) he had proposed.
Because in the norming employee share feelings and ideas, and give feedback to one another,
and explore actions related to the task. In this stage creativity is high. If this stage of data flow
and cohesion is attained by the group members their interactions are characterized by openness
and sharing of information on both a personal and task level. They feel good about being part of
an effective group. And in performing members are both highly task oriented and highly people
oriented. There are group identities is complete group morale is high and group loyalty is
passionate.

Mentoring grown from an informal process of reflection and review, Vineet will sort out a
successful judgment, and for obtaining such results of thinking wisdom. It is also to help develop
and test plans share personal experiences and offer similar plans of mentor. It is often both the
workplace and at home about personal development. He believes on bottom to top up meeting
and conference. He is making money not from the technology but making money from his team.

Counseling is usually clear options for personal crisis. HCL organisation expectation is that
everyone who is coaching and mentoring is a good mind and spirit. We look forward to the
benefit of our fellow stakeholders, line managers and human resource consultants, test personal
ability and willingness to participate fully in this style of personal development. Vineet will deal
as a consultant to give a direction of the right way in the future with the help of the coaching. He
coach with his own skills and strategies like lifelong learning and employees first customers
second. He believes on bottom to top up meeting and conference. He is making money not from
the technology but making money from his team.

Vineet will think of current performance management for employees like setting goals,
monitoring and achievement of those goals, sharing feedback with the employees, evaluating the
employee's performance, rewarding the employee's performance or firing the employee. Vineet
will use the strategy of performance management in organisation and apply for the employees for
persuaded in the future as well. Vineet will focus the recurring activities to establish organisation
goals, monitor progress towards the goals and make adjustment to achieve those goals which will
be the more effective and efficient. Leaders and managers essentially will do the recurring
activities in their organisation.

Vineet Nayar will focus on the codes of practice. This will help to deal with disciplinary and
poor performance of the employees in the HCL technologies. Vineet should act consistently and
carry out any necessary investigations it is for establish the facts of the case. He should inform
employees about the problem and give them an opportunity to put their case in response before
any decisions are made by high level management. He should allow employees to be
accompanied at any formal disciplinary. And Vineet should allow an employee to appeal against
any formal decision made.

Vineet should also handle the disciplinary issues in the work place and there is not right for any
employee to be accompanied at a formal investigatory meeting it will be allowed by Vineet
Nayar that is the employee will be the part of investigatory meeting. And HCL will hold a
meeting with the employee to discuss the problems. According to the Vineet employees first
customers second strategy they will allowed to inform the employees accordingly in writing
about the disciplinary or any other action justified after the meeting.

Diversity issues means the variety of experiences and perspectives which arises from different in
race, culture, religion, mental and physical abilities, age, gender identity, sexual orientation etc.

Vineet should uses his skills and experiences which he learn in his career work and experiences
like languages and culture understanding that allow a company to provide service to customer on
a global basis for persuaded employees in the future

Vineet should allow the every employee as soon as possible in communicating and
accomplishing diversity initiatives in his workplace. He shares his ideas and opinions and
attribute to give an equal value to all for persuaded the employees in the future. He works as a
foster an attitude of openness.
Plan and deliver the assessment of the development needs of
individuals (2015)
There are wide ranges of useful skills conflict. Perhaps the most important thing is confidence.
Vineet did take clearly and firmly express his opinion, but there is no aggression in the Vineet
self. Employees express their feelings and specify what Vineet want to do but more information
and ideas for the development of his self-confidence.

Vineet did On-the-Job Training needed. Sometimes incomplete knowledge of job tasks is the
cause of low performance. The Vineet and employee should think carefully about the possible
causes of low performance.

Assessment by Vineet, he used the formal and informal learning strategy.

Vineet identify the needs through formal and informal learning needs analysis. This is depends
on the whole organisation, a group of people and individual. It is involves the structure of
gathering data about the current skills and capabilities in the business, once analyzed the data it
can be used to create an organisation wide learning & development plan.

Vineet Nayar will identify development needs to his team with the focus by reviewing team
members like as job descriptions (by training & skills), meeting with them observing them at
work (meeting one by one, emotional intelligence, active listeners and ask employees for
effective training either more useful or not and feedback is very necessary for this stage),
observation of team members (be a straight forward with team members for instance team will
might be work differently when they knows that our boss is watching us. be sensitive, ask open
ended questions) gathering additional data (by using feedback and past appraisals), analyzing
and preparing data (in this process a leader must be bring together relevant data so a leader could
create a training plan for each team member ), determining action steps (On-the-Job Training it
means when team members follower more experienced team members to learn a new skill. This
type of training is easy and cost-effective to set up. Instructor led training this is similar to a class
where an experienced consultant, expert, or trainer teaches a group. Create a flexible team, and
can lead to higher morale and job satisfaction, group learning training, and practical exercise.
This type of training is often effective, because it pushes people to get involved and be engaged.
Mentoring or coaching that team members develop professionally and learn new skills).
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(2015). Retrieved from https://uhr.umd.edu/staff-relations/performance-review-and-development-

prd/how-to-identify-development-needs/

(2015). Retrieved from http://images.wisegeek.com/group-of-people-at-table.jpg