Articl Ppt 2

8/9/2019 Articl Ppt 2

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Michael D. Watkins

is a cofounder of Genesis Advisers, a leadership

development firm specializing in on boarding and

transition acceleration, anda professor at IMD. He is theauthor of The irst !" Da#sand $our %e&t Move 'both

from Harvard (usiness)ress*.


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Managers The people responsible for

supervising the use of an

organization+s resources to meetits goals.


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LEADERSHIPLeadership is a process by which a

person influence others toaccomplish an objective and directs

the organization in a way that make

it more cohesive and coherent


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DIFFERENCE B/W MANAGER & LEADER


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The diference between being amanager and being a leader is simple.

Management is a career. Leadership is acalling.

A manager focuses on process andprocedure, a leader focuses on people.

A manager administrates. A leader envisions. A manager maintains. A leader develops. A manager measures projections. A leader

projects measures. A manager ensures that things are done

right. A leader ensures that the right things

are being done. A manager ensures that rules are followed

(such as laws, regulations and policy). Aleader empowers and inspires innovation.

A manager deals in detail. A leader inpossibility.


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Enterprise leaders must be ableto;

mae decisions that are good for the

business as a -hole.evaluate the talent on their teams

effective leaders understand the -a#s thatprofessionals in finance, mareting,operations, H, and /D approach businessproblems.

leaders must be able to spea the languageof all functions and translate for them -hennecessar#

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Skills used by Leaders;

0evel shifting

)attern recognitionmental simulation

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LEVEL SHIFI!"1 is the abilit#to move fluidl# among levels of

anal#sis 2 to no- -hen to focus onthe details, -hen to focus on the bigpicture and ho- the t-o relate.

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PAER! RE#$"!II$!% is

the abilit# to discern importantcasual relationships and othersignificant patterns in a compels

business and its environment2 thatis to separate the signal from thenoise.

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ME!AL SIM&LAI$!% is the

abilit# to anticipate ho- outsideparties 'competitors, regulators, the

media, e# members of the public* -ill response to -hat #ou do, topredict their actions and reactions

in order to define the best course totae.

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As leaders move up to the enterprise level,

the# become responsible for designing andaltering the architecture of the organization2its strateg#, structure, processes and sill

bases.To be effective organizational architects,the# need to thin in terms of s#stems. The#

must no- ho- the e# elements of theorganization fit together.


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To set the agenda, a leader had to

learn to navigate a far more uncertainand ambiguous environment than he -as used to. He also needed to learn

to communicate priorities in -a#s hisorganization could respond to.


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'HA D$ EFFE#IVE#$RP$RAE DIPL$MAS D$(((

The# use the tools of diplomac#2negotiation, persuasion. 3onflict

management, and alliance building2 toshape the e&ternal business environment tosupport their strategic ob4ectives. In the

process the# often find themselvescollaborating -ith people -ith -hom the#compete aggressivel# in the maret

ever#da# .


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5nterprise leaders need to embrace a

ne- mind set2 to loo for -a#s thatinterests can or do align, understandho- decisions are made in different

inds of organizations, and developeffective strategies for influencingothers.


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Articl Ppt 2