Learninig to Lead- Warren Bennis

8/11/2019 Learninig to Lead- Warren Bennis

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LEARNING TO LEAD -WARREN BENNIS AND-JOAN GOLDSMITH

Presented to Prof. Rajesh Kamat


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Rizvi Institute of ManagementStudies & Research

Name RaghavendraN.Paradkar

Course MMS 2013-15Division B

Roll No. M075


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Contents

1) Leadership for successful future2) Reinventing Yourself3) Leadership Crisis4) Knowing Yourself5) Vision6) Trust and Integrity7) Action


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Chp 1

Leadership for asuccessful future


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LEADERSHIP

Ambition

Competence

Integrity

Leadership = fn (Ambition, Competence,Integrity)


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Ambition

Integrity Competence

Result

YES NO YESSelf serving LeaderPersonal power > VisionSelf Interest > Goodness ofwhole

YES YES NOWell meaning LeaderUnable to make anythinghappenTakes every one down

NO YES YESGood workerDoes not challenge status quoDoes not open new grounds

YES YES YESTrue LeaderEthical VisionPower to make vision a Reality


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True Leaders Traits

Trust worthyGenerate shared valuesGoals and VisionObjectives

People look upon him for present & futureResists fantasies of omnipotence & addiction

to powerOpen mind for serendipity


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How organizations institutionalizeHonesty?

Executive feedbackEncourage peers and sub-ordinates

Anonymous suggestion boxesTrust-worthy environment consists of :

Freedom to voice dissentReward for Disagreement

Innovation & Failure tolerance


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Trust

Competency Congrui

ty

ConstancyCar ing


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The Buried Treasure

True leader handle failure easilyNo fear of failureFailure Mistake


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Leaders Vs Managers

LEADERS MANAGERS

Conquer context Surrender to problems

Investigates reality Adopts truth without investigatingfacts

Do the right things Do things rightlyEffectiveness Efficiency

Why and what How

Trust, Innovative , Initiative Systematic, Control, Procedural,Policy

Creative, Adoptive, Agile Blind Loyalty, Copying, Manage statusquo

Horizon + Bottom line Bottom line

Pull people Push people

Organizations need them toIDENTIFY the goals

Organizations need them toACCOMPLISH the goals


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Chp 2

Reinventing Yourself asa Leader


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Each of us can make a leader out of ourselvesOriginals, never copyLeadership styles may varyThere is no one specific wayDifferent starting points, different learningcurves, and different questions


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John Gardner says :-I d i sc ov ered m y leadersh ip du r ing WW 2.

I had n ever tho ug ht I w ou ld b e a leader un t i lm i li tary s up er io r s o u t r e spo ns ib i l i ty o n m e.

Roles and t al en t s co nverge to p rod uc egr eatness . Som e qual i t ies are w ait ing for

l if e to pu l l ou t o f y ou


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LDP dont go in depth of skills, are a quick fixtypes.One-minute-manager & MicrowaveovenTheoryLeadership process= day-by day, selfexamination, introspection, soul-searching

honestyLearn from mistakes, failures, wrong turns


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Continuous growth throughout lifeLate bloomers examples:-Mahatma Gandhi, Nelson Mandela, CharlesDarwin etcNever Late. Start NOW


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Your Inner Voice

Capacity > every one has but many dontCHOOSE to!Norman Lear- T.V writer and producer says:- f ind ou t w ho you ar e? Ane be it. Dontloo se yo urs el f . To be ou rse l f >> mo std i ff icu l t


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Norman Lears 4 steps to of SelfDevelopment1) Become self expressive2) Listen to your inner voice3) Learn from right mentors4) Give yourself to guiding vision


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Ralph Waldo Emersons essay

Listen to your inner voice in spite of itcontradicting others.Inner voice is the must purest and divine thingwithin youIf we forgo inner voice someone else willspeak to you in alien terminologies


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Reflections

Ideas + Feelings + EmotionsDiscover emotional realitiesDiscover our pattern of behaviourReflect our past and presentFor egs.Dream, write in diaries, talk to friends, 3 rd eyeview, feedback


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Personal Values

1. Clear communication2. Ethical practices3. Diversifying the Workforce4. Recognition5. Participatory empowerment6. Commitment


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Goal Setting

Short term GoalsLong term GoalsDate of completionClarify direction, progress & commitmentRevise


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Leadership in a Team

Common GoalsShare, divide and ruleGet feedback, give feedback


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Chp 3Leadership Crisis


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3 reasons why we need a Leaderi. Effectiveness of Organizationii. Sense of Vision, Goals, Directionsiii. Integrity of the Organization


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Reasons for Crisis

CynicismPublic mistrust

Age of VulnerabilitySurvival of the FittestParasitic EntrepreneursPervasive Unconscious Conspiracy


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Leader 2020

1. Will he resemble megamergers like GE,VIACOM, INTEL??

2. Will he be a small player?3. Or will he be a hybrid typesInterdependent Vs Independent


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Growing Disparities

Income differences of average CEOs Vsaverage Worker$419 : $190% stocks = 10% populationTop 1% population = 51.4% stocksEducation disparities

Family services disparities


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Demographic changes

High life expectancyHigh health consciousness50% retired lot still voluntarily worksWorking years = 38/76 yrs >>2010Working years = 50/68 yrs >>2020Retired Vs Earners disparity4/10 quits job in 3 years


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Quit rate 2010 = 14.5%Quit rate 2000 = 3%Hyper-competitionInternet volatilityTurbo charged GlobalismTrillion-$ M&A


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Gary Hamel says:-Are we learning as fast as we are changing

Desired Reality

Sustainable Electronic Castle

Maintain Pace Ego-centricity

Balance Priority Work from home

Build Meaning cocooning


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Leadership Myths

1. Leadership is a rare skill2. Leaders are Born, not Made3. Leaders are Charismatic4. Leadership exists only at top level5. Leaders controls, directs, manipulate


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Chp 4Knowing Yourself


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LeadersKnow their abilityPositive self regards

Know their talentContribute to organization


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KNOWING YOURSELF

Self reflection

Reflective feedback

Open to learning

Integrity


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Shifting leadership paradigm

ParadigmA fram ew ork thro ug h wh ich w e see theexper ience

Examples1. Earth rotates around sun- Galileo2. Womens acceptance in government, religion,

business3. Voting rights for all blacks


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Lists of Paradigms

1. Leaders are more qualified than Me2. Good management makes good organization3. Failures = Unacceptable4. Leaders forecasts future


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FAILURES - The springboard ofhope

Determining and differentiating quality of aleaderMistake i s jus t ano ther way of d o in g ath ing Creativity, Innovation based of learning fromfailure

examples = Karl Wallenda- tightrope aerialist


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Patterns of Failure


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Chp 5

Creating & CommunicatingVision


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Creating and communicating a visionPassion + Dedication = VisionIntensity + Determination = MagnetVision oriented leaders >> Goal orientedleadersDay-dream into reality

Focus

Passionate commitment to


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Passionate commitment tovision

Sense of unityTeam ~ CoachCEO ~ Employee

EmpathyMetaphor

know -why before know -how


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Importance of Vision

Vision > Mission; GoalsVision = Imaginable, Substance, Form, Color


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Criteria For Vision

Heart and SpiritConcerns & Needs

AccessProvide meaningCloudy or Grand ?


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Chp 6

Maintaining TrustThrough Integrity


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Trust = fragile as china clay

Leaders should walk their talk

(Empathy) (Sympathy) = Null set


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Support through Empathy

Empathy is basic ingredient of VisionIncreases Courage

Wrong usage of empathy

Scaring Obligation

Guilt Intimidation


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Practice Empathy

Listen to elses problems Correct himGive realistic feedbackQuestion themUnderstand their Point of View


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Trust through Consistency

Disarray in :-Corporate

Unethical audits

Church HierarchyHide sexual assaults

GovernmentScams, frauds

NGOs Fund misuse


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Chp 7

Realizing IntentionsThrough Action


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Self Assessment

1. Master the context2. Know thyself3. Create vision for future4. Communicate with meaning5. Maintain trust6. Realize Intentions with action


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Formulate Intentions

Ability to make things happen All actions are predicated on having anintention


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The Alternate Path

Radiologist >> aspired to be jazz singer>>now writes jazz songs

Aspired to be footballer >> fast, smart>>Under weight >> now coaches team


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Self Assessing Questions

What drives me?What satisfies me?What are my values?What are my priorities?Degree of freedom about meDegree of freedom of organization


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Goal Setting

1. 1 year forecast2. Means to reach it3. Milestones in the way4. Measurable and identifiable5. Vision supportive


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Strategic Thinking

Leader strategic thinker Solution to problemStarting point >> ending pointStrategy

Strategy

Altering Connecting Compromising Revising Imaging


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Strategy

Altering Connecting Compromising

Revising

Imagin


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Documents

Learninig to Lead- Warren Bennis