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BiPM Encyclopedia →
Execution Making-it-Happen
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SECTION - Execution Leadership
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Leadership is truly reflected in how to 'make-it-happen'. BIPM Institute believes that its not the speeches, but the results which inspire people in the long term. The true execution leadership is low-voice, determined, persistent and consistent. This sections works on how the depth of Execution Leadership be developed in an enterprise.
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Chapters
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Leadership is defined more by practice than by a set explanation. Leadership capabilities are difficult to measure, but easy to observe. Organizations can enhance their individual performance management processes, by including leadership dimension.
Topics in this chapter : What is Leadership? → How to fit the leadership dimension in individual performance management? →
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An organization needs a well defined set of leadership competencies, which it can share with their employees at all levels in terms of expectations. All roles need to demonstrate leadership, but not all leadership competencies are required by all roles. The level and intensity of leadership will change depending upon if you are demonstrating the same at individual level vs. managerial level vs. strategic level.
Topics in this chapter : Setting Strategic Intent and Alignment → Customer Focus → Fostering Innovation → Business and Financial Acumen → Communicates and Listens Openly and Directly → Lead diverse and collaborative teams → Develop Self and Others → Lead Change → Act with Decisiveness → Manage for Performance → Deliver Results →
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There are two challenges with leadership. One is to define the end-goal in achieving leadership competencies aligned to the business goals. The other is how to achieve that end-goal. The chapter on leadership development endeavors to cover the methods, principles and thumb rules on how to build the 'leadership capital'.
Topics in this chapter : Leadership Development- Setting the Context → Developing Leaders- Few Leadership Traits →
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Leadership Competency frame-work is built around the leadership competencies listed in the earlier chapter. This frame-work has multiple dimensions. It talks about how to link the required leadership competencies with a given role and a given level. It provides the rules on what kind of competencies get greater importance, given the stage and challenges an organization is faced with. It also calibrates a leadership competency into different levels of excellence, so that one can assess on to the extent an employee has demonstrated a given leadership competency.
Topics in this chapter : Leadership Competency Frame-work Components → Competencies Definitions → Roles and Level based Competency Segregation → Leadership Competency Assessment Matrix →
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