Here are the key lessons learned from this chapter on mergers and acquisitions:
- Cultural fit is as important as strategic fit when merging companies. The cultures need to be aligned.
- Integration of the acquired company needs to happen quickly, within 90 days, to avoid conflicts from different management strategies.
- Don't assume the acquired company's management is inferior - place talent managers where they fit best.
- Avoid spending too much to purchase a company that may never be paid off.
- Both accepting and resisting individuals from the acquired company should be considered based on their skills, not just their view of change.
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
The document discusses various leadership styles and theories. It describes different leadership styles such as autocratic, democratic, and laissez-faire. It also outlines theories including trait theory, behavioral theory, contingency theory, transformational leadership theory, and transactional leadership theory. Additionally, it discusses factors that can influence a leader's style such as the type of business, risk level, importance of change, and organizational culture.
Best Practices for Developing Your Emerging LeadersBizLibrary
In this webinar, Jeremy Lieb of BizLibrary will discuss the most effective ways to give your most promising workers the tools and skills they to advance their careers. You’ll learn how to approach leadership with an intelligent, forward-thinking outlook that will return excellent results and inspire others.
www.bizlibrary.com
This document outlines a leadership development framework consisting of several modules focused on goal setting, self-management, accountability, emotional intelligence, and other topics. It also discusses total leadership, managing self and others, strategic thinking and execution, and Action Centred Leadership. The overall goal is to create exceptional leaders by developing key leadership skills and driving breakthrough performance.
The document outlines the key concepts from Jim Collins' "Good to Great" framework for taking a company from good to great. It discusses having Level 5 leadership, getting the right people on the bus, confronting brutal facts, having a clear Hedgehog concept, building a culture of discipline, creating momentum like a flywheel, preserving the core values while stimulating progress, and building the organization to last beyond any single leader. The framework provides a systematic approach for companies to transform performance through disciplined people and thought.
In this book, Marshall Goldsmith begins by examining the trouble with
success, explaining how previous accomplishments often prevent leaders
from gaining more success. He analyzes why high achievers are so resistant
to change due to their delusion of success, pointing out that they can’t see
that what got them here won’t get them there.
These are people who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwise golden career. Worse yet, they do not realize that it’s happening and that they can fix it. Goldsmith details the 20 habits that hold you back from the top rung of the corporate ladder. In his experience, these are the most irritating interpersonal issues in the workplace. For each habit, he gives examples
and practical solutions you can implement. He then describes the 21st habit, which stands separate from the other 20 habits –– not because it is a flaw, but because it is often the root of an annoying behavior.
Finally, Goldsmith addresses the problem of how you can change your interpersonal relationships for the better, and ensure that you make your behavioral changes permanent.
This summary reveals how you can identify which of these 20 habits apply to you, and how to choose the one or two you should focus on.
In addition, you will learn:
The four key beliefs that make you successful but also resistant to change.
Why the higher you go, the more your problems are behavioral.
Why the 21st habit, goal obsession, may be the most destructive of all.
How to get good 360-degree feedback from your colleagues on your own.
How to overcome special challenges if you’re the one in charge at the workplace.
“If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent. I call leadership the great challenge of life.”
– Jim Rohn
This presentation covers material from John Maxwell's book, "The 360 Degree Leader." Specifically, the first of six sections is presented, including "The 7 Myths of Leading from the Middle of an Organization" and "5 Levels of Leadership Development."
How to make a world of difference in a challenging world. It starts with a big enough reason to lead, then a reviewing and reorganising of our mindset, engaging team commitment through effective communications, and inspiring your followers to step up with excitement. It\'s not easy - and yet it\'s worth the effort.
The document discusses accelerating leadership development in uncertain times. It recommends aligning leadership strategy with business strategy, segmenting key leadership roles, defining leadership role requirements, assessing leadership gaps, and designing leadership development plans to measure, monitor, and close gaps. It emphasizes the importance of succession planning and talent reviews to evaluate the depth and breadth of the leadership pipeline and ensure critical roles are filled.
The document discusses 9 key leadership competencies: passion, humor, courage, integrity and trust, energy/vitality/enthusiasm, building a team, setting priorities, creativity, and vision. It provides definitions and examples for each competency, emphasizing that leadership requires a combination of management skills, financial acumen, and these interpersonal behaviors. Leaders are encouraged to reflect on their strengths and areas for improvement across these competencies in order to effectively guide their organizations to success.
Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
First Break All The Rules Managers Workshoppatrickking
This document summarizes key points from the book "First Break All the Rules" by Marcus Buckingham and Curt Coffman. It discusses the book's four main concepts for managing talent: selecting for talent over experience; defining the right outcomes rather than steps; focusing on strengths rather than weaknesses; and finding the right fit rather than the next rung. It provides examples of how to implement each concept through interviewing, performance reviews, and career development conversations.
A 360 leader is someone who can lead from any position within an organization by leading down to direct reports, across to peers, and up to managers. The document discusses leadership myths like thinking you need a leadership title to lead. It contrasts one-directional leadership with 360 degree leadership and provides examples of how to lead down by developing others, lead across by helping peers, and lead up by supporting managers. Challenges of 360 leadership are outlined like pressure from multiple roles, unsupportive leaders, competing demands, and communicating vision without authority.
Introduction:
This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,
Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
Objectives:
• To learn strategies and tools to overcome 21st Century challenges
• To become a more Creative and Competent Leader.
• To learn different Management Styles and how to deal with it.
• To learn the importance of Productive Performance Appraisal
• To Learn Different Leadership Styles
• To Learn Different Followers Styles
• To become a better Leader in the 21st Century
Who should attend:
Top Management
Middle Management
Daily Outlines:
DAY 1:
• The Management Process
• Planning
• Organizing
• Leading
• Control
• Nature of Managerial Work
• Creativity
DAY 2:
• Innovative Leadership
• The Nature Of Leadership
• The Nature of Managerial Work
• Effective Creative Leadership
• Change Management
• Productive Performance Appraisal
• Delegation and Empowerment
DAY 3:
• Organizational Behavior
• Multi Culture
• Diversity
• Effective Communication
• Leadership in Teams
• Leadership in Decision Groups
DAY 4:
• Leadership Styles
• Followers Types
• Developing Leadership Skills
• Competent Leadership
• Leadership Dimensions
• Leadership in the 21st Century
DAY 5:
• Managerial Grid Styles
• Creativity
• Innovation
• Critical Thinking
• Emotional Intelligence
• The Habits of Highly Effective Leaders and Managers
• Related DVDs
Developing High Performance Team - the Missing Secret SauceRoshan Thiran
There is much work that has been done on high performance teams. At the recent Malaysia HR network, Roshan shared this presentation that building high performance teams requires efforts in driving business model, leadership, culture and also structure/processes. And he deep dives into a process that has long been disregarded by HR - employer branding. For more info on the Leaderonomics process of building high performance teams, email info@leaderonomics.com
Pearls of wisdom collected from previous travelers on the road that we like to call change. I hope you can relate to some of these insights and perhaps provide more. Enjoy!
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
Jack Welch had a long and successful career at General Electric, rising from a junior engineer to CEO from 1981 to 2001. During his tenure, he grew GE's market capitalization tremendously through strategic acquisitions and by focusing on the company's most profitable business units. Welch was also known for his results-oriented leadership style and pushing for greater productivity and efficiency. While credited with transforming GE, some critics argue he lacked compassion and that individual business unit managers deserved more credit for GE's success. After retiring from GE, Welch remained active as a business professor, author, and consultant.
El documento presenta a los integrantes de un equipo de trabajo y su institución educativa. Luego, resume los principales puntos del libro "Liderazgo según Jack Welch" de Robert Slater. El libro describe cómo Welch reinventó constantemente General Electric a través del cambio, la construcción de una organización sin fronteras y la atracción del personal más calificado para generar ventajas competitivas.
This presentation provides a summary of the life and career of Jack Welch, the former CEO of GE. It discusses Welch's background and timeline, including becoming the youngest CEO of GE at age 46. It outlines Welch's leadership approach of facing reality, simplifying things, and eliminating bureaucracy. The presentation also examines Welch's achievements in growing GE from $10 billion to $500 billion, launching Six Sigma, and cultivating leaders. It concludes by discussing leadership lessons learned from Welch like involving everyone and focusing on shaping the future rather than the past.
Jack Welch fue el director ejecutivo de General Electric entre 1980 y 2001. Bajo su liderazgo, aplicó una estrategia de reducir, cerrar o vender unidades de negocio que no eran líderes en su mercado, lo que ayudó a GE a convertirse en la empresa más fuerte de EE.UU. Promovió la calidad, la velocidad y la confianza en los empleados para generar una ventaja competitiva. Redujo los niveles directivos para mejorar la comunicación y agilidad de la empresa.
This document outlines 14 principles for business success from Jack Welch, the former CEO of General Electric. It discusses harnessing change, facing reality, managing with less supervision, creating a vision and getting out of the way, nurturing valued employees, constantly improving competitiveness, being number one or two in the market, incubating ideas from all employees, promoting speed, simplicity and confidence, acting like a small company, removing boundaries, unleashing worker energy, listening to frontline employees, and using technology to reduce bureaucracy. Under Welch's leadership, GE's value increased 4000% over 20 years and it was frequently recognized as the most admired company.
Jack Welch fue un líder innovador en General Electric que enfatizó la importancia de actuar como líder en lugar de gerente. Promovió encontrar grandes ideas y difundirlas rápidamente en toda la empresa. Alentó a los líderes a confiar en los empleados y darles más responsabilidad para que tomen mejores decisiones. Su enfoque transformó a GE al hacer que los empleados y la organización sean más productivos.
Jack Welch nació en 1935 en Massachusetts. Se graduó de la Universidad de Massachusetts Amherst en ingeniería química y obtuvo una maestría y doctorado de la Universidad de Illinois. Comenzó a trabajar en General Electric en 1960 y se convirtió en el CEO más joven del siglo en 1981, multiplicando el valor de la compañía por cuarenta veces durante sus 20 años como líder. Ahora se dedica al golf en su retiro luego de una exitosa pero también controvertida carrera en General Electric.
Este documento trata sobre el liderazgo empresarial. Explica que el liderazgo empresarial se basa en saber dirigir una empresa o dirigir dentro de la empresa. Define el liderazgo como el proceso de influir en otros y motivarlos para lograr objetivos. Luego discute las características, funciones y tipos de liderazgo, incluido el liderazgo emprendedor. Finalmente, analiza conceptos como el liderazgo como función de la organización y cómo los líderes deben adaptarse al cambio. El objetivo general es
Este documento presenta información sobre conceptos básicos de liderazgo en dos capítulos. El Capítulo I describe el liderazgo, incluyendo definiciones, importancia, componentes, estilos y enfoques. El Capítulo II define el líder, describiendo estilos, cualidades, tipos y características psicológicas. El documento proporciona una introducción general sobre estos temas clave relacionados con el liderazgo.
El documento presenta diferentes teorías sobre el liderazgo. Define los tipos de líderes y sus características, y describe las teorías de McGregor sobre Teoría X y Teoría Y, los sistemas de Likert, y la teoría de la contingencia. También explica la teoría situacional del liderazgo y sus cuatro estilos: decir, vender, participar y delegar. Finalmente, pide elaborar informes individuales y grupales sobre las similitudes y diferencias entre las teorías del liderazgo.
El documento describe tres niveles de liderazgo: liderazgo personal, grupal y organizacional. También discute estilos de liderazgo como el de apoyo, participativo, orientado a logros e instrumental. Finalmente, analiza características de líderes efectivos y tres tipos de líderes: autócrata, liberal y participativo.
Este documento presenta información sobre el tema del liderazgo dirigido a profesores de la Universidad Politécnica del Valle de Toluca. Explica que el líder educativo ayuda a definir los valores y características de una organización. Luego, describe algunas características de los líderes como resolver problemas, promover el trabajo en equipo y fomentar el talento. Finalmente, identifica diferentes tipos de líderes como líderes liberales, transaccionales, democráticos y transformacionales.
Explicación detallada acerca del liderazgo, diferencias entre líder y jefe, y las clases de lideres que encontramos en nuestro salón de clase, con sus respectivas características.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
Winning isn't everything--but wanting to win is. Winning is a state of mind that embraces everything you do. Winning isn't everything, but the will to win is everything. “A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals. Winning is not everything, but the effort to win is. Winning isn't everything, it's the only thing
The document discusses key aspects of effective leadership including:
1. Leadership is an influential process where an individual motivates a group to achieve common goals. Effective leaders develop people, build teams, and communicate vision.
2. Four factors influence leadership - the leader, followers, communication, and the situation. Leaders must understand themselves and their followers to adapt their style.
3. Principles of effective leadership include setting example, communicating, developing responsibility in others, and using the full capabilities of the team. The leadership style used depends on the environment and situation.
This document summarizes a presentation about leadership qualities and effective leadership. It discusses the differences between management and leadership, important leadership qualities like integrity, vision, and empowering employees. It provides tips for developing high-performance workplaces, such as effective communication, recognizing accomplishments, and coaching employees. Throughout, it emphasizes qualities like trust, serving others, solving problems, and creating a shared vision and purpose.
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
Mastering Management Insights from First Break All the Rules.pptxAS Design
Discover the keys to effective leadership and managerial success with this comprehensive presentation based on Marcus Buckingham's seminal work, "First, Break All the Rules." Dive into a treasure trove of insights and actionable strategies distilled from Buckingham's research on exceptional managers. From identifying talent and maximizing strengths to fostering employee engagement and driving performance, this presentation covers it all. Whether you're a seasoned manager seeking to refine your skills or an aspiring leader eager to learn from the best, this resource-packed presentation is your roadmap to managerial greatness. Explore the groundbreaking principles outlined in "First, Break All the Rules" and revolutionize your approach to leadership today!
LEADERSHIP -"Leaders are made, not born - And here is how." from Ole DamMilson Munakami
The document provides information from Ole Dam & Associates, a leadership consulting firm. It discusses various aspects of leadership such as developing leadership abilities, qualities of good leaders, emotional intelligence, and creating vision. It aims to help readers develop their competence and leadership within their organization.
The document provides information from Ole Dam & Associates, a leadership consulting firm. It discusses various aspects of leadership such as developing leadership abilities, qualities of good leaders, emotional intelligence, and creating vision. It aims to help readers develop their competence and leadership within their organization.
My notes from Nordic Business Forum 2015 in Helsinki.
Notes from leadership presentations given by John C. Maxwell, Nilofer Merchant, Guy Kawasaki, Simon Sinek and Keith Cunningham.
Leadership is the ability to influence others to achieve organizational goals, which requires skills like vision, motivation, and setting an example. Good leaders also establish trust by communicating effectively, caring for employees, recognizing their contributions, and ensuring tasks are understood and accomplished. The principles of leadership include knowing yourself, being technically proficient, making timely decisions, training employees as a team, and dealing with criticism constructively.
The document discusses leadership and teamwork. It defines leadership as influencing others to accomplish a mission while motivating and developing people. Several leadership theories are described, including traits theory, great man theory, behavioral theory, and contingency theory. Different leadership styles like autocratic, democratic, laissez-faire, and paternalistic are also outlined. The stages of team development from forming to performing are presented. Effective team meetings and decision making processes are discussed. The differences between a leader and manager are defined.
This document outlines the key aspects of organizational health according to Patrick Lencioni. It discusses how cohesive leadership, clarity of vision and values, effective communication of that vision, and reinforcement of the culture through hiring and processes can give a company a significant advantage. It provides checklists for building a cohesive leadership team, creating clarity, overcommunicating clarity, and reinforcing clarity through various organizational systems and practices. When these elements are in place, an organization's success becomes very difficult to prevent.
This document discusses the differences between managers and leaders and key traits of effective leadership. It notes that managers have employees, react to change, think of ideas, communicate, and direct groups, while leaders win followers, create change, implement ideas, persuade others, create teams, and make everyone a hero. The document then lists traits of good leaders like the desire to lead, honesty and integrity, self-confidence, emotional stability, cognitive ability, knowledge of the business, and a high drive. It also discusses different leadership styles, principles of leadership, and the importance of leadership in setting goals, motivating employees, and building discipline and morale.
To be an effective leader, one must understand human behavior and motivation. The chapter discusses Abraham Maslow's hierarchy of needs, which states that once basic needs for food, water, shelter are met, people seek approval, recognition and achievement. A leader must satisfy subordinates' higher needs by ensuring their work provides a sense of belonging, status and opportunities for advancement. Developing skills and being recognized for good work also motivates people. Maintaining high morale is important, which can be threatened by inactivity and boredom. Effective leaders listen to others, start conversations respectfully, and thoughtfully end interactions.
The document provides guidance on rituals that visionary leaders practice to lead effectively. It discusses 6 rituals:
1. Linking paycheck to purpose by motivating employees with a compelling vision and cause.
2. Managing by mind and leading with heart through promise keeping, listening, compassion, and truth telling.
3. Rewarding routinely and recognizing relentlessly to motivate good behavior.
4. Surrendering to change by embracing new ideas and adapting quickly.
5. Focusing on the worthy by prioritizing high-impact activities and goals.
6. Leading oneself through self-discipline and self-reflection. Visionary leaders work on self-mastery as the foundation for inspiring others.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
This document provides information on leadership, including definitions of leadership, characteristics of good leaders, and key aspects of effective leadership. Some key points:
- Leadership is defined as guiding and influencing others to accomplish goals.
- Level 5 leadership involves creating more leaders, being "WE-centric" rather than "I-centric", having ferocious resolve, and channeling ambition into the company rather than oneself.
- The 3 elements of great leadership are support, respect, and trust.
- Key aspects of everyday leadership include talent management, communication, problem solving, and culture building.
- Vision and direction, communication, talent development, and prioritization are discussed as important leadership responsibilities.
The document discusses strategy execution. It states that execution is integral to strategy and requires understanding business, people, and environment. The leader is responsible for making execution happen through deep involvement. Three building blocks of execution are identified: the leader's behaviors, creating an execution culture, and ensuring the right people are in the right jobs. The leader's behaviors include knowing the business, insisting on realism, setting goals, following through, rewarding performance, coaching, and self-awareness. An execution culture is created by clearly communicating goals and results and linking rewards to performance. The core processes of execution are the strategy, people, and operational processes.
2. JOHN FRANCIS "JACK" WELCH,
JR. (BORN NOVEMBER 19, 1935) IS
AN AMERICAN CHEMICAL
ENGINEER, BUSINESS EXECUTIVE,
AND AUTHOR. HE
WAS CHAIRMAN AND CEO OF GENER
AL ELECTRIC BETWEEN 1981 AND
2001. DURING HIS TENURE AT GE,
THE COMPANY'S VALUE ROSE
4000%.
3. Ali Al-Khelaifi
Fahad Al-
Ansari
Fahad Zainal
Team Khalid Al-Horr
Khalid Al-Naimi
Nasser Al-
Hayki
Saleh Aseel
4. Introduction
• The reason for writing this book is due to the massive of questions from
people “what does it take to win”
• Dealing with people is more complicated than dealing with figures
• Winning is great because it provides people better opportunity in life
qualities & growth
• Have positive attitude and spread it around.
• The Book is divided into 4 chapters
– Underneath it all
– Your company Talks about the Organization
– Your Competition
– Your Career Talks about Joining a Company
5. Mission & Values
• Mission is where you are going to and values are the behavior which gets
you there
• Mission statement should be clear to every body and not only to
executives and basically answers one question: How do we intend to win
in this business?
• Effective mission statements balance the possible & impossible
• Give people a clear sense of the direction to profitable and the inspiration
to feel they are part of something big and impartment
• Setting missions is top management responsibility and everyone in the
company should have something to say about values.
• Company should understand their strength & weakness
• Easier to debate your own thoughts in smaller organization
• Values & behaviors should be backed up with rewards
6. Candor
Lack of candor basically blocks smart ideas, fast action, and good people
contributing all the stuff they’ve got. It’s a killer.
•Candor leads to winning
– Gets more people in the conversation which richer further the ideas
– Generate speed in business by debating rapidly on the ideas
– Cut costs by eliminating meaningless meetings & reports
•Why people don’t use candor
– Easier not to speak your mind
– Creates anger, pain & confusion
– Curry favor with other people.
•To get candor
– Reward it, appraise it & talk about it
– Introduce it in a positive manner
7. Lessons Learned
• Underneath It All
– Chapter 1 (Mission and Values)
• Values and Behavior backed by reward
• Setting mission is top management responsibilities but the values should be
bottom up.
• Mission should be clear to everyone
– Chapter 2 (Candor)
• How to apply Candor
– During appraisal performance
– During Budgeting
– Leading by Example
– Introduce open annual forum
8. Differentiation
Is a way to manage people and business and people discussed differentiation
vigorously but over the years, most people came to strongly support it as our way
of doing business.
•In Business
– Companies win by making clear and meaningful distinction between strong
business from the weak
– Requires a frame work that every one understand & follow
– Differentiation cannot, and most not, be implemented quickly
•With People
– High performer with highest bonus (20% top)
– Majority & enormously valuable (70% middle)
– Minority who should go to where they belong and can excel (10% bottom)
9. Differentiation Continue
• Differentiation’s main criticisms
– Unfair due to favoritism
– Mean & bulling
– Puts people against each other & undermined team work
– Belongs only to places the culture accepts
– Benefits mainly the only top 20%
– Favors people who are energetic & extroverted and under values
people who are shy & introverted
10. Voice & Dignity
• People want voice & dignity regardless of their age &
background.
• Listen to all ideas regardless from whom it comes from
• Management judgment decides which ideas should go to
practice from those which should not
• Choose the right system you believe would work in your
company ensuring every one is heard & respected
“Some people have better ideas than others; some are smarter
or more experienced or more creative. But everyone should be
heard and respected”
11. Lessons Learned
• Underneath It All
– Chapter 3 (Differentiation)
• Differentiation is a good concept but this concept does
not have proven record to work
– Chapter 4 (Voice and Dignity)
• Team Building
• Offsite meeting
• Forum
• Suggesting Scheme
12. Leadership
This chapter look at how each one should run an organization using 6 principles
First Principal is LEADERSHIP “It’s Not Just About You”
Leadership requires distinct behaviors and attitudes
Before you are a leader, success is all about growing yourself, When you become a leader, success is all about growing
others
Leader helps others realize their full potential as human beings
Leader should have enough insight, experience and rigor to balance the conflicting demands of short and long term results.
Based on Welsh there are Eight (8) Leadership rules ;
Rule 1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-
confidence.
Rule 2. Leaders make sure people not only see the vision, they live and breathe it.
Rule 3. Leaders get into everyone's skin, exuding positive energy and optimism.
Rule 4. Leaders establish trust with candor, transparency, and credit.
Rule 5. Leaders have the courage to make unpopular decisions and gut calls.
Rule 6. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with
action.
Rule 7. Leaders inspire risk taking and learning by setting the example.
Rule 8. Leaders Celebrate “ Work is too much a part of life not to recognize moments of achievements. Grab as many as you can
and make a big deal out of them
“You are not a leader to win a popularity contest – you are a leader to lead”
13. Hiring
Second Principal is HIRING “What Winners Are Made Of”
What is the one thing you should ask in an interview to help you decide?
Hiring good people is hard, hiring great people is brutally hard
Getting the right people on board is a key to success
Clever strategies and advanced technology are all nothing without great people
Hiring right is so important and so challenging! There are various methods to successfully
recruiting leaders that need to be considered.
The 3 acid tests
- Integrity, Intelligence & Maturity
4-E and 1-P framework
- Positive Energy, Ability to Energize, Edge, Execute and Passion
Hiring for the top "What does it take"
• The various characteristics
- The first characteristic is authenticity.
- The second characteristic is the ability to see around corners.
- The third characteristic is a strong penchant to surround themselves with people better, smarter than
they are.
“Don’t beat yourself up if get hiring the wrong some of the time. Just remember, the mistake is yours to fix”
14. People Management
Third Principal is PEOPLE MANAGEMENT “You’ve Got the Right Players. Now What?”
You have the right team! They need to work together, improve their performance, be motivated,
and grow as leaders! They need to be managed
Help your people work together, grow and stay motivated
To manage people well, companies should follow the following six fundamental practices;
Make Human Resources HR a priority by making them one of the most important departments in
the company.
Use a rigorous, none-bureaucratic and clear evaluation system where employees understand how
well they have performed and how they may be able to improve.
Motivate people where they become more productive, provide training, and recognize employees
when they perform well.
Face straight into charged relationship with unions, starts, sliders, and disrupters
Treat the middle seventy percent of employees as most important
Creating a flat organizational chart with blindingly clear reporting relationship and responsibilities
“Very few companies have meaningful evaluation systems in place. That’s not just bad-it’s terrible!”
15. Lessons Learned
• Your Company
– Chapter (Leadership)
• How to develop others and get the best out of them
– Chapter (Hiring)
• Be confidence bring top performance people, better, smarter than they are.
• Elevate HR to a position of power and primacy in the organization
• Apply rigorous evaluation system to bring the best out of the employees
– Chapter (People Management)
• Lean Organization (flat Chart)
16. Parting Ways
Fourth Principal is PARTING WAYS “Letting Go is Hard to Do”
Work is not paradise, sometime difficult decision has to be made “let go”
Always work to make the process tolerable for all involved
How to manage parting ways with as little pain and damage as possible
There are three different reasons to “fire” or let employees go:-
The first is to fire because of integrity violations
Second is to lay off because of economical reasons
The final reason to fire an employee is because of poor performance
How to manage parting ways with as little pain and damage as possible:-
- No Surprises
- Minimize Humiliation
“Yes , the employee has done a poor job. But until he departs, your job is to make sure he doesn’t feel as
if he is in a leper colony”
17. Change
Fifth Principal is CHANGE “Mountains Do Move”
Change is an absolutely critical part of a business, at times you do need to change before
you have to.
Implementing change can be incredibly difficult and resisted, however managing change
can be incredibly exciting and rewarding with the results
Managing Change can incredibly exciting and rewarding, particularly when start to seeing
results
Be a change agent find ways to use a constant state of change to advantage
Different reasons for implementing change:
First, there should always be a clear reason for change
Second, make sure you hire and promote individuals who accept change and want to work
Third let go individuals who dislike and try to stop the change, even if their performance is
satisfactory
Lastly, seek for other opportunities that may arise from other business failures.
“Managers often old on to resisters because of a specific skill set or because they’ve been around for a
long time. Don’t!”
18. Crisis Management
Sixth Principal is CRISIS MANAGEMENT “From Oh-God-No to Yes-We’re-Fine”
Any businesses can experience a crisis, and they often happen unexpectedly.
Crisis Happen as long as companies are made up of human beings, there will be mistakes.
Don’t forget to run your business, even during a crisis
Leaders reaction/act to crisis should be balanced
Managers can waste a lot of time at the outset of crisis denying that something went
wrong! Skip that step.
Crises are never good for businesses and can hurt an organization if it is not handled well
The five assumptions to follow when dealing with a crisis:
First is to assume the situation is worse than it really is
Second is to be honest with everyone and expose information before opinions and
assumptions are made.
Third is view the crisis in the worst possible way.
Fourth, crisis always leads to change.
Finally, the fifth assumption is to believe that your organization will survive, recover, and
learn from the crisis.
“With big crises, don’t ever forget you have a business to run”
19. Lessons Learned
• Your Company
– Chapter (Parting ways)
• Staff to be treated with respect, to be informed
– Chapter (Change)
• Change is a process
• Understand when to make
Incremental
• Crises Management
– Cultural change
– Mindset
Radical
20. Strategy
To be a winner, you should have that one thing that you are known for, you own
trademark, and, always try and improve your business, never settle for being good
enough
There are 3 Steps to do so:
•Come up with an "aha" for your business
– What the playing field looks like now?
– What the competition has been up to?
– What you've been up to?
– What's around the corner?
– What's your winning move?
•Put the right people in the right jobs to drive the "aha" forward
– Matching people with jobs. That depends on the statue of the business.
•Relentlessly seek the best practices to achieve your "aha"
– Finding best practices, adopting them, and continually improving them (learning
organization).
So, Strategy is "making clear-cut choices about how to compete. You cannot be
everything to everybody, no matter what size of your business or how deep its
pockets."
21. Budgeting
Negotiated Settlement: when business units set low target goals that are easily
achieved, and management team ask for higher, challenging targets, then both parties
settle for in-the-middle target. This allows the corporation to look good because they
have accomplished their goals and are able to give bonuses.
Phony Smiles: when top management leads individuals to believe their budgeting
ideas are great by giving them a smile and telling them how good of a job they have
done. In reality, top management already has a budgeting plan and disapproves the
new proposal.
Budgeting should be led by the answers of the following two questions:
– How can we beat last year's performance?
– What is our competition doing, and how can we overcome them?
Look at obstacles and opportunities in the real world. Allocating resources becomes
more of an operating plan than a budget.
22. Organic Growth
Three types of errors:
1. Not devote adequate resources, particularly in relation to staff.
2. They do not talk enough about how promising or the importance of
the new business. Actually, instead of promoting their potential,
they tend to hide it and plunge it in discretion.
3. Limit the autonomy of the new business
There are three guidelines for a winning proposition: Just do the
opposite of the notes above.
1. Spend plenty up front, and put the best and most enthusiastic in
positions of responsibility.
2. Make an exaggerated commotion about the potential and
importance of the new business.
3. Grant as much freedom as possible.
23. Lessons Learned
• Your Competition
– Chapter (Strategy)
• Learning Process
• Finding the right People
– Chapter (Organic Growth)
• Finding the right people
24. Mergers and Acquisitions
• Companies merge together or acquire other businesses so that they can
grow and become more profitable similar to ventures.
• When companies acquire others or merge together many factors must be
set into place. In this chapter, Jack Welch talks about seven pitfalls that
could cause businesses to fail when acquiring or merging with other
business:
1. The first pitfall is to assume that two mergers are equal. Mergers should not be equal
because then there would not be any reason to merge together. There is nothing to
gain or lose.
2. The second pitfall is focusing in strategic fit and failing to assess cultural fit between
the two companies. This will cause conflict because employees will be focusing on
different values and will not be targeting the same goals.
25. Mergers and Acquisitions
3. The third pitfall is when the acquired company makes all the decisions as if it were
never acquired. This will definitely cause conflict because each company will be using
different management strategies instead of the acquirers.
4. The fourth pitfall is merging the companies slowly. According to Jack Welch, “The
objective made clear to everyone should be full integration within ninety days of the
deal’s close”.
5. The fifth pitfall is eliminating all management of the business that is acquired. The
acquired business may have managers that are better suited for the job rather than
the acquirer’s managers. Place talent managers where they fit best.
6. The sixth pitfall is spending too much to purchase the company. It may not be
worthwhile to purchase a business that will never be paid off.
7. The final pitfall is to keep individuals that accept the change only and eliminate the
ones who resist with good brain. Talent brains will allow the business to continue to
operate smoothly and successfully.
26. Six Sigma
According to Jack Welch, “Six Sigma is a quality program that, when all said
and done” such as:
•Improve your customer’s experience and satisfaction.
•Lowers your cost.
•Builds better leaders.
Six Sigma is an ongoing program throughout many businesses today to
become more efficient and to continuously improve processes in all parts of
the business.
Six Sigma also teaches how to create better leaders to help lead the business
in the direction it wants to go.
27. Lessons Learned
• Your Competition
– Chapter (Mergers and Acquisitions)
• Pitfall check list
– Chapter (Six Sigma)
• To have quality program in place and fallow up.
28. The Right Job
People:
It is virtually impossible to know where any given job will take you. Pay is not always
everything.
“If you do not share organization overall values, personality traits and behaviors, then
you are putting on a persona just to get along (what a career killer)”
You need to find your people the earlier the better.
Opportunity:
Join a company where learning is truly a value, growth for every employee is a real
objective, somewhere you can say “I’m going to learn something here”
Any new job should feel like a stretch not a layup.
Options:
Working for some companies is like winning an Olympic medal. For the rest of your career,
you are associated with great performance. Like McKinsey, Microsoft, Wal-Mart.
Obviously employee branding phenomenon should not totally lead you decision. Small
companies offer experiences and exposure you cannot beat.
But remember every job you take is a gamble that could increase your options or shut them
down.
29. The Right Job (Continue)
• Ownership:
Working to fulfill someone else’s needs or dreams almost always catches up with
you.
• Work content:
Something about the makes you want to come back day after day.
Every job has its ups and downs If the job doesn’t excite you on some level,
then don’t settle.
• Those special cases:
Authenticity may be the best selling point you’ve got.
Never quit a job, it is much, much easier to get a job from a job.
If you are performing well, two outside observers are likely to know,
headhunters and competitors. Don’t be “Perennials”
And if you are let go, then act like a winner and always have
“reservoir of self-Confidence”
“Finding the right job takes time and experimentation and patience,
however it gets easier and easier”.
30. Getting Promoted
• All careers, no matter how scripted they appear, are
shaped by some element of pure luck. “it can zig zag for
reason beyond your control, like an acquisition, or you
might miss it because of politics or nepotism”.
• Never give up:
Deliver sensational performance
Don’t make your boss use political capital.
• The power of positive surprise
Expand your job’s horizons, change your job in a way
that makes the people around you work better and your
boss look smarter. Don’t just be predictable.
• Your own worst enemy.
The most reliable way to sabotage your self is to be a thorn
in your organization’s rear end.
31. Getting Promoted (Continue)
• Other political capital drains
Do not be a kind of person, for people to ask “hold on, can I trust this person”
And do not tear down people around you, insulting or disparaging them in order to make
your own candle burn brighter.
• Furthermore
Be careful, boss-subordinate relationship can easily fall into two career
damaging traps.
• Getting on the radar screen
You can raise your visibility by putting your hand when the call comes.
• Amassing mentors
People always looking for that one right mentor to help them get ahead.
“but there is no one right mentor. There are many right mentors”
• Don’t be a downer
No one likes to work under or near a dark cloud. Even if the “cloud” is very
smart.
• Never let set back break your stride
32. Hard Spots
• Great Boss can be friends, teachers, coaches, allies, and sources of inspiration
all in one, yet in contrast a bad boss can just about kill you. (kill the positive
energy, commitment, and hope)
“The world has jerks. Some of them get to be bosses so deal with it (do not let
yourself to be the victim)”
• Generally speaking, bosses are not awful to people whom they like, respect,
and need. Think hard about your performance.
• What’s the endgame for my boss?
Deliver strong results and have a can-do approach until relief arrives. (act of God, or till
you find another job)
And remember there is a reason why kids don’t tattle on bullies. Unfortunately the same
principle applies in the office
Come to grips with the fact that you are staying with a bad boss by choice, which means
you have forfeited you right to complain.
• And remember exactly what made the bad boss bad and how it made you feel
– so that when the time comes for you to be a boss, you won’t be the same.
33. The Work Life Balance
The work-life balance concept is one of the most important concepts to individuals today
•Priority management
People who put business success first most likely have to give up some level of intimacy with their
kids: it’s a swap – a deal you have made with yourself about what you keep and what you give up.
“Your boss’s top priority is competitiveness (he will want 150% of you) to be
captured for the company.”
“People with great performance accumulate chits.”
“And when push comes to shove at promotion time, bosses will always give the job
to the devil they know.”
•Best Practice 1:
“Draw you boundaries around you activities, when at work, keep your head in work
and do the same at home.”
•Best Practice 2:
“Have the guts to say NO, Not to something large as promotion but to smaller stuff”
•And be careful you can’t live someone else’s concepts of your life in the name of balance
•At times the work-life balance concept may conflict and you must decide what is best for you.