Love Dancing - Still can compete - won a prize for that

Ratangad

Took a train from kalyan past midnight - stayed at the Igatpuri Bus stand to catch the 5 am bus - took a one hour boat ride to the base of ratangad - visited the beautiful Shiva temple - 4 hr treaked up to ratangad - enjoyed the climb over the rusted staircase - ratangad was covered with yellow flowers - we were among the first group to reach ratangad post monsoon - awesome beautiful .... 3 hrs trekked down - took a jeep, bus and train to gets home by 4 am

Last few days i have been contemplating change

Got this offer from Alkem as GM training with a decent salary hike on 12th Oct - was busy with M2L programs then

took 18 day to make up my mind that i should change, boss and many others played a important role in helping me take this step, traveled to chennai, Farast resigned an joined Ashtra at Bangalore, these things kept me swinging like a pendulum either to change or not, so finally on 1st Nov i resigned from Ranbaxy.

i have been talking to lots of people and the confusion still exists, Mr. YS and Mr. RV want me to continue, Mr VV thinks Alkem is not a good choice, few say i must go, few want me to stay back. when people say bad things about Ranbaxy - i feel like staying back, when they say Alkem is not a good option i feel like moving on, i have been requesting for a 1st Dec relieving, but yet not sure what will happen, i have left it to the end game - i too am waiting for the mystery to unveil.

its a strange feeling to let your fate hang this way, i don't know what will happen, i am comfortable with any outcome, have been thinking and acting and planning with both these outcomes in mind, planning my Dec JFW at Ranbaxy and looking for which model of car i should buy at Alkem. this is a strange state of mind form which i am operating. recognizing fully that this is a big decision and yet staying on the fence and yet operate so comfortably. i am leaving it to the end game tomorrow. just keep telling my self god will help me take the right decision

i have learnt or experienced something different about handling and managing change or have i?

Design Thinking

Design Thinking by Roger Martin

Read this beautiful book that talk about how business is run and what it take to run it efficiently

Key concepts to remember

•Exploration Vs Exploitation

•Difficult Problem Vs Wicked Problem

•Inductive/ Deductive logic Vs Abdicative Logic

•Reliability Vs Validity

•Operative Vs Generative

Must read – enjoyed

Kailash Manasaovar trip

from the 16th June to 10 July 2010 visited

China - Kailash , Manasarovar 16 10 30 June

Nepal - Kathmandu, Pokhra & Muktinath 31 June to 3 July

India - Srinagar, Amarnath 4- 7 July

i had the time of my life - want to go back there soon

Learnings from 15 Training programs in past 2 months

Had a wonderful time in the past 2 month conducting the 15 Front Line managers induction program. We were able to train 400+ managers during this period. repeating the same content over 15 times has its advantages. i was able to observer a lot of generative thinking take place. when so many people were exposed to some thought strings and they question back helped me validate some thoughts that i feel were consolidated during this period
an attempt to list my learning or take homes from the past 2 months

" I Exactly know what my boss thinks of me ( i may or may not agree with him) and i behave or perform my role exactly to match my bosses thinking i.e. if he thinks i am stupid i am bound to behave stupid."

"Most managers work , operate or manage people by lighting the fire below their subordinates ass. but the art of managing is about lighting the fire within their subordinates. a leader know the only way to do that is to light the fire within ones own self. The true source of motivating other is motivating oneself first."

Every manager need to maintain 3 checklist
* the to- do Check list - for the day
* the running Check list - for longer projects / complex projects
* the SOP Check list - for carrying out recurring task
This becomes a fundamental in organizing oneself

The shift form a doer to a manger is about moving form being reactive to becoming proactive. when this aspect impact every dimension of your work the transition is complete

The concept of " I love you" is very powerful. every manger must ask them self " do they really love their subordinates" first love then manage.

The role of a manager is
* To achieve the organizations objective
* Be the a custodians of the various system and process deigned to achieve organizations goals. this ensue 100% implementation
* Develop People

RBA Program

The Front line manager induction program has been structured well. we have christened it as RBA

the agenda flow is as follows

Talks about the transition from selling to managing & Role and responsibility of a FLM and then training them to manage the various management process as follows

Managing Process

8 main processes to be managed in FLM IP

1. Planning

Management theory

Practice at Ranbaxy

• BIZCOM Formats
• Rolling Activity Plan
• Customer& Geographical Coverage, CIS Document
• Target setting Principals
• CRM Planning
• Productivity / Performance Improvement Plan

2. Organizing

Management theory

Practice at Ranbaxy

Self

• Data Requirements - What Exits / Who Gives
• Data Communication -
• Monthly TP
• Daily Work sheet /DCR / Market visit report
• Field work
• Joint Field work Check list - 10 things to checked
• Running Check list

Team Group

• Rep Review meeting - How do I Organize
• Per work - During the meeting - Post meeting
• Cycle meetings
• Per work - During the meeting - Post meeting
• SLM Review Meeting - His own Review meeting
• Per work - During the meeting - Post meeting

3. Coordinating

Management theory

Practice at Ranbaxy

Need to discuss the role FLM plays in Coordinating with the following Departments

• C&F / MRA
• Marketing
• Sale Manager Boss
• Medical - ADRs - Dr Quires
• Training
• HR

4. Motivating

Management theory - Maslow / Herzberg

Practice at Ranbaxy

• Bravo
• Hats Off
• Appreciation Mailer
• How to write one / letter writing
• What to appreciate
• Incentive plan - specific to each BU
• VirAAt Championship Award
• Trophies
• Career planning
• Assessment and development centers

5. Performance Measurements

Management theory

Practice at Ranbaxy

• Input Factors
• Coverage
• Retail Coverage
• CIS Coverage
• Core Dr Coverage
• Missed doctor Analysis
• Activities Conducted
• CIS quality validation
• Name Recall Survey
• Out Put factors
• Performance
• Rs Value, % Ach, % CAGR, % Growth, AVR Growth
• Brand performance
• Incentive earners
• VirAAt Champions
• How many team members best in
• All India / Brand Topper / New Products / Overall Toppers

6. Evaluation Tools

Management theory

Practice at Ranbaxy

• Performance appraisal
• KRA / Weight ages / KPI
• Control Tools
• Code of conduct
• Adverse Drugs Reporting
• IFPMA Code
• Exigency Management
• Adversity Control
• Bad Press / Union interface / Customer Blast

7. Control Tools

Management theory

Practice at Ranbaxy

8. Feedback

Management theory

Practice at Ranbaxy

• Feedback process
• Sales & Marketing Operation Survey
• Employee Engagement Survey
• External Agency Survey

• Open Feedback
• Up and down Feedback
• Feedback to other departments
• Medical / Marketing/ Training / Boss
• Positive and negative feedback
• How to receive and give feedback

FLM at work

• Prioritization
• SBU top 10 alignment and integration

VirAAT 101

Since November 09 i have been very busy with this project at work, got heavily involved in recruitment in the past 5 months have achieved the following

• have interviewed over 1000 people traveled extensively almost 36 flights in Nov and December
• inducted over 550 participates and training department has trained over 3200 people during this period
  
• worked on content creation for the front line managers induction
  
• till date trained over 220 front line managers in March 10 and plan to train 200 more in the month of April 10

many changes are taking place on work front

• the entire region 1 is shifting to Mumbai in April
• boss is now very actively involved in training
• we have added many people in the field and now operate out of 26 BU