NAVEEN JINDAL LEADERSHIP-MY ROLE MODEL

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There's one life and I want to do everything: : 

There's one life and I want to do everything: 1

Naveen Jindal Multiface : 

Naveen Jindal Multiface The Industry Leader Responsible Industrialist Youth Icon 2

Existing Competency Model : 

Existing Competency Model 3

Revised Jindal Leadership model : 

Revised Jindal Leadership model Meritocracy Create stretch opportunities for people and empower them to pursue those Differentiate and reward good performers Development of people Collaboration and Care Respect every individual Communicate openly Foster collaboration Integrity Act with integrity Ownership Feel and act as owners of JSPL Sense of belonging Take pride in being a Jindalite Act in the interests of JSPL and society at large Social responsibility Uplift the quality of living of local communities Environmental responsibility Protect and nurture Process excellence Adhere to the Jindal way (system and processes) of operations Drive continuous improvement of process and quality Display strong analytical and problem solving skills Strategic thinking and innovation Display strong strategic thinking Foster entrepreneurism and break-through business ideas Demonstrate customer orientation and promote improvements Sustainable development Vision Business excellence People excellence Sustainable development Integrity, ownership and sense of belonging

Why is he called “Level 5”? : 

Why is he called “Level 5”? 5 Level 2 Level 3 Level 4 Level 5 Level 1 Highly Capable Individual Contributing Team Member Competent Manager Effective Leader Level 5 Leader HUMILITY+WILL= NAVEEN JINDAL

The Two Sides of Level 5 : 

The Two Sides of Level 5 Professional Will Creates superb results, a clear catalyst in the transition from good to great Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. Sets the standard of building an enduring great company; will settle for nothing less. Looks in the mirror, not out the window, to apportion responsibility for poor results. 6

The Second Side : 

The Second Side Personal Humility Demonstrates a compelling modesty, shunning public adulation; never boastful. Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate Channels ambition into the company, not the self; sets up successors for even greater success in the next generation. Looks out of window, not in the mirror, to apportion credit for the success of the company. 7

Qualities of leader : 

Qualities of leader 8 Identify themselves as change agents. Are courageous Believe in people Are value driven Are life-long learners Have the ability to deal with complexity, ambiguity and uncertainty. Are visionaries Source: (Noel M.Tichy and Mary Anne Devanna 1986)

Naveen Jindal Leadership StylesTransformationalTransactionalDemocraticCorrectivePurposeful : 

Naveen Jindal Leadership StylesTransformationalTransactionalDemocraticCorrectivePurposeful 9

Slide 10: 

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