learninig to lead- warren bennis
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LEARNING TO LEAD -WARREN BENNIS AND-JOAN GOLDSMITH
Presented to Prof. Rajesh Kamat
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Rizvi Institute of ManagementStudies & Research
Name RaghavendraN.Paradkar
Course MMS 2013-15Division B
Roll No. M075
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Contents
1) Leadership for successful future2) Reinventing Yourself3) Leadership Crisis4) Knowing Yourself5) Vision6) Trust and Integrity7) Action
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Chp 1
Leadership for asuccessful future
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LEADERSHIP
Ambition
Competence
Integrity
Leadership = fn (Ambition, Competence,Integrity)
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Ambition
Integrity Competence
Result
YES NO YESSelf serving LeaderPersonal power > VisionSelf Interest > Goodness ofwhole
YES YES NOWell meaning LeaderUnable to make anythinghappenTakes every one down
NO YES YESGood workerDoes not challenge status quoDoes not open new grounds
YES YES YESTrue LeaderEthical VisionPower to make vision a Reality
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True Leaders Traits
Trust worthyGenerate shared valuesGoals and VisionObjectives
People look upon him for present & futureResists fantasies of omnipotence & addiction
to powerOpen mind for serendipity
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How organizations institutionalizeHonesty?
Executive feedbackEncourage peers and sub-ordinates
Anonymous suggestion boxesTrust-worthy environment consists of :
Freedom to voice dissentReward for Disagreement
Innovation & Failure tolerance
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Trust
Competency Congrui
ty
ConstancyCar ing
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The Buried Treasure
True leader handle failure easilyNo fear of failureFailure Mistake
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Leaders Vs Managers
LEADERS MANAGERS
Conquer context Surrender to problems
Investigates reality Adopts truth without investigatingfacts
Do the right things Do things rightlyEffectiveness Efficiency
Why and what How
Trust, Innovative , Initiative Systematic, Control, Procedural,Policy
Creative, Adoptive, Agile Blind Loyalty, Copying, Manage statusquo
Horizon + Bottom line Bottom line
Pull people Push people
Organizations need them toIDENTIFY the goals
Organizations need them toACCOMPLISH the goals
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Chp 2
Reinventing Yourself asa Leader
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Each of us can make a leader out of ourselvesOriginals, never copyLeadership styles may varyThere is no one specific wayDifferent starting points, different learningcurves, and different questions
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John Gardner says :-I d i sc ov ered m y leadersh ip du r ing WW 2.
I had n ever tho ug ht I w ou ld b e a leader un t i lm i li tary s up er io r s o u t r e spo ns ib i l i ty o n m e.
Roles and t al en t s co nverge to p rod uc egr eatness . Som e qual i t ies are w ait ing for
l if e to pu l l ou t o f y ou
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LDP dont go in depth of skills, are a quick fixtypes.One-minute-manager & MicrowaveovenTheoryLeadership process= day-by day, selfexamination, introspection, soul-searching
honestyLearn from mistakes, failures, wrong turns
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Continuous growth throughout lifeLate bloomers examples:-Mahatma Gandhi, Nelson Mandela, CharlesDarwin etcNever Late. Start NOW
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Your Inner Voice
Capacity > every one has but many dontCHOOSE to!Norman Lear- T.V writer and producer says:- f ind ou t w ho you ar e? Ane be it. Dontloo se yo urs el f . To be ou rse l f >> mo std i ff icu l t
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Norman Lears 4 steps to of SelfDevelopment1) Become self expressive2) Listen to your inner voice3) Learn from right mentors4) Give yourself to guiding vision
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Ralph Waldo Emersons essay
Listen to your inner voice in spite of itcontradicting others.Inner voice is the must purest and divine thingwithin youIf we forgo inner voice someone else willspeak to you in alien terminologies
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Reflections
Ideas + Feelings + EmotionsDiscover emotional realitiesDiscover our pattern of behaviourReflect our past and presentFor egs.Dream, write in diaries, talk to friends, 3 rd eyeview, feedback
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Personal Values
1. Clear communication2. Ethical practices3. Diversifying the Workforce4. Recognition5. Participatory empowerment6. Commitment
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Goal Setting
Short term GoalsLong term GoalsDate of completionClarify direction, progress & commitmentRevise
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Leadership in a Team
Common GoalsShare, divide and ruleGet feedback, give feedback
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Chp 3Leadership Crisis
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3 reasons why we need a Leaderi. Effectiveness of Organizationii. Sense of Vision, Goals, Directionsiii. Integrity of the Organization
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Reasons for Crisis
CynicismPublic mistrust
Age of VulnerabilitySurvival of the FittestParasitic EntrepreneursPervasive Unconscious Conspiracy
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Leader 2020
1. Will he resemble megamergers like GE,VIACOM, INTEL??
2. Will he be a small player?3. Or will he be a hybrid typesInterdependent Vs Independent
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Growing Disparities
Income differences of average CEOs Vsaverage Worker$419 : $190% stocks = 10% populationTop 1% population = 51.4% stocksEducation disparities
Family services disparities
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Demographic changes
High life expectancyHigh health consciousness50% retired lot still voluntarily worksWorking years = 38/76 yrs >>2010Working years = 50/68 yrs >>2020Retired Vs Earners disparity4/10 quits job in 3 years
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Quit rate 2010 = 14.5%Quit rate 2000 = 3%Hyper-competitionInternet volatilityTurbo charged GlobalismTrillion-$ M&A
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Gary Hamel says:-Are we learning as fast as we are changing
Desired Reality
Sustainable Electronic Castle
Maintain Pace Ego-centricity
Balance Priority Work from home
Build Meaning cocooning
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Leadership Myths
1. Leadership is a rare skill2. Leaders are Born, not Made3. Leaders are Charismatic4. Leadership exists only at top level5. Leaders controls, directs, manipulate
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Chp 4Knowing Yourself
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LeadersKnow their abilityPositive self regards
Know their talentContribute to organization
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KNOWING YOURSELF
Self reflection
Reflective feedback
Open to learning
Integrity
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Shifting leadership paradigm
ParadigmA fram ew ork thro ug h wh ich w e see theexper ience
Examples1. Earth rotates around sun- Galileo2. Womens acceptance in government, religion,
business3. Voting rights for all blacks
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Lists of Paradigms
1. Leaders are more qualified than Me2. Good management makes good organization3. Failures = Unacceptable4. Leaders forecasts future
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FAILURES - The springboard ofhope
Determining and differentiating quality of aleaderMistake i s jus t ano ther way of d o in g ath ing Creativity, Innovation based of learning fromfailure
examples = Karl Wallenda- tightrope aerialist
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Patterns of Failure
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Chp 5
Creating & CommunicatingVision
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Creating and communicating a visionPassion + Dedication = VisionIntensity + Determination = MagnetVision oriented leaders >> Goal orientedleadersDay-dream into reality
Focus
Passionate commitment to
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Passionate commitment tovision
Sense of unityTeam ~ CoachCEO ~ Employee
EmpathyMetaphor
know -why before know -how
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Importance of Vision
Vision > Mission; GoalsVision = Imaginable, Substance, Form, Color
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Criteria For Vision
Heart and SpiritConcerns & Needs
AccessProvide meaningCloudy or Grand ?
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Chp 6
Maintaining TrustThrough Integrity
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Trust = fragile as china clay
Leaders should walk their talk
(Empathy) (Sympathy) = Null set
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Support through Empathy
Empathy is basic ingredient of VisionIncreases Courage
Wrong usage of empathy
Scaring Obligation
Guilt Intimidation
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Practice Empathy
Listen to elses problems Correct himGive realistic feedbackQuestion themUnderstand their Point of View
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Trust through Consistency
Disarray in :-Corporate
Unethical audits
Church HierarchyHide sexual assaults
GovernmentScams, frauds
NGOs Fund misuse
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Chp 7
Realizing IntentionsThrough Action
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Self Assessment
1. Master the context2. Know thyself3. Create vision for future4. Communicate with meaning5. Maintain trust6. Realize Intentions with action
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Formulate Intentions
Ability to make things happen All actions are predicated on having anintention
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The Alternate Path
Radiologist >> aspired to be jazz singer>>now writes jazz songs
Aspired to be footballer >> fast, smart>>Under weight >> now coaches team
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Self Assessing Questions
What drives me?What satisfies me?What are my values?What are my priorities?Degree of freedom about meDegree of freedom of organization
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Goal Setting
1. 1 year forecast2. Means to reach it3. Milestones in the way4. Measurable and identifiable5. Vision supportive
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Strategic Thinking
Leader strategic thinker Solution to problemStarting point >> ending pointStrategy
Strategy
Altering Connecting Compromising Revising Imaging
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Strategy
Altering Connecting Compromising
Revising
Imagin
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