final project report on principals of management bzu multan
TRANSCRIPT
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Bzu, Sub Campus Layyah
Topic: Final Project on Principles of Management
Course Instructor: Mr. Zain ul Abdeen
Submitted By: Group# 02
MBL-15-33 Waqas Akram
MBL-15-08 Muntazir Ali
MBL-15-26 Wajid Ali
MBL-15-13 Muhammad Irfan
MBL-15-06 Sughra Iqbal
Department Of Business Administration
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Dedication
We are dedicating our work to our loving parents and respected teacher,
Mr. Zain ul Abdeen, who have played a vital role in our studies and have guided us at every
step with their precious ideas.
Sir helped us a lot where he was needed most.
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Acknowledgment
We are first of all very thankful to ALLAH almighty for the completion of
the report, our theacher Mr. Zain ul Abdeen helped us a lot at different stages and
we are very thankful to sir for delivering of the precious knowledge he gave us
about subject and life.
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Table of Contents
1 EXECUTIVE SUMMARY .......................................................................................................................8
1.1 Vision Statement .......................................................................................................................8
1.2 Mission Statement.....................................................................................................................8
1.3 Introduction ...............................................................................................................................8
1.4 History .......................................................................................................................................9
1.5 Market Share of the Company ............................................................................................... 10
2 Management Profile ....................................................................................................................... 11
3 Products .......................................................................................................................................... 12
4 Practical Study ................................................................................................................................ 12
4.1 What is the most important to your organization vision mission, or core values? ............... 12
4.1.1 Vision. ............................................................................................................................................................................... 13
4.1.2 Mission. ............................................................................................................................................................................ 13
4.1.3 Core Values. ...................................................................................................................................................................... 14
4.2 Have you personally hired trained and coached staff? .......................................................... 15
4.2.1 Hiring Process ................................................................................................................................................................... 15
4.2.2 Training............................................................................................................................................................................. 15
4.2.3 Coaching ........................................................................................................................................................................... 16
4.3 How many people have you supervised in the past? ............................................................. 17
4.4 How do you motivate your staff to produce optimal performance? ..................................... 17
4.4.1 Basic Needs of Motivation ................................................................................................................................................ 17
4.5 How do you handle difficult employees? ............................................................................... 18
4.5.1 Don't ignore the problem ................................................................................................................................................... 18
4.5.2 Intervene as soon as possible............................................................................................................................................. 18
4.5.3 Research the problem personally....................................................................................................................................... 18
4.5.4 Help the problematic employee to get back on track ......................................................................................................... 19
4.5.5 If all else fails, termination may be necessary ................................................................................................................... 19
4.6 What has been your most notable achievement from the last 2-3 years? ............................ 19
4.7 Have you ever fired someone due to erratic behavior? If so, explain what process or steps
you used to conduct the decimal? ..................................................................................................... 20
4.8 How would your subordinates describe your management style? If asked what would your
subordinates say about you? ............................................................................................................. 20
4.8.1 Clarify Your Involvement in the #achievement: ............................................................................................................... 20
4.8.2 Describe a Start, Middle and End: ..................................................................................................................................... 21
4.8.3 Quantify the Achievement: ............................................................................................................................................... 21
4.8.4 Don’t Forget Over-Achievement! ..................................................................................................................................... 21
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4.8.5 Indicate Your Personal Award: ......................................................................................................................................... 21
4.8.6 Include details of challenging circumstances: ................................................................................................................... 21
4.8.7 State the Effect of the Achievement, 360-degree style: ..................................................................................................... 21
4.9 Have you received any awards or recognition that you’re particularly proud of? ................ 22
4.10 When a problem arises, do you pause and think of a solution, or have you conditioned
yourself to act immediately with what seems right? ......................................................................... 22
4.11 How do you decide important decisions when it comes to staffing, accounting, operations,
warehousing, sales and so on? ........................................................................................................... 23
4.11.1 Work on the right decision problem .................................................................................................................................. 23
4.11.2 Specify your objectives ..................................................................................................................................................... 23
4.11.3 Create imaginative alternatives ......................................................................................................................................... 23
4.11.4 Understand the consequences ............................................................................................................................................ 23
4.11.5 Grapple with your tradeoffs .............................................................................................................................................. 23
4.11.6 Clarify your uncertainties .................................................................................................................................................. 23
4.11.7 Think hard about your risk tolerance ................................................................................................................................. 23
4.11.8 Consider linked decisions.................................................................................................................................................. 24
4.12 What are your thoughts or organizational restructuring? ..................................................... 24
4.12.1 Overview ........................................................................................................................................................................... 24
4.12.2 Challenges in organizational design .................................................................................................................................. 24
4.12.3 Restructuring Need ........................................................................................................................................................... 24
4.12.4 Alternative Solution .......................................................................................................................................................... 25
4.13 Have you had any experience with mergers and acquisition? ............................................... 25
4.13.1 Merger............................................................................................................................................................................... 25
4.13.2 Acquisition ........................................................................................................................................................................ 25
4.14 What are three key things that really derive the results for the company? .......................... 26
4.15 How does this position contribute to the company’s goals, productivity, or profits? ........... 26
4.15.1 Making Employees Happy ................................................................................................................................................ 26
4.15.2 Build Trust ........................................................................................................................................................................ 27
4.15.3 Provide Consistent Feedback ............................................................................................................................................ 27
4.15.4 Give Employees Respect ................................................................................................................................................... 27
4.15.5 Provide Career Growth Opportunities ............................................................................................................................... 27
4.16 How do you help a new employee understand the culture of your organization? ............... 28
4.16.1 Orientation ........................................................................................................................................................................ 28
4.16.2 Training............................................................................................................................................................................. 28
4.16.3 Example ............................................................................................................................................................................ 28
4.16.4 Guidance ........................................................................................................................................................................... 29
4.16.5 Incentives .......................................................................................................................................................................... 29
4.17 Corporate culture is very important, but it is usually hard to define until one violates it.
What is one thing do here that would be perceived as a violation of the company’s culture? ........ 29
4.18 How do you encourage creative thinking within your organization? .................................... 30
4.19 When faced with two equally-qualified candidates, how do you determine whom to hire? 32
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4.19.1 Think about Company Culture .......................................................................................................................................... 32
4.19.2 Consider Their Enthusiasm ............................................................................................................................................... 32
4.19.3 Assess their Commitment.................................................................................................................................................. 33
4.19.4 Trust Your Instinct ............................................................................................................................................................ 33
4.20 What are the most important decisions you make as a leader of your organization? .......... 33
4.21 What is one characteristic that you believe every leader should possess? ........................... 34
4.21.1 Vision and Better Communication .................................................................................................................................... 34
4.22 What are the biggest challenge facing leaders today? .......................................................... 34
4.22.1 Very Fast Change in Technology ...................................................................................................................................... 34
4.22.2 Balance Data Accessibility With Security ......................................................................................................................... 35
4.22.3 Bridge Skills Gap .............................................................................................................................................................. 35
4.23 What is one mistake you witness leaders making more frequently than others? ................. 35
4.23.1 The Trap of Top-Down Authority Attitudes ...................................................................................................................... 36
4.23.2 Putting Paper before People .............................................................................................................................................. 36
4.24 What are few resources you would recommend to someone looking to gain insight into
becoming a better leader? ................................................................................................................. 36
4.24.1 Follow leaders who you look up to ................................................................................................................................... 37
4.24.2 Practice the things that make you uncomfortable .............................................................................................................. 37
4.24.3 Tell yourself every day that you’re a leader (and believe it!) ............................................................................................ 37
4.24.4 Learn something new about your expertise, industry or niche every day .......................................................................... 37
4.24.5 Gather resources you use and that you would recommend to others ................................................................................. 38
4.24.6 Read .................................................................................................................................................................................. 38
4.24.7 Build and grow your relationships .................................................................................................................................... 38
4.25 What advice would you give someone going into a leadership position for the first time? . 39
4.25.1 Keep it simple ................................................................................................................................................................... 39
4.25.2 Take ownership ................................................................................................................................................................. 39
4.25.3 Reward your employees .................................................................................................................................................... 39
4.25.4 Create a transparent work environment ............................................................................................................................. 39
5 References ...................................................................................................................................... 40
6 Group Members ............................................................................................................................. 41
7 Assigned Tasks of Whole Group ..................................................................................................... 42
Visit ..................................................................................................................................................... 42
Questioning ........................................................................................................................................ 42
Data Collection ................................................................................................................................... 42
Report Prepration ............................................................................................................................... 42
Presentation ....................................................................................................................................... 42
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1 EXECUTIVE SUMMARY
1.1 Vision Statement
“To be the premier Pakistani enterprise with a global reach, passionately pursuing value
creation for all stakeholders”
1.2 Mission Statement
“Our mission is twofold, to help farmers maximize their farm produce by providing quality
plant nutrients and technical services upon which they can depend. To create wealth by
building new businesses based on company and country strengths in petrochemicals,
information technology, infrastructure, food and other agriculture sectors.”
1.3 Introduction
Engro Fertilizers Limited (listed on all 3 stock exchanges of Pakistan), is an 86%
owned subsidiary of Engro Corporation (ENGRO), which is involved in the business of
manufacturing and marketing of urea and NPK (compound) fertilizers. EFERT is Pakistan’s
largest urea player in terms of capacity, with Engro Urea as Pakistan’s oldest domestic urea
brand. Over the years, production capacity of its base plant has been enhanced from 173
kt/year to 975 kt/year through various projects including a relocation from USA. In 2010, it
completed construction of the EnVen project which at that time was the world’s largest single
train urea plant, adding 1.3mn tpa of urea production capacity, making Daharki world’s 5th
largest urea production site. As per Fertilizer Policy 2001, EnVen (COD: 2011) was contracted
to receive feedstock gas from the SNGPL network at US$0.70/mmbtu for 10yrs (vs. normal
pricing of US$4.2/mmbtu). After a gap of 04 years, with delays due to GoP back tracking,
EFERT has received confirmation of concessionary gas pricing in Mar’15. EFERT has
entered into an agreement with GENCO II (endorsed by ECC) to install compressors for
Guddu Power Plant at its cost. In lieu of this it is understood that 60MMSCFD of Guddu gas
will continue to flow to EFERT till December 2015. During 2015, Engro Eximp’s trading arm
is being sold to EFERT (subject to shareholders’ approval), after which the Company will also
be engaged in import and marketing of phosphate based fertilizers (DAP & MAP) and
micronutrients.
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1.4 History
Engro Fertilizers Limited is a leading name in the country’s urea producers. It is primarily in
the business of manufacturing and marketing of urea and NPK (compound) fertilizers. With
the establishment of 1.3 MT state of the art fertilizer complex in 2011, the Company’s annual
urea production capacity stands at 2.3 MT representing 33% of that of entire Pakistan’s.
Engro’s product line comprises of Urea sold under the brand name of Engro Urea and NPK –
compound fertilizer – as Zarkhez. The Company, as an agent to Engro Eximp Private Limited
(a sister concern), is also engaged in distribution and marketing of phosphate-based fertilizers
mainly DAP and MAP.
The Company commenced operations as an independent entity as a result of the demerger of
fertilizer operations from Engro Corporation Limited (previously called Engro Chemical
Pakistan Limited) on January 1, 2010. This demerger resulted in the transfer of all fertilizer
assets and liabilities to the Company with its current status as a wholly owned subsidiary of
Engro Corporation Limited.
The Company has been in fertilizer business since 1965 when Esso Pakistan Fertilizer
Company Limited was established following the discovery of the Mari gas field near Daharki.
In 1978, as part of an international name change program, Esso became Exxon and the
company was renamed Exxon Chemical Pakistan Limited (ECPL). Later in 1991, Exxon
decided to divest its fertilizer business on a global basis. The employees of the time, in
partnership with local financial institutions, led a management buyout of Exxon’s equity stake
and subsequently renamed the company as “Engro Chemical Pakistan Limited”. With time the
Company diversified by establishing several other business lines in the form of subsidiaries. In
2009, a demerger of the fertilizer business was proposed with ECPL adopting a holding
company structure to manage the affairs of its various businesses which include Engro
Fertilizers, Engro Foods, Engro Powergen, Engro Eximp, Engro Polymers and Chemicals,
Engro Vopak, Engro Foods Netherlands and Elengy Terminal Pakistan. With its head office in
Karachi and manufacturing facilities based in Daharki and Karachi, Engro Fertilizers Limited
employs over 1,200 individuals.
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1.5 Market Share of the Company
The local industry has historically been able to sell its entire urea production due to the
demand / supply gap. The share of Engro in the urea market touched 21% in 2011 from 15% in
2010 owing to additional production from Enven (despite at curtailed levels). However, the
market share subsequently dropped to 17% due to further curtailment in 2012. Engro currently
represents a substantial 33% of the total installed capacity in the country.
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2 Management Profile
Name Designation
Mr. Muhammad Aliuddin Ansari Chairman
Mr. Ruhail Mohammad Chief Executive Officer
Mr. Shabbir Hashmi Director
Mr. Abdul Samad Dawood Director
Mr. Khalid S. Subhani Director
Mr. Javed Akbar Director
Ms. Naz Khan Director
Mr. Shahid Ahmed Pracha Director
Mr. Asad Mumtaz Ali Khan Zonel Manager (Sales)
M.phil (Food Tech.), Mba (Mkt)
Cell# +923028244649
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3 Products
Engro Urea
Engro DAP
Zingro
Engro NP
Engro Zarkhez
4 Practical Study
4.1 What is the most important to your organization vision mission, or core
values?
This is a little bit like trying to answer which sense is more important—sight, smell,
hearing, taste, or touch? The truth is that they are all important.
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4.1.1 Vision.
Having a clear vision of where you are going is crucial in any human endeavor. This is
especially true when it comes to organizations. Unless we know where we are going, it is
difficult to select the best route, assign the necessary resources, or create any semblance of
organizational alignment. While a mission is a statement of what is, a vision is a statement of
what or how you would like things to be. A picture of the future you’re working to create,
what you want to be when you grow up, what you want your business to become. Without a
vision of where you’re going how can you develop a plan to get there and how will you know
when you’ve arrived? Without a vision of where we would like to be, we can continue hiking
various trails through life, climbing mountain after mountain, only to discover each time that
we’ve arrived somewhere we really don’t want to be. Nothing was ever created without a
vision. It guides us, gives us direction and purpose, and can serve as a powerful motivator for
those around us and ourselves. In order to truly guide and motivate a vision must: Be aligned
with the core values of both the individuals and the farm business and be effectively
communicated to and accepted by everyone involved in the farm.
4.1.2 Mission.
A personal mission or a business mission statement deals with questions like, “Why are we
here?”, “Why do we exist?”, “Why do we get up each day and do what we do?”, and “What is
it that we get paid for?” “What function does the organization perform? For whom? How? The
mission is a broad statement of personal or business scope, purpose and operation that
distinguishes me, or my farm, from others. A business cannot have values, beliefs or a mission
outside of the people who makeup that business. Therefore, especially for small closely held
businesses, it’s important that each principle in the business write their own personal mission
statement first, and then come together as a group or team to develop a mission statement for
the business. A business mission statement reflects the core values and beliefs of the
individuals who lead the business. To the extent there are large differences between a mission
and a personal mission, or between farm business values and personal core values, there will
be discord and friction for that individual within the business. Whether you’re an owner, an
employee or a consultant, one way to help assure happiness and fulfillment at work is to be
certain your values and mission are in alignment with those of the business. People have been
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known to become physically ill from the stress of working in a business where their core
values were at odds with the values and ethics practiced in the business In addition to giving
structure and direction to an individual or business, well-written mission statements are
excellent tools to inform others about what’s important to you and how you operate your
business.
4.1.3 Core Values.
Even though we frequently talk about mission and vision first, the basic underlying
foundation for both is our core values. Core values are the principles and standards at the very
center of our character, and from which we will not budge or stray. Core values are extremely
stable and change only very slowly over long periods of time. Core values form the basis for
our beliefs about life, us and those around us, and the human potential of us and others. Values
and beliefs form our attitudes and guide our behavior. The behaviors we engage in are what
people around us see, along with our skills and actions. Our outer or public shell of behaviors
and skills can change rapidly and dramatically through our lives, influenced by our
environment and guided by our more stable core values and beliefs.
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4.2 Have you personally hired trained and coached staff?
I don’t have personal experience about the recruitment. For this question I refer you to our HR
department. They will tell you about the question in detail. Hiring of employees includes the
following five steps.
4.2.1 Hiring Process
In order to increase efficiency in hiring and retention and to ensure consistency and
compliance in the recruitment and selection process, it is recommended the following steps
be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details for
each step include the minimum recommended best practice to attract a talented and diverse
applicant pool:
Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
4.2.2 Training
Training refers to a planned effort by a company to facilitate employees’ learning of job-
related competencies. These competencies include knowledge, skills, or behaviours that
are critical for successful job performance in the immediate term or near future. This is in
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contrast with development, which is training that provides employees with competencies
for anticipated future jobs and roles. Training process includes the followings.
Sexual Harassment (Employees and Supervisors)
Business Ethics
Diversity
The Family and Medical Leave Act
Managing Challenging Employees
Customer Service Skills
Workplace Safety
4.2.3 Coaching
Coaching is a different approach to developing employees' potential. With coaching, you
provide your staff the opportunity to grow and achieve optimal performance through
consistent feedback, counseling and mentoring includes the following steps.
1: Build a Relationship of Mutual Trust
2: Open the Meeting
3: Get Agreement
4: Explore Alternatives
5: Get a Commitment to Act
6: Handle Excuses
7: Provide Feedback
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4.3 How many people have you supervised in the past?
I have experience of supervising a small team of sale and production consists of at least forty
five people.
4.4 How do you motivate your staff to produce optimal performance?
Employees won't work harder for you, but they will work harder for themselves. That's why
you have to find out what motivates them. And you have to learn how to influence that
motivation. First, help them stretch. Work with employees to set individual goals that exceed
their job requirements. Set clear performance standards, and be specific about outcomes. Make
sure people understand how what they do affects what others do. Ask employees to suggest ideas
on how to improve their performance. Write down the performance standards you've agreed on,
and give copies of the lists to employees. Decide what should be done. Make sure it is done.
Offer guidance and feedback when appropriate. Finally, reward people for meeting or exceeding
standards. Don't limit your thinking to material rewards. Instead, offer employees more
autonomy, more responsibility, or even a new software package. Send out ammo publicly
commending their work. Have the team recognize their contribution. Give a certificate. Tailor
the reward to the person as well as to the achievement. But don't make the mistake of thinking
that dangling a carrot is all you need to do. It's just part of a larger strategy.
4.4.1 Basic Needs of Motivation
4.4.1.1 The Autonomy Need.
The first is called “the autonomy need.” This is the need to be seen and respected as an
individual, and to stand out for one’s personal performance. It is a need to be recognized for
individual achievement or the “I am special” need.
4.4.1.2 The Dependency Need.
The second need that each person has in the workplace is “the dependency need.” This is the
need that people have to feel a part of something bigger than them. People want to be part of a
team. It is the need to feel recognized and accepted as part of a group of people in the workplace.
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4.5 How do you handle difficult employees?
Difficult people present no problem if we pass them on the street, in the supermarket or in a
building lobby. Nevertheless, when we have to work with them difficult people can become
major irritants. It seems that some people are just born to be difficult. We have all worked with
them and most of us dislike them. Difficult people are easy to recognize--they show up late,
leave early, don't turn their work in on time and have an excuse for every failing. Naturally, no
one wants to work with difficult people. When dealing with problematic employees, productivity
decreases, frustrations rise, morale goes down and customers and vendors get upset.
4.5.1 Don't ignore the problem
Assuming that the employee provides value to the company and possesses redeeming
qualities, there are ways to deal with difficult employees. Most often, managers will simply
ignore problematic staffers. Managers who live by this rule hope the problem will just go away;
that these people will somehow turn themselves around or stop being troublesome. Ignoring the
situation is the wrong solution to what could likely become a progressive problem.
4.5.2 Intervene as soon as possible
It is important to take action as soon as the negative behavior pattern becomes evident--when
left untouched, this problem will only escalate. Occasionally, the difficult employee has no idea
that his behavior is a problem or that others react negatively to his actions. This is because most
people tend to put up with the annoying behavior and "go along to get along." At the same time,
some employees just consider it a "job frustration."
4.5.3 Research the problem personally
Armed with accurate data and examples, the manager needs to then take this person into a
conference room or office--away from others--and calmly address the issue. To begin, the
manager needs to ask the employee if he is aware of any ongoing issues to determine if the
difficult person is aware of the problems. If the employee is "unaware," the manager needs to
describe the unacceptable behavior. The employee might interrupt to disagree or deny the
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existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of
the unwanted behavior.
4.5.4 Help the problematic employee to get back on track
Once the employee begins to understand that these negative behaviors are real and
experienced by others in the organization, the manager or someone from human resources should
begin to coach the difficult employee in displaying more acceptable and appropriate behaviors.
The employee needs time and practice in "trying on" new, more suitable behaviors. HR and/or
the manager need to provide specific feedback to this employee on the success or failure of his
efforts in minimizing the negative actions and implementing ones that are more positive.
4.5.5 If all else fails, termination may be necessary
If the employee continues to deny his inappropriate behavior and refuses to try to improve
the situation, the manager needs to place this person on the fast track towards termination. Often
this involves recording a series of well-documented verbal and then written feedback about the
behavior. Strictly following company protocol, there should be a period for the employee to
address the questionable behavior. If this trial period does not result in improved behavior, then
the employee needs to be terminated. Most employees will recognize the negative behavior and
will at least attempt to turn it around.
4.6 What has been your most notable achievement from the last 2-3 years?
"I’ve been in a management position from twelve years yet, but I did manage forty four
employees for twelve year duration. During that time, I was given a large area of work to cover.
I planned and organized the work to distribute to the five extra workers. I managed their work
and kept track of how many hours they worked each week. I met with them on a regular basis
and provided feedback on where they are doing well, and where they needed improvement.
Their time in our team ended after we completed the project. It wasn't a management position,
but I gained experience in managing people." My notable achievement is that I have achieved a target
of 12 thousand ton sold in the year 2013. And visited many countries on company’s expenditures. After
that in the year 2014 I again achieved my target of 13 thousand ton and rewarded by an increments in my
salary.
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4.7 Have you ever fired someone due to erratic behavior? If so, explain what
process or steps you used to conduct the decimal?
I highly recommend that violent people almost never "just snap." There are always warning
signs. By dealing honestly with these we can often defuse situations before they happen, or at
least not escalate them. He focuses on the interview and hiring process, and provides examples
of questions designed to tease out whether a potential employee has a persecution complex.
When an otherwise good employee starts acting in unstable ways, I think the answer is a
combination of compassion, directness, and dealing with the problem early instead of letting it
escalate. "(Behavior) is out of bounds at work. It's so out of character for you, you have me
worried. What's going on?" Maybe HR can refer the employee to assistance; maybe you can do
something to lighten the load. Then observe and document. People turn to violence when they
feel humiliated and that they are out of options, so it's very important that you don't humiliate the
person and that you focus on the future. Dragging out a firing by rehashing everything that the
employee did wrong, threatening their future prospects, and having them escorted out by
security, etc. are behaviors that can escalate an unstable person's sense of helplessness. In firing
someone you need to be firm, direct, and as respectful as you can be given the specific behaviors
and risks.
4.8 How would your subordinates describe your management style? If asked what
would your subordinates say about you?
4.8.1 Clarify Your Involvement in the #achievement:
Use powerful words that describe your contribution. Passive statements like ‘did’,
‘performed’ or ‘was involved in’ don’t indicate your level of involvement – they’re
worthless, so don’t use them. Words that show that you actually made a difference are what
you’re looking for.
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4.8.2 Describe a Start, Middle and End:
Mention the starting conditions, such as ‘poor performance’, ‘high costs’, ‘unpalatable
risk’, and follow with a statement on what you made happen (the project, change initiative,
etc), and cap it off with the result – was the desired outcome achieved?
4.8.3 Quantify the Achievement:
Use numbers and hard measures where you can. For example, say ‘saved $50,000’ rather
than ‘saved operating costs’. More specific you are, the greater the value of your statement
of achievement. In almost all cases, a percentage value has a higher-impact than an absolute
number. In some cases, what might look like a minor achievement, when quantified, it could
be a major achievement as perceived by others.
4.8.4 Don’t Forget Over-Achievement!
If you set out to save $50,000, but instead saved $60,000, then make sure this is known.
So many people forget to do this.s
4.8.5 Indicate Your Personal Award:
Some achievements warrant special reward, so mention them. If you were promoted, or
awarded a bonus, then add it into your statement of achievement.
4.8.6 Include details of challenging circumstances:
If the achievement was tough due to business events or conditions, then make sure you
say what they were. It’s important to describe any challenges you faced. For example, if there
were many layoffs in your organization whilst you were tasked with improving team morale,
then make these conditions clear.
4.8.7 State the Effect of the Achievement, 360-degree style:
Describe the achievement not just from your own perspective; also describe what it
meant for your colleagues, subordinates, management and customers (where appropriate.)
Don’t forget to quantify the effect for each of these groups of people too.
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4.9 Have you received any awards or recognition that you’re particularly proud
of?
"I’ve been in a management position from twelve years yet, but I did manage forty four
employees for twelve year duration. During that time, I was given a large area of work to cover.
I planned and organized the work to distribute to the five extra workers. I managed their work
and kept track of how many hours they worked each week. I met with them on a regular basis
and provided feedback on where they are doing well, and where they needed improvement.
Their time in our team ended after we completed the project. It wasn't a management position,
but I gained experience in managing people." Life is a “thinking energy”, we as a soul/being as
well as we as the physical body (with the heart & brain as the intelligence centers) are a form of
life-energy and hence have this inherent nature of being a “thinking” entity. Living from a place
of wholeness has nothing to do with the “end of thinking”; rather it’s about letting go of the
deluded, misguided, or imbalanced, way of thinking. The whole practice of trying to silence your
thoughts is one of the most misguided practices you can ever follow to come to a place of
wholeness – trying to silence your thoughts is just an act of suppression, it can give you some
temporary relief, just like a drug would, but it also keeps you to from resolving the
conflicts/problems that you may be dealing with in your life. There are people who have spent
years trying to silence their “thinking”, through the force of will, and all they manage to
accomplish (temporarily) is a false state of dull peace, which has a highly unnatural feel to it and
requires constant effort to maintain – these practices are ways of “disciplining” yourself
unnaturally, and they accomplish nothing towards inner-freedom, creativity, alignment and
conscious living. The problem is not with “thinking”, the problem is in the approach we
developed towards thinking, which is simply a part of the conditioning/training we receive from
a largely struggle-based society
4.10 When a problem arises, do you pause and think of a solution, or have you
conditioned yourself to act immediately with what seems right?
Yes of course I take time to think for the solution when problem arises, I take fifty five
minutes of an hour for thinking what the problem is, where the problem is, and why the problem
is. Then take remaining five minutes to solve the problem.
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4.11 How do you decide important decisions when it comes to staffing, accounting,
operations, warehousing, sales and so on?
An Eight-Step Approach to Making Better Decisions is as follows.
4.11.1 Work on the right decision problem
Be careful in stating the problem, and avoid unwarranted assumptions and option-
limiting prejudices.
4.11.2 Specify your objectives
Determine what you want to accomplish, and which of your interests, values,
concerns, fears, and aspirations are the most relevant.
4.11.3 Create imaginative alternatives
Alternatives represent different courses of action, and your decision can be no better
than your best alternative.
4.11.4 Understand the consequences
Determine how well different alternatives satisfy all of your objectives.
4.11.5 Grapple with your tradeoffs
Since objectives frequently conflict with each other, it becomes necessary to choose
among less-than-perfect possibilities.
4.11.6 Clarify your uncertainties
Confront uncertainty by judging the likelihood of different outcomes and assessing
their possible impacts.
4.11.7 Think hard about your risk tolerance
In order to choose an alternative with an acceptable level of risk, become conscious
of how much risk you can tolerate.
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4.11.8 Consider linked decisions
Many important decisions are linked over time. The key to making a series of
decisions is to isolate and resolve near-term issues while gathering information relevant
to issues that will arise later.
4.12 What are your thoughts or organizational restructuring?
4.12.1 Overview
Organizational Restructuring Toolkit Legacy is the term Infrastructure and Applications
leaders commonly use to distinguish the older parts of their technology portfolios from more
emergent, modern systems. But given the disruptive changes we’re seeing in every technology
domain, from hosting to employee computing to mobile applications, more leaders are asking
whether the real legacy problem they have is their organizational model and workforce strategy.
We’re beginning to see a number of restructuring and reorganization efforts gain traction, along
with questions about whether there’s a single right model for the future. The track record of
restructuring efforts, however, suggests that the best approaches are more about concentrating on
the journey rather than attempting to nail down the destination up front.
4.12.2 Challenges in organizational design
Restructuring or reorganization can be the solution to all Infrastructure problems and can
miss other root causes of organizational performance challenges. The immediate danger is that
leaders can burn resources and (potentially) put employee engagement at risk when restructuring
isn’t the critical need.
4.12.3 Restructuring Need
A structured set of questions we can run with our leadership team to determine whether
performance challenges are a matter of organizational structure, strategy, talent, rewards and
recognition practices, or business processes.
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4.12.4 Alternative Solution
The development of solutions can get quickly derailed by organizational politics in place of
vested interests, we need a way to depoliticize and test alternative approaches before landing on
a solution. The key is a two-stage value chain or workflow mapping exercise. In the first stage,
the leadership team can collectively map a simplified value chain for the function as it presently
exists. Participants should identify all the activities they own or participate in without
associating those activities with a position or name. In this stage, the goal is simply to reveal
process strengths and opportunities for performance improvement. In the second stage, the
leadership team should simulate the value chain as it would operate under different
organizational models
4.13 Have you had any experience with mergers and acquisition?
4.13.1 Merger
The combining of two or more companies, generally by offering the stockholders of one
company securities in the acquiring company in exchange for the surrender of their stock.
4.13.2 Acquisition
A corporate action in which a company buys most, if not all, of the target company's
ownership stakes in order to assume control of the target firm. Acquisitions are often made
as part of a company's growth strategy whereby it is more beneficial to take over an
existing firm's operations and niche compared to expanding on its own. Acquisitions are
often paid in cash, the acquiring company's stock or a combination of both.
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4.14 What are three key things that really derive the results for the company?
The many and diverse choices that made certain companies great were consistent with just
three seemingly elementary rules:
Better before cheaper in other words compete on differentiators other than price.
Revenue before cost that is prioritizes increasing revenue over reducing costs.
There are no other rules so change anything you must to follow Rules 1 and 2.
The rules don’t dictate specific behaviors; nor are they even general strategies. They’re
foundational concepts on which companies have built greatness over many years. How did these
organizations’ leaders come to adopt them? We have no idea—nor do we know whether the
executives even followed them consciously. Nevertheless, the rules can be used to help today’s
and tomorrow’s leaders increase the chances that their companies, too, will deliver decades of
exceptional performance.
4.15 How does this position contribute to the company’s goals, productivity, or
profits?
Ways to Increase Profit and Productivity are as under.
4.15.1 Making Employees Happy
We all know that we seem to have more energy, are less stressed, more creative, more
helpful to others and achieve more when we are happy.
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Yet when it comes to workplaces, the same formula often doesn’t appear to apply. While
keeping customers and clients happy has been a focus of business success for years, ensuring
employee happiness has not always been such a priority.
4.15.2 Build Trust
Trust is at the foundation. At the peak of the pyramid, are the qualities associated with
engagement: self-actualization, creativity and problem-solving. Bridging the gap between these
levels is the key to happy and high performing employees. When employees feel they are trusted
to perform their job functions they have the freedom and confidence to engage creatively and
participate in solving problems, which in turn creates a feeling of value, maximizing their
contribution. And make sure keep any promises you make to them – broken promises will
remove any feelings of trust they may have.
4.15.3 Provide Consistent Feedback
Most people want to know that they are “getting it right”, or at the very least, know how
they can improve to be the best they can be. Providing consistent feedback opens up
communication between employees and managers and the benefits flow both ways – employees
gain a better understanding of where they’re succeeding and what requires more attention;
managers glean insight into office dynamics and daily work flow. But feedback is effective only
when it is delivered objectively and fairly and should be treated as a tool of instruction, not
chastisement or punishment.
4.15.4 Give Employees Respect
New research suggests that overall happiness in life is more related to how much you are
respected and admired by those around you, not to the status that comes from how much money
you have stashed in your bank account. A crucial part of fostering employee engagement is
acknowledging and utilizing the unique skills and qualities a person brings to the table.
4.15.5 Provide Career Growth Opportunities
Employees who are fully engaged and demonstrate the ‘nirvana’ that is job satisfaction
and initiative won’t want to be put in a corner to beaver away on the same tasks day after day. If
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you really want someone to be a productive, contributing member of your team next year and the
year after that, then offering career growth opportunities is a sure-fire way of making that
happen. A few ideas are compensating advanced education, funding attendance at conferences
and participation in internal mentorship programs. Career development enhances employees’
skill sets, which will further enrich your business and it also communicates to employees that
they are important members of the team who are expected to learn new and better ways to meet
goals and objections.
4.16 How do you help a new employee understand the culture of your
organization?
4.16.1 Orientation
The first step to involve employees in the organization culture is orientation. In
orientation process we help our employees to understand our organization culture by
introducing them to our staff, environment of organization, ways to communicate with each
other, to their job nature etc.
4.16.2 Training
The first step to passing along your organizational culture is through training. With an
effective teacher and strong written materials, the employee will immediately find himself
immersed. Your selected trainer should reflect the best qualities of your organization. He
should be able to accurately and effectively begin to pass the culture along to new hires.
Your written material should be equally as strong, written in a tone that highlights the culture
you want to pass along to new recruits.
4.16.3 Example
Perhaps the most effective way to pass along organizational culture is to lead by example.
This mantra should extend through the rank and file to upper management. If you want to
promote a culture of activity in your community, but your managers have no involvement in
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any kind of community outreach, service or activities, it tells lower-level employees that the
culture you are promoting is more of an ideal than a reality.
4.16.4 Guidance
Early on, an employee may understand the culture of your organization, but he may be
unsure of how to embrace it. Talk to your employees about what you expect from them,
especially if it extends beyond their primary duties. If you expect your employees to get
involved in the community, don't just tell them show them. Give them examples of ways they
can contribute that will promote your company]
4.16.5 Incentives
At first, a new employee is not fully invested in promoting organizational culture. Initially, he will
be in a period of adjustment, feeling out his new responsibilities. Providing incentives and rewards
for participating in activities that foster organizational culture will have a two-fold effect. It will
encourage him to better understand the organizational culture while giving him an example of
exactly how it works. He will see that your organization promotes a culture that rewards employees
for their work. Hopefully, he will pass this along to others while remaining in your employ.
4.17 Corporate culture is very important, but it is usually hard to define until one
violates it. What is one thing do here that would be perceived as a violation of
the company’s culture?
"A set of norms and values that are widely shared and strongly held throughout the organization"
Culture was always a vital part of organization success. It revolved around teamwork, integrity, a
spirit of humility, and always doing right by our clients. Think about a firm with a reputation for
impeccable customer-care. Both managers and employees are tempted to save on the effort
necessary to provide the best care. Offering the best effort is costly and the probability of being
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detected is minimal, especially if the shirking is only partial: it is hard to prove that the care was
only slightly subpar. Furthermore, the negative consequences of a reduced reputation will not be
felt right away. One bad episode can hardly destroy a long-standing reputation of excellence.
4.18 How do you encourage creative thinking within your organization?
As the chief executive of a private equity firm I am always on the look-out for the brightest
and most innovative talent. My role has made me become even more aware of the need to be
constantly watching for the best creative talent in the region. Creativity can be a difficult notion
to grasp but it is a key talent that is always found at the heart of any successful company. I would
say that true creativity, along with drive and self-belief, are the defining characteristics of any
successful organization. That is a straightforward definition, but the real difficulty comes in
actually being able to think differently or “out of the box”. It is a very rare and valuable skill to
be able to come up with ideas that are truly original and different to anything currently out there
on the market. Creativity always has to be relevant but it is crucial to the success of any business.
Without originality, businesses have no way of differentiating themselves from their competitors
in the market place. Being different from rivals has become increasingly important in the modern
business environment.
Taking all of this into account, I believe it is vital to encourage staff to think differently and this
can be done in several ways.
i. Give your staff the time and the space to be imaginative and creative.
Apple is a great example of a company which has benefited enormously
from this. Up to a fifth of their working day is given to creative thinking
sessions. Innovation is a key characteristic of the company so it is vital for
Apple to inspire staff and to give them the space to be original.
ii. Constantly question yourself and your working practices. Instead of
sticking with tried and tested methods, business leaders should always be
thinking of alternative approaches when it comes to solving issues and
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problems. Simply posing the question can lead to new ideas and projects,
which opens up valuable income streams.
iii. Encourage people to work in groups. That way, ideas can be shared along
with responsibility and the credit for success. A company which has an
overly competitive and individualistic culture can stifle creativity.
iv. Not every idea is going to be a great idea but it is important not to ridicule
people who are brave enough to think differently from the rest of us. If
people are scared of being mocked then they are going to be reluctant to
step forward with new ideas.
v. Running a business and hitting targets is serious as people’s livelihoods
rely on the success of a company - but the creative process needs to be
fun. If you want to inspire people to think differently then you have to
create the right culture and environment to allow them to do just that.
However it is important to remember that creativity on its own is not enough to guarantee
success. The focus should always remain on how to use innovative thinking to make the
company financially successful. Stick to these rules and there is every chance you will have a
success story on your hands.
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4.19 When faced with two equally-qualified candidates, how do you determine
whom to hire?
Very often in recruitment, you have a situation where you’re faced with the problem of choosing
between two equally-qualified candidates for a particular role. While this is a great position to be in it’s
also an agonizing one. If you make the right decision then great, but if you make the wrong one, it can
have a long-lasting effect on the business. There’s no secret formula to choosing the right candidate, but
there are a few things you can consider when making your decision, and we’ve listed these below.
4.19.1 Think about Company Culture
While a candidate might be perfect for the role on paper, it’s important to consider
whether they would fit in with the company culture. A culture fit is just as important as
qualifications or experience, so getting a good personality match is a vital part of the
recruitment process. Have a look at the sort of employers they’ve worked for in the past, and
if it seems like they have a similar culture to your business then you could be on to a winner.
4.19.2 Consider Their Enthusiasm
One of the best attributes a candidate can have is enthusiasm for their role and the business,
so this could be something to consider when choosing which candidate to hire. Think back to
the interview and what sort of questions each candidate asked about the role. If one was
asking more about benefits and perks while the other was more interested in the training, job
responsibilities and company progression, it’s clear that the latter one is more interested in
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bringing something to the business, while the other is more concerned with what they can get
out of the company.
4.19.3 Assess their Commitment
Another thing to consider when choosing between two qualified candidates is whether
they are in it for the long haul, or if only view this opportunity as a stepping stone onto
bigger and better things. Think about how spoke about their career aspirations in the
interview. If one talked about wanting to grow within the business and identified internal
roles they’d like to work up to, then you know they’ll stick around a while. However if one
candidate talked about wanting to for example set up their own business or move on you
know they are not looking for a permanent role and could leave at any moment.
4.19.4 Trust Your Instinct
Sometimes, no matter how long you spend looking at the pros and cons of two
candidates, you simply can’t choose one over the other. This is the time when you should really
follow your gut and trust your instinct when it comes to who you should hire. Naturally, you’ll
have a feeling that one of them will fit better within the company, or maybe you simply get on
with them better, and it’s okay to follow these instincts because you’re the one that’ll be working
with them.
4.20 What are the most important decisions you make as a leader of your
organization?
As a leader, there is no doubt what your number one priority is: it is to build a high
performing team. Teams accomplish things that individuals simply cannot by themselves.
As a leader, who you hire, the way you facilitate interactions, the way you tear down silos
in politics, and how you build trust within the organization matter more than anything else.
To this end, it is the personnel decisions, the team orchestration decisions, that make the
most impact on your organization. Flawless execution will beat brilliant strategy all day
long. But high performing teams will overcome challenges in strategy, in execution, and in
all parts of the business. Your number one priority as a leader is to build your team. Do not
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abdicate your responsibility in putting that team together. The most important decision you
make as a leader is that which impacts the team and the people within the team.
4.21 What is one characteristic that you believe every leader should possess?
4.21.1 Vision and Better Communication
A vision is a clear mental picture of who you want to become and what you desire to do at a
set time in the future. A vision is the ingredient that launches a leader out of his place of
stagnation and into forward action. A leader with a vision knows precisely what he wants and
makes it clear to those connected to him. Not only does he speak and dream about his vision, he
writes it out in detail, formulates a plan and takes daily action. A leader understands that, without
a vision, he won’t live up to his full potential. An attentive leader understands that
communication gives life to a vision. You cannot get those connected to your leadership to share
in the vision if it is not plainly communicated. If you want others to follow your lead, then
communication is your ally. A good communicator aims to make sure his message is
understood. It does little good for a leader to have a strong vision with specific goals if he has not
easily and effectively conveyed his ideas to the people connected to it. When you communicate
your vision often, you encourage people to participate in the process.
4.22 What are the biggest challenge facing leaders today?
Biggest challenges facing by the today’s leaders are as follows.
4.22.1 Very Fast Change in Technology
The role of the IT department is shifting. In the past, IT departments
were viewed as a back-office function that supported the business.
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Their main responsibility. These days, that’s changing. As technology plays an increasingly
important role on all aspects of business, modern IT departments must permanently shift their
focus from maintenance to innovation. They must move quickly. They must drive business
forward.
4.22.2 Balance Data Accessibility With Security
In the past, data was stored in-house, and locked down. IT
controlled data access. These days, that’s changing. Employee-
owned mobile devices have infiltrated the workplace. We’ve
entered a mobile world, where employees expect data access from
anywhere, on any device. This issue takes center stage for most companies and will become
particularly challenging as the BYOD era evolves to include wearable devices. Beyond the
growing ubiquity of mobile devices in the workplace, it’s the 24/7, always-on work mentality
combined with telecommuting and the constant demand for information that leaves organizations
in a tough spot finding the balance between accessibility and security.
4.22.3 Bridge Skills Gap
This is a common theme among businesses across all industries. A
recent study finds that 93% of businesses face a skills gap. There is a
growing shortfall between the supply of qualified IT professionals and the
demand for modern IT skills. To make matters worse, this problem is growing. As technology
evolution accelerates, finding employees with modern skills becomes even more challenging.
4.23 What is one mistake you witness leaders making more frequently than others?
Why are leaders failing? First, few leaders have had any training. Some leaders just wing it
all their lives with constant staff turnover. Second, today's leaders may lack the diligence to
discern true godly models. And, if found, they may not get the critical mentoring from these busy
leaders. Many pastor-leaders try to copy large-church leaders, thinking that baptisms, buildings,
and budget successes equal leadership. Not necessarily. Many magnetic communicators, only
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observed from a distance, have private tragedies in their families and ministries when seen close-
up. Also ministers often lack basic skills for common leadership demands. There is, lastly, the
confusion over the conflict between secular and leadership values. Adopting many current
business practices with staff people can guarantee tragedy. The Top Four Mistakes are as under.
4.23.1 The Trap of Top-Down Authority Attitudes
People fall into this losing attitude for five basic reasons: It's traditional . . . old
dad did it, the army, and my boss. It's by far the most common model people use. It's the
easiest for it takes little thinking, only threats. It comes naturally, for that is the way we
are. And it certainly reflects the depravity of man. Satan began the problem, and he is
called the deceiver still.
4.23.2 Putting Paper before People
Some signs of a paper-pusher even if he doesn't make lists of lists may be seeing
people as interruptions, preferring to work alone, or being a poor listener. Perhaps his
self-worth is based on accomplishment more than relationships. A few years ago I met an
old professor at the University of Agriculture Fsd. Looking back on his long life of
teaching, he said with a funny twinkle in his eyes: I have always been complaining that
my work was constantly interrupted, until I slowly discovered that my interruptions were
my work. This is the great conversion in life: to recognize and believe that the many
unexpected events are not just disturbing interruptions of our projects, but the way in
which God molds our hearts and prepares us for his return.
4.24 What are few resources you would recommend to someone looking to gain
insight into becoming a better leader?
I suggest that persons who are likely to become a better leader should be hard worker, cool
minded, and should be good resource allocator, disturbance handler, able to motivate
subordinates. Steps to become a better leader are as follows.
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4.24.1 Follow leaders who you look up to
This is sort of like writers following the writers they admire. If you’re following true leaders,
then you’ll have a lot to learn from them in order to become a better leader yourself. Take
Action: Pick out2,3 or even4 leaders who you admire – either for their speaking abilities, their
expertise in a particular industry or niche, their ability to teach others who can learn from their
mistakes and read their articles, follow their speaking engagements and check out their presence
on social media and within online communities. You’ll soon find that leaders have an effective
way of getting out there and being seen and heard.
4.24.2 Practice the things that make you uncomfortable
A lot of you who want to become better leaders probably know exactly what it takes to get
there, but the reason you’re not a better leader right now is that you’re scared of those things.
These things might include becoming a better speaker, building stronger relationships, taking
you out of your comfort zone for travel and other engagements… Guess what? All of these
things will help you become a better leader. Take Action: Start practicing those things that make
you uncomfortable with a mentor or friend. Before you know it, you’ll not only become better at
doing these things, you might actually grow to like them! Anything that makes you
uncomfortable WILL make you stronger after you’ve achieved it.
4.24.3 Tell yourself every day that you’re a leader (and believe it!)
You love staying on the negative side of things, right? You’re not good enough at this, or
strong enough at that. It’s comforting to know these things because it means you can’t fail. How
can you fail at something you’re not even good at in the first place? If you already know you
can’t do it, then it won’t be a surprise when you don’t. To become a leader, you have to believe
that you are a leader, and then start ACTING like one. Take Action: Look at yourself in the
mirror, and tell yourself every day that you are a leader.
4.24.4 Learn something new about your expertise, industry or niche every
day
I don’t care what expertise you have, or what industry or niche you’re in; these days, things
are changing by the minute. In order to maintain your leadership level and your expertise – your
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ability to teach people things that will keep them from making the same mistakes you did – you
need to stay on top of the changes that are happening around you. Take Action: Do keyword
searches for words and phrases that are trending in your business world. Then, find relevant
articles, writers and publications who keep up with the latest and greatest and add them to
your Feely (or whatever platform you use to track your favorite feeds). This way, you’ll be able
to go to a single source for updates relevant to your industry or niche.
4.24.5 Gather resources you use and that you would recommend to others
If you’re being looked at as an authority figure by others, then you better believe you’re the
one those people will be looking to for resources and advice. This is why it’s important to have a
collection of resources that you not only have used and believe in yourself, but that you also feel
strongly about recommending to others. Take Action: Every time you use a new resource or tool,
take notes on your experience with it. Once you have an ongoing list of resources, you can start
to build out a resources page on your site to share with your followers.
4.24.6 Read
In addition to following leaders who you look up to, and learning something new about your
expertise, industry or niche every day, it’s also important to read, read, read. Business books
abound, proven by our list of The Top10 Business Books recommended by today’s top
entrepreneurs, and in every one of these business books you’ll be introduced to new strategies,
new ideas, new resources and new inspiration. Keep the mind at work! Make a list of the top5
business books you want to read, and set a date that you want to have them finished by. Then,
hold yourself accountable to that date.
4.24.7 Build and grow your relationships
Building and growing your relationships will no doubt, 100% help you become a better
leader. The more connected you are, the more people you have to bounce ideas off from and
share feedback with, the better off you’ll be. I can’t think of a single leader who “went at it
alone”. You need support and motivation, those who will hold you accountable and who will act
as a sounding board for feedback and recommendations.
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4.25 What advice would you give someone going into a leadership position for the
first time?
The best advice I can offer someone moving into a management position for the first time is
to listen. As a leader, it’s important to listen to what’s on the minds of your colleagues, clients
and peers to get an idea sense of the goals they are trying to achieve as well as the challenges
they may face. Listening is also crucial to understand getting a sense of what makes people tick,
what motivates them, and what may be keeping them up at night. Here are a few others
important suggestions.
4.25.1 Keep it simple
As a leader it’s critical to have a clear-cut plan and set goals. Keep the goals simple, brief
and achievable. For many of us, having too many goals can be overwhelming and can actually
thwart our efforts to achieve success.
4.25.2 Take ownership
Convey confidence and be sure to communicate the big picture. Don’t assume your team
knows what the picture is take responsibility for keeping them informed on current or changing
goals through periodic updates. Be honest about the headwinds that you may face and share your
thoughts on how to overcome them.
4.25.3 Reward your employees
Adopt an attitude of gratitude. Take care of your team members thank them for a job well
done, pass credit along freely to others and praise in public. Remember to also take responsibility
for failures and don’t ever play the “blame game.” As a leader, you are ultimately responsible for
the results of your team so you need to own both the successes and any potential shortfalls.
4.25.4 Create a transparent work environment
Develop a team environment where people feel comfortable speaking openly and
challenging each other. This starts at the top with you as the leader of the team. Establish a
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positive, harmonious office environment and you’ll reap the rewards of being surrounded by
happy employees who want to work hard, do the right thing and succeed.
5 References
http://www.slideshare.com
http://www.investopedia.com
http://www.engro.com
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6 Group Members
Roll # Name
MBL-15-33 Waqas Akram
MBL-15-08 Muntazir Ali
MBL-15-26 Wajid Ali
MBL-15-13 Muhammad Irfan
MBL-15-06 Sughra Iqbal