How do you handle a 17

foot , 214 pound ,

pregnant Anaconda
 VERY VERY
CAREFULLY!!!!!
 Flock of 100 sheep led by a
LION
or a flock of 100 lions led by a
SHEEP

Which one are you more afraid of ?

 Why should Anyone be
Led by
You?
You cannot do anything in business without
followers and followers in these empowered times
are hard to find.

• Must find ways to engage people and rouse their

commitment to company goals

• More than 2000 books on leadership have been

written in 2000, some have repackaged Moses, and
Shakespeare as Gurus
We are yet to hear advice that tells the
whole truth about leadership.

Giuliani says ‘Leadership does not just

happen. It is taught, learned,
developed.’

Leadership is Vision x Inspiration x

Momentum
 VIM
• Vision is a positive image of what the
organization could become and the path towards
that destination.

• Inspiration, within the individuals that comprise

the organization, is what moves people to action.

• Momentum, of the organization’s projects &

initiatives, is what carries the organization to its
destination.
 Inspiration Leaders Reveal
- Four qualities unknowingly
1. They selectively show their weaknesses,
their vulnerability
- some are irritable on Monday mornings.
- some are disorganised & confused.
- some are genuine & approachable. eg. Richard Branson
- a new finance director cannot confess that he has never
understood DCF
- sometimes a weakness becomes a strength
eg. Workaholism
- an important caveat: vulnerability to be perceived as genuine
2. They rely heavily on intuition
- become a sensor
- read the silences and pick up non-verbal
cues
- the chairman of Heineken – conservative &
urbane, - his genius lay in his ability to read
signals from his colleagues
- ability to be ‘always there without being
there’.
3. They manage employees with something we call
Empathy- Tough Empathy
- the former CEO of Polygram
‘we always have a dance track first’
- ‘grow or go’ as motto
- ‘if I have to, I can be ruthless’.
- ‘I promise people that they will learn’.
- the CEO of Calvin Klein says ‘you have to do things you
don’t want to do and that’s hard, its tough to be tough’.
- leaders who are apt to use it, use it on people and they
care.
- once you have the people with you, you can make the
difficult decisions that need to be made.
4. They reveal their differences
- ‘Dare to be different’
- some use these differences to keep a social
distance.
- externally - distinctly different dress style - physical
appearance.
- anything can be a difference but it is important to
communicate.
- ‘we may be good but we are not good enough’.
- differences that are subtle but have very powerful
effects.
 What Is Leadership?

management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
 Four Popular Myths about
Leadership
Myth 1-Everyone can be a leader
Not True
There is more to life than work
and more to work than being
the boss
Many talented employees are
not interested in shouldering
that responsibility
Myth 2- People who get to the top are leaders
Not Necessarily

By political acumen not quality

What’s more, real leaders are

found all over the
organisation, from the
executive suite to the shop
floor.
Myth 3 - Leaders deliver business results

Not Always
No correlation

Businesses in quasi,
monopolistic industries can
often do very well with
competent management
rather than
great leadership.
Myth 4 - Leaders are great Coaches
Rarely
Eg. Steve Jobs –
his distinctive strength
was his ability to excite
others through his
vision rather than
through
coaching talents.
 Leadership
Leaders establish unity of purpose and direction of
the organization. They should create and maintain
the internal environment in which people can become
fully involved in achieving the organization's
objectives.This requires following steps :

1. Establish long term vision and strategy .

2. Enlist others in a common vision by appealing to

their values, interests , hopes and dreams.
 Leadership

3. Search for challenging opportunities

to change, grow, innovate and
improve.

4. Experiment , take risk and learn from

the mistakes.

5. Foster collaboration by promoting

cooperative goals and building trust
 Leadership
6. Strengthening others by sharing
information and power and increasing their
discretion and visibility.

7. Set an example by behaving in the ways

that is consistent with the stated values.

8. Plan small wins that promote consistent

progress and build commitment.

9. Recognize individual contributions to the

success of every project.
 Vision
The world over, just
one thing has fired the
imagination of people :
A vision of a future
 INFOSYS
The Vision of Infosys is to
create an organisation that is “
Built to Last” , and has the
agility to manage ambiguity
and uncertainty under all
circumstances.
 HDFC BANK
HDFC is an organisation that
strives for excellence with the
twin objectives of enhancing
customer satisfaction and
Shareholders value.
 TATA POWER

To be an excellent and efficient

Organisation and focus on
enhancing business and customer
orientation.
 ZEE TELE FILMS
To be the leading round the
clock air-time properties
provider, delighting the
viewers on one hand and
providing value to the
advertisers for their time and
money on the other.
 MARUTI UDYOG
The Leader in the Indian
Automobile Industry, Creating
Customer Delight and
Shareholder's Wealth pride of
India.
 PFIZER
To become the world's most valued
company to patients, customers,
colleagues, investors, business
partners, and the communities
where they work and live.
 PFIZER Cont….
To achieve and sustain leading
place as the world’s premier
research-based pharmaceutical
company. To become the world’s
most valued company to all of these
people.
 HLL
Our purpose in Unilever is to meet
the everyday needs of people
everywhere - to anticipate the
aspirations of our consumers and
customers and to respond
creatively and competitively with
branded products and services
which raise the quality of life.
 ONGC

"Abiding commitment to health,

safety and environment to enrich
quality of community life".
 LG
Compete in the international
market with a global mindset
maximize value for customer ,
employees and shareholders ,
pursue best in class through
management by principles
contribute to society through
good corporate planning.
 BLUE STAR
To deliver world-class experience
 RANBAXY
To become a Research based
International Pharmaceutical
Company”

Vision
“To become a Billion Dollar Company by 2004”
 Hinduja TMT

HTMT's vision is to become a

Scale Player and leader in its
core business of Information
Technology by leveraging the
strength of its customer base,
breadth and depth of its service
lines and management
bandwidth.
 Corporate Vision

A vision is a vividly descriptive

image of what an organization
wants to become or wants to be
known for .

➣ An organizational vision offers a

compelling method for forging
employees into an empowered ,
highly motivated team.
An invigorating forest in Mumbai

An extraordinary company,
Run FOR ordinary Indians,
average age 38 yrs
average monthly household income Rs 10800.

Run BY ordinary Indians

HDFC : Develop close relationships
with individual households , maintain
position as the premier housing finance
institution in the country , transform
ideas into viable and creative solutions.
Customer driven Vision statements...

Colgate Palmolive : To be the

company of first choice in oral and
personal hygiene by continuously
caring for consumers and partners.

Anderson Consulting : To help our

clients change to be more
successful.
 Shared Vision

The core function of an organizational vision is to ignite

people into thinking beyond company’s existing
capabilities and present environment . Only a shared
vision can achieve this.
 VISION : Impact .

Product quality

Organizational Growth.

Market performance.

Sense of belonging.

Shareholders Value.
Leadership fascinates people

While there are many definitions and many theories

Leadership is :

“a social influence process in which the leader

seeks the voluntary participation of subordinates
in an effort to reach organisational objective”
As long as business is around there will
always be as many theories as there are
questions.

Among the facets of leadership the most

difficult is understanding ‘ what it takes to
develop leaders’.

The four leadership qualities are a necessary

first step.
We counsel the executives we coach.

No one can just ape another leader. The

challenge facing prospective leaders

is

BE YOURSELVES – BUT WITH MORE SKILLS

Effective leaders get results

EVOLUTION OF LEADERSHIP THEORY
Transformational
theory
Situational
theory

Behavioral Styles
theory

Trait theory

1950 1960 1970 1980 1990

Approximate time line (years)
 Tr ait theory

Great-man approach,
Alexander the Great, Napoleon Bonaparte, George
Washington
“ Blessed with an inborn ability”

Good leaders have the following traits - possession does not

guarantee leadership
• Intelligence
• Scholarship
• Dependable
• Honest
• Competent
• Inspiring
Trust: The Foundation of
Leadership
Trust and Leadership

Leadership

TRUST
and
INTEGRITY
Three Types of Trust
Charismatic Leadership

Key Characteristics:
2. Vision and
articulation
3. Personal risk
4. Environmental
sensitivity
5. Sensitivity to
follower needs
6. Unconventional
behavior
 Transactional and
Transformational Leadership

• Contingent Reward • Charisma

• Management by • Inspiration
Exception (active)
• Intellectual Stimulation
• Management by
• Individual
Exception (passive)
Consideration
• Laissez-Faire
Visionary Leadership

Qualities of a Vision:
• Inspiration that is value-
centered
• Is realizable
• Evokes superior imagery
• Well-articulated
Qualities of a Visionary
Leader
• Has the ability to
explain the vision to
others.
• Uses own behavior
to express the vision.
• Is able to extend the
vision to different
leadership contexts.
Behavioral Styles Theory
Authoritarian
Democratic
Laissez Faire
Patterns of Behavior
Blake and Mouton created an ideal style
of leadership blending situational theory
and styles of behavior
 Situational Theory
Path-Goal Model
Managers need to rely contingently on
four different leadership styles
• Directive
• Supportive
• Participative
• Achievement-Oriented
Six Behavioral Leadership
Styles
Coercive
- Demands immediate compliance
- Creates reign of terror , bullying and
demeaning his executives
- “Do what I tell you”
- Drive to achieve, has initiative, and self
control competence
- In a crisis to kick-start a turn around or with
problem employees
- Overall impact on climate - Negative
Authoritative
 Mobilizes people towards a vision “
Come with Me”
 Self Confidence, empathy, change
catalyst
 Help when require a new vision or when
clear vision is required
 Jack Welch (Neutron Jack)
Affiliative
 If coercive leader says ‘ Do what I say’
 Authoritative urges ‘Come with me’ ,
 Affiliative leader says ‘ People come first’
 Style revolves around people
 Offers feedback to people
 Uses more positive words that are motivating
 Builds sense of belonging – Results Positive
Democratic
- Forges consensus through participation
- What do you think?
- Collaborative team leadership
- Build consensus
- Result Positive
Pace Setting
- Sets high standards for performance
- ‘Do as I do now’
- Contentiousness, drive to achieve and
get quick results from highly motivated
- Negative long term
Coaching Style
- Develops people for the future
- ‘Try this method
- Developing others, empathy
- Helps an employee to improve
performance or develop long term
strategies
- Long Term Results- Positive
 Leaders who have mastered four or
more specially
- authoritative
- democratic
- affiliative
- coaching styles
Have the best climate and business
performance
Like parenthood, leadership will never be an
exact science.
In recent years research has helped parents
understand genetic, psychological, behavioral
components of their job performance.
Environment keeps changing, a leader must
also respond in kind, hour-to-hour, day-to-
day, week-to-week, like a pro using one at
right time in the right measure
Pay-off is in results
 Authority Compliance Team Management
(1,9) (9,9)
CONCERN FOR TASK

Middle of the road

(5,5)

Impoverished Country club

(1,1) (9,1)

CONCERN FOR PEOPLE

Transformational Theory
Transactional vs. Transformational
Maintenance vs. Proactive
Transactional versus Transformational
Leadership Behaviors
Transactional Leadership Behaviors
 Leadership actions that focus on
accomplishing the tasks at hand and on
maintaining good working relationships by
exchanging promises of rewards for
performance.
Transformational Leadership Behaviors
 Leadership actions that involve influencing
major changes in the attitudes and
assumptions of organization members and
building commitment for the organization’s
mission, objectives, and strategies.
How to Be a Transformational
Leader
 Articulate a clear and appealing vision.
 Explain how the vision can be attained.
 Act confident and optimistic.
 Express confidence in followers.
 Provide opportunities for early successes.
 Celebrate successes.
 Use dramatic, symbolic actions to
emphasize key values.
 Lead by example.
 Empower people to achieve the vision.
 LEADERSHIP SKILLS

An effective leader will make it a priority to help his

or her people produce good results in two ways

1. Make sure people know what their goals are

2. Do everything possible to support encourage
and coach them to accomplish those goals

You have the power to help people become winners

Imagine a child when it starts walking

You make it stand – it wobbles, falls

You make it stand again – this time it stands

Don’t you cheer it, hug it and shower kisses?

It starts walking it falls – Do you spank it?

No you don’t – You encourage

As a leader don’t wait for the ‘exactly right’ to praise

give intermediate feedback
People working for you are often busy doing what
seems to be extremely urgent but really isn’t –
you can perceive it

An effective leader steps back, looks at the big

picture and makes sure that the important things
are not pushed out of the way.

Prioritise
A common sense saying
“Don’t work harder, work smarter”
not a common practice

Another saying
Don’t just sit there, do something
Really you should be
Don’t just do something, sit there

Leader – thinks – Strategises – prioritises

Do you over-supervise or under-supervise

tight loose

It is easier to start off tough and then be nice

than start off nice and then be tough.

It is easier to loosen up than tighten up.

A successful organisation today is
like a three legged stool – triple bottom line

Raving fan customers Gungho employees

Financial Strengths
If you focus on financial strength and forget your
employees and your customers your financial success
will decline

You can’t win Tennis by looking at the score board

you need to look at the ball
Being interested is not being committed

When a person is committed to doing

something he or she will find ways to suppress
rationalisation

Even when it is inconvenient such a person will

keep his commitment.

Persistence in life is characterised by mental

and behavioural toughness.
 Involvement of people

People at all levels are the essence of an

organization and their full involvement
enables their abilities to be used for the
organization’s benefit. This requires :
1. Employees must be treated with dignity and
respect
2. They must be trained to build competence
where required
 Involvement of people

3. Each employee must know what exactly is

required to be done and where possible must
be able to assess the quality of his work.
4. Fear must be totally removed from the
organization and employees must be
encouraged to bring out weakness in the
system.
5. Empower employees to take appropriate action
in their area of work for improvement.
6. In case of a mistake , examine the system
rather than the man to prevent its recurrence.
 Involvement of people

7. Involve employees in quality plans and draw

upon their intimate knowledge of processes for
improvement.
8. Assess employee satisfaction level and take
appropriate measures to improve their morale
so that they take pride in belonging to the
company.
 Culture Change

FROM TO
• Manage tasks • Manage people

•Major • Small continuous

breakthroughs improvements
•Will this • Will it improve
improve profits customer
satisfaction
•Some how do • Right first time
it
 Culture Change

FROM TO

Spend
Spend as if your
company’s money own money

Suppress problems Expose problems

Some how in time Just in time techniques

We
I .

Talk about quality Walk quality

How To Improve Your Leadership
Skills
Skill 1: Think Like a Leader
 Identify what is happening

 Explain why it is happening

 Decide what you are going to do about it.

Skill 2: Use an Appropriate Leadership

Style
 Leaders usually fit their style to the situation.
 Different leadership styles are appropriate to
different situations.
Skill 3: Pick the Right Leadership Situation

Gravitate toward leadership situations that

fit your favored leadership style.

Skill 4: Build Your Power Base

Bolster your leadership potential by

enhancing your authority (increasing your
power).
Skill 5: Exercise Better Judgment
 Decisiveness and good judgment
(“cognitive ability”) are important leadership
traits.
Skill 6: Improve Leadership Traits
and Skills
 Exhibitself-confidence.
 Display honesty and integrity.

 Increase your knowledge of the business.

A good leader needs a code to live by:

 “Think like a hero”

(who can I help today?)
 “Work like an artist”
(what else can we try?)
 “Refuse to be ordinary”
(pursue excellence)
 “Celebrate”
(but don’t take credit)
How do you manage unmanageable people?
 Are people manageable?
 Can it be done?
 Do you manage your people?
 Do you manage your spouse?
 Can you do it?
No, I don’t think you can………….
Then what the **** are leaders doing?
They manage agreements
and not people!
When there are ‘upset’ people, you try and take care,
in the name of communication and understanding
- containing dissent,
- a reparenting approach,
- an approach to bring in agreement.
A true leader does not run around playing the role of
an amateur psychotherapist and tries to manage
people’s feelings
– but instead, manages agreements
on adult to adult basis.
What gets managed is the agreements.

It is more mature and respectful to do it in

this manner and both sides enjoy more open
and trusting communication.
A leader is not just laying down the law

He keeps asking:

‘How can I assist you?’

‘How can I help you in this?’
‘Can I count on you to get this done?’
‘Will you ensure 100% compliance?’

Great …. we shake hands

Stop cuddling up
Managers who lack leadership skills often seek
to be liked above everything.
They always are on the lookout for approvals.
Yes sir Yes sir Yes sir
A true leader focuses on practices that leads to
they being respected more than being liked.
“I am motivated by you not because I like you
but because I respect you”
He is not concerned with being liked but
works toward commanding respect.
Leads by doing:
Professional managers are in one of the two
categories:
- the feeler or the doer
A doer : does what needs to be done to reach the
goals they have set for themselves and work
towards that.
A feeler : he is constantly in a Yo Yo fluctuation.
external forces
it could be a waiter during lunch or
an angry call would change his feelings
Use positive reinforcement
The “Sea World” trainer who trains the
dolphins to jump through the right hoop does
not use a hockey stick.
He instead uses a little fish to jump through.
We are all too busy
chasing down problems
chasing people who created problems
and criticizing them
A “habit trap”
“find what is wrong and fix it”
 “The most amazing thing I have learned
about the war is that men will die for ribbons”

said Napoleon

“the colour of ribbon or the size of the

medal which he can’t see”
Learn to use 10 minutes well
Read and understand the following lines

The most important combination of words:

5. Most important – “I am proud of you”
5. “What is your opinion?”
6. “If you please”
7. “Thank you”
1. “You”
Don’t throw the “QUIT switch”

An athlete, a leader and every human being

has in his little known brain “a quit switch”

You can’t quit

don’t throw the quit switch
“throw the switch”
Give power to the other person

My goal is to get my people to agree to work with

me.
Why are not people agreeing to work freely with
me?
It is fear
Remove the fear button
Fear leads to defensiveness
Use power of deadlines
Peter Drucker says:
“The best way to predict the future is to create it.”

deadlines propel action

Translate worry into concern
Leaders don’t help anyone by worrying
This is a misuse of your imagination
Upgrade your worry to concern
People are more motivated by those who love life
than those who worry about life.
Let your mind rule your heart

We can’t approach as if we are still children.

Leadership requires your logical problem solving
“left brain to be in charge of your right brain.”
- a fierce intellect to hang on
- a take charge chess player who thinks “seven
moves ahead”
Leadership is not something you do to people

It is something you do with people