Report-Leadership-styles-Executive-Development-APMercurio.pdf

EXECUTIVE DEVELOPMENT
A. LEADERSHIP STYLES
I. LEADERSHIP AND THE LAW
II. ENTERPRISE LEADERSHIP
III. ESSENTIAL QUALITIES OF A GOOD
LEADER
ANGELA P. MERCURIO
PRESENTER

B. THE FOUR KINDS OF LEADERS
I. LEADER AS DIRECTOR
II. LEADER AS PROBLEM SOLVER
III. LEADER AS DEVELOPER
IV. LEADER AS DELEGATOR
ANGELA P. MERCURIO
PRESENTER

C. HOW PERFORMANCE IS DEVELOP AND RAISE
1. DEVELOPING TOP PERFORMANCE
2. RAISING THE PERFORMANCE BAR
3. EMPOWERMENT
ANGELA P. MERCURIO
PRESENTER

21 IRREFUTABLE LAWS OF
LEADERSHIP
BY JOHN C.MAXWELL

JOHN C. MAXWELL, THE AUTHOR
John C. Maxwell: an internationally respected
leadership expert, speaker, and author who
has sold more than 19 million books.
He is the founder of EQUIP, a non-profit
organization that has trained more than 5
million leaders in 126 countries worldwide

JOHN C. MAXWELL, THE AUTHOR
Each year he speaks to the leaders of diverse organizations,
such as Fortune 500 companies, foreign governments, the
National Football League, the United States Military Academy
at West Point, and the United Nations.
Author of:
The 21 Irrefutable Laws of Leadership
Developing the Leader Within You
The 21 Indispensable Qualities of a Leader.

INTRODUCTION
A Summary of the 21 Irrefutable Laws of Leadership is a
discussion of rules that can help any aspiring
businessperson become a true leader in business .

1.THE LAW OF THE LID
“Leadership Ability Determines a Person’s Level of
Effectiveness”
Your leadership ability always determines your
effectiveness and your potential impact on your
organization
Smart and talented people are able to go so far because
of the limitations of their leadership

2.THE LAW OF INFLUENCE
“The True Measure of Leadership is Influence-
Nothing More, Nothing Less”
The true leadership cannot be awarded, appointed, or
assigned. It comes only from influence, and that
cannot be mandated. It must be earned.
Factors that make a Leader
Character Intuition Ability
Relationships Knowledge Experience

3.THE LAW OF PROCESS
“Leadership Develops Daily, Not in a Day”
Leadership is learned over time. And it can be learned.
People skills, emotional strength, vision, momentum, and
timing are all areas that can and should be learned.
Leaders are always learners.

4.THE LAW OF NAVIGATION
“Any One Can Steer a Ship, but It Takes a Leader to Chart
the Course”
A navigator (leader) listens – he finds out about grassroots
level reactions. Navigators balance optimism with realism.
Give the trip the best chance of being a success…
Draw on Past Experience
Examine the conditions BEFORE making commitments
Listen to what others have to say
Make sure their conclusions represent both faith and
fact

4.THE LAW OF NAVIGATION
Have a strategy…
Predetermine a course of action.
Lay out your goals.
Adjust your priorities.
Notify key personnel.
Allow time for acceptance.
Head into action.
Expect problems.
Always point to the successes.
Daily review your plan.

5. THE LAW OF ADDITION
Leaders add value by serving others …
… people will achieve more, develop more loyalty and have better
time getting things done
❑Adding Profits by Adding
Value
❑ Adding Value, Changing
Lives

6.THE LAW OF SOLID GROUND
“Trust Is the Foundation of Leadership”
Leaders cannot repeatedly break trust with people and
continue to influence them
Your people know when you make mistakes
Build trust by consistently exemplifying competence,
connection and character
No leader can break trust with his people and
expect to keep influencing them
Leaders earn respect by making sound decisions, admitting their
mistakes and putting what’s best for their followers and the
organization ahead of their personal agendas

7.THE LAW OF RESPECT
“People Naturally Follow Leaders Stronger Than Themselves”
Even natural leaders tend to fall in behind those who they sense have
a higher “leadership quotient” than themselves.
Ways to gain others’ respect:
1. Natural leadership ability
2. Respect for others
3. Courage
4. Success
5. Loyalty
6. Value added to others
People naturally follow leaders stronger
than themselves…

8. THE LAW OF INTUITION
“Leaders Evaluate Everything with a Leadership
Bias”
➢Leaders see trends, resources and problems,
and can read people.

8. THE LAW OF INTUITION
“Leaders Evaluate Everything with a Leadership Bias”
Great leaders should be able to:
Read their situation
Read trends
Read their resources
Read people
Read themselves

9.THE LAW OF MAGNETISM
“Who You Are Is Who You Attract”
Leaders attract people like themselves.
Who you are is who you attract. If you only attract
followers, your organization will be weak. Work to
attract leaders rather than followers if you want to
build a truly strong organization.

10.THE LAW OF CONNECTION
“Leaders Touch a Heart Before They Ask for a Hand”
You develop credibility with people when you connect
with them and show that you genuinely care and want to
help them
Successful leaders take the first step and make the effort
to continue building relationships
Learn names, make yourself available, tell them how
much you appreciate them, and most important: Listen to
Them
To lead yourself, use your head; to lead others, use your
heart.

10.THE LAW OF CONNECTION
“Leaders Touch a Heart Before They Ask for a Hand”
How to connect with people:
Connect with yourself first
Communicate with openness and
sincerity
Know your audience
Live your message
Go to where they are
Focus on them, not yourself
Believe in them
Give them hope

11.THE LAW OF INNER CONNECTION
“A Leader’s Potential Is Determined by Those Closest
to Him”
“The leader finds greatness in the group, and helps
the members find it in themselves.
Nobody does anything great alone, nor do leaders
succeed alone.

12.THE LAW OF EMPOWERMENT
“Only Secure Leaders Give Power to Others”
Mark Twain said, “Great things can happen when
you don’t care who gets the credit.”“Great leaders
gain authority by giving it away.”
You have to be willing to empower others in
exchange for your own success.

12.THE LAW OF EMPOWERMENT
“Only Secure Leaders Give Power to Others”
Leaders fail to empower others because:
Fear of losing what they have; weak
leaders worry about great performers in their
teams
Resistance to change
Lack of self-worth; they can’t give power to
others because they feel that they have no
power to themselves

13.THE LAW OF REPRODUCTION/PICTURE
“It takes one to know one, to show one, to grow one.”
It takes a leader to raise up a leader. The potential of an
organization depends on the growth of its leadership.
As you strive to become a better example, remember:
Followers are always watching what you do
It’s easier to teach what’s right than to do what’s
right
We should work on changing ourselves before trying
to improve others
The most valuable gift a leader can give is being a
good example

14.THE LAW OF BUY-IN
“People Buy into the Leader, Then the Vision”
You must get your people to buy into you; that
is the price you have to pay if you want your
vision to have a chance of becoming reality.

15.THE LAW OF VICTORY
“Leaders Find a Way for the Team to Win”
“You can’t win WITHOUT good athletes, but you
CAN lose with them.” Unity of vision, diversity of
skills plus a leader are needed for a win.
The best leaders do everything in their power to achieve victory,
in their view:
Losing I unacceptable
Passion in unquenchable
Quitting is unthinkable
Commitment is unquestionable
Victory is inevitable
Leader have a Plan B, that is why they keep fighting and
continue to win

15.THE LAW OF VICTORY
“Leaders Find a Way for the Team to Win”
Three factors that contribute to a team’s
dedication to victory:
1. Unity of vision
2. Diversity of skills
3. A Leader dedicated to victory and
raising players to their potential

16.THE LAW OF MOMENTUM
“Momentum Is a Leader’s Best Friend”
You can’t steer a ship that isn’t moving forward.
It takes a leader to create forward motion.
When you have no momentum, event the
simplest tasks seems impossible.
When you have momentum on your side, the
future looks bright, and obstacles appear small.

16.THE LAW OF MOMENTUM
“Momentum Is a Leader’s Best Friend”
Truths about momentum
Is the great exaggerator
Makes Leaders look better than they are
Helps Followers perform better than they are
Is easier to steer than to start
Is the most powerful change agent
Is the Leader’s responsibility
Begins inside the Leader

17.THE LAW OF PRIORITIES
“Leaders Understand That Activity Is Not
Necessarily Accomplishment”
“A leader is the one who climbs the tallest tree, surveys the
entire situation, and yells “Wrong Jungle!””
Prioritizing requires leaders to continually think
ahead
Apply The Pareto Principle, focus your attention
on the activities that rank in the top 20% in terms of
importance to achieve 80% of return on your effort

17.THE LAW OF PRIORITIES
“Leaders Understand That Activity Is Not
Necessarily Accomplishment”
The 3 R’s
What is Required?
What gives the greatest Return?
What brings the greatest Reward?

18.THE LAW OF SACRIFICE
“A Leader Must Give Up to Go Up”
Successful leaders must maintain an attitude of sacrifice to
turn around an organization. One sacrifice seldom brings
success.
If you desire to
become the best
leader you can be,
then you need to be
willing to make
sacrifices in order to
lead well.
There is no success without
sacrifice
Leaders are often asked to give up
more than others
You must keep giving up to stay up
The higher the level of leadership,
the greater the sacrifice

19.THE LAW OF TIMING
“When to Lead Is As Important As What to Do
and Where to Go”
Every time a leader makes a
move, there are really only four
outcomes:
Good leadership
timing requires
many things:
Understanding
Maturity
Confidence
Decisiveness
Experience
Intuition
Preparation

20.THE LAW OF EXPLOSIVE GROWTH
“To Add Growth, Lead Followers – To Multiply,
Lead Leaders”
If you really want to help your organization reach its
potential, you need to develop leaders
Every time you develop leaders and help them increase
their leadership ability, you make them capable of
influencing an even greater number of people
Leaders who attract followers but never develop leaders
get tired.

21.THE LAW OF LEGACY
“A Leader’s lasting Value Is Measured by
Succession”
Our ability as leaders will
not be measured by the
building we build, or
institutions we
established.
We will be judged by
how well the people we
invested in carried on
after we are gone.
How to leave the legacy…
Know the Legacy you want
to leave
Live the legacy you want to
leave
Choose who will carry on
your legacy
Make sure you pass the
baton

REFERENCES
 21 IRREFUTABLE LAWS OF LEADERSHIP by John C. Maxwell. (n.d.). Retrieved from
https://docs.google.com/presentation/d/1YZ2GSxORVcinnEcHLsdSeAmF2Zjm42Jud7
y6SB03_xg/htmlpresent
 Caceres, O. (2012, December). The 21 Irrefutable Laws Of Leadership Ppt. Retrieved
from Dokumen: https://dokumen.tips/documents/the-21-irrefutable-laws-of-
leadership-ppt.html?page=2

LEADERSHIP STYLES
II. ENTERPRISE LEADERSHIP

WHAT IS ENTERPRISE LEADERSHIP?
Enterprise leadership is one of the latest organizational
performance buzzwords, and for good reason. In essence it
speaks to the thought that the ‘whole is greater than the sum of
its parts’. Aristotle was on t o something with this philosophy and
enterprise leadership applies it to the workplace.
Enterprise leadership encourages leaders to focus on
organizational outcomes and working on behalf of the whole
organization, rather than only focusing on their own business unit
or team.
(TMS Consulting, 2023)

THE ENTERPRISE LEADERSHIP EQUATION
Enterprise leadership does not dismiss the importance of
individual team leadership. Rather, it encourages leaders
to add ‘network leadership’ to their individual leadership.
At the same time as they are producing results for their
team, leaders need to be contributing to the performance
of the wider organization and leveraging the work of other
teams. The combination of individual and network
leadership equals enterprise leadership. (TMS Consulting,
2023)

THE ENTERPRISE LEADERSHIP EQUATION

BENEFITS OF ENTERPRISE LEADERSHIP
In an organization where its leaders
are enterprise leaders, all business
units are focused on a common goal
and help each other to achieve that
goal. (TMS Consulting, 2023)

Research has shown that other benefits of
enterprise leadership include:
An impact of 12% revenue growth for the leader’s
business unit
An impact of 5% revenue growth for other business units
Teams led by an enterprise leader are 68% more
innovative and 21% more adaptable than teams of
individual leaders (TMS Consulting, 2023)

Teams experience higher levels of engagement
and customer satisfaction when their leader is an
enterprise leader compared to an individual leader.
Enterprise leadership aligns teams and leaders
such that they are working towards the same
organizational goal.
(TMS Consulting, 2023) Reference: CEB, Creating Enterprise
Leaders Report 2013-2015

THE ENTERPRISE LEADERSHIP FRAMEWORK
BY KORN FERRY
Korn Ferry’s Enterprise Leadership Framework
provides a robust, research-based,
multidimensional model linked directly to the
strategic impact that is now crucial to the future of
business.
Integrated Enterprise Leadership Framework
provides a rich, measurable, and holistic approach
to understanding, assessing, and developing
Enterprise Leaders.

THE ENTERPRISE LEADERSHIP FRAMEWORK
BY KORN FERRY

NEW ENTERPRISE LEADERSHIP FOR A NEW WORLD
Enterprise Leaders run the business and
change the business. They are courageous,
innovative, and radically human motivated
toward both driving exceptional results and
inspiring enduring change for all stakeholders.
(Ferry, 2023)

III. ESSENTIAL QUALITIES OF
A GOOD LEADER

WHAT MAKES A GOOD LEADER?
10 ESSENTIAL QUALITIES
TO LEARN

ESSENTIAL QUALITIES OF A GOOD LEADER
1. They communicate clearly.
2. They’re passionate about their work.
3. They don’t care about being
popular.
4. They keep their minds open.
5. They work for their employees.

ESSENTIAL QUALITIES OF A GOOD LEADER
6. They’re positive and encouraging.
7. They respect others.
8. They build relationships.
9. They lead by example.
10. They never stop learning.
(What Makes A Good Leader? 10 Essential Qualities
To Learn, n.d.)

LEADER AS A DIRECTOR
Directors must have superior management skills
to run their organizations. They need excellent
leadership qualities so they can lead their middle
managers. Intelligence, people skills and the
ability to read situations and influence people
are all necessary skills for directors and managers.
(Chron Contributor, 2020)

Emotional Maturity
• Effective directors must be in control of their emotions at
all times.
• They are willing to make others in the organization look
good – they aren't threatened by competitors and don't
allow their egos to influence their decisions.
• They understand themselves and reflect on ways to
constantly improve their own performance, as well as
the performance of others.

Good Judgment
• Directors don't micromanage the leaders under
them. They intuitively know when it's necessary to
intervene and become hands-on. They know that it's
time-consuming and counter-productive to
micromanage.

Strategic Thinking
• They have to understand the short- and long-term
impact of all decisions they make.
• They engage in high-level thinking and are excellent
problem-solvers. They learn from past experiences.
• They are very efficient.
• They're organized and able to multi-task. They know
what should be prioritized. They strategize constructively
with their managers.

Vision and Mission
• Effective directors are visionary leaders who always
see the big picture.
• They are able to inspire their managers to emulate
them and perform at optimum levels.
• They recognize talent within the organization and
help foster company loyalty.

LEADER AS PROBLEM-SOLVERS
In a recent Forbes.com article, leadership expert
Glenn Lopis outlines the four most effective ways
leaders can solve problems.
These are:
1. Transparency
By viewing problems through the lens of
transparency, good leaders encourage staff to open
up completely and communicate freely.

2. Break down the barriers
• By destroying the ‘silo mentality’ between people or
departments, good leaders can create a ‘boundary-
less’ organization whose culture is totally focused on
the betterment of the whole.

3. Keep an open mind
• Open-mindedness leads to innovation and
initiative. One good way to increase
innovation is to identify the high-achievers and
fellow leaders within the organization and
focus on their talents.

4. Employ a solid problem-solving strategy
• This involves inspiring others to lift their game
by gathering together the right people,
resources, budget and knowledge and
encouraging them also to problem-solve.
(Martin, 2018)

LEADER AS DEVELOPER
A development leader is a professional whose focus is
on the leadership qualities of their team members and
who supports them to learn new skills and participate
in activities that can help them advance in their
professions.
Their aim is to use their leadership position to help other
members also qualify for roles as managers and
executives.
Leadership development is the process of enhancing
the ability of individuals to effectively lead others.

LEADER AS DEVELOPER
9 Development Leader Characteristics
1. Ability to inspire and motivate others
They inspire and motivate their team members
to help them achieve their goals. This helps to
create a positive and productive team
environment by fostering a sense of shared
purpose and responsibility.

LEADER AS DEVELOPER
2. Good communication skills
• Good leaders are able to communicate effectively
with their team members because they listen to what
others have to say and make sure that everyone
knows what's happening.

LEADER AS DEVELOPER
3. Strong decision-making skills
• They're able to make tough decisions quickly
and efficiently.

LEADER AS DEVELOPER
4. Ability to handle stress and pressure
• They're able to stay calm under pressure and handle
stressful situations effectively by thinking clearly and
making sound decisions.
• This helps them teach others how to effectively cope
with difficult situations.

LEADER AS DEVELOPER
5. Good problem-solving skills
• They take a systematic and logical approach
to problem-solving, which helps to minimize
disruptions and ensure that the organization
runs smoothly.

LEADER AS DEVELOPER
6. Flexible and adaptable
• They're also able to quickly adapt to changes
in the workplace, such as new technology or
changes in the company's structure.

LEADER AS DEVELOPER
7. Charismatic and confident
• Leaders also benefit from being confident in
their own abilities to make sound decisions
and provide direction for the team.

LEADER AS DEVELOPER
8. Open-minded and tolerant
• Leaders also benefit from being tolerant, as it
helps them to respect the views of others and
to create a positive and inclusive team
environment.

LEADER AS DEVELOPER
9. Good time management skills
• They're able to plan and organize their work so
that they can achieve their goals efficiently.
• (Indeed Editorial Team, 2022)

LEADER AS DELEGATOR
A delegating leadership style is a low task and
relationship behavior approach to leadership
where a leader empowers an individual to exercise
autonomy. Employing this approach entails
providing the individual with the big picture, then
trusting them to deliver agreed-upon results.
(What is a Delegating Leadership Style, 2023)

LEADER AS DELEGATOR
A delegating leadership style is most effective with
a person that is both confident and competent to
perform. Even a moderate level of input from the
leader here (e.g. offering suggestions) can be off-
putting and, as such, interpreted as a lack of trust.
This might result in regression of both their task-
related ability and motivation.
(What is a Delegating Leadership Style, 2023)

LEADER AS DELEGATOR
What a Delegating Leadership Style Looks Like
The leader:
➢ Turns over control
➢ Provides the “big picture”
➢ Allows the individual to make task-related decisions
➢ Monitors activities
➢ Reinforces results
➢ Remains accessible

LEADER AS DELEGATOR
Eight practices of leaders who delegate successfully by Riegel
(2019)
➢They pick the right person — and it isn’t always about who
can do it. Successful delegators also explain why they
chose the person to take on the task.
➢They’re clear about what the person is responsible for and
how much autonomy they have. Successful delegators let
their team members know exactly where they have
autonomy and where they don’t (yet).

LEADER AS DELEGATOR
Eight practices of leaders who delegate successfully by Riegel
(2019)
➢They describe the desired results in detail. This includes
setting clear expectations about the outcome (“what it
is”), how the task fits into the bigger picture (“why we’re
doing it”), and criteria for measuring success (“what it
should look like when done well”).
➢They make sure that team members have the resources
they need to do the job, whether it’s training, money,
supplies, time, a private space, adjusted priorities, or help
from others.

LEADER AS DELEGATOR
Eight practices of leaders who delegate successfully
by Riegel (2019)
➢They establish checkpoints, milestones, and junctures
for feedback so that they neither micromanage nor
under-lead.
➢They encourage new, creative ways for team
members to accomplish goals.

LEADER AS DELEGATOR
Eight practices of leaders who delegate successfully
by Riegel (2019)
➢They create a motivating environment. Successful
delegators know when to cheerlead, coach, step in,
step back, adjust expectations, make themselves
available, and celebrate successes.
➢They tolerate risks and mistakes, and use them as
learning opportunities, rather than as proof that they
shouldn’t have delegated in the first place.

IV. DISCUSS HOW PERFORMANCE IS
DEVELOP AND RAISE
1. DEVELOPING TOP PERFORMANCE
2. RAISING THE PERFORMANCE BAR
3. EMPOWERMENT

DEVELOPING TOP PERFORMANCE
How to build and develop a high-
performing team?

1. Prioritize communication
By prioritizing communication, managers can ensure
improvements in motivation, productivity and profitability.
2. Set SMART objectives
Doing so will ensure the team knows exactly what they are
working towards and how this contributes to the overall
success of the business.

3. Tackle conflict
While in certain cases limited conflict can be beneficial,
the best way to approach this is to expect it and be ready
for it when it happens.
4. Understand your current and future dynamics
To move a team forward, it is vital to understand the
dynamics of how people are currently working.

5. Master emotional intelligence
Emotional Intelligence (EI) is a powerful driver when it
comes to teamwork. When mastered correctly, it can help
transform understanding of the team’s ‘DNA’. EI can be
described as “the capacity to harmonise thought and
emotion”.
6. Establish trust
Establishing trust between team members can help take
the team from satisfactory performance levels to
outstanding results.

7. Feedback is a gift
Remember to recognise the work and achievement of
the team. Even if you are unable to offer financial
incentives, saying ‘thank you’ often goes a long way in
showing your staff that they are valued. (Team
Development, 2023)

RAISING THE PERFORMANCE BAR
5 Ways to Raise the Bar
on Your Performance at
Work

RAISING THE PERFORMANCE BAR AT WORK
1. Play to your strengths
❑Identifying and leveraging our strengths can help us
stand out and make valuable contributions, as well as
increase our confidence and job satisfaction at work.
2. Go one level up – do higher level work
❑it could allow you to develop more skills as you get out
of your comfort zone.

3. Develop friendships at work
❑By networking with people across different
departments, you will not only gain new insights and
perspectives, but you will also be able to increase your
visibility with the organization.
4. Learn from your peers
❑Building positive relationships with peers who have
knowledge or skills that you want to learn can be
mutually beneficial.

5. Stop sweating the small stuff
❑Focus on areas where you have influence and
leverage
(Milutinovic, 2016)

RAISING THE PERFORMANCE BAR FOR YOURSELF
5 Ways to raise performance
bar for yourself

1. Stay Relevant
➢“Invest time in reading the right books and journals,
and attending seminars to learn best practices from the
industry. This can have a tremendous impact on taking
your performance to the next level,” said Armaan Seth,
head of human resources - Indian subcontinent, Philips
India.

2. Work On Listening Skills
➢“Gauge your listening skills, and work on them to get
first-hand insights into your performance. his will lead to
increased productivity with fewer mistakes, innovative
growth and higher client satisfaction rates,” said Sriram
Vaidhyanathan, chief human resource officer at
BankBazaar.

3. Learn Everywhere
➢If you don’t constantly soak up knowledge, you will
slide down your career, said SV Nathan, chief talent
officer at Deloitte India.
4. Reduce Distractions
➢“Make your work the sole point of focus, to keep
distance from such distractions,” said Swapnil Kamat,
CEO of Work Better Training.

RAISING THE PERFORMANCE BAR FOR YOURSELF (DASGUPTA, 2018)
5. Seek Organizational Support
➢“You can find out about enrolling in some learning and
development initiatives, or proactively seeking out
projects that will help you work at a higher level than
you currently do. This will give you the opportunity to
prove your mettle,” said Kamat. (Dasgupta, 2018)

RAISING THE BAR ON EMPLOYEE PERFORMANCE
How to Raise the Bar
on Employee
Performance

RAISING THE BAR ON EMPLOYEE PERFORMANCE (DOYLE, 2023)
▪ 1. Foster a positive work environment
▪ 2. Encourage innovation
▪ 3. Use data to set measurable goals and track
results
▪ 4. Invest in professional training
▪ 5. Enforce workplace standards and correct any
deficiencies

EMPOWERMENT
Empowerment: the act or action of empowering
someone or something : the granting of the power,
right, or authority to perform various acts or duties
▪ the state of being empowered to do something :
the power, right, or authority to do something
(Meriam-webster, 2023)
▪ : the process of gaining freedom and power to do
what you want or to control what happens to you:
(Cambridge University Press, n.d.)

WAYS TO BOOST EMPOWERMENT
✓ Delegate work and responsibility
✓ Set clear boundaries and expectations
✓ Ensure employees have proper resources
✓ Be flexible
✓ Focus on the end results, not the process
✓ Include employees in special projects
✓ Be open to input and innovation
✓ Provide cross-training and learning opportunities
✓ Give feedback and recognize excellence
✓ Be consistent
(O.C. Tanner, 2023)

References
21 IRREFUTABLE LAWS OF LEADERSHIP by John C. Maxwell. (n.d.). Retrieved from
https://docs.google.com/presentation/d/1YZ2GSxORVcinnEcHLsdSeAmF2Zjm42Jud7y6SB03_xg/htmlpresent
Caceres, O. (2012, December). The 21 Irrefutable Laws Of Leadership Ppt. Retrieved from Dokumen:
https://dokumen.tips/documents/the-21-irrefutable-laws-of-leadership-ppt.html?page=2
Cambridge University Press. (n.d.). Empowerment. Retrieved from Cambridge English Business Dictionary:
https://dictionary.cambridge.org/us/dictionary/english/empowerment
Chron Contributor. (2020, July 24). Management Skills Necessary for Effective Directors. Retrieved from
CHRON: https://work.chron.com/top-10-skills-high-performing-employees-4879.html
Cole, T. (2023). SALES MANAGEMENT: 5 STEPS TO RAISE THE BAR ON SALES PERFORMANCE. Retrieved from
Sales Gravy: https://salesgravy.com/5-steps-to-raise-the-bar-on-sales-performance/
Dasgupta, B. (2018, March 22). 5 Ways to raise performance bar for yourself. Retrieved from The Economic
Times: https://economictimes.indiatimes.com/jobs/5-ways-to-raise-performance-bar-for-
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