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 .