Transcript PRESENTATION NAME
Dare To Lead
By: Saurabh Jain
Are we all Managers?
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Leaders
Administer Originate Develop Inspire Trust Think long term Ask what and why Challenge status quo Do the right thing
Managers
• Implement • Copy • Maintain • Control • Think short term • Ask how and when • Accept status quo • Do things right
Do we wish to become leaders?
Focus on Quality
• Be clear about your own expectations and how things should be done • Set realistic performance goals for self and subordinates • Find ways to improve operations and procedures • Strive for total quality in all areas • Encourage staff involvement in quality improvement schemes
Learning from Others
• Learn from others • Teach others what you have learnt • Continually assess your performance and look for ways to improve • Assess your strengths and weaknesses and seek formal training to enhance your skills
Team Work
• Work as a team member • Perform different roles as a team member • Develop contacts in different departments and organisations • Gain from experience of other team members • Enhance your knowledge and skills • Reward team members • Avoid favouritism
Developing Strengths
• Self-confidence and self determination, combined with an ability to manage people and money, make a strong leader.
• Work on and build your strengths • Put all your ambitions on paper and draw a plan to achieve them • Eliminate your weaknesses by taking corrective measures
Leading Others
• Get to know the people working for you • Set the rules of the game so that everybody performs comfortably • Set challenging goals that motivate and inspire each team member • Seek views of the team members about the management policies, work environment, opportunities, etc.
problems,
Exercising Authority
• Give clear and consise instructions • Encourage people to approach you if things go wrong • Use crisis as an opportunity to develop people • Insist that staff tell you all the news, good or bad • Be consistent and positively even in crisis respond
Delegating Tasks
• Delegation boosts builds confidence morale and • Builds respect for the leader • Focus on policy making and not procedural aspects • Check regularly and informally the status of delegated tasks • Intervene fast when the delegate cannot cope • Make sure that everybody knows what must be left to you
Communicating Clearly
• Communicate directly with the staff • Talk honestly to your staff • Listen to your staff • Obtain feedback from your staff – a 100% positive feedback is a caution signal • Be prepared misunderstanding of to what handle you communicate and what you are trying to achieve
Making Decisions
• Take well thought but decisions within your authority timely • Consider all alternatives • Give due weightage to the advice of co-workers • Take decisions in the interests of the organisation larger • Implement the decisions • Evaluate the results
Setting Goals
• Set ambitious but achievable goals • Set the goals for long, medium and short terms • Expect setbacks, and always have contingency plans fully prepared • Take timely corrective action in case of deviation from goals
Leading Discussions
• Give people time for preparing for meetings • Be on time for the meeting • Keep discussions informal as far as possible to ease stress • Encourage people to speak • Don’t let the discussion move away from the Agenda • Make sure that whosoever has something to say, chance to speak does get a
Using Meetings
• Communicate the purpose of the meeting in advance • Clearly communicate the expectations from the participants at the meeting in advance • Use meetings to take decisions and not to delay them • Allow staff to stay away if they feel they have nothing to contribute • Keep meetings to the shortest time needed to cover the Agenda
Giving Support
• Build trust among your colleagues • Never refuse a request without careful thought • Reward success with praise as well as a material recognition • Praise in public – criticize in private
Inspiring Excellence
• Never seek to get results by bullying people beneath you • Use discipline sparingly, but make it swift and effective • Share responsibility for mistakes and failures, and analyze errors so you can prevent them next time • Reward and be rewarded on the basis of performance
What the leader should not do?
Lessons from
Discarding the good and favouring the wicked
• Do justice • Listen to both the parties together and separately • Announce the verdict unemotionally along with ‘reason’ behind the conclusion • While punishing the wrongdoer give opportunity to learn and improve
Starting unrighteous injuries not current before, by doing acts that outght not to be done
• Do not start new punishments beyond the law • Be truthful to yourself • Practice what you preach • Differentiate between ‘right’ and ‘wrong’
Ruining rightful acts, by not giving what ought to be given and securing what ought not to be given to him (the leader)
• Encourage new ideas • Honour and respect them -
Appreciate
• Never misuse your power • Do not take undue credit
Not punishing those deserving to be punished; punishing those not deserving to be punished
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Fear can be constructive if you can manage it well
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• Do the right things – be fearless yourself • Never misuse fear – respect cannot be demanded • Think twice before you pass your judgement – be firm, yet considerate
Seizing those who ought not to be seized; not arresting those who ought to be seized
• Not arresting the criminals encourages new criminals – arresting someone who should not be arrested, a new criminal is created.
• Why a person becomes a criminal – need OR greed • Control greed • Make and apply a system
Doing harmful things and destroying beneficial things
• Protect your subordinates, step in and face the challenge yourself • Take action against outsiders disturbing the peace and happiness of your subordinates • Never harm the honour, dignity and gratitude of your subordinates • Reward the truly deserving
Ruining human exertions, by spoiling the excellence of work done
• Move beyond monetary incentives • Instigate, motivate and inspire • Recognise efforts and share the rewards • Do not rubbish the efforts • Work hard – party harder
Doing harm to principal men and dishonouring those worthy of honour, by opposing the elders
• Elder by age • Elder by knowledge or wisdom • Do not oppose them – listen to thier views before taking any decision
Not rewarding what is done
• After completion of the job always pay your people on time – salary, incentive, promotion, holiday, etc.
Being negligent and indolent
• Be in touch with your people – understand what keeps them going, or makes them feel frustrated.
• Keep some time to do
NOTHING
• Keep a watch on what your Peers are doing
What can I do?
Keep your Boss Happy
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Change your mindset
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Know your Bosses’ Style
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Communicate
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Be reliable
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Learn how to use the boss’s time well
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Learn to cooperate
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Move from being efficient to being effective
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Be willing to grow and pay the price
Keep yourself Happy
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List your goals
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Ensure Punctuality
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Act with Integrity
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Practice Time management
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Update your knowledge
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Enhance your presentation skills
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Respect others
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Avoid procrastination
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Seek feedback
Keep yourself Happy
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Make a SWOT Analysis
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Talk to your Boss
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Learn, unlearn and re-learn
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Respect your spouse
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Spend time with your children
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Stay physically fit
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Stay updated on what’s happening around
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Manage your expenses
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Take a Break
Keep yourself Happy
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Learn a new skill
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Do one good deed a day
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Engage in charity
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Read leaders autobiographies of world
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Be patient
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Don't run behind success, run behind excellence, behind you.
and success will run
What else?
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Be like the honey bee
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Demonstrate Transparency Integrity, Trust and
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Genuinely care for the people who you work with
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Have a vision and communicate it to your team
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Inspire people to achieve the vision
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Inspire people to act
What if all this doesn’t work?
Move on
Good Luck on the Journey to discover the leader in you… Thanks….
Disclaimer Clause: Views expressed in this presentation views of the author do not necessary reflect those of the Institute .