Dare To Lead

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Dare To Lead

• By
• Saurabh Jain

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• Are we all Managers?

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• Leaders

• Managers

• Administer
• Originate
• Develop
• Inspire Trust
• Think long term
• Ask what and why
• Challenge status quo
• Do the right thing

• Implement
• Copy
• Maintain
• Control
• Think short term
• Ask how and when
• Accept status quo
• Do things right

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• Do we wish to become leaders?

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Focus on Quality
Leadership Traits

• Be clear about your own expectations and how
  things should be done
• Set realistic performance goals for self and
  subordinates
• Find ways to improve operations and procedures
• Strive for total quality in all areas
• Encourage staff involvement in quality
  improvement schemes

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Learning from Others
Leadership Traits

• Learn from others
• Teach others what you have learnt
• Continually assess your performance and look for
  ways to improve
• Assess your strengths and weaknesses and seek
  formal training to enhance your skills

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Team Work
Leadership Traits

• Work as a team member
• Perform different roles as a team member
• Develop contacts in different departments and
  organisations
• Gain from experience of other team members
• Enhance your knowledge and skills
• Reward team members
• Avoid favouritism

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Developing Strengths
Leadership Traits

• Self-confidence and self-determination, combined
  with an ability to manage people and money, make
  a strong leader.
• Work on and build your strengths
• Put all your ambitions on paper and draw a plan
  to achieve them
• Eliminate your weaknesses by taking corrective
  measures

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Leading Others
Leadership Traits

• Get to know the people working for you
• Set the rules of the game so that everybody
  performs comfortably
• Set challenging goals that motivate and inspire
  each team member
• Seek views of the team members about the
  management policies, work environment, problems,
  opportunities, etc.

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Exercising Authority
Leadership Traits

• Give clear and consise instructions
• Encourage people to approach you if things go
  wrong
• Use crisis as an opportunity to develop people
• Insist that staff tell you all the news, good or
  bad
• Be consistent and respond positively even in
  crisis

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Delegating Tasks
Leadership Traits

• Delegation boosts morale and builds confidence
• Builds respect for the leader
• Focus on policy making and not procedural aspects
• Check regularly and informally the status of
  delegated tasks
• Intervene fast when the delegate cannot cope
• Make sure that everybody knows what must be left
  to you

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Communicating Clearly
Leadership Traits

• Communicate directly with the staff
• Talk honestly to your staff
• Listen to your staff
• Obtain feedback from your staff a 100 positive
  feedback is a caution signal
• Be prepared to handle misunderstanding of what
  you communicate and what you are trying to
  achieve

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Making Decisions
Leadership Traits

• Take well thought but timely decisions within
  your authority
• Consider all alternatives
• Give due weightage to the advice of co-workers
• Take decisions in the larger interests of the
  organisation
• Implement the decisions
• Evaluate the results

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Setting Goals
Leadership Traits

• Set ambitious but achievable goals
• Set the goals for long, medium and short terms
• Expect setbacks, and always have contingency
  plans fully prepared
• Take timely corrective action in case of
  deviation from goals

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Leading Discussions
Leadership Traits

• Give people time for preparing for meetings
• Be on time for the meeting
• Keep discussions informal as far as possible to
  ease stress
• Encourage people to speak
• Dont let the discussion move away from the
  Agenda
• Make sure that whosoever has something to say,
  does get a chance to speak

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Using Meetings
Leadership Traits

• Communicate the purpose of the meeting in advance
• Clearly communicate the expectations from the
  participants at the meeting in advance
• Use meetings to take decisions and not to delay
  them
• Allow staff to stay away if they feel they have
  nothing to contribute
• Keep meetings to the shortest time needed to
  cover the Agenda

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Giving Support
Leadership Traits

• Build trust among your colleagues
• Never refuse a request without careful thought
• Reward success with praise as well as a material
  recognition
• Praise in public criticize in private

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Inspiring Excellence
Leadership Traits

• Never seek to get results by bullying people
  beneath you
• Use discipline sparingly, but make it swift and
  effective
• Share responsibility for mistakes and failures,
  and analyze errors so you can prevent them next
  time
• Reward and be rewarded on the basis of
  performance

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What the leader should not do?
Lessons from
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Discarding the good and favouring the wicked

• Do justice
• Listen to both the parties together and
  separately
• Announce the verdict unemotionally along with
  reason behind the conclusion
• While punishing the wrongdoer give opportunity to
  learn and improve

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Starting unrighteous injuries not current before,
by doing acts that outght not to be done

• Do not start new punishments beyond the law
• Be truthful to yourself
• Practice what you preach
• Differentiate between right and wrong

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Ruining rightful acts, by not giving what ought
to be given and securing what ought not to be
given to him (the leader)

• Encourage new ideas
• Honour and respect them - Appreciate
• Never misuse your power
• Do not take undue credit

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Not punishing those deserving to be punished
punishing those not deserving to be punished

• Fear can be constructive if you can manage it
  well.
• Do the right things be fearless yourself
• Never misuse fear respect cannot be demanded
• Think twice before you pass your judgement be
  firm, yet considerate

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Seizing those who ought not to be seized not
arresting those who ought to be seized

• Not arresting the criminals encourages new
  criminals arresting someone who should not be
  arrested, a new criminal is created.
• Why a person becomes a criminal need OR greed
• Control greed
• Make and apply a system

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Doing harmful things and destroying beneficial
things

• Protect your subordinates, step in and face the
  challenge yourself
• Take action against outsiders disturbing the
  peace and happiness of your subordinates
• Never harm the honour, dignity and gratitude of
  your subordinates
• Reward the truly deserving

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Ruining human exertions, by spoiling the
excellence of work done

• Move beyond monetary incentives
• Instigate, motivate and inspire
• Recognise efforts and share the rewards
• Do not rubbish the efforts
• Work hard party harder

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Doing harm to principal men and dishonouring
those worthy of honour, by opposing the elders

• Elder by age
• Elder by knowledge or wisdom
• Do not oppose them listen to thier views before
  taking any decision

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Not rewarding what is done

• After completion of the job always pay your
  people on time salary, incentive, promotion,
  holiday, etc.

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Being negligent and indolent

• Be in touch with your people understand what
  keeps them going, or makes them feel frustrated.
• Keep some time to do NOTHING
• Keep a watch on what your Peers are doing

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What can I do?
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• Keep your Boss Happy
• Change your mindset
• Know your Bosses Style
• Communicate
• Be reliable
• Learn how to use the bosss time well
• Learn to cooperate
• Move from being efficient to being effective
• Be willing to grow and pay the price

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• Keep yourself Happy
• List your goals
• Ensure Punctuality
• Act with Integrity
• Practice Time management
• Update your knowledge
• Enhance your presentation skills
• Respect others
• Avoid procrastination
• Seek feedback

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• Keep yourself Happy
• Make a SWOT Analysis
• Talk to your Boss
• Learn, unlearn and re-learn
• Respect your spouse
• Spend time with your children
• Stay physically fit
• Stay updated on whats happening around
• Manage your expenses
• Take a Break

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• Keep yourself Happy
• Learn a new skill
• Do one good deed a day
• Engage in charity
• Read autobiographies of world leaders
• Be patient
• Don't run behind success, run behind excellence,
  and success will run behind you.

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• What else?
• Be like the honey bee
• Demonstrate Integrity, Trust and Transparency
• Genuinely care for the people who you work with
• Have a vision and communicate it to your team
• Inspire people to achieve the vision
• Inspire people to act

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• What if all this doesnt work?
• Move on

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• Good Luck on the Journey to discover the leader
  in you
• Thanks.

Disclaimer Clause Views expressed in this
presentation views of the author do not necessary
reflect those of the Institute.