articl ppt 2
TRANSCRIPT
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Michael D. Watkins
is a cofounder of Genesis Advisers, a leadership
development firm specializing in on boarding and
transition acceleration, anda professor at IMD. He is theauthor of The irst !" Da#sand $our %e&t Move 'both
from Harvard (usiness)ress*.
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Managers The people responsible for
supervising the use of an
organization+s resources to meetits goals.
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LEADERSHIPLeadership is a process by which a
person influence others toaccomplish an objective and directs
the organization in a way that make
it more cohesive and coherent
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DIFFERENCE B/W MANAGER & LEADER
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The diference between being amanager and being a leader is simple.
Management is a career. Leadership is acalling.
A manager focuses on process andprocedure, a leader focuses on people.
A manager administrates. A leader envisions. A manager maintains. A leader develops. A manager measures projections. A leader
projects measures. A manager ensures that things are done
right. A leader ensures that the right things
are being done. A manager ensures that rules are followed
(such as laws, regulations and policy). Aleader empowers and inspires innovation.
A manager deals in detail. A leader inpossibility.
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Enterprise leaders must be ableto;
mae decisions that are good for the
business as a -hole.evaluate the talent on their teams
effective leaders understand the -a#s thatprofessionals in finance, mareting,operations, H, and /D approach businessproblems.
leaders must be able to spea the languageof all functions and translate for them -hennecessar#
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Skills used by Leaders;
0evel shifting
)attern recognitionmental simulation
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LEVEL SHIFI!"1 is the abilit#to move fluidl# among levels of
anal#sis 2 to no- -hen to focus onthe details, -hen to focus on the bigpicture and ho- the t-o relate.
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PAER! RE#$"!II$!% is
the abilit# to discern importantcasual relationships and othersignificant patterns in a compels
business and its environment2 thatis to separate the signal from thenoise.
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ME!AL SIM&LAI$!% is the
abilit# to anticipate ho- outsideparties 'competitors, regulators, the
media, e# members of the public* -ill response to -hat #ou do, topredict their actions and reactions
in order to define the best course totae.
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As leaders move up to the enterprise level,
the# become responsible for designing andaltering the architecture of the organization2its strateg#, structure, processes and sill
bases.To be effective organizational architects,the# need to thin in terms of s#stems. The#
must no- ho- the e# elements of theorganization fit together.
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To set the agenda, a leader had to
learn to navigate a far more uncertainand ambiguous environment than he -as used to. He also needed to learn
to communicate priorities in -a#s hisorganization could respond to.
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'HA D$ EFFE#IVE#$RP$RAE DIPL$MAS D$(((
The# use the tools of diplomac#2negotiation, persuasion. 3onflict
management, and alliance building2 toshape the e&ternal business environment tosupport their strategic ob4ectives. In the
process the# often find themselvescollaborating -ith people -ith -hom the#compete aggressivel# in the maret
ever#da# .
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5nterprise leaders need to embrace a
ne- mind set2 to loo for -a#s thatinterests can or do align, understandho- decisions are made in different
inds of organizations, and developeffective strategies for influencingothers.
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