Good leaders are made not born .

If you have the desire and

willpower ,you can become an effective leader.good leaders develop
through a never-ending process of self study, education, training
and experience. This guide will help you through that process. to
inspire your people into higher levels of teamwork, there are certain
things you must be, know ,and ,do. These do not come naturally, but
are acquired through continual work and study. The best leaders are
continually working and studying to improve their leadership skills.
efore we get started, les define leadership. !eadership is a
complex process by which a person influences others to accomplish
a mission, task or ob"ective and directs the organi#ation in a way that
makes it more cohesive and coherent. $ person carries out this
process by applying his or her leadership attributes %belief, values,
ethics, character, knowledge, and skills&. $lthough your position as a
manager, supervisor, lead, etc. gives you the authority to accomplish
certain tasks and ob"ectives in the organi#ation, this power does not
make you a leader... it simply makes you the boss. !eadership makes
people want to achieve high goals and ob"ectives, while, on the other
hand, bosses tell people to accomplish a task or an ob"ective.

ass' %(& theory of leadership states that there are threee basic ways
to explain how people become leaders, the first two explain the
leadership development for a small number of people. These
theories are) *ome personality traits may lead people naturally into
leadership roles. tgis is T+, T-$IT T+,.-/.
0risis or important event may cause a person to rise to the occasion,
which brings extraordinary leadership qualities in an ordinary
person. This is T+, G-,$T ,1,2T T+,.-/. 3eople can choose to
1
become leaders. 3eople can learn leadership skills. This is T+,
T-$2*4.-5$TI.2$! !,$6,-*+I3 T+,.-/. It is most widely
acceplted theory today and the premise on which this guide is
based.
7hen a person is deciding if he respects you as a leader, he does
not think about youe attributes. +e observes what you do so that he
can know who you really are. +e uses this observation to tell if you
are an honourable and trusted leader, or a self serving person who
misuses his or her authority to look good and get promoted. *elf
serving leaders are not as effective because their employees only
obey them, not follow them. They succeed in many areas because
they present a good image to their seniors at the expense of their
people.
The basis of good leadership is honourable character and selfless
service to your organi#ation . In your employees' eyes, /our
leadership is everything you do that affects the organi#ations
ob"ectives and their well being. $ respected leader concentrates on
what she is 8be9 %beliefs and character&, what she knows "ob, tasks,
human nature&, and what she does %implement, motivate, provide
direction&.
7hat makes a person follow a leader: 3eople want to guided by
those they respect and those who have a clear sense of direction. to
gain respect, they must be ethical. $ sense of direction is achieved
by conveying a strong vision of the future.
T7. 5.*T I53.-T$2T ;,/* .4
!,$6,-*+I3
+ay's study examined over <= key components of employee
satisfaction. They found that) trust and confidence in top leadership
was the single most reliable predictor of employee satisfaction in an
organi#ation. ,ffective communication by leadership in three critical
areas was the key to win organi#ational trust and confidence)
2
helping the employees understand the company's overall business
strategy. +elping employees understand how they contribute to
achieving key business ob"ectives. ring information with
employees on both how the company is doing and how an own
employee's division is doing - relative to strategic business
ob"ectives.

*o basically, you must be trustworthy and you have to be able to
communicate a vision of where you are going. 2otice how the
>3-I20I3!,* .4 !,$6,-*+I3> in the next section closely ties in
with this.
+?5$2 -,!$TI.2*
The six most important words) >i admit i made a mistake.>
The five most important words) >you did a good "ob.>
The four most important words) >what is your opinion.>
The three most important words) >if you please.>
The two most important words) >thank you.>
The one most important word) >we.>
The least most important word) >i.>
T. +,!3 /.? ,, ;2.7, $26 6., %@& 4.!!.7 T+,*, ,!,1,2
principles of leadership %later sections will expand on gaining an
insight into these principles and providing tools to perform them&)
;now yourself and seek self-improvement means continually
strengthening your attributes. This can be accomplished through
reading, self-study, classes,etc.be technically proficient. $s a
leader,you must know your "ob and have a solid familarity with your
employees' "obs. *eek responsibility and take responsibility of your
3
actions. *earch for ways to guide your organisation to new heights.
$nd when things go wrong, they will sooner or later, do not blame
others. $naly#e the situation, take corrective action, and move on to
the next challenge. 5ake sound and timely decisions. ?se good
problem solving, decision making and planning tools. *et the
example. e a good role model for your employees. They must not
only hear what they are expected to do but also see. ;now your
people and look out for their well-being. ;now human nature and
importance of sincerely caring for your workers. ;eep your people
informed. ;now how to communicate with your people within the
organi#ation.
6evelop a sense of responsibility in your people. 6evelop good
character traits within your people that will help them carry out their
professional responsibilities. ,nsure that tasks are understood,
supervised, and accomplished. 0ommunication is the key to this
responsibility. Train your people as a team. $lthough many so called
leaders call their organi#ation, department, section, etc. $ teamA they
are not really teams... they are "ust a group of people doing their
"obs. ?se the full capabilities of your organi#ation. y developing a
team spirit, you will be able to employ your organi#ation,department,
section, etc. to its fullest capabilities.
The four ma"or factors of leadership are .....
T+, 4.!!.7,-) 6ifferent people require different styles of
leadership. 4or example, a new hire requires more supervision than
an experienced employee. $ person with a different attitude requires
a different approach than one with a high degree of motivation. /ou
must know your peopleB The fundamental starting point is having a
good understanding of human nature) needs, emotions, and
motivation. /ou must know your employees' be, know and do
attributes.
4
!,$6,-) /ou must have an honest understanding of who you are,
what you know, and what you can do. $lso, note that it is the
followers, not the leader who determines if a leader is successfull. If
a follower does noit trust or lacks confidence in his or her leader,
then she will be uninspired. To be successful you have to convince
your followers, not yourself or your supervisors, that you are worthy
of being followed.
0.55?2I0$TI.2) /ou lead through two way communication.
5uch of it is non-verbal. 4or instance, when you >set the example,>
that communicates to your people that you would not ask them to
perform anything that you would not be willing to do. 7hat and how
you communicate either builds or harms the relationship between
you and your employees.
*IT?$TI.2) $ll situations are different. 7hat you do in one
leadership situation will not always work in another situation. /ou
must use your "udgement to decide the best course of action and the
leadership style needed for each situation. 4or example, you may
need to confront an employee for inappropriate behavior, but the
confrontation is too late or too early, too harsh or too weak, then the
results may prove ineffective .
if you are a leader that can be trusted,then the people around you
will learn to respect you. to be a good leader,there are things tht u
must be, know, and do. these fall under the leadership framework)
, a professional.
, a professional who possess good character traits.
;2.7 the four factors of leadership- follower, leader,
communication, situation.
;2.7 yourself .
;2.7 human nature
;2.7 your "ob
;2.7 your organi#ation.
5
6. provide direction.
6. implement.
6. motivate.
The road to great leadership)
Inspire a shared vision - next, share your vision in words that can be
understood by your followers.
,nable others to act - give them tools and methods to solve the
problem.
5odel the way - when the process gets tough, get your hands dirty.
oss tells others what to do... a leader shows it can be done.
,ncourage the heart - share the glory with your followers' heart, keep
the pains in your heart.
6
+ave better perceptions of realtiy and are comfortable with
it.
$ccept themselves and their own natures.
Their lack artificiality.
They focus on problems outside themselves and are
concerned with basic issues and eternal questions.
They like privacy and tend to get detached.
-ely on their own development and continued growth.
$ppreciate the basic pleasures of life%do not take blessings
for garnted&.
+ave a deep feeling of kinship with others.
They are deeply democratic and are not really aware of
differences.
+ave strong ethical and moral standards.
$re original and inventive, less constricted and fresher
than others.
7
+/G,I2, .- 6I**$TI*4I,-*)
7orking conditions.
3olicies and administrative practices.
*alary and benefits.
*upervision.
*tatus.
Cob security.
4ellow workers.
3ersonal life.
5.TI1$T.-* .- *$TI*4I,-*)
-ecognition.
$chievement.
$dvancement
Growth.
-esponsibility.
8
Cob challenge.
Managers are people who do things right, while leaders are people
who do the right thing. - Warren Bennis, Ph.D. "On Becoming a
Leader"

9
Introduction
2.T,) *pecial pro"ect teams include work groups,
cross functional teams, task forces, problem solving
teams, committees, etc.
5any organi#ations have working groups that call
themselves teams. ut their work is produced by a
combination of individual contributions. Teams
produce work that is based on collective effort.
;at#enbach and *mith %(& defined a team as >$ small
number of people with complementary sills who are
committed to a common purpose, per!ormance
goals, and common approach for which they hold
themselves mutually accountable.>
The small number is anywhere from @ to @=
members, with between = and D as manageable
and optimal. It the number goes above D,
communication tends to become centrali#ed
because members do not have an adequate
opportunity to speak to each other. If the group
si#e goes over nine, extra time and effort are
required to ensure good communication.
"omplementary #ills provides synergy when the
team is diverse and various ideas and multiple
skills are combined. If the team is composed of like
10
individuals, a congenital groupthink sets in which
limits the number of solutions for creative problem
solving.
"ommon Purpose is the driving force of teams.
The team must develop its own purpose. This
purpose must be meaningful and must have
ownership by everyone, as individuals and as a
group. $ team constantly revisit its purpose,
making it more relevant as the team develops.
.ften called $gendas. +idden agendas may
prevent the group from turning into a team. This is
because their emotions and motives are hidden
under the discussion table.
Per!ormance %oals are the acting, moving, and
energi#ing force of the team. *pecific performance
goals are established, tracked, met and evaluated
in an ongoing process.
0ommon approach is the way members agree how
they will work together. 5any teams have
developed their own charter or a set of rules that
outline the expected behaviors of members.
5embers often assume roles, including the
Euestioner, the +istorian, the Time ;eeper, the
4acilitator, to keep the team process moving and
on course.
Mutually accountable is the aspect of teamwork
that is usually the last to develop.
4orming, *torming, 2orming,
3erforming, $d"ourning
The Tuckman model %@& shows the five stages that
teams go through) from 4orming to *torming to
2orming to 3erforming to $d"ourning.
4orming
In the 4orming stage, team members are introduced.
They state why they were chosen or volunteered for
the team and what they hope to accomplish within
the team. 5embers cautiously explore the
11
boundaries of acceptable group behavior. This is a
stage of transition from individual to member
status, and of testing the leader's guidance both
formally and informally.
4orming includes these feelings and behaviors)
,xcitement, anticipation, and optimism.
3ride in being chosen for the pro"ect
$ tentative attachment to the team
*uspicion and anxiety about the "ob.
6efining the tasks and how they will be
accomplished.
6etermining acceptable group behavior.
6eciding what information needs to be gathered.
$bstract discussions of the concepts and issues,
and for some members, impatience with these
discussions. There will be difficulty in identifying
some of the relevant problems.
ecause there is so much going on to distract
members' attention in the beginning, the team
accomplishes little, if anything, that concerns it's
pro"ect goals. This is perfectly normal.
*torming
6uring the team's transition from the >$s-Is> to the
>To-e,> is called the *torming phase. $ll members
have their own ideas as to how the process should
look, and personal agendas are rampant. *torming
is probably the most difficult stage for the team.
They begin to reali#e the tasks that are ahead are
different and more difficult than they imagined.
Impatient about the lack of progress, members
argue about "ust what actions the team should take.
They try to rely solely on their personal and
professional experience, and resist collaborating
with most of the other team members.
*torming includes these feelings and behaviors)
-esisting the tasks.
-esisting quality improvement approaches
suggested by other members.
12
*harp fluctuations in attitude about the team and
the pro"ect's chance of success.
$rguing among members even when they agree
on the real issues.
6efensiveness, competition, and choosing sides.
Euestioning the wisdom of those who selected
this pro"ect and appointed the other members of
the team.
,stablishing unrealistic goals.
6isunity, increased tension, and "ealousy.
The above pressures mean that team members have
little energy to spend on progressing towards the
team's goal. ut they are beginning to understand
one another. This phase sometimes takes F or G
meetings before arriving at the 2orming phase.
2orming
The 2orming phase is when the team reaches a
consensus on the >To-e> process. ,veryone wants
to share the newly found focus. ,nthusiasm is high,
and the team is tempted to go beyond the original
scope of the process. 6uring this stage, members
reconcile competing loyalties and responsibilities.
They accept the team, team ground rules, their roles
in the team, and the individuality of fellow members.
,motional conflict is reduced as previously
competitive relationships become more
cooperative.
2orming includes these feelings and behaviors)
$n ability to express criticism constructively.
$cceptance of membership in the team.
$n attempt to achieve harmony by avoiding
conflict.
5ore friendliness, confiding in each other, and
sharing of personal problems.
$ sense of team cohesion, spirit, and goals.
,stablishing and maintaining team ground rules
and boundaries.
$s team members begin to work out their
13
differences, they now have more time and energy to
spend on the pro"ect.
3erforming
The team has now settled its relationships and
expectations. They can begin performing by
diagnosing, solving problems, and choosing and
implementing changes. $t last team members have
discovered and accepted each other's strengths and
weakness, and learned what their roles are.
3erforming includes these feelings and behaviors)
5embers have insights into personal and group
processes, and better understanding of each
other's strengths and weakness.
0onstructive self-change.
$bility to prevent or work through group
problems
0lose attachment to the team
The team is now an effective, cohesive unit. /ou can
tell when your team has reached this stage because
you start getting a lot of work done.
$d"ourning
The team briefs and shares the improved process
during the this phase. 7hen the team finally
completes that last briefing, there is always a
bittersweet sense of accomplishment coupled with
the reluctance to say good-bye. 5any relationships
formed within these teams continue long after the
team disbands.

There are several factors that separate teams from
groups.
14
-oles and -esponsibilities
7ithin a group, individuals establish a set of
behaviors called roles. These roles set expectations
governing relationships. -oles often serve as source
of confusion and conflict. 7hile on the other hand,
teams have a shared understanding on how to
perform their role. These roles include) leader,
facilitator, timekeeper, and recorder.
Identity
7hile teams have an identity, groups do not. It is
almost impossible to establish the sense of
cohesion that characteri#es a team without this
fundamental step. $ team has a clear understanding
about what constitutes the team's 'work' and why it
is important. They can describe a picture of what the
team needs to achieve, and the norms and values
that will guide them.
0ohesion
Teams have an esprit that shows a sense of bonding
and camaraderie. ,sprit is the spirit, soul, and state
of mind of the team. It is the overall consciousness
of the team that a person identifies with and feels a
part of. Individuals begin using >we> more than
>me.>
4acilitate
Groups have a tendency to get bogged down with
trivial issues. $sk yourself, >+ow much time gets
wasted in meetings you attend:> Teams use
facilitators to keep the team on the right path.
0ommunication
7hile members of a group are centered upon
themselves, the team is committed to open
communication. Team members feel they can state
their opinions, thoughts, and feelings without fear.
!istening is considered as important as speaking.
15
6ifferences of opinion is valued and methods of
managing conflict are understood. Through honest
and caring feedback, members are aware of their
strengths and weakness as team members. There is
an atmosphere of trust and acceptance and a sense
of community.
4lexibility
5ost groups are extremely rigid. Teams, however
maintain a high level of flexibility, and they perform
different task and maintenance functions as needed.
The responsibility for team development and
leadership is shared. The strengths of each member
are identified and used.
5orale
Team members are enthusiastic about the work of
the team and each person feels pride in being a
member of the team. Team spirit is high. To be a
successful team, the group must have a strong
ability to produce results and a high degree of
satisfaction in working with one another.


HI
7orking 7ith .ther Team
5embers
$lthough we are like in many ways, we are dislike in
a lot more ways. +umans have always tried to
classify things, including themselves. This section
uses a popular categori#er by placing people into
four styles - 6river, 3ersuader, $naly#er, .rgani#er.
%note that the names will vary widely depending
upon the creator of the chart&. It does this by
charting them on two dimensions - tasks and
emotions. 3eople gets results on tasks between two
extremes - expedience and processes. 3eople use
emotions in dealing with others through two
extremes - controlled or responsive. In the chart
16
below, the two dimensions are shown under the
profile column in italics)
3rofile *tyle ;ey %focus&
3otential
*trengths
3otential
7eaknesses
$ take-charge
person, exerts
strong
influence to
get things
done, focuses
on results.
&motions are
controlled
and gets
results
through
e'pedience.
6river or
0ontroller
results and
accomplishments
%get it done&
Get things
done.
6etermined,
requiring,
thorough,
decisive,
efficient,
direct
In-attentative
behavior when
listening to others.
6ominating,
unsympathetic,
demanding, critical,
impatient
$ social
specialist,
expresses
opinions and
emotions
easilyA prefers
strong
interaction
with people.
&motions are
responsi(e
and gets
results
through
e'pedience.
3ersuader
or
,nthusias
t
involvement and
enthusiasm
%positive ideas
and responses&
Involves and
works with
others.
3ersonable,
stimulating,
enthusiastic,
innovative
+ard time following
systems or
processes.
.pinionated,
undependable,
reactionary
!ikes to be
well organi#ed
and thought
outA prefers
specific
pro"ect and
activitiesA
en"oys putting
structure to
$naly#er
or
Theorist
precision and
accuracy %actions
will be
documented&
Great at
organi#ing.
Industrious,
persistent,
serious,
orderly,
methodical
0an have trouble
when action needs
to be take
immediately.
Indecisive,
uncommunicative,
critical
17
ideas.
&motions are
controlled
and gets
results
through
processes.
$daptive
specialist,
high concern
for good
relationships,
seeks stability
and
predictability,
wants to be
part of larger
picture.
&motions are
responsi(e
and gets
results
through
processes.
.rgani#er
or
$ffiliator
relationships and
stability %loyal&
uilds
relationships.
0ooperative,
supportive,
dependable,
helpful
6oes not want to
change.
0onforming,
uncommitted, hides
true feelings

2otice that the two dimensions, results and
emotions, are closely related to lake and 5outon's
Managerial %rid which uses 3eople and Tasks as
their grid. That is, we use emotions when dealing
with people and our approach to tasks uses some
sort of a result orientation approach. 7hen lake
and 5outon came out with a tool that used only two
dimensions or axis, is struck a cord with its
simplicity.
There are various degrees along the two
dimensions %emotions and tasks&. ,ach experience
that we have will call for varying degrees of
emotions and approaches to task results.
The result %how we accomplish tasks& and emotions
%how we deal with people and experiences&
dimensions can be charted as)
18
There are three main flaws that must be taken into
consideration when using a tool of this nature)
,veryone uses all four style depending upon the
situation, however, the chart can be a useful tool
for understanding different viewpoints. It is based
on the theory that each person tends to have one
or two dominant styles.
The very simplicity that makes a tool like this so
popular, cannot possible accurately predict the
complexity of human nature. +owever, it can help
us get a handle on the various approaches taken
by individuals.
3eople try to pigeon-hole the four styles of people
into certain categories. 4or example, managers
are drivers, human resource personnel are
persuaders, programmers are analysis's, etc. This
is simply untrue. 7here I once worked, our
human resource contact was a driver, our
manager was a persuader, one on the employees
on the bottom of the rung was a driver, and one of
our best technical persons was an
organi#er. +owever, most of the employees
%workers in a manufacturing plant& were
organi#ers, analy#ers, or a combination of the
two.
19
The goal of using such a tool in a team setting is to
reali#e that people look upon things with a different
viewpoint than you. 4or example, the reason
someone will not hurry-up and compete a task in
not because they are slow, it might be because they
are viewing it from a process standpoint and want
to ensure that they get it absolutely right %analy#er&.
$lso, it takes all types to form an effective team.
7ithout drivers a team will get nothing done,
without persuaders a team will fail to get all
involved, without organi#ers a team will not gel
together, without analy#ers a team will miss key
steps. The four styles form a complete community,
and it takes a community to grow a team.

+ow 6o 7e $rrive at a *olution:
or ,ncouraging 7ild and Great
Ideas
$ll to often, creativity gets stifled when everyone
follows the rules or arriving at solutions the same
old way. Teams often become so task- oriented that
they narrow down their focus much too soon by
choosing the first likely solution. It is time to
adequately investigated the situation and its
possibilities by)
rainstorming
6elphi 6ecision 5aking
6ialectic 6ecision 5aking
Team 0hecklist
Goals
0lear mission statement JJJJJ
5easurable ob"ectives JJJJJ
20
.b"ectives are prioriti#ed JJJJJ
Goals are set in all key task areas JJJJJ
-oles
Individual roles, relationships, and
accountabilities are clear JJJJJ
*tyle of leadership is appropriate for the team
tasks JJJJJ
,ach individual competent to perform her key
tasks JJJJJ
The mix of roles is appropriate to the team tasks
JJJJJ
3rocedures
6ecisions reached are effective JJJJJ
5anagement information is effectively shared
JJJJJ
;ey activities are effectively coordinated JJJJJ
3roducts and services are of a high quality
JJJJJ
0onflict is managed effectively within the team
JJJJJ
Internal -elationships
There are no areas of mistrust JJJJJ
4eedback is constructive JJJJJ
-elationships are not competitive and
unsupportive JJJJJ
,xternal -elationships
-elationships with key external groups are
effective JJJJJ
5echanisms are in place to integrate with each
key group JJJJJ
Time and effort is spent on identifying building
and monitoring key external relationships JJJJJ

21




To *teve 7augh, being $ustralian is about >looking after your mates,
taking care of your family, being able to have a laugh at yourself>.
orn in *ydney, *teve still lives in the southern suburbs with his
young family.
*teve was spotted as a talented cricketer at the young age (<. +e
was selected for the 2ew *outh 7ales side while playing first grade
cricket in *ydney, and wore the baggy green cap for the first time in
(DK=, on a tour of *outh $frica. +e was the new kid on the block, and
was a given a golden opportunity which led to one of $ustralia's
most distinguished cricketing careers.
*teve 7augh has played representative cricket for $ustralia since
(DK=, retiring in Canuary @LLG. +is incredible career, spanning more
than (K years, has produced some outstanding moments in
$ustralian sporting history. 7ho could forget his @LL against the
7est Indies at *abina 3ark in (DD=, his twin centuries against
,ngland at .ld Trafford in (DD<, or his daring (@L against *outh
$frica in a must-win match at the (DDD 7orld 0up.
0aptaining the $ustralian Test team from (DDD to @LLG and the one-
day side between (DD< M DK and @LL( M L@, his leadership qualities
have been described as 'inspiring'. >I try and instil faith in the players
and give them self-belief and really empower them to be the best.
$lthough better known for his cricket prowess, he is passionate
about helping those less fortunate than himself. +is favourite
personal philosophy on life is >If you don't stand up for something,
you'll fall for everything>. This philosophy was put to the test when,
during a visit to India in (DKN, *teve saw children and adults
22
suffering from disease and poverty. +e was struck by those suffering
from leprosy and their families and was prompted to get involved.
4or the past three years *teve has been actively assisting these
families through his support of the ?dayan +ome in arrackpore,
India. The home takes children out of their leprosy environment and
provides them with education, healthcare and opportunities in life.
7hen he started his work, the home catered only for boys. In recent
years, with the assistance provided by *teve and others, the home
now cares for NL young girls as well. +e is now working towards
building another centre which will assist a further @LL girls in need of
care. *teve is also working with young people in $ustralia, through
his work as a patron of 0amp Euality and the conductive ,ducation
?nit for the *pastic 0entre of 2ew *outh 7ales.
$ustralians love to hear about *teve's "ourneys and cricket tours and
so he has become $ustralia's best-selling sports' author.
>I see myself as an average guy who tries to help out my mates and
loves my sport. I think in some ways, I'm sort of an underdog and a
bit of a battler. I've always had to fight hard for my spot and to
achieve what I have, and I've had to give (LLO. I think $ustralians
like to see that in people and they like to recognise it.>
$s a cricketer *teve has broken many records. $s a person he is a
great humanitarian and brings hope to those in need. +e is an
inspiration, not only for sports-loving $ustralians, but for many
worldwide. $lways leading by example, *teve is an extraordinary
$ustralian.
23

+enry 4ord, born Culy FL, (KNF, was the first of 7illiam and 5ary
4ord's six children. +e grew up on a prosperous family farm in what
is today 6earborn, 5ichigan. +enry en"oyed a childhood typical of
the rural nineteenth century, spending days in a one-room school
and doing farm chores. $t an early age, he showed an interest in
mechanical things and a dislike for farm work.
In (K<D, sixteen-year-old 4ord left home for the nearby city of
6etroit to work as an apprentice machinist, although he did
occasionally return to help on the farm. +e remained an apprentice
for three years and then returned to 6earborn. 6uring the next few
years, +enry divided his time between operating or repairing steam
engines, finding occasional work in a 6etroit factory, and over-
hauling his father's farm implements, as well as lending a reluctant
hand with other farm work. ?pon his marriage to 0lara ryant in
(KKK, +enry supported himself and his wife by running a sawmill.

T+, ,2GI2,,-
In (KD(, 4ord became an engineer with the ,dison Illuminating
0ompany in 6etroit. This event signified a conscious decision on
4ord's part to dedicate his life to industrial pursuits. +is promotion
to 0hief ,ngineer in (KDF gave him enough time and money to
devote attention to his personal experiments on internal
combustion engines.
These experiments culminated in (KDN with the completion of his
own self-propelled vehicle-the Euadricycle. The Euadricycle had
24
four wire wheels that looked like heavy bicycle wheels, was steered
with a tiller like a boat, and had only two forward speeds with no
reverse.
$lthough 4ord was not the first to build a self-propelled vehicle
with a gasoline engine, he was, however, one of several automotive
pioneers who helped this country become a nation of motorists.
$fter two unsuccessful attempts to establish a company to manufacture
automobiles, the 4ord 5otor 0ompany was incorporated in (DLF with +enry 4ord
as vice-president and chief engineer. The infant company produced only a few
cars a day at the 4ord factory on 5ack $venue in 6etroit. Groups of two or three
men worked on each car from components made to order by other companies.
+enry 4ord reali#ed his dream of producing an automobile that was reasonably
priced, reliable, and efficient with the introduction of the 5odel T in (DLK. This
vehicle initiated a new era in personal transportation. It was easy to operate,
maintain, and handle on rough roads, immediately becoming a huge success.
y (D(K, half of all cars in $merica were 5odel Ts. To meet the growing demand
for the 5odel T, the company opened a large factory at +ighland 3ark, 5ichigan,
in (D(L. +ere, +enry 4ord combined precision manufacturing, standardi#ed and
interchangeable parts, a division of labor, and, in (D(F, a continuous moving
assembly line. 7orkers remained in place, adding one component to each
automobile as it moved past them on the line. 6elivery of parts by conveyor belt
to the workers was carefully timed to keep the assembly line moving smoothly
and efficiently. The introduction of the moving assembly line revolutioni#ed
automobile production by significantly reducing assembly time per vehicle, thus
lowering costs. 4ord's production of 5odel Ts made his company the largest
automobile manufacturer in the world.
The company began construction of the world's largest industrial complex along
the banks of the -ouge -iver in 6earborn, 5ichigan, during the late (D(Ls and
early (D@Ls. The massive -ouge 3lant included all the elements needed for
automobile production) a steel mill, glass factory, and automobile assembly line.
Iron ore and coal were brought in on Great !akes steamers and by railroad, and
were used to produce both iron and steel. -olling mills, forges, and assembly
shops transformed the steel into springs, axles, and car bodies. 4oundries
converted iron into engine blocks and cylinder heads that were assembled with
25
other components into engines. y *eptember (D@<, all steps in the
manufacturing process from refining raw materials to final assembly of the
automobile took place at the vast -ouge 3lant, characteri#ing +enry 4ord's idea
of mass production.

.n 2ovember @@, (DNF, when he was hardly past his first thousand
days in office, Cohn 4it#gerald ;ennedy was killed by an assassin's
bullets as his motorcade wound through 6allas, Texas. ;ennedy was
the youngest man elected 3residentA he was the youngest to die.
26
.f Irish descent, he was born in rookline, 5assachusetts, on 5ay
@D, (D(<. Graduating from +arvard in (DGL, he entered the 2avy. In
(DGF, when his 3T boat was rammed and sunk by a Capanese
destroyer, ;ennedy, despite grave in"uries, led the survivors through
perilous waters to safety.
ack from the war, he became a 6emocratic 0ongressman from the
oston area, advancing in (D=F to the *enate. +e married Cacqueline
ouvier on *eptember (@, (D=F. In (D==, while recuperating from a
back operation, he wrote Pro!iles in "ourage, which won the 3ulit#er
3ri#e in history.
In (D=N ;ennedy almost gained the 6emocratic nomination for 1ice
3resident, and four years later was a first-ballot nominee for
3resident. 5illions watched his television debates with the
-epublican candidate, -ichard 5. 2ixon. 7inning by a narrow
margin in the popular vote, ;ennedy became the first -oman
0atholic 3resident.
+is Inaugural $ddress offered the memorable in"unction) >$sk not
what your country can do for you--ask what you can do for your
country.> $s 3resident, he set out to redeem his campaign pledge to
get $merica moving again. +is economic programs launched the
country on its longest sustained expansion since 7orld 7ar IIA
before his death, he laid plans for a massive assault on persisting
pockets of privation and poverty.-esponding to ever more urgent
demands, he took vigorous action in the cause of equal rights,
calling for new civil rights legislation. +is vision of $merica extended
to the quality of the national culture and the central role of the arts in
a vital society. +e wished $merica to resume its old mission as the
first nation dedicated to the revolution of human rights. 7ith the
$lliance for 3rogress and the 3eace 0orps, he brought $merican
idealism to the aid of developing nations. ut the hard reality of the
0ommunist challenge remained.
*hortly after his inauguration, ;ennedy permitted a band of 0uban
exiles, already armed and trained, to invade their homeland. The
attempt to overthrow the regime of 4idel 0astro was a failure. *oon
thereafter, the *oviet ?nion renewed its campaign against 7est
erlin. ;ennedy replied by reinforcing the erlin garrison and
increasing the 2ation's military strength, including new efforts in
outer space. 0onfronted by this reaction, 5oscow, after the erection
of the erlin 7all, relaxed its pressure in central ,urope.
Instead, the -ussians now sought to install nuclear missiles in 0uba.
7hen this was discovered by air reconnaissance in .ctober (DN@,
27
;ennedy imposed a quarantine on all offensive weapons bound for
0uba. 7hile the world trembled on the brink of nuclear war, the
-ussians backed down and agreed to take the missiles away. The
$merican response to the 0uban crisis evidently persuaded 5oscow
of the futility of nuclear blackmail.
;ennedy now contended that both sides had a vital interest in
stopping the spread of nuclear weapons and slowing the arms race--
a contention which led to the test ban treaty of (DNF. The months
after the 0uban crisis showed significant progress toward his goal of
>a world of law and free choice, banishing the world of war and
coercion.> +is administration thus saw the beginning of new hope
for both the equal rights of $mericans and the peace of the world.

7ho started programming computers at the age of thirteen: 7ho
was the youngest person to become a billionaire: 7ho co-founded
the world's largest computer software company: 7ho has donated
more than PKLL million dollars to charities:
7ho: 7ell, I'll tell you. +is name is 7illiam +.
Gates III, who you most likely know as ill
Gates.
ill Gates was born to 7illiam and 5ary
Gates on .ctober @K, (D==. ill was born and
raised in *eattle, 7ashington. +e attended a
28
private school, called !akeside, and there he began programming
computers at the age of thirteen.
In (D<F, ill entered +arvard ?niversity, and invented a computer
programming language. +e co-founded 5icrosoft in (D<= with his
friend 3aul $llen. ill dropped out of +arvard to devote all his time to
the company. In (DKL ill was asked by I5 to help the company
with their personal computer pro"ect, code named 3ro"ect 0hess.
,ventually asked to design the operating system for the new
machine, ill developed the 5icrosoft 6isk .perating *ystem, or 5*-
6.*, as it is popularly known.
.ver two million copies of 5*-6.* were sold by (DKG. y the early
(DDLs, 5icrosoft had sold more than (LL million copies of 5*-6.*,
making the operating system the all-time leader in software sales.
4or his achievements in science and technology, ill was presented
the +oward 1ollum $ward in (DKG by -eed 0ollege. +e accepted the
award in 3ortland, .regon.
*ince 5icrosoft went public in (DKN, ill has contributed more than
PKLL million to charities. The focus of his philanthropy is education,
world public health, non-profit civic and arts organi#ations, and
3uget *ound capital campaigns. ill Gates says on this sub"ect) >The
principle challenge we face is to close the gap in health status
between the developed and the developing worlds.>
.n Canuary (, (DDG, ill married 5elinda 4rench. They met at
5icrosoft, where she was a product manager. 5elinda grew up in
6allas and went to 6uke ?niversity. They have one daughter,
Cennifer ;atharine Gates, who was born in (DDN.
5ost everyone knows ill Gates is one of the richest people in the
world. +opefully now you don't know him "ust as one of the richest
people in the world, but as a very generous person who has
accomplished great things

29

Cehangir -atan"i 6adabhoy Tata, C-6 to the world, remains the
undisputed doyen of Indian industry, widely respected for his
contribution to the development of Indian industry and aviation in
particular. $part from being a businessman par excellence, he was a
patron of the sciences and the arts, a philanthropist and yet a man
with a passion for literature, fast cars, skiing and flying. 4or his
unparalleled excellence in business management, he came to be
referred to as chairmen's chairman.
$s an industrialist, C-6 is credited with placing the Tata Group on
the international map. +e proved his mettle by saving it from
disintegration in an era when family ownership and management or
family rifts were ripping apart family businesses. +e was a
redoubtable visionary under whose regime the group entered into
30
several new streams of business, many of them unconventional and
produced a vast range of product. $s an aviator and pioneer flier, he
brought commercial aviation to India. +e was greatly revered by
artists, sculpture and performing artistes as he generously
patronised Indian art and culture.
$nd as a philanthropist, he was respected for building and keeping
alive the tremendously active Tata charitable trusts. +is
achievements have to be seen through the lens of India's economic
and political history. ?nder ritish colonial rule until (DG<, India was
strait-"acketed by a foreign exchange crunch for almost GL years
after Independence, which gravely limited industrial
entrepreneurship
4rom (DNG to (DD(, stiff government control through the licence-
quota regime further curbed the growth of the group. 6espite all
these bottlenecks, he expanded the Tata empire manifold and made
it India's biggest business group. C-6 Tata reigned over the Tata
group for more than three decades. +e started his stint as chairman
at the tender age of FG in (DFK. ?nder his leadership, the Tata assets
grew from -s N@ crore in (DFD to over -s (L,LLL crore in (DDL. $t the
same time, the number of companies under the group grew from (G
to =L large manufacturing ones, besides innumerable holding,
investment, subsidiaries and associate concerns.
This chairmen's chairman was born on Culy @D, (DLG, in 3aris. +e
was the second child of -atan"i 6adabhoy Tata and his 4rench wife
*ooni. The earliest success of C-6 was in ca"oling (L rival cement
companies to merge and form the $ssociated 0ement 0ompanies,
run by the Tatas. $nd the rest, as they say, is history. C-6 was also a
professional to the core and a sensible leader. $s one of his
executives, 6arbari *eth, once said,>5r Tata was able to harness a
team of individualistic executive, capitalising upon their strengths,
downplaying their differences and deficienciesA all by the sheer
weight of his leadership>.
C-6's respect for his managers bound the group. !eadership,
according to him, meant motivating others. >$s chairman, my main
responsibility is to inspire respect,> he was wont to say. e that as it
may, Tata spotted talent easily. $nd once he was confident that a
manager would perform, he gave him a long rope. The supportive
climate that he built developed entrepreneurs such as +omi 5ody,
$rdeshir 6alal, Cehanghir Ghandy, -ussi 5ody and 6arbari *eth. It
was an environment where scientists of international repute such as
31
+omi habha, leading lawyers like C 6 0hoksi and 2ani 3alkhivala
and economists such as Cohn 5atthai, $ 6 *hroff and 6 - 3endse
could flourish.
$ university dropout, C-6 was something of a self-taught
technocract, and died long before the phrase Qwar for talent' was
coined. /et, almost every senior Tata director from the (DFLs
onwards, held a degree from a foreign university. Tata willingly
financed bright young boys who wanted to go abroad for further
education. +e was also a vital bridge between the scientific
establishment and the Government through his founding of the Tata
Institute of 4undamental -esearch and as the longest serving
member of the $tomic ,nergy 0ommission.
$ccording to C-6, quality had to match innovation. +e disliked the
laid-back Indian attitude, and much of his fabled short temper was
triggered by the carelessness of others. +e stressed) >If you want
excellence, you must aim at perfection. I know that aiming at
perfection has its drawbacks. It makes you go into detail that you
can avoid. It takes a lot of energy out of you but that's the only way
you finally actually achieve excellence. *o in that sense, being
finicky is essential... $ company, which uses the name Tata shares a
tradition...>
C-6 was an expert in managing human resource. $t his behest, Tata
*teel became one of the earliest companies in India to have a
dedicated human resource department. ,xpressing his surprise that
the company had functioned for so long without one, C-6
commented) >If our operations required the employment of, say,
FL,LLL machine tools, we would undoubtedly have a special staff or
department to look after them, to keep them repair, replace them
when necessary, maintain their efficiency, protect them from
damage, etc. but when employing FL,LLL human beings, each with a
mind and soul of his own, we seem to have assumed that they would
look after themselves and that there was no need for a separate
organisation to deal with the human problems involved>.
$s the saying goes, all good things must come to an end, and so did
C-6's brilliant life. C-6 died in Geneva on 2ovember @D, (DDF. +e left
behind an indelible mark on the Indian business terrain as also a
huge business empire we all know as the +ouse of Tatas.
32


'
$chievements
6r. $vul 3akir Cainulabhudin $dbul ;alam, was born on the (=th
.ctober, (DF(, at -ameshwaram in Tamil2adu. +e did his .*c. at
the *t. Coseph's 0ollege, Tiruchi, and 65IT in $eronautical
,ngineering at the 5IT, 5adras, during (D=G-=<. +e "oined the 6-6.
in (D=K. 6uring (DNF-K@, he served the I*-. in various capacities.
$s 3ro"ect 6irector, *!1-F, he was responsible for carrying out
design, development, qualification and flight testing of GG ma"or sub
systems. In (DK@, as 6irector, 6-6., was entrusted with the
Integrated Guided 5issile 6evelopment 3rogramme. +e conceived
the programme cnstituting = ma"or pro"ects for meeting the
requirements of the defence services and for establishing re-entry
technology. The development and successful flight test of 3rithvi,
Trishul, $kash, 2ag, and $gni established the indigeneous capability
towards self reliance in defence preparedness. The successful
launching of '$gni' surface-to-surface missile is a unique
achievement which made India a member of an exclusive club of
highly developed countries. Thus, through *!1 and Guided 5issile
3rogramme a solid foundation has been created in the indigeneous
testing and development of high technology $erospace 3ro"ects.
$n $dvanced Technology -esearch 0entre, called -esearch 0entre
Imarat has also been established by 6r. $.3.C. $bdul ;alam as an
extension of 6-6! to undertake development in futuristic missile
technology areas. +e has also established a unique F tier
management structure to integrate and commit technologists,
academic institutions, Industries etc. $s a crowing glory to all his
achievements, he was appointed #cienti!ic $d(isor to -aksha
5anthri and *ecretary, 6ept. of 6efence -esearch and 6evelopment.
+e is a member of Indian 2ational $cademy of *ciences,
$stronautical *ociety of India and many other professional bodies.
+e has published two books.
$wards
+e has been $warded with the India's +ighest civilian $ward
>The harat -atna> in (DD<.
*tarting with $nna ?niversity's first 6.*c., +onoris 0ausa, he
33
has received many such including the one given by IIT,
ombay, +? and others.
.ther prestigious awards include 6r.iren -oy *pace $ward,
.m 3rakash asin $ward for *cience and Technology, 2ational
2ehru $ward, $rya hatta $ward.
6r. $bdul kalam, is praised as a welder of people and a
%andhian Missile Man by -.;. !axman, in his cartoon in >Times
of India.>
$s a humanitarian and with his extreme simplicity, easy
access, he has become a 2ational +ero. +e loves Tamil poetry
and is interested in carnatic music. +e has himself written
poems in Tamil. +e adores his Gurus of 5IT and cherishes his
education and training at 5IT.
6reams To Ignite /oung 5inds
India has to have vision to become a developed nation. $ good
dream for our young people is the vision. 0an we ignite our young
minds: These are the thoughts that frequently 'fire' the mind of
India's missile man-- this year %(DDK& harat -atna awardee 6r. $.3.C.
$bdul ;alam.
In an interview to #cience &'press, the man who built biting molars
and awesome muscles into India's missile programme outlined the
vision he has of India of tomorrow. "Whene(er there is a goal, the
dynamics o! per!ormance changes, )echnology is the economical
strength o! the nation", says soft-spoken ;alam. "*ndia has people o!
high calibre and intelligence. )he only thing re+uired is more
!acilities in our labs, go(ernment !unding and good leadership in
scienti!ic areas." $fter a pause, he fires another missile) >5ost
importantly, determined youngsters.>
2o wonder he advices the youth of the country to >dream, dream and
dream and convert these into thoughts and later into actions.>
;alam's advice to the youngsters of the nation is to >think big> . "We
are a nation o! a billion people and we must thin lie a nation o! a
billion people. Only then can we become big."
6r. ;alam's, *cientific $dvisor to the 6efence 5inister and *ecretary,
6efence -esearch and 6evelopment is the second scientist to
34
receive the harat -atna, the highest civilian award, after the late 6r.
+omi Cehangir aba.
This genius attributes his success to his parents and the team which
worked relentlessly to achieve the goal.
*cience, according to him, is a global phenomenon. +e feels there
are a few areas where India can develop its core competence. These
areas are software engineering, computer products and design,
agriculture and food, aviation, defence research and space
technology and chemical engineering.
")his will lead to a highly bene!icial economic and social progress
!or the nation," says ;alam.
The man who said, ",riends, you now ha(e the !ire to torch the $gni"
turns out to be extremely shy. +is love for the hagavad Geetha and
the long mane almost gives the missile man the halo of a saint. In
fact, his views on technology and life make him the copy book saint
of science armed with Brahmastras and the power to heal wounds.
That is another passion of ;alam-using missiles that maime and kill
to give a fresh hope to the disabled. In a ? turn, ;alam has not shied
in using the technology behind fire-spewing missiles to build
artificial limbs and spring-like coils called stents to keep the heart
vessels open.
+e is one of those scientists who aims at putting technology created
by him to multiple use. +e used the light weight carbon-carbon
material designed for $gni to make calipers for the polio affected.
This carbon-carbon composite material reduced the weight of the
calipers to GLL grams %from its original weight of Gkgs.& 2i#am's
Institute of 5edical *ciences %2I5*, +yderabad& was the birthplace
for the defence technology spin offs from ;alam's labs via the 6-6!
%6efence -esearch and 6evelopment !aboratory&, 65-! %6efence
5etallurgical -esearch !ab& and the -0I %-esearch 0entre Imarat&. >It
was a great experience to see, in the orthopaedic 6epartment of
2I5*, how the light weight caliper could bring happiness to the polio
affected>, remembers ;alam.
$nother important event that took place in +yderabad is the
development of the 0ardiac stent. 0ardiac stents are used during a
alloon $ngioplasty. The clogged arteries are opened up using a
balloon and stents are inserted to prevent the vessels from collapse.
35
")he stent de(eloped by us costed much less -he is modest not to
say that the cost is less than hal!. than the ones imported," explains
;alam.
;alam says there are many more avenues wherein defence
technology can be used for a social cause. The technology used for
defence imaging systems can be used for medical imagery which is
yet another value product, he says. >7e are also working on a cost-
effective lighter substitute for the Caipur foot,> he adds.
+e is of the opinion that a mission oriented programme should be
chalked out where in medical equipments and their maintenance
should grow out of indigenous technology, thus making us self
reliant.
ut personally, given a chance would he rather opt to use
technology solely for social purposes or continue with his missile
programmes: "*! *ndia has to become a de(eloped nation it has to
ha(e o(erall de(elopment. )hat includes the !ield o! medicine,
de!ence technology and e(erything else," says ;alam in a matter-of-
fact tone.
+aving rolled out sophisticated missiles at regular intervals, ;alam
is now striving to make the reusable missiles dream a reality. !ike
the space shuttles, the reusable missiles can carry war-heads to a
pre-determined target, deliver the fire power and return for another
run.
The reusable missile's close 'cousin' is 2ishant - the /emotely
Piloted 0ehicle -/P0. or a one-time-use missile that can thumb its
nose at even sophisticated radars.
5any of ;alam's pet pro"ects like the Integrated Guided 5issile
6evelopment 3rogramme %IG563& and several other defence
ventures under his command, are poised for a quantum leap next
year.
$ccording to a status report of ma"or ongoing pro"ects of the
6efence -esearch and 6evelopment .rganisation %6-6.& headed by
;alam, the development of the five indigenous missiles under the
IG563 is progressing as per schedule.
>$gni> missile, the crown of the IG563, is being given top priority
and 6-6. scientists have been able to indigenously produce
carbon-carbon composite material which could withstand
36
temperatures upto F=LL degrees celsius during the flight of the
missile.
?2I quoting 6efence 5inisry sources said production of (=L-;m
range >3rithvi> missile for the $rmy had already commenced and two
flight trials of the @=L-;m range, Indian $ir 4orce %I$4& version,
>3rithvi> had also been completed.
?ser trials of the other three missiles under the IG563 - the D ;m
short range low level quick reaction Trishul for the three services,
the @=;m medium range surface to air missile >$kash> with multiple
target handling capability, the third generation G;m range anti-tank
>2ag> missile - were slated to commence next year.
In many ways, the >$kash> missile is emerging as a key weapon
which is being developed by the 6-6. as it employs ram rocket
propulsion to facilitate carrying of bigger pay loads.
'$kash' is the key in the sense that ram rocket technology is also to
be employed by India for the futuristic reusable missile systems.
$s far as the current status of India's ambitious !ight 0ombat
$ircraft %!0$& was concerned, the second !0$ was under integration
along with the simultaneous development of technology
demonstrator T6-(.
*everal new technologies had been established with regard to the
!0$. They included carbon fibre composite structure, control law for
unstable aircraft, digital fly-by-wire control system and advanced
computing system.
The ;averi engine had been developed and was undergoing
evaluation. Its integration with !0$ was expected in early (DDD.
2o country can throttle India's missile programme despite
technology denial regimes, believes ;alam.
$n important aspect of >the integrated guided missile development
programme was identification of critical technologies and their
indigenisation as the missile technology control regime was
primarily directed at India.>
,laborating on his future plans, the senior most serving defence
scientist referred to the Technology 5ission @L@L which proposes to
change the national status from a developing one to a developed one
and involve =LL people from academia, industry and government. +e
37
also spoke about working on a (L year self-reliance programme in
defence technologies.
;alam was born into a family of modest means in -ameshwaram, a
small town in Tamil2adu. It was his father who wanted him to take up
science in the college. $fter graduating from *t.Coseph 0ollege,
Tiruchirapalli, he "oined the 5adras Institute of Technology %5IT& to
specialise in $eronautical ,ngg. This was indeed his launching pad
for this promising young man who was destined to become the
father of Indian missile programme. $fter a brief stint in the 6efence
-esearch and 6evelopment .rganisation %6-6.&, he "oined the
Indian *pace -esearch organisation %I*-.& in (DNF. 7hile at the
1ikram *arabhai *pace 0entre, he developed the *atellite !aunch
1ehicle %*!1-F& which put the -ohini *atellite into orbit.
+e later re-entered 6-6. at the 6efence -esearch and 6evelopment
!aboratory %6-6!&, +yderabad, as the director and this is where
most of the research and development of his missile programmes
were conceived and created. In his hour of glory, the missile man
remembered his parents, co-workers especially at the 1ikram
*arabhai *pace 0entre, Thiruvananthapuram and a +yderabad-based
defence research laboratory, besides teachers who collectively
contributed in various ways towards this achievement.
6ale 0arnegie
6o the hard "obs first. The easy "obs will take care of themselves.
Gail *heehy
The secret of a leader lies in the tests he has faced over the whole
course of his life and the habit of action he develops in meeting
those tests.
38
-ay ;roc
The quality of a leader is reflected in the standards they set for
themselves.
$nna ,leanor -oosevelt
It is not fair to ask of others what you are unwilling to do yourself.
-osalynn 0arter
$ leader takes people where they want to go. $ great leader takes
people where they don't necessarily want to go, but ought to be.
5other Teresa
6o not wait for leaders. 6o it alone, person to person.
5ary 6. 3oole
!eadership should be more participative than directive, more
enabling than performing.
Indira Gandhi
5y grandfather once told me that there were two kinds of people)
those who do the work and those who take the credit. +e told me to
try to be in the first group. There is much less competition.
-osemary rown
?ntil all of us have made it, none of us have made it.
$nais 2in
!ife shrinks or expands in proportion to oneRs courage
-JJJJJJJJJJJJJJJJJJJJJJJ
(LLO of the shots you don't take don't go in.
S 7ayne Gret#ky
JJJJJJJJJJJJJJJJJJJJJJJJ
'7ould you tell me, please, which way I ought to go from
here:'
'That depends a good deal on where you want to get to,' said
the 0at.
'I don't much care where --' said $lice.
'Then it doesn't matter which way you go,' said the 0at.
'--so long as I get somewhere,' $lice added as an explanation.
S !ewis 0arroll, $lice's $dventures in 7onderland
JJJJJJJJJJJJJJJJJJJJJJJJJ
$n eye for eye only ends up making the whole world blind.
S 5.;. Gandhi
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JJJJJJJJJJJJJJJJJJJJJJJJJ
7hatever the mind can conceive and believe, the mind can
achieve.
S 6r. 2apoleon +ill
JJJJJJJJJJJJJJJJJJJJJJJJJJ
2either a lofty degree of intelligence nor imagination nor both
together go to the making of genius. !ove, love, love, that is
the soul of genius.
S 7olfgang $madeus 5o#art
JJJJJJJJJJJJJJJJJJJJJJJJJJJ
/ou can have everything in life that you want if you "ust give
enough other people what they want.
S Tig Tiglar
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
;eep away from people who try to belittle your ambitions.
*mall people always do that, but the really great make you feel
that you, too, can become great.
S 5ark Twain
Great works are performed, not by strength, but by
perseverance.
S *amuel Cohnson
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
I made this letter longer than usual because I lack the time to
make it short.
S laise 3ascal
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
2ever worry about the si#e of your 0hristmas tree. In the eyes
of children, they are all FL feet tall.
S !arry 7ilde, The 5erry ook of 0hristmas
JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ
3eace on earth will come to stay, 7hen we live 0hristmas
every day.
S +elen *teiner -ice
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0haracter) e a piece of the rock
0harisma) The first impression can seal the deal.
0ommitment) It seperates doers from dreamers
0ommunication) without it you travel alone
0ompetence) if you build it they will come
0ourage) one person with courage is a ma"ority
6iscernment) put an end to unsolved mysteries
4ocus) the sharper it is, the sharper you are
Generosity) your candle loses nothing when it lights another
Initiative) you wont leave home without it
!istening) to connect with their hearts use your ears
3assion) take this life and love it
3ositive attitude) if you believe you can, you can
3roblem solving) you cant let your problems be a problem
-elationships) if you get along they will go along
-esposibility) if you wont carry the ball you wont lead the team
*ecurity) competence never compensates for insecurity
*elf-discipline) the first person you lead is you
*ervanthood) to get ahead, put others first
Teachability) to keep leading, keep learning
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1ision) you can sei#e only what you can see.




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.ffice 5anagement.................-.; 0hopra
Inside .utside 5aga#ine
Internet
Cohn 5axwell
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