LEADERSHIP COMPETENCIES / Successful leaders believe in
the power of introspection to analyse and redesign their
behaviour process, within and between people. They exploit
their choices matching the choices of others to inspire,
motivate and retain people, writes M R Chandramowly.
AFTER winning several archery contests, the young and boastful champion challenged a Zen master
who was renowned for his skill as an archer. The young man demonstrated remarkable technical
proficiency when he hit a distant bull’s eye on his first try, and then split that arrow with his second
shot. “There”, he said to the old man, “see if you can match that!” Undisturbed, the master did not
draw his bow, but rather motioned the young archer to follow him up the mountain.
Curious about the old fellow’s intentions, the champion followed him high into the mountain until they
reached a deep chasm spanned by a rather flimsy and shaky log. Calmly stepping out onto the middle
of the unsteady and certainly perilous bridge, the old master picked a far away tree as a target, drew
his bow, and fired a clean, direct hit. “Now it is your turn,” he said as he gracefully stepped back onto
the safe ground. Staring with terror into the seemingly bottomless and beckoning abyss, the young
man could not force himself to step out onto the log, no less shoot at the target. “You have much skill
with your bow,” the master said, sensing his challenger’s predicament, “but you have little skill with
the mind that lets loose the shot.” To bring out the best, the young archer had to redesign his
BPR 1 and 2
Business Process Redesign (BPR) is defined as “the analysis and design of workflows and processes
within and between organisations”. Let us call this as BPR-1. I would like to define BPR2 as “the analysis
and design of Behaviours and processes within and between people". BPR2 is the critical analysis and
radical redesign of human behaviours to achieve improvements in performance.