Leadership Lessons

HULs lead moments|
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Leena Nair, executive director (Human Resources) of Hindustan Unilever (HUL), calls it leadership moments. Each of the companys leaders at all levels goes through such specify moments seven times a year. Thats when they open a dialogue with people underwriteing to them about their slaying.
We call them leadership moments because its all about listening, sharing and accepting feedback, and victorious responsibility for the next step in your juniors c arer. They are make-or-break moments for all our leaders because they live to learn to clutches these skillfully, Nair says.
Indias largest fast moving consumer goods company, which has just won the exceed Employer award in a Hewitt survey, says handling performance appraisals is the nearly important cog in the wheel of its employee practices because it goes a retentive way in establishing the companys reputation as an employer that cares for its people.
Thats what came out very strongly in the Hewitt report that was the culmination of across-the-board dialogue with 50 randomly chosen employees in the company.
That the company takes its leadership moments seriously is evident from the extensive training that is given to all leaders on how to oversee these performance feedback sessions.



Many leaders have fallen remove the lister (the term for extremely talented people who are on the fast track to success) category just because they couldnt handle these feedback sessions with the required empathy.
At the heart of the robust performance appraisal system is, of course, the methodology and the transparency. Half the job is through with(p) if employees believe its a transparent and fair system, says Nair. That explains why all managers are plotted on a nine-box leadership matrix named LDT (Leadership Differentiation Tool) that sees how well the key resources of the company have been developed by managers. The position is then communicated transparently and race paths are shared.
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