1. BY: ANNIE RAJESWARIE

2. 
 TIME
 SHARING
 QUESTION
BEFORE WE BEGIN

3. • UNDERSTANDING GOOD LEADERSHIP BEHAVIOR
• DISCOVER DIFFERENCE BETWEEN LEADERSHIP AND
MANAGEMENT
• UNDERSTAND THE BASICS OF LEADERSHIP &
MOTIVATION
• LEARN HOW TO LEAD BY EXAMPLES
• DEVELOP SKILLS IN COMMUNICATING,
INFLUENCING AND NEGOITIANG WITH PEERS
• DEAL WITH POOR PERFORMER IN EFFECTIVE MANNER

4. WHAT IS THE DIFFERENCE BETWEEN A
MANAGER AND A LEADER?

5. 
 Managers have employees
 Managers react to change
 Managers think of ideas
 Managers communicate
 Managers direct group
 Managers try to be heroes
Managers take credit
MANAGER VS
LEADER
 Leaders win followers and
followers will become a
leader in the future
 Leaders create change
 Leaders implement them
 Leaders persuade
 Leaders create team
 Leaders make everyone
heroes
 Leaders take responsibilities

6. 
So who are you?
A Manager or A Leader?

7. He who thinks he leads
but has no followers is
only taking a walk
A leader is a influencer

8. 
INFLUENCER
 I – Integrate People
 N – Nurture People
 F – Faith in People
 L – Listening to People
 U – Understand People
 E – Enlarge People
 N – Navigate People
 C – Connect with People
 E – Empower People
 R – Reproduce yourself

9. 
Leadership Traits

10.  Without it, you will never be comfortable in the
leader role.
 You will struggle every day with the basics, and
your team memberswill sense it in everything you
do.
 You’ll find your work suffers
 Your team frustrated because they can’t do work
without you doing yours.
 They will leave if you don’t first.
Desire to Lead

11. 
 Do not lie while you are holding a leadership position
 Do what you say you will do and behave the way that you
expect your team to behave.
 Maintain clear communication, no beat around the bushes
 They look you up as a role mode and try to perform like you
(You are not a leader if you have no followers)
Honesty and Integrity

12. 
 confidence allow you to make the tough decisions that people
expect from a strong leader
 It allows you to lead meetings with authority, to accept critics
and open communication
Self Confidence

13. 
 Good leaders must be able to tolerate frustration and stress.
 must be well-adjusted and have the psychological maturity to
deal with anything they are required to face
Emotional Stability

14. 
 capacity to perform higher mental processes of reasoning,
remembering, understanding, and problem solving
 Leaders must always be prepared to carry task from simplest to
the most complex.
Cognitive Ability

15. 
 For your to be respected by your employees, you must first
know your business.
Knowledge of the
business

16. 
 High Efforts, high desire to achieve, high initiative level and
persistence
High Drive

18. Your difficult boss, customer,
prospect, voter, student…probably
not stupid, probably just
uninformed. There are huge
difference (Seth Godin)

19. 
 Transactional – do things because they are paid to
 Transformational – inspire groups of people, creates
and share his vision.
 Autocratic – he has full control of his power and
demand employee’s to follow his way
Leadership Style

20. 
 Bureaucratic – work by book, follow procedures.
 Laissez Faire – let employee do by their job by their
way.
 Charismatic – similar like transformational however
here the leader give a little push to team to boost
motivation.
Leadership Style

21. 
 Have the guts to challenge
the process
 Be enthusiastic
 Help others to act
 Set the example
 Celebrate achievements
Principle of Leadership

22. 
 Invisible Fences
 Fear
 Waiting for savior
 Comfort zone
 Excuses
What is stopping us?
You can curse the
darkness or light up
a candle and show
up as a leader

23. 
 Changing organizational structure
 Team Work and driving focus to provide quality
assurance
 Coaching, Support and empowerment
 Rapid environmental change
Importance of
Leadership

24. 
 Setting Goals
 Motivating employees
 Discipline and building morale
Importance of
Leadership

25. 
Leadership issue
• Managing Power – eg: using power to give positive benefits
to employees without assessing employee’s capabilities
• Delegating Task – Doing task that is too routine and requires
minor decision or flooding employees with unreasonable
amount of task.

26. 
Leadership issue
• Lack of credibility and Trust – lack of honesty, as a leader it
looks awful if you lie
• Non-ethical leadership – eg: Asking your employees to cheat
• Personal Character & behavior – Sleeping in the office,
watching movies

28. Gumdrop Building

30. 
1 Pride & Arrogance
Early successes begin to inflate egos. Never forget your roots

31. 
2 Negative influences
Some advices are valuable and could help keep you on track but
some will nudge you until one day you wake up and find yourself
way off the course. LISTEN TO THE ONE WORTH LISTENING
AND IGNORE THE NEGATIVE ONES

32. 
3 Lacking integrity
Establish a set of sound ethics policies, integrate them into all
business processes, communicate them broadly to all employees,
and make clear that you will not tolerate any deviation from any of
them. Then live by them

33. 
4 Majoring in Minor
Things
There are a handful of things that are important enough to account
for the greatest impact. Don’t sit on the Minor task and emphasize
as though this it is a Major Task to complete.

34. 
5 Avoiding
If there are things that you can do, and should do, then do them.
Don’t neglect them. Keeping quiet will not solve the issue for you.

35. 
6 Lacking Values
Values are what the company stands in. You cannot be a leader if
you kill the company’s values.
Establish a set of Core Values that can unite the organization, and
then create resonance around them.

36. 
7 Blindly trusting
people
Allow people to run on “short leashes” until they prove
themselves. Any competent and skillfull person should have no
problem with this approach.

37. 
8 Spin Doctoring
Many companies taught their executives to provide carefully
crafted answers to questions to conceal the true facts. Present the
facts, tell the truth, communicate the complete story and let the
chips fall where they may

38. 
9 Short Cutting
Tried and true process takes time and skill. You reap what you
sow. Don’t U-Turn where you should not just because you want to
be fast

39. 
10 Short Term Focus
Don’t cannibalize future results to satisfy the present quarter.
Don’t obsessed with making the immediate quarter, that we
severely impacted future business.

40. 
8 Rules dealing with
poor performer
1. Identify why employee is under performing.
2. Don’t make it personal
3. Do it Private
4. Be specific
5. Give timely feedback
6. Use A,B, C format for feedback
7. Check for understanding
8. Keep recorded

41. 
Remind yourself
everyday
3 STEPS

47. Leaders Do Right Things
Managers Do things Right
TO BE CONTNUED…