Too Many Bosses, Too Few Leaders

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Rajeev Peshawaria Introduction: Author

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Introduction Mohandas Karamchand Gandhi “Of all the bosses you’ve had in your career, how many would you call truly great leaders? .” “A great leader is someone who inspired you to show up every morning and do your best possible work, made you believe in yourself, genuinely cared about your success and whom you wanted to follow willingly.”

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Overview

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ENERGIZE the Self: Self-Leadership Chapter 1 Overview

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ENERGIZE the Self: Self-Leadership Lead Yourself to Lead Others People accept Leadership for a wrong reason Personal Fame Fortune Glory Picked based on technical expertise alone

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ENERGIZE the Self: Self-Leadership Personal Energy Purpose Values Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 1. What few things are most important to me? Money Good spouse or parents Good manager Fun Making a difference to others Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 2. Do I want to: a. Lead a simple life rich with everyday small pleasures? b. Achieve great success in an individual endeavor? c. Lead others toward a better future? Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 3. What results do I want to bring about? Visualise the result you want to create Move from problem solving to purpose finding Challenge status quo and visualise a new and different future Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 4. How do I want people to experience me? “Personal Best” Audacity and humility Generosity, accountability, listening, leadership & etc. Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 5. What values will guide my behavior? Act according to values Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 6. What situation caused me to feel strong emotions? Understand situation that cause you to feel emotions Purpose Values Personal Energy

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ENERGIZE the Self: Self-Leadership 6. What situation caused me to feel strong emotions? Chapter Summary 5. What values will guide my behavior? 4. How do I want people to experience me? 3. What results do I want to bring about? 2. Do I want to: 1. What few things are most important to me? Purpose Values Personal Energy

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“Before you can lead others successfully, you need to lead your-self.” “Self-leadership is having limitless energy to stay the course in the face of the most formidable of obstacles.” “The only two permanent sources of limitless personal energy are purpose and values”

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ENLIST Co-Leaders: Team Leadership

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ENLIST Co-Leaders: Team Leadership

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ENLIST Co-Leaders: Team Leadership Everyone cares about the same three things. Imagine you are about to change jobs and have two competing offers. Both jobs pay roughly the same amount of money and are in the same industry. Both are at reputable companies. How will you choose between the two jobs? What factors will you consider while making your decision? Own strengths/limitations? How your work fit in the larger picture of the organiztion ? R ole Quality of co-workers? Working culture? E nvironment D evelopment

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ENLIST Co-Leaders: Team Leadership ENVIRONMENT DEVELOPMENT ROLE ROLE Challenging & Meaningful Goals Freedom & Authority Alignment with Purpose and Values Vision and Strategy

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ENLIST Co-Leaders: Team Leadership ENVIRONMENT DEVELOPMENT ROLE

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ENLIST Co-Leaders: Team Leadership ENVIRONMENT DEVELOPMENT ROLE Constantly Upgrading Capability Entrepreneurship & Innovation Developing Strengths Further Opportunities to Learn & Grow DEVELOPMENT

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ENLIST Co-Leaders: Team Leadership Chapter Summary 4. Alignment With Purpose and Values 3. Freedom & Authority 2. Challenging and Meaningful Goals 1. Vision & Strategy Environment Development Role 6. Fairness 5. Community and Friendship 4. Respect & Dignity 3. Collaboration 2. Involvement & Guided Discovery 1. Communication 7. High-Performance Culture 4. Constantly Upgrading Capability 3. Entrepreneurship & Innovation 2. Developing Strengths Further 1. Opportunities to Learn & Grow

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GALVANIZE Large Numbers: Enterprise Leadership The Brain The Bones The Nerves

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B-B-N: Wiring the “Brain” Chapter 4 Overview

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B-B-N: Wiring the “Brain” 1. What do we want to be? 2. Who are our stakeholders and what do we want to do for each? 3. How will we get there? 4. Why will we succeed? Developing BRAINS: Creating your Strategy “Story”

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B-B-N: Wiring the “Brain” 1. What do we want to be? Developing BRAINS: Creating your Strategy “Story” Brainstorm what it would look and feel like In a year or two Visualise the business is now functioning they way it is supposed to be. How does it look like? 2. Who are our stakeholders and what do we want to do for each? List each of the constituents the business wishes to serve Spell out all to avoid neglecting an important constituency

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B-B-N: Wiring the “Brain” 3. How will we get there? What is the conventional business model for our industry? What needs does the conventional model fulfill? What needs are yet unfulfilled? What new needs are likely to emerge in the future? What should we do differently compared to the traditional model 4. Why will we succeed? What will be our differentiating capabilities?

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B-B-N: Building Strong “Bones” Organisational Structure Ensuring Best People Full All Key Job Designing System & Processes

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B-B-N: Developing Cultural “Nerves” Creating the Culture of Excellence Define Articulate core activities through business principles or values Socialise Socialise identity through clear communication, feedback, coaching, & walking the talk Reinforce Align key processes to identify: Performance management Promotion Compensation

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Energise the Self: Self Leadership Enlist Co-Workers: Team Leadership Galvanised Large Numbers: Enterprise Leadership The B-B-N Framework Summary

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Summary