INTRODUCTION TO

LEADERSHIP 101 – PART 2

B Y R G VA L E R I O
FA C U LT Y, G R A D U AT E S C H O O L
AT E N E O D E Z A M B O A N G A U N I V E R S I T Y
DURING THE LAST MEETING……WE TOOK
A LOOK AT THE DEFINITIONS OF
L E A D E R S H I P, THE “ S E E M I N G LY
CONFUSING U N D E R S TA N D I N G ” AND
“MYSTERIOUSNESS” OF THE CONCEPTS
O F L E A D E R S H I P, W H AT I S I T R E A L LY
T H AT M A K E S L E A D E R S “ T I C K ” … . . A N D S O
FO RTH AND SO O N….

WE ALSO TOUCHED ON SOME ASPECTS OF

THE DIFFERENCES OF LEADERSHIP AND
MANAGEMENT….THE NEW PA R A D I G M
BEING ESPOUSED ON LEADERSHIP…. AND
W E E N D U P W I T H T H E L E S S O N T H AT
L E A D E R S H I P C A N B E L E A R N E D … … T H AT
LEADS US TO THE OTHER ASPECTS ON
OUR TOPIC ON INTRODUCTION TO
LEADERSHIP …..
WHERE HAVE ALL THE LEADERS GONE?
A S T H E W O R L D C H A N G E S , O R G A N I Z AT I O N S
ARE ALSO CHANGING IN RESPONSE. THE “OLD
WAY S ” S E L D O M W O R K A N Y M O R E A N D T H E
“NEW WAY S ” ARE JUST EMERGING.
EVERYWHERE, WE HEAR THE CRY FOR
LEADERSHIP!

JUST A FEW DECADES AGO, THE BUSINESS

WORLD SEEMED FULL OF POWERFUL LEADERS
WHO WERE C A PA B L E OF TA K I N G THEIR
O R G A N I Z A T I O N S T O P R O S P E R I T Y. KNOWN
LEADERS SUCH AS STEVE JOBS, LEE IACOCCA,
M A S A R U I B U K A & A K I O M O R I TA , L E E K U A N
Y E W, WA R R E N B U F F E T, KARL BENZ &
GOTTLIEB DAIMLER, LEE BYUNG CHUL,
RICARDO SEMLER, ANDRES SORIANO, SR., AND
MANY OTHERS ARE NOW JUST NAMES OF
“ G R E AT L E A D E R S ” OF THEIR RESPECTIVE
O R G A N I Z AT I O N S .
W H E N T H E W O R L D WA S M O R E S TA B L E , T H E “ C O N T R O L
MODEL” WA S PRODUCTIVE. N O WA D AY S , THE “CONTROL
M O D E L ” I S I N C R E A S I N G LY C O U N T E R P R O D U C T I V E , A N D T H E
WORLD IS SEARCHING FOR LEADERS OF THE NEW KIND.
LEADERS ARE MOVING FROM BEING THE ALL-POWERFUL
B O S S A N D D E C I S I O N - M A K E R T O B E C O M E FA C I L I TAT O R S ,
PA R T N E R S , A N D R I S K - TA K E R S W H O H E L P O T H E R S G R O W,
LEARN, AND REACH THEIR FULL POTENTIAL.

F O R M O S T O F T H E L A S T C E N T U R Y, L E A D E R S H I P H A S B E E N
E Q U AT E D W I T H G O O D M A N A G E M E N T. H O W E V E R , A S W E
H AV E A L R E A D Y S T A R T E D O U R P R E M I S E D I N T H I S C L A S S ,
LEADERSHIP AND MANAGEMENT ARE NOT THE SAME THING.
MANAGEMENT FOCUSES ON PLANNING, ORGANIZING,
D I R E C T I N G U P T O C O N T R O L L I N G T H E O R G A N I Z AT I O N T O
M A I N TA I N S TA B I L I T Y, W H I L E L E A D E R S H I P F O C U S E S O N
C R E AT I N G A V I S I O N F O R T H E F U T U R E A N D I N S P I R I N G
O T H E R S TO A C H I E V E I T. M A N A G E M E N T A N D L E A D E R S H I P
A R E B O T H I M P O RTA N T A N D C R I T I C A L I N O R G A N I Z AT I O N S .
TRADITIONAL MANAGEMENT IS NEEDED TO HELP MEET
C U R R E N T O B L I G AT I O N S T O C U S T O M E R S , S T O C K H O L D E R S ,
E M P L O Y E E S , A N D O T H E R S . B U T O R G A N I Z AT I O N S A L S O N E E D
STRONG LEADERSHIP TO VISUALIZE THE FUTURE,
M O T I VA T E AND INSPIRE EMPLOYEES, AND ADAPT TO
CHANGING NEEDS.
T H E P R O B L E M F O R T O D AY ’ S O R G A N I Z AT I O N S I S T H AT
T H E R E A R E T O O M A N Y P E O P L E D O I N G M A N A G E M E N T,
T O O F E W P R O V I D I N G L E A D E R S H I P, A N D F E W E R S T I L L
W H O H AV E T H E W I S D O M T O I N T E G R A T E T H E S K I L L S A N D
QUALITIES NEEDED FOR MEETING BOTH LEADERSHIP
AND MANAGEMENT CHALLENGES.
I N A S U R V E Y C O N D U C T E D R E C E N T LY O F E X E C U T I V E S I N
SUCCESSFUL LARGE US C O M PA N I E S , N E A R LY TWO-
T H I R D S R E P O RT E D T H AT T H E I R O R G A N I Z AT I O N S H A D
TOO MANY PEOPLE WHO WERE STRONG IN
M A N A G E M E N T B U T W E A K I N L E A D E R S H I P, P R O M P T I N G
ONE RESEARCHER TO CONCLUDE T H AT MANY
C O R P O R A T I O N S N O WA D AY S A R E “ O V E R - M A N A G E D A N D
UNDER-LED”!
W H E N T H E W O R L D WA S “ S T A B L E ” , G O O D M A N A G E M E N T
WA S O F T E N E N O U G H T O K E E P O R G A N I Z A T I O N S H E A LT H Y
A N D P R O S P E R O U S . N O WA D AY S O R G A N I Z A T I O N S M O R E
T H A N E V E R A L S O N E E D G O O D L E A D E R S H I P, W H I C H
REQUIRES T H AT LEADERS DEVELOP PERSONAL
QUALITIES, NOT JUST LEARN A SET OF SKILLS FOR
PLANNING, ORGANIZING, DIRECTING, AND
CONTROLLING.
 5 Q UA L I T I E S T H AT L E A D E R S N OWA DAY S AND IN THE
FUTURE WON’T NEED:

1 . “ B O O T C A M P ” VA L U E S – T H E O L D VA L U E S
OF UNQUESTIONING SUBMISSION TO AUTHORITY
ARE COUNTERPRODUCTIVE IN THE MODERN
WORLD AND IN THE YEARS TO COME.
2. DENIABILITY – LEADERS NEED TO CLOSE
THE TRUST G A P. WHEN THINGS GO WRONG,
L E A D E R S A C C E P T T H E R E S P O N S I B I L I T Y R AT H E R
THAN SHIFT THE BLAME.
3 . T H E G O L D E N R U L E – N O T T H E O N E T H AT
S AY S , “ D O U N T O O T H E R S … . . ” , B U T T H E O N E T H AT
S AY S , “ H E W H O H A S T H E G O L D M A K E S T H E R U L E . ”
HIGH SALARIED AND EXPENSIVE PERKS DON’T
MAKE THE LEADER – LEADERS SHOW THEIR
ABILITIES AND COMPETENCE, NOT THEIR
PRIVILEGES, TITLES OR PERKS!
 4. SELF-CENTEREDNESS – IN THE
STRESSFUL, FA S T CHANGING WORKPLACES,
LEADERS GIVE OTHERS A CHANCE TO SHINE.
5. AN IRON FIST – REIGN BY FEAR OR
TERROR DOESN’T CUT IT ANYMORE. AS ONE
LEADERSHIP BOOK AUTHOR SAID, “LEADERS
D O N ’ T I N F L I C T PA I N , T H E Y B E A R PA I N ! ”
CHANGE THYSELF…..
MANY F O R WA R D - L O O K I N G O R G A N I Z AT I O N S
N O WA D AY S R E C O G N I Z E S T H E N E E D F O R M A N A G E R S
T O L O O K W I T H I N T H E M S E LV E S F O R A N S W E R S A N D
D R AW ON DEPTHS OF U N D E R S TA N D I N G AND
M E A N I N G T H E Y ’ V E P R E V I O U S LY I G N O R E D O R B E E N
U N AWA R E O F.

M A N Y O R G A N I Z AT I O N S E N C O U R A G E T H E I R P E O P L E
TO FOLLOW RECIPES OR GUIDELINES TO SUCCESS,
T O C O N S U LT E X P E R T S T O S O LV E P R O B L E M S . W H E N
L E A D E R S H I P WA S E Q U A T E D W I T H “ C O N T R O L L I N G ”
P E O P L E T O R E A C H A C E RTA I N G O A L ( S ) , S U C H
APPROACHES WERE HELPFUL. BUT N O WA D AY S ,
L E A D E R S H AV E T O S E R V E N E W R O L E S ; T O A C T A S A
S T E WA R D R AT H E R THAN A MANAGER OR
A D M I N I S T R AT O R , T O S U P P R E S S E G O A N D A L L O W
O T H E R S T O G A I N C R E D I T, T O A C C E P T P E R S O N A L
R E S P O N S I B I L I T Y, D E V E L O P R E L AT I O N S H I P S , TA K E
R I S K S , A N D B E C O M E A PA RT N E R , N U RT U R E R , A N D
FA C I L I TAT O R , A L L O F W H I C H R E Q U I R E S C O U R A G E ,
I N T E G R I T Y, A N D S T R E N G T H O F C H A R A C T E R .
LEADERS CAN FIND O N LY WITHIN
T H E M S E LV E S THE FORCES T H AT MAKE
LEADERSHIP COME ALIVE --- PA S S I O N ,
VISION, SELF-CONFIDENCE, TOLERANCE
F O R A M B I G U I T Y A N D PA R A D O X , I N T U I T I O N ,
AND E M P A T H Y. LEADERSHIP IS NOT
SOMETHING WE POSSESS, IT IS SOMETHING
WE GI VE FROM WITHIN OURSELVES!

T O D AY ’ S B E T T E R L E A D E R S I G N O R E Q U I C K
FIXES AND SHORT CUTS, AND PRACTICE
THE BASICS T H AT R E LY ON ANCIENT
WISDOM – R E S P E C T, T R U S T, VISION,
LISTENING, SENSING THE ENVIRONMENT
AROUND THEM, AND ACTING WITH
COURAGE. THEY SEEK TO UNITE MIND,
B O D Y, A N D S P I R I T W I T H I N T H E M S E LV E S I N
ORDER TO RELEASE THE POTENTIAL IN
OTHERS.
 LEARNING TO LEAD……
L E A D E R S H I P I N V O LV E S A C O M P L E X S E T O F FA C T O R S , A N D
MANY PEOPLE CONCLUDE T H AT LEADERSHIP IS TOO
I N TA N G I B L E A N D M Y S T E R I O U S TO B E L E A R N E D . O N T H E
OTHER HAND, ANYONE HAS THE POTENTIAL TO BE A
L E A D E R . W E A L L H AV E T H E “ S E E D S ” O F L E A D E R S H I P
W I T H I N U S – O N LY O U R E X P E R I E N C E A N D AT T I T U D E C A N
EITHER KILL THEM OR HELP THEM GROW! WE CAN EITHER
INVEST IN DEVELOPING LEADERSHIP QUALITIES OR
A L L O W T H O S E Q U A L I T I E S TO L I E D O R M A N T, F O R E V E R !

N O WA D AY S , L E A D E R S H I P T R A I N I N G I S H O T, I N T H E W O R D S
O F T H E Y O U T H T O D AY, I T I S “ C O O L ” O R “ I N - N A - I N ” !
PROFESSIONAL TRAINING CENTERS, C O N S U LTA N T S ,
BUSINESS SCHOOLS, LEADERSHIP INSTITUTES, EXECUTIVE
PROGRAMS, AND IN-HOUSE C O R P O R AT E TRAINING
D E PA R T M E N T S A R E J U M P I N G O N T H E B A N D WA G O N A S T H E
FIELD OF LEADERSHIP TRAINING BOOMS. THE
P R O L I F E R AT I O N OF SUCH PROGRAMS OR SEMINAR-
T R A I N I N G S R E F L E C T S N O T O N LY THE LACK OF GOOD
LEADERSHIP BUT ALSO A NEW HOPE FOR THE FUTURE.
R AT H E R T H A N WA I T I N G F O R “ H E R O E S ” T O A R R I V E A N D
LEAD BUSINESSES OR O R G A N I Z AT I O N S THROUGH THE
TURBULENT YEARS AHEAD, LEADERS ARE BEING
C U LT I VA T E D AND NURTURED BY THE O R G A N I Z AT I O N S
T H E M S E LV E S .
IN RECOGNITION T H AT TRADITIONAL
CONCEPTS OF PLANNING, ORGANIZING,
DIRECTING, AND CONTROLLING AND ---
M A N A G I N G “ T H I N G S ” C A N N O T S O LV E O U R
PROBLEMS, MOST LEADERSHIP TRAINING
CENTERS OR PROGRAMS HIT HARD ON
P E O P L E A N D R E L AT I O N S H I P S I S S U E S .

O N E O F T H E L A R G E S T O R G A N I Z AT I O N S T H AT
S TA R T E D SHIFTING THEIR LEADERSHIP
TRAINING FOCUS IS THE US M I L I TA R Y
F O R C E S – U S A R M Y, T O B E S P E C I F I C . T H E U S
ARMY’S N A T I O N A L T R A I N I N G C E N T E R WA S
C R E D I T E D F O R A L M O S T S I N G L E - H A N D E D LY
T R A N S F O R M I N G T H E P O S T- V I E T N A M U S A R M Y
LEADERSHIP QUALITIES OF ITS COLONELS
AND BRIGADIER GENERALS (BECAUSE OF THE
MANY DEBACLES OF LEADERSHIP T H AT
O C C U R R E D D U R I N G T H E V I E T N A M WA R ) .
M A N Y C O R P O R AT I O N S N O WA D AY S A R E R E T H I N K I N G T H E I R
A P P R O A C H T O L E A D E R S H I P T R A I N I N G A N D A R E I N FA C T,
R E A L L Y I N V E S T I N G H E AV I L Y T O T R A I N E D T H E I R S E N I O R
MANAGERS TO BECOME GOOD LEADERS, TOO!
GENERAL ELECTRIC (GE) SPENDS NO LESS THAN US$500
MILLION A N N U A L LY S TA RT I N G A DECADE AGO ON
TRAINING ITS MANAGERS IN LEADERSHIP DEVELOPMENT
PROGRAMS. GE ARE EVEN TA K I N G THEIR TRAINING
PROGRAMS D I R E C T LY TO WORKERS AT THEIR
WORKPLACES SO THEY CAN PUT THEIR LEADERSHIP
I D E A S D I R E C T LY AT W O R K .
R O G E R E N R I C O , C H A I R M A N O F P E P S I - C O S P E N D S A TO TA L
O F N O L E S S T H A N 1 0 0 D AY S I N A Y E A R P E R S O N A L LY
CONDUCTING LEADERSHIP TRAINING TO HIS EXECUTIVES,
AND IT IS A “PERSONALIZED” TRAINING BECAUSE ENRICO
O N LY R E Q U I R E S AT M O S T A D O Z E N E X E C U T I V E S T O
AT T E N D H I S S E S S I O N S . T H I S I S T O “ I N T I M AT E LY ” B E
ABLE TO “TRACK” THE PROGRESS OF THE LEARNING OF
HIS EXECUTIVES! AFTER THE SESSIONS OR TRAINING,
THE EXECUTIVES T H E M S E LV E S IMPLEMENTS THEIR
INDIVIDUAL “RE-ENTRY ACTION PROGRAMS” IN THEIR
O W N “ T U R F S O R K I N G D O M S ” , A C T I O N P R O G R A M S T H AT
HAD BEEN DISCUSSED IN TRAINING WITH ENRICO AND
“ C R I T I Q U E ” B Y T H E I R O W N P E E R S ! E N R I C O U N D E RTA K E S
THESE ACTIVITIES ON TOP OF HIS ROLE AS THE TOP
EXECUTIVE OF ONE OF THE LARGEST SOFT DRINKS
L O C A L LY, FOREMOST OF ALL LARGE
C O R P O R AT I O N S T H AT S P E N D S A L A R G E C H U N K O F
T H E I R B U D G E T I N E D U C AT I O N A N D T R A I N I N G
PROGRAMS FOR THEIR PEOPLE IS MERALCO.
THEY EVEN E S TA B L I S H E D A “WORLD-CLASS”
LEADERSHIP DEVELOPMENT CENTER IN ANTIPOLO
C I T Y, C O M P L E T E W I T H “ A M A Z I N G ” FA C I L I T I E S - -
W E L L - S T O C K L I B R A R Y, I T C E N T E R , S I M U L AT I O N
ROOMS, VISUAL CENTER, H O T E L - S TA N D A R D
E X E C U T I V E R O O M S , S P O R T S FA C I L I T I E S , A N D A
R E S TA U R A N T OFFERING I N T E R N AT I O N A L
CUISINE. THE DEVELOPMENT CENTER HAS ALSO
AN AREA FOR THEIR TECHNICAL TRAINING
INSTITUTE FOR THEIR ENGINEERS AND FOR
TECHNICAL COMPETENCE TRAINING.

I T ’ S E A S Y T O S E E H O W I N N O VA T I V E P R O G R A M S
CAN DEVELOP LEADERSHIP QUALITIES BECAUSE
T H E Y I N V O LV E T H E P R A C T I C E O F L E A D E R S H I P,
N O T O N LY D I S C U S S I N G A N D TA L K I N G A B O U T I T.

BUT HOW CAN A BOOK OR COURSE ABOUT

LEADERSHIP HELP YOU BECOME A LEADER?
W E L L , A T T H E L E A S T, B Y U N D E R S T A N D I N G T H E
CONCEPTS IN THE FIRST PLACE, T H AT
LEADERSHIP IS NOT THE SAME AS MANAGEMENT
AND BY EXPLORING LEADERSHIP ISSUES IN BOTH
P R I VAT E A N D P U B L I C O R G A N I Z AT I O N S , O N E C A N
G A I N A N U N D E R S TA N D I N G O F T H E I M P O R TA N C E O F
L E A D E R S H I P T O A N O R G A N I Z AT I O N ’ S S U C C E S S , A S
W E L L A S T H E D I F F I C U LT I E S A N D C H A L L E N G E S
I N V O LV E D I N B E I N G A L E A D E R .

STUDYING LEADERSHIP CAN ALSO LEAD TO THE

DISCOVERY OF ABILITIES WE NEVER KNEW WE
HAD. ACQUIRING PERSONAL LEADERSHIP
C O M P E T E N C E T Y P I C A L LY I N V O LV E S P R O G R E S S
T H R O U G H F O U R ( 4 ) S TA G E S .
MOST PEOPLE S TA R T OUT IN S TA G E 1,
U N C O N S C I O U S I N C O M P E T E N C E . T H I S M E A N S T H AT
P E O P L E D O N ’ T H AV E A N Y C O M P E T E N C E W I T H
L E A D E R S H I P, A N D T H E Y A R E U N A W A R E T H A T T H E Y
L A C K C O M P E T E N C E , P R O B A B LY B E C A U S E T H E Y ’ V E
NEVER TRIED TO BE A LEADER.

I N S P O R T S , A N Y S P O R T F O R T H AT M AT T E R ,
P E O P L E S TA R T O U T N O T K N O W I N G H O W G O O D
T H E Y A R E U N T I L T H E Y A C T U A L L Y T R Y I T. T H E Y
DISCOVER THEIR INCOMPETENCE AND CONCLUDED
T H AT T H E Y N E E D H E L P T O M O V E A H E A D . B Y
R E A D I N G A B O U T L E A D E R S H I P, B Y T A K I N G L E S S O N S
FROM AN EXPERIENCED LEADER OR TEACHER, A
POTENTIAL LEADER BECOMES CONSCIOUS OF
W H AT I S R E Q U I R E D T O D O W E L L . T H E S A M E W I T H
A N Y S P O R T.
L E A R N I N G S TA G E S T O B E C O M E A L E A D E R

L E A D E R

4.UNCONSCIOUS
COMPETENCE
3.CONSCIOUS
COMPETENCE
2. CONSCIOUS

INCOMPETENCE
1. UNCONSCIOUS
INCOMPETENCE

NON-LEADER
THE PERSON CAN LEARN ABOUT LEADERSHIP
V I S I O N , O R B U I L D I N G A T E A M , O R M O T I VA T I N G
F O L L O W E R S , J U S T A S T H E AT H L E T E C A N L E A R N
ABOUT SHIFTING ONE’S WEIGHT FOR BALANCE, OR
R A I S I N G T H E A R M AT A C O R R E C T A N G L E O R
K E E P I N G O N E ’ S E Y E O N T H E B A L L ! T H I S I S S TA G E
2 , W H E R E O N E B E C O M E C O N S C I O U S O F W H AT I S
REQUIRED TO DO WELL, BUT ARE STILL
P E R S O N A L LY I N C O M P E T E N T. I F, F O R E X A M P L E ,
ONE TRIED TO SWING A GOLF CLUB WHILE
T H I N K I N G A B O U T T H I N G S L E F T AT T H E O F F I C E AT
THE SAME TIME, AND SWING THE GOLF CLUB
P O O R LY, O N E U N D E R S TA N D B Y W H AT I S M E A N T O F
CONSCIOUS INCOMPETENCE.
W I T H P R A C T I C E , Y O U R C O N S C I O U S AWA R E N E S S
O F T H E C O R R E C T T H I N G T O D O W I L L G R A D U A L LY
TRANSFORM INTO LEADERSHIP COMPETENCE.
ONE CAN LEARN TO VISUALIZE A DESIRED
F U T U R E , I N F L U E N C E O T H E R S T O E N G A G E I N T H AT
F U T U R E , A N D H AV E T H E C O U R A G E T O T A K E O N
REAL CHANGE.
I N S TA G E 3 , T H I S I S W H E R E L E A D E R S H I P, O R A
PHYSICAL SPORT SUCH AS SKIING, BECOMES A REAL
PLEASURE. ONE RECEIVES POSITIVE FEEDBACK ON
H I S O R H E R S K I L L S A N D I S AWA R E O F H O W W E L L
ONE IS DOING IN HIS OR HER CHOSEN FIELD OR
CHOSEN S P O RT. THIS IS THE CONSCIOUS
C O M P E T E N C E S TA G E .
I N S TA G E 4 , T H E S K I L L S A C Q U I R E D O R L E A R N E D
B E C O M E S A PA RT O F T H E P E R S O N . T H I S O C C U R R E D
N AT U R A L LY. ONE NO LONGER H AV E TO
C O N S C I O U S LY T H I N K A B O U T C R E AT I N G A V I S I O N , I T
EMERGES I N T U I T I V E LY AS THE SKILLS IS
PRACTICED AND PRACTICED. AGAIN, JUST LIKE IN A
S P O RT, P R A C T I C E M A K E S P E R F E C T !
W H E N Y O U H E A R P E O P L E M E N T I O N T H AT S O M E
LEADERS ARE BORN R AT H E R THAN MADE OR
S O M E O N E I S A N AT U R A L L E A D E R , I T J U S T M E A N
T H AT T H E S E P E O P L E O P E R AT E I N S TA G E 4 W I T H O U T
H AV I N G T O G O T H R O U G H T H E F I R S T T H R E E S T A G E S .
AS ONE PRACTICE AND PRACTICE THE ACQUIRED
SKILLS OF LEADERSHIP THROUGH ONE’S CAREER,
O N E A C H I E V E S S TA G E 4 , A N D P E O P L E M AY L O O K AT
Y O U A S A “ N AT U R A L L E A D E R ” , A S S U M I N G T H AT Y O U
M O S T O F U S H AV E T O S T R U G G L E T O
AWA R E N E S S O F W H AT L E A D E R S H I P I S
ALL ABOUT AND THEN BECOME
COMPETENT THROUGH PRACTICE AND
E X P E R I E N C E . T H I S C O U R S E H O P E F U L LY
DEVELOPS YOUR COGNITIVE
U N D E R S TA N D I N G O F W H AT L E A D E R S D O ,
OF THE DIFFERENCE BETWEEN
LEADERSHIP AND MANAGEMENT
CONCEPTS, IN EFFECT GOING THROUGH
T H E S TA G E S O F 2 A N D 3 -- FROM
CONSCIOUS INCOMPETENCE TO
CONSCIOUS COMPETENCE!
WE WILL END ON THIS NOTE……. WE ARE
N O W AWA R E T H AT W E A R E S O M E W H E R E
B E T W E E N S TA G E 2 A N D S TA G E 3 .

LET’S VA L I D AT E … … B Y U N D E R TA K I N G
THE FOLLOWING EXERCISE…..

K I N D LY TA K E H O L D O F O N E ( 1 ) S H E E T O F
B O N D PA P E R A N D N U M B E R Y O U R PA P E R 1
T O 2 2 . A N D T H E N S TA R T A N S W E R I N G T H E
LEADERSHIP DEVELOPMENT EXERCISE
NO. 2.