What

Leaders
Really Do?
by John P. Kotter
 John P. Kotter was a professor of organizational
behavior at Harvard Business School in Boston.

He is a thought leader in business ,leadership and

change. An author, and the founder of Kotter
International, a management consulting firm in Boston.
His most famous books are The General Managers
(1986), The Leadership Factor (1988), and A Force for
Change: How Leadership Differs from Management
(1990).

John
Kotter
What Leaders Really Do?

where you stand in terms of your role as a leader or manager of an organization and it offers
suggestions about what elements of leadership you can further develop to make yourself
more beneficial to your organization. 
 • Infographic
WHATStyleARE WE SETTING OUT TO DO ?

Leaders Managers

Manage constructive changes by Cope with Complexity by

1. Establishing a Direction 1. Planning and Budgeting

SETTING A DIRECTION: LOU GERSTNER AT AMERICAN EXPRESS
• VISA CARD VS MASTER CARD

• THE GREEN CARD

• INTELLEGENT RISK TAKING

• GREAT PERFORMERS PROGRAM

• OVERSEAS PRESENCE

• FIFTH LARGEST DIRECT MAIL MERCHANT AT USA

• IMAGE PROCESSING TECHNOLOGY / REDUCED BILLING

• INCREASE IN NET INCOME BY 500%

• RETURN ON EQUITY OF 28%

 • Infographic
HOW Style
DO WE DELIVER THE RESULT ?

Leaders Managers

Manage constructive changes by Cope with Complexity by

2. Aligning People 2. Organizing and Staffing

ALIGNING PEOPLE: CHUCK TROWBRIDGE AND BOB CRANDALL AT
EASTMAN KODAK
• INTRODUCTION

• FINANCIAL HARD TIMES

• VISION

• EVERY 1 ON BAORD

• MONTHLY GROUPLY MEETINGS / BUSINESS MEETINGS

• TEAM WORK / CONFIDENCE IN TOP MAMAGEMENT

• COPY PRODUCT JOURNAL / DIALOGE LETTERS / CHARTS

• OVER ALL PROPERITY

• DOUBLE THE PORFOLIO

 • Infographic HOW
Style DO WE MAKE IT HAPPEN?

Leaders Managers

Manage constructive changes by

Cope with Complexity by

3. Controlling and Problem Solving

3. Motivating People
Motivating People: Richard Nicolosi at Procter
and Gamble

• P&G’ Paper Division in 1956 faced little competition

• In 1970 situation completely changed as New entrants badly hurt the market share of its Paper
division
• Richard Nicolosi appointed as the new Associated GM of paper division
• He identified that the structure was heavily bureaucratic and centralize driven by Internal
functions and goals
• Limited Focus mainly on cost-saving and commercial people focus on volumes and shares
• Foundation of New structure by Richard
• Focus was on Team-work and multiple leadership role
• Introduce strategy of empowering people to manage division and its specific products
• Devised Category team
• Met advertising agencies to meet creative people
• Culture of Democracy and decentralization
• New Organization structure from Category teams to new brand-business teams
• All these activities created entrepreneurial culture
• Due to all the efforts Market share increased
• Revenues and Profitability also increase
Leadership
& Management
Leadership and management are two distinctive and complementary systems of
action. Each has its own function and characteristic activities. Both are necessary
for success in an increasingly complex and volatile business environment.

Most U.S. corporations today are over- managed and under led. They need to
develop their capacity to exercise leadership. Successful corporations don’t wait
for leaders to come along. They actively seek out people with leadership potential
and expose them to career experiences designed to develop that potential.

Consider a simple military analogy: A peacetime army can usually survive with
good administration and management up and down the hierarchy, coupled with
good leadership .

A wartime army, however, needs competent leadership at all levels. No one yet has
figured out how to manage people effectively into battle; they must be led.
 • Recruit people with leadership potentials
• People with leadership skills often share career
experience
• Leaders in their twenties and thirties provided with
the opportunities to lead, take risk and learn from
triumph/Failures
• Career growth
• Reasons for growth possibilities for leaders
• Leader focused organization emphasis on create
challenging opportunities for young employees
• Decentralization is the key to create culture of
leadership
• Effort to hunt to spot people with leadership

CULTURE OF
potentials (Senior Executives)
• Role of Senior Management to highlight the
performance of young talents

LEADERSHIP • Work on the development needs of potential leaders

THANK YOU