Elements of Organizational happiness: Be the right Boss

14-bossThe most discussed, disliked and liked person in the organization is generally the boss.
Most watercooler conversations have the Boss as the protagonist.

In the old order, the boss was overtly controlling, while in the new order, bosses are supposed to be the enabling ones. As the world order is changing, bosses are evolving from controlling to enabling. However, there are a whole lot who are still the “Controlling” type while their organizations need an enabler.

This blog is directed at bosses who are still not transforming even though the times have changed. This rigidity in turn creates an unproductive environment which becomes a bottleneck in the growth of the organization. The modern corporations need talent and the most important job of a boss is to nurture and retain talent. Those old days where getting a job was a big deal and where other than sticking to it, there was no choice for employees is long gone.

“ A good boss is not a person who keeps pushing his team for unreasonable targets and results, but demonstrates the path on which the target can be achieved and walks along with the team. “

Bad bosses happen to be one of the elements of the job which everyone has to tolerate. The bossy bosses used to ensure that every one in their team worked out of fear more than out of heart and soul. Those times, it was the manpower which mattered most.

Low salaries and highly process oriented work did not need a high level of talent, but just hands who could ensure that the work was done.

The modern corporation has to deal with rapidly changing times and have to keep ahead of the change curve. The only way that could happen is by nurturing and retaining talent that in turn can enable the organization to move to the next level. The bosses here become the enablers and coach their teams towards performing optimally. Jobs are aplenty and the tables have turned. It is not the employee who needs a boss, but a boss who needs their team the most to meet the targets.

Being a good boss is all about being a coach and a friend to his team. The team should look forward to their bosses for any help and direction to grow. Those times are passé when the boss has to be just a manager. A good boss gets hands on with his team and always takes the lead in demonstrating what needs to be achieved. His team can then improvise and take it to the next level. The experience of the boss, coupled with the energy of the team can do wonders. Several start-up’s which have grown rapidly are clear examples of how flat organizations can excel quickly.

A good boss is not a person who keeps pushing his team for unreasonable targets and results, but demonstrates the path on which the target can be achieved and walks along with the team. A great boss ensures that right marketing is always done for his team and accolades for good work is passed onto his team members.
Finally, it is not that a Boss leads an easy life as they have their team to depend upon.On the contrary, they have their own challenges to tackle as they have to facilitate the success of several people, not just their own anymore.

What kind of a Boss are you? Do you think your Boss leads by example? Share your experiences in the comments below.

Alok Kumar

Alok Kumar is Managing Partner of SRKay Consulting group, a private equity company, nurturing innovative ventures. Alok also serves on the board of ICCL (Indian Clearing Corporation Limited - A subsidiary of BSE- Bombay Stock Exchange) as an external advisor for technology and information security. Prior to this, Alok had been Managing Director of Sears IT & Management Services India Private Limited (SHI) since its inception in December 2009 and served in the same position till very recently. Having been in senior IT management positions in Fortune 500 companies, Alok has won several national and international awards. Alok is instrumental in planning and setting up SHI and thereafter growing it to a multi-locational thousand-plus people organization. Over the last five years, with his strategic vision, Alok helped SHI grow roots in India, develop and support technology applications and infrastructure across core mainframe, cutting edge e-Commerce and big data technologies. With his unique people-oriented transformational leadership style, Alok turned SHI into one of the most valued investments of Sears, garnering great ROIs, and creating value much beyond cost arbitrage. Under his tutelage, SHI has filed two patents and is recognized widely for its best practices in various areas, the latter, currently featured in Indian Institute of Management (IIM) case studies. SHI also became a CMMI Level 3, PCMM Level 3, and ISO 20000 certified organization. Alok is a widely acclaimed corporate leader in India today. He regularly participates and leads various forums as a keynote speaker and is an author of several books in different genres. Alok has several awards to his credit. He is particularly known in the industry for his people management skills and innovative ideas in improving the productivity of employees through unique people practices. He has been credited with the following industry awards: ¬ Emerging Leader of the Year award 2013 by IndiasGreatest.com ¬ Game Changer CEO of the Year 2013 (SHRM) ¬ CIO 100 - The Bold CIOs - 2008 (Reliance Infosolutions) ¬ CIO - Ones to Watch Award 2008 (Reliance Industries) ¬ Extended Manager Award - CIOL 2004 (Tata Teleservices) As an able leader of SHI, Alok got SHI recognized widely in the industry with the following several awards: ¬ CII Award for HR Best Practices in 2014 ¬ Global Excellence in Outsourcing Award - AIOP (Phoenix 2013) ¬ IT Innovation Award (Design & Engineering) - Computer Society of India 2012 ¬ Golden Company of the Year - Economic Times 2011-12 ¬ 7th Employer Branding Awards - World HRD Congress (Mumbai, India) 2013: • ‘Asia’s Best Employer’ Award • ‘Best HR Strategy’ in line with business • HR Leadership Award • Talent Management Award by Bloomberg TV India ¬ Employer Branding Awards - World HRD Congress (Singapore, Asia) 2013: • 7th rank in ‘Asia’s Best Employer’ award • Award for ‘Best HR Strategy’ in line with the business • HR Leadership Award Other recognitions: Alok had served on the distinguished panel of NASSCOM's GIC (Global In-house Centers) National Council members. The council members play a key role in major initiatives of the industry and include the torch bearers of IT industry as panel members. Books and Papers: Alok is an established author, with three books to his credit. Alok’s third and latest book, a novel, “The Spy from Unaula” is a 2015 publication. A handwriting analysis enthusiast, Alok collaborated with his wife Nandani on the book, “Handwriting Speaks” in 2006. “Value Sourcing – Future of IT Outsourcing” was co-authored with Keith Sherwell (currently CIO, Altice USA) and was released in 2013. Alok also researched and published two whitepapers: a. “Creating next generation captives” talks about the best practices that are helping generate higher value from the IT company captives.

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1 Response

  1. Kaustubh says:

    Very good article again!! Been lucky to have bunch of bosses who shown the way by leading themselves in previous assignments and unfortunately when was in sears india assignment not seen such in the sense the vertical I was working with but not sears as whole as seen many great leaders in other verticals…the reason i could see they never brought in a culture when needed to be not just boss but friend,mentor who take rational decision rather than biased one…hope they’ll realize that need to change with Time is important..now working as a lead, i try to tune with sub ordinate rather than showing of being superior in position,work exp and this helped to get confidence ,tuning which helped to execute the goals which are being set…

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