1. The leadership piece

2. How to increase profit? How to deal with …? What new strategy?

3.  Leadership is chiefly about dealing with the intangibles and the most frustrating situations in the organization.  Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. What is Leadership ?

4.  Leaders and managers are different. By definition, a manager works within a system to maintain existing goals and direction. They use people and equipment to meet a goal or they use a process to produce results.  A leader by contrast, sets the direction for projects. They bring vision to reality by gaining commitment from the people in the organization. ManagersLeaders  Work within the existing culture  Maintain existing relationships  Plan and budget  Organize and staff  Control and problem solve  Create visions and excitement  Set a direction  Align people  Build new relationships and structure  Motivate and inspire Leaders vs Managers http://youtu.be/uLAhoIHQ3nA

5.  In the past, a leader could rely on the force of his or her individual personality to drive change.  Now, leaders must build organizations where transformation will occur dynamically at all levels, individual commitment to change comes from a deeply- felt understanding of the vision, and collaboration makes it happen.

6. Leaders 4 key responsibilitiesRENEWAL monitoring and improving organizational performance REALIZATION deploying the necessary resources to realize the vision RESHAPING determining how the organization will operate REIMAGING developing a vision for the organization

7. The dimensions of the leadership piece

8. Personal attributes of a leader Emotional stamina Focus Discipline Ability to cope with ambiguity Very clear what they want to accomplish Mental discipline to make their vision work Significant personal emotional reserves Mental discipline to make their vision work

9. Leadership Competencies I Teach others about strategizing Knowing when and how to set the limits II II Clear communication Simple message III Ability to use and understand technology Effective assimilation of technology into an organization IV Draw the best from their people and to nurture talent Deal effectively with conflict and with complex social, political and labor problems etc Strategic Thinking Communication Technical Comfort People Management

10. Leadership Functions I Have a primary job of building the value of their enterprise Need to keep their fingers on the pulse of the future, as well as the present. II II Ensure organizations focused on vision and goals Determine the goals early to conduct the organization III Leaders must take the initiative to develop a common language for collaboration IV IV Build a superior management team –skills & idea Maximize their employees’ skills Nurture a culture of learning in which new approaches to work Orchestrate value Set vision and goals Coordinate Develop human capital

11. Leadership in the future Continually reinvented & evolving shift from controlling and directing an organization within a stable industry to facilitating and exploring the new opportunities, structures, and management styles to meet changing & uncomfortable business environment Orchestrating businesses or parts of businesses to match the shifting mix of market opportunities. Adding, subtracting, merging and splitting businesses continually to match their firms’ products or services more closely to market needs. Become synthesizers - see patterns in data and across time, and to articulate the gist of complex issues clearly and succinctly. Maintaining appropriate balance - living a paradox, balancing, ambidextrous – directing the present with one hand, while steering for the future with the other. They will not have an easy job but they will have an interesting and challenging one.