LEADERSHIPLEADERSHIP SELF DEVELOPMENT SELF DEVELOPMENT

TEACHERS DAYTEACHERS DAY WHEN DR.RADHAKRISHNAN BECAME PRESIDENT WHEN DR.RADHAKRISHNAN BECAME PRESIDENT

OF INDIA IN 1962 HIS STUDENTS AND FRIENDS OF INDIA IN 1962 HIS STUDENTS AND FRIENDS REQUESTED HIM TO ALLOW THEM TO CELEBRATE REQUESTED HIM TO ALLOW THEM TO CELEBRATE HIS BIRTHDAY. HE REPLIED ‘INSTEAD OF HIS BIRTHDAY. HE REPLIED ‘INSTEAD OF CELEBRATING MY BIRTHDAY, IT WOULD BE PROUD CELEBRATING MY BIRTHDAY, IT WOULD BE PROUD PRIVILEGE IF SEPT.5PRIVILEGE IF SEPT.5THTH IS CELEBRATED AS IS CELEBRATED AS TEACHERS DAY’. WE ALL PAY OUR RESPECT TO TEACHERS DAY’. WE ALL PAY OUR RESPECT TO THIS GREAT TEACHER/LEADER.THIS GREAT TEACHER/LEADER.

ONE GOOD SCHOOLMASTER IS WORTH A THOUSAND PRIESTSONE GOOD SCHOOLMASTER IS WORTH A THOUSAND PRIESTS R.G INGERSOLL.R.G INGERSOLL.

DIALOGUEDIALOGUE ‘‘I WOULD NEVER READ A BOOK IF IT WERE POSSIBLE TO TALK HALF AN I WOULD NEVER READ A BOOK IF IT WERE POSSIBLE TO TALK HALF AN

HOUR WITH THE MAN WHO WROTE IT’HOUR WITH THE MAN WHO WROTE IT’ PRES.WOODROW WILSONPRES.WOODROW WILSON

DIALOGUE NEEDS TO BE PRACTICED ON A DIALOGUE NEEDS TO BE PRACTICED ON A REGULAR BASIS ON SIGNIFICANT ISSUES.REGULAR BASIS ON SIGNIFICANT ISSUES.

WE SHOULD CO-CREATE SHARED WE SHOULD CO-CREATE SHARED VISION/STRATEGY AND ALIGN PEOPLE VISION/STRATEGY AND ALIGN PEOPLE THROUGH DIALOGUE ON A CONTINUOUS THROUGH DIALOGUE ON A CONTINUOUS BASIS FOR BETTER RESULTS.BASIS FOR BETTER RESULTS.

WHAT LEADERS REALLY DOWHAT LEADERS REALLY DO ‘‘THEY DON’T MAKE PLANS , THEY DON’T SOLVE PROBLEMS , THEY DON’T THEY DON’T MAKE PLANS , THEY DON’T SOLVE PROBLEMS , THEY DON’T

ORGANIZE PEOPLE. WHAT LEADERS REALLY DO IS PREPARE ORGANIZE PEOPLE. WHAT LEADERS REALLY DO IS PREPARE ORGANIZATIONS FOR CHANGE AND HELP THEM COPE AS THEY STRUGGLE ORGANIZATIONS FOR CHANGE AND HELP THEM COPE AS THEY STRUGGLE THROUGH.’THROUGH.’

JOHN P. KOTTERJOHN P. KOTTER

LEADERS SET DIRECTIONS, MOTIVATE AND LEADERS SET DIRECTIONS, MOTIVATE AND INSPIRE PEOPLE. THIS ENERGIZES THE INSPIRE PEOPLE. THIS ENERGIZES THE TEAM TO ACHIEVE THE VISION.TEAM TO ACHIEVE THE VISION.

DEVELOP INTRINSIC MOTIVATION IN THE DEVELOP INTRINSIC MOTIVATION IN THE TEAM MEMBERS, WHICH WILL ENERGIZE TEAM MEMBERS, WHICH WILL ENERGIZE THEM TO ACHIEVE RESULTS.THEM TO ACHIEVE RESULTS.

CREATE A CULTURE OF LEADERSHIP AND CREATE A CULTURE OF LEADERSHIP AND CHANGE.CHANGE.

COMMUNITIES OF LEADERSCOMMUNITIES OF LEADERS ‘‘EACH TYPE OF LEADER IS CRITICALLY INTERDEPENDENT ON THE OTHERS, EACH TYPE OF LEADER IS CRITICALLY INTERDEPENDENT ON THE OTHERS,

OFTEN IN WAYS NOT EVIDENT IN THE MIDST OF DIFFICULT CHANGE OFTEN IN WAYS NOT EVIDENT IN THE MIDST OF DIFFICULT CHANGE PROCESSES.UNDERSTANDING THIS ‘ECOLOGY OF LEADERSHIP’, IS THE KEY PROCESSES.UNDERSTANDING THIS ‘ECOLOGY OF LEADERSHIP’, IS THE KEY TO DEVELOPING EFFECTIVE LEADERSHIP COMMUNITIES.’TO DEVELOPING EFFECTIVE LEADERSHIP COMMUNITIES.’

PETER M. SENGEPETER M. SENGE

DEEP COMMITMENT FOR CHANGE SHOULD DEEP COMMITMENT FOR CHANGE SHOULD BE INITIATED BY LOCAL LINE LEADERS AND BE INITIATED BY LOCAL LINE LEADERS AND ROLE MODELS.ROLE MODELS.

EXECUTIVE LEADERS: THEY ARE THE EXECUTIVE LEADERS: THEY ARE THE STEWARDS OF VISION, MISSION AND STEWARDS OF VISION, MISSION AND STRATEGY.STRATEGY.

NET WORKERS: DIFFUSION AGENTS TO NET WORKERS: DIFFUSION AGENTS TO SUSTAIN CHANGE.SUSTAIN CHANGE.

WHAT MAKES A LEADERWHAT MAKES A LEADER ‘‘EFFECTIVE LEADERS ARE ALIKE IN ONE CRUCIAL WAY: THEY ALL HAVE A EFFECTIVE LEADERS ARE ALIKE IN ONE CRUCIAL WAY: THEY ALL HAVE A

HIGH DEGREE OF EMOTIONAL INTELLIGENCE.’HIGH DEGREE OF EMOTIONAL INTELLIGENCE.’ DANIEL GOLEMANDANIEL GOLEMAN

TO BECOME SUCCESSFUL LEADERS AND TO BECOME SUCCESSFUL LEADERS AND ACHIEVE OUTSTANDING PERFORMANCE ACHIEVE OUTSTANDING PERFORMANCE WE SHOULD DEVELOP HIGH DEGREE OF WE SHOULD DEVELOP HIGH DEGREE OF EMOTIONAL INTELLIGENCE I.E SELF EMOTIONAL INTELLIGENCE I.E SELF AWARENESS, SELF REGULATION, AWARENESS, SELF REGULATION, MOTIVATION, EMPATHY AND SOCIAL SKILL. MOTIVATION, EMPATHY AND SOCIAL SKILL.

LEADERSHIP THAT GETS LEADERSHIP THAT GETS RESULTSRESULTS

‘‘DON’T TAKE A ONE-SIZE-FITS-ALL APPROACH TO LEADERSHIP. DON’T TAKE A ONE-SIZE-FITS-ALL APPROACH TO LEADERSHIP. CHOOSE THE STYLE THAT MAXIMIZES YOUR EFFECTIVENESS IN A CHOOSE THE STYLE THAT MAXIMIZES YOUR EFFECTIVENESS IN A GIVEN SITUATION.GIVEN SITUATION.

DANIEL GOLEMANDANIEL GOLEMAN

SUCCESSFUL LEADER IS ONE WHO SUCCESSFUL LEADER IS ONE WHO USES DIFFERENT LEADERSHIP USES DIFFERENT LEADERSHIP STYLES STYLES (COERCIVE, AUTHORITATIVE, (COERCIVE, AUTHORITATIVE, AFFILIATE, DEMOCRATIC, PACE SETTING AND AFFILIATE, DEMOCRATIC, PACE SETTING AND COACHING)COACHING) EACH IN THE RIGHT EACH IN THE RIGHT MEASURE AT THE RIGHT TIME FOR MEASURE AT THE RIGHT TIME FOR PRODUCING THE DESIRED RESULTS.PRODUCING THE DESIRED RESULTS.

WHY TEAMSWHY TEAMS ‘‘TEAMS USUALLY DO OUTPERFORM OTHER GROUPS AND INDIVIDUALS.’TEAMS USUALLY DO OUTPERFORM OTHER GROUPS AND INDIVIDUALS.’ THE WISDOM OF TEAMSTHE WISDOM OF TEAMS

TEAM CAN COLLECTIVELY BRING VISION IN TEAM CAN COLLECTIVELY BRING VISION IN REALITY AND BREAKTHROUGH REALITY AND BREAKTHROUGH PERFORMANCE WHICH INDIVIDUALS CAN PERFORMANCE WHICH INDIVIDUALS CAN NOT DO ALONE.NOT DO ALONE.

TEAM IS COMMITTED TO COMMON TEAM IS COMMITTED TO COMMON PURPOSE, COMMON APPROACH AND PURPOSE, COMMON APPROACH AND PERFORMANCE GOALS AND THE MEMBERS PERFORMANCE GOALS AND THE MEMBERS HAVE MUTUAL ACCOUNTABILITY.HAVE MUTUAL ACCOUNTABILITY.

TEAM BASICSTEAM BASICS ‘‘A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE

COMMITTED TO A COMMON PURPOSE, PERFORMANCE GOALS, AND APPROACH FOR COMMITTED TO A COMMON PURPOSE, PERFORMANCE GOALS, AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.’WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.’

WISDOM OF TEAMSWISDOM OF TEAMS

TEAM IS COMMITTED TO COMMON PURPOSE, TEAM IS COMMITTED TO COMMON PURPOSE, COMMON APPROACH AND PERFORMANCE GOALS COMMON APPROACH AND PERFORMANCE GOALS AND HAVE MUTUAL ACCOUNTABILITY.AND HAVE MUTUAL ACCOUNTABILITY.

TEAM HAS SMALL NUMBER OF PEOPLE WHO HAVE TEAM HAS SMALL NUMBER OF PEOPLE WHO HAVE COMPLIMENTARY SKILLS AND ARE COMMITTED TO COMPLIMENTARY SKILLS AND ARE COMMITTED TO EACH OTHERS SUCCESS AND GROWTH.EACH OTHERS SUCCESS AND GROWTH.

THERE IS CONTINUOUS SHARING OF OBJECTIVES, THERE IS CONTINUOUS SHARING OF OBJECTIVES, COMPLETE OPENNESS AND RESPECT FOR EACH COMPLETE OPENNESS AND RESPECT FOR EACH OTHER.OTHER.

TEAM LEADERSTEAM LEADERS ‘‘AS FOR THE BEST LEADERS, THE PEOPLE DO NOT NOTICE THEIR EXISTENCE. THE AS FOR THE BEST LEADERS, THE PEOPLE DO NOT NOTICE THEIR EXISTENCE. THE

NEXT BEST, THE PEOPLE HONOR AND PRAISE. THE NEXT, THE PEOPLE FEAR AND THE NEXT BEST, THE PEOPLE HONOR AND PRAISE. THE NEXT, THE PEOPLE FEAR AND THE NEXT, THE PEOPLE HATE. WHEN THE BEST LEADERS WORK IS DONE, THE PEOPLE SAY NEXT, THE PEOPLE HATE. WHEN THE BEST LEADERS WORK IS DONE, THE PEOPLE SAY WE DID IT OURSELVES.’ WE DID IT OURSELVES.’

LAO – TZULAO – TZU

TEAM LEADERS FOCUS ON TEAM PERFORMANCE TEAM LEADERS FOCUS ON TEAM PERFORMANCE RESULTS NOT ON INDIVIDUAL ACHIEVEMENTS RESULTS NOT ON INDIVIDUAL ACHIEVEMENTS INCLUDING THEIR OWN. THEY STRONGLY BELIEVE INCLUDING THEIR OWN. THEY STRONGLY BELIEVE IN TEAMS PURPOSE AND CAPABILITY OF TEAM IN TEAMS PURPOSE AND CAPABILITY OF TEAM MEMBERS.MEMBERS.

LEADERS GIVE UP SOME COMMAND AND LEADERS GIVE UP SOME COMMAND AND CONTROL AND STRIKE BALANCE BETWEEN CONTROL AND STRIKE BALANCE BETWEEN PROVIDING GUIDANCE AND GIVING UP CONTROL, PROVIDING GUIDANCE AND GIVING UP CONTROL, MAKING TOUGH DICISIONS AND LETTING OTHERS MAKING TOUGH DICISIONS AND LETTING OTHERS MAKE THEM , DOING DIFFICULT THINGS ALONE MAKE THEM , DOING DIFFICULT THINGS ALONE AND LETTING OTHERS LEARN HOW TO DO THEM.AND LETTING OTHERS LEARN HOW TO DO THEM.

LEADERS DO REAL WORK THEMSELVES.LEADERS DO REAL WORK THEMSELVES.

TAKING THE TEETH OUT OF TAKING THE TEETH OUT OF TEAM TRAPSTEAM TRAPS

‘‘INDIVIDUALS PERCEPTIONS, ASSUMPTIONS, BELIEFS AND EMOTIONS ALL INDIVIDUALS PERCEPTIONS, ASSUMPTIONS, BELIEFS AND EMOTIONS ALL PLAY A ROLE IN TEAM DYNAMICS BY AFFECTING THE ACTIONS THAT PLAY A ROLE IN TEAM DYNAMICS BY AFFECTING THE ACTIONS THAT PEOPLE TAKE AND THE RESULTS THAT THEY ACHIEVE..’PEOPLE TAKE AND THE RESULTS THAT THEY ACHIEVE..’

ALAN SLOBODNIK & KRISTINA WILEALAN SLOBODNIK & KRISTINA WILE

TEAM TRAPS JEOPARDIZE THE SMOOTH TEAM TRAPS JEOPARDIZE THE SMOOTH WORKING OF A TEAM.WORKING OF A TEAM.

TEAM TRAPS CAN BE OVERCOME TEAM TRAPS CAN BE OVERCOME THROUGH A PROCESS OF CONTINUOUS THROUGH A PROCESS OF CONTINUOUS DIALOGUE, FEEDBACK MECHANISM, DIALOGUE, FEEDBACK MECHANISM, REMAINING FOCUSSED ON THE VISION AND REMAINING FOCUSSED ON THE VISION AND BY CONTINUOUS METHOD OF REVIEW.BY CONTINUOUS METHOD OF REVIEW.

PERSONAL MASTERYPERSONAL MASTERY

PERSONAL MASTERY IS CONTINUALLY PERSONAL MASTERY IS CONTINUALLY EXPANDING THE CAPACITY TO CREATE THE EXPANDING THE CAPACITY TO CREATE THE RESULTS YOU TRULY DESIRE. IT IS THE RESULTS YOU TRULY DESIRE. IT IS THE ABILITY TO GENERATE AND SUSTAIN THE ABILITY TO GENERATE AND SUSTAIN THE CREATIVE TENSION SO AS TO ACHIEVE THE CREATIVE TENSION SO AS TO ACHIEVE THE VISION.VISION.

UNDERSTANDING THE STRUCTURAL UNDERSTANDING THE STRUCTURAL CONFLICT AND OVERCOMING IT BY CONFLICT AND OVERCOMING IT BY COMMITMENT TO TRUTH.COMMITMENT TO TRUTH.

METANOIC ORGANISATIONSMETANOIC ORGANISATIONS AND LEADERSHIP IN METANOIC AND LEADERSHIP IN METANOIC

ORGANISATIONSORGANISATIONS

METANOIC ORGANIZATION IS ONE THAT HAVE METANOIC ORGANIZATION IS ONE THAT HAVE CONVICTION THAT THE PEOPLE ARE INDIVIDUALLY CONVICTION THAT THE PEOPLE ARE INDIVIDUALLY AND COLECTIVELY EMPOWERED TO CREATE AND COLECTIVELY EMPOWERED TO CREATE THEIR FUTURE AND SHAPE THEIR DESTINY.THEIR FUTURE AND SHAPE THEIR DESTINY.

THE LEADER IN METANOIC ORGANIZATION IS THE LEADER IN METANOIC ORGANIZATION IS CUSTODIAN OF VISION. HE ENROLLS AND CUSTODIAN OF VISION. HE ENROLLS AND EMPOWERS THE TEAM MEMBERS.EMPOWERS THE TEAM MEMBERS.

LEADER CREATES STRUCTURE TO CHANNALIZE LEADER CREATES STRUCTURE TO CHANNALIZE ENERGY TOWARDS VISION AND TAKES PERSONAL ENERGY TOWARDS VISION AND TAKES PERSONAL RESPONSIBILITY TOWARDS ORGANISATIONAL RESPONSIBILITY TOWARDS ORGANISATIONAL PERFORMANCE.PERFORMANCE.

MENTAL MODELSMENTAL MODELS MENTAL MODELS ARE ASSUMPTIONS OR MENTAL MODELS ARE ASSUMPTIONS OR

GENERALIZATIONS BY WHICH WE MAKE SENSE OF GENERALIZATIONS BY WHICH WE MAKE SENSE OF THE WORLD AROUND US. THEY EITHER IMPEDE THE WORLD AROUND US. THEY EITHER IMPEDE OR ACCELERATE LEARNING. THEY ARE SOFT, OR ACCELERATE LEARNING. THEY ARE SOFT, FLEXIBLE AND CAN BE CHANGED.FLEXIBLE AND CAN BE CHANGED.

PARADIGMS ARE STRUCTURED SET OF MENTAL PARADIGMS ARE STRUCTURED SET OF MENTAL MODELS.MODELS.

SHARED VISION WHICH IS THE SHARED MENTAL SHARED VISION WHICH IS THE SHARED MENTAL MODEL OF THE FUTURE, HELPS US IN MODEL OF THE FUTURE, HELPS US IN SYNERGIZING ACTIONS AND ACHIEVING OUR SYNERGIZING ACTIONS AND ACHIEVING OUR VISION.VISION.

MENTAL MODELS HAVE TO BE SURFACED MENTAL MODELS HAVE TO BE SURFACED THROUGH DIALOGUE, SELF AWARENESS AND THROUGH DIALOGUE, SELF AWARENESS AND REFLECTION.REFLECTION.

NEW MENTAL MODELS COVER INTERNAL AND NEW MENTAL MODELS COVER INTERNAL AND EXTERNAL REALITIES ALIGNED WITH PURPOSE.EXTERNAL REALITIES ALIGNED WITH PURPOSE.

TEACHING SMART PEOPLE TEACHING SMART PEOPLE HOW TO LEARNHOW TO LEARN

‘‘SMARTEST PEOPLE ARE THE SLOWEST LEARNERS BECAUSE THEY AREN’T FAMILIAR SMARTEST PEOPLE ARE THE SLOWEST LEARNERS BECAUSE THEY AREN’T FAMILIAR WITH FAILURE, WHICH MEANS THEY DON’T KNOW HOW TO REFLECT ON THEIR OWN WITH FAILURE, WHICH MEANS THEY DON’T KNOW HOW TO REFLECT ON THEIR OWN ASSUMPTIONS.’ASSUMPTIONS.’

CHRIS ARGYRISCHRIS ARGYRIS

SINGLE LOOP LEARNING IS PROBLEM SOLVING SINGLE LOOP LEARNING IS PROBLEM SOLVING AND DOUBLE LOOP LEARNING IS REFLECTING ON AND DOUBLE LOOP LEARNING IS REFLECTING ON ASSUMPTIONS AND TESTING VALIDITY OF ASSUMPTIONS AND TESTING VALIDITY OF HYPOTHESIS.HYPOTHESIS.

WHEN ONE FAILS OR UNDER PERFORMS, HE WHEN ONE FAILS OR UNDER PERFORMS, HE BECOMES DEFENSIVE AND BLAMES EXTERNAL BECOMES DEFENSIVE AND BLAMES EXTERNAL FACTORS WITHOUT INTROSPECTION.FACTORS WITHOUT INTROSPECTION.

WE DON’T LEARN WHEN THERE IS FEAR OF WE DON’T LEARN WHEN THERE IS FEAR OF FAILURE AND EMBARRESSMENT.FAILURE AND EMBARRESSMENT.

GOOD COMMUNICATION THAT GOOD COMMUNICATION THAT BLOCKS LEARNINGBLOCKS LEARNING

‘‘IN THE NAME OF POSITIVE THINKING, MANAGERS OFTEN CENSOR IN THE NAME OF POSITIVE THINKING, MANAGERS OFTEN CENSOR WHAT THEY SEE AS A PANDORA’S BOX OF PROBLEMS.’WHAT THEY SEE AS A PANDORA’S BOX OF PROBLEMS.’

CHRIS ARGYRISCHRIS ARGYRIS

CONVENIENT COMMUNICATION CONVENIENT COMMUNICATION BLOCKS LEARNING.BLOCKS LEARNING.

SYSTEM THINKINGSYSTEM THINKING ‘‘THE SIGNIFICANT PROBLEMS WE FACE CANNOT BE SOLVED AT THE SIGNIFICANT PROBLEMS WE FACE CANNOT BE SOLVED AT

THE SAME LEVEL OF THINKING WE WERE AT WHEN WE CREATED THE SAME LEVEL OF THINKING WE WERE AT WHEN WE CREATED THEM.’THEM.’

ALBERT EINSTEINALBERT EINSTEIN

SYSTEMIC THINKING HELPS IN SYSTEMIC THINKING HELPS IN IDENTIFYING HIGH LEVERAGE AREAS IDENTIFYING HIGH LEVERAGE AREAS AND UNDERSTANDING COMPLEXITIES AND UNDERSTANDING COMPLEXITIES /IMPORTANCE OF COLLABORATION./IMPORTANCE OF COLLABORATION.

ARCHETYPES HELP US TO HAVE AN ARCHETYPES HELP US TO HAVE AN INSIGHT INTO CHRONIC PROBLEMS.INSIGHT INTO CHRONIC PROBLEMS.

DOES YOUR ORGANIZATION DOES YOUR ORGANIZATION HAVE LEARNING DIABILITIESHAVE LEARNING DIABILITIES

KEY LEARNING:KEY LEARNING: HOW MANY OF THE LEARNING DISABILITIES ARE HOW MANY OF THE LEARNING DISABILITIES ARE

PREVALENT IN ME AND IN MY TEAM AND HOW TO PREVALENT IN ME AND IN MY TEAM AND HOW TO HELP MYSELF AND MY TEAM MEMBERS TO HELP MYSELF AND MY TEAM MEMBERS TO OVERCOME THEM.OVERCOME THEM.