11th Nov 2010

forest and a lion is sitting outside his cave, lying lazily in the sun. Along comes a fox, out on a walk. Fox: "Do you know the time, because my watch is broken" Lion: "Oh, I can easily fix the watch for you" Fox: "Hmm... But it's a very complicated mechanism, and your big claws will only destroy

Lion: "Oh no, give it to me, and it will be fixed" Fox: "That's ridiculous! Any fool knows that lazy lions with great claws cannot fix complicated watches" Lion: "Sure they do, give it to me and it will be fixed"

The lion disappears into his cave, and after a while he comes back with the watch which is running perfectly. The fox is impressed, and the lion continues to lie lazily in the sun, looking very pleased with himself.

sun. Wolf: "Can I come and watch TV tonight with you, because mine is broken" Lion: "Oh, I can easily fix your TV for you" Wolf: "You don't expect me to believe such rubbish, do you? There is no way that a lazy lion with big claws can fix a complicated TV

The lion goes into his cave, and after a while comes back with a perfectly fixed TV. The wolf goes away happily and amazed.

Scene : Inside the lion's cave. In one corner are half a dozen small and intelligent looking rabbits who are busily doing very complicated work with very detailed instruments. In the other corner lies a huge lion looking very pleased with himself.

Moral : IF YOU WANT TO KNOW WHY A MANAGER IS FAMOUS; LOOK AT THE WORK OF HIS SUBORDINATES.

Management Lesson In the context of the working world : IF YOU WANT TO KNOW WHY SOMEONE UNDESERVED IS PROMOTED; LOOK AT THE WORK OF HIS SUBORDINATES.

Story # 2

It's a fine sunny day in the forest and a rabbit is sitting outside his burrow, tippy-tapping on his typewriter. Along comes a fox, out for a walk. Fox: "What are you working on?" Rabbit: "My thesis." Fox: "Hmm... What is it about?" Rabbit: "Oh, I'm writing about how rabbits eat foxes." Fox: "That's ridiculous ! Any fool knows that rabbits don't eat

Rabbit: "Come with me and I'll show you!" They both disappear into the rabbit's burrow. After few minutes, gnawing on a fox bone, the rabbit returns to his typewriter and resumes typing. Soon a wolf comes along and stops to watch the hardworking rabbit.

Wolf: "What's that you are writing?" Rabbit: "I'm doing a thesis on how rabbits eat wolves." Wolf: "you don't expect to get such rubbish published, do you?" Rabbit: "No problem. Do you want to see why?" The rabbit and the wolf go into the burrow and again the rabbit returns by himself, after a few

Finally a bear comes along and asks, "What are you doing? Rabbit: "I'm doing a thesis on how rabbits eat bears." Bear: "Well that's absurd ! " Rabbit: "Come into my home and I'll show you"

Scene : As they enter the burrow, the rabbit introduces the bear to the lion.

Moral: IT DOESN'T MATTER HOW SILLY YOUR THESIS TOPIC IS; WHAT MATTERS IS WHOM YOU HAVE AS A SUPERVISOR.

Management Lesson In the context of the working world: IT DOESN'T MATTER HOW BAD YOUR PERFORMANCE IS; WHAT MATTERS IS WHETHER YOUR BOSS LIKES YOU OR NOT.

MANAGERIAL COMPETENCIES
Were proud of our success, and we celebrate them. But, the real excitement comes in figuring out how we can do even better in the future. Its a never-ending process of seeing how far we can go. The drive for progress is being never satisfied with the status quo .. We can always do better, we can always go further, we can always find new possibilities. Our commitment must be to perpetuate the vitality of ITC its growth in physical terms and also its growth as a valued institution so that this Company, this institution, will last through centuries and continue in its never ending pursuit for value creation.

MANAGERIAL COMPETENCIES
Abiding Factors Abiding Factors are the bedrock of our organization, which transcend functional and managerial competencies. These are sacrosanct. The Abiding Factors are ; Commitment to value creation for the shareholder and other stakeholders. Living by ITCs core values. Commitment and adherence to ITCs Code of Professional Conduct.

MANAGERIAL COMPETENCIES
Competencies Competencies are the building blocks, the DNA of an organization. They contribute to the distinctive characteristics of each organization and when nurtured, provide sustained competitive advantage; build highly competent managerial talent within the Company, and thereby ensure continuity of excellence in one generation after the other. Competencies can be broadly divided into Functional and Managerial. They are the bundle of skills, knowledge and behaviour that underlie effective managerial performance.

MANAGERIAL COMPETENCIES

Competencies are clearly defined behaviours that ; Create a universal language Set standards Maximize objectivity in assessment Focus assessment on demonstrable behaviours Anchor assessment in evidence rather than unsubstantiated evaluation.

MANAGERIAL COMPETENCIES

Strategic Mindset

1
People Leadership

5 3

Customer Focus

4
Leading Change

Making Things Happen

MANAGERIAL COMPETENCIES
Frame Work The five managerial competencies individually and through a strong interplay with each other seek to create a common understanding of the drivers of enduring performance of ITC.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Strategic Mindset Success is not a matter of how packed with intelligence on organization is, but how far ahead it looks and how well it forms perspectives of the future. That is what makes an organization (or even an individual) great and Enduring. A strategic mindset enables continuous building of the organizations capacity to reinvent and regenerate itself to successfully exploit opportunities for sustained value creation Managing Mechanisms for Renewal and Competing for the Future.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Strategic Mindset Having a global mindset, a holistic and long term perspective. The capacity to foresee trends, patterns, discontinuities and the associated risks and opportunities in the environment that impact our organization. The ability to determine direction and develop strategies to succeed in the current business, as well as create new growth engines.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Customer Focus In the future, the real core competence of organizations will be the ability to creatively reinvent itself to meet customer demands and realize unexploited opportunities. Being customer-centric and focused on crating a unique preference loyalty among customers. Engaging the Companys internal processes, business knowledge, partnerships and relationships in crafting and implementing the customer value proposition Managing the Customer and Creating Future Customers.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Customer Focus Ability to understand the customer; leveraging business knowledge and functional expertise to deliver customer value; build and nurture business relationships and partnerships; use organizational core competencies and processes to provide customized value offerings to existing and future customers.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Making Things Happen Creating an alchemy of great performance by combining a culture of discipline with an ethic of entrepreneurship. The capacity to leverage resource to consistently deliver results and value in a complex environment through world class execution capability. Proactively managing the business environment and marshalling support for the Companys plans. - Managing strategy to Action and Managing for Excellence.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Making Things Happen Ability to instill a sense of urgency and deliver results as demonstrated through a positive will do attitude; decisiveness; high energy, a bias for action and continuous improvement; high performance standards and respect for systems. Ability to manage the value creation process through empowerment, personal credibility and maximizing the potential of each resource both internal and external. Ability to proactively manage the business environment and marshal support for the Companys policies and strategies.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Leading Change Organizations need to be built to change in order to create value on a sustainable basis. Understanding the forces driving change, recognizing threats and visualizing opportunities. Creating conditions that enable innovation and flexibility whilst simultaneously managing continuity; fostering behaviors, attitudes, processes and performance metrics that promote a culture or imagination, global competitiveness and sustained value creation. Managing Mindsets and Leading Change for Progress.

MANAGERIAL COMPETENCIES
Purpose & Meaning
Leading Change Has the conviction and competence to accept and adapt to new situations and requirements; comfort with ambiguity; coping with paradox; openness and fluidity in thought and the agility to innovate. Future focused creates strategic architecture to capture emerging opportunities. Possesses effective communication and influencing skills to make change happen.

MANAGERIAL COMPETENCIES
Purpose & Meaning
People Leadership Creating an exciting sense of purpose, instilling core values, building human capital and orchestrating processes that energize people in identifying with the companys mission and vision to enhance value creation. Managing Meaning and Orchestrating Winning Performance.

MANAGERIAL COMPETENCIES
Purpose & Meaning
People Leadership Assessed through the individuals people sensitivity, relationship focus and team play characteristics; the ability to infuse passion and the desire to excel and align individual goals with organizational goals to contribute to sustained competitive advantage. The ability to build high-performing individuals and teams. The ability to blend personal humility with professional will; and the ability to take difficult people decisions to protect the long-term interests of the organization.

MANAGERIAL COMPETENCIES
Strategic Mindset : The Horizons The Insights The Perspective Risk Management Organization Renewal

MANAGERIAL COMPETENCIES
Customer Focus : Connecting with the Customer Customer Relationship Management Continuous Improvement Innovation Business Development

MANAGERIAL COMPETENCIES
Making Things Happen : Decision making Resource Management Environment Management Delivering results

MANAGERIAL COMPETENCIES
Leading Change: Commitment to Change Transformation Communication and influencing skills Champion of change

MANAGERIAL COMPETENCIES
People Leadership : Interpersonal & Social Skills People Development Distributed Leadership Orchestrating winning Performance

Responsibility Level 6
Strategic Mindset
Positive Indicators Demonstrates foresight Demonstrates conceptual ability Displays an ability to sense emerging changes Spots trends and patterns and identifies key issues from a mass of data Grasps information quickly; picks up nuances, subtleties Understands how his / her role impacts others in the function Displays a logical thought process in day to day operations. Uses information from diverse sources to make effective ground level decisions. Recognizes implications of decisions and alternatives. Contra Indicators Looks at problems and issues from a narrow individual perspective Cannot foresee and understand linkage of various issues within the function. Fails to identify key issues or draw logical conclusions Is inward focused.

Responsibility Level 6
Customer Focus
Positive Indicators Can see things through the eyes of the customers Is aware of internal and external customer needs Has a fair understanding of the business Looks at work issues from the customers point of view Is always pre-occupied with delivering the value proposition of the business Displays an understanding of the existing infrastructure, processes and tools used to deliver quality products and service. Is able to discern the various elements of the Companys competitive advantage vis--vis competition. Contra Indicators Displays a dismissive attitude towards the customer. Is unwilling to give due consideration to feedback from customers. Is unaware of competitor activity, operations and best practices. Does not respond to customer calls with a sense of urgency.

Responsibility Level 6
Making Things Happen
Positive Indicators Energetic, competitive, persuasive and results oriented. Has knowledge of internal and external resources. Comes up with fresh ideas. Demonstrates a high degree of preparedness. Displays good planning, organizing, prioritizing and monitoring skills. Displays cost consciousness and an overriding desire to get best value for money spent. Takes regular feedback and guidance to successfully achieve planned outcomes. Exhibits initiative in taking on higher responsibilities and works beyond his area. Contributes meaningfully to discussions involving his / her area. Uses mistakes as learning opportunities. Is open to feedback. Enhance knowledge / skills base on an ongoing basis. Executes all relevant compliance and documentation formalities within prescribed schedules. Contra Indicators Focuses on task completion at the expense of quality / standards. Passes the buck. Is defensive about non performance. Leaves tasks/ activities unfinished until the last minute. Frequently exceeds and over-runs deadlines. Does not take timely decisions. Does not focus on systems to review / organize work. Is not conversant with the external environment which has a bearing on his function and his role. Often externalizes reasons for his own non performance.

Responsibility Level 6
Leading Change
Positive Indicators Enthusiastic about change. Is imaginative Thinks out of the box Can quickly comprehend the need for change Open-minded when presented with new perspectives Is comfortable with and gets used to new situations easily Is able to identify and remain focused to achieve desired results even in unstructured situations Asks questions. Challenges and suggests alternatives and more effective ways of executing tasks Listens attentively. Shares appropriate information Relates to people at all levels Contra Indicators Is over-cautious; risk averse Prefers to follow only the beaten tract. Does not ask questions or challenge even when required / warranted Can operate only in a well defined and familiar environment Avoids new situations. Opposes relevant change efforts as meaningless Works in isolation. Is not open to giving and receiving ideas. Is overly aggressive and abrasive in his dealings with people Is impatient, talks before he listens Is evasive in responding to questions

Responsibility Level 6
People Leadership
Positive Indicators Participative, open minded and receptive Understands the needs / interests and attitudes of others Is perceptive of non-verbal behavior Is confident but not arrogant Involves others in the resolution of problems Brings energy and direction to activities shares experiences and information with team members Demonstrates commitment to the team and supports team decisions Contra Indicators Withholds ideas and information. Does not seek others advice even if needed Does not enjoy credibility within the team Is confused about his own stand on issues Is unable to adapt approach to better appeal to ones audience Does not interact with people beyond his scope of work Reacts with criticism and is defensive if his ideas are questioned Is unable to communicate expectations

Responsibility Level 5
Strategic Mindset
Positive Indicators Has a holistic perspective; appreciates the role of each function and the interdependent nature of the various functions while taking decisions Displays capability to foresee trends, analysis and anticipate outcomes of subsequent developments in a situation, so as to pre-empt losses / exploit opportunities Displays ability to ask insightful questions, identify the core of a problem or an issue and revaluate it from different perspectives Recognizes differences and similarities between current and past situations and uses this understanding as a framework for future actions. Is able to appreciate the impact of day to day decisions and activities on medium and long term goals of the Unit Contra Indicators Looks at problems and issues from a short term and narrow perspective Focuses on specific tasks / activities irrespective of whether they align to the department or business direction Fails to connect or draw trends from a set of issues, events or data Initiates actions without considering the implications and outcomes.

Responsibility Level 5
Customer Focus
Positive Indicators Has a good grasp of the total value chain, the key processes, technologies and infrastructure. Understands the key value drivers for the business; financial dimensions of decisions, working capital management and cost control Listens to customers and assigns the highest priority to customers satisfaction including internal customers Attends to customer feedback with zest and spontaneity Gathers feedback on systems, practices and processes of competing organizations towards enhancement of focus on the customer Builds a strong network of partner relationships at the operational level Is technology savvy and comfortable with contemporary technical equipment / software applications Contra Indicators Is unaware of market practices and current happenings. Cannot anticipate market positioning, its causes and effects Interrupts / reacts before listening to customer issues Is not able to look beyond the stated needs of the customer

Responsibility Level 5
Making Things Happen
Positive Indicators Displays a positive will do approach and the desire to achieve. Spreads enthusiasm, excitement and a winning attitude Displays a strong bias for action and to actively seize opportunities. Prepares action plans and processes to achieve desired objectives Makes decisions based on sound business logic Takes calculated risks Copes effectively with constraints / adversity Sets high expectations of himself and others to continuously improve productivity, quality and standards of excellence Proactively crates systems to manage resources Creates new benchmarks in his / her work area Provides innovative solutions to design or delivery problems Is a relentless and versatile learner Ensures required regulatory compliance without thought and speed and maintains good working relationships with concerned agencies. Maintains contact and formal work relationships with internal and external parties to achieve business objectives Participates actively in Company sponsored social and community development initiatives in his operating area Contra Indicators Does not plan ahead; deals only with the here and now Is defensive when critiqued Sits on the fence Follows the rulebook and precedents without evaluating their relevance to the current context Is more activity focused rather than results driven Changes plans under pressure Does not take initiative to draw out his own developmental plan or engage in self-learning activities Is unable to appreciate the role that external relationships play in building the Companys image and achievement of the Units objectives

Responsibility Level 5
Leading Change
Positive Indicators Understands the why of change, the origin and reasoning behind various policies and processes. Explores and identifies opportunities to navigate through times of change Understands the explicit (e.g voiced comments) and implicit (e.g. body language) cues and deduces their unspoken thoughts and feelings Conveys ideas and opinions clearly and confidently, by summarizing the essential points of information Over a series of interactions with others, successfully reinforces others view of self as a valuable contributor Copes effectively with questions / challenges when presenting views Is able to re-orient priorities when warranted Experiments with unconventional approaches. Comes up with unique and creative ideas and solutions in the course of his work Tends to get confused during times of upheaval Is visibly upset if things change be it processes, technology, or work location Avoids new situations. Tends to cling to the earlier ways of doing things. Does not attempt to do things differently Cannot think of new ideas spontaneously Unable to communicate with clarity and fluency Rather than work towards an issue with an open mind, tends to be defensive and resorts to flight frequently Contra Indicators

Responsibility Level 5
People Leadership
Positive Indicators Leads by personal example and crates in others the desire to excel Energizes people to action with a sense of belonging and identity Lends a helping hand to others and is always willing to share ideas that are beneficial for others work Helps others by giving helpful suggestions and providing a howto approach While being fair and sensitive to others, demands accountability and commitment to task Generates a healthy in group feeling. Mixes with peers / team members informally Enjoys personal credibility among team / group members Does not allow personalities to influence decisions Takes ownership of decisions Is unable to sustain motivation levels / morale Fails to acknowledge contribution/ s of others. Takes credit for others work. Withholds ideas and information. Does not seek others advice even if needed Does not enjoy credibility within the team Reacts with criticism and is defensive if his ideas are questioned Looks for faults rather than strengths in the work group Contra Indicators

MANAGERS - LEVELS
LEVEL6 LEVEL 5 LEVEL 4 LEVEL 3 LEVEL 2 LEVEL 1 GRADE G GRADE F/E GRADE D/D+ GRADE C/C+ GRADE B/B+ GRADE A SUPERINTENDANT ASSISTANT/ASST.MANAGER HEAD OF DEPTT. UNIT HEAD FUNCTIONAL HEAD CHIEF EXECUTIVE - DIVISION