Case 2 | Leadership & Mentoring | Leadership

High Altitude Leadership

The Idea in Brief • Leadership is a challenging task. • Overcoming fears makes a better leader. • Leaders need the help of others in order to succeed. • A leader pushes himself and the company out of their comfort zone to achieve the great heights. • High Altitude leaders succeed despite extra ordinary challenges. .

8. 5. 7. 2. • Leaders and Managers must overcome eight grave dangers in order to be High Altitude Leaders: 1. 6. 3. Fear of Death Selfishness Tool seduction Arrogance Lone Heroism Cowardice Comfort Gravity . 4.Contd….

. • Executives rarely face life-and-death situations. • Growth isn’t possible if a leader does not venture into the unknown comfort their fears and accept the possibility of failure.Fear of Death • Fear of death plays against leadership both incase of an mountain expedition as well as managing and organization. but “metaphorical death” can be an equally powerful experience.

A cause or mission that inspires others to join forces for the greater good. • Selfishness in organization manifests itself as “dangerous. a leader should create a “Compelling Saga”. dysfunctional behavior. .Selfishness • A selfish leader who puts his or her career ahead of the team can jeopardize the success of the entire team. • Selfishness is biological not cultural. • To Combat selfishness. unproductive.

• Best leadership skills won’t help if the leader doesn't act properly. professional. • Often leaders with the best knowledge fail to succeed in leadership roles. . and with the right behavior.Tool Seduction • The best leaders are not always the ones with best skills. • High Altitude leadership requires a leader to be adaptive.

Arrogance • Leaders who refuse to identify trends. or believe they know everything are courting disasters. • Egotism and Arrogance has bought many companies down. • Leaders might focus in their good performance but the organizations performance should come first. face reality. . • A leader should set good examples by talking about their own challenges first.

• Leaders with this attitude may seek glory. . • The perfect antidote for this attitude is Partnerships.Lone Heroism • Leaders who think they can overcome a obstacle by themselves are the ones who never succeed with their task. but in real world they lower the teams morale. • Lone Heroism may be popular in books and movies. but often simply believe that no one else is capable of achieving the goal.

Cowardice • Leaders and employees often hesitate to admit that they have made mistakes or to raise questions when they suspect something is wrong. • The company suffers when the leaders and employees are to cowardly to speak up when things go wrong. . • Rooting out cowardice requires unflinching honesty. • Secrecy and cowardice are part of corporate culture.

• Significant and lasting change requires letting go of ones comfort zone. • While overcoming this danger the leader should remember that Perseverance is admirable but not when it flies in the face of logic and common sense. .Comfort • Change is painful to most people hence they prefer the familiarity of the status quo. • A leader must face challenges head on and willing to be uncomfortable to be a High Altitude Leader.

• A leader should do all that he can to position himself to succeed rest is not in his hands. .Gravity • A High Altitude Leader can do everything right but still come up short. • A Leader in such situations should not get discouraged. • He should consider LUCK as a counter to such situations.

hence his behavior affects the behavior of the subordinates in the team. • A leader should understand that it is he who finally influences the team. • If a leader falls into the clamp of any one of the danger discussed in the case. . • A wrong attitude of the leader can have impending results on an organization. it is nearly impossible for a team to succeed.Analysis • A High Altitude Leader is expected to lead from the front.

How To Pick a Good Fight .

.The Idea In Brief • Conflicts can shake things up and boost the staff’s energy and creativity. • Not everything is worth fighting over. make sure it involves an issue that effects the future and has game changing potential. • A peaceful and harmonious workplace can be the worst possible thing for a business. • Many companies are known for their stressful work environment. before girding for a battle.

the following questions should be asked  Does the fight result in gaining something material?  Does it focus on the future?  Does it pursue a Nobel cause? .Contd…. • Before taking up a fight.

here’s where YOU PICK A FIGHT” • A fight is said to be meaningful when it brings about a positive change in the organization. . and address a complex challenge that has no easy answers. • A fight is material if it creates a lasting value. leads to a noticeable and a sustainable improvement.Make It Material • “If you are WILLING TO DO RIGHT.

Focus On The Future • A fight should be taken on if it is w.t the future not because of something that had happened earlier. • A good future-facing fight has three qualities. it speaks about:  What is possible?  Shifting the debate of what happened to what could have happened. .r.  It is compelling. • A fight should be concerning the future of the organization.

.Pursue A Noble Cause • The right fight connects people with a sense of purpose that hoes beyond their own self interest. • A good fight isn’t just about money or profits. unleashing profound collective imagination and abilities.

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