SOCIAL INTELLIGENCE A

BIOLOGY OF LEADERSHI
Social Intelligence and Biology of leadership

• IDENTIFY SOCIAL STRENGTHS AND

WEAKNESSES

• CRAFT A PLAN FOR CHANGE

ALMOST READY
THE WINNERS DIFFERENCE.
GOOD CANDIDATE.
 Is the leader amongst peers.
 Understands new ways of
doing things and makes
important connection.
 Usually more time and
efforts than peers do.
 Frequently delegates tasks.
ELITE CANDIDATE.
 Enables peers to improve their
performance.
 Makes sure that basic needs are
met while mastering new
concepts.
 Knows when to hold back and
when to let go.
 Avoids jumping in personally to
solve problems which others
can handle .
HOW LEADERS MOVE UP.
 Success at winning a CEO title always depends on
situation, the organisation culture, type of people
and relationship involved.
 There are no hard and fast rules, a few basic
guidelines can help the aspiring CEO shape his
own destiny.
 A CEO must always act as a team-player.
 CEO’s cant expect much help in moving to the top
spot.
HOW LEADERS MOVE UP.
 Most people fail to handle CEO position
because they don’t know how to approach
new Challenges.
 Inspite of various obstacles, the aspiring

CEO can dramatically increase his chances

of success by sharpening his perception of
organisations culture and politics and
improving his self-awareness.
In search of excellence
in CEO Succession

 Seven steps to address an identified succession need:

 Start very early
 Engage all stakeholders in sequence
 Define the selection criteria clearly
 Explicitly decide on the mix of internal / external
investigation
 Assess the candidates thoroughly
 Define the roadmap and development plans
 Plan support for the eventual transition.
The best answer here is a, followed by b. In her book, Reardon
identifies and describes in detail four distinct leadership styles,
with most managers having some characteristics of each. In some
companies, she writes, "the most effective leader is one who
doesn't appear to be leading at all." Figure out what is the most
widely respected style in your particular organization -- and, if the
people at the top approach leadership in a radically different way
than you do, consider moving to another company.
 The best answer is c -- not only is it the most likely to
persuade your immediate boss, but even if she tries the
idea and it flops, the approach makes her an ally you could
keep for life. Don't go with b; it's just an excellent way to
shoot yourself in the foot. And a shouldn't even cross your
mind: Power is never achieved without a quality Reardon
calls "relentlessness" -- an unwillingness ever to take "no"
for a final answer.
•You've just taken a new job in an unfamiliar organization and
are anxious to make a good impression and rise quickly. The
best way to do this is to:

•a) Work hard to develop your technical skills while also becoming
a player by plunging into power struggles going on around you,
taking care to side with the most influential person or group.

•b) Build your technical skills, but also take time to analyze what
the people above you want to accomplish and devise innovative
ways to help them.

•c) Keep your head down, work extraordinarily hard, and ignore
office intrigue and infighting as a waste of your time and energy.
 The best answer is b, because people who solve
problems get noticed for all the right reasons. Ignoring
the political climate altogether as in c, is unwise,
because you'll never be able to anticipate an enemy you
don't see. Meanwhile, a is even riskier. Become too
embroiled in office intrigue and you tend to overlook a
crucial fact: The people who have clout now may not
have it later, or vice versa. Why choose sides now?
5 MINDS OF A
MANAGER
Thinking globally but acting locally, competing yet
collaborating, changing yet maintaining continuity
Five Minds of the Manager
 Managing self: the reflective mind-set
 Managing organizations: the analytic mindset
 Managing context: the worldly mindset
 Managing relationships: the collaborative mindset
 Managing change: the action mindset
7 AGES OF A LEADER
7 ages of a leader
 The infant executive
 The schoolboy with shining face
 The lover, with a woeful ballad
 The bearded soldier
 The General, full of wise saws
 The Statesman, with spectacles on nose
 The Sage, second childishness
HOW TO GROW GREAT
LEADERS
How to Grow Great Leaders
-The Idea in Practice
 Airing the tensions

 Busting the silos.

 Establishing the right rewards.

CREATIVITY AND ROLE
OF THE LEADER
Creativity and the Role of the Leader

-The Idea in Practice

 Tap Ideas from All Ranks

 Open Your Company to Diverse Perspectives

 Protect Creatives from Bureaucracy

 Know When to Impose Controls--and When Not To

 Create a Filtering Mechanism

WHY HIERARCHIES
THRIVE
Hierarchies
 No one has anything to say good about
them.
 Many of us have our own horror stories about against

hierarchies.
 Yet, the more we struggle against them, the more

durable they are.

 Almost every large organization remains hierarchical.

 Even in the newer flatter, faster organizations, the

basic blueprint of hierarchies remains intrinsic.

 Hierarchies are terribly flawed!

 Rigid structure

 Delay in Decision making

 fear

 Authoritarianism
Why Do They Persist and Even
Thrive?

 The Dinosaur That Wouldn’t Die

Because
 Despite their reputations, they have been adaptable
and capable of change.
 They deliver real and psychological value.
 They also fulfill our desire for order and
 security.
 They get things done.
 Hierarchies are terribly flawed!

 Rigid structure

 Delay in Decision making

 fear

 Authoritarianism
Hierarchies
 Remains the best available mechanisms for doing
complex work.
 Here to stay.
 It is unrealistic to expect that we can do away with
them.
 We need to accept the reality and try and reduce
the bad byproducts.