Dr. Shailesh Thaker - Best Management Training Blog - Top Management Consultants

Posts Tagged ‘Leader’

What is the difference between a manager and a leader?

Who can be a Leader - Manager?

Manager cannot be a leader. But, a leader can be a manager. Managerial effectiveness is becoming level - 4 leadership. Leadership is becoming level – 5 leadership and level - 6 leadership is mentoring and coaching. I am not able to see leadership of level - 5 and level - 6 in the regions of SAARC countries.

Even attitude of top management is of level - 3.

Sad but true.

Remember the difference between a boss and a leader; a boss says, “Go!” but a leader says, “Let’s go!” - E.M. Kelly.

Usually managers are found occupied in the operational activities. As per the research, HR managers spent nearly 45% of their time behind operational work. What will happen to learning, innovation and new horizons?

Leader is always focusing on result. He/She never deviates from his/her main goal. He/She is excellent in delegation and motivation. He/She is almost a role model for the team member. In fact, he/she is a “FIRE LIGHTER”.

A leader lead by example whether he/she intends to or not. Albert Schweitzer very profoundly said, “Example is not the main thing in influencing others. It is the only thing.”

Managers are stuck of in operational and low pay activities. Sometimes it is found that they are very heavily occupied in low cost work and simultaneously this results in the investment of high cost time of organisation. In that case, what will you call leadership? At which level will you find leadership?

Leaders always manage. They never do. When they start doing, they become manager or doer. For what are you paid? Managing or leading?

Leaders always watch their actions. They always review that they are busy in low pay to high pay of activities. What is the ROI (Return on Investment) of your time? Leaders have dog eye on their time management schedule. They never waste time and always make sure that team is spending time on activities of high pay.

John C. Maxwell justify leader by saying: “A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.”

Commitment to excellence is their DNA

Winning is their habit and they always perform at Wow! Stage. Aiming for perfection and winning the competitive edge are the things for what they crave constantly and add them to their attitude. The next thing is performance. During any moment of the day, their performance is EXCELLENCE. Performance is their language and they understand the language of result only.

Regardless of season they march towards rock climbing success. Even in tough time their eyes do not move away from excellence. Commitment, giving 100 percent, focusing on performance are their key ingredients to success.

Let me share some of the great leaders with you. Abhinav Bindra in shooting range is demonstrating leadership with this DNA. He made it possible for the first time for India, in the history of Olympics’ at Beijing, China. Recently, A R Rehman in OSCAR awards, made it happened for the Bollywood of India. M S Dhoni is creating pressure on New Zealand cricket team by his leadership. These leaders are living on the edge of EXCELLENCE. Certainly, there are people in the organisation who wrote the lessons of EXCELLENCE by their performance silently. (I repeat, silently without any supervision.)

Meeting challenges and riding over obstacles are in their blood cells. Transferring stumbling stones into opportunities with conviction and leading towards ‘WOW’ level is the essence of their success.

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Sustaining Development through Change Leadership (SDtCL) is a process that any organization can use to ensure the delivery of its most challenging projects. It works by identifying and quantifying the leadership skills necessary to get the job done whilst providing the means to develop, measure and quality-assure the capabilities of members of the project team.

The SDtCL process is client-focused and project-based with 5 distinct phases: (i) Exploration; (ii) Foundation; (iii) Infrastructure; (iv) Launch; and (v) Sustainability. The IFTDO template for sustaining development has 12 distinct features which are underpinned by 60 leadership competencies. The process is implemented through tutors in IFTDO Delivery Partner Institutions; the tutors are quality-assured on an individual basis against three levels of assessment. Internal accreditation is mandatory for tutors - external accreditation is optional.

The benefits of the SDtCL process to organizations include:

• In company projects being at the heart of the process;

• Projects having to be a compelling need for the organization;

• Learning being transferred immediately to real work;

• Organizations being effective in persuading donors and investors of their capability;

• Succession being planned for leaders in sustaining development.

The benefits to Change Leaders include:

• Leaders working on their normal work as projects;

• Full recognition being given to existing capabilities and experience;

• The process being tailored to individual needs and proceeding at a pace in keeping with work and family situations;

• Gaining an award of an internationally recognised qualification;

• Assessment methods being integrated into the normal performance review process.

By:

Dr. Barry Oxtoby: Visiting Professor, University of Chester, UK

Antony Twigger: Executive Director, IFTDO

Hameed Saleh: Director, Bahrain Training Institute

Jaleel Talaq: SDtCL Project Director, Bahrain Training Institute

The 21st century requires people who are well-grounded and have multiple intelligences. A keen intellect or the ability to manage metrics is not enough. To provide products and services, you have to know how to attract and retain the very best employees across four generations of workers, to dialogue effectively with others, and to bring innovative products to market faster.

Today’s leaders must possess a powerful set of skills to survive the rapidly changing global marketplace. To succeed, you must have a rigorous command of your analytical and strategic mind while also properly leveraging your intuition and interpersonal skills. To excel in business, you must become a Renaissance Leader.

Introducing the Renaissance Leader

The term Renaissance means rebirth, re-awakening or revival. It describes a period between the 14th and 16th centuries where there was a wide-ranging cultural rebirth in Europe. While most of us think of the Renaissance in terms of the flowering of the arts, it is also known for innovations in science, banking and technology. Figures like Galileo and Copernicus overthrew old dogmas, and explorers such as Cartier, Columbus, da Gama and Drake discovered distant new territories. Boundaries between fields became irrelevant, and innovators like da Vinci and Michelangelo made daily use of multiple intelligences.

Today, our changing world also demands explorers who question accepted truths, develop a wide range of skills and bring into reality what had seemed to be impossible. Today’s Renaissance Leaders use both their analytical faculties and their intuition. They are as comfortable and skilled at developing relationships as crunching numbers. They understand how to balance their head with their heart.

To navigate the seas of change, you must cultivate the whole mind and stay alert with all of your abilities. At times the waters may seem calm, but hidden obstacles like icebergs or sandbars can cause a wreck if you don’t watch for them, and storms or strong currents can pull you off course. You’ll drop an anchor from time to time to explore new lands and assess what’s needed in the next leg of the journey.

As a Renaissance leader, your own career and your company’s success are not destination points because you must always be charting a new course toward fresh horizons. Remaining in one place means you end up nowhere.

The qualities for a Renaissance Leader include:

Strategic and Intuitive Thinkers

A Renaissance Leader is adept at creating a shared vision across all areas of an organization. They view change as a developmental process that requires understanding not just where they want to take their company, but also their people, creating a holistic model for future success. Renaissance Leaders also take the process of strategy development a step further than usual and consider the ramifications of national and international developments in their thinking process, as today’s world truly is a global marketplace.
Vital Communicators

A Renaissance Leader recognizes the value of communication and can create dialogue throughout the organization at all levels. Renaissance Leaders constantly work on their ability to manage their relationships with employees and customers and strive to become skilled conversationalists, great listeners and adept storytellers who approach situations with an openness that allows others to influence them.

Talent Developers and Attractors

Renaissance Leaders value diversity in their organizations and recognize that people offer a wide range of competencies and skills. They approach succession planning as a continual process and proactively look for the next generation of leaders among their ranks.

Renaissance Leaders also place a high value on both education and coaching, and look at employee development as a vital responsibility.

Innovation Enablers

Renaissance Leaders are never satisfied with doing things as they’ve done them in the past. Instead, they encourage creativity and innovation at all times and at all levels. Renaissance Leaders also embrace change and allow themselves to take risks, using every situation as an opportunity for professional and organizational growth.

As more and more new technologies arrive in today’s marketplace, Renaissance Leaders especially look for those that allow for improved communications.

Ethical and Grounded Implementers

Renaissance Leaders are concerned with ethics and engage their companies with the utmost of reverence for diversity, inclusion and integrity.

Renaissance Leaders also remain grounded and engage in some form of personal reflection as part of their daily regimen.

Avid Collaborators

Renaissance Leaders emphasize building strong teams where people contribute and encourage high levels of employee involvement throughout their organizations.
Global Entrepreneurs

Renaissance Leaders realize the economy is the major engine for creating change throughout the world and devote their energies to improving the world around them.
In conclusion, developing the skills and abilities described here is actually a journey where you continually devote time to your own self-development while you chart a course for future success in their organizations.

Not paying attention to these qualities can result in getting lost at sea in terms of your own leadership journey. If you’re up to the challenge of creating success in the future, it’s time to consider finding support to help you navigate the seas of change.

By: Jim Jenkins

The business administration institutes do churn out MBA’s by the scores. You might be a competent manager, but leadership is a different issue from management. It is about leading and inspiring people to great performance. It involves having a clear vision, which will be enthusiastically shared by people working under you.

Leadership need not be taught; it can be learned greatly through direct experience, and equally by working and preparing ourselves for the role. As in all cases, being a self-starter always imbues in you a great deal of motivation to sustain and work to attain your ultimate goals.

To work on acquiring leadership skills there are certain basics that you will have to follow. The first requirement to building the requisite leadership traits in you is to understand the meaning of effective leadership. A clear knowledge of the elements of leaderships will help you in working towards the objective. You will then need to make a thorough analysis of your self to unravel your inner you. Once you gain clear insights about yourself, you will know your areas of strengths and weaknesses. You can then build on your strengths, tackle your weaknesses, develop self-confidence and a dynamic attitude to become a balanced and successful leader.

Equally important is being a visionary and forming a clear and robust vision of how the future should be, which others will eagerly adopt, partake and implement. Inspiring people on your vision and enthusing them to their optimum performance are vital aspects of leadership.

Leadership is also about having unceasing self-confidence and the power to instill it in others. It concerns with having necessary expertise and a robust track record of achievement that will earn the respect, trust and value of your peers and team members. Making right decisions even under pressure situations, building a highly effective team, forging trusting relationships amongst team members and dealing in a firm and fair way are other basics for powerful leadership.

In all these, Mind Maps are of great value in that they help in systematically leading you through the process of achievement. Beginning with formulating elements of leadership, to making a self-enquiry into your true self, Mind Maps serve as an effective method to list them in detail. Besides, associations and creativity - elements that are inherent to Mind Maps - lend greater emotional depth to our understanding and progress to cultivating leadership traits.

Also in framing appropriate vision, in making correct decisions and assessing and picking the right team for the right job, Mind Mapping can be a useful and indispensable device. They help you to monitor your progress and provide you the needed motivation to stay on course. Mind Mapping is the simplest technique to kindle you into action, provide creative solutions and help plan and execute various steps to gaining inspiring leadership traits. Mind Maps offer a comprehensive view, while aiding you to tackle different segments thoroughly.

Indeed Mind Maps are the easiest route to reach your destination. You have to learn the Mind Mapping method to realize its true value. How about taking your first step forward now?

By: V J Mariaraj