Leadership at 26000 Feet - Session by Capt Raghu Raman


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Leadership at 26000 Feet - Session by Capt Raghu Raman

  1. 1. Though leadership is found and needed in virtually every circumstance, it is criticallyessential (and hence blossoms) in crisiss. This 3 part series deals with threedistinct elements of leadership.In the first part, the officer is enthused and convinced that every person can be aleader. The teaching point process is as follows:• Demonstrate that the attendee is far better off than several others ( Improve self esteem, sense of confidence and ‘can-do’ attitude)• Create an ambience of crisis, high stakes environment (the creation of outer world)• Introduce points of teaching evoking the desire and conviction that anyone can be a leader if they follow the explained principles• Reinforce the introspective aspects of leadership (creation of the inner world)Part 2 – Projection of a leader - The innate capability of the leader is like a funnel.No matter how big the broad end is – the followers can only see the narrow end.One of the biggest failure points of leaders is their ability to ‘project’ the leadership.This lesson plan has the following teaching points: 1
  2. 2. • Why good people (qualified, trained etc.) do not necessarily become good leaders• Projection of leadership is the key missing components• Mechanics of projection• Essential elements of ‘charisma’• Developing the ability to project influence.Part 3 – Persuasion – above all a good leader has to be an excellent persuader. Yetmost leaders are never taught this important skill. Persuasion is very different fromnegotiation. The former is an art form that often crosses between emotion, logic andmakes the followers own the idea as their own. Teaching points include:• Why different people need to be persuaded in different ways.• How to identify which style of persuasion fits whom.• Persuasion strategy especially for change management• Building a persuasive leadership culture. 1
  3. 3. Setting the context and describing the points of teaching.2 minutes 2
  4. 4. • Build the frame of reference. Allow attendee to develop a ‘current’ world view. Encourage pessimism, draw out cynicism, especially cynicism cloaked in the garb of realism.• Develop on each question, asking the members of attendees to elaborate internally.• Introspective exercise. 3
  5. 5. Get attendees to focus on the one major problem choking the leadership quotientThis is essential for demolition of the current world view. 4
  6. 6. Beginning of the story line… 5
  7. 7. Not for distribution.
  8. 8. Question the first world view 7
  9. 9. Demolish world view and establish power of personal leadership 8
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  12. 12. Video film – creation of the outer world… 11
  13. 13. Classified slides – not for distribution 12
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  15. 15. When I was posted at the base camp I had the opportunity to witness firsthand twocombat units that were so similar in every which way and yet in one essentialelement they were different. This is the story of 18 & xx Mahar.Two battalions from the same regiment. Same material of troops, same caliber inevery which way and yet one doing exceedingly well while the other was collapsingfrom every side.Why does this happen?Explain the concept and power of singular leadership 14
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  17. 17. Live case study 16
  18. 18. Explain concept of the burden of command 17
  19. 19. Retrieve from outer world to current worldAllow emotional time to recover 18
  20. 20. Reinforce teaching points 19
  21. 21. Styles of leadership, traits and examples 20
  22. 22. Cast the followers schema and enable attendee to absorb their view point 21
  23. 23. Reinforce personal dilemmas about managing vs leading.Important – Follow up and link with Part 2 Projection of the leader 22
  24. 24. Recover to current world and call for action 26
  25. 25. Climax to a high point and leave with introspective call for action. 27
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