too many bosses too few leaders
DESCRIPTION
Too Many Bosses Too Few Leaders - book review by Anwar RamliTRANSCRIPT
BOOK REVIEW
Research & Development Division Federal Department of Town & Country Planning
Rajeev is currently CEO of the ICLIF Leadership &
Governance Centre based in Kuala Lumpur, Malaysia,
which provides executive education, advisory services and
executive coaching to professionals and board directors in
Asia, Middle East and Africa. He has lived in thirteen cities
in seven countries, and has provided learning, coaching
and consulting services extensively across the globe.
Rajeev has extensive global experience in all aspects of
Human Capital Management, with particular focus in the
areas of Leadership Development, Organization
Effectiveness, Performance Management, Succession
Planning, and Learning & Development. He also specializes
in coaching and facilitating senior management teams in
their efforts to streamline Business Strategy, Organizational
Architecture, and Culture.
the author Rajeev Peshawaria
content
The book is written in 2 parts with 8 chapters:
Part One : Self and Team Leadership 1. ENERGIZE the Self: Self-Leadership
2. ENLIST Co-Leaders: Team Leadership
Part Two : Enterprise Leadership 3. GALVANIZE Large Numbers: Enterprise Leadership 4. B-B-N: Wiring the “Brains”
5. B-B-N: Building Strong “Bones” 6. B-B-N: Developing Cultural “Nerves” 7. Common Threads, Individual Paths 8. Nurturing the Most Valuable Intangible Asset
“Of all the bosses in your career, how many would you
call truly great leaders?”
“A truly great leader is someone who brings
the best in you, someone you can learn from,
who you can respect for who he is, and who
genuinely cares about your success and growth”
The problem – too many bosses base their leadership
styles on flawed assumptions like “leadership comes
from a position of power” and “leadership can be
taught through competency models, role plays and
formulas.
Most people accept leadership positions without fully
understanding what‟s involved, and without asking
themselves if leadership is for them. Many
underestimate the task of leading.
The result – abundantly visible,
too many bosses, but few good
leaders around.
“Leadership is the art of harnessing human energy
toward the creation of a better future.
There is no guaranteed reward at the end."
ENERGIZE!
ENERGIZE THE WHOLE ENTERPRISE Maximize success by proactively managing the BRAINS (visions &
strategy), BONES (organization design), and NERVES (culture) of your
business
ENERGIZE THE CORE TEAM OF CO-LEADERS Meet individual expectations around
ROLE, ENVIRONMENT and DEVELOPMENT
ENERGIZE YOURSELF Clearly define your
PUPOSE: The results you want to create
and your
VALUES: The belief system that will
guide your actions
ENERGIZE YOURSELF
Clearly define your
PUPOSE: The results you want to create and your
VALUES: The belief system that will guide your actions
Questions 1. What three to five things are
most important to me?
2. Do I want to:
3. What results do I want to create?
4. How do I want people to experience me?
5. What values will guide my behaviour?
6. What situations cause me to feel strong emotions?
ENERGIZE THE CORE TEAM OF
CO-LEADERS
Meet individual expectations around
ROLE, ENVIRONMENT and DEVELOPMENT
Questions 1. What is my Role?
2. What is my work Environment like?
3. What are the prospects for growth and
development?
GALVANIZE THE ENTERPRISE
Maximize success by proactively managing the
BRAINS (visions & strategy), BONES (organization
design), and NERVES (culture) of your business
Transition involves 2 changes:
1. How to stop “doing” and start “facilitating”
2. Shift in your personal orientation (“I” to “We”)
Leadership activities that leverage organization:
1. Setting direction (the BRAINS of your business)
2. Designing the organization (the BONES of your business)
3. Creating a culture of excellence (the NERVES of your
business)
Success Stories and Failures
1. Create strong culture
2. Proactive management of culture is a primary task of leadership, and
only if leadership walks the talk and leads from the front does a
culture takes hold
3. Decisive decision making
1. Obsessed with self-criticism.
By constantly questioning how you do things, you don‟t
outflank your competition next quarter. You outflank
them next decade.
2. „Kaizen‟ (continuous improvement).
Toyota employees generate over 1 million process
improvement ideas every year. Of these, over 90% get
implemented.
Example of People With Great Leadership
JEFF BEZOS (Founder & CEO of amazon.com)
World‟s first online retail company, survived the dot.com
crash, expanded from books to selling almost everything
else on the Web, created a marketplace for third-party
sellers, become a Fortune 500 company with one of the
most recognizable brands of the Internet age, and started a
company to explore space travel.
Tom Gardner – CEO of The Motley Fool
(Financial Adviser Company)
The company that educate the average investor
and help him make better decisions about his
money. They do this by providing newsletter
subscriptions, investment advice, money-management services, creating online
investment communities where people learn from one another, and through books
and newspaper columns.
A QUICK SURVEY TO GET FEED-BACK ON
LEADERSHIP EFFECTIVENESS
Setting Direction (BRAINS)
1. We have compelling vision for future success.
2. We have clearly differentiated strategy to achieve our
vision.
3. Vision and strategy are so clear that they guide
resource allocation and decision making.
4. We have clearly recognizable core capabilities that
give us our competitive edge.
5. Everyone in the organization can clearly and
consistently articulate our value proposition to clients.
A QUICK SURVEY TO GET FEED-BACK ON
LEADERSHIP EFFECTIVENESS
Designing The Organization (BONES)
6. We have top-quality talent with the right skills and
experience in all key jobs.
7. Our supporting systems and structures encourage
desired performance.
8. Roles, responsibilities and decision rights are defined
as clearly as possible.
9. Our people and resources are deployed in a way that
best supports the execution of our strategy.
10. Formal organization structure enables building and
strengthening our core differentiation capabilities.
A QUICK SURVEY TO GET FEED-BACK ON
LEADERSHIP EFFECTIVENESS
Creating A Culture Of Excellence (NERVES)
11. We have a well-defined cultural philosophy (who we
are and what we stand for), and it is well understood
by everyone.
12. Our compensation and reward practices encourage
desired behaviours in line with the cultural philosophy.
13. Through their actions, our leader proactively create a
culture of collaboration and teamwork.
14. We focus both on short-term success and long-term
capability building.
15. Our culture is one of listening, learning and constant
renewal.
“Leadership is about channelling energy”
Self-checklist is a good way to start assessing and
defining your own leadership
I have clearly desired my purpose – what I want out of life
I have set of clearly defined values to guide my behaviour
I fully understand my direct reports, expectations and preferences
regarding their Role, Environment and Development
My organization has differentiated strategy to achieve our stated vision
The strategy is widely understood by everyone in my organization
My organization is designed to support the execution of strategy most
effectively and efficiently
We have right people in all key jobs
The culture of my organization promotes long lasting excellence
My own behaviour is in accordance with the culture we aspire to build
within my organization
Rate your level of agreement on a scale 1-5 scale where 1=strongly disagree, 2=disagree,
3=neutral, 4=agree and 5=strongly agree
Conclusion
Three core principles you need to become an extraordinary
leader:
1. Great leaders clearly define their purpose and values;
2. Nobody can motivate another person because everyone comes premotivated;
3. A leader's job is not to directly produce results but to create
the conditions that will harness the energy of others.
Are leader “born” or “made”?
Defining your purpose and values should give you the
“will” for leadership.
You have to define what leadership means for you !
Muslim believe – Prophet Muhammad SAW (most
influential persons in history (Michael H. Hart)