Audio file

OB INTERVIEW .mp4

Transcript
Speaker 2
Good morning, Srinivasa. Thank you for taking your time here to speak
with me today. And.
Speaker 1
Thanks Samakhya. Thanks for taking your time also.
Speaker 2
Yeah. So the purpose of this interview is to understand your perspective
and experience around people, related challenges in your role. So I'd like
to explore your background and the core issues have encountered, how
you have approached decision making and outcomes. And learnings have
come with it. So this will help us capture real world insights to leadership
and people management and risk environment. So this discussion will be
in four parts and I'll make sure we move smoothly through them. So will
you be OK with it? Shall we start?
Speaker 1
Yeah, that's OK. We're good to start.
Speaker 2
Yeah. OK, then. So my first question would be like could you give me a
brief overview of your organizations, core businesses and primary
markets?
Speaker 1
OK, I work for an organization called ZF India. OK, the core business of the
management manufacturing of components for the OEM automobile,
passenger cars and commercial vehicles and our primary markets are
basically Europe and the Americas.

Speaker 2
OK, OK. So what are the key values or principles that guide your
organization strategies and operations do you think?

Speaker 1
Oh, that's a good question. The key principles of the organizations are
passion. Portside. OK diversity. Empowerment and the last one is the
responsibility. The five pillars of the organization are on this.

Speaker 2
OK, that's great. So like what are the some major challenges or changes
or milestones your organization? Experienced in the past few years.
Speaker 1
Oh, that's something. A proud moment for us to talk about. The major
milestones was production of 1,000,000 transmission systems. Ohh,
that's great. And and 50 GW of wind power grid boxes.
Speaker 2
OK. So could you tell me a little much about your role, your key
responsibilities and the size and the nature of the team you manage
actually in the organization?
Speaker 1
The current role I'm managing the indirect procurement materials as a
designation of deputy general manager.
Speaker 2
OK.
Speaker 1
Where I take care of the procurement operations with the teams as of
about 6 resources.
Speaker 2
OK. OK.
Speaker 2
So that's pretty much about the background of your organization. I wanted
to know. And so I really now the second part is going to be the core people
related issues. I want to ask if you're comfortable, we'll start with that.
Speaker 1
Yeah, let us go ahead.
Speaker 2
Yeah. OK.
Speaker 1
Looking forward to your questions.
Speaker 2
Yes. So from your experience, what have been the most significant people
related challenges in your team or department?
Speaker 1
Very interesting question. Some of the challenges that are unique to each
organization and each are different. From a team challenges some of
them major ones. I'll just talk about those lack of clarity on the role, what
the person has to do. And the next one will be the trust issues. Personality
conflicts.
Speaker 2
Yeah.
Speaker 1
Lack of communication within the team. Hmm. And one more will be
reduced engagement.
Speaker 2
OK.
Speaker 1
These are the of major 5. Challenges which I see within the team which
can come across.
Speaker 2
OK, so if you had to pick just one that's been the toughest to manage,
what would be it and why?
Speaker 1
Ohh, one of the toughest is personality conflicts.
Speaker
OK.
Speaker 1
Yeah.
Speaker 2
So personally OK.
Speaker 1
And and why you are asked the next question why? Why is it hard?
Speaker
Hmm.
Speaker 1

And both of the. Power imbalance dominate dominant individuals tend to

take charge. And communication breakdown, where the passive a person
who does not talk much.
Speaker
Hmm.
Speaker 1
The dominant person will try to over dominate him and all that, and
another one is resistance to change. Generally people who are dominant
and.
Speaker 2
Yes.
Speaker 1
They try to put forward their thought process. They don't like to look at any
change or resistance coming from whatever level it is.
Speaker 2
Yes.
Speaker 1
And your next question, if I'm not wrong, was managing managing it
correct? How do you manage it?
Speaker 2
Yeah. How do you? Manage it. What is the toughest year?
Speaker 1
Those also you can do it by strong facilitation and coaching.
Speaker
Yeah.

Speaker 1
Yeah. The next one would be clear. Team norms and communication and
decision making where you set the roles and responsibilities of the team.
Speaker 2
So do. You. Keep them feedbacks regularly about this.
Speaker 1
Ah. Yeah, regular connects happen within the team. We make sure we
catch up every month once, have a monthly meet, monthly meeting the
team, and understand what are the. Open points and challenging points.
Whatever are there? And one more, this encouraging psychological was
hurt for everybody. That will be what is good or bad, is not the point.
Everybody has to put in their opinions of their thoughts.
Speaker
OK.
Speaker 1
And another one also which you also need to look at is on one-on-one
support to help both personalities understand the impact. Basically a
group discussion may happen where everybody may not be open to talk
about everything.
Speaker
Yes.
Speaker 1
But if you do a one-on-one session with them, they may open up and talk
about what are the challenges, what are the areas they're looking for
support as a manager from my side.
Speaker
Yes.
Speaker 2
OK, so if you had to pick like, what are the factors, do you think the
causing or aggravating these issues do you think?
Speaker 1
That, that's again very team type question which you've. Asked. One other
thing is which has to be taken care in the team is on poor communication,
can be 1. Of the reasons. Where misinterpretation of lack of clarity in a
message of each other when they're talking.
Speaker
Hmm.
Speaker 1
That can also lead to that. Then another one is unclear. Roles and
expectations of the persons. If that is not clearly set from the manager,
then each of them will have their own thoughts and process what they
think they have to. Do.
Speaker
OK.
Speaker 1
And another one which generally happens is because of stress and
pressure from the multiple internal and external stakeholders of getting
the work done. By the.
Speaker
OK.
Speaker 1
Another couple of few of them are also cultural and generational
differences because cultures are where you have bought up and studied
and all could be different from each of the individuals. Everybody is not
the same.
Speaker
Yes.
Speaker 1
That transition can sometimes have a challenge.
Speaker 2
So I have a question that do you have any managers like you are a senior
level manager, procurement manager. So what do you think like you have
an elderly aged person under you has more experience, do you face
difficulties in those times guiding them or giving them some work like
that?
Speaker 1
Not necessary. It's all about how you have the interaction with that
person and tell him that the roles and responsibilities of him are what are
clearly defined.
Speaker
OK.
Speaker 1
And put him into shoes of the next promotion. He's going to get into and
make him as a mentor to the people on him so that that also he can take
that accountability on an ownership.
Speaker 2
OK.
Speaker 1
And drive it.
Speaker 2
So do you see this as an industry wide problem or something more
specific to your organization?
Speaker 1
No, this is very common across most of the industries. It's not specific to
any industries, but this is more of a human factor of it. There's nothing to
do in a specific organization or industry.
Speaker 2
Yeah.
Speaker
OK.
Speaker 2
So how have these people related challenges impacted business
performance or team productivity?
Speaker 1
Yeah, definitely there will be impacts and there will be some. Business
performance issues but. This can be taken care of it, but that's how we
need to understand where these issues are coming up like. One could be
reduce, reduce collaboration.
Speaker
Hmm.
Speaker 1
When both of them are having that not connecting with each other or
team not talking to each other. Then collaboration won't be there, and
that will definitely have an impact on the productivity of what has to be
delivered. And this also has something to low morale and engagement
within the team when you don't.

Speaker
It's.
Speaker 1
We're not enjoying the work atmosphere and all that. We'll feel toxic and
we won't like. Coming to office and like what is going on, that's also not
good for the teamwork. And other than this is decreased efficiencies, OK,
where the where the efficiency when I'm interested the OR quality of
work. Will definitely come down because each one will interpret their
own things, and each one of them will think that is right. But as a team,
when you have some small questions, you talk to each other, clarity will
come and some. Better ideas or better discussion points will come, which
is actually good to have, but this is also one challenging decreased
efficiencies, OK and one important thing is if this all together will
definitely have a problem on quality and customer service.
Speaker
Yes.
Speaker 1
Because quality of work will definitely come down if there's no interaction
and collaboration work, and that will definitely indirectly have an impact
on the customers requirements on to what we have to deliver.
Speaker
Yes.
Speaker 1
And one important thing is if this is not taken care, even the leadership
will have lot of distractions to handle leaving the actual core
responsibilities of what they have been given.
Speaker
Yeah.
Speaker 1
Yeah, these are the few major points which our field will have. Definitely
impact on the business performance and the team productivity.
Speaker 2
OK, so like, have you noticed any patterns and like when or how these
challenges tend to surface in your team or in your organization?
Speaker 1
Yeah, they are due to one of the reasons could be due to high stress
speed rates where there are deadlines. And tight schedules. And all of
that where people. Tend to. Lose focus once once the. They start trying to
blame others or divert to. Yes. And not taking the ownership and
accountability. This is a. Another one is when the roles and
responsibilities shift, that has to be clearly planned when you're getting a
new team member into your team or a new team member, giving new
responsibilities a clear expectations has to be communicated to that
individual along with the team so that they have a clear clarity of what is
his role. And there's no overlap and any misunderstanding happening
between the team. And one more thing also which you asked me earlier
was do you give feedback? Yeah. Yeah. Feedback has to be given at
regular intervals as much as possible, especially when a new person has
joined the team so that he understands where things are going perfect
and also where things are going wrong so that accordingly he can correct
it at the grassroot travel itself instead of.
Speaker
Yes.
Speaker 1
It's becoming too late. Another one also can think is about collaboration
is required when you work as a team individually, you can't achieve
things. Yes, every time. That's the reason call collaboration is required
between the team outside the team. There has to be a lot of
communication happening. OK, between the team members talking to
each other, everybody should not be working in silos. That is not going to
help the team in the long run. Short run short term, it may help. But in the
long run, that may not help in the healthy of the team's working culture.
Speaker
Hmm.
Speaker 2

So are there any like, generational, cultural skill gap differences that
contribute to these challenges?
Speaker 1
Generational differences? Yes, it will definitely be there because the
generation which got some knowledge could be of different standards
and different locking style and the latest generation which comes in May
have a different style of working and different thought process. That's
where you need to have that collaboration between the team.
Speaker
Yeah. Yes.
Speaker 1
Talking to each other, brainstorming on new ideas, talking about what is
good. And all that brainstorming has to be done for any. Work which is
going to have a major impact on the organization.
Speaker
Hmm.
Speaker 1
And that also gives up the option for employees feeling that their ideas
and their thoughts also getting hurt. It's not just giving them directions
and instructions to do things.
Speaker 2
OK, so like what are like the external factors are there like external
factors like economic changes or regulations or market competition that
made the issue more complex?
Speaker 1
Yeah, they will be, yeah, few of them. Like. Economic changes, job
insecurities will be there.
Speaker
Hmm.
Speaker 1
Where people feel that. Because of the stress and competition in the
market and everybody's trying to. Achieve something they have to job
security is 1.
Speaker
Yeah.
Speaker 1
Regular regulatory shifts. Some compliance requirements come increase
pressure on workload. And some also differences in how the team
members interpret and respond to rules and cause attraction also. And
market competition is one more thing because there's a lot of market
competition. This is just for everything everybody is to. Be.
Speaker
Yes.
Speaker 1

You need to make sure. High stakes environments can come from setting
for staking, and teams may experience internal competition leading to
ego crashes, which is another major problem which comes up. Yeah. And
one more is also of the remote and hybrid work models.
Speaker
OK.
Speaker 1
And technical disturbances like in the tools and understanding how the
tool works and all that.
Speaker
OK.
Speaker 2
So these are basically the questions I wanted to ask about the core
people related problems in your organization. Now I'll move on to the
decision making process in your organization like. When you first
recognized this issue, what was the initial thought process about this?
Speaker 1
That's something. Which has to be addressed immediately when it comes
up, it can't be ignored. If we ignore it, that will become a major problem
down the line and it will be too late to correct it. One thing is it's it is on
time, on time issues or pattern you have to take care of it. And is there
isn't affecting the team. Outcomes also has to be looked into it. The root
cause of why it has happened also you need to go and. Explore it. And self
check am I? Resisting this objectively, when I'm taking a decision, am I
taking it objectively or it's getting biased by some? External influences of
some factors along with it and the next, is what is the best way to
intervene? Every time we should not go and intervene between any
conversation your team is having. Sometimes they have to discuss with
themselves. When they're not able to resolve it and they feel there is a
conflict or not proper understanding between the. Team. That is when you
need to intervene and mediate and give your ideas, how about how to
handle the situation and how to go about fixing it and working as a team.
Speaker 2
OK, so like how did you go about gathering information? How did you, like,
gather information in your organization? How to make? A decision before,
yeah.
Speaker 1
There multiple ways based it comes along with years of experience you
get, you know worked along till now from the multiple organizations,
multiple teams. I have worked with one of the few things I do is
observation observe the behavior over the time. Of how the meetings
happen, how they're communicating an e-mail, how the team interaction.
And all that. That is a one way of observing the behavior of the team. And
one more is as I've earlier said, conducting A1 on one conversation.
Speaker
OK.
Speaker 1
At the team, speak privately with them, with the individuals involved to
understand their perspective of how the things are getting done on the.
Floor. On the work and have an open-ended question to encourage
owners and sharing without any judgments.
Speaker
OK.
Speaker 1
Another way of looking at this shake inputs from neutral parties. Seek
peers or team members who are not directly involved in further
observations. OK, look for consistent teams or discrepancies in feedback
because neutral parties is best. Sometimes your bias because that's your
team. Yeah, instead of that kind of third person to have a discussion to
find out, to understand what. He's thinking about it. That also is a good
way to look at it. And some another way also is to look at the review of
documentation. With the performance issue, feedbacks, HR reports and
all that. Also to know how the individual is doing. And some other
consider the. Contractual factors reflecting on the recent changes of
leadership shift. Projects tests also. Yeah. These are a few major points
which you need to look into when you're doing a gathering of information
and making a decision.
Speaker 2
OK, So what factors do you weigh most heavily when making a people
related? Decisions in your organization.
Speaker 1
Oh my God, these are getting into too much of details of stress of people
management, OK. Some of the things which you need to look into is the
impact on the team dynamics, how it's going to have. Because a decision
has to be taken. Keeping the whole team as a whole, it's not an individual
wise. You need to take a decision. And individual performance and
potential also has to be looked into. Because some of the team members
may be high performing and some of the team members may be not to
that mark.
Speaker
Yes.
Speaker 1
That's when you need to make sure you coach the team member who's
high performing to coach the team member who's in the low side of it,
because that way the interaction between both of them improves and tell
them this is more of a coaching session. It's not a more of a what you call
bossing over you. And the next month, will alignment with the
organizational values. That's very important when you're working for an
organization, you need to respect that organizational values and as a
team, you need to make sure you are fair and ethically working towards it.
And one more thing which I also do. At a regular interval or do something
which is to get some communication and interpersonal skills trainings
conducted for the team.
Speaker
Yes.
Speaker 1
So that that also will train them how to handle multiple situations
multiple. Factors when they come up, how to go about handling it and
how to do interact with people when they're talking to anybody within the
organization, out of the organization or how should they? Because when
somebody is talking to somebody within and also the organization, it's not
an individual who's talking. It's an organization which is talking. That's the
reason that has to be kept in mind when you're talking to anybody. And
also you need to. Another fact is long term and short term impacts. Yeah.
Speaker 2
OK, so once like you decide what to do in a course of action, how do you
communicate it to the team?
Speaker 1
Communicate with the team. Happens mostly is in a group as I earlier
said in a group team meeting, OK and also in individually one on ones. Of
book meeting happens to make sure everything is clearly communicated
on what is the expectation of the team. On each of the roles and
responsibilities. And then we talk about individuals who what they have to
do when I do a one-on-one. Why was that given to them and why is that
role and responsibility and why is that? What are what? What are the
expectations as a manager from me for them as part of that, what I do is
clarify the purpose. Start by explaining why the decision was made.
Speaker
OK.
Speaker 1
And focus on the team goals, collaboration and creating a healthy work
environment which is very important, yes, and be transparent and
respectable. That's beautiful. OK, yeah. Transparent in the ways
transparent in making sure everything is in black and white, nothing is
being hidden and individual is given a respect to whatever they are saying
and whatever they're thinking about, you're not downsizing the other
person in whole front of the team or talking something which.
Speaker
Yes.
Speaker 1
Somebody.
Speaker
Yeah.
Speaker 1
Which is not going to help you in. The long run, yes. And one more thing is
outline the action plan clearly as I've earlier said clearly outlined, what
are the plans or roles and responsibility for each of the individuals with
the road map of what they have to achieve over the next three months or
six months or 12 months. That will give them a motivation and clear path
of why they're here and what they have to. Achieve in this organization.
Another thing also is invite questions and feedback. It should not be an
one way communication or the manager only talking about what they
have to do, what they have to do and all that you have to have it questions
also coming from them, from the team to. You. So that that will be an
open dialogue and interactive. Discussion which will happen and some of
the times, even that questions may come up to something better ideas
also. And another important thing is. Reinforced team values.
Speaker
Hmm.
Speaker 1
Emphasize respect within the team to each other, collaboration and
accountability. Remain the team of the shared goals and the importance
of working together. Yeah. And one important thing of all of this is make
sure you do a follow up that follow up can be on a monthly basis, a
quarterly basis based on the. How the team work is going on. How do you
sense things are not going good? Then you need to have a regular interval
so that it can be corrected at the gross root level itself.
Speaker
Yeah.
Speaker 2
So like, these are the questions I want to ask about decision making
process and I would like to ask the last set of the questions and I would
like to cut the meeting short because it's not it's going. To be a long
meeting for you to. So the last questions are like what changes did you
see after implementing your? Decision.
Speaker 1
Definitely. As a managers, my responsibility is to make sure. Positive
changes come into the team that is improved, team dynamics
communication becomes more respectful and open to each of.
Speaker
Hmm.
Speaker 1
Them. Collaboration improves as tensions decrease. And that will
actually lead to high morale in the. Team. Everybody feels accountable
and ownership and everybody feels like working together as a team.
Psychologically, safety increases and encouraging participation also.
Better, most importantly, we think better productivity will also come less
time spent on conflicts means more time on work.
Speaker 2
Yes.
Speaker 1
Layer roles and expectations lead to smoother execution.
Speaker
Yes.
Speaker 1
And one also one thing is less strong, got accountability also comes.
Individuals understand that behind the expectation and feedback comes
more constructive and expected. And one more thing is ongoing
adjustment. Some team members may need some time to adapt to new
norms.
Speaker
Hmm.
Speaker 1
Continued coaching or mentoring by may be required. Monitoring is
essential to ensure the changes stick. Basically these three points, which
I've talked over the last three are more of. People who may take some
time because everybody is not same, some of them may adopt A change
or thought or idea very fast or for some of them it may take some time.
That's where you need to give. That. Space and make sure the other team
members support him in that process because that will give him a
confidence that this team is not here to just put him down, but.
Speaker
Yes.
Speaker 1

Ready to work as a team and. They're helping him to. Come out of his
challenges, which will help him in understanding the team much better.
Speaker 2
So they're like, were there any unexpected challenges during this
execution of decisions?
Speaker 1
Uh, they will be. They're human beings under the day. Yes, they will.
Everybody is different. Everybody is different in their thoughts and their.
Age gaps different. Experiences they have carried from different
organizations, or the way of culture bringing up on all that. Because of
that, you'll have them like come few of them. I'll talk about is. Resistance
to change.
Speaker
Yeah.
Speaker 1
Once a person is habituated to a particular way of working and particular
way of doing things and what is being doing, he feels that's the perfect
thing and he does not want to take. And new changes or anything like that.
But that's when, as a manager you need to. Talk to them and tell them why
this change is required and what is that going to help him another. For
short term and the long term. Next thing, Hidden alliance of tensions, OK,
sometimes people talking to each other as groups within the team.
Speaker 2
Yes.
Speaker 1
That's something also can create tension because one becomes of
another group, another becomes another group and people start. Trying
to bring each other down? No, that's not the way it should. Be yeah. That's
where, as a manager, I need to make sure. There are no groups in the
team. It is individuals working as a group.
Speaker
Hmm.
Speaker 1
Then again, misinterpretation of the intent can also come up.
Speaker
Yes.
Speaker 1
It's because mine, because people may misunderstand the words and
statements. If somebody has a question. Clear it off at that point of time.
And the meeting itself, for in one-on-one. One you. Have don't carry any
confusion or some other people saying something. Don't carry that with
you because that's no that's going fluently going to be a confession to
you, because if somebody wants to go and misguide you, he'll definitely
try to put you into your.
Speaker
Yes. Hmm. Yes.
Speaker 1
And a different of ideas, or his thoughts and all that which is not good. And
temporary drop in morale also will be there until that. Thing is sorted out
and settled down.
Speaker
Yeah.
Speaker 2
So what would be the advice you would give to someone stepping into a
decision making world for the first time since they've been a like, you
know, senior position for a quite time, So what would?
Speaker 1
Yeah.
Speaker 2
Be the advice you would give.
Speaker 1
Intervene early. Why early signs of tension? Often sustainable, but
telling? Addressing them? And making sure it is not gone out of control.
How do you do that? Is regular checking regular interaction like you're
talking with the team? You can sense it when you interact with the team,
you're not sitting in a cabin and just doing your work and not interacting
with the team. You won't know, but you have to have. Doesn't need to be a
meeting to talk about it. You can have a day-to-day general conversations
also with the team on a cup of a coffee or the tea. Also on the break. We'll
understand there itself. Also if something is going wrong.
Speaker 2
Yes.
Speaker 1

And another thing is use a structured conflict resolution tool.

Speaker
Hmm.
Speaker 1
This is more of a. Informal communication sometimes, as I've earlier said.
A cup of coffee. Talk to them as and doing a personality assessment.
Speaker
So.
Speaker 1
When you talk right, you'll try to. You'll get an idea of all these
personalities.
Speaker 2
Yes.
Speaker 1
How this person is, how this person talks, how this person's expectations
are. Sometimes that also will help you.
Speaker
Yes.
Speaker 1
Involved in neutral third parties sooner, because sometimes you talk
right. The person feels that you are taking a side or you're talking
somebody on a side. In such cases, you need to get a neutral party
involved into saying that some of the cases we do is is getting the HR
team.
Speaker 2
Yes.
Speaker 1
Talking neutral because HR team has nothing to do because there are
more of HR operations where manage the human resources. They are
more mature enough to understand how to handle it.
Speaker 2
Yeah.
Speaker 1
Any resource, anything happens if they come into picture and they mentor
and train and give some coaching that also will help.
Speaker
Hmm. Yeah.
Speaker 2
So that's the I would like to bring this into an end. Srinivasa, thank you for
taking your time today. It was really pleasure meeting you and talking to
you and thank you for the insights you gave. And and I'm looking really
forward to to one of the interviews again with you and know more about
your company and your organization. Hope you had a great time
interview.
Speaker 1
Yeah. Yeah, it was great talking to you and giving my insights and my
thought process of it and looking forward to talking to you more whenever
it comes up more than happy to answer your questions or guide you or
mentor you whenever it comes up.
Speaker 2
Thank you so much, Srinivasa. Thank you. Bye bye.
Speaker 1
Thank you.