3% of workforce drives growth for most cos

India Inc Strives To Ensure Right Coaching For Top Performers To Spread Achiever’s Spirit
Do super-achievers in your company have a snowball effect? The out performers may be instrumental in driving growth, but may have failed to inspire others.It’s this 3% of high-potential group of achievers that companies reward for their exceptional performance. The worry now in India Inc is whether this segment is getting the right kind of coaching to help spread the achiever’s spirit.From encouraging competition to spurring growth, organisations are now looking at cooperation as a better tool to convert ordinary workers into extraordinary , and achievers into super-achievers.

Anand David, founder, Manford, a corporate training specialist, calls it the 3% theory. Manford believes strategy can play a key role in training and ensuring that people become exceptional in what they do. “If you take any organisation, it’s a very small number of people, say 3%, who drive the way it thinks and behaves. They are the primary movers and shakers, giving both character and shape to the organisation. Shouldn’t we then be focusing on their unique needs, so that they in turn are able to responsibly lead and impact others? In fact, this 3% can be at any level, even line-1 managers, who could then be identified and fasttracked through intense, expert coaching,” said David.

After adopting such a strategy for the Indian subcontinent, Avery Dennison, a global leader in labelling and packaging materials and solutions, saw clear im provement in business results that were significantly better than planned. Following a workshop, a group of potential change leaders were identified for one-on-one executive coaching at Avery Dennison. Each trainee, along with the coach, identified actions on three to four streams needed to be more effective leaders.

The transition was from competing to co-opting and breaking down functional silos. It enhanced risk-taking with a changed mindset, moving from `cannot’ to `why not’.It improved accountability among employees and inculcated a language of speed and delivery and aggressiveness.

The trickle-down effect was noteworthy . Coaching sessions include an effort to align key managers in the organisation on language and behaviour. When key influencers talk the same language, it starts percolating down to the lowest levels.As collaboration improved with one common agenda versus multiple functional agenda, so did accountability.

Source : The Times of India (Delhi)

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Author:

Neeraj; an entrepreneur & a visionary in the field of Railway, Defense & Automobiles, is a graduate in commerce and a Harvard Business School Alumni. He’s an expert in govt. liasoning & contracting and has an exceptional network & connections at both local as well as global level. He’s an expert in Market Strategy & Planning and has served number of overseas companies as an advisor/consultant. He takes a profound interest in upcoming startups & is very receptive towards ground-breaking ideas & innovations. He likes to brainstorm those ideas and if the values & philosophies matches; he is even ready to invest his resources, serve as a mentor or act as an incubator to futuristic businesses.

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