From day one, I was involved in the project, which was about improving managerial effectiveness across the organization, which in turn helps the organization enlarge the scope and scale of impact. I had a few things clear in my mind at that point. One, to understand how the organization works and what at the individual roles and responsibilities at various levels. This was necessary to understand why the problem existed at the first place. Two, the solution proposed by me is tailor-made for the culture of the organization. I felt that one fit all solutions might not work citing the primary operative model in the organization over and above the fact that it was a not for profit firm.
Organization had a policy to involve people across levels in any major decision-making process. Since this project could have an impact on employees across levels, the leadership had decided to constitute a task force, which would be involved in all the decision making process of the project. I, alongside my guide had the responsibility to first make a task force which ensures representation across levels and diversity and then steer the task force towards the objective. The biggest advantage of task force was the opportunity to interact with members, who were posted across India at various levels. These interactions helped me get a much clearer view of the persistent problems.
My first challenge was to create a set of core behaviours what every manager in the organization follows. It required days together of browsing through Google scholar, HBR, Blogs, Research published by top consultants like Bane and BCG. I created a large list of nearly 50 behaviors. I felt that an exhaustive list would cater to problem. Sitting next to my guide allowed to to simply make a few strides in my chair to reach her desk. When I showed her the list, she said, "You can't expect everyone to even read that amidst all the pressure they work under. You don't expect them to follow all this"
Ting! 2 weeks down the line, this was a reality check. I had to now cut them down to 10 or less without compromising on important stuff while I thought "All of this is important know." So now, it was about seeing what we need the most, what can be compromised upon and what can be adjusted by some play of words. I used to land up at my guide's desk in every 40-50 minutes to discuss whatever I had thought. 3 days and a thousand iterations later, we had a set of Core managerial behaviours. This was followed by 3 extensive meeting with the task force over the next week where every word went under the scanner. With some minor alterations, the approval was done.
Now was the time for the difficult part, how do we institutionalise these behaviours. Again, research research and more research. By now, I had already explored at least half of the syllabus due in the second year. Slowly drafts started flowing out for the plan. While we were making the plan, we had to ensure that the possible interventions don't come as a surprise. Hence, the sensitisation process. I involved in everything from designing infographics, shooting messages with CEO and Ops Head to planning events for May'1.
One great part of the culture was the ability to reach out to anyone from the leadership easily. Regularly before leaving for the day, I used to meet my HR head and discuss my ideas, get her feedback and suggestions.
I was spending time with Corporate Communications department, task force members to discuss my ideas. It took a few weeks before plan was ready to be discussed with the task force. It included communications, mentorship program, (no cost) gamification and minor changes in the appraisal format. In a marathon meeting, take force discussed every idea with me presenting my merits on them. Post that, I individual went to task force members for their personal opinions based on their experience beyond the HO. Changes were again discussed in the next meeting.
I wanted to see how my ideas work, hence I started implementing my suggestion which were scheduled at the start time once they had the green signal from task force. The finalization of plan and approval from the leadership went on until the last week if my internship. I felt so good about everything that we had created compared to a blank slate at the start, that I asked for an opportunity to continue remotely working on the project and the organization allowed to take it up as a live project.
When I look back at my decision to go for a social internship, all I wanted was to do something for the greater good. But at the end of it, it wasn't just the impact my work was capable of imparting, but all the learnings, experience and knowledge that I gained that mattered. Not to mention the great bond I had with my guide and how I still look at her for advice on college projects and self-improvement.
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