1. LEADERSHIP SELF DEVELOPMENT

2. TEACHERS DAY  WHEN DR.RADHAKRISHNAN BECAME PRESIDENT OF INDIA IN 1962 HIS STUDENTS AND FRIENDS REQUESTED HIM TO ALLOW THEM TO CELEBRATE HIS BIRTHDAY. HE REPLIED ‘INSTEAD OF CELEBRATING MY BIRTHDAY, IT WOULD BE PROUD PRIVILEGE IF SEPT.5 TH IS CELEBRATED AS TEACHERS DAY’. WE ALL PAY OUR RESPECT TO THIS GREAT TEACHER/LEADER.  ONE GOOD SCHOOLMASTER IS WORTH A THOUSAND PRIESTS R.G INGERSOLL. R.G INGERSOLL.

3. DIALOGUE  ‘I WOULD NEVER READ A BOOK IF IT WERE POSSIBLE TO TALK HALF AN HOUR WITH THE MAN WHO WROTE IT’ PRES.WOODROW WILSON PRES.WOODROW WILSON  DIALOGUE NEEDS TO BE PRACTICED ON A REGULAR BASIS ON SIGNIFICANT ISSUES.  WE SHOULD CO-CREATE SHARED VISION/STRATEGY AND ALIGN PEOPLE THROUGH DIALOGUE ON A CONTINUOUS BASIS FOR BETTER RESULTS.

4. WHAT LEADERS REALLY DO  ‘THEY DON’T MAKE PLANS, THEY DON’T SOLVE PROBLEMS, THEY DON’T ORGANIZE PEOPLE. WHAT LEADERS REALLY DO IS PREPARE ORGANIZATIONS FOR CHANGE AND HELP THEM COPE AS THEY STRUGGLE THROUGH.’ JOHN P. KOTTER JOHN P. KOTTER  LEADERS SET DIRECTIONS, MOTIVATE AND INSPIRE PEOPLE. THIS ENERGIZES THE TEAM TO ACHIEVE THE VISION.  DEVELOP INTRINSIC MOTIVATION IN THE TEAM MEMBERS, WHICH WILL ENERGIZE THEM TO ACHIEVE RESULTS.  CREATE A CULTURE OF LEADERSHIP AND CHANGE.

5. COMMUNITIES OF LEADERS  ‘EACH TYPE OF LEADER IS CRITICALLY INTERDEPENDENT ON THE OTHERS, OFTEN IN WAYS NOT EVIDENT IN THE MIDST OF DIFFICULT CHANGE PROCESSES.UNDERSTANDING THIS ‘ECOLOGY OF LEADERSHIP’, IS THE KEY TO DEVELOPING EFFECTIVE LEADERSHIP COMMUNITIES.’ PETER M. SENGE PETER M. SENGE  DEEP COMMITMENT FOR CHANGE SHOULD BE INITIATED BY LOCAL LINE LEADERS AND ROLE MODELS.  EXECUTIVE LEADERS: THEY ARE THE STEWARDS OF VISION, MISSION AND STRATEGY.  NET WORKERS: DIFFUSION AGENTS TO SUSTAIN CHANGE.

6. WHAT MAKES A LEADER  ‘EFFECTIVE LEADERS ARE ALIKE IN ONE CRUCIAL WAY: THEY ALL HAVE A HIGH DEGREE OF EMOTIONAL INTELLIGENCE.’ DANIEL GOLEMAN DANIEL GOLEMAN  TO BECOME SUCCESSFUL LEADERS AND ACHIEVE OUTSTANDING PERFORMANCE WE SHOULD DEVELOP HIGH DEGREE OF EMOTIONAL INTELLIGENCE I.E SELF AWARENESS, SELF REGULATION, MOTIVATION, EMPATHY AND SOCIAL SKILL.

7. LEADERSHIP THAT GETS RESULTS  ‘DON’T TAKE A ONE-SIZE-FITS-ALL APPROACH TO LEADERSHIP. CHOOSE THE STYLE THAT MAXIMIZES YOUR EFFECTIVENESS IN A GIVEN SITUATION. DANIEL GOLEMAN DANIEL GOLEMAN  SUCCESSFUL LEADER IS ONE WHO USES DIFFERENT LEADERSHIP STYLES (COERCIVE, AUTHORITATIVE, AFFILIATE, DEMOCRATIC, PACE SETTING AND COACHING) EACH IN THE RIGHT MEASURE AT THE RIGHT TIME FOR PRODUCING THE DESIRED RESULTS.

8. WHY TEAMS  ‘TEAMS USUALLY DO OUTPERFORM OTHER GROUPS AND INDIVIDUALS.’ THE WISDOM OF TEAMS THE WISDOM OF TEAMS  TEAM CAN COLLECTIVELY BRING VISION IN REALITY AND BREAKTHROUGH PERFORMANCE WHICH INDIVIDUALS CAN NOT DO ALONE.  TEAM IS COMMITTED TO COMMON PURPOSE, COMMON APPROACH AND PERFORMANCE GOALS AND THE MEMBERS HAVE MUTUAL ACCOUNTABILITY.

9. TEAM BASICS  ‘A TEAM IS A SMALL NUMBER OF PEOPLE WITH COMPLIMENTARY SKILLS WHO ARE COMMITTED TO A COMMON PURPOSE, PERFORMANCE GOALS, AND APPROACH FOR WHICH THEY HOLD THEMSELVES MUTUALLY ACCOUNTABLE.’ WISDOM OF TEAMS WISDOM OF TEAMS  TEAM IS COMMITTED TO COMMON PURPOSE, COMMON APPROACH AND PERFORMANCE GOALS AND HAVE MUTUAL ACCOUNTABILITY.  TEAM HAS SMALL NUMBER OF PEOPLE WHO HAVE COMPLIMENTARY SKILLS AND ARE COMMITTED TO EACH OTHERS SUCCESS AND GROWTH.  THERE IS CONTINUOUS SHARING OF OBJECTIVES, COMPLETE OPENNESS AND RESPECT FOR EACH OTHER.

10. TEAM LEADERS  ‘ AS FOR THE BEST LEADERS, THE PEOPLE DO NOT NOTICE THEIR EXISTENCE. THE NEXT BEST, THE PEOPLE HONOR AND PRAISE. THE NEXT, THE PEOPLE FEAR AND THE NEXT, THE PEOPLE HATE. WHEN THE BEST LEADERS WORK IS DONE, THE PEOPLE SAY WE DID IT OURSELVES.’ LAO – TZU LAO – TZU  TEAM LEADERS FOCUS ON TEAM PERFORMANCE RESULTS NOT ON INDIVIDUAL ACHIEVEMENTS INCLUDING THEIR OWN. THEY STRONGLY BELIEVE IN TEAMS PURPOSE AND CAPABILITY OF TEAM MEMBERS.  LEADERS GIVE UP SOME COMMAND AND CONTROL AND STRIKE BALANCE BETWEEN PROVIDING GUIDANCE AND GIVING UP CONTROL, MAKING TOUGH DICISIONS AND LETTING OTHERS MAKE THEM, DOING DIFFICULT THINGS ALONE AND LETTING OTHERS LEARN HOW TO DO THEM.  LEADERS DO REAL WORK THEMSELVES.

11. TAKING THE TEETH OUT OF TEAM TRAPS  ‘INDIVIDUALS PERCEPTIONS, ASSUMPTIONS, BELIEFS AND EMOTIONS ALL PLAY A ROLE IN TEAM DYNAMICS BY AFFECTING THE ACTIONS THAT PEOPLE TAKE AND THE RESULTS THAT THEY ACHIEVE..’ ALAN SLOBODNIK & KRISTINA WILE ALAN SLOBODNIK & KRISTINA WILE  TEAM TRAPS JEOPARDIZE THE SMOOTH WORKING OF A TEAM.  TEAM TRAPS CAN BE OVERCOME THROUGH A PROCESS OF CONTINUOUS DIALOGUE, FEEDBACK MECHANISM, REMAINING FOCUSSED ON THE VISION AND BY CONTINUOUS METHOD OF REVIEW.

12. PERSONAL MASTERY  PERSONAL MASTERY IS CONTINUALLY EXPANDING THE CAPACITY TO CREATE THE RESULTS YOU TRULY DESIRE. IT IS THE ABILITY TO GENERATE AND SUSTAIN THE CREATIVE TENSION SO AS TO ACHIEVE THE VISION.  UNDERSTANDING THE STRUCTURAL CONFLICT AND OVERCOMING IT BY COMMITMENT TO TRUTH.

13. METANOIC ORGANISATIONS AND LEADERSHIP IN METANOIC ORGANISATIONS  METANOIC ORGANIZATION IS ONE THAT HAVE CONVICTION THAT THE PEOPLE ARE INDIVIDUALLY AND COLECTIVELY EMPOWERED TO CREATE THEIR FUTURE AND SHAPE THEIR DESTINY.  THE LEADER IN METANOIC ORGANIZATION IS CUSTODIAN OF VISION. HE ENROLLS AND EMPOWERS THE TEAM MEMBERS.  LEADER CREATES STRUCTURE TO CHANNALIZE ENERGY TOWARDS VISION AND TAKES PERSONAL RESPONSIBILITY TOWARDS ORGANISATIONAL PERFORMANCE.

14. MENTAL MODELS  MENTAL MODELS ARE ASSUMPTIONS OR GENERALIZATIONS BY WHICH WE MAKE SENSE OF THE WORLD AROUND US. THEY EITHER IMPEDE OR ACCELERATE LEARNING. THEY ARE SOFT, FLEXIBLE AND CAN BE CHANGED.  PARADIGMS ARE STRUCTURED SET OF MENTAL MODELS.  SHARED VISION WHICH IS THE SHARED MENTAL MODEL OF THE FUTURE, HELPS US IN SYNERGIZING ACTIONS AND ACHIEVING OUR VISION.  MENTAL MODELS HAVE TO BE SURFACED THROUGH DIALOGUE, SELF AWARENESS AND REFLECTION.  NEW MENTAL MODELS COVER INTERNAL AND EXTERNAL REALITIES ALIGNED WITH PURPOSE.

15. TEACHING SMART PEOPLE HOW TO LEARN  ‘SMARTEST PEOPLE ARE THE SLOWEST LEARNERS BECAUSE THEY AREN’T FAMILIAR WITH FAILURE, WHICH MEANS THEY DON’T KNOW HOW TO REFLECT ON THEIR OWN ASSUMPTIONS.’ CHRIS ARGYRIS CHRIS ARGYRIS  SINGLE LOOP LEARNING IS PROBLEM SOLVING AND DOUBLE LOOP LEARNING IS REFLECTING ON ASSUMPTIONS AND TESTING VALIDITY OF HYPOTHESIS.  WHEN ONE FAILS OR UNDER PERFORMS, HE BECOMES DEFENSIVE AND BLAMES EXTERNAL FACTORS WITHOUT INTROSPECTION.  WE DON’T LEARN WHEN THERE IS FEAR OF FAILURE AND EMBARRESSMENT.

16. GOOD COMMUNICATION THAT BLOCKS LEARNING  ‘IN THE NAME OF POSITIVE THINKING, MANAGERS OFTEN CENSOR WHAT THEY SEE AS A PANDORA’S BOX OF PROBLEMS.’ CHRIS ARGYRIS CHRIS ARGYRIS  CONVENIENT COMMUNICATION BLOCKS LEARNING.

17. SYSTEM THINKING  ‘THE SIGNIFICANT PROBLEMS WE FACE CANNOT BE SOLVED AT THE SAME LEVEL OF THINKING WE WERE AT WHEN WE CREATED THEM.’ ALBERT EINSTEIN ALBERT EINSTEIN  SYSTEMIC THINKING HELPS IN IDENTIFYING HIGH LEVERAGE AREAS AND UNDERSTANDING COMPLEXITIES /IMPORTANCE OF COLLABORATION.  ARCHETYPES HELP US TO HAVE AN INSIGHT INTO CHRONIC PROBLEMS.

18. DOES YOUR ORGANIZATION HAVE LEARNING DIABILITIES  KEY LEARNING:  HOW MANY OF THE LEARNING DISABILITIES ARE PREVALENT IN ME AND IN MY TEAM AND HOW TO HELP MYSELF AND MY TEAM MEMBERS TO OVERCOME THEM.