THE

GREAT
WAY
101 Shortcuts To Become
A Great Character
Vol. 1
 Tri Junarso
• Born in 8 June 1965
• Senior Manager in PT South Pacific Viscose, a manufacturing
company of Lenzing Group, Austria.
• Public Speaker (Talk Show: The Great Way in Jatiluhur TV)
• Has written four books in between 2006 up to 2008, includes:

i. 2006, Comprehensive Approach to Corporate Governance, USA

ii. 2007, 7th Principle of Success, Canada
iii. 2008, Leadership Greatness, USA
iv.2008, How To Become A Highly Effective Leader, USA

THE
GREAT WAY
101 Shortcuts To Become
A Great Character
Vol. 1
 The Great Way: 101 Shortcuts to Become A Great Character

THE

GREAT WAY

101 Shortcuts To Become

A Great Character
ii
 THE
GREAT WAY
101 Shortcuts To Become
A Great Character

Tri Junarso

iii
 THE
GREAT WAY
101 Shortcuts To Become A Great Character

Copyright © 2008 by Tri Junarso

All rights reserved. No part of this book may be used or reproduced by any
means, graphic, electronic, or mechanical, including photocopying, recording,
taping or by any information storage retrieval system without the written
permission of the publisher except in the case of brief quotations embodied in
critical articles and reviews.

Published by SM@ART
Jl. Industri 63 Purwakarta, West Java, Indonesia
Contact: management.smart@gmail.com

iv
 ACKNOWLEDGEMENT

This book is dedicated to The Audience of The Great Way, a television

program of Jatiluhur TV.
The Author understands there will be errors, misspellings, or omissions. For
the time being it is the best the Author could do. If you find any error, please
do not hesitate to let us know so that we can improve this book performance in
future.
The Author would also like to thank the many people who have supported, and
helped with this book, especially my family, my wife, and my colleagues.

v
 CONTENTS
ACKNOWLEDGEMENT v
INTRODUCTION 1
1st: LEADERSHIP 7
The Seven Golden Rules of Leadership 9
Six Leadership Passages 10
The 5C’s of Leadership 11
Principles of Leadership 11
The “Be, Know, Do” Model of Leader 13
The Seven Demands of Leadership 14
The Top 10 Ways To Strengthen Your Self-Leadership 14
10 Recommendations Toward Effective Leadership 15
Definition Of A Leader 17
2nd: LEADER AND MANAGER 19
Boss-Managers Versus Lead-Managers 22
Leadership And Management 23
3rd : SUCCESSFUL ENTREPRENEURS AND BUSINESS LEADERS 28
Nine Characteristic of Successful Entrepreneurs 31
Entrepreneurial Leadership 32
A Winning Business Attitude 34
4th : LEADER’S ATTITUDE 36
Behavior 39
The Leader Who Responds Negatively 40
The Leader Who Responds Positively 41
The Fred Factor – Factors To Make Difference 41
Top 10 Saying Of Ineffective Leaders 42
Key Attitude Adjustments 42
Ten Habits of Incompetent Managers 44
Un-Ethical Behavior Of A Leader 45
Wisdom In Leadership 46
Learning Leaders 47
5th : ORGANIZATION 49

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 The Fifth Discipline of the Learning Organization 53
Ten Essential Elements To Achieving Organizational Greatness 55
Characteristics Of Admired Organizations 37
Calculating the Value of a Great Leader 37
The Leadership Culture Measurement 38
The Effects Of Conflict And Consensus 61
The Case for Succession Planning 62
Problem-Solving Style 63
Five Key Sub-Tasks Involved In Problem Solving 63
General Ground Rules For Brainstorming 65
Rules To Successful Brainstorming 66
Effective Brainstorming 67
Methods Of Decision Making 68
6th : WORK ETHICS 70
Top 10 Ways to Be Happy at Work 70
5 Keys To Credibility 71
7 Ways You Can Grow The Action Habit 72
Think Win-Win 73
Courage 74
The 8 Trust Me Principles 75
Tips to Anticipate Strike 76
“Or – And” Phenomena 76
Personal Trustworthiness 77
Three Aspects of Character 77
Three Aspects of Competence 78
The 7 Levels of Initiative 78
The Seven Ingredients Of Maturity 79
Strategies for Getting Tougher Mentally 80
Win at Work 82
Qualities of Good Problem Solvers 82
Guidelines To Improve Staff Spirit 83
Deal With An Individual Who Resists Doing Something Differently 84
9 Attitudes of Highly Creative People 85
Techniques For Innovation 86
Hands Free Leave 86
Prioritization 87
The Top 10 Work Values Employers Look For 87
Reference 90
vii
 INTRODUCTION

Character
Character sets the foundation for leadership. The main
ingredient of good leadership is good character. Behavior is
an indication of one’s character. This behavior can be strong
or weak, good or bad. A person with strong character shows
drive, energy, determination, self-discipline, willpower, and
nerve. She sees what she wants and goes after it. She
attracts followers.
Character is the core foundation on which individual
leadership is based. Character refers to self-concepts and
individual differences in goals and values, which influence
choices, intentions, the meaning and salience of what is
experienced in life.
Differences in character are moderately influenced by socio-
cultural learning and maturity throughout life. Principle of
character recognition is defined by what you do, not what you
say or believe. Every choice you make helps define the kind
of person you are choosing to be.
Good character requires doing the right thing, even when it is
costly or risky. You don't have to take the worst behavior of
others as a standard for yourself. You can choose to be better
than that. What you do matters, and one person can make a
big difference. The payoff for having good character is that it
makes you a better person and it makes the world a better
place

1
Character is made, not born. It is a springboard from which all
we do and say in life comes. Character is moral order seen
through the medium of an individual nature. Each individual
brings to bear on his or her life the formative forces of
perseverance, hope, compassion and creativity.
Character is what you are. Character is formed by a variety of
minute circumstances, more or less under the regulation and
control of the individual; not a day passes without its
discipline, whether for good or for evil. Character is
undergoing constant change, for better or for worse either
being elevated on the one hand or degraded on the other.
Character may bask in the limelight, surrounded by enormous
popular acclaim, or he or she may labor lifelong in the
shadows, hailed only by those whose lives they immediately
touch.
Character equals integrity that means you always do what is
right; even when no one is watching you. It means that fear
and guilt are all but eliminated from your life because you
have nothing to hide and nothing to hold you back from
achieving success
The individual who has character is the potentially to
accomplish at a far greater level; has fully absorbed and
assimilated the present social environment and its
conventions and ideas; has taken these a step further by
personalizing, individualizing them with his own values,
attitudes, and energies. A person of character shows
a. Know the difference between right and wrong -
Promote to do what is right - solve moral dilemmas;
morality of believing that there are real and objective
standards of behavior, that there are such things as

2
 virtues, and such things as vices; that certain things
are unarguably good, and others unarguably bad
b. Set a good example for everyone - Use wisdom and
good judgment; and be positive; have faith in vision;
excited, enthusiastic, and confident that his dreams
can be accomplished; committed to excellence and
continuous improvement; tolerate failure - learn from
failure, realize not everything goes right; believe
passionately in teamwork - discourage rivalry,
interpersonal conflict, and competition between
groups
The best sort of character, however, can not be formed
without effort. It needs exercise of self watchfulness, self
discipline, and self-control.
Character is not the richest in means, but in spirit; not the
greatest in worldly position, but in true honor; not the most
intellectual, but the most virtuous; not the most powerful and
influential, but the most truthful, upright and honest; exhibits
itself in conduct, guided and inspired by principle, integrity,
and practical wisdom. Your characters will become symbolic
if:
a. Show your quality: Great quality doesn't come easy.
It takes commitment. Leaders with the necessary
leadership skills, trust of their colleagues, and the
right attitude, overcome most challenges and get
things done.
b. Have dominant traits: Know how to embody the traits
that a leader must embody to be effective, and how
to perform the functions that a leader must perform to
be effective.

3
A person of character is characterized by attributes which
include trustworthiness, respect, responsibility, fairness,
caring, and citizenship.
A leader walks his/her talk and does what he/she says he/she
will do; treating members of group or team fairly and
consistently within the values he/she articulates. It means
he/she must be sensitive to what he/she says and makes
commitments to, so that there is no disconnect between what
he/she says and does.
Effective leaders are people of sound character. The
character and living out of a set of principles grounds us and
gives us stability. Our character is basically a combination of
our habits. This will be an attempt to identify and establish the
habits that, when combined with strong character, will
produce highly effective people.
Habits express our character and produce our effectiveness.
Leaders increase effectiveness and productivity by focusing
on the things most important to the organization.

Personality
Some persons believe that great leaders are born. Yes, it
may be true, some people have are born with natural talents.
Leaders are continually working on themselves and studying
for self improvement of their natural talents. The integration of
character and temperament reflects one’s personality. The
temperament of any person depends on
a. How he/she feels moved to action whenever
something impresses him/her - Quickly and
vehemently excited, or only slowly and superficially

4
 b. How he/she reacts, when he/she is praised or
rebuked or offended, when he/she feels sympathy for
or aversion against somebody - act at once, quickly,
in order to oppose the impression; or does he/she
feel more inclined to remain calm and to wait
c. How he/she act if in a storm, or in a dark forest, or on
a dark night the thought of imminent danger comes to
him/her - the excitement of the soul last for a long
time or only for a moment; impression continue, so
that at the recollection of such impression the
excitement is renewed; he/she conquer such
excitement speedily and easily, so that the
remembrance of it does not produce a new
excitement.
A highly effective leader has strong personality. Personality
plays a key role, principally in making it harder or easier for a
particular individual to learn the key leader behaviors.
If you have the right personality traits without the resulting
behaviors, you'll see no improvement in leadership
effectiveness; but if you do the right behaviors, even if you
don't have the best personality traits, you'll be a long way
along the road to leadership effectiveness.
Personality is that peculiar, incalculable thing that distinct us
from everyone else. Each human being is known for its
personality. Our personality is what we show to others; which
reflects our inner character and temperament. Our
temperament is a combination of traits, as we were born with
and that subconsciously affects our behavior.
Personality plays a key role, principally in making it harder or
easier for a particular individual to learn the key leader
behaviors. If you have the right personality traits without the

5
resulting behaviors, you'll see no improvement in leadership
effectiveness; but if you do the right behaviors, even if you
don't have the best personality traits, you'll be a long way
along the road to leadership effectiveness.
To be a leader, you must be able to influence others to
achieve organization goals. Leadership is not about personal
power. It is not about harassing persons or managing them
using fear factors. It is about encouraging others towards the
goal of the organization. It is helping everyone in the business
to see the big picture of the organization.
You must be a leader, a respected personality but never a
boss. Leader’s personality is about who you are, what you
know, and what you do.
The personality is not about what you make others work on.
Personality embraces your moods, attitudes, opinions,
motivations, and style of thinking, perceiving, speaking, and
acting. An individual's personality is a combination of lifetime
experiences as well as genetic characteristics.
Personality is an indelible characteristic and results in a
pattern of predictable behavior. You can not be a leader and
unless you have right judgment, you must be able to
determine situations, weigh the decision, and actively seek
out for a solution. Good decision-making is vital to the
successfulness of your personality and organization.
Effective leadership is the foundation for creating value within
the organization. To achieve success, you must be able to
cultivate highly effective leaders throughout the organization.

6
 1st
LEADERSHIP

Leadership demonstrates the ability to draw others into the

active pursuit of the strategic goals of the organization. This
ability energizes faculty to take the organization to greater
heights of achievement.
When you are step ahead against others, you are a leader.
Leadership is not a role or a position. You can lead others
from any role. Leadership is occasional initiatives that
influence others. If you have the desire and willpower, you
can become a leader.
Leadership unleashes energy, sets the vision so we do the
right thing. Leaders developed through a never ending
process of self-study, education, training, and experience. But
on other hand, the skills of a manager facilitate the work of an
organization because they ensure that what is done is in
accord with the organization's rules and regulations.
Management controls, arranges, does things right. Manager
needs to make the best use of all resources to achieve an
existing direction. Managers are people who do things right
and leaders are people who do the right thing.
Management involves planning, organizing, staffing, directing,
and controlling, and it is job oriented to the extent that people
are viewed merely as instruments to accomplish jobs.
Managerial motivators are money, prestige, promotions, and
other material rewards. Leadership involves natural and
7
learned abilities, personal skills, and characteristics that
inspire responsible subordinate actions through interpersonal
relationships.
Management is the activity that allocates and uses resources
to achieve organizational goals. Managers are more
interested in efficiency, current issues and doing things right.
On the other hand, leadership is the art of influencing people
to accomplish an organization's purpose. Leaders are more
concerned with effectiveness, foresight and innovation while
doing the right things.
Management is about arranging and telling. Leadership is
about nurturing and enhancing.

One key difference is that a manager's authority derives from

the organization while a leader's authority comes from the
followers.

People do as a manager says because the organization has

given the manager the authority to speak and act on behalf of
the organization. If employees wish to remain in the
organization, they must respect the manager's authority.
Employees may not respect the manager, but they do respect
the authority the manager has been given.
Followers follow the direction of leaders by choice. The leader
remains in the lead role only as long as followers choose to
follow. Followers can revoke a leader's authority by
withdrawing their consent to follow. A consideration of
authority leads to a discussion of power.
Managers tend to use power derived from their position and
their control of rewards and punishments. Positional or
legitimate power derives from the manager's position in the
organization.

8
The Seven Golden Rules of Leadership
1. Everyone’s time is valuable. Use other people’s time
as you would use your own. Most people waste time
in a hierarchical direction. Meaning, we “waste
down.” We rarely “waste up.” Meaning we don’t
waste the boss’s time.
2. No temper tantrums. If you have mastered courtesy
— made it part of who and what you are — you are
more than half way to being an effective leader. But,
if you’re bold, courageous, dynamic and visionary
with great skills and wouldn’t know courtesy from
cotton candy, then you’ll never be a truly great
leader.
3. Get to the point! The content of what we
communicate, whether in writing or on our feet,
should get across what’s on our minds in a way our
audience can grasp. If you can’t make a point in one
sentence and then summarize it in five words or less,
you better go think about it some more.
4. Be candid. Convert opportunities to cash and
problems to solutions. Display real amazing news,
not only ‘happy talk’.
5. Just say thank you. And mean it. We are not the
whole show. The show is you and a whole lot of other
people. If you want them to be excited, passionate
and committed, and keep it up for the long haul, then
say thank you — lots and lots!
6. Integrity is everything. No body wants to work with
you if you don’t have it. Be honest and faithful.
7. Aware. If you don’t know, who does? It is the leader’s
quintessential role. Nobody else can do it. If you lead
well, then the most potent of those gifts will be the
one you’ve created — a winning team that believes
you’re worth following.

9
Six Leadership Passages
1. From Managing Self to Managing Others - Contribute
by doing the assigned work within given time frames
and in ways that meet objectives. By sharpening and
broadening their individual skills, they make
increased contributions and are then considered
"promotable" by organizations.
2. From Managing Others to Managing Managers - Able
to identify value-based resistance to managerial
work; select and develop the people who will
eventually become the company's leaders. Coaching
is essential.
3. From Managing Managers to Functional Manager -
Manage some areas that are outside their own
experiences. They require an increase in managerial
maturity - thinking and acting like a leader. His/her
leadership entails creating functional strategy that
enables them to do something better than the
competition
4. From Functional Manager to Business Manager - The
most satisfying as well as the most challenging of a
manager's career and it's mission-critical in
organizations. They should be able to see a clear link
between their efforts and marketplace results.
5. From Business Manager to Group Manager - If
he/she can run one business successfully, he/she
can do the same with two or more businesses. CEOs
usually undertake a group manager's responsibilities.
6. From Group Manager to Enterprise Manager - Much
more focus on values than skills, reinvent their self-

10
 concept, and be long-term, visionary thinkers. This
new leadership role often requires well-developed
external sensitivity, an ability to manage external
constituencies, sense significant external shifts, and
do something about them proactively (rather than
reactively). CEOs value this outward-looking
perspective.

The 5C’s of Leadership

1. Character: Internal makeup, your personal DNA. To
develop a stronger sense of character, get to know
yourself—assess, evaluate and correct.
2. Capacity: Mental ability to conceive or perceive.
Internalize and lead a concept until it is expressed
through your vision.
3. Credibility: Personal integrity, a mirror of your actions
as opposed to words.
4. Courage: The inner strength required to overcome
obstacles and move…toward your vision.
5. Communication: The ability to translate your vision
into actions.

Principles of Leadership
1. Self-improvement - In order to know yourself, you
have to understand your ‘be, know, and do’
attributes. Seeking self-improvement means
continually strengthening your attributes. This can be
accomplished through self-study, formal classes,
reflection, and interacting with others.

11
2. Be technically proficient - As a leader, you must know
your job and have a solid familiarity with your
employees' tasks.
3. Take responsibility - Search for ways to guide your
organization to new heights. And when things go
wrong, they always do sooner or later -- do not blame
others. Analyze the situation, take corrective action,
and move on to the next challenge.
4. Sound and timely decisions - Use good problem
solving, decision making, and planning tools.
5. Set the example - Be a good role model for your
employees. They must not only hear what they are
expected to do, but also see. We must become the
change we want to see
6. Know your people - Know human nature and the
importance of sincerely caring for your workers.
7. Communication - Keep your workers informed. Know
how to communicate with not only them, but also
seniors and other key people.
8. Develop a sense of responsibility in your workers -
Help to develop good character traits that will help
them carry out their professional responsibilities.
9. Tasks are understood, supervised, and accomplished
- Communication is the key to this responsibility.
10. Train as a team - Although many so called leaders
call their organization, department, section, etc. a
team; they are not really teams...they are just a group
of people doing their jobs.

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 11. Use the full capabilities of your organization - By
developing a team spirit, you will be able to employ
your organization, department, section, etc. to its
fullest capabilities.

The “Be, Know, Do” Model of Leader

Effective leader development must focus on the leader’s
character and values (”Be”), his/her competencies (”Know”),
and his/her decisions and actions (”Do”); which includes:
1. “Be” - Character First! - stresses adherence to
organizationally-shared values that bind together all
members of the organization
2. “Know” - Know What and Know How!
a. Interpersonal skills (communication, coaching,
teaching, counseling, motivating and empowering).
b. Conceptual skills (critical reasoning, creative thinking,
ethical reasoning, and reflective thinking).
c. Technical skills (skills with equipment and systems).
d. Tactical skills (combat, and survival).
3. “Do” - Acting Well!
a. Influencing (making decisions, communicating those
decisions, and motivating people).
b. Operating (accomplishing the mission through
planning, executing, and assessing).
c. Improving (developing subordinates, building teams
and creating learning opportunities and self-
improvement).

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The Seven Demands of Leadership
1. Visioning - able to look out, across, and beyond the
organization. They have a talent for seeing and
creating the future.
2. Maximizing values - highlighting what is important
about work, make clear what is important to them in
life, and clarify how their own values
3. Challenging Experiences - able to challenge their
teams to achieve significant work goals
4. Mentoring - have a close relationship either with their
manager or someone in the best position to advise
them
5. Building a Constituency - create rapport at many
levels across their organization and beyond
6. Making Sense of Experience - experience is to be
cherished and absorbed
7. Knowing self - have an acute sense of their own
strengths and weakness; know who they are – and
who they are not

The Top 10 Ways To Strengthen Your Self-

Leadership
1. Clarify your purpose – Display the base of your
personal foundation and defines your reason for
living
2. Use Your Gifts -- and Use Them with Discipline -
Talent without discipline is like an octopus on roller
skates

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 3. Reflect & Forward Your Life - Step back and learn
from what life is revealing to you
4. Serve Others - Self-Leaders are servant leaders; they
understand the power that is generated from serving
others
5. Pull Up The Stake - Reach our true potential, never
give up
6. Make the present perfect - Recognize that the past is
gone and they have no control over the future. Living
in the now --or present-- is healthy and more
productive
7. Listen , listen, listen - Listen for what people say,
what they don't say, and what they would like to say
but don't know how to put into words.
8. Be 100% Honest--when speaking with others -
Develop the ability to give unconditionally and
constructive feedback.
9. Stop Tolerating - Make decision to do one of 3 things:
1. eliminate it; 2. reframe how you view it; or 3.
respond to it. Until you handle your tolerations, no
significant changes can happen.
10. Take Calculated Risks & Focus On Success - Self-
Leaders are risk takers. They focus on succeeding
rather than on not failing.

10 Recommendations Toward Effective

Leadership
1. Follow procedures and adhere to policies: Effective
leaders are essentially good followers. They

15
 understand that they are accountable to those in
authority.
2. Submit to the authority of others: the recognition that
we are all under the authority of someone, whether it
is a supervisor, director, president, board of
governors, or whomever else.
3. Take risks. Leaders need to step outside the box, to
be innovative. Taking a risk is frightening, but such
behavior can be invaluable, benefiting the entire
group.
4. Commitment: Commit to using his or her ability to
lead others, perform technical skills, and
conceptualize situations, thus helping to ensure goal
achievement.
5. Be proactive: Take the proverbial bull by the horns
and move forward to be successful.
6. Expect conflict: Leader expects conflict and is able to
manage it in a productive manner.
7. Tell the truth, but with compassion: The leader must
compassionately tell the truth (e.g., about a faculty
member’s job performance, etc.).
8. Listen: Ineffective listening undermines people’s self-
esteem, self-confidence, and creativity. Hearing and
listening are not synonymous terms.
9. Love people: Acknowledge the value of our
coworkers and respect them with the dignity they
deserve; people know that we care for them whether
we like them or not.
10. Check your attitude: Begin with a correct mindset.

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Definition Of A Leader
Ø ‘L à ‘LED’ - Be a model the way to follow. Leaders
must set a good example for their followers
Ø ‘E’ à ‘Encourager’ - A leader is supposed to look for
ways that add value to his followers; help his/her
followers realize their full potential; and invest time or
training in his/her followers
Ø ‘A’ à ‘Attitude’ - Leaders who do not want to be
around people have a bad attitude. The leaders
should be sensitive to people; attitude helps them to
understand who they are.
Ø ‘D’ à ‘Developer’ – A leader should equip people in
the ministry in order to develop them; helps followers
to get to a point where they would not need him/her
to get things done.
Ø ‘E’ à ‘Endurance’ – As a leader, we will be judged
by not how we start but by how we finish.
Ø ‘R’ à ‘Resilience’ - Have the ability to bounce back,
ability to keep going up, irrespective of opposition, to
reach a stronger and higher level.

Principles of Value Leadership

1. Value Human Relationships: Hire people who share
corporate values and treat employees with respect;
create an environment in which people who fit with
their cultures create superior value
2. Foster Teamwork: Encourage people from different
functions to work together for corporate ends; solve

17
 problems more quickly and develop more profitable
solutions to business problems
3. Experiment Frugally: Encourage employees to
develop new products and processes without
spending too much money; experiment frugally which
can tap employees for ideas that lead to new
products and streamlined operations
4. Fulfill Commitments: Say what you'll do and do what
you say; build trust between company and
employees, customers, and communities
5. Fight Complacency: Defeat the arrogance that often
comes from success; encourage doing what allowed
people to become successful in the first place.
6. Win Through Multiple Means: Sustain market
leadership; create superior value for customers.
Interaction among the skills is often the most difficult
aspect of the strategy for competitors to understand
and replicate
7. Give to Your Community: Contribute corporate time
and money to people or organizations outside the
company's core circle of operations. When
companies let employees pick the recipients of
corporate charity, they feel better about the company
because the company is giving them a chance to feel
the joy of giving. When companies enrich their local
communities, they can overcome community
resistance to change. When companies solve a big
societal problem, they exercise a unique power to
enhancing their global reputations.

18
 2nd
Leader And Manager

Leadership and management are vital to success, but

organizations must recognize the difference between the two.
The differences between leader and manager briefly include
but not limited to:
Leader
Seek influence
Attract followers
Emphasize what is invisible
Focus on becoming
Concerned about the
spiritual
Show originality
Mission oriented
Focus on the whole
Provide meaning
Play with the boundaries
Promote instability
Do the right things
Values-led
Long-term perspective
Create what does not yet
exist
Steward resources
Train for self development
Influence through love &
Manager
Seek control
Pull, prod, push followers
Emphasize what is visible
Focus on doing
Concerned about the physical
Copy other
Goal oriented
Focus on the parts
Provide form & structure
Stay within the boundaries
Preserve stability
Do things right
Needs-driven
Short-term perspective
Administer what already exists
Administer resources
Train for skill development
Influence through power &

19
caring authority
Seek to serve followers Expect followers to serve
Where we are going How we are going to get there
Deal with the interpersonal Plan, organize, and control.
aspects of a manager's job
Seize opportunities Avert threats
Interpersonal influence Given formal authority to
directed toward the direct the activity of others in
achievement of goals. fulfilling organization goals.
Establish direction - develop Establish the steps needed to
a vision of the future and achieve specific results,
determine the strategies for create a timeline for
producing the desired completing those steps, and
change. obtain the resources
necessary for goal
accomplishment.
Align people - communicate Establish the structure needed
the vision to those whose to implement the plan and
cooperation is needed and then organize and staff -
form coalitions to support acquire and assign the
the change. needed personnel.
Motivate and inspire - Control and problem solve -
energize people to monitor results and take
overcome barriers to action to correct deviations
change. from the plan.
Amplify strengths Reduce weaknesses
Deal with change, Deal more with carrying out
inspiration, motivation, and the organization's goals and
influence. maintaining equilibrium.
Not possess the formal Have to rely on formal
power to reward or sanction authority to get employees to
performance accomplish goals.
Produce change - disrupt Produce order - establish

20
the status quo and stability, predictability, and
encourage creativity and consistency.
innovation.
Deal with getting people to Task and process oriented
do what needs to be done
Cope with change Cope with complexity
Execute the win with Set up the win with perfection
passion for her team
Harness the power inherent Rely on authority to make
in human motivation. things happen
Leading people Managing work
Have followers Have subordinates
Facilitate decision Make decision
Power comes from personal Power comes from formal
charisma authority
Appeal to heart Appeal to head
His/her energy is passion His/her energy is control
Proactive Reactive
Persuade by selling Persuade by telling
Leadership style: Leadership style: transactional
transformational
Excitement for work Money for work
Preference - striving Preference - action
Want achievement Want results
Take risk Minimize risk
Break rules Make rules
Use conflict Avoid conflict
Show new direction Use existing direction
Seek truth Establish truth
His/her concern - What is His/her concern - Being right
right
Give credit Take credit
Take blame Blame others

21
 Create future Maintain present
Plan from imagination Plan from memory
Motivate people Manage things
Process driven Product driven
Value anchored Technically anchored
Opportunity driven Crisis driven

One key difference is that a manager's authority derives from

the organization while a leader's authority comes from the
followers.

People do as a manager says because the organization has

given the manager the authority to speak and act on behalf of
the organization. If employees wish to remain in the
organization, they must respect the manager's authority.
Employees may not respect the manager, but they do respect
the authority the manager has been given.
Followers follow the direction of leaders by choice. The leader
remains in the lead role only as long as followers choose to
follow. Followers can revoke a leader's authority by
withdrawing their consent to follow. A consideration of
authority leads to a discussion of power.
Managers tend to use power derived from their position and
their control of rewards and punishments. Positional or
legitimate power derives from the manager's position in the
organization.

Boss-Managers Versus Lead-Managers

A boss creates fear, a leader confidence. A boss fixes blame,
a leader corrects mistakes. A boss knows all, a leader asks
questions. A boss makes work drudgery, a leader makes it
interesting. A boss is interested in himself/herself; a leader is

22
interested in the group. In management, “boss” has so many
negative connotations. Bossing people around doesn’t mean
becoming an effective manager.
An effective leader wants to lead, not boss. The hallmark of
an effective leader is his/her ability to set the tone of the
organization.
Most people leave their jobs because they don’t like their
boss, as relationship with the boss. When the relationship is
bad, everything else is becoming bad. When the relationship
is good, even other less-than-satisfactory conditions are both
more tolerable and more likely to be worked out.
Leadership is a process of getting things done through
people. Leader is getting things done by working through
people. The leader uses the process of leadership to reach
certain goals. He/she is the person in which the others look to
get the job done; and expect him/her to take the responsibility
of getting the job done. A boss pushes and orders other
people around. What boss cares about is "getting the job
done", and sap the energy of the individuals in his/her groups.
Bosses consider themselves better than everyone else and
they don't care who knows it.
A boss is superior who constantly berates his/her people,
creates division within the group instead of harmony, and
condescends to talk to the individuals in their group, but never
listens to anyone input. The boss can be a supervisor,
executive or a manager. A boss may significantly decreases
production and increases cost. He/she can make organization
an unpleasant place to work.

Boss-managers Lead-managers

Boss-managers set the task Lead-managers, however,

and the standards for what the engage the workers in an

23
workers are to do, usually
without consulting the
workers. They do not
compromise; the worker has
to adjust to the job as the
boss defines it or suffer any
consequences the boss
determines.
Boss-managers usually tell,
rather than show, the workers
how the work is to be done
and rarely ask for their input
as to how it might possibly be
done better.
Boss-managers inspect the
work or designate someone to
do it. Because the boss does
not involve the workers in this
evaluation, they do only
enough to get by; they rarely
even think about what is
required for quality.
Boss-managers create a
workplace in which the
workers and managers are
adversaries because coercion
is used to try to make the
workers do as they are told.
24
ongoing honest discussion of
the quality of work that is
needed for the program to be
successful. They not only
listen, but also encourage
their workers to give them any
input that will improve quality.
Lead-managers show or
model the job and work to
increase workers’ sense of
control over the work that they
do.
Lead-managers teach the
workers to inspect or to
evaluate their own work for
quality with the understanding
that they know what high
quality work is.
Lead-managers continually
teach the workers that the
essence of quality is constant
improvement. The lead-
manager’s job is as a
facilitator – doing everything
possible to provide the
workers with the best tools
and a friendly, non-coercive,
non-adversarial atmosphere in
which to work.
Leadership And Management
Complex organizations need management, while uncertain
organizations need leadership. Management is about making
sure that clear goals are established and then carried out,
despite organizational size, number of offices, sub-
specialization, and other forms of complexity.
Management focused on the short-term (usually one-year
increments), and depends on analytical, rational, data-based,
cognitive strategies to be effective.
Leadership, on the other hand, is focused on a longer time
horizon (five years or more); is much more people-focused,
inspirational, emotional, non-linear and visceral. To lead, you
must gain buy-in and commitment.
The difference between managers and leaders is the way
they motivate the people who work or follow them, and this
sets the tone for most other aspects of what they do.
Managers have a position of authority vested in them by the
company, and their subordinates work for them and largely do
as they are told.
Management style is transactional, in that the manager tells
the subordinate what to do, and the subordinate does this not
because they are a blind robot, but because they have been
promised a reward (at minimum their salary) for doing so.
Leaders do not have subordinates - at least not when they
are leading. Many organizational leaders do have
subordinates, but only because they are also managers. But
when they want to lead, they have to give up formal
authoritarian control, because to lead is to have followers,
and following is always a voluntary activity.

25
Leaders with a stronger charisma find it easier to attract
people to their cause. As a part of their persuasion they
typically promise transactional benefits, such that their
followers will not just receive extrinsic rewards but will
somehow become better people.
Effective leaders must possess management capability, set of
best practices, methods and systems to match with
organization needs, i.e. communication management, crisis
management, risk management, etc. Management science is
objective, sees things as they are; and shows us how to do
this. We will be fully aware of the consequences of what we
are doing.
In management, things are clearly defined, i.e. authority and
responsibility; and how authority is balanced between top and
bottom, participation in decision- making.
A successful management is shown into organization
effectiveness and results. Governance needs good
management and administration Leadership is not a
substitute for management. A modern organization can exist
with woefully deficient leadership, but cannot exist without
applied management skills.
Leadership is an option. Leaders also perform their
leadership functions outside of and beyond their realm of
technical expertise. Management may require efficiency,
profitability, depends on minimal inputs for maximum returns.
Leader can both lead and manage.
Leadership and management are like sales and marketing -
they serve different organizational purposes or functions. The
larger the organization the more difficult it is to achieve the
necessary degree of co-operation and that larger
organizations are usually much less effective than smaller

26
ones as people are working against each other instead of co-
operating.
The effectiveness of the organization is determined by the
way work is organized and by the way people work with or
against each other. The way, in which people co-operate with
each other, with the leadership and with the community,
indeed the extent of their commitment to their organization,
depend on management.
Management is about making sure that clear goals are
established and then carried out, despite organizational size,
number of offices, sub-specialization, and other forms of
complexity. It is focused on the short-term (usually one-year
increments), and depends on analytical, rational, data-based,
cognitive strategies to be effective.
Leadership and management are not the same. To be a
leader, one needs an exclusive set of human relations and
interpersonal skills. This essence is being able to influence.

27
 3rd
Successful Entrepreneurs
and
Business Leaders

Entrepreneur is a French word meaning take an opening.

Entrepreneurial leaders create a compelling vision of where
the organization is headed. They also continuously
communicate how to proceed, and energetically guide the
development of the organization to advance that vision.
Entrepreneurial start-ups exist in an environment where
almost everything is new and many things have not been
done before.
Sense of entrepreneurship shows one’s ability to define
importance, thought and urgency, action, and reward people,
as well as be model of good behavior. It takes leadership to
ensure and cultivate sense of entrepreneurship. Leaders
understand that they, and the organizations they serve, are all
parts of interacting relationships.
Entrepreneurial action must be based on a clear, simple
system of values. These values must be lived, creating
loyalty. The continuity of shared cultural values will become
more important to organizations. When you have disciplined
people, you don’t need hierarchy. When you have disciplined
thought, you don’t need bureaucracy. When you have

28
disciplined action, you don’t need excessive controls. When
you combine a culture of discipline with an ethic of
entrepreneurship, you get the magical alchemy of great
performance.
Today marks the last working day for Bill Gates at Microsoft.
Bill Gates has demonstrated over nearly thirty years the
importance of clarity of thought and execution. Along with
focus, the ability to dream big and pursue that with single-
minded determination sets Gates apart from other
entrepreneurs. This is particularly true of entrepreneurs from
emerging economies like India where an ultra-conservative
attitude has stifled growth.
Entrepreneurs need to develop confidence in themselves and
their team that they can take on the world and come out
winners. There cannot be many role models better than Bill
Gates. The last thirty years have seen the emergence of an
entrepreneur par excellence. (B.V. Krishnamurthy, Bill Gates:
Entrepreneur, Manager, and Leader, 2007)
Entrepreneurship emphasizes leadership abilities that can be
used to motivate people in a growing business environment.
Leaders constantly seek to perform at their best. They are
open to feedback, are goal oriented, seek to be unique, and
strive for accomplishments based on their own efforts; and
risks.
Leaders take moderate risk means you have the ability to
influence events, but don’t have complete control.
Entrepreneurs are risks takers. They show tolerance to
uncertainty and risk.
Leaders screen incoming information to constantly seek new
growth opportunities; separate the useful from the useless.
The entrepreneur focuses on innovation entrepreneur knows
that differentiation is at least as important as innovation.

29
While innovation focuses upon the offering, differentiation
focuses on the value. Leaders with entrepreneurship typically
shows a high internal locus of control; which likely to
experience success. When someone perceives events as
under the control of others, fate, luck, the system, their boss,
etc. They have an external locus of control. If they assume
that any success they experience is due to their personal
efforts and that they have the ability to influence events.
People with internal also assume failure was also their fault.
Entrepreneurial leadership is a boundless font of optimism
that never seems to end. When faced with a problem, they
view it as a challenge. When faced with a setback, they view
it as a new direction. The leaders realize that their follower
does not work for them, but with them in their joint and unified
pursuit of common goals.
The leaders will seek to lead an organization which reflects
the substance, style and structure consistent with each one’s
own visions and values.
The field of entrepreneurship is one that relies heavily on the
ability to change and exploit new opportunities.
Entrepreneurship relies on creativity, self-initiative and long-
term vision. Innovation and entrepreneurship are vital to any
organization. They recognize that innovation and
entrepreneurship are the essential counterbalances to
efficiency and productivity.
Entrepreneurial people need leaders to share ideas with, to
help translate those ideas into action, to acknowledge
successes and to put failures into perspective. Great leaders
know that innovation and entrepreneurship can thrive only in
a healthy environment. They make their people feel
appreciated, successful and determined to achieve. They
accept mistakes.

30
A leader might be born through a personal entrepreneurship.
Entrepreneurs in some ways resemble great leaders. Some
are born entrepreneurs. Entrepreneurship should not be
something in the air. Leaders must do sense a gathering of
forces that create the possibility for a new opportunity. An
entrepreneurial leader's genius lies in bringing things together
in a combination that no one has ever seen before.

Nine Characteristic of Successful Entrepreneurs

and Business Leaders
1. Self-Esteem - high sense of one's own self-worth.
Without that, individuals will never undertake tough
challenges
2. Need to Achieve - seek to perform at their best. Who
stops being better, stops being good. They are open
to feedback, are goal oriented, seek to be unique,
and strive for accomplishments based on their own
efforts. They also take risks, not extreme risks, but
moderate ones.
3. Screening For Opportunity - leaders screen incoming
information to separate the useful from the useless;
information which supports new growth opportunities.
4. Locus of Control - show a high internal locus of
control, which is more likely to experience success,
rather high on the external locus of control. Internal
also assume failure was also their fault.
5. Goal Orientation - understand what the priorities are
and continue to work at toward that goal, day in and
day out.
6. Optimism – display a boundless font of optimism that
never seems to end. When faced with a problem,
31
 they view it as a challenge. When faced with a
setback, they view it as a new direction
7. Courage - entrepreneurs are risks takers. It requires
a great deal of courage to build a company from the
ground up.
8. Tolerance to Ambiguity – show tolerance to
uncertainty and risk. If one’s tolerance for ambiguity
is low, one will gravitate toward large.
9. Strong Internal Motivation - The motivation that drives
our behavior comes from two sources: internal
(intrinsic) and external (extrinsic). Intrinsic factors
include constructs like needs, desires, motives, and
will power. Extrinsic factors include any type of
motivational influence from the environment such as
rewards and punishments. For entrepreneurs, the
most important motivational factor is the intrinsic one.

Entrepreneurial Leadership
Entrepreneurial Leadership is vital to any organization. The
great leaders are those with a knack for building
organizations where both performance and innovation thrive;
and see themselves as champions of innovation. They know
entrepreneurial people need leaders to share ideas with, to
help translate those ideas into action, to acknowledge
successes and to put failures into perspective.
Entrepreneurship is the essential counterbalances to
efficiency and productivity. Once we do the entrepreneurial
spirit starts to bubble up. And that's what makes it all
worthwhile. Great leaders are quietly introspective, always
asking whether they are a cause of the organization's
problems or whether they are doing what needs to be done.

32
Leaders with entrepreneurship make intelligent decisions
when business conditions are difficult.
When entrepreneurship comes naturally as part of your DNA,
you've chosen the right path. Entrepreneurship emphasizes
leadership skills that can be used to motivate. They must also
be ready for constant change and be adaptable. The field of
entrepreneurship is one that relies heavily on the ability to
change and exploit new markets and opportunities.
Great organizations require great people. It requires greater
systems, processes, culture and organizational structures.
Entrepreneurship is usually business-oriented and seeks to
develop its own business, rather than entering an existing
business.
Entrepreneurs are risk takers who, in an effort to develop new
approaches to business, try to stay ahead of the emerging
trends by innovating and challenging the products and
organizations already in existence. Entrepreneurship relies on
creativity, self-initiative and long-term vision. Although all
business majors should exhibit these traits, the emphasis in
entrepreneurship is related to establishment and
management of a small and growing venture.
Entrepreneurship emphasizes leadership skills that can be
used to motivate people in a growing business environment,
particularly as related to starting and nurturing a new
business, and the process of business planning.
Entrepreneurial leadership is a boundless font of optimism
that never seems to end. When faced with a problem, they
view it as a challenge. When faced with a setback, they view
it as a new direction.
The leaders demonstrate as:
1. Leading Listeners - Use feedback to make things
better

33
 2. Customer-Centered Leaders - Create a culture that's
dedicated to service
3. Profitable Players - Know that investments in service
really pay off
4. High-Tech Achievers - Use technology not just to
replace the human element but to improve the
experience
5. Employee Innovators - Understand the inextricable
link between good employees and happy customers.

A Winning Business Attitude

A winning business attitude comes from the top. People
lower in a business cannot overcome pessimism,
incompetence, negativism and lack of leadership from the
top.
Seven key characteristics describe which top managers are
most likely to build winning business attitudes:
1. Plan makers - Plans cannot guarantee your future
success but never face the future without planning. In
the absence of planning, managers are reactive
rather than pro active.
2. Information users - Managers must use information
from within the business and from many outside
sources.
3. Opportunity seekers - Seeing opportunity, that others
miss, is a key to a winning attitude. Believe that there
is a way.
4. Risk takers - No manager can know the future with
certainty. Some decisions will fail to have the desired

34
 outcome. Managers can reduce the uncertainty of
their decisions through more and better information.
5. People helpers - Managers help their customers.
They realize that customers are individuals wanting
and deserving individual attention. Understanding
what the customer expects in service, quality, price
and timeliness is essential.
6. Organization builders - Failure to build an effective
organization results in confusion, inefficiency and
frustration for customers, employees and
management.
7. Enthusiastic learners - The best managers want to
learn more, understand more and apply more of what
they are learning.

35
 4th
LEADER’S ATTITUDE

An important key to high productivity and effective leadership

is to have and maintain a positive attitude. Nothing else will
have a greater effect on you than your attitude. People have
preferences that affect the way they see, decide, interact, and
control other people and activities.
Attitudes are usually defined as a disposition or tendency to
respond positively or negatively towards a certain thing (idea,
object, person, and situation). They encompass, or are
closely related to, our opinions and beliefs and are based
upon our experiences.
A positive attitude may not solve all your problems, but it will
annoy enough people to make it worth the effort. Our role as
leaders is not to catch people doing things wrong, but to
create an environment in which people can become heroes.
Attitude is an independent measure of affect for or against the
attitude object, which is a function of belief strength and
evaluative aspect associated with each attribute. Attitude is a
person's evaluation of an object of thought. Reasons we
should focus on changing attitudes, i.e.
a. We can't directly influence behavior and we have to
find a proxy or indirect agent
b. Attitudes play a major role in determining behavior.
To change other people's behavior is to change their

36
 attitudes. You don't have control over other people's
actual behavior. People do have free choice and
pretty much do as they please.
Behavior is driven by attitude. They'll do that by themselves
because their attitude is favorable toward that behavior.
Attitudes drive behavior. Factors that make attitude drive
behaviors include
a. Attitude availability: available (r accessible or active.
It is more likely to drive behavior. An attitude is
available when you can think of it, when you know
that you've got an attitude on this topic, and when
that attitude is turned on.
b. Attitude relevance: relevant or useful or applicable or
pertinent. It is more likely to drive behavior. An
attitude is relevant when it applies to the situation at
hand; when the attitude is relevant in the situation.
Attitudes represent our covert feelings of favorability or un-
favorability toward an object, person, issue, or behavior.
Attitude is a learned predisposition to response in a
consistently favorable or unfavorable manner with respect to
a given object.
Our learned attitudes serve as general guides to our overt
behavior with respect to the attitude object, giving rise to a
consistently favorable or unfavorable pattern of response.
Our attitudes shape who we are, and how we live our lives.
We potentially have total control over things in life is our
attitude. Whatever the situation, we have a choice in how we
react, and those reactions shape our future. It's not so much
what happens to us, it's how we allow it to affect us. The more
we allow external circumstances to affect us, the less
powerful we are within, and vice versa.
37
Changes in opinions can result in attitude change depending
upon the presence or absence of rewards. The learning of
new attitudes is no different in nature than any other verbal or
motor skill, except that opinions relate to a single proposition
whereas other skills involve a series of propositions.
The acceptance of a new opinion (and hence attitude
formation) is dependent upon the incentives that are offered
in the communication.
Attitude determines our altitude. Attitude is to leadership as
oxygen is to life form. It is the mindset of your disposition and
the catalyst for your character. It could limit your
comprehension, or allow you a limitless passion to overcome
and succeed.
Attitude is the action of toleration, distinguished by tactful
ingenuity, the tenacity to unite, and the decisiveness to
encourage. These are the primary ingredients for developing,
strengthening, and sustaining quality leadership. Whether by
choice, appointment, election, or default, once you've
accepted a leadership position, you are responsible, and
therefore accountable, for the outcome.
Through your attitude, magnetism and persuasion, you must
enlist others in your dreams. Attitude is more important than
facts. It is more important than the past, than education, than
money, than circumstances, than failures, than success, than
what other people think, say or do. It is more important than
appearance, gift, or skill.
The remarkable thing is we have a choice every day
regarding the attitude we will embrace for that day. We
cannot change our past. The only thing we can do is play on
the string we have, and that is our attitude. Attitude changes

38
that was influenced, when beliefs are unbalanced, stress is
created and there is pressure to change attitudes.
A leader’s attitude toward followers has a strong impact on
performance.

Behavior
Effective leadership is based in behavior, not in job
title/position. A leader is someone who motivating, guiding,
encouraging, and serving, no matter what job title/position he
or she holds. If you want to become a more effective leader,
you have to master the critical behaviors.
Leadership is a product of awareness and command of the
reactions and influences of a group on the individual as well
as the individual on the group. Leaders become or remain
successful because they are able to self manage and change
their behavior.
When a leader is shown how to self-manage himself or
herself and significantly up-grade his or her mind, personal
and professional skill sets, feel balanced, alert, in control and
powerful - can he/she only then move into a zone of optimum,
sustainable best performance and fulfill his/her potential.
By choosing your behavior, you are empowering yourself and
also allowing yourself greater control over your experience.
Reacting may give you instant gratification of emotional
release, and the consequences usually are far more
detrimental than the payoff. It may be difficult, as you should
catch yourself responding in an undesirable manner. But you
are aware of it and the moment you become aware that you
could respond differently; take the next step and change it.
Mental condition is part of a complex interplay between our
body and our environment. Brain controls behavior. But the
39
environment actually also creates the diversity of human
behavior.
Leadership, like other behavior, is learned. The leader's
responsibility in learning a new, effective leadership behavior
is to practice that behavior until it becomes a habit. Behavior
is action or reaction of an object that in relation to the
environment.
Behavior describes a person's actions – which are controlled
by the sum of their personality, attitudes and complexes of
beliefs and feelings about specific ideas, situations, or other
people.
Mandela was often afraid during his time underground, during
the Rivonia trial that led to his imprisonment, during his time
on Robben Island. But as a leader, he suggests, you cannot
let people know. ‘You must put up a front.’ And that’s
precisely what he learned to do: pretend and, through the act
of appearing fearless, inspire others. He knew that he was a
model for others, and that gave him the strength to triumph
over his own fear.(Richard Stengel, 2008)
Since leaders have special roles where they affect the lives of
others they also have a special responsibility to develop
themselves and provide a role model. If a leader of people
doesn't know who they are and hasn't worked on their own
growth and development, how can they best impact other
people effectively, help other people grow and affect positive
individual and organizational results.

The Leader Who Responds Negatively:

• They will ultimately fall, but they will first bring much
trouble, difficulty and dysfunction to those they lead.

40
 • They will provide a role model for others to follow
which may mean that their style of leadership is
perpetuated.
• The consequences for that organization will be that
they continue wandering.

The Leader Who Responds Positively:

• They will find a sense of liberation. Mostly this is from
fear, because most leaders live in fear.
• Their people will also be freed – from the sense of
chaos that is present in many communities.
• They will have a sense of hope that things can be
different and that they can be better.

The Fred Factor – Factors To Make Difference

1. Everyone Makes a Difference. Everybody is already
making a difference every day. To make a difference
everyday, you need to be doing something that you
love and are passionate about. To make a difference
you need to be aware as you journey through your
day, looking for opportunities to “make a difference”.
2. Success is Built on Relationships. Relational
interactions recognize that how people are treated is
as important as the outcome! Relationships require
an investment of your time, however the higher
quality results produced by strong relationships is
well worth the effort
You must continually create value for others, and it doesn’t
have to cost a penny. You compete against your own
potential every day. Look for ways to add that which will
41
create value for others by adding the good stuff and
subtracting the bad stuff.

Top 10 Saying Of Ineffective Leaders

10. We don't do it that way around here.

9. I don't care what they told you in that training class, this is
the real world.
8. Drop what you are doing and get this to me ASAP!
7. Don't worry about WHY, just do it!
6. Don't let me influence your decisions, but here's my
opinion.
5. I want you to take risks, but remember our motto: "Do it
right the first time!"
4. You're planning to work this weekend, aren't you?
3. You oughta, wanta do this.
2. We need teamwork. By the way, I'll be doing your individual
rankings this week.
1. If and when I want your opinion, I'll give it to you.

Key Attitude Adjustments

1. Measure what really matters. By the way — the

numbers you’re using now don’t matter. You can
divide any working population into three categories:
people who are engaged (loyal and productive),
those who are not engaged (just putting in time), and
those who are actively disengaged (unhappy and
spreading their discontent). The most important is
you know where your organization’s culture is strong

42
 and where it is weak, whether it is getting better or
getting worse.
2. Stop trying to change people. Start trying to help
them become more of who they already are. You
can’t standardize human behavior. Get everyone to
manage the same way…. The best managers don’t
even try to fight that fight. People don’t change that
much, so don’t waste your time trying to rewire them
or trying to put in what was left out. To getting the
best performance out of people, the most efficient
route is to revel in their strengths, not to focus on
their weaknesses.
3. You’re not the most important person in the
company. Believe it or not, your middle managers
are. The single most important determinant of
individual performance is a person’s relationship with
his or her immediate manager. Without a robust
relationship with a manager who sets clear
expectations, knows you, trusts you, and invests in
you, you’re less likely to stay and perform.
4. Stop looking to the outside for help. The solutions to
your problems exist inside your company. The best
leaders are relentless at seeking out, shadowing,
studying, and highlighting the lessons of their own top
performers. You have some of the world’s best
managers working inside your own company. Look to
them first. Learn from your own people first.
5. Don’t assume that everyone wants your job — or that
great people want to be promoted out of what they do
best. Anyone can do your job and that nobody would
want to do it if they were given a choice to do
something else. We have to reward excellence on the
43
 front lines is to promote people out of the very roles
that they do best.

Ten Habits of Incompetent Managers

1. Bias against action: "There are always plenty of
reasons not to take a decision, reasons to wait for
more information, more options, more opinions. But
real leaders display a consistent bias for action.
People who don’t make mistakes generally don’t make
anything."
2. Secrecy: "….If you treat employees like children, they
will behave that way — which means trouble. If you
treat them like adults, they may just respond likewise.
Very few matters in business must remain confidential
and good managers can identify those easily….
Secrets make companies political, anxious and full of
distrust."
3. Over-sensitivity: "An inability to be direct and honest
with staff is a critical warning sign. Can your manager
see a problem, address it headlong and move on? If
not, problems won’t get resolved, they’ll grow……
Interestingly, secrecy and over-sensitivity almost
always travel together. They are a bias against
honesty."
4. Love of procedure: "Managers who cleave to the rule
book, to points of order and who refer to colleagues by
their titles have forgotten that rules and processes
exist to expedite business, not ritualize it."
5. Preference for weak candidates: "…Who did our
manager want to hire? The junior. She felt threatened
by the super-competent manager and hadn’t the

44
 confidence to know that you must always hire people
smarter than yourself."
6. Focus on small tasks
7. Allergy to deadlines: "A deadline is a commitment.
The manager who cannot set, and stick to deadlines,
cannot honor commitments. A failure to set and meet
deadlines also means that no one can ever feel a true
sense of achievement."
8. Inability to hire former employees: "… Every good
manager has alumni, eager to join the team again; if
they don’t, smell a rat."
9. Addiction to consultants: "A common — but
expensive — way to put off making decisions is to hire
consultants who can recommend several alternatives."
10. Long hours: "In my experience, bad managers work
very long hours. They think this is a brand of heroism
but it is probably the single biggest hallmark of
incompetence. To work effectively, you must prioritize
and you must pace yourself. The manager who boasts
of late nights, early mornings and no time off cannot
manage himself so you’d better not let him manage
anyone else."

Un-Ethical Behavior Of A Leader

a. Abuse power: Large differentials in the relative power
of leaders and followers can also contribute towards
abuse.
b. Hoard privileges: Leaders that hoard power are also
likely to hoard wealth and status as well
c. Encourage deceit: Patterns of deception, whether
they take the form of outright lies or hiding or
45
 distorting information, destroy the trust that binds
leaders and followers together
d. Act inconsistently: Diverse followers, varying levels of
relationships and elements of situations make
consistency an ethical burden of leadership.
Shadows arise when leaders appear to act arbitrarily
and unfairly.
e. Misplace or betray loyalties: Leaders cast shadows
when they violate the loyalty of followers and the
community.
f. Fail to assume responsibilities: Leaders act
irresponsibly when they fail to make reasonable
efforts to prevent follower’s misdeeds; ignore or deny
ethical problems; don’t shoulder responsibility for the
consequences of their directives; deny their duties to
their followers; and hold followers to higher standards
than themselves.

Wisdom In Leadership
a. Don't care who gets the credit as long as the job gets
done – Leaders don't draw attention to themselves;
they express appreciation for the contributions of
others.
b. Willing to put the mission ahead of their personal
agenda – Leaders know that what they have done as
individuals is far less important than what they can
accomplish with and through others.
c. Are quick to forgive – Leaders earn respect, but
never demand it. They avoid petty squabbles and
develop thick skins.

46
 d. Are gratified by the achievements of others – Leaders
realize that there's plenty of success to go around,
and they help those around them reach for the stars.
e. Give credit where it's due – Leaders know that there
are no "little people" in the organization; every
person's contribution is significant. Good leaders
know how to say "Well done," and they say it often.
f. Leaders should be generous and merciful to his/her
opponents, as well as to those who are weaker than
themselves.

Learning Leaders
Without learning, organizations, teams, and leaders are stuck
in yesterday's world. Leaders are responsible for building
organizations where people are continually expanding their
capabilities to shape their future --that is, leaders are
responsible for learning.
There are built-in tensions between learning and
performance, which organizations must learn to recognize
and deal with. Leadership entails learning. Leaders are more
powerful role models when they learn than when they teach.
Leaders must be continuous, lifelong learners. Learning how
to survive in an emergency situation is important for leaders.
Learning is the engine of all innovation, growth and strategy.
Continuous learning helps individuals and organizations
maximize their innate capabilities.
Effective leader promotes continuous learning, not only to
improve overall performance, but also to involve all
employees in the ongoing challenge to enhance value. To be
successful, leadership must ensure that the organization
captures and shares lessons learned.
47
Learning and growth constitute the essential foundation for
organization’s success; which can be distinguished from
behavioral changes.
The purpose of learning is growth, and our minds can
continue growing as we continue to live. The more educated,
you would become more independent-minded and rational.
Learning leadership is fundamentally a self-management
task.
Effective leaders recognize that what they know is very little in
comparison to what they still need to learn. To be more
proficient in pursuing and achieving objectives, you should be
open to new ideas, insights, and revelations that can lead to
better ways to accomplishing goals. This continuous learning
process can be exercised, in particular, through engaging
yourself in a constant dialogue.
Leaders need to optimize success by focusing on key issues
such as motivation, feedback and mentoring. Learning is
process of acquiring modifications in existing knowledge,
skills, habits, or tendencies through experience, practice, or
exercise. It demonstrates continuous improvement; apply
knowledge to provide the best services; individual
performance and development; and passion. It demonstrates
skills related to the functional area and exhibits commitment
to developing personal abilities.
Learning needs humility that means, in terms of leadership
survival, we can eventually become wise enough by benefit of
our own mistakes and experiences to realize our limitations
and honest enough to recognize that the very best of us is but
a vessel of clay; and therefore, none of us has all of the right
answers all of the time about all of the questions. Learning
fosters:

48
 5th

ORGANIZATION

Effective leadership skill includes being certain that the

thoughts and attitudes we hold are in alignment with the role
we perform. Leaders are organizers. Accomplishing tasks in
an organization requires assembling the right people and the
right assets at the right time.
Leaders should also have outstanding organizational
development skills. At any given moment, able to be
grounded about themselves; communicate effectively with
others; hold individuals accountable for their actions; facilitate
team needs, wants, and performance; and understand how
those actions fit into the bigger picture of the organization and
what steps need to taken, when, with whom, and how.
Leaders must understand organizational development and
the steps needed to fulfill each one. Organizations consist of
these components:
a. The s t r u c t u r e gives the organization its form and
dictates the way it will interact.
b. The f o l l o w e r s respond to the structure and the
leaders.
c. The l e a d e r s determine the ultimate effectiveness
of the organization as the character and skills that

49
 they bring determine the way problems are solved
and tasks are accomplished.
The organization's base rests on management's philosophy,
values, vision and goals. A leader is to build better
relationships by achieving member’s objectives, and
organization’s objectives. He/she must set, communicate, and
deploy:
a. Organizational values: Leadership is the energetic
process of getting people fully and willingly
committed to a new and sustainable course of action,
to meet commonly agreed objectives whilst having
commonly held values. Values of an organization
make a substantial difference in organizational
performance.
b. Performance expectations: The key of success for
organizational expectations is member involvement.
Leader and followers select and define the essential
competencies for success and the related
performance expectations.
Effective leaders understand how their work fits into the
broader organization and discern the essential context for
achieving objectives. They keep up with the pace of change
in their environment, actively developing this awareness and
seeking opportunities to keep it comprehensive and current.
Organizational skills required by a leader include:
a. Team building: An effective team building requires a
leader with specific skills and attributes which build
trust between team members and the team leader.
The leader take initiative to making sure each person
is doing the part of the whole that they feel they can
best contribute to the overall mission.

50
 When building a team, the leader should consider the
basic skills needed by members of the group. He/she
should bring knowledge about the organization as a
whole - belief systems, climate, desires, values,
attitudes and motivations
b. Organize meeting: Leaders plan, organize, and
conduct productive meetings, i.e. all members should
be involved in setting the agenda.
Meetings should be carefully planned so that priority
business is acted upon in a timely manner; meetings
should start and end with summaries so that all
members have a common understanding of what has
transpired and what the priorities are; decision-
making processes need to be determined; participate
and share thoughts they have in the meeting, and
achieve desired outcomes, etc.
The skills will help to encourage participation and
discourage counterproductive behaviors. The leader
makes sure that effective followers tend to be highly
participative, and become critical thinkers.
c. Delegation: Effective delegation enables you to direct
your focus and energy to other high-leverage
activities that only you can do. Effective leaders are
those who rely upon their ability to effectively
delegate to others.
Delegation empowers people, in which they will take
initiative when opportunities are provided, accept
responsibility, and be willing to be held accountable
for their performance of the assignments delegated to
them.

51
d. Succession: Many fail to recognize that developing
others is a major part of every leader’s job. They
underestimate what will take for a leader to develop
the capabilities to take a complex organization into a
future fraught with rapid and destabilizing change;
that is a succession plan.
The leaders may have fared poorly at selecting and
developing organizational leaders. They don’t seem
to understand what makes a leader or what the job
entails. They focus on the wrong people for the
wrong reasons.
The greatest growth factor effective leaders have is
how quickly they can develop leaders. Linkages must
be created, particularly between succession planning
and leadership development.
e. Task Allocation: Leadership involves the ability of an
individual to influence others to pursue defined goals
and objectives. An individual’s capability, or
competencies, will have significant influence on the
effectiveness of that individual’s job performance. To
be effective in task allocation, a leader must be highly
responsive.
f. The effective leaders passionately motivate the team
to meet and exceed their objectives. They focus on
people, set work standards that are high but
obtainable, carefully organize tasks, identify methods
to carry out tasks, closely supervise work of the
people. In achieving its effectiveness the leaders
explain what is to be done, how it is to be done, and
when it is to be completed. They make sure
allocation of organization resources to meet the
objectives.
52
 g. The leaders stress excellence in performance, sets
goals that are challenging, and shows confidence in
the ability of the people to achieve challenging
performance standards.
Effective leaders are generally task-oriented, set high
performance goals, and focus on planning,
coordinating, and facilitating work. They also give
consideration to good interpersonal relationships,
allowing subordinates some degree of autonomy in
deciding how to conduct their work and at what pace.
A leader must build not only individual commitment but also
organizational capability. Organizational capability refers to
the processes, practices, and activities that create value for
the organization.
The leader needs ability to translate organizational direction
into roadmaps, vision into action, and purpose into process.
To do so, he/she must demonstrate at least five abilities: to
build the organizational infrastructure; to leverage diversity; to
deploy team; to design human resource system; and to make
change happened.

The Fifth Discipline - The Art and Practice of the

Learning Organization

1. Systems Thinking: Business and other human

endeavors are all systems. They are bound by
invisible fabrics of interrelated actions, which often
take years to fully play out their effects on each other.
The essence of the discipline of systems thinking lies
in a shift on mind: a) seeing interrelationships rather
than linear cause-effect chains, and b) seeing
processes of change rather than snapshots.

53
2. Personal Mastery: This is the discipline of continually
clarifying and deepening our personal vision, of
focusing our energies, of developing patience, and of
seeing reality objectively. Three important elements
of personal mastery are: a) Personal vision: Most
people have goals and objectives, but little sense of a
real vision. b) Creative tension: When we hold a
vision that differs from current reality, a gap exists,
which the author calls, "creative tension".
3. Mental Models: Mental models are deeply ingrained
assumptions, generalizations, or images that
influence how we understand the world and how we
take action. The discipline of working with mental
models starts with turning the mirror inward; learning
to unearth our internal pictures of the world and
scrutinize them. It also means carrying on
"learningful" conversations that balance inquiry and
advocacy, where people expose their own thinking
effectively and make that thinking open to the
influence of others.
4. Building Shared Vision: At its simplest level, a shared
vision is the answer to the question "What do we
want to create?" Many leaders have personal visions,
which never get translated into shared visions that
galvanize an organization. When there is a genuine
shared vision (as opposed to the all-too-familiar
"vision statement"), people excel and learn, not
because they are told to, but because they want to.
5. Team Learning: Team learning is vital, because
teams, not individuals are the fundamental learning
unit in modern organizations. Team learning is the

54
 process of aligning and developing the capacity of a
team to create the results its members desire.
Ten Essential Elements To Achieving Organizational
Greatness
1. Believing In People Is Vital To Organizational
Strategy. If you’re like many executives, you may be
experiencing a sinking feeling associated with a
“culture of slippage” – a feeling of limited control,
limited points of reference and limited sense of
reality. Not only does the effectiveness of your
strategy depend the quality and effectiveness of your
people, it depends on you believing in people.
2. You Get What You inspect, not what you expect. if
you cannot measure results, you cannot manage
results. Detailed reporting that places a spotlight on
the variance between quantified expectations and
actual results places your team’s focus squarely on
what you’re inspecting.
3. Trust, Accountability and Disciplined Reporting.
Develop a culture based on mutual trust,
accountability and the disciplined reporting of reality.
Mutual trust is the key to overcoming the greatest
challenge of organizational development: getting
accurate information in a timely manner.
4. Leadership Must Mediate The Inherent 30/70
Imbalances. The 30% relate better to creativity,
innovation, new ideas, possibilities, etc. The other
70% relate better to consistency, repeatability,
quality, facts, etc. Entrepreneurial type people are
typically in the 30% and people seeking stability are
typically in the 70%.
5. Circumvent Unintentional Sabotage Of
Communication. To eliminate “unintentional sabotage
55
 of communication,” communicate your message in
writing; everyone reads the same message subject
only to their interpretation.
6. Effective Leadership Sees the Horizon Not Perceived
by the Majority. Consider your response to someone
who expresses sincerity, and passionate commitment
toward your interests. Leadership is leading people to
a horizon beyond what they currently can perceive.
7. Change First – the Organization’s Ability to Execute;
Not the Strategy. To achieve maximum potential,
hold firm to your strategy until you understand the
barriers to executing it. Maintain a disciplined focus
on improving ability to execute your strategy; rather
than, changing the strategy to match inability to
execute.
8. Management Develops Repeatable Processes That
Focus Team Attention. The key to effective
management is separating organizational noise from
the issues and details needing attention.
Management develops repeatable systems,
processes and reporting that clearly focuses the
team’s attention on what isn’t working.
9. Leadership Sees What Management Does Not See –
Extraordinary Results. Effective leadership inspires
shared visions based on nothing more than an
intangible vision of how things can be. Compelling
visions offer meaning, purpose and excitement that
energize individuals and teams.
10. Understanding Patterns of Interaction Can Result in
Extraordinary Productivity. To achieve organizational
greatness, leadership and management must
understand patterns of interaction, talents and
passion, and styles of communication.

56
The Organizational Differentiator is the Pillar of
Communication. Leadership is energy or influence that pulls a
team toward a center of focus, strategy or vision.
Management is action or process associated with aligning
accountability with expectation, strategy and vision.
Communication is expectation associated with a purpose,
strategy and vision.

Characteristics Of Admired Organizations, i.e.:

1. Satisfy with the quality and breadth of leadership at
both their executive and senior management levels.
2. Less tolerant of inappropriate leadership behavior
3. Place more value on leadership development, and
put more emphasis on efforts that are linked to
strategic business goals and supported by reward
programs.
4. Use competency models and a wide variety of
developmental programs in selecting and advancing
their leaders.
5. Demonstrate more emotional intelligence.

Calculating the Value of a Great Leader

A leader's value is based on their individual productivity, the
productivity of their direct reports, and their ability to retain
those direct reports. Great leaders demonstrate their value
by incurring fewer costs while simultaneously increasing
profit.

57
Leader Value Factors:
1. Average Salary: Ideally, leaders return more than
what they are paid, thus producing profit. There is
about a 40 percent deviation in performance for a
given role. If an average leader might be worth
$80,000, a great leader worth $112,000 (+ 40%), and
a poor leader worth $48,000 (- 40%).
2. Number of Direct Reports: The more direct reports a
leader has, the greater their impact on the
organization.
3. Average Salary of Direct Reports: Great leader gets
at least 10 percent more productivity out of his/her
direct reports than an average leader; poor leaders
get 10 percent less.
4. Turnover of Direct Reports: Poor leaders have 25
percent more turnover than average leaders; great
leaders have 25 percent less.
5. Number of Days a Direct Report Position is Left Open
Before Being Filled: When a position is left vacant, it
has the impact of lost productivity. This lost
productivity and stress equates to increased costs.
6. Cost to Replace a Direct Report: Poor leaders will
have more turnover and greater vacancy rates, thus
producing more costs.

The Leadership Culture Measurement

A. Leadership Competencies - key leadership behaviors and
internal assumptions that lead to a high fulfillment, high
achievement organizational culture.

58
a. Relationship - Relate to others in a way that brings
out the best in people, groups and organizations. (It
measures how well the leadership culture of the
organization builds quality relationships, fosters
teamwork, collaborates, develops people, involves
people in decision making and planning, and
demonstrates a high level of interpersonal skill).
b. Self-Awareness - Orientation to ongoing professional
and personal development, as well as the degree to
which inner self-awareness is expressed through
high integrity leadership. (It is a measure of emotional
and interpersonal maturity. It also measures the
extent to which the culture encourages the kind of
personal/professional development that results in
personal mastery)
c. Authenticity - Capability to relate to others in an
authentic, courageous, and high integrity manner. (It
measures the extent to which their leadership is
authentic—not masked by organizational politics,
looking good, winning approval, etc. It also measures
their ability to take tough stands, bring up the "un-
discussables" (risky issues the group avoids
discussing), to openly deal with relationship
problems, and share personal feelings/vulnerabilities
about a situation. Courage in the workplace involves
authentically and directly dealing with risky issues in
one-to-one and group situations)
d. Systems Awareness - The degree to which your
awareness is focused on whole system improvement
and on community welfare (the symbiotic relationship
between the long-term welfare of the community and
the interests of the organization)

59
 e. Achievement- Offer visionary, authentic, and high
achievement leadership. (It measures the extent to
which leaders encourage a focus on achieving end
results that are at once purposeful and strategic. It
measures the creative use of power and effective
decision-making)
B. Reactive Leadership Styles
a. Control - Establish a sense of personal worth through
task accomplishment and personal achievement. (It
measures the extent to which leaders push
themselves and others hard and use overly driven
and aggressive tactics to get others to do what they
want)
b. Protection - Protect themselves and establish a
sense of worth/security by emotionally withdrawing
and remaining distant, hidden, aloof, cynical,
superior, and/or rational. This stance is often
intellectually bright, but overly critical and cold.
c. Comply - Act in ways that are overly conservative,
cautious, and/or polite. (It measures the extent to
which leaders get a sense of self-worth and security
by complying with the expectations of others rather
than acting on what they intend and want)

60
The Effects Of Conflict And Consensus

1. Conflict can be seen as a dynamic that can enhance

the quality of decision making. Conflict actually
inhibits communication and stops the progress a
team may have made. Conflict has a valuable effect
on the outcome of a team's decision-making ability.
2. Conflict is generally a disagreement regarding
interests or ideas. Whether it is within oneself,
between two people, or within an organization, it has
a negative connotation. "Conflict has historically been
viewed as undesirable, something to be avoided".
Conflict can be viewed within an organization as
negative and not supporting the decisions of
management.
3. Effective means get the things right. Effectiveness is
a measure of quality. Since quality is often a
qualitative term, the real measure of effectiveness is
satisfaction. Effectiveness is indicated by how
effectively a leader communicates and translates the
vision and strategy of the organization

61
 4. Members realize that it is important to stay focused
on the issues relating to the task at hand while
continually evaluating and settling differences. Team
member acceptance is fostered by open and honest
communication and through the utilization of
members' skills and abilities. Conflict allows members
to contribute openly and honestly to the team's
decision-making process while maintaining
acceptance by team members and creating greater
commitment:"

The Case for Succession Planning

Organizations faced with executive turnover have simply
recruited experienced leaders from other institutions.
But attracting talent from the competition is no longer a viable
option.
Not only is this costly, but a staggering 66 percent of senior
managers hired from the outside usually fail within the first 18
months.
The smart way for succession crisis is to identify and develop
the internal talent needed for key executive positions.
Some organizations may find it more rewarding to promote a
successor from within, while others prefer to get their
candidates externally. Although internal promotions are a
good motivation for incumbent people to do their best, it is
also a good practice to bring in new blood into the
organization once in a while.

62
Problem-Solving Style
Problem-solving style is only one aspect of overall leadership
style. However, problem-solving style can fit into the four
categories of leadership style found in Leadership and the
One Minute Manager by Ken Blanchard, Patricia Zigarmi and
Drea Zigarmi (1985):
1. Directing. The leader provides specific instructions
and closely supervises task accomplishment.
2. Coaching. The leader continues to direct and closely
supervise task accomplishment, but also explains
decisions, solicits suggestions, and supports
progress.
3. Supporting. The leader facilitates and supports
subordinates' efforts toward task accomplishment
and shares responsibility for decision making with
them.
4. Delegating. The leader turns over responsibility for
decision making and problem solving to
subordinates.

Five Key Sub-Tasks Involved In Problem Solving

1. Defining the problem. The leader makes a list of

resources--people, books, Web sites, etc. that have
some connection to and information about the
problem. The leader then uses these resources to
clarify any unfamiliar terms or concepts, and to clarify
for the group what s/he understands the problem to
be. At this point, the leader is looking for symptoms--
the evidence that a problem exists--not causes of the
problem.

63
2. Analyzing the problem. After the group has discussed
the evidence for the existence of the problem and
defined what the problem is, the leader turns his/her
attention to analyzing the evidence more thoroughly,
looking for relevant data that may explain why the
problem exists, evaluating the data collected and the
sources of the data.
3. Establishing criteria for evaluating solutions. The
leader sets an objective with the group that all
proposed solutions should strive for. Based on the
definition of the problem and analysis of its cause(s),
this objective should be the one specific goal that any
acceptable solution should attain. If the problem is
too complex to set only one objective, another way is
to make a list of musts and wants. "Musts" are those
basic requirements without which the solution will be
unacceptable. "Wants" are those qualities that are
desirable in any solution, and should be prioritized
from "most desirable" to "least desirable." A "musts"
and "wants" checklist may help the group maximize
the effectiveness of any solution without omitting any
essential requirements.
4. Proposing solutions. After the leader has established
some basis for evaluating solutions, he/she can try
brainstorming solutions (see the "Brainstorming"
section of this chapter for additional information).
From the list of solutions that emerge from the
brainstorming session, the leader develops a realistic
range of solutions and selects the one that best fits
needs according to the evaluation criteria.

64
 5. Taking action. The leader writes an action plan that
details the steps and the resources needed to
implement the solution.

General Ground Rules For Brainstorming:

1. No idea is a bad idea or, conversely, every idea is a
good idea.
2. Everyone is encouraged to participate, but nobody is
encouraged to over-participate at the expense of
others.
3. Individual work sheets will be provided, utilized, and
collected to ensure that every idea is captured.
4. Building on ideas from others is helpful.
5. Repetition of and/or repeating ideas is okay.
6. Ideas will be captured (on tear sheets, by a note
taker, or by an audio or video recording).
7. All participants should respect other participants'
ideas, even if they disagree with them.
8. People should not interrupt others when they are
speaking.
9. Breaks will be taken when a consensus is reached
that one is needed.
10. The time line for the session is (number of minutes or
hours).
11. A summary of focus group findings will be provided to
all participants by (person responsible) by (deadline).

65
Rules To Successful Brainstorming
1. A leader should take control of the session, initially
defining the problem(s) to be solved or issue(s) to be
addressed with any criteria that must be met, and
then keeping the session on course. He or she
should encourage enthusiastic, uncritical participation
by all members of the team. The session should be
announced as having a fixed length of time, and the
leader should ensure that no train of thought is
followed for too long. The leader should try to keep
the brainstorming on subject, and should try to steer
it toward the development of some practical
solutions.
2. Participants in the brainstorming process should
come from as wide a range of disciplines--with as
broad a range of experience--as possible. This brings
many more creative ideas to the session.
3. Brainstormers should be encouraged to have fun,
coming up with as many
4. ideas as possible, from solidly practical to wildly
impractical, in an environment where creativity is
encouraged and welcome.
5. Ideas must not be criticized or evaluated during the
brainstorming session. Criticism introduces an
element of risk for a group member in putting forward
an idea, and may dissuade others from participating.
This stifles creativity and cripples the free-running
nature of a good brainstorming session.
6. Participants should not only come up with new ideas,
but also "spark off" other people's ideas.

66
 7. A record should be kept of the session--minutes, tear
sheet notations, or a tape recording.
8. Individual worksheets should be provided for
participants to record their ideas prior to sharing them
with the group. This approach is helpful for creative
people who are somewhat shy in public venues, and
can also provide useful data that may not be shared
with the full group due to time limitations.
9. The group's ideas and findings should be
subsequently studied for evaluation.
10. Findings or outcomes from the session should be
shared with all participants.

Effective Brainstorming
1. Define the problem and lay out any criteria to be met.
2. Keep the session focused on the problem.
3. Ensure that no one criticizes or evaluates ideas
during the session.
4. Encourage an enthusiastic, uncritical attitude among
members of the group. Try to get everyone to
contribute and develop ideas
5. Let people have fun brainstorming: Welcome
creativity.
6. Ensure that no train of thought is followed for too
long.
7. Encourage people to develop other people's ideas, or
to use other ideas to create new ones.

67
 8. Appoint one person to note down ideas that come out
of the session.

Methods Of Decision Making

a. Decision made by authority without group discussion
- The leader makes all decisions without consulting
group members.
b. Decision by expert – Select the expert from group, let
the expert consider the issues, and let the expert
make decisions.
c. Decision by averaging individuals' opinions - Ask
each team member his/her opinion and average the
results.
d. Decision made by authority after group discussion -
The team creates ideas and has discussions, but the
leader makes the final decision.
e. Decision by minority - A minority of the team, two or
more members who constitute less than 50% of the
team, make the team’s decision
f. Decision by majority vote - Discuss the decision until
51% or more of the team members make the
decision.
g. Decision by consensus - Collective decision arrived
at through an effective and fair communication
process (all team members spoke and listened, and
all were valued).
h. Unanimous consent: Everyone truly agrees on the
course of action to be taken
A leader is individual whose values and character enable
them to influence others by providing purpose, direction, and

68
motivation, in order to accomplish the mission and objectives
of the organization.

69
 6th
WORK ETHICS
Work ethics is a behavior characterized work habits, values,
and attitudes. Work ethic referred to a positive attitude toward
work; i.e. work value, job satisfaction, loyalty, self concept,
organizational commitment, beliefs, work performance,
attitudes, and role conflict. Persons who enjoy their work
would be regarded as having a better work ethic than persons
who did not enjoy their work. Violations of work ethics may
result in some form of disciplinary action, depending upon the
seriousness of the offense involved. All offenses which lead
to discipline are not of the same degree of seriousness.

Top 10 Ways to Be Happy at Work

1. Choose to Be Happy at Work. Happiness is largely a
choice. You can choose to be happy at work. Sound
simple? Yes. But, simplicity is often profoundly
difficult to put into action
2. Do Something You Love Every Single Day. You may
or may not love your current job and you may or may
not believe that you can find something in your
current job to love, but you can. , you can always
make your current job work or decide that it is time to
quit your job
3. Take Charge of Your Own Professional and Personal
Development. You are the person with the most to
gain from continuing to develop professionally. Take
charge of your own growth; ask for specific and

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 meaningful help from your boss, but march to the
music of your personally developed plan and goals.
4. Take Responsibility for Knowing What Is Happening
at Work. Seek out the information you need to work
effectively. Develop an information network and use
it.
5. Ask for Feedback Frequently. Talk to your customers,
if you're serving them well, their feedback is affirming.
6. Make Only Commitments You Can Keep. Create a
system of organization and planning that enables you
to assess your ability to complete a requested
commitment. Don't volunteer if you don't have time.
7. Avoid Negativity. No matter how positively you feel,
negative people have a profound impact on your
psyche. Don't let the negative Neds and Nellies bring
you down.
8. Practice Professional Courage. If you are like most
people, you don't like conflict. Conflict can help you
serve customers and create successful products.
9. Make Friends. Your network provides support,
resources, sharing, and caring
10. If All Else Fails, Job Searching Will Make You Smile.
You don't want to spend your life doing work you hate
in an unfriendly work environment. You can secretly
smile while you spend all of your non-work time job
searching.

5 Keys To Credibility:
1. Admit weakness. Nothing’s perfect. You boost your
credibility when you admit to those weaknesses
rather than trying to sweep them under the table.
Even better: turn a perceived weakness into a
desired benefit.
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 2. Borrow credibility. When your prospect doesn’t know
you or you believe your credibility with them is low,
borrow the credibility of another to boost your own.
3. Stay positive. Talking badly about someone else
does not make you look better. In fact, it has the
opposite effect.
4. Subtly reveal qualifications. When people accept you
as an expert, you’ll have their undivided attention.
5. Stay calm. People who stay calm and poised come
across as highly competent and credible.

7 Ways You Can Grow The Action Habit:

1. Don’t wait until conditions are perfect - If you’re
waiting to start until conditions are perfect, you
probably never will.
2. Be a doer - Practice doing things rather than thinking
about them.
3. Remember that ideas alone don’t bring success -
Ideas are important, but they’re only valuable after
they’ve been implemented.
4. Use action to cure fear - Have you ever noticed that
the most difficult part of public speaking is waiting for
your turn to speak?
5. Start your creative engine mechanically - One of the
biggest misconceptions about creative work is that it
can only be done when inspiration strikes.
6. Live in the present - Focus on what you can do in the
present moment. Don’t worry about what you should
have done last week or what you might be able to do
tomorrow.
7. Get down to business immediately - It’s common
practice for people to socialize and make small talk at
the beginning of meetings.
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Think Win-Win
No one has to lose for you to win. Many people go for lose-
win rather than win-lose. Sometimes you go for win-win or no
deal, which means you agree to disagree agreeably,
particularly when there are opposing values.
Sometimes you transcend opposing values by finding a
higher, unifying value. Sometimes it's OK to go for win-lose or
lose-win if the most important consideration is not the
subjects you're discussing but rather the quality of the
relationships. This may contribute to a win-win relationship,
even though there are some decisions that are win-lose or
lose-win.
Conflict can be described as a situation where one person
believes that another person's behavior (or anticipated
behavior) makes it difficult for them to meet their personal
outcomes or needs. Win/Win is one of six total philosophies
of human interaction.
a. Win/Win - People can seek mutual benefit in all
human interactions. Principle-based behavior.
b. Win/Lose - The competitive paradigm: if I win, you
lose. The leadership style is authoritarian. In
relationships, if both people aren't winning, both are
losing.
c. Lose/Win - The "Doormat" paradigm. The individual
seeks strength from popularity based on acceptance.
The leadership style is permissiveness. Living this
paradigm can result in psychosomatic illness from
repressed resentment.
d. Lose/Lose - When people become obsessed with
making the other person lose, even at their own
expense. This is the philosophy of adversarial
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 conflict, war, or of highly dependent persons. (If
nobody wins, being a loser isn't so bad.)
e. Win - Focusing solely on getting what one wants,
regardless of the needs of others.
f. Win/Win or No Deal - If we can't find a mutually
beneficial solution, we agree to disagree agreeably -
no deal. This approach is most realistic at the
beginning of a business relationship or enterprise. In
a continuing relationship, it's no longer an option.
Courage
Courage does not come just by wishing - it only happens as a
consequence of one's level of consciousness, one's inner
experience, one's self identity. Leaders with courage assert
themselves and take risks. We gain strength, and courage,
and confidence by each experience in which we really stop to
look fear in the face; we must do that which we think we
cannot.
Courageous people trust their intuition. Courage is to stand
by one’s heart or to stand by one’s core. People with courage
tend to be restless, vivacious, and brazen. It’s characterized
by:
Ø Provide honest input and counsel
Ø Choose not to lay people off simply for a short-term
boost
Ø Present outside-the-norm ideas
Ø Share an alternative viewpoint
Ø Speak up, rather than being complicit in silence
Ø Not falling prey to the perception that "working longer
hours equals increased productivity"

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 Ø Advocate for a potential new hire without much direct
experience
Ø Not settling for the status quo

The 8 Trust Me Principles

Qualities of a Trust Me Leadership Style:
1. Humility: “Not full of themselves”— the leaders who
are open and teachable…and invite the same
qualities in others.
2. Developer: “Realist”— the leaders who accept the
truth and know how to train others to seize the
benefits of adversity, loss, and change.
3. Commitment: “Steadfast”— the leaders who know
that reaching a greater good requires a firm grip on
the right values, causes, and goals.
4. Focus: “Desperate for excellence” — the leaders who
do the right things, at the right time, in the right way.
5. Compassion: “Caring”— the leaders who serve the
needs of everyone in their organization.
6. Integrity: “Good motives”— the leaders who hold high
moral values regardless of personal cost.
7. Peace Making: “Calming the waters”— the leaders
who stay steady in storms and build teams that stick
together.
8. Endurance: “Graceful when under attack”— the
leaders who overcome personal doubts and setbacks
to courageously stay the course.

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Tips to Anticipate Strike
Following tips might be beneficial to bring the people to
decide rationally against strike:
1. Discussion: Invite your people to discuss openly
about strike, positive and negative aspects, and
consequences. Leaders are to guide towards the
healthy environment. No one is allowed to dominate
the others. Let people ask and answer their own
questions.
2. Encouragement: Bring your people to the maturity of
thought. Let they discuss thoroughly with their
colleague, family, and parents what to choose the
available options. Tell them the consequences of
strike against their career, family, community and
company.
3. Be a shield for the people: Stand before the people
who are not joining into the strike. Leaders give their
personal guarantee to protect the people against
threats. It’s the ‘Show Time’ that you are great
leaders.
4. Enforcement: Take proper action to the people who
attend the strike, which depends on the Management
decision and advice.

“Or – And” Phenomena

• Great leaders do not accept such arguments as

“What do you want, production or quality? I can’t do
both.” Or “What’s more important, making sales calls
or filling out reports? I can’t do both.”

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 • Great leaders help the people they lead understand
that their jobs have a number of priorities, and all are
important.
• Great leaders will say “I want you to meet production
targets and meet quality standards and do it safely
and in a manner that complies with all the regulations
that govern manufacturing.”
• Great leaders will say “I want you to make sales calls
and close sales and complete all of your sales
reporting on time.”

Personal Trustworthiness
Trustworthiness comes from character and competence.
Trust is the essential ingredient for a healthy organizational
relationship between the followers and the leader. Trust is the
glue that holds leaders and followers together. Trust is a risk.
Trust indicates a depth and a sense of assurance. Trust
makes for a sense of being safe or of being free of fear.
Trust breeds confidence and conviction. What followers are
looking for is someone in whom they can place their trust.
Someone they know is working for the greater good - for them
and for the organization. They're looking for someone not only
that they can - but that they want to - follow. Because it is only
when you have followers - people who have placed their trust
in you - that you know you have moved into that leadership
role.

Three Aspects of Character

1. Integrity. When dealing with people, projecting
honesty, keeping promises, and showing a good

77
 moral standard will demonstrate that the company
has a sense of integrity.
2. Maturity. Deal with complicated problems after
careful consideration and evaluation. Do not ‘jump
the gun’.
3. Abundance Mentality. You see life as full of
opportunities. You don’t have insecurities about
others, and are not resentful of others’ success.

Three Aspects of Competence

1. Technical competence. The ability and knowledge
needed to finish a task.
2. Conceptual knowledge. The ability to spot big
opportunities by seeing the ‘big’ picture.
3. Interdependency. Being aware that everything in life
is interconnected.

The 7 Levels of Initiative

1. Wait until you are told. People under this influence
tend to loose their self confidence, showing negative
behavior such as criticism, belligerence, bad
judgment, rivalry, and contention.
2. Ask. Ask about something that is included in your job
description but outside your circle of influence.
3. Make a recommendation. In making a
recommendation, you should first analyze the
problem then think of a possible solution to solve the
problem.

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 4. I intend to. Once it has been approved, prepare to
carry out the action or plan.
5. Do it and report immediately. Do an evaluation and
present it to people who want to know.
6. Do it and report periodically. Self evaluation (within
job description and the circle of influence).
7. Do it. Execute whatever needs to be executed.

The Seven Ingredients Of Maturity:

1. Maturity is the ability to control anger and settle
differences without violence or destruction.
2. Maturity is patience.
3. Maturity is the capacity to face unpleasantness and
frustration, discomfort and defeat, without complaint or
collapse.
4. Maturity is humility.
5. Maturity is the ability to make a decision and follow
through.
6. Maturity means dependability and coming through in a
crisis.
7. Maturity is the art of living in peace.

5 levels of listening

Pay attention to somebody or something that you can hear

1. Ignoring - Refuse to pay attention to

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 2. Pretending to listen - Follow what they’re saying. It
may not be the nicest thing to do, but it’s better than
just completely ignoring someone
3. Selective listening - Listen for stressed words, find
the important information
4. Attentive listening - Thinking and acting in ways that
connect you with the speaker
5. Emphatic listening - Listen patiently to what the other
person has to say

Strategies for Getting Tougher Mentally

1. Change your thinking to change how you feel - The
way you’re feeling affects the way you’re thinking; the
way you’re thinking affects the way you’re feeling.
You can exercise substantial control over the
direction and content of your thoughts.
2. If You Don’t Like the Feeling, Change the Picture—
Images are more powerful triggers of emotion than
words.
3. Take Full Responsibility For What and How You
Think—Negative feelings often serve the vital
purpose of signaling important unmet needs of
various kinds. Say “Stop” to yourself and immediately
begin processing positive thoughts and images.
4. Constantly Practice Positive Thinking—Positive
thinking and positive imagery skills are acquired in
the same way motor skills are—through repetition.
5. Never Think or Say Can’t; Never Think or Say Hate -
Inflexible, rigid thinking always leads to problems.

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6. Think—Visualize in Vivid Emotional Terms—These
Thoughts Daily - I will put myself on the line every
day; I will not show weakness; etc
7. Think Humorously to Break Up Negative Emotions—
When you think nutty, goofy, silly, funny, off-the-wall
thoughts, fear and anger vaporize.
8. Think More Energetically—Energy is every thing, and
attaining a high level of positive energy is the key to
success.
9. Learn to Keep a Here-And-Now Focus— A present-
centered focus, particularly during critical moments of
execution, is fundamental to performing well under
pressure.
10. During critical moments of execution, focus your
attention outside yourself— The more you can get
“outside your head” and completely absorbed in the
activity itself, the better you will typically perform.
11. Practice strategic visualization constantly—“See,”
“hear,” and “feel” yourself overcome your
weaknesses and accomplish important goals.
12. Be more disciplined in the way you think about your
mistakes—If you fear mistakes, you will make them.
If you fear losing, you will lose.
13. Be clear why it’s important; then make the
commitment—Without a clear commitment, you
probably won’t.
14. Use Adversity to get stronger—Adversity and crisis
largely determines the impact these things will have
on you.
15. Constantly remind yourself to love the battle—Loving
to succeed is easy. Loving the process moves you to
a whole new level of skill.

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Win at Work
The pinnacle of career success is mental toughness,
confidence, courage; which is the profound ability to stay in
control and triumph when facing problems at work.
The opposite of mental toughness is fear that has three
common denominators, i.e.:
1. Stress - Overwhelmed with different types of work
stress – deadlines, fear of failure or rejection,
pressure from others, or confusion about his
priorities. He/she procrastinates, works on the wrong
things, or does the bare minimum.
2. Communicate poorly - The two most common
mistakes are
a. Passiveness – failing to address issues (leading to
poor results)
b. Aggressiveness – complaining and criticizing (leading
to low trust).
c. 3. De-motivate - Create low productivity and job
dissatisfaction.

Qualities of Good Problem Solvers

Qualities of leaders with good problem-solving ability, i.e.:
1. Anticipate problems. Problems are inevitable and
good leaders anticipate them. Have a positive
attitude but plan for the worst.
2. Accept the truth. Denying problems only prolongs the
agony. Be willing to look at the issues honestly,
accept responsibility, and move forward.
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 3. See the big picture. Have a vision of the future and
be able to see where the organization can be in five
or ten years. Do not be overwhelmed by emotion or
bogged down with details. Have someone trustworthy
ferret out the details.
4. Handle one problem at a time. Eat the elephant one
bite at a time.
5. Don't give up on a major goal when they're down.
See life as a roller coaster--sometimes up and
sometimes down. Don't give up on the vision just
because some glitches occurred.

Guidelines To Improve Staff Spirit

1. Select people who are right for the organization. Over
time transfer or even let go people who tend to tear
the team or the organization apart. Like a coach, the
leader can't develop a winning team without having
the right team members to put forward a coordinated,
highly motivated effort toward an agreed-upon goal.
2. Work to create a supportive environment for the team
or staff. The entire organization can reward
cooperative, collaborative work methods.
3. Challenge the team or staff to help the organization
as a whole. Team spirit thrives in an atmosphere
filled with short-term assignments, medium-term
goals, and long-term missions linked directly to the
organization's health and survival.
4. When the team or staff knows its work is important
and valuable, each member tends to feel a stronger
commitment level.

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 5. Create a unique team or staff identity. When a strong
spirit and a good productivity level exist, people tend
to carry the same goals and work toward them
together.
6. Encourage the team or staff to use its initiative and
creativity. Tackling problems and handling resources
according to its own best judgment will boost the
positive spirit.
7. Make the team or staff accountable. Part of taking
responsibility for success is being willing to have
effort measured and evaluated. The spirit of a team
increases when members recognize that their
contribution is a significant part of the success

Deal With An Individual Who Adamantly Resists

Doing Something Differently
1. Confront the individual in a calm and reasonable
manner to determine his/her objections to the change
that's being made.
2. Challenge the reasons given for not accepting the
change. Don't let excuses as to why the individual
won't comply go unanswered. Otherwise, the
employee will take this as agreement with his/her
position.
3. Give the employee explicit directions that the change
must be complied with.
4. After allowing time to comply with instructions,
confront the worker if there is noncompliance. State
calmly but firmly that further refusal to perform the

84
 work in accordance with the new procedures will be
grounds for possible disciplinary action.
5. Keep the boss posted about the problem if it appears
that disciplinary action may become necessary. It
also makes sense to coordinate with the Human
Resources personnel to be certain the correct
procedures are followed in terms of disciplinary
actions in general and termination of the employee in
particular.

9 Attitudes of Highly Creative People

1. Curiosity - Learning to ask ‘why’, ‘what if’, etc
2. See Problems as Interesting and Acceptable - See
and feel symptoms that are there to tell us something
important
3. Confront Challenge - Many of the most creative ideas
through out history have come from people facing a
challenge or crisis
4. Constructive Discontent - Have an acute awareness
of what’s wrong with the world around you
5. Optimism - Belief that most (if not all) problems can
be solved.
6. Suspend Judgment - Able to hold off on judging or
critiquing an idea. Often great ideas start as crazy
ones
7. Seeing Hurdles as leading to improvements and
solutions - Sometimes problems or mistakes are on
the journey of developing an idea that the real magic
happens

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 8. Perseverance - Able to stick with the ideas and see
them through
9. Flexible Imagination – Able to see a problem or
challenge and its many potential solutions
simultaneously.

Techniques For Innovation

Seven tips for becoming more innovative and regaining
curiosity:
1. Be a novelty addict - High novelty seeking is a strong
factor for innovation
2. Find the discontinuities: If there are discontinuities in
between today’s need and the future’s need,
innovation are having more and more relevance
3. Search out under-appreciated trends: Tomorrow's
trends display "what's new" and "what's next".
4. Find the big story: There are many stories of great
innovations done by big companies. Learn it.
5. Follow the chain of consequences: Innovation is an
unexpected—but welcome—by-product.
6. Dig deeper: Keep abreast of new developments
7. Know what's not changing: Always watch the status
quo and confront the challenge

Hands Free Leave

Free your hands against homework, whenever you leave
office. Say "No" to homework. Don’t take work home for the
evening or over the weekend unless absolutely necessary.

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Workload "sprawl" can be the result of lazy time management
or a need to have others think you're busy and therefore
important. Learn to be efficient during the workweek so that
you can reserve your personal time for refueling and personal
fulfillment.
Stop selling, start serving. Give yourself time. Give others
time. It’s essential, if you truly want to improve your own
prospects and advance a more civilized way of living and
working.

Prioritization
You can simply prioritize tasks based on:
1. Time constraints: Other people are depending on you
to complete a task. Identify the most important
changes to make. Determine the different types of
problem, and focus your efforts on resolving it.
2. Potential profitability or benefit: Based on financial
evaluation. Compare each item on a list. Prioritize
opportunities based on the attractiveness of the
outcomes.
3. Task pressure: it’s a brave (and maybe foolish)
person who resists his or her boss’s pressure to
complete a task, when that pressure is reasonable
and legitimate.

The Top 10 Work Values Employers Look For

1. Strong Work Ethic - understand and possess a
willingness to work hard, learning the most efficient
way to complete tasks and finding ways to save time;

87
 maintaining a positive attitude; doing more than is
expected
2. Dependable and Responsible - come to work on
time, responsible for their actions and behavior, keep
supervisors abreast of changes in your schedule,
keeping your supervisor informed on where you are.
3. Possessing a Positive Attitude - take the initiative and
have the motivation to get the job done in a
reasonable period of time, motivate others to do the
same, create an environment of good will and provide
a positive role model for others, make the job more
pleasant and fun to go.
4. Adaptable - adaptable and maintain flexibility in
completing tasks in an ever changing workplace,
being open to change and improvements, offering
additional benefits to the corporation, the customer,
and even the employee
5. Honesty and Integrity - maintain a sense of honesty
and integrity, show relationships that built on trust
6. Self – Motivated - require little supervision and
direction to get the work done in a timely and
professional manner, their part by offering a safe,
supportive, work environment that offer others an
opportunity to learn and grow
7. Motivated to Grow & Learn - interested in keeping up
with new developments and knowledge in the field,
learning new skills, techniques, methods, and/or
theories
8. Strong Self – Confidence - inspire others, not afraid
to ask questions on topics where they feel they need
more knowledge, willing to take risks, admit mistakes,

88
 recognize their strengths as well as their weaknesses
and are willing to work on the latter, have faith in
themselves and their abilities, show positive attitude
and outlook
9. Professionalism - exhibit professional behavior,
learning every aspect of a job and doing it to the best,
takes pride in their behavior and appearance,
complete projects as soon as possible and avoid
letting uncompleted projects pile up, complete high
quality work and are detail oriented, providing a
positive role model for others, enthusiastic about their
work and optimistic about the organization and its
future.
10. Loyalty - exhibit their loyalty to the company

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11. Watt, Willis M., 10 Recommendations Toward
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