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- I find the great thing in this world is not so much where we

stand, as in what direction we are moving: To reach the port

of heaven, we must sail sometimes with the mind and
sometimes against it – but we must sail, and not drift, nor lie
at anchor.
- Oliver Wendell

- Leaders take charge , make things happen, dream dreams

and then translate them into reality.

- Leaders attract the voluntary commitment of followers,

energize them, and transform organizations into new entities
with greater potential for survival, growth and excellence.

- Effective leadership empowers an organization to maximize

its contribution to well-being of its members and the larger
society of which it is a part.

- The manager focuses on systems and structure; the leader

focuses on people.

- The manager relies on control; the leader inspires them.

- The manager has a short-range view; the leader has a long-

range perspective.

- The manager asks how and when; the leader asks what
and why.

- The manager has his eye always on the bottom line; the
leader has his eye on the horizon.

- The manager imitates; the leader originates.

- The manager accepts the status-quo; the leader challenges


- The manager is the classic soldier; the leader is his own


- The manager does things right; the leader does the right

To be an effective leader in today’s rapidly changing world

requires a delicate, fourfold balancing act:
First, you must be able to relate skillfully to the managers
and workers inside your organization who look up to you for
guidance, encouragement, and motivation.

Second, you must be able to take full advantage of the

external environment and relate skillfully to people outside
your organization who are position to influence its success.

Third, you must be able to shape and influence all aspects of

the present operations of your organization including the
development of products and services, production
processes, organizational structure, and information system.

Finally, you must be highly skilled in anticipating the future.

A Supervisors Credo

1. How does crises compare with the previous ones you’ve

2. How does crises affect your business?
3. How do you describe your role as a CEO?
4. What’s the toughest part of your job?
5. How do you spot the right candidate?
6. How much power are you willing to delegate?
7. Aside from skilful management of people, what else is
key to running your company?
8. Which achievement are you most proud of?
9. From which failure did you learn the most?


• Be Proactive
• Begin with the End in Mind
• Put First Thing First
• Think Win/Win
• Seek First to Understand, Then to be Understood
• Sharpen the Saw
• Synergize