1. PRESENTS
Magnum Opus
LEADERSHIP PROGRAMME CATALOGUE - 2013

2. Magnum Opus
Just as an artist focuses on the completion of a great
work by chiselling a stone, leaders must chisel to
unleash the potential of their followers. Great Leaders
focus on their life’s work. The duties they fulfil are
practice and preparation for the great work - Magnum
Opus.
Over the last 40 years, BlessingWhite has created
a Leadership Magnum Opus by putting together
extensive leadership research across the globe.
Hundreds of client organizations and over 4 million
individuals, managers and leaders have been able to
achieve their full potential by using BlessingWhite’s
solutions. HR Anexi, a BlessingWhite partner, presents
to you this unprecedented opportunity to create your
very own Magnum Opus!
LEADERSHIP & ENGAGEMENT INTERVENTIONS
WHY SHOULD ANYONE BE LED BY YOU?™
HELPING OTHERS SUCCEED®
LEADING TODAY’S PROFESSIONALS™
INFLUENCING ACROSS MATRIX
DRIVING ENGAGEMENT
LEADERSHIP PYRAMID
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3. About Us
BlessingWhite, founded in 1973 by Buck Blessing HR Anexi is a Human Capital consulting firm,
and Tod White in USA, is a global consulting providing a complete array of Leadership
firm dedicated to creating sustainable high- Consulting, Employee Engagement and HR
performance organizations. It provides human Advisory & Outsourcing Services.
capital consulting, processes, and tools to:
We in HR Anexi believe that people are not
1. Create high-performance cultures that the biggest asset for an organisation, they are
drive bottom-line results and reinforce the asset creators! Successful organizations create
organization’s mission and values, a culture of engagement by empowering their
employees and forming meaningful communities
2. Develop leaders at all levels who can manage around achieving objectives that drive and
the business and inspire employees, and power businesses. Every activity we undertake
or recommend our clients to implement is
3. Align employee self-interest, energy and underpinned with the resolve to “Powering
talents with the organization’s strategy. Organisations and Empowering People“
BlessingWhite strongly believes and advocates Founded in 2007 by industry professionals the
that people and business are inseparable. There team in HR Anexi have extensive knowledge and
are no bottom-line results without individual experience in helping organisations attract, build
achievement. BlessingWhite is committed to and retain top talent. HR Anexi’s collaboration with
ensuring the success of the organization and its clients involves exceptional depth and breadth
the employee through its mission: Reinventing of work.
Leadership and the Meaning of Work™.
We conduct diagnostic studies to discover an
BlessingWhite’s consulting practice is based on the organisation’s culture, processes and capabilities
philosophy that leaders pave the way that others and we also help them craft a blueprint
follow. BlessingWhite partners with the London for leadership development based on the
Business School (notably, Rob Goffee and Gareth organization’s implicit and explicit choices about
Jones) and the Haas Graduate School of Business leadership, its beliefs and practices, and its people
(namely, Terry Pearce) to bring the latest academic systems. In other words we help build leadership
insights on leadership and employee engagement capacity at all levels to meet operational
for the global business community. objectives.
BlessingWhite’s strengths lie in its content, HR Anexi’s organisational development
consulting, and research on strategic talent programmes generate great value for its clients
management. Thus, they can quickly deploy with the curricula reflecting key business
standardized as well as customized HR solutions to performance metrics. They build on strengths
meet any organization’s talent needs. helping leaders identify desired behaviours,
developing personal mastery, such as learning
to recognize and shift limiting mind-sets, turning
difficult conversations into learning opportunities,
and building on existing interpersonal strengths
and managerial optimism to help broadly engage
the organization.
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4. Why Should Anyone Be Led By You?™
London Business School professor Rob Goffee and Centre for Management
Development fellow Gareth Jones have studied this leadership question for the
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better part of a decade, writing a Harvard Business Review article and a best seller
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on the same name.
GREAT LEADERSHIP EXCITES PEOPLE TO EXCEPTIONAL PERFORMANCE
Successful leaders modify their behaviour to respond to the needs of their
followers and the circumstances they encounter – while simultaneously remaining
true to who they are. They produce results by being crystal clear on their unique
differentiators and by addressing the four critical needs of their followers:
COMMUNITY: AUTHENTICITY:
Followers long for a sense of belonging, to feel Followers choose to be led by humans not titles
part of something bigger. Leaders must help or credentials. Leaders must be able to identify
them connect to others (not just to the leaders and deploy their personal differences, foibles
themselves) as well as to the over arching and strengths to inspire employees to apply their
purpose of the organization. energy and talents.
SIGNIFICANCE: EXCITEMENT:
Followers want to believe their efforts matter. Followers need a spark to trigger their
Leaders need to recognise contributions in exceptional performance. Leaders who articulate
a meaningful way, with highly personalised their own passion, values and vision provide the
feedback. energy and enthusiasm that employees hunger
for.
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5. To silence a room of executives ask them,
“Why would anyone want to be led by you?”
Leadership Challenges Outcomes Core Methodology
• How do you establish a • Leaders assess the needs of • Online learning component
leadership pipeline within the their followers and modify to make the most of leaders’
organization? their leadership approach face-to-face action learning
appropriately experience
• How to accelerate
development of high • Leaders deploy personal • Intensive working session in
potential team values, strengths and even which short bursts of learning
members? weaknesses to maximize their alternate with in-depth
effectiveness as leaders business issue analysis and
• How do you create a high concept application
performance culture • Leaders learn to size up
and common leadership situations and adapt their • Simple online feedback
language? leadership behaviour process that offers a reality
without losing their unique check on the needs of leaders’
• How do you inspire employee differentiators to drive results followers and focuses leaders’
commitment to action? personal development
• Leaders learn to build a strategies
thriving community of aligned
and engaged team members • Peer coaching and community
building
• Leaders learn to communicate
effectively by considering not
only their audience’s needs
but also the communication
vehicles through which they,
PROGRAMME FEES PER PERSON
personally, are most effective
INR 35,500/-
+ SERVICE TAX
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6. Helping Others Succeed®
Today managers are feeling intense pressure to deliver greater results in less
time, with limited resources. Faced with a flatter organization, a more diverse
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and demanding workforce, changing strategies, and fierce competition for talent,
SESSION
managers are being challenged as never before. The traditional command-and-
control approach no longer works. Managers must become more effective at
coaching, empowering, and supporting their staff to meet today’s demands or run
the risk of becoming ineffective — or worse — obsolete.
We believe that effective coaching is a partnership, and that the responsibility for
improvement lies with both manager and associate.
3 MAJOR COMPONENTS
The Coaching CLARITY: COMMUNICATION:
Through self-assessment and confidential A hands-on workshop prepares managers to
Conundrum 2009 is
feedback, managers gain clarity about each staff improve communication by initiating a results-
BlessingWhite’s analysis
member’s individual coaching needs, where they driven coaching improvement dialogue with
of the opportunities and
are in terms of their performance and growth their direct reports.
challenges of building a
goals, and what kinds of coaching support are
coaching culture. most important to them now.
COMMITMENT:
As a result of the workshop and coaching
improvement discussions, managers commit
to specific action steps that will improve their
coaching skills for each individual team member.
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7. Helping Others Succeed® is a flexible process that incorporates
exclusive feedback, analysis, planning and dialogue tools. It
equips leaders at all levels to actively engage employees in
individualized high-performance and career coaching.
Coaching Challenges Outcomes Core Methodology
• How do you create a • Managers learn to accomplish • Managers complete an online
culture of ownership and more while supervising less self-assessment and select
accountability? two team members to provide
• Managers understand how to constructive feedback about
• How do you align and engage reduce turnover by building their coaching needs and the
workforce? open and honest partnerships manager’s skills in a variety of
with team members areas
• How do you build a high-
performance organisation? • Managers learn to delegate • Immediately after or during
greater ownership and the workshop, managers
• How do you focus employee responsibility to team initiate a dialogue with their
contributions on what members team members to discuss the
matters most? feedback and plan for coaching
• Managers understand and improvement. Together they
familiarise with the concept agree on an action plan to
of changing their behaviour make the manager a more
from “command and control” successful coach and improve
to “coach, support, and team member effectiveness
empower”
• This workshop sets the stage
• Managers learn to deal with for ongoing dialogue and
performance issues in a non- coaching improvement for all
confrontational manner team members
• Managers successfully
PROGRAMME FEES PER PERSON
answer team members’
career, performance, and INR 18,000/-
development questions
+ SERVICE TAX
7

8. Leading Today’s Professionals ™
Leadership is not easy. Most managers feel the squeeze of being on the front lines.
They must execute ambitious business strategies with fewer resources, connect
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with customers, and keep their teams motivated and productive — all while
SESSION
simultaneously extinguishing the “fires” that crop up each day. BlessingWhite’s
recent study of nearly 900 leaders of professionals indicates that the challenges
faced by individuals leading today’s professionals are even more complex.
Leading Today’s Professionals™ equips managers with skills and strategies for
making the most of the expertise, independence, and confidence of today’s
specialized knowledge workers.
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9. LTP equips managers with skills and strategies for making the
most of the knowledge, expertise, independence and confidence
of today’s specialized knowledge workers and technical
professionals - in IT, engineering, finance and accounting,
banking, science, medicine or sales.
Leading Today’s
Outcomes Core Methodology
Professionals Challenges
How do Managers assess the • Managers are equipped • Online Prework Assessments:
needs of today’s professionals with special skills needed All participants receive non-
with particular reference to: to effectively lead today’s anonymous feedback on
professionals their leadership effectiveness
• Achievement through a simple online tool.
• Managers are geared to handle
• Autonomy increased span of control, • A blend of feedback insights
“player-coach” roles, and and skill development to
• Collegial support and sharing challenging team dynamics ensure maximum relevance,
motivation to learn, and skill
• Participation in mission and • Managers are transformed acquisition
goals from expert individual
contributors into successful • Online Leadership Resource
• Professional identification leaders of people Center: This post-workshop
site facilitates easy, ongoing
• Managers create an application of concepts and
environment that fosters skills
innovation
• Managers achieve increased
productivity—whether the
organization is matrixed
or hierarchical, growing or
plateauing, or experiencing
large-scale change
PROGRAMME FEES PER PERSON
INR 16,000/-
+ SERVICE TAX
9

10. Influencing Across Matrix
Working in a matrix environment, where reporting structures are blurry, where one is
often responsible for engaging others in tasks and processes with little formal authority or
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power, where teams are ever-shifting and changing, has become a challenging, daunting
SESSION
reality for many of today’s professionals.
Influencing Across the Matrix will help individuals build support for their ideas and
navigate better to gain understanding of the matrix structure and its subsequent benefits
and challenges, while building skills to help them move through it more effectively.
Participants will explore and develop skills and strategies of persuasive communication,
understanding of the individual and the situation, networking and influencing that have
become increasingly important and critical to both individual and organizations success.
Some of these strategies and skills include…
ESTABLISHING CREDIBILITY & BUILDING FACILITATING CHANGE:
TRUST: Without credibility and trust, attempting Overlapping responsibilities, aversion to change,
to gain support for your ideas is likely to be in sensitive political and organizational issues — these
vain. hurdles can prevent employees from getting their
change ideas implemented. Participants learn how
READING THE INDIVIDUAL AND THE
to respond to these challenges and bring about
CONTEXT: There isn’t a “one-size-fits-all”
change in the organization.
approach. To be effective, individuals have
to adapt their approach to the needs of the STRATEGIC PLANNING FOR INFLUENCING
individuals they’re trying to influence. SITUATIONS: Participants will apply a six-step
strategy to their real world situations, which will
SELLING AN IDEA TO A GROUP: help them more effectively structure & plan for an
Gaining the buy-in of a group requires presenting influencing conversation.
to people with different views and agendas.
Participants learn the skills necessary to deliver BUILDING A BROAD NETWORK: When
ideas that are clear, compelling, and to the point. influencing across the matrix, effectiveness is a
function of the people one knows - their network
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11. Matrix structures are here to stay. To an organization it offers
opportunities to stay nimble and handle the challenges of global
and complex operations. Equipping managers and employees with
critical influencing skills, organizations can improve the efficiency
of individuals with the flexibility that a matrix promises.
Influencing Challenges Outcomes Core Methodology
• How do you work through • Participants will walk away • Online pre-work
networks and other channels being better equipped to
via relationships and navigate a matrix environment, • Interactive and practise based
influencers? where they may have little module
positional power
• How do you understand • Focus on applying skills and
structure politics and • Participants will be able to strategy to real world situations
members of disproportionate form stronger networks
influence? across the organization
and more effectively build
• How do you build your sponsorship for their ideas,
network and alliances? gain stakeholders’ buy-in
and support , solicit the
• How do you build and sustain cooperation of others and
relations for a long term? drive their priorities
• How do you use multiple • Participants will be able to
influencing approaches - do so through building trust
using data and rationale, and credibility, thoroughly
expertise and resources? assessing the style and needs
of those being influenced
and skillfully applying core
communication techniques
PROGRAMME FEES PER PERSON
INR 18,000/-
+ SERVICE TAX
11

12. Driving Engagement
WHY ENGAGEMENT MATTERS
The more engaged the workforce, the more capacity it has to deliver on
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organizational imperatives. High employee engagement drives discretionary
SESSION
effort, innovation, customer loyalty, quality, productivity, profitability and
retention of top talent. Yet in most regions of the world, only one in three
employees is fully engaged.
ENGAGEMENT PARTNERSHIPS ARE CUSTOM BUILT
“Off-the-shelf,” one-size-fits-all leadership formulas won’t deliver. Neither will
techniques borrowed out of a great coach’s closet of success stories. The best
managers understand that what works great for one person can derail another.
They coach everyone differently because everyone has unique personal
motivators and needs. They establish excellent working relationships with
every person on their team. Individualized engagement partnerships help
managers avoid dangerous assumptions of who’s engaged and why. They provide
a foundation of open dialogue that equips managers to successfully match
individuals’ passions and proficiencies with organizational priorities and projects
– to drive engagement.
ENGAGEMENT PARTNERSHIPS ARE CUSTOM BUILT
Driving Engagement is a process that includes reflection, feedback, analysis,
planning, practice and action. The core learning experience is an interactive
workshop or combination of virtual and in-person modules. Online activities and
tools help ensure relevant, effective group learning and enable managers to apply
concepts back on the job with every person on their team.
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13. Engaged employees are not just committed. They are not just
passionate or proud. They have a line-of-sight on their own future
and on the organization’s mission and goals. They are “enthused”
and “in gear, using their talents and discretionary effort to make a
”
difference in their employer’s quest for sustainable business success.
Engagement Challenges Outcomes Core Methodology
• How do you match employee • Managers understand what • Online pre-work
expectation of job and engagement is and why it
workplace? matters • Non-anonymous feedback
from one or two employees
• How do you find the right • Managers learn the factors that to provide each manager
person for the job? impact engagement and clarify with insights into employees’
their role understanding of
• How do you provide organizational priorities
employees with opportunities • Managers identify actions for
for growth and development? taking control of their own • A group learning experience,
engagement which builds on the prework
• How do you recognize and feedback insights
employee contribution? • Managers prepare for an
engagement partnership • Engagement Partnership
• How do you create work-life discussion with at least one Discussions after the workshop
balance for your employees? employee
• Managers identify actions they
can take to establish trust,
build confidence and unleash
the potential of their team
• Managers are prepared to
establish individualized
engagement partnerships with
PROGRAMME FEES PER PERSON
every person on their team
INR 12,000/-
+ SERVICE TAX
13

14. CALENDAR 2013
MUMBAI FEB MAR APR MAY
WHY SHOULD ANYONE BE LED BY YOU? 21-22 - 30-31
HELPING OTHERS SUCCEED 1-2
LEADING TODAY’S PROFESSIONALS 1-2
INFLUENCING ACROSS MATRIX
DRIVING ENGAGEMENT 3
BENGALURU FEB MAR APR MAY
WHY SHOULD ANYONE BE LED BY YOU? 16-17
HELPING OTHERS SUCCEED 20-21 17-18
LEADING TODAY’S PROFESSIONALS
INFLUENCING ACROSS MATRIX
DRIVING ENGAGEMENT 14
DELHI FEB MAR APR MAY
WHY SHOULD ANYONE BE LED BY YOU? 23-24
HELPING OTHERS SUCCEED
LEADING TODAY’S PROFESSIONALS 16-17
INFLUENCING ACROSS MATRIX
DRIVING ENGAGEMENT
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15. JUNE JULY AUG SEPT OCT NOV DEC
29-30 28-29
6-7 23-24
4-5 12-13
21-22 3-4
20
JUNE JULY AUG SEPT OCT NOV DEC
13-14 12-13
9-10
17-18 28-29
19-20 5-6
5
JUNE JULY AUG SEPT OCT NOV DEC
21-22
21-22 10-11
13-14
26-27
23
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16. Get in touch
programs@hranexi.com
HR Anexi Pvt Ltd
Head Office
505-506 Kshitij Building, Veera Desai Road,
Besides Garden Court Hotel, Andheri West , Mumbai 400053
Tel: (91 22) 6740 1000
Bengaluru Office
5/8, Off Brunton Road, Magrath Road,
Bengaluru - 560 001
Tel: (91 80) 6570 1801/2/3/4
Delhi Office
418, 4th Floor, Galleria Tower, DLF Phase IV,
Gurgaon 122 002
Tel: (91 124) 6462154/ 55/ 56/ 57
www.hranexi.com www.blessingwhite.com