decision making and group communication

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Phase I: Pre-bargaining Phase

1.Information:Learn as much as you can about the problem. What information do youneed from the other side? 2. Leverage Evaluation:Evaluate your leverage and the other party's leverage at the outset. This isimportant because there may be a number of things you can do to improveyour leverage or diminish the leverage of the other side. What will you do toenhance your leverage? 3. Analysis:What are the issues? 4. Rapport:

Establish rapport with your opponent(s). You need to determine early on if

your opponents are going to be cooperative; if not, consider employing amediator as soon as practical. 5. Goals and expectations:Goals are one thing; expectations are something else. 6. Type of negotiation:What type of negotiation do you expect? Will this be highly competitive,cooperative, or something unusual? Will you be negotiating face to face, byfax, through a mediator, or in some other manner? 7. Budget:Every negotiation has its costs. Lawyers will avoid conflicts with their clientsby discussing budgets sooner rather than later. Many times there are anumber of choices for enhancing leverage. For example, you may enhanceyour leverage by taking several depositions, by adding parties to a law suit,by serving subpoenas on witnesses, or by hiring experts. Unless your clienthas unlimited resources, you will have to make some hard choices, whichshould be designed to give you the "most bang for your buck". 8. Plan:What's your negotiation plan?

Phase II: Bargaining Phase

1.Logistics: When, where, and how will you negotiate? This can beespecially important in multi-party cases.2. Opening offers: What is the best offer you can justify? Should youmake it, or wait to let another party go first?3. Subsequent offers: How should you adjust your negotiating plan



when responding to unanticipated moves by your opponent?4. Tactics: What sort of tactics will you employ? What sort of tactics isyour opponent using on you?5. Concessions: What concessions will you make? How will you makethem?6. Resolution: What is the best way to resolve the problem? Is there anelegant solution? Be on constant lookout for compromise and creativesolutions.

Phase III: Closure Phase

1.Logistics: How and when will you close? At mediation or later on? Whowill prepare the final agreement?2. Documentation: Prepare a closing checklist.

3. Emotional closure: It's one thing to end a legal dispute; it's another toaddress the underlying interests and needs of the parties. If you neglect thelatter, the agreement will probably not sustain.4. Implementation: It's not over until it is over.

Rule 1: Attitude

y Rule 1.1: Everything is negotiable all of the time:

y The best negotiators exhibit four key habits of thought that everyone,

regardless of their style or IQ, can adopt to improve their negotiation results...

y A willingness to preparey High expectationsy The patience to listeny A commitment to personal integrity"y Rule 1.2: Compromise is omnipresent y Rule 1.3: "Fair" is a range

Rule 2: Communication Skills

Rule 2.1: Lines of communication are critical

What is the secret to creating and sustaining trust in negotiation? A simplebut sturdy norm in human behavior: the norm of reciprocity". 9



"Boiled down to its essence, the norm of reciprocity in negotiation amountsto a simple, three-step code of conduct. First, you should always betrustworthy and reliable yourself. ... Second, you should be fair to thosewho are fair to you. ... Third, you should let others know about it when youthink they have treated you unfairly. Unfair treatment, left unnoticed or unrequited, breeds exploitation - followed by resentment and the ultimatecollapse of the relationship." 10 "Generosity begets generosity. Fairness begets fairness. Unfairness oughtto beget a firm response. That's the norm of reciprocity in relationships. ...

Always take turns. After you make a move, wait until the other partyreciprocates before you move again." 11 "Another time-tested way to encourage the delicate process of establishingtrust in working relationships is to give the other side something as asymbol of good faith. ... Behavioral economists have argued that gifts -

especially gifts between unrelated strangers - often serve as signalsregarding intentions to invest in a future relationship."12

If you find it hard to establish rapport with the unreasonable, rude SOB onthe other end of the phone, don't give up. There are a couple of things youcan do. First, consider an "end run". For example, if you are an attorney,and your opponent is an attorney, and you find it impossible tocommunicate with him or her, consider having your client communicatewith his client. Second, consider employing a mediator. Third, consider engaging another lawyer who you know has good rapport with your opponent."... the best time for handling people problems is before they becomepeople problems. This means building a personal and organizationalrelationship with the other side that can cushion the people on each sideagainst the knocks of negotiation."13

Fisher and Ury tell us that "people problems" fall into three categories:perception, emotion, and communication. 14 "Facts, even if established, may do nothing to solve the problem." 15

They counsel us to "put yourself in their shoes". 16 "The ability to see the situation as the other side sees it, as difficult as itmay be, is one of the most important skills a negotiator can possess. ... Toaccomplish this task you should be prepared to withhold judgment for awhile as you 'try on' their views."17



Seek your opponent's advice concerning how to resolve the issue. Youprobably will not like what you hear, but he or she will feel better about youbecause you inquired."Apart from the substantive merits, the feeling of participation in theprocess is perhaps the single most important factor in determining whether a negotiator accepts a proposal. In a sense, the process is the product." 18 This rule suggests that intimidation tactics are ineffective, which, of course,is not true. Master Negotiators understand, however, that persuasion isusually superior to intimidation as a negotiation tactic. If intimidation"works", it only works when the negotiating playing field is skewed for somereason, where one party has so much greater leverage than the other, thatthe interaction can scarcely be called a "negotiation". And, as every parentwho has raised a child to adolescence knows, intimidation almost alwaysresults in passive aggressive behavior and resentment.

This rule suggests that intimidation tactics are ineffective, which, of course,is not true. Master Negotiators understand, however, that persuasion isusually superior to intimidation as a negotiation tactic. If intimidation"works", it only works when the negotiating playing field is skewed for somereason, where one party has so much greater leverage than the other, thatthe interaction can scarcely be called a "negotiation". And, as every parentwho has raised a child to adolescence knows, intimidation almost alwaysresults in passive aggressive behavior and resentment.

Rule 2.2: Be cooperative, but don't let your guard down.Rule 2.3: Listen... the best negotiators ... ask questions, test for understanding, summarizediscussions, and listen, listen, listen. ... You often get more by finding outwhat the other person wants than you do by clever arguments supportingwhat you need."22

Rule 2.4: Pare down large groups"No matter how many people are involved in a negotiation, important

decisions are typically made when no more than two people are in theroom."25

Rule 3: PlanningRule 3.1: Develop a flexible negotiation plan;simple format for developing a negotiating plan:What do I want?



Where do I start?When do I move?How do I close? 27

Rule 3.2: Plan your first move carefullyInitial offers define the parameters of the "negotiation zone". Thenegotiation zone is that range in which negotiators bargain. In everynegotiation the parties define the negotiation zone.Rule 3.3: Goals are more important than bottom lines"Your goal is only as effective as your commitment to it. ... you shouldmake sure it is justified and supported by solid arguments." 45

Rule 3.4: Plan to make concessions.Making concessions triggers the law of reciprocity.Rule 3.5: Understand when and how to mediateRule 3.5: Have a theme.

"A positioning theme is a crisp, memorable phrase or framework thatdefines the problem you are attempting to solve in the negotiation".53

Rule 4: EvaluationRule 4.1: Look beneath the surface"So when you formulate your goals, consider carefully what really mattersto you. Sure, money is important. But identify your underlying interests andneeds clearly."55

Rule 4.2: Break the problem up into issuesEvery negotiation involves one or more problems, or "issues", which can besub-divided when necessary, to make the negotiation more manageableand to allow for partial agreements.If there are multiple issues, look for trade-offs.Rule 4.3: Look for multiple solutionsdo not look for the truth or the right answer. They explore options.Rule 4.4: Evaluate people, interests, options, and criteriaRule 4.5: Evaluate the leverage If you have no leverage, you are at the mercy of your opponent common leverage factors as: necessity, desire, competition, and time

Rule 4.5: Consider the "consistency principle".consistency principle"74 , which states that we all have a strongpsychological need to be consistent with our prior acts and statements.The consistency principle can also be invoked in order to persuade anopponent to act consistently with established standards and norms.

Rule 5: Closure



Rule 5.1: Don't blow the end gameRule 5.2: Strive for a "wise agreement"Rule 5.3: Pay attention to details, but don't sweat the small stuff Rule 5.4: Don't neglect emotional closureFisher and Ury advise, "an apology may be one of the least costly and mostrewarding investments you can make". 78

Phase I: Pre-bargaining Phase InformationLeverageIssuesRapportGoals and expectationsType of negotiation

BudgetPlanPhase II: Bargaining Phase LogisticsOpening offer Subsequent offersTacticsConcessionsResolution

Phase III: Closure Phase LogisticsClosing checklistEmotional closureImplementation

General Principles of motivation: DESIGN 1. Don¶t take employees complain at face value.

2. E f fect rewards as contingent on the behavior you want.3. S how that you value people¶s contributions.4. I nvolve employees in making important decisions.5. G ive employees new and interesting challenges to keep them

stimulated and learning.6. N ever demotivate people. Taking away benefits or downgrading

working conditions; rudeness, harsh treatment or a lack of fairness.



Motivating individual employees

Spend time with each team member regularly. Ask questions like: µ¶what doyou most/least enjoy doing?¶¶ What would you like to do more/less of infuture?¶¶ What would you like to get exposure to or learn about?¶¶ µ¶How doyou like to spend your time at work? What really gives you a buzz?¶¶

Motivational Factors

People are motivated by different things.

Performance of Employees and Work Motivation: SOARING CC

y Status ± a new title or privileges y

Opportunities to meet new peopley Autonomy, being given extra responsibility y Recognition

Inspirational appeals, emotionally expressed visiony New challengesy Getting involved y Chance to learn and develop new skillsy Clear goals; a chance to achieve tangible outcomes y

y

The key to success in motivating employees is to avoid the µ¶one size fitsall¶¶ mentality. Beware of assuming that all employees are motivated by thesame things that drive you. If an employee is just coming to work andputting in minimum effort before dashing home, then it is not this person¶sfault. It may be that nothing you have offered really excites this person. It¶simperative to avoid a blame approach. You need to think harder about whatit will take to engage this person.

Basic Principles: Motivating Employees: SAMAR

Support employee motivation by using organizational system. Usereliable and comprehensive systems in the workplace to help motivateemployees.



Align goals of the organization with the goals of employees Managers and supervisors should know what they want from their employees. These preferences should be worded in terms of goals for theorganization.

Motivate yourself before motivating employees Enthusiasm is contagious. If you're enthusiastic about your job, it's mucheasier for others to be, too; start understanding your own motivations.

Accept that employee motivation is a process, not a task

Organizations change all the time, so do people. It is an ongoing process tosustain an environment where each employee can strongly motivatehimself.

Respect what motivates each employee Find out what it is that really motivates each of your employees by askingthem, listening to them and observing them.

Steps You Can Take

1. Apply what you've learn.

2. Briefly write down the motivational factors that sustain you and

what you can do to sustain them This "motivation planning" gives you a strong perspective on how to thinkabout supporting the motivations of your employees.

3. List three to five things that motivate each of your employees Recognize the differences between your impressions of what you think isimportant to them and what they think is important to them.

4. Work with each employee to ensure their motivational factors aretaken into consideration in your reward systems

Their jobs might be redesigned to be more fulfilling. You might develop apersonnel policy that rewards employees with more family time, etc.

5. Have one-on-one meetings with each employeeEmployees are motivated more by your care and concern for them than byyour attention to them. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative --



and it will be if not done sincerely. However, even if you sincerely want toget to know each of your employees, it may not happen unless youintentionally set aside time to be with each of them.

6. Cultivate strong skills in delegation Delegation includes conveying responsibility and authority to your employees so they can carry out certain tasks. However, you leave it up toyour employees to decide how they will carry out the tasks. Skills indelegation can free up a great deal of time for managers and supervisors. Italso allows employees to take a stronger role in their jobs, which usuallymeans more fulfillment and motivation in their jobs, as well.

7. Reward it when you see it

A critical lesson for new managers and supervisors is to learn to focus on

employee behaviors, not on employee personalities. Performance in theworkplace should be based on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble (legally, morally andinterpersonally) for focusing only on how you f eel about your employeesrather than on what you're seeing with your eyeballs.

8. Reward it soon after you see it This helps to reinforce the notion that you highly prefer the behaviors thatyou're currently seeing from your employees. Often, the shorter the timebetween an employee's action and your reward for the action, the clearer it

is to the employee that you highly prefer that action.

9. Implement at least the basic principles of performancemanagement Good performance management includes identifying goals, measures toindicate if the goals are being met or not, ongoing attention and feedbackabout measures toward the goals, and corrective actions to redirectactivities back toward achieving the goals when necessary. Performancemanagement can focus on organizations, groups, processes in the

organization and employees.

10. Establish goals that are SMARTER SMARTER goals are: specific, measurable, acceptable, realistic, timely,extending of capabilities, and rewarding to those involved.



11. Clearly convey how employee results contribute to organizationalresults Employees often feel strong fulfillment from realizing that they're actuallymaking a difference. This realization often requires clear communicationabout organizational goals, employee progress toward those goals andcelebration when the goals are met.

12. Celebrate achievements This critical step is often forgotten. New managers and supervisors areoften focused on a getting "a lot done". This usually means identifying andsolving problems. Experienced managers come to understand thatacknowledging and celebrating a solution to a problem can be every bit asimportant as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about

efforts in the organization.

13. Let employees hear from their customers (internal or external) Let employees hear customers proclaim the benefits of the efforts of theemployee . For example, if the employee is working to keep internalcomputer systems running for other employees (internal customers) in theorganization, then have other employees express their gratitude to theemployee. If an employee is providing a product or service to externalcustomers, then bring in a customer to express their appreciation to theemployee.

14. Admit to yourself (and to an appropriate someone else) if youdon't like an employee --Managers and supervisors are people. It's not unusual to just not likesomeone who works for you. That someone could, for example, look like anuncle you don't like. In this case, admit to yourself that you don't like theemployee. Then talk to someone else who is appropriate to hear aboutyour distaste for the employee, for example, a peer, your boss, your spouse, etc. Indicate to the appropriate person that you want to explore

what it is that you don't like about the employee and would like to come to aclearer perception of how you can accomplish a positive workingrelationship with the employee. It often helps a great deal just to talk outloud about how you feel and get someone else's opinion about thesituation. As noted above, if you continue to focus on what you see aboutemployee performance, you'll go a long way toward ensuring that your treatment of employees remains fair and equitable.



Dos and Don'ts for Motivating Your Staff in a Time of Change

Do:

y

Recognize that you don't have all the answers.y Take time to find out what makes others tick and show genuine caring.y Lead, encourage, and guide staff - don't force them.y Tell your staff what you think.y

Don't:

y Don't make assumptions about what drives others.y Don't assume others are like you.y Don't force people into things that are supposedly good for them.

y Don't neglect the need for inspiration.y Don't delegate work -- delegate responsibility.

Decision Making and Communication in a Group

Group Decision Making (definition)the process of multiple individuals acting collectively; analyzing problemsor situations; considering and evaluating alternative courses of action, andselecting from among the alternatives a solution or solutions to decide upona plan of action

Group Decision Making Method

Brainstorming - involves group members verbally suggesting ideas or alternative courses of action.

Dialectical inquiry - Essentially, it involves dividing the group intoopposing sides, which debate the advantages and disadvantages of proposed solutions or decisions.

Nominal group technique - a structured decision making process in whichgroup members are required to compose a comprehensive list of their ideas or proposed alternatives in writing.



Delphi technique - a group decision-making process that can be used bydecision-making groups when the individual members are in differentphysical locations.

Five strong points of group decision making

Greater knowledge: because of the number of people involved, each withdiffering experience, knowledge, points of view and values, a larger number and variety of ideas for solving a problem can be produced.

Greater skills: The key advantage is that when a team works together, ithas a huge range of skills available that it can utilize to deliver extraordinary results.

Creative approach: Group always provides stimulus to the imagination,encouraging individuals to explore ideas they would not otherwise consider.Shared responsibility: The discussion of different points of view alsohelps the group to be more realistic in assessing the risks associated withparticular courses of action.

Higher commitment: individuals who have contributed to finding a solutionfeel a greater commitment to its successful implementation.

Five weak points of group decision making:

Conformity: there is a strong tendency for individuals in a group to want toconform to the consensus. This can be due to a variety of reasons,including the need to feel valued or respected.

Dominance: often a group has, a leader with higher status or better oratorical skills or a strong personality. Such an individual may suppress

other team members; ignore opinions and ideas that fairly correspond tohis or her points of view.

Less recognition: identifying who really did his or her best is difficult to doas it is a collaborative effort thus less chance for recognition or promotion.



Time consumption: It requires individuals to come together at an agreedtime and this can cause organizational problems as well as impatienceamongst participants to 'get it over with' as quickly as possible.

Groupthink effects: an over-estimated belief in a group power. Mostcommon symptoms involve: having an illusion of invulnerability,rationalizing poor decisions, believing in the group's morality, sharingstereotypes which guide the decision, exercising direct pressure on others,not expressing true feelings, maintaining an illusion of unanimity, usingmind guards to protect the group from negative information.

Communication in a Group

Communication is defined as a process by which we assign and convey

meaning in an attempt to create shared understanding. This process

requires a vast repertoire of skills in intrapersonal and interpersonal

processing, listening, observing, speaking, questioning, analyzing, and

evaluating.

Two of the most important communication skills used in a

group setting

Active Listening

One of the most important communication skills used in a group setting is

active listening. Although listening is a crucial skill, most people only

remember 25 to 50 percent of what they hear. Active listening is a

conscious effort to understand the total message of a person¶s words

instead of just hearing them.

Written Communication

Written communication is just as important as spoken words. For example,many times vital information may be sent via email in today¶s businessworld. If it is not written clearly enough to be understood, it could become aproblem in the meeting.



Collective bargaining consists of the process

of negotiation between representatives of a union and employers

in respect to the terms and conditions of employment suchas wages, hours of work, working conditions and grievance-

procedures, and about their rights and responsibilities. It permits

workers to achieve a form of workplace democracy and ensure

the rule of law in the workplace. Workers gain a voice to influence

the establishment of rules that control a major aspect of their

lives.

Industrial relations has three faces: science building, problem

solving, and ethical.

In the science building face, industrial relations is part of

the social sciences, and it seeks to understand the employment

relationship and its institutions through high-quality, rigorous

research. In this vein, industrial relations scholarship intersects

with scholarship in labor economics, industrial sociology, labor and social history, human resource management, political

science, law, and other areas.

In the problem solving face, industrial relations seeks to design

policies and institutions to help the employment relationship work

better.

In the ethical face, industrial relations contains strong normative

principles about workers and the employment relationship,

especially the rejection of treating labor as a commodity in favor

of seeing workers as human beings in democratic communities

entitled to human rights.



"The term human relations refers to the whole field of relationship

that exists because of the necessary collaboration of men and

women in the employment process of morden industry."It is that

part of management which is concerned with the management of enterprise -whether machine operator,skilled worker or manager.It

deals with either the relationship between the state and

employers and workers organisation or the relation between the

occupational organization themselves.

Ten Commandments of Human Relationships:

PASSGCHCFC

1. Speak to People

There is nothing like a cheerful word of greeting. To really

connect, look them in the eye as you speak.

2. Smile at PeopleIt takes 72 muscles to frown, only 14 to smile.

3. Call People by Name

The sweetest music to anyone's ear is the sound of his/her ownname. Be sure you say it correctly. Say it often.

4. Be Friendly and Helpful

To have friends and build relationships, be a friend first.

5. Be Cordial

Sincerely speak and act as if everything you do is a genuine

pleasure.

6. Be Genuinely Interested In PeoplePeople don't care how much you know until they know how much

you care. Be sure they know how much you care.7. Praise Generously

Praise publicly, correct privately. Everyone wins this way.

8. Be Considerate

There are usually three sides to a controversy: yours, the other

person's, and the right side. Keep ego and emotions in check.

9. Be Alert



What counts most is what we do for others not ourselves.

10. A Good Sense of Humor

Don't take yourself too seriously. When you add lots of patience,

and humility, you will have a recipe for enduring success.

Building trust with employees: THANK U

y Treat employees like humans first and realize they have a personal lifey Honesty pays. Don't lie to your employees.y Appreciate employees who work hard.y Never chastise an employee in front of his coworkers. Asks him into your

office and discuss the reason of your action.y Keep your fingers on the pulse of the people working for you.

y Quotes of the Week *** ------------------------------------------------------------

y He that is busy is tempted by but one devil; he that is idle, by alegion. - Thomas Fuller, 1608-1661

y Leadership and learning are indispensable to each other. - John F.Kennedy, 1917-1963

y You learn more quickly under the guidance of experienced teachers.

You waste a lot of time going down blind alleys if you have no one tolead you. - W. Somerset Maugham, 1874-1965

Key Components of Effective Leadership Communication

o Develop the mindset of a leader . Nonverbal communication revealswhat we feel inside, emotional mastery is critical to congruent, crediblecommunication.

o Connect with people on an emotional level. We listen to our emotional

guidance system, then we justify with reasons, then we rationalize.

o Develop leadership charisma. Individuals may have innate elements of charisma, but much is made up of a set of behaviors that can be learned.



o Learn to move like a leader . A leader must become aware of and takecontrol of, the signals they are broadcasting, as these signals may be atodds with the messages they wish to communicate.

Leadership tips (Jack Welch): BE SCOUTING1. Be aware when to meddle and when to let go.2. Ensure that everybody counts and everybody knows they count.3. Self-confidence is the courage to be open.4. Celebrations energize any organization.5. Open to the best of what everyone, everywhere, has to offer.6. Understand where real value is added and put your best people there.7. There is only one way - the straight way which sets the tone of the organization.8. Informal atmosphere is a competitive advantage.9. Never underestimate the other guy.

10.Get the right people in the right jobs - it is more important than developing astrategy.

Leaders make things happen by

y K nowing the objectives and having a plan how to achieve them

y Building a team committed to achieving the objectives

y Helping each team member to give their best efforts

As a leader you must know yourself. K now your own strengths andweaknesses, so that you can build the best team around you.

Always remember the philosophical platform - this ethical platformis not a technique or a process - it's the foundation on which all thetechniques and methodologies are based.

Plan caref ully, with your people where appropriate, how you will achieve youraims. Redefine or develop your own new aims and priorities. Set and agreeclear standards. K eep the right balance between 'doing' yourself andmanaging others 'to do'.

Build teams. Select good people and help them to develop. Follow the rulesabout delegation closely - this process is crucial. Good leadership principlesmust cascade down through the whole organization. This means that if you are leading a large organization you must check that the processes for



managing, communicating and developing people are in place and workingproperly.

Communication is critical. Listen, consult, involve, and explain why as wellas what needs to be done.

Your example is paramount - the way you work and conduct yourself will bethe most you can possibly expect from your people. If you set low standardsyou are to blame for low standards in your people.

Credit your subordinates for their achievements and successes. Never takethe credit yourself - even if it's all down to you, which would be unlikelyanyway. You must however take the blame and accept responsibility for anyfailings or mistakes that your people make. Never, never, never publiclyblame another person for a failing. Their failing is your responsibility - true

leadership offers is no hiding place for a true leader.

Take time to listen to and really understand people. Walk the job. Ask andlearn about what people do and think, and how they think improvements canbe made.

Accentuate the positive. Express things in terms of what should be done,not what should not be done. If you accent uate the negative, people aremore likely to veer towards it.

Have faith in people to do great things. Provide people with relevant

interesting opport unities, with proper measures and rewards and they willmore than repay your faith.

Take difficult decisions bravely, and be truthf ul and sensitive when you implement them.

Seek to learn from the people around you - they will teach you more about yourself than anything else. They will also tell you 90% of what you need toknow to achieve your business goals.

Embrace change, but not for change's sake. Begin to plan your ownsuccession as soon as you take up your new post, and in this regard, ensurethat the only promises you ever make are those that you can guarantee todeliver.



Leadership behaviours and development ofleadership style and skills

Leadership skills are based on leadership behaviour. Skills alone do not make

leaders - style and behaviour do.

The growing awareness and demand for idealist principles in leadership areincreasing the emphasis (in terms of leadership characteristics) on businessethics, corporate responsibility, emotional mat urity, personal integrity, andwhat is popularly now known as the 'triple bottom line' (abbreviated to TBL or3BL, representing 'profit, people, planet').

For many people (staff, customers, suppliers, investors, commentators,visionaries, etc) these are becoming the most significant areas of

attit ude/behaviour/appreciation required in modern business andorganisational leaders.

3BL (triple bottom line - profit, people, planet) also provides an excellent multi-dimensional framework for explaining, developing and assessingleadership potential and capability, and also links strongly with psychologyaspects if for instance psychometrics (personality testing) feat ures inleadership selection and development methods: each of us is more nat urallyinclined to one or the other (profit, people, planet) by virt ue of ourpersonality, which can be referenced to Jung, Myers Briggs, etc.

Much debate persists as to the validity of 'triple bottom line accounting', sincestandards and measures are some way from being clearly defined andagreed, but this does not reduce the relevance of the concept, nor thegrowing public awareness of it, which effectively and continuously re-shapesmarkets and therefore corporate behaviour. Accordingly leaders need tounderstand and respond to such huge attit udinal trends, whether they can bereliably accounted for or not at the moment.

Adaptability and vision - as might be demonstrated via project development

scenarios or tasks - especially involving modern communications andknowledge technologies - are also critical for certain leadership roles, andprovide unlimited scope for leadership development processes, methods andactivities.

Cult ural diversity is another topical and very relevant area requiring leadershipinvolvement, if not mastery. Large organisations particularly must recognise



that the market-place, in terms of staff, customers and suppliers, is trulyglobal now, and leaders must be able to f unction and appreciate and adapt toall aspects of cult ural diversification. A leaders who fails to relate cult urallywell and widely and openly inevitably condemns the entire organisation to

adopt the same narrow focu

s and bias exhibited by the leader.Bear in mind that different leadership jobs (and chairman) require different types of leaders - Churchill was fine for war but not good for peacetime re-building. There's a big difference between short-term ret urn on investment versus long-term change. Each warrants a different type of leadership style,and act ually very few leaders are able to adapt from one to the other. (Againsee the personality styles section: short-term results and profit require strongJungian 'thinking' orientation, or frontal left brain dominance; whereas long-term vision and change require 'int uition' orientation, or frontal right brain

dominance).If it's not clear already, leadership is without doubt mostly about behaviour,especially towards others. People who strive for these things generally cometo be regarded and respected as a leader by their people:

y Integrity - the most important requirement; without it everything else is fornothing.

y Having an effective appreciation and approach towards corporateresponsibility, (Triple Bottom Line, Fair Trade, etc), so that the need to

make profit is balanced with wider social and environmental responsibilities.y Being very grown-up - never getting emotionally negative with people - no

shouting or ranting, even if you feel very upset or angry.

y Leading by example - always be seen to be working harder and moredeterminedly than anyone else.

y Helping alongside your people when they need it.

y Fairness - treating everyone equally and on merit.

y Being firm and clear in dealing with bad or unethical behaviour.

y Listening to and really understanding people, and show them that you understand (this doesn't mean you have to agree with everyone -understanding is different to agreeing).

y Always taking the responsibility and blame for your people's mistakes.

y Always giving your people the credit for your successes.



y Never self-promoting.

y Backing-up and supporting your people.

y Being decisive - even if the decision is to delegate or do nothing if appropriate - but be seen to be making fair and balanced decisions.

y Asking for people's views, but remain neutral and objective.

y Being honest but sensitive in the way that you give bad news or criticism.

y Always doing what you say you will do - keeping your promises.

y Working hard to become expert at what you do technically, and at understanding your people's technical abilities and challenges.

y Encouraging your people to grow, to learn and to take on as much as theywant to, at a pace they can handle.

y Always accent uating the positive (say 'do it like this', not 'don't do it likethat').

y Smiling and encouraging others to be happy and enjoy themselves.

y Relaxing - breaking down the barriers and the leadership awe - and givingyour people and yourself time to get to know and respect each other.

y Taking notes and keeping good records.

y Planning and prioritising.

y

Managing your time well and helping others to do so too.

y Involving your people in your thinking and especially in managing change.

y Reading good books, and taking advice from good people, to help developyour own understanding of yourself, and particularly of other people'sweaknesses (some of the best books for leadership are not about businessat all - they are about people who triumph over adversity).

y Achieve the company tasks and objectives, while maintaining your integrity,the trust of your people, are a balancing the corporate aims with the needs

of the world beyond.

great leadership quotes and inspirational quotes



Some of these quotes are available as free motivational posters.

"People ask the difference between a leader and a boss.... The leader worksin the open, and the boss in covert. The leader leads and the boss drives."(Theodore Roosevelt)

"The marksman hitteth the target partly by pulling, partly by letting go. Theboatsman reacheth the landing partly by pulling, partly by letting go."(Egyptian proverb)

"No man is fit to command another that cannot command himself." (WilliamPenn)

"It is amazing what you can accomplish if you do not care who gets thecredit." (President Harry S Truman)

"I not only use all the brains I have, but all I can borrow." (Woodrow Wilson)

"What should it profit a man if he would gain the whole world yet lose hissoul." (The Holy Bible, Mark 8:36)

"A dream is just a dream. A goal is a dream with a plan and a deadline."(Harvey Mackay)

"Ideas are like rabbits. You get a couple, learn how to look after them, andpretty soon you have a dozen." (John Steinbeck)

"I keep six honest serving-men, They taught me all I knew; Their names areWhat and Why and When, And How and Where and Who." (Rudyard K ipling,from 'Just So Stories', 1902.)

"A dwarf standing on the shoulders of a giant may see farther than the giant himself." (Didacus Stella, circa AD60 - and, as a matter of interest, abridgedon the edge of an English £2 coin)

"Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadf ul." (Samuel Johnson 1709-84)

"The most important thing in life is not to capitalise on your successes - anyfool can do that. The really important thing is to profit from your mistakes."(William Bolitho, from 'Twelve against the Gods')

"Out of the night that covers me, Black as the pit from pole to pole, I thankwhatever gods may be, For my unconquerable soul. In the fell clutch of circumstance, I have not winced nor cried aloud: Under the bludgeonings of



chance my head is bloody but unbowed . . . . . It matters not how strait thegait, how charged with punishments the scroll, I am the master of my fate: Iam the captain of my soul." (WE Henley, 1849-1903, from 'Invict us')

"Everybody can get angry - that's easy. But getting angry at the right person,

with the right intensity, at the right time, for the right reason and in the right way - that's hard." (Aristotle)

"Management means helping people to get the best out of themselves, not organising things." (Lauren Appley)

"It's not the critic who counts, not the one who points out how the strongman st umbled or how the doer of deeds might have done them better. Thecredit belongs to the man who is act ually in the arena; whose face is marredwith the sweat and dust and blood; who strives valiantly; who errs and comes

up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows thetriumph of high achievement and who at worst, if he fails, at least fails whiledaring greatly so that his place shall never be with those cold and timid soulswho know neither victory nor defeat." (Theodore Roosevelt.)

"Behind an able man there are always other able men." (Chinese Proverb.)

"I praise loudly. I blame softly." (Catherine the Great, 1729-1796.)

"Experto Credite." ("Trust one who has proved it." Virgil, 2,000 years ago.)

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