Leadership, Management, Mentoring, Coaching, Teaching - all seem to be very much same for a freshly graduated student upon joining the first job. He/she would expect their manager to be all the above. But a manager may only do "management" and ignore the others and may fail eventually to be a manager without understanding the reasons for failure. All these areas are to be well understood to lead their team. An associate may need to wait for his/her promotion to become a manager, but, not to be a leader. A leader will find their ways of inspire others, pull them to acknowledge to their vision/goal and have followers naturally behind them. These concepts and understanding the differences in these verbs vary vastly across leaders, managers and subject matter experts. What is more interesting is to note the fact of similarities and differences and follow these methods as situations arise.
Its a debating area to say, leadership comes by birth and hard to acquire. Even though, if someone is a born leader, they may see success earlier due to other inherent factors as their charismatic personality to inspire and attract a good size fan club, I would like to take the side of acquired leadership through learning and adopting the leadership skills, which is practically possible if one has ambition to be a leader and willing to change and adopt some principles of leadership and lead by example. One of the quotes which clearly describes leadership is -"Leadership is something you do WITH people, NOT TO people. Second part is actually management.
Writing about Leadership is again a very deep subject and levels of understanding leadership in all the levels in an organization and developing leaders in all levels is in no way, an easier task to preach than done! Since our topic is about leadership, we will look at the need for effective leadership across an organization at all levels regardless of an organization having hierarchical / flat organizational chart. Organizations need to respect the natural and dominant leadership style of an associate and make a best fit for the roles depending on the leadership characteristics (visionary, commanding, democratic, coaching, pacesetting styles to mention a few) ." With the approach, we can get "Right people on the Bus" as Jim Collins speaks in his book, "Good to Great" as a need for the organizational first step to succeed as a organization and as a leader.
The need to be a "Leader" requires personality and behavior to influence, inspire, motivate, and direct a group of people. The tools to acquire these characteristics may take a while to develop them as and when we come across different environments and situations. Leaving out the personal needs and feelings, actually doing the best thing for the organization and team requires empathy, maturity, integrity and a high degree of emotional intelligence. Depending on the level at which an associate is placed in a role, is he/she is a doer / manager / mid level manager / senior level manager, the variety of leadership skills can be developed and mentored for various appropriate situations for success across the various functions. The identification of the dominant leadership style of an associate can be done at the time of recruitment and selection itself so that the natural behavioral expectation is already known to an extent. This helps HR, team and the manager to understand the team dynamics, where and how to work with the new team member for faster induction and increase productivity as one knows about a person who has just joined them.
Any organization has some officially named roles and positions and we call them as leaders and at the same time, an organization also witnesses unofficial, unnamed associates who are leaders in their functions and interest areas. The need to have leaders, who can visualize the bigger picture / vision of the organization across the enterprise, is as much necessary for the success of the organization as its CXO leadership. This need has to be realized by the CXO leaders and ensure that leadership development programs are adopted and consistently put efforts to reap results.
At GLOPORE IMS, after witnessing solo leadership at the top which resulted in major gaps when the organization started growing tremendously, which was creating pressure on few top management team, which lacked succession at each level and inability to understand the core vision, purpose and future direction of GLOPORE IMS by some of the associates in their sense. Realizing these issues, GLOPORE IMS decided to implement transformation program called as GLOPROE IMS 2.0 transformation across the organization not just for managers but for all associates. The emphasis was given on unlearning the baggage (non-discipline thinking & non-discipline action), remove resistance to change, remove the need to micromanage, remind & follow up, instead to hold accountability on ownership, ensure high performance culture and stimulate creative thinking which resulted in much higher value creation.
By involving all associates, it helps the organization to clarify and relate how or why a manager is behaving a certain way which can now be better understood by the team. This included CxOs adding leadership development as one of the key results areas (KRAs) and schedule regular mentorship sessions to their senior management teams and HR teams to understand GLOPORE IMSs purpose, vision, mission and balanced score card (BSC), the need to be a leader in all sense than a just mere manager or an Nth level associate.
Being a manager, understanding their natural leadership trait and mapping their leadership style to GLOPORE IMSs necessary of the hour leadership and helping their respective teams work with them to focus, direct and link their individual goals to GLOPORE IMSs vision. This helped the organization to foster ownership, self-management, self-motivation, bring commitment to accountability resulting in high performance culture across the company. We drove this change as an initiative for a number of months and to sustain this change, our talent development wing, "Knowledge Tree" would run leadership development, mentoring and training sessions across the organization and leaders at all levels contribute to this program along with external executive coaching/mentoring as and when required. After many months of the transformation, now we see that our values called as TULIP along with the newly found leaders, developing new leaders, able to see reduction in attrition, instead of macro/micro management, leaders are born and ownership has fostered flow of innovative ideas to freely flow across and keep improving various systems, processes and building a highly matured organization.

Leadership, Management, Mentoring, Coaching, Teaching - all seem to be very much same for a freshly graduated student upon joining the first job. He/she would expect their manager to be all the above. But a manager may only do "Management" and ignore the others and may fail eventually to be a manager without understanding the reasons for failure. All these areas are to be well understood to lead their team. An associate may need to wait for his/her promotion to become a manager, but, not to be a leader. A leader will find their ways of inspire others, pull them to acknowledge to their vision/goal and have followers naturally behind them. These concepts and understanding the differences in these verbs vary vastly across leaders, managers and subject matter experts. What is more interesting is to note the fact of similarities and differences and follow these methods as situations arise.

Its a debating area to say, leadership comes by birth and hard to acquire. Even though, if someone is a born leader, they may see success earlier due to other inherent factors as their charismatic personality to inspire and attract a good size fan club, I would like to take the side of acquired leadership through learning and adopting the leadership skills, which is practically possible if one has ambition to be a leader and willing to change and adopt some principles of leadership and lead by example. One of the quotes which clearly describes leadership is - "Leadership is something you do WITH people, NOT TO people." Second part is actually management.

Writing about Leadership is again a very deep subject and levels of understanding leadership in all the levels in an organization and developing leaders in all levels is in no way, an easier task to preach than done! Since our topic is about leadership, we will look at the need for effective leadership across an organization at all levels regardless of an organization having hierarchical / flat organizational chart. Organizations need to respect the natural and dominant leadership style of an associate and make a best fit for the roles depending on the leadership characteristics (visionary, commanding, democratic, coaching, pacesetting styles to mention a few) . " With this approach, we can get "Right people on the right Bus" as Jim Collins speaks in his book, "Good to Great"as a need for the organizational first step to succeed as an organization and as a leader.

The need to be a "Leader" requires personality and behavior to influence, inspire, motivate, and direct a group of people. The tools to acquire these characteristics may take a while to develop them as and when we come across different environments and situations. Leaving out the personal needs and feelings, actually doing the best thing for the organization and team requires empathy, maturity, integrity and a high degree of emotional intelligence. Depending on the level at which an associate is placed in a role, is he/she is a doer / manager / mid level manager / senior level manager, the variety of leadership skills can be developed and mentored for various appropriate situations for success across the various functions. The identification of the dominant leadership style of an associate can be done at the time of recruitment and selection itself so that the natural behavioral expectation is already known to an extent. This helps HR, team and the manager to understand the team dynamics, where and how to work with the new team member for faster induction and increase productivity as one knows about a person who has just joined them.

Any organization has some officially named roles and positions and we call them as leaders and at the same time, an organization also witnesses unofficial, unnamed associates who are leaders in their functions and interest areas. The need to have leaders, who can visualize the bigger picture / vision of the organization across the enterprise, is as much necessary for the success of the organization as its CXO leadership. This need has to be realized by the CXO leaders and ensure that leadership development programs are adopted and consistently put efforts to reap results.

At GLOPORE IMS, after witnessing solo leadership at the top which resulted in major gaps when the organization started growing tremendously, which was creating pressure on few top management team, which lacked succession at each level and inability to understand the core vision, purpose and future direction of GLOPORE IMS by some of the associates in their sense. Realizing these issues, GLOPORE IMS decided to implement transformation program called as GLOPROE IMS 2.0 transformation across the organization not just for managers but for all associates. The emphasis was given on unlearning the baggage (non-discipline thinking & non-discipline action), remove resistance to change, remove the need to micromanage, remind & follow up, instead to hold accountability on ownership, ensure high performance culture and stimulate creative thinking which resulted in much higher value creation.

By involving all associates, it helps the organization to clarify and relate how or why a manager is behaving a certain way which can now be better understood by the team. This included CxOs adding leadership development as one of the key results areas (KRAs) and schedule regular mentorship sessions to their senior management teams and HR teams to understand GLOPORE IMSs purpose, vision, mission and balanced score card (BSC), the need to be a leader in all sense than a just mere manager or an Nth level associate.

Being a manager, understanding their natural leadership trait and mapping their leadership style to GLOPORE IMSs necessary of the hour leadership and helping their respective teams work with them to focus, direct and link their individual goals to GLOPORE IMSs vision. This helped the organization to foster ownership, self-management, self-motivation, bring commitment to accountability resulting in high performance culture across the company. We drove this change as an initiative for a number of months and to sustain this change, our talent development wing, Knowledge Tree would run leadership development, mentoring and training sessions across the organization and leaders at all levels contribute to this program along with external executive coaching/mentoring as and when required. After many months of the transformation, now we see that our values called as TULIP along with the newly found leaders, developing new leaders, able to see reduction in attrition, instead of macro/micro management, leaders are born and ownership has fostered flow of innovative ideas to freely flow across and keep improving various systems, processes and building a highly matured organization.