LMI

Leadership
&
n
io
Motivation
rs
ve
al
tri
ne
hi
ac
fM
Prepared and Copy Righted By:

pd
Syed Hussain Haider

Principal Management Consultant,
Research and Development Center,
University of Central Punjab.
185 Abu-Bakar Block,
New Garden Town, Lahore.
Tel: +92-42-5857791-3 Ext: 207
Fax: +92-42-5857846
Email: rdc@ucp.edu.pk
Copy Right by Syed Hussain Haider
n
io
rs
“Nothing can withstand the power of a
ve
al
determined and resolute mind ______
tri
ne
Barriers fall, everything succumbs

hi
ac
_______ if positively inspired the very

fM
gates of Heaven open”

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Pakistan VS. Singapore
n
Pakistan: Singapore:
io
rs
 Independence 1947  Independence 1965
ve
 Population 150 m  Population 4 m
al
tri
 Area 796,000 sq.km.  Area 685 sq.km.

ne
hi
 N.Resources: Many  N.Resources: Zero

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 Econ.results: (-)  Econ.result: (+)

fM
pd
 Budgeted Expenses for  Budgeted Investment for

Education: 3% Education: 30%

PER CAPITA INCOME OF PAKISTAN AND
S.KOREA
1950 - 2003
n
io
rs
ve
al
tri
ne
hi
ac
fM
pd

SOP of Human Mind
Development of Values & Belief Systems
Environment
n
Destiny
io
Religion
Culture
rs
Character
ve
Habits
Organization
al Family
tri
Actions
ne
OUTPUT Words OUTPUT

hi
Feelings Dreams
ac
Ideas
fM
Thoughts
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FEEDBACK FEEDBACK
Mind Belief
Values
Brain Systems

Sequence of Change
When you change your EXPERIENCE
n
io
You change your THNKING
rs
When you change your THINKING
ve
You change your BELIEFS
al
When you change your BELIEFS
tri
You change your EXPECTATIONS
ne
When you change your EXPECTATIONS

hi
You change your ATTITUDE

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When you change your ATTITUDE

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You change your BEHAVIOUR

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When you change your BEHAVIOUR

You change your PERFORMANCE
When you change your PERFORMANCE
You change your LIFE & ORGANIZATION

HIERARCHY OF GOALS
n
 VISION
io
rs
MISSION
ve

al
 GOALS
tri
ne
 OBJECTIVES
hi
ac
 PERFORMANCE TARGETS
fM
pd

n
io
Knowledge Based Economy
rs
ve
al
tri
Knowledge Management
ne
hi
ac
fM
Knowledge Worker
pd

What is learning Organization?
n
io
rs
ve
“A learning organization is one that is skilled
al
tri
at creating,
ne
Acquiring , and transferring Knowledge ; and

hi
modifying
ac
fM
behavior to reflect new knowledge and

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insight”

Feature of Learning Organization
n
Embedded in the organization ‘s cultural and included in the reward and
io
rs
appraisal systems are values of experimentation, Initiative, innovation, and
ve
flexibility.
al
There is visible and strong top-management support.
tri
There are mechanisms and structures in place to support and nature ideas
ne
generated by people at lower levels in the Organization.

hi
ac
Knowledge and information are disseminated or made accessible to any one

fM
who needs them ,people are encouraged To apply them to their work.
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Resources are committed to fostering learning at all levels (such as at

3M,where employees are allowed to spend 15 % Of the work day experimenting
or doing whatever they please called the 15% rule).
Employees are empowered to resolve problems as they arise and to find better
ways of doing work.

There is equal emphasis on the short and the
n
io
rs
long term performance of the organization.
ve
There is a deep desire through out the
al
tri
organization to develop and refine knowledge on
ne
how things work, How to adapt to the

hi
ac
environment , and how to achieve organizational

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objectives.
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People are not afraid to fail.

Organizations
n
io
Learning (learning driven)
rs
Traditional (efficiency driven)
ve
Stable environment Changing environment
Vertical structure
al Flat,horizontal structure
tri
Strategy is formulated from the top and Strategy is a collaborative effort within the organization
ne
Passed down And with other companies

hi
Centralized decision making Decentralized decision making

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Rigidly defined and specialized tasks Loose, flexible, and adaptive roles
fM
Rigid culture that is not responsive to change Adaptive culture that encourages continuous improvement
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and change
Formal systems with communication tied to the vertical
Personal and group networks of free ,open exchanges with
hierarchy with lots of filters. no filters

Guidelines for enhancing organizational learning
Encourage creative thinking.
n
io
rs
Create a climate where experimentation is encouraged.
ve
Provide incentives for learning and innovation.
al
tri
Build confidence in followers capacity to learn and adapt.
ne
Encourage systems thinking.

hi
ac
Create culture conducive to individual and team learning.

fM
Institute mechanisms for channeling and nurturing creative ideas for innovation.
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Create a shared vision for learning.
Broaden employees frame of reference.
Create an environment where people can learn from their mistakes.

Stages in the change process
Stage 1 Stage2 Stage3
Unfreezing Changing Refreezing
Establish a sense of Form a powerful

Institutional changes in the
n
Urgency Guiding coalition 2
Organizational cultural
io
1
8
rs
Developing a compelling
Vision 3
ve
al Communicate the vision
Widely 4
tri
ne
Empower employees to act

On the vision 5
hi
ac
Generate short-term
Wins 6
fM
Consolidate gains,create \
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Greater change7

Organizational leadership and change
To reduce or eliminate resistance to change, effective leaders:
Assemble a coalition of supporters inside and outside the organization.
n
io
Align the organizational structure with new strategy for consistency.
rs
Survey the organizational landscape for likely supporters and opponents.
ve
Recruit and fill key positions with competent and committed supporters.
al
tri
Know when and how to use ad hoc committees or task forces to shape implementation activities.
ne
Know when a full-scale or limited-scale approach to implementations is needed.

hi
ac
Show relentless support and unquestionable commitment to the change process.

fM
Communicate a strong message about the urgency for change.

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Maintain ongoing communication about the process of change.
Avoid micromanaging an empower people to implement the change
Help people deal with the trauma of change
Anticipate and prepare people for the necessary adjustments that change will trigger,
such as career counseling.
Reasons for resisting change
n
Threat to one ‘s self interest
io
rs
ve
Uncertainty
al
Lack of confidence that change will succeed
tri
ne
Lack of conviction that change is necessary

hi
ac
Distrust of leadership
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Threat to personal values

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Fear of being manipulate

Leadership
n
io
A survey of successful chief executive on the attributes most valuable at top
rs
A
Levels of management indicated the following in order of rating.
ve
 al
Ability to take decisions

tri
Leadership

ne
Motivation

hi
Time Management

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Integrity
 Enthusiasm
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 Imagination

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Willingness to work hard

 Analytical ability
 Understanding of others
 Ability to spot opportunities
 Ability to meet unpleasant situation

Contd…
 Capacity to speak lucidly
n
Astuteness
io
rs
Ability to administer efficiently
ve
Open mindedness
al
tri
Ability to ‘stick to it’
ne
Willingness to work more hours

hi
ac
Ambition
fM
Single-mindedness
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Capacity to lucid writing
 Curiosity
Skill with numbers Capacity for abstract thought

n
io
rs
ve
Motivation
al
tri
ne
hi
ac
fM
pd

What is Motivation?
n
io
rs
Positive actions made to achieve a goal.
ve or
al
tri
Stimulate the interest of a person in an activity.

ne
hi
or
ac
fM
Encourage a person to act in a particular way.

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Two Types
n
io
rs
• Intrinsic
ve
al
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ne
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• Extrinsic
ac
fM
pd

Extrinsic
n
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rs

ve
Extrinsic (short-term) – When you’re motivated
al
tri
externally through merits and rewards such as
ne
money, gifts, or even fear of punishment, social or

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economic pressures. Motivation is triggered from

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outside factors.
fM
pd

Intrinsic
n
io
rs
 Intrinsic (long-term) – You can be motivated
ve
internally by interest, natural curiosity, or the desire
al
tri
to explore new ideas. This motivation drives them
ne
internally and independently.

hi
ac
fM
pd

Ways to keep motivated
n
io
 Set your goals.
rs
ve
 Manage your time wisely.
al
tri
 Develop a positive attitude.

ne
Don’t fear failure.

hi

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Reward yourself.
fM

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Create and post
Sight Triggers
n
Choose a meaningful Use Audio
io
Role Model Triggers
rs
ve
al
tri
Self List Potential
ne
Do Something Motivation Gains & Losses

hi
Techniques
ac
fM
pd
Maintain a Break Mega tasks

Visual Progress Into Mini tasks
Chart
Declare a
Commitment Deadline SWOT
Eight rules in
motivating people
n
io
rs
ve
1. Be motivated yourself
al
2. Select people who are highly motivated
tri
3. Treat each person as an individual
ne
4. Set realistic and challenging targets

hi
ac
5. Remember that progress motivates

fM
6. Create a motivating environment

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7. Provide fair reward

8. Give recognition

Maslow’s hierarchy of needs
n
io
rs
ve
1. Physiological needs (including hunger, thirst, sleep)
al
tri
2. Safety needs (security and protection from danger)
ne
3. Social needs (belonging, acceptance, social life,

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friendship & love)

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4. Self-esteem (self-respect, achievement, status,

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recognition)
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5. Self-actualization (growth, accomplishment, personal

development )

McGregor’s Theory X and Theory Y
n
io
rs
ve
Theory X _ the traditional view of
direction and control
al
tri
ne
i) The average human being has an inherent dislike of work

and will avoid it if possible.
hi
ac
ii) Because of this dislike of work, most people must by

fM
coerced, controlled, directed, threatened with

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punishment to get them to give adequate effort toward

the achievement of organizational objectives; and
iii) The average human being prefers to be directed,
wishes to avoid responsibility, has relatively little
ambition and wants security above all.

Contd..
Theory Y _ the integration of individual and
organizational goals
n
io
rs
i) The expenditure of physical and mental effort in work is a natural as play
ve
or rest;
ii) al
External control and the threat of punishment are not the only means for
tri
bringing about effort towards organizational objectives. People will
exercise self-direction and self-control in the service of objectives to
ne
which they are committed;

hi
iii) Commitment to objectives is a function of the reward associated with

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their achievement;
fM
iv) The average human being learns, under proper conditions, not only to
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accept, but to seek responsibility;

v) The capacity to exercise a relatively high degree of imagination,
ingenuity and creativity in the solution of organizational problems is
widely, not narrowly, distributed in the population.
vi) Under the conditions of modern industrial life, the intellectual
potentialities of the average human beings are only partially utilized.

Herzberg’s Motivation _ hygiene theory
n
Fourteen factors were identified to be the sources of good or bad feelings:
io
rs
1. Recognition
ve
2. Achievement
3. Possibility of growth
al
tri
4. Advancement
ne
5. Salary
hi
6. Interpersonal relations
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7. Supervision _ technical
fM
8. Responsibility
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9. Company policy and administration

10. Working conditions
11. Work itself
12. Factors in personal life
13. Status
14. Job security

The eight ‘hygiene’ factors, accordingly to Herzberg,
which can create job dissatisfaction are:
n
io
1. Company policy and administration
rs
ve
• Availability of clearly defined policies, especially those relating to people
• al
Adequacy of organization and management
tri
ne
hi
2. Supervision _ technical
ac
• Accessibility, competence and fairness of your superior

fM
pd
3. Interpersonal relations
• Relations with supervisors, subordinates and colleagues
• Quality of social life at work

Contd….
4. Salary
n
io
• Total compensation package, such as wages, salary, pension, company car and
rs
other financially related elements
ve
al
tri
5. status
ne
• A person’s position or rank in relation to others, symbolized by title, size of office

hi
or other tangible elements

ac
fM
pd
6. Job security
• Freedom from insecurity, such as loss of position or loss of employment
altogether

Contd….
n
io
rs
7. Personal life
ve
• The effect of a person’s work on family life ,eg stress, unsocial hours or moving
hours al
tri
ne
hi
8. Working Conditions
ac
• The physical conditions in which you work

fM
• The amount of work

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• Facilities available
• Environmental aspects eg ventilation, light, space, tools, noise

The six ‘motivating’ factors, accordingly to Herzberg,
which lead to job satisfaction are:
n
1. Achievement
io
rs
• Specific successes, such as the successful completion of a job, solutions to
ve
problems, vindication and seeing the results of your work
al
tri
2. Recognition
ne
• Any act of organization, whether notice or praise (separating recognition and

reward from recognition with no reward)
hi
ac
3. Possibility of growth
fM
pd
• Changes in job where professional growth potential is increased.
4. Advancement
• Changes which enhance position or status at work

Contd…
n
io
5. Responsibility
rs
ve
• Being given real responsibility, matched with necessary authority to discharge it
al
tri
ne
6. The work itself

hi
ac
• The actual doing of the job or phases of it.

fM
pd

Getting the best from people
Be motivated yourself
n
io
You can strengthen your motivation by reminding your self:
rs
ve
1. To feel and act enthusiastically and in a committed way in your work
al
tri
2. To take responsibility when things go wrong rather than blaming
ne
others
hi
3. To identify ways you can lead by example

ac
4. To motivate by words and example rather than manipulating

fM
pd
5. Set an example naturally rather in a calculated way

6. Not to give up easily
7. To ensure you are in the right job for your own abilities, interests and
temperament

Contd…
n
io
rs
ve
9. To be able to cite experiences where what you have said or done
al
tri
has had as inspirational effect on individuals, the team or the
organization
ne
hi
10. That the three badges of leadership are enthusiasm, commitment

ac
and perseverance.
fM
pd

Select people who are highly motivated
n
io
The seven Key indicators of high motivation are:
rs
ve
al
1. Energy _ not necessarily extrovert but alertness and quite resolve
tri
ne
2. Commitment _ to the common purpose

hi
3. Staying power _ in the face of problems/ difficulties/ set-backs

ac
4. Skill _ possession of skills indicates aims and ambitions

fM
5. Single-mindedness _ energy applies in a single direction

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6. Enjoyment _ this goes hand in hand with motivation

7. Responsibility _ willingness to seek and accept it.

Contd…
n
io
rs
ve
8. Give people autonomy and a job with a ‘product’ that an
individual can recognize as his/her own.
al
tri
9. Ensure an individual understands the significance of their job in
relation to the whole, which will also encourage new ideas and
ne
innovation.
hi
ac
fM
pd

Create a motivating environment
n
io
rs
ve
1. Beware of creating a restrictive organization with an over-
emphasis on control
al
tri
2. Avoid public criticisms of individuals
ne
3. Ensure Herzberg’s hygiene are catered for _ the physical and

hi
psychological well-being of people should have high priority

ac
4. Control systems should only be introduced where necessary

fM
5. Give people an input into decisions which affect their working lives
pd
(especially in respect of substantial charge)

6. Keep units and sub-units as small as possible (for large units tend
to be bureaucratic and demotivational if they lack inspired leaders)
7. Pay attention to job design _ repetitive work, introduce variety

MORALE
n
Morale
io
rs
Shows itself
ve
As a state of mind
al
Radiating confidence
tri
ne
In people
hi
ac
fM
Where each member

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Feels sure of his own niche,

Stands on his own abilities
And works in people
_ Knowing he is
Part of a team
Contd…
n
Where no person
io
rs
Feels anxiety or fear
ve
Or purpose to be better
al
Than someone else
tri
ne
hi
Where there exists

ac
A sharing of ideas
fM
pd
A freedom of plan
A sureness of worth,
And a knowledge
That help is available
For the asking
n
io
rs
ve
al
To the end that
tri
People grow and mature
ne
Warmed by a friendly climate

hi
ac
fM
pd

n
io
rs
ve
al
Leadership
tri
ne
hi
ac
fM
pd

n
io
rs
ve
al
tri
ne
hi
Management Leadership
ac
fM
pd

DEFINITIONS OF LEADERSHIP
Leadership is “the behavior of an individual
n

io
when he is directing the activities of a group
rs
ve
toward a shared goal.” (Hamphill & Coons,
al
1975)
tri
ne
 Leadership is “interpersonal influence,

hi
exercised in a situation, and directed, through

ac
fM
the communication process, toward the

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attainment of a specified goal or goals.”

(Tannenbaum, Wesehler & Massarilc, 1961)

DEFINITIONS OF LEADERSHIP (Cont’d)
Leadership is “the initiation and maintenance
n

io
rs
of structure in expectation and interaction”.
ve
(stogdill, 1974)
al
tri
 Leadership is “the influential increment over
ne
and above mechanical compliance with the

hi
routine directives of the organization”. (Kaiz

ac
fM
& Kain, 1978)

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 Leadership is “the process of influencing the

vities of an organized group toward goal
achievement”. (Rauch & Beh , 1981)
DEFINITIONS OF LEADERSHIP (Cont’d)
n
Leadership is a process of giving purpose
io

rs
(meaning full direction) to collective effort,
ve
al
and causing willing effort to be expended to
tri
achieve purpose. (jaco’s & Jaques, 1990)

ne
hi
Leadership are those who consistently write

ac

fM
effective contributions to social order, and

pd
who are expected and perceive to do so.

(Hos’dag, 1988)

MANAGERIAL OR ENTREPRENEURIAL
LEADERSHIP
 In Leadership it is important not only to interpret
n
io
events, chart a course for the organization and build
rs
ve
commitment for a shared objectives, but also to help
al
followers (subordinates) organize themselves in an
tri
efficient way and maintain cooperative interpersonal

ne
relationships as they work together to accomplish the

hi
ac
focused, pre-determined objectives.

fM
 It is the merger of Leadership and Management.

pd

n
Management Leadership
io
rs
Is viewed as involving the
 Is viewed as implementation of
ve
the leader ‘s Vision and changes articulation Of an organizational
al
introduced by leaders And the
vision and the Introduction of major
tri
organizational change; Provides
maintenance and administration
inspiration and deals with highly
ne
of Organizational infrastructure
Stressful and troublesome aspects of
hi
the External environments of

ac
organizations
fM
pd

n
Focus on the tasks (things) when Focus on the interpersonal (people)
io
Performing the management functions Leadership management function.
rs
Of Planning,organization,and controlling
ve
Planning. Establishes detailed objectives Establishes directions;develops a vision
And plans for achieving them. And the strategies needed for its
al achievement
tri
Organizing and staffing. Sets up structure
Innovates an allows employees to the job
ne
For employees as they do the job the way

The manager wants it done. Any way they want, so long as they get
hi
results
ac
Controlling.Monitors results against plans That relate to the vision.

And takes corrects action.
fM
Motivates and inspires employees to

accomplish
pd
Predictable. Plans, organizes, and controls

With consistent behavior. The vision in creative way
Prefers Stability.
Makes innovative,quick changes that are not
Very predictable.Prefers change.

Managers do things right. Leaders do the right things.
n
io
The focus is on stability, control, The focus is on change, empowerment
rs
Competition, work, and uniformity. Collaboration,people, and diversity.
ve
The focus is on a short-term view , The focus is on a long term view,taking risks,
al
Avoiding risks, maintaining,and imitating Innovating,and originating
tri
ne
hi
ac
fM
pd

Traits of effective leaders
n
Internal locus of control Integrity
io
rs
High energy
ve
Dominance
al Traits Flexibility
tri
ne
Sensitivity of others
Stability Intelligence
hi
Self-confident
ac
fM
pd

Functions of leadership
n
io
rs
ve
1. Task need
alTo achieve the common task.

tri
ne
hi
2. Team maintenance needs

ac
To be held together or to maintain themselves as a team.

fM
pd
3. Individual needs
The needs that individuals bring with them into the group.

THE ROLE Functions
Defining the task
Planning
n
io
Briefing
rs
ve
Achieving the TASK
Controlling
al
tri
ne
Evaluating
hi
Leadership functions
ac
Motivating
fM
Building and Developing the

maintaining
pd
INDIVIDUALS
the TEAM Organizing
Providing an
example

Leadership characteristics
The need Quality Functional value
n
Task Initiative gets the group
io
moving.
rs
ve
Perseverance prevents the group
giving up.
al Efficiency work done well knowing
tri
costs (energy, time and
ne
money)
hi
Honesty Establishing facts.

ac
Self-Confidence facing facts.

fM
pd
Industry steady application

pays dividends
Audacity when not to be

restrained by rules or
convention
Humility facing up to
mistakes and not
Copy Right by Syed Hussain Haider blaming others
Team Integrity integrating the team
n
and creating trust
io
rs
Humour relieving tension and
ve
maintaining a sense of
proportion
al
tri
Audacity inspire through
originality or verse
ne
hi
Self-Confidence trusted by others

ac
Justice fair dealing builds group

fM
discipline
pd
Honesty wins respect
Humility not selfish, shares praise,

not arrogant and divisive

Individual Tact sensitive in dealing
n
with people
io
rs
Compassion sympathetic awareness
ve
and help
al Consistency people know where

tri
they stand
ne
Humility recognizes qualities/

hi
abilities and gives

ac
credit
fM
Honesty wins individual respect

pd
Justice fair dealing encourages

individuals

McKinsey’s 7- S Model
n
io
Structure
rs
ve
Strategy al System
tri
ne
hi
Shared
ac
Vision
fM
Skills Style
pd
Staff

Challenges
Porter
n
io
Strategic Thinking
rs
ve
McKinsey
al
tri
Leadership
ne
hi
ac
Empathy
fM
Emotional
pd
Intelligence Self Awareness
Team Dynamics
Synergy
Developing the more positive Attitude and self-concept
n
io
rs
1- Consciously try to have and maintain a positive, optimistic attitude.
ve
If you don’t have a positive attitude, it may be caused by your
unconscious thoughts and behaviors.
al
tri
Only with conscious effort can you improve your self-concept.
ne
hi
2- Realize that there are few, if any, benefit it negative, pessimistic attitudes
ac
about others and yourself.

fM
Do holding a grudge, worrying, and being afraid of failure help you to

pd
succeed

3- Cultivate optimistic thoughts. Sciencetific evidence suggests that your thoughts affect every cell in
n
your body.
io
rs
Every time you think you positive thoughts, your body, mind, and spirits respond.
ve
you will likely feel more motivated and energetic.
al
tri
Use positive self-talk---I will do a good job; it will be done on time;etc.Also use mental imagery ---
ne
picture
yourself achieving your goals.
hi
ac
4- If you catch yourself complaining or being negative in any way,stop and change to a positive attitude.
fM
pd
With time, you will catch yourself less often as you become more positive about yourself.

6- Set and achieve goals.
n
io
Set short-term goals (daily,weekly, monthly)that you can you achieve.
rs
Achieving specific goals will improve yourself concept, helping you to view yourself as successful.
ve
7- al
Focus on your success;don’t dwell on failure.
tri
If you achieve five to six goals, dwell on the five forget the one you missed.
ne
We are all going to make mistakes and experience failure.

hi
ac
The difference between effective leaders and less effective leaders is that the successful ones learn
From their mistakes.
fM
they bounce back from disappointment and don’t let it effect them negatively in the future.
pd
happiness is nothing more than a poor memory for the bad things that happen to you.

8- Accept compliments.
n
When someone compliments you, say thank you; it builds self-concept.
io
rs
Don’t say things like it was nothing, or anyone could have done it, because you lose the opportunity
for a buildup.
ve
9- Don’t belittle accomplishments or compare yourself to others.
al
tri
if you meet a goal and say it was easy anyway,you are being negative.
ne
No matter how good you are, there is almost always someone better.
hi
So focus on being the best that you can be, rather than putting yourself down for not being the best.
ac
10- Think for yourself.

fM
pd
Develop your own attitudes based on others’ inputs;don’t simply copy others attitudes.

11- Be a positive role model.
n
If the leader has a positive attitude, the followers usually do too.
io
12-
rs
When things go wrong and you are feeling down , do something to help someone who is worse
off than you.
ve
you will realize that you don’t have it so bad, and you will realize That the more you give, the more you get.
al
tri
ne
hi
ac
fM
pd

Guidelines for effective leader feedback
Early Stage
n
io
rs
 Provide prompt feed back.
Have accurate facts on performance problem
ve
Avoid rushing to judgment
Be specific in stating deficiency
Explain negative impact of ineffective behavior
al Stay calm and professional
tri
ne
Help followers identify reasons for poor performance

hi
Ask follower to suggest remedies

Arrive at mutual agreement on specific action steps.
ac
Show desires to be of help to follower

Build followers self-confidence
fM
pd
Later Stages

The Delegation Model
n
io
rs
STEPI STEP2 STEP3 STEP4.
ve
Explaining the need for Set objectives that Develop a plan Establish control
Delegating and the Define responsibility Checkpoints and
reasons for selecting alLevel of authority,and Hold employees
tri
The employees. deadline. accountability
ne
hi
ac
fM
pd

Delegation Decisions
What to delegate:
n
io
rs
Paper work reports, memos, letters, and so on.
ve
Routine tasks. Checking inventory, scheduling, ordering, and so on.
al
tri
Technical matters have top employees deal with technical question and problem.
ne
Task with development potential. Give employees the opportunity to learn new things.
Prepare them for advancement by enriching their job.
hi
Employees Problem. Train employees to solve their own problems;don’t solve problem s for them ,
ac
Unless their capability is low.

fM
pd

What not to Delegate
n
io
rs
Personal; matters: Performance appraisals, counseling, disciplining,firing, resolving conflicts, and so on.
ve
Confidential activities: Unless you have permission to do so.
Crises: al There is no time to delegate.

tri
Activities delegated to you personel: For example, if you are assigned to a committee ,do not assign
ne
some one else without permission.

hi
ac
fM
pd

The leader as decision-maker
Define objective
n
io
rs
Collect
ve
Develop
information
al option
tri
ne
Evaluate
hi
ac
and decide
fM
pd
Implement
Sense
Effect Monitor
consequences

Leadership based on spirituality
Soul 
n
 Spiritual
io
SQ?
rs
ve
al
 Emotional Heart 
tri
SOUL
EQ
ne

HEART
Intellectual Mind
hi

ac
IQ MIND
fM
 Physical Body 
pd
BODY
PQ

Truth theory
“To strive for humanization based on spirituality by standing for truth and
becoming role models to eliminate oppression thereby making the world
heavenly abode”
n
io
ALLAH/GOD/CREATOR
rs
KHUDI Spirituality
X Divine Laws
ve
Higher Self Ahsan-i-Taqweem
al
tri
Humanization / HEAVEN
INSIDE
ne
Human being (+ve contribution to humanity)

hi
+ Reflection of God (Truth + role)

ac
fM
Truth
+ - + - =0
pd
I Me & My Syndrome (materialism ) Devil

Social Scripts
– Evil Existence (-ve impact on humanity) Asfal-as-Safilin
EGO Oppression / HELL
÷
“Leader is the one who stands for truth with vision and hope and plays his
role in the right context to actualize the vision”
n
io
rs
ve
TIME MANAGEMENT
al
tri
ne
hi
ac
fM
pd

TIME MANAGEMENT
n
io
rs
“GOOD TIME MANAGEMENT IS THE PERFECT VEHICLE
ve
al
tri
ne
TO GET YOU FROM WHERE YOU ARE TODAY TO

hi
ac
fM
pd
WHERE YOU TO BE IN LIFE”.

TIME
1. “ A point in progress.”
2. “A duration.”
n
io
“The physical quantity measured by clocks. ”
rs
3.
ve
4. “ earthly duration as distinguished from eternity.”
al
tri
5. “the period of initiation and performance of an action.”

ne
hi
ac
6. “Finite extent of continued existence.”

fM
pd
7. “A period in the existence of the world .”
8. “Point in or space of duration at or during which some

fact is
9. all egged to have been committed.”
10. “A term of relativity.”
DEFINITION:
n
io
rs
ve
“The effective use of techniques and tools to fully maximize professional
al
tri
and personal time in the accomplishment of established goals”
ne
hi
ac
fM
pd

TIME MANAGEMENT
n
io
rs
Just a tip---
ve
al
“when you reach for the STARS, you may not
tri
quite get one,but you won’t come up

ne
hi
ac
with a handful of mud either”.

fM
pd

TIME TIME MANAGEMENT
n
io
rs
HOW DO PEOPLE SPEND THEIR 1ST HOUR ON
ve
THEIR JOB
al
tri
• Reading Newspaper.
ne
• Drinking Coffee.
•
hi
Greeting & Being greeted by others.

ac
• Discussing politics or last night’s TV show.

fM
• Latest scandal in town or of the office.

•
pd
Talking about some hot news in the press.

REMEMBER
Schedule the morning as tight as possible .Make sure the
1st one hour sets the pattern for the whole day. If you make
a poor start,you will spend all day trying to catch up
TIME MANAGEMENT
n
io
rs
A TYPICAL DAY AT WORK
ve
09 : 00 al OFFICE STARTING TIME.
tri
09 : 30 ARRIVAL AT THE OFFICE.
ne
09 : 45 COFFEE AND SOCIALISING.

hi
11 : 00 WORK BREAK.
ac
11 : 15 PREPERATION FOR LUNCH.

fM
12 : 00 LUNCH.
pd
02 : 45 AFTERNOON WORK BREAK.

03 : 00 TEA BREAK.
04 : 00 PREPARE TO GO HOME.
04 : 30 HOME TIME.
05 : 00 OFFICE CLOSING TIME.
TIME MANAGEMENT
n
io
rs
ALWAYS REMEMBER !!!
ve
al
• You buy and sell time to make a living.
tri
ne
• Life is the study of attention.

hi
ac
fM
• How much of life am I willing to donate to someone else.

pd
• 80%people are working at wrong jobs.
• Make the move to enhance your productivity.

TIME MANAGEMENT
n
io
You must learn to
rs
ve
al PLAN
tri
ALL OF YOUR ACTIVITIES
ne
hi
SO
ac
PLAN YOUR MEETINGS

fM
PLAN YOUR APPOINTMENTS

pd
PLAN YOUR FAMILY TIME

&
PLAN ANYTHING YOU CAN THINK OF.

TIME MANAGEMENT
n
io
rs
TIME PERSPECTIVES
ve
al
•LONG TERM
tri
ne
hi
•SHORT TERM
ac
fM
pd

•Ask yourself what perspective do you keep in
mind where you plan to do something
n
•The long term perspective will sharpen your
io
rs
ve
short term perspective
al
tri
•Time perspective will develop a character and

ne
hi
discipline in the long run

ac
fM
pd
•Trade long term gain with short term pain

TIME MANAGEMENT
n
io
rs
ve
DETEMINE ALL YOUR----
al
• YEARLY GOALS
tri
• MONTHLY GOALS
ne
• WEEKLY GOALS
hi
ac
• DAILY GOALS
fM
• HOURLY GOALS
pd
PLAN HOW TO ACHIEVE EACH OF THEM
AND WHAT WILL IF TAKE TO GET THEM

n
io
rs
ve
al
tri
HAVE A MASTER LIST

ne
hi
ac
fM
pd

TIME MANAGEMENT
n
io
rs
IT PAYS TO BE ……
ve
al
tri
ne
hi
ac
fM
pd

TIME MANAGEMENT
n
io
rs
TIPS ON GETTING ORGANIZED
ve
• CHECK YOUR MAIL, PHONE MESSAGES AND YOUR
al
tri
E-MAIL AND PUT THE IMPORTANT ONES IN A
ne
MASTER LIST.
•
hi
CONVERT YOUR DRIVING TIME INTO LEARNING

ac
TIME.
fM
READ 30 MINUTES EACH DAY IN YOUR RESPECTIV

pd
FIELD.
• DO ANY ANALYSIS OF
1. TRAVEL TIME
2. TIMES FOR MEALS
3. PHONE CONVERSATIONS
4. MEETINGS. Copy Right by Syed Hussain Haider
TIME MANAGEMENT
n
STAYING ORGANIZED
io
rs
ve
1. KEEP CONTROL
2.
al
Keep the Master List
tri
Keep track of your”Things to do” list

ne
3.
hi
4. Learn from past mistakes and success

ac
Staying around people who are more organized than your-

fM
5.
pd
6. Self
7. Plan everything you do and take challenges
8. Do something important before it becomes urgent
9. And above all…..
BE SELFISH WITH YOUR TIME.
TIME MANAGEMENT
n
io
GETTING READY
rs
• MAKE TWO COLUMNS LIST.
ve
• PUT ALL UNFINISHED TASKS /JOBS/PHONE CALLS IN
al
tri
ONE COLUMN.
• PUT THE RESULTS OF NOT DOING.
ne
• THIS JOB IN THE OTHER COLUMN.

hi
ac
• NOW SEE WHAT YOU CAN LIV EWITHOUT.

fM
• WORK ON THEM AND GET THEM DONE WITHOUT

pd
TAKING ANYMOR ETASKS OR ASSIGENMENTS.
•AVOID THINGS /JOBS THAT GIVE YOU ANGER ,FEAR

OR GUILT.
TIME MANAGEMENT
THINGS TO DO
n
io
• DEVELOP THE LIST
rs
ve
• ANALYZE THE TASK
al
• PRIORITIZE THE LIST-based on the outcome of each task
tri
• VIEW THE LIST DURING THE DAY
ne
• KEEP VISION
hi
• DON’T DO OR TAKE THINGS THAT STOP YOU FROM THE

ac
fM
MAJOR TASKS ON THE LIST

• EVALUATE AT DAY END
pd
• LOOK AT THE ROOT CAUSES FOR NOT BEING ABLE TO

DO A TASK
• TRY TO CORRECT THE PROBLEM AND PLAN THE NEXT
DAY IN ADVANCE
TIME MANAGEMENT
SETTING PRIORITIES
n
io
rs
Use the ABCD method to determine your priorities by planning each
ve
Item on your list into one of the following categories
Priority A- ‘must do' these are the critical items. Some may fall
al
tri
ne
Into this category because of management directives, important

hi
Customer requirements, significant deadlines, or opportunities for

ac
Success or advancement
fM
Priority B- ‘should do’ these are items of medium value. Items

pd
Of medium value .Item in this category may contribute to improved

Performance abut are not essential or don't improved performance
But are essential or do not have critical deadlines

TIME MANAGEMENT
n
Priority C- ‘Nice to do’ this is the lowest value category .
io
rs
ve
While interesting or fun, they could be eliminated, postponed,
al
Or scheduled for slack periods
tri
Priority D- ‘Delegate’
ne
hi
ac
fM
Note your As,Bs,Cs and Ds are flexible, depending on the date

pd
your
List is prepared. Priorities change over time

TIME MANAGEMENT
SETTINGS PRIORITIES &ALLOCATING TIME
n
io
rs
ve
al
The biggest mistake one can make is to schedule every single
tri
Minutes of the day . One must leave a room for the unexpected
ne
hi
ac
IMPORTANT CAUTION:
fM
When something unexpected arises DO NOT automatically take

pd
off after it. STOP!and ask yourself:
“IS THIS UNEXPECTED EVENT MOR EINPORTAN THAN

WHAT I WAS ALREADY WORKING ON”

TIME MANAGEMENT
Es
n
TWO IMPORTANT
io
rs
ve
Effectiveness:
tri
al
It is doing the right job knowing what to do and
ne
When to do it,investing time to get the greatest

hi
ac
return
fM
Efficiency:
pd
it is doing the right job in the right way in the

right time at the right cost
“COMBINING THE TWO IS THE KEY TO THE
TIME MANAGEMENT
Copy Right by PROCESS”
Syed Hussain Haider
TIME MANAGEMENT
REALIZING TRUE EFFICIENCY
n
io
rs
ve
True efficiency is simply economy of means.We cannot really
al
manage time . We can only manage ourselves in relation to time.
tri
Here are techniques for achieving it
ne
•Standardized Forms: Find a routine way to handled repetitive

hi
ac
Tasks .Increase of daily reporting design a perform where either a

fM
person puts figures of brief comments. Simply meaning ,that the

pd
form shall be objective type.

•Consolidate:
•Combine separate actions
•Answer all your memos at one time
•Return all your phoneCopy
calls at a specific time
Right by Syed Hussain Haider
•Redistribute:
Use the services of Consultants and Professionals where needed
•Optimize:
n
Maximize your resources.
io
rs
•Anticipate:
ve
al
Identify aspects of a task the tare susceptible to advance
tri
preparation on.Collect material for a job at hand in advance.
ne
hi
•Delegate:
ac
fM
It is another important aspect of time management.Whenever

pd
Possible let someone else do a task.But , do not let someone do your

Homework ,project or assignment that your boss gave you to do

TIME MANAGEMENT
HOLDING MEETINGS
n
io
rs
ve
Ask yourself the following questions before your decide on a
al Meeting
tri
1. What do we need to discuss?
ne
2. What am I trying to achieve?

hi
3. Who is required to attend?

ac
4. How long shall we meet for?

fM
5. Who shall run the meeting ?

pd
6. What is the Agenda???

7. Finalize minutes before getting up?
WHAT IF SOMEONE CANNOT BE THERE FOR THE
MEETING?
TIME MANAGEMENT
n
Examples of common timewasters
io
rs
ve
Self -generated Environmental
al
tri
Disorganization Visitors
ne
Procrastination Telephone calls

Inability to say ‘No’
hi
Junk mails
ac
Indecision Waiting for someone

fM
Poor communication Unproductive meeting

pd
Fatigue Unnecessary reports&memo

Socializing Crisis
Others Others
Gossips Coffee time conversation
Unnecessary perfection Unused reports
TIME MANAGEMENT
THE AGILE MANAGER’S CHECKLIST
n
io
rs
ve
1. To reduce clutter, create goals.
2. Do it now, you won’t have more time later.
al
tri
3. Create just handful of goals in each important area of your life
ne
4. Get recognized at work. Poor organizational skills are deadly to

hi
your career.
ac
5.At work,use career goals as benchmarks to make decision.

fM
6.Set challenging goals, Stretch

pd
7.Identify the most important thing you can do at work to influence

the company positively.Then do it.
8.Focus on one thing at work:results
9.Take care of today’s work. Worry about tomorrow in twenty-four
hours or so…
10.Learn to say “no.”
11.Discover where your time goes by keeping a time log.
12.Plan you day using toe essential tools: a to-do list and a calendar.
13.Make lengthy appointment with yourself.this is when you’ll get
n
the most done.
io
rs
14.Set deadlines for yourself. Then move them up.
ve
15.Once a day, act on the paper that comes into your life.
16.You can: al
tri
Trash it.
ne
Send it to someone else.

hi
ac
File it.
fM
Act on it.
17.Don’t add an item to your reading pile unless you’re absolutely
pd
sure it contains something of value. Place a post –it note to remind

you where that value lies.
18.Refrain form generating paper.
19.Clean out your files once a year
20.Remember: it’s possible to operate in paperless mode
21.Don’t miss your deadlines.
22.To complete an assignment.
1. define the assignment.
2. outline briefly how you’ll do the work.
n
io
3. check the work in details.
rs
4. do the work.
ve
5. review the work.
al
tri
23.Don't forget:your end-of-project presentation
24.Don’t juggle tasks, but get as many in motion as you can,as
ne
hi
early as possible.
25.Don’t work so much.
ac
fM
26.Get a hobby.
pd
27.Exercise regularly.
28.Use toys and relaxation methods at work to refresh yourself.
29.Plan your day to take advantage of energy cycles.
30.Avoid meetings you know serve no purpose.
31.Get unnecessary reports out o your life.
32.Do just “good enough”with the reports and presentation you must
create.
33.Don’t wait more than ten minutes for people to show up for a
n
meeting or a lunch date.
io
34.Make decision quickly. Even if you decide wrong. It’s better than
rs
ve
being indecisive.
al
35.When procrastinating, decide to spend just ten minutes at the task,
tri
you are avoiding.
ne
36.Examine your reasons for resisting delegating. Know that most of them
hi
are bogus.
ac
fM
37.Delegate to keep people motivated.

pd
38.Delegate recurring chores like preparing reports, attending meetings

39.Delegate to the lowest(i.e, least expensive)level you can.
40.Define care fully the job you’re delegating. Define even more care
41.Fully the results you want.
42.Resist your temptation to interfere with, or take back, a job.
43.Before you call a meeting , explore whether there is another way
you can accomplish your purpose.
44.Keep meeting to six participants or less. The fewer the better.
n
45.Circulate an agenda before the meeting, and the minutes afterward
io
rs
46.Never end a meeting without summarizing its findings and calling
ve
for more action if necessary.
47.Learn to communicate well. It’s a time-management issue.
al
tri
48.Save time by speaking to groups.
ne
49.Use e-mails sparingly.

hi
50.Lean to write a succinct, well-constructed paper memo.

ac
fM
nothing beats it for impact.

pd
51.Set up a personal of departmental Web page to distribute reports

and memos, and answer frequently asked questions.
52.Consider using no technical methods to communicate (like
a system that uses index cards). They can still offer advantages over
computer and telephone.
53. Get others to filter information and news for you.You best bet :a
good trade journal of industry-specific news-letters.
54. Use computer programs to remember for you, keep you organi
and provide expert solutions.
n
io
55. Use your computer to gather news and analysis on subject of
rs
ve
interest to you.
56. Let the expert choose for you in areas in which you are un user of
al
tri
Yourself. But always have one of two areas in which you are the
ne
expert.
hi
ac
fM
pd

Process Mapping
n
io
rs
ve
&
al
tri
ne
Time Motion Study

hi
ac
fM
pd

10 ways to avoid and overcome job
burnout
n
 
io
1.Ask for more work 6. Restructure your
rs
 job
ve
2. Take on different
work al  7. Attack problem
tri
 3. Learn something co-workers head-on
ne
new  8. Change
hi

ac
4. Do something new department

fM
 5. Become more  9. Change

pd
active in your own field employers

 10. Change
fields

Gain 10% more energy
n
 
io
1. Drink cold water 5. Avoid big meals
rs
ve
 2. Wash your face in the middle of the
al

day
tri
3. Go to bed and

ne
hour earlier 6. Take a multi

hi
ac
 4. Eat breakfast vitamin

fM
 7. Take a cat-nap
pd
 8. Exercise

Think 10% faster
n
 
io
Identify the problem 6. Use checklists
rs
 
ve
2. Assemble 7. Get feedback
al
pertinent facts  8. Team up
tri
 
ne
3. Gather general 9. Give new ideas a

hi
knowledge chance
ac

fM
4. Look for
pd
combinations
 5. Sleep on it

Practice the art of delegation
(“The act of controlling through others”)
n
¨ 1. Demand solutions, 8. Improve the work
io
rs
not problems environment
ve
¨ 2. Use “what-if” logic
al ¨ 9. Show interest in their
¨ 3. Target productive
tri
lives
¨ 10. Be open to ideas
ne
work times
hi
¨ 4. Add a human touch ¨ 11. Give your people

ac
¨ 5. Don’t be overly
fM
room to advance
¨ 12. Delegate whatever
pd
critical
¨ 6. Let them fail you can
¨ 7. Be available ¨ 13. Reward productive
behavior

Steps you can take to get your message across
so everyone understands:
n
io
1. Listen and Make sure 6. Don’t assume
rs
you understand
ve
7. Don’t let your
2. Prove you understand –
al annoyance and
tri
feed it back
impatience
ne
3. Never under estimate

hi
the intelligence of the 8. Budget

ac
average person communications time

fM
pd
4. Talk to people at their into the schedule

level, not yours
9. Use 80/20 rule
5. Make sure they get it

Practice the magic of saying no
¨ 1. Say “no thanks”
n
io
7. Know what
rs
¨ 2. Give a reason
ve
your goals and
¨ 3. Repeat refusals
al priorities are
tri
¨ 4. Walk away ¨ 8. Be realistic about

ne
¨ 5. Change the
hi
the consequences of
ac
doing one more thing

fM
¨ 9. Offer alternatives
Subject
pd
¨ 6. Give them the

and solutions
cold shoulder
¨

Steps you can take to get your message across
so everyone understands:
n
1. Make a friend
io
5. Be courteous but
rs
ve
2. Prefer positive to don’t overdo humility
al
negative statements 6. Emphasize before
tri
stating an opinion
ne
3. Don’t speak when

hi
you are angry 7. Apologize completely

ac
fM
4. Don’t use value

pd
judgments to make
people feel bad about
mistakes

HOW TO EVALUATE YOUR WEEK
 Evaluation can be done in a personal journal or
on the back page of the weekly worksheet as you
n
io
rs
wrap up one week and prepare for the next. You
ve
may find it helpful to create a checklist of
al
tri
questions to carry with you in your organizer and

ne
go through them each week. You probably won't

hi
ac
want to use more than five or six questions. You

fM
may want to select some from the following list:

pd

 Which goals did I achieve?
n
What empowered me to accomplish these
io

rs
goals?
ve
al
 What challenges did I encounter?
tri
How did I overcome them?

ne

hi
 Was accomplishing these goals the best use

ac
of my time?
fM
pd
 Did my focus on these goals blind me to

unexpected opportunities for better use of
my time?
 Did meeting these goals add to my Personal
n
Integrity Account?
io
rs
 Which goals did I not achieve?
ve
al
 What kept me from accomplishing these goals?
tri
As a result of the choices I made, did I use my

ne

hi
time in better ways than I had planned?

ac
Did my choices make deposits or withdrawals

fM

pd
from my Personal Integrity Account?

 What unmet goals should I carry into the
coming week?
 Did I take time for renewal, reflection, and
recommitment?
n
io
 Did I take time to sharpen the saw on a daily basis?
rs
ve
 How did the time spent in renewal impact other areas?
al
In what ways was I able to create synergy between
tri

ne
roles and goals?

hi
How was I able to apply character and competence

ac

fM
gained in one role to other roles?

pd
 What principles did I apply or fail to apply during the

week? What was the effect?
 What can I learn from the week as a whole?
PARETO’S PRINCIPLE
n
io
 Eighty percent of the results or value are
rs
ve
achieved through/by twenty percent of the
al
activities/people.
tri
ne
 80% of progress is made by 20% of employees

hi
ac
 80% of absenteeism results from 20% of

fM
employees
pd
 80% of sick leave is taken by 20% of workers

 80% of group discussion is presented by 20%

PARETO’S PRINCIPLE
n
 Eliminate the “Trivial Many” 80% and focus
io
rs
on the “Vital Few” 20%
ve
Review your activities and determine which
al

tri
are the “Vital Few” that will provide the

ne
hi
maximum value towards accomplishing our

ac
most desired goals.

fM
pd

BALANCE?
-Balance is something you can achieve
n

io
rs
 -Allow others to share the load
ve
-Let go of unrealistic goals and priorities
al

tri
 -Act on your goals/priorities

ne
hi
 -No is a word you can learn to say

ac
fM
 -Communicate effectively to strengthen

pd
relationships
 -Expect and plan for the unexpected

n
Time Management
io
rs
ve
&
al
tri
ne
Team Dynamics
hi
ac
fM
pd

TEAM – WORK
n
 Coming together is a  T = Together
io
rs
beginning.
ve
al  E = Everyone
tri
 keeping together is A = Achieves

ne

progress.
hi
ac
 M = More
fM
Working together is
pd

success.
The ratio of “We’s” to “I’s” is the best
indicator of the Development of a team.
Excessive
Bickering
Lack of
n
Buck
io
Purpose or Goals
rs
Passing
ve
al
tri
Symptoms of an
ne
Ineffective team
hi
ac
fM
pd
Mistrust
Tury Wars of Team
Inadequate Mates Motions
Mix of Skills
Team Decisions
Advantages :
n
Team decisions have the following advantages:
io
Can improve decision quality by facilitating the pooling of relevant knowledge and stimulating creative ideas.
rs
Can improve decision quality when they involve the interdependent activities of different functions, subunits
ve
Or parties.
al
Allow responsibility to be diffused among several people, thereby facilitating some type of unpopular decsions
tri
Such as budget cut backs and disciplinary action
ne
Help members understand the nature of the problem and the reasons for the final choices of a solution; this
understanding helps members implement decision effectively
hi
Are likely to result in higher commitment by team members to implement decisions as compared to decisions
ac
made by a manager alone

fM
pd

TEAM LANGUAGE
n
 We  What's our consensus?
io
rs
 Our  What should we do
ve
Have you considered differently next time?

al
tri
 We can all do better  Tell me how I can help?

ne
We got a problem
hi
 What should we do? 

ac
What do you
fM

pd
recommend?

Disadvantages:
Team decisions have these disadvantages:
n
io
rs
Usually take longer than decision made by a a manager alone, and the cost in participant time is greater.
ve
Are not necessarily better than those by a single manage, who has all of the relevant information and knowledge
al
needed to make the decision: and in some cases, team decisions may even be inferior.
tri
May end up being a poor compromise rather than an optimal solution, when team members cannot agree among
ne
Themselves about the teams objectives and priorities.
May be self–serving and contrary to the best interests of the organization, if team members have an objective
hi
And/ priorities that are different from those of the manager.

ac
May symbolize a team’s tendency to support each other in defensive avoidance of evidence that existing policies
fM
Are no longer valid or adequate.

pd

The team leader’s role in creating effective team
Emphasize group recognition and reward
n
io
Identify and build on the team’s strengths
rs
Develop trust and norm of teamwork.
ve
Develop the team’s capabilities to anticipate and deal
al
with change effectively.
Empower teams to accomplish their work with minimal
tri
ne
Interference.
Inspire and motivate team needs and attend to them in
hi
ac
a timely fashion.
Encourage and support team decisions.
fM
Provide teams with challenging and motivating.

pd

The organization role in creating effective team
Top management’s unconditional support

Adequate information and other resources
n
io
Flexibility task structure
rs
Appropriate size and membership mix
ve
Clearly defined mission statement and goals
Appropriate power-sharing structure- shared
al
tri
Leadership.
Competent team leadership
ne
Evaluation and socialization of team members

hi
ac
fM
pd

WINNER v/s LOSER
Winners have dreams;
n
io
Losers have schemes;
rs
winners sees the grains;
ve
losers see the pains;
al
Winners see the potential;
tri
Losers see the past;
ne
hi
winners make it happen;

ac
losers let it happen;

fM
Winners see possibilities;

pd
Losers see problems;

winners make commitments;
losers make promises;
Winners are a part of the team;
Losers are apart from the team;
Winners always has a programme;
Loser always has an excuse;
Winner says”Let me do it for you”;
Losers says”that is not my job”.
n
io
Winners say ”I must do something”;
rs
ve
Losers say “something must be done”;
al
tri
Winner sees an answer for every problem;
ne
Loser sees a problem for every answer;

hi
ac
Winner believe in win/win;

fM
Loser believe for them to win,someone has to lose;

winner says “It may be difficult but it is possible”;
pd
loser says” It may be possible but it is too difficult ”
Winner makes a mistake .He says ”I was wrong ”;

Loser makes a mistake, he says “ It wasn’t my fault”;

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Leadership

Prepared and Copy Righted By:

Syed Hussain Haider

Barriers fall, everything succumbs

_______ if positively inspired the very

gates of Heaven open”

Copy Right by Syed Hussain Haider

 Area 796,000 sq.km.  Area 685 sq.km.

 N.Resources: Many  N.Resources: Zero

 Econ.results: (-)  Econ.result: (+)

 Budgeted Expenses for  Budgeted Investment for

Copy Right by Syed Hussain Haider

Copy Right by Syed Hussain Haider

OUTPUT Words OUTPUT

Copy Right by Syed Hussain Haider

When you change your EXPECTATIONS

You change your ATTITUDE

When you change your ATTITUDE

You change your BEHAVIOUR

When you change your BEHAVIOUR

Copy Right by Syed Hussain Haider

Copy Right by Syed Hussain Haider

Copy Right by Syed Hussain Haider

Acquiring , and transferring Knowledge ; and

behavior to reflect new knowledge and

Copy Right by Syed Hussain Haider

generated by people at lower levels in the Organization.

Knowledge and information are disseminated or made accessible to any one

Resources are committed to fostering learning at all levels (such as at

Copy Right by Syed Hussain Haider

how things work, How to adapt to the

environment , and how to achieve organizational

People are not afraid to fail.

Copy Right by Syed Hussain Haider

Passed down And with other companies

Centralized decision making Decentralized decision making

Copy Right by Syed Hussain Haider

Encourage creative thinking.

Encourage systems thinking.

Create culture conducive to individual and team learning.

Create a shared vision for learning.

Broaden employees frame of reference.

Create an environment where people can learn from their mistakes.

Copy Right by Syed Hussain Haider

Unfreezing Changing Refreezing

Establish a sense of Form a powerful

Empower employees to act

Copy Right by Syed Hussain Haider

Know when a full-scale or limited-scale approach to implementations is needed.

Show relentless support and unquestionable commitment to the change process.

Communicate a strong message about the urgency for change.

Maintain ongoing communication about the process of change.

Avoid micromanaging an empower people to implement the change

Help people deal with the trauma of change

Lack of conviction that change is necessary

Threat to personal values

Fear of being manipulate

Copy Right by Syed Hussain Haider

Willingness to work hard

Copy Right by Syed Hussain Haider

Willingness to work more hours

Capacity to lucid writing

Skill with numbers Capacity for abstract thought