This document provides guidance on different levels of management and leadership. It discusses the differences between managers and leaders, with managers focusing on planning, organizing, staffing, directing and controlling to achieve goals, while leaders influence others' behavior and work. The document then provides advice for various management roles including functional manager, business manager, group manager, and enterprise/CEO manager. Key points discussed include strategic thinking, developing people, inspiring others, and balancing short and long-term goals.

1. WELCOME

2. WHAT IS THE DIFFERENCE BETWEEN
“A MANAGER ” AND “A LEADER”?
A MANAGER PERFORMS ALL FUNCTIONS TO
ACHIEVE
GOALS, I.E., PLANNING, ORGANIZING, STA
FFING, DIRECTING, AND CONTROLLING.
MANAGER PROVIDES LEADERSHIP.

3. A LEADER INFLUENCES BEHAVIOR AND
WORK OF OTHERS FOR ACHIEVEMENT OF
SPECIFIED GOALS.
“ALL MANAGERS ARE LEADERS, BUT ALL
LEADERS ARE NOT MANAGERS”

4. WHO AMONGST YOU WANTS TO BE A CEO?

5. PASSAGE PASSAGE
SIX FIVE
PASSAGE
FOUR
PASSAGE
THREE
PASSAGE
TWO
PASSAGE
ONE

6. • LEARN – PLANNING, SELECTING CANDIDATES, INDUCTING,
DIRECTING, MOTIVATING, GIVING FEEDBACK, COACHING,
CONTROLLING

7. • LEARN – PLANNING,SELECTING CANDIDATES,INDUCTING,
DIRECTING,MOTIVATING, GIVING FEEDBACK, COACHING,
CONTROLLING
• UNDERSTAND HOW WORK FLOWS
• REMAIN HUMBLE, AVOID ARROGANCE
• DEMONSTRATE PERSONAL INTEGRITY
• AVOID UNILATERAL DECISIONS
• BE WILLING TO CHANGE HABITS
• HIGH RESULT VERSUS VALUES – VALUES ARE MORE
IMPORTANT
• TAKE PRIDE IN PROMOTION OF YOUR DIRECT REPORTS
• BE APPROACHABLE
• GIVE LATITUDE

8. • FOCUS ON IMPORTANT MATTERS, NOT JUST URGENT
ONES
• HAVE THE RIGHT PEOPLE
• DELIVER –VE FEEDBACK PRIVATELY, FOCUS ON
BEHAVIOUR RATHER THAN CHARACTER OR INTELLIGENCE
• MANAGE RELATIONASHIPS WITH “FRIENDS”, DO NOT LET
PERSONAL FRIENDSHIP INFLUENCE YOUR PROFFESIONAL
DECISION MAKING
• REALIZE THAT PEOPLE ARE OPEN TO ADVISE AND
SUGGESTIONS IN EARLY STAGE OF ASSIGNMENT
• EMOTIONAL FORTITUDE TO MAKE UNPLEASANT
DECISIONS
• DEFINE AND DELIVER CAREER DEVELOPMENT
OPPORTUNITIES

9. • MANAGE COSTS, CHECK IF ANY RESOURCE IS BEING
WASTED?
• RELATIONSHIP BUILDING WITH SENIORS, OTHER
MANAGERS, DEVELOP CONTACTS
• IT CAN TAKE SEVERAL MONTHS TO LEARN TO WORK AS
A MANAGER

10. MANAGING MANAGERS
• SELECTING MANAGERS, DIFFERENTIATE BETWEEN HIGH
TECHNICAL ACHIEVERS AND TRUE POTENTIAL LEADERS
• RETURN MANAGERS TO INDIVIDUAL CONTRIBUTION, IF NOT
ABLE TO CHANGE BEHAVIOUR AND VALUES
• GIVE POWER TO TAKE DECISIONS AND HOLD RESPONSIBLE
FOR DECISIONS
• DELEGATE BUT KEEP CONTROL ON RESULTS

11. MANAGING MANAGERS
DONT’S
• AVOID GIVING DIRECT ORDERS TO INDIVIDUAL WORKERS
• DOING WORK YOURSELF

12. FUNCTIONAL MANAGER
• THINKING STRATEGICALLY
• KNOW WHAT COMPETITORS ARE DOING AND STRATEGIZE
TO DO BETTER THAN COMPETITORS
• LONG TERM VIEW
• THINK LIKE A BUSINESS PERSON NOT AS A FUNCTIONARY
• “SHOULD WE DO IT” NOT JUST “DOING IT BETTER”
• IDENTIFY BROKEN OR NON-EXISTENT PROCESSES
• KEEPING ABREAST WITH STATE-OF-THE-ART

13. FUNCTIONAL MANAGER
• HOW DOES MY FUNCTION CONTRIBUTE TO OUR
COMPETITIVE ADVANTAGE?
• HOW IS MONEY MADE IN THIS BUSINESS?

14. BUSINESS MANAGER
• DEVELOP PROFIT PERSPECTIVE
• INNOVATE
• AUTONOMY WHICH IS LIBERATING
• CLEAR LINK BETWEEN EFFORT & RESULT
• BALANCE FUTURE GOALS AND PRESENT NEEDS
• RESERVE TIME FOR REFLECTION AND ANALYSES
• KEEP TIME FOR
– STRATEGIC THINKING
– MEETING CUSTOMERS

15. GROUP MANAGER
• 50% TIME COACHING, 25% STRATEGIZING
• DON’T MEDDLE
• SUCCESS OF BUSINESS MANAGERS, NOT JUST BUSINESS
• 1/3RD TIME ON CORPORATE MATTERS
• RIGHT COLLECTION OF BUSINESS
• THINK IN TERMS OF COMMUNITY, INDUSTRY, GOVERNMENT,
CEREMONIAL ACTIVITIES

16. GROUP MANAGER
• HELP BUSINESS MANAGER DEVELOP THEIR STRATEGY, BUT
NOT DEVELOP FOR THEM
• PROTECT THE BRAND
• EVALUATING PROJECTS
• THINKING AND STRATEGIZING ABOUT WHAT’S “INVISIBLE”
• HOW CAN WE GROW?
• HOW CAN WE MAINTAIN OUR COMPETITIVE ADVANTAGE?
• IS OUR POSITIONING RIGHT?
• ARE WE REACHING THE RIGHT BUSINESS SEGMENTS?
• THOUGHT LEADERSHIP

17. ENTERPRISE MANAGER –CEO
• LONG TERM VISIONARY THINKER
• PERFORMANCE DEPENDS ON 3-4 HIGH LEVEL DECISIONS
ANNUALLY
• DEEP THINKING
• RISK TAKING
• “LETTING GO”
• FOCUS ON THE WHOLE
• ASSEMBLE A TEAM OF HIGH ACHIEVING AND AMBITIOUS
DIRECT REPORTS
• IDENTIFYING LEADERSHIP CANDIDATES EARLY
• GIVE TOUGH ASSIGNMENTS TO DEVELOP AND TEST TALENT
• INSPIRING THE ENTIRE EMPLOYEE POPULATION USING
VARIOUS COMMUNICATION TOOLS

18. ENTERPRISE MANAGER –CEO
• SPEND TIME ON TOMORROW AS WELL AS TODAY
• DO I KNOW WHAT’S GOING ON?
• ARE PEOPLE TELLING ME THE BAD NEWS?
• SOLICITING A BROAD RANGE OF OPINION
• HOW GOOD ARE WE AT SELECTING RIGHT PEOPLE?
• HOW CANDID ARE WE ABOUT GIVING RIGHT FEEDBACK?
• HOW TIMELY ARE WE TO END MISMATCH BETWEEN JOBS
AND PEOPLE?
• HELP PEOPLE ACHIEVE THE FULL POTENTIAL – POTENTIAL IS
A MOVING TARGET
• RETAINING HIGH PERFORMERS, MOVING THEM
FASTER, REWARDING

19. PASSAGE PASSAGE
SIX FIVE
PASSAGE
FOUR
PASSAGE
THREE
PASSAGE
TWO
PASSAGE
ONE

20. GENERAL
• WHAT DOES A PERSON DO FIRST THING IN THE DAY, WHO HE
MEETS AND WHAT TYPE OF WORK DOES HE ATTEND TO
• IF PEOPLE LEARN THE RIGHT VALUE AND TIME
APPLICATION, SKILLS USUALLY FOLLOW
• USING 360° FEEDBACK
• AVOID CALENDAR FULL OF OPERATIONAL MEETINGS, NO
TIME FOR STRATEGIC THINKING, ANALYSIS AND PLANNING
• ONCE PEOPLE REACH FULL PERFORMANCE, TEST THEM TO
SEE WHETHER THEY CAN HANDLE ADDITIONAL
RESPONSIBILITIES

21. GENERAL
• THREE CATEGORIES OF POTENTIAL
– MASTERY POTENTIAL - ABLE TO DO THE SAME
KIND OF WORK CURRENTLY BEING DONE, ONLY
BETTER
– GROWTH POTENTIAL - ABLE TO DO THE WORK
OF BIGGER JOBS AT THE SAME LEVEL
– TURN POTENTIAL - ABLE TO DO THE WORK AT THE
NEXT LEVEL

22. GENERAL
• “ SUCCESS IS NEVER FINAL”
• COMPANIES CAN FAIL OR FAIL TO GROW IF PEOPLE DO NOT
MAKE THE APPROPRIATE LEADERSHIP PASSAGES

23. PASSAGE PASSAGE
SIX FIVE
PASSAGE
FOUR
PASSAGE
THREE
PASSAGE
TWO
PASSAGE
ONE