global leadership final

GLOBAL MANAGERS

PERSPECTIVES AND CHALLENGES

The World is swiftly moving from an era where Business was the culture to an era where Culture is the Business.

•In work- and in life in general-you need to pay the price of success before you get all the rewards due to you.

•Restaurant is the only place I know of where you get the good stuff first and then you pay the price.

• Just because you haven’t yet received the benefits of positive deeds that doesn’t mean they’re not coming.

INTRODUCTION

•You’ll always reap what you sow. You’ll always get what you deserve.

• A great person in business or artist or scientist, none of them achieved what they did for the money.

INTRODUCTION

INTRODUCTION

•Think of Roosevelt or Mandela, Edison or Einstein or Mahatma Gandhi or Lal Bahadur Shastri. They were not driven by money but were driven by the challenges or purpose.

•Money is important as: - It brings freedom. - It decreases stress. - It allows you to take care of those you love.

•Money is the by-product of standing for the finest within you and doing some Seriously Exceptional Work.

•You know the average life has only nine hundred sixty months or twenty-nine thousand days. It reminds us that the time to step up to real leadership is now.

• You don’t need a title to show some leadership but need to remain only positively reinforced – Positive Attitude.

INTRODUCTION

{ Life is "now"

{ Time to do what you want to do is now

{ Desire to achieve

{ Committment to achieve

{ Capacity to get along with others

{ Clarity in target/goals

POSITIVE ATTITUDE

FAILURE AND SUCCESS

There's no disgrace in saying the first “I failed” which is just a fact of life but you should never say

"I'm a failure" unless you've decided to give up.

• A Failure fails to respond authentically & always afraid of FAILURE.

• Live in past.• Feel sorry for oneself.• Very prompt in shifting the responsibilities and blames

on others.• Has a narrow mindset and myopic view of things.

CHARACTERISTICS OF A FAILURE

Success can be defined as……..

“WORKING SMART, NOT HARD”

SUCCESS

SUCCESSFUL EXECUTIVE

• Enjoys, appreciates, and takes pride in work.• Has a winning attitude.• Is pragmatic and lives in ‘today.’• Knows time management.• Does not believe in chances & probability.• Differentiates facts and views.• Possess high level of Emotional Intelligence.

• Our attitude in our personal life speaks volumes of our performance at work.

• It is both an attitude and a skill to succeed at any level.

• Our best evolves from our heart, not from our eyes.• An emotional response clouds our judgment and

creates guilt.• There is no embarrassment in falling down, but

problem is with not getting up and moving on is LIFE.

POSITIVE ATTITUDE

•Look for goodness in people

•Build a positive Self Esteem

•Avoid Negative Influences

•Work on Continuous Self Development

BUILDING POSITIVE ATTITUDE

FAILURE AND SUCCESS

Core competencies• Leadership

- Open-mindedness

- Adaptability

- Good listening skills

- Good negotiation skills

- Retention and Motivation

COMPETENCE FOR GLOBAL MANAGER

• Emotional Intelligence and Interpersonal Skills-Building emotional intelligence and improving emotional quotient

-Good at taking diverse viewpoints

- Relating well with people

- Building relationships quickly, generating collaborations.

- Ability to work with cross functional teams

- Humility to learn and adapt

• Culture and Relationship- Sensitive to ones own culture and also to other’s culture


Specific competencies

• Domain expertise• Knowledge management• Developing organizational strategies and

structure• Managing Global information system


LEADERSHIP

No creature can fly with just one wing

• Gifted leadership occurs where heart & head - feelings and thought - meet

LEADERSHIP

• Leaders shape the future and make it happen.• They are the role models for values, ethics and

inspiring trust at all levels and at all times.• They develop mission, vision, values and ethics.• They reinforce a culture of innovation, excellence

and involvement.• They ensure that organization is flexible and

manages change effectively.

CORE COMPETENCY

• Seizing the opportunities for tomorrow.

• Raising the aspirations of followers.

• Dreaming the impossible and helping followers

to achieve.

• Making people believe in themselves.

• Making people achieve miracles.

LEADERSHIP CALLS FOR -

Leadership is Action,Not Position.

Leadership is showing the way by one’s own example.

The very essence of

leadership is that you have

to have Vision.

If your actions inspire

others to dream more,

learn more and do more,

you are a leader.

-- John Quincy Adams

If you lead the people with correctness, who will dare not to

be correct.

All his lifetime, Shastri ji was known for honesty and humility.

His simple lifestyle was reflective of his higher state of mind and the

unsurpassed spirit of self-sacrifice.

Shastriji propagated -

Jai Jawan, Jai Kisan

Hail the soldier, Hail the farmer

If one person gives up one meal in a day, some

other person gets his only meal of the day

EMOTIONAL INTELLIGENCE

“Emotional Intelligence Sets Apart

Good Leaders”


Emotional intelligence is the ability

to sense, understand and effectively

apply the power and acumen of

Emotions.

Emotional Intelligence

It is with the heart that one sees rightly. What is essential is invisible to

the eye.

The problem is not with emotionality but with the appropriateness of emotions and its expression.

The challenge is to manage our emotional life with intelligence.

Executive EQ

• With high IQ you get hired; with a high IQ you get promoted, with high IQ you can handle daily work routine. With high EQ, you can thrive during times of change.

• With high IQ, you can be an efficient professional manager. With high EQ you become a Great Leader.

• Emotional Intelligence motivates us to pursue our unique potential and purpose.

• Emotions are inherently neither positive nor negative rather emotions are a source of human energy, authenticity and drive.

• Emotions keep you honest, with yourself, shapes trusting relationships, provide an inner compass for your life.


EMOTIONAL INTELLIGENCE & INTELLIGENCE QUOTIENT

• IQ offers little to explain the different destines of people with roughly equal promises, schooling, and opportunity.

• 95 Harvard students from classes of 1940s were followed into middle age. It was found that the men with the highest test scores in college were not particularly successful compared to their lower-scoring peers in terms of salary, productivity, or status in their own field. They also did not have the greatest life satisfaction nor high levels of happiness with friendships, family and romantic relationship.

BASIC EMOTIONS

• Joy

• Surprise

• Sadness

• Anger

• Disgust

• Fear

HANDLING RELATIONSHIPS

• The art of relationship is mostly the skill of managing emotions in others.

• These are the abilities that enhance popularity, leadership, and interpersonal effectiveness.

• People who excel in these skills do well at anything that involves interacting with others and are social stars

EI ADDS VALUE

• Helps not to run people down• Assists to build up relations gradually• Prompts to empathize

EI is Sensitive to the Motivation of Others

• Develops emotional bondage with people• Count on People and trust them• Respect others convictions and opinions

Managing one’s own Emotions

EI is like a smoke alarm--we’re not good at influencing whether a

particular emotion will arise. EI tells us something is arising.

CULTURE

•It creates distinction between one organization & the other.•It conveys a sense of identity for organization members.•It facilitates the generation of commitments to something larger than one’s individual self-interest.•It enhances the stability of the social system.

WHAT DOES CULTURE DO

Potential dysfunctional aspects of culture

• Barriers to change• Barriers of diversity• Barriers to acquisitions

CULTURE AS LIABILITY

A new organizational culture must be

developed to overcome barriers to change

and renew - an attitude of commitment

and cooperation.

Spirituality

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Create and maintain dynamic, performance-driven culture

NAPINO CULTURE

MISSION

“Our mission is to continuously strengthen and upgrade our

manufacturing processes, quality systems and people competencies to achieve our

Vision.”

Empowerment & delegation

Listening ability & willingness

Honoring commitment,

accepting mistakes

Harmony & Co-operation

Openness

CORE VALUES WITHIN OUR MISSION

Napino core values are:

•Openness,

•Empowerment & delegation,

•Listening ability & willingness,

•Honoring commitment,

•Harmony & Co-operation.

CORE VALUES OF NAPINO

•Promotes high morale, peak performance and high productivity.

•To bring about a change of work culture, Managers must introspect, create and communicate the vision, elicit the desired response and empower people.

POSITIVE WORK CULTURE

LEADERSHIP ACROSS CULTURES

• Leader is a people’s person, endowed with the gift of the gab and a personality that helps him adapt to different cultures in different countries.

• Americans have a direct, informal and a conversational approach and the Japanese a more indirect and formal style when it comes to business communication.

• Germans, it’s best to wow them with theoretical concepts and Americans they’re happy with straight statements and anecdotal examples.


•In some companies, cultural understanding is a requirement for all team leaders.

• In a global world, cross- cultural training is something that companies cannot do without.

•Most European managers tend to reflect more participative and democratic attitudes – but not in every country.

•Organizational level, company size, and age seem to greatly influence attitudes toward leadership.


• Japan is well known for its paternalistic approach to leadership

• Japanese culture promotes a high safety or security need, which is present among home country–based employees as well as MNC expatriates

• Japanese managers have much greater belief in the capacity of subordinates for leadership and initiative

• Younger U.S. managers appear to express more democratic attitudes than their older counterparts on all four leadership dimensions


• Cultural Orientation IndicatorIt helps us to understand work style preferences across

human dimensions. • TimeHow individuals perceive time, view action and interaction. • Communication Individuals are direct or indirect, formal or informal in their

communication style. • Space Certain cultures have a closely guarded private and public

space approach.• Power Western cultures usually value equality while Asian cultures

are associated with hierarchy.

• Competitiveness In some cultures the emphasis is on cooperating with others

while in others competition drives people to get ahead.• Structure How cultures approach change or are pre-disposed to

flexibility.• Thinking • Some cultures prefer anecdotal examples while others

favour theoretical concepts.

• Different Indian companies have different approaches when

it comes to meeting the challenge of sending their employees to work in a new, multi-cultural environment.

global leadership final

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