The document discusses Ravi Chaudhry's book "Quest for Exceptional Leadership- Mirage to Reality" which argues that corporate objectives can no longer disregard society's interests and that exceptional leadership with qualities like wholeness, compassion, and transparency can deliver long-term results for organizations. It outlines five phases of human enterprise and provides frameworks for assessing leadership attitudes and making choices that balance profits and values.
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
Radical Candor: No BS, helping your team create better work.Digital Surgeons
Inspired by Google's Kim Scott, the Digital Surgeons team adapts Radical Candor to fit with their agile & innovative approach to designing the future of experiences.
Source: Candor, Inc.
http://www.radicalcandor.com/
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
the presentation is a guide to give radically candid feedback, with examples and counter-examples.
The basis of the presentation is Kim Scott's book - Radical Candour. Be a Kick-Ass Boss Without Losing Your Humanity.
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.
This ia a slide show I did for a leadership course. If you wish to have a copy to use, I will send you one free, so long as you give me credit when you use it.
Marcus Buckingham and Curt Coffman present the results of two major studies. One
offers findings from polling more than a million employees about their workplace needs.
The other is a 20-year study of how the methods of the world’s greatest managers
differ from those of lesser managers. This study involved interviews with more than
80,000 managers from 400 companies, the largest such investigation ever undertaken. The authors found key differences that fly in the face of traditional thinking about successful managerial practices. This astute, well-written report presents the major principles of great managers, and offers examples of leaders who put their knowledge of effective management into practice. The book’s conclusions rest on in-depth research, not theory.
This painstaking study authoritatively describes how employees feel about management
and explains exactly what great managers do, and why and how they achieve top results.Recommended it to everyone who manages, wants to manage or is managed.
CHO Group Presentation on Accountable Leadership - by Mark SamuelWaldron
At a time when resources are limited and the need to improve business results is paramount, developing and maintaining an organizational culture that focuses on execution is critical. Individual, team, and cross-functional accountability are key elements of a successful organization and culture; what can we as strategic HR leaders do to ensure such a culture exists.
The June 8, 2011 CHO Group sessions in Seattle and Phoenix, “Accountable Leadership: Where Culture And Business Results Connect.” featured Mark Samuel. Mark is the internationally acclaimed author of Creating the Accountable Organization and co-author of The Power of Personal Accountability, Achieve What Matters to You. His presentation focused on practical and innovative approaches to improving execution, adaptability, retention of top talent, and achieving business results. He shared strategies and tools for building ownership at all levels, breaking down “silo” and “blame-game” behaviors, and inspiring employees to raise the bar on current standards. With permission, his slide deck is shared here.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
the presentation is a guide to give radically candid feedback, with examples and counter-examples.
The basis of the presentation is Kim Scott's book - Radical Candour. Be a Kick-Ass Boss Without Losing Your Humanity.
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Transforming Businesses to Perform in the 21st CenturySandeep Gupta
Reputation, innovation & growth of businesses is under threat and is on the Boardroom agenda. If the Board does not manages it, someone else will do it for them.
Discussion Questions Chapter 31. Is profit the only important.docxelinoraudley582231
Discussion Questions:
Chapter 3
1. Is profit the only important goal of a business? What are others?
2. Stockholders are only one group of stakeholders. Who are the stakeholders important to me inside the organization?
3. Who are stakeholders important to me outside the organization?
4. What does the successful manager need to know about ethics and values?
5. Is being socially responsible really necessary?
6. How can I trust a company is doing the right thing?
Chapter 4
7. What three important developments of globalization will probably affect me?
8. Why learn about international management, and what characterizes the successful international manager?
9. Why do companies expand internationally, and how do they do it?
10. What are the principal areas of cultural differences?
Research at least three (3) peer-reviewed articles about individual rights, morality, ethics, individual rights, duty, or codes of conduct for criminal justice professionals.
Write a three to five (3-5) page paper
1. Thoroughly created a philosophy and approach for balancing the issues of individual rights and the public’s protection. Thoroughly provided one to two (1 to 2) examples illustrating how you will use this philosophy in your own career.
2. Thoroughly determined a philosophy and approach for balancing the use of reward and punishment in criminal justice. Thoroughly provided one to two (1 to 2) examples illustrating how you will use this philosophy in your own career.
3. Thoroughly selected a philosophy and approach that addresses the use of immoral means (e.g., torture or lying in interrogation) to accomplish desirable ends. Thoroughly provided one to two (1 to 2) examples illustrating how you will use this philosophy in your own career.
4. Thoroughly explained what you believe the Ethics of Care and Peacemaking Criminology presented in your textbook should mean for law enforcement professionals.
Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA format (latest edition).
Include a cover page developed in accordance with the latest edition of APA, including a running head, page number, the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page, revision of the previous assignment, and the reference page are not included in the required assignment page length.
3.2
The Community of Stakeholders Inside the Organization
Major Question: Stockholders are only one group of stakeholders. Who are the stakeholders important to me inside the organization?
3.3
The Community of Stakeholders Outside the Organization
Major Question: Who are stakeholders important to me outside the organization?
3.4
The Ethical Responsibilities Required of You as a Manager
Major Question: What does the successful manager need to know about ethics and values?
3.5
The Social Responsibilities Required of You as a Manager
Major Question: Is.
Overview of the assumptions underpinning Conscious Travel and brief introduction to the Principles (Stepping Stones) delivered to the International Conference on Contemporary Perspectives in Tourism & Hospitality Research, University of Brighton, May 12th, 2015
How to hasten india's economic recovery nclt and covid19?JAYARAMAN IYER
How to hasten India’s economic recovery - Caught between NCLT and COVID-19 ?
Firstly, I present the four-issue areas selected from my Book, Return on Intangible, Measuring Fiscal and Ethical Assets, due for release in June 2020 from the US:
1. DIY kit for Corporate and government,
2. What does Society Teach?
3. A spontaneous urge to action rather than inaction, and
4. the attrition of ethical values.
Then my proposal for India Corporate, under the headings:
1. EPP - efforts per person,
2. Creative Process and Action Process,
3. Strategy Plan 2024,
4. Ratings facilitates consolidation,
5. Prepare a consolidated CREAM Report 2024, and
6. Fix it, fix it comprehensively the WuhanLab Syndrome.
The 10 Most Influential HR Leaders To Follow, 2022.pdfCIO Look Magazine
This edition features a handful of Influential HR leaders across several sectors that are forefront of leading us into a digital future
Read More: https://ciolook.com/the-10-most-influential-hr-leaders-to-follow-2022-june2022/
Jack Welch, the legendary CEO of General Electric wrote "Winning" which gives a straightforward and pragmatic look at how to succeed in business. This is a summary of Jack Welch's business philosophy as given in his book "Winning" .
Similar to Quest For Exceptional Leadership V1 (20)
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
5 Things You Need To Know Before Hiring a Videographer
Quest For Exceptional Leadership V1
1. Some Impressionistic takes from the book
Ravi Chaudhry’s
“Quest for Exceptional Leadership- Mirage to Reality”
by Ramki
ramaddster@gmail.com
2. Foreword from G.M.Rao
This book is remarkable in its depth of research and breadth of vision,
convincingly articulating why corporate objectives can no longer
disregard society’s interests and why exceptional leadership
comprising of wholeness, compassion & transparency can deliver
enduring results for an organization in the long run. In GMR group ,
we are making a journey towards building an institution in perpetuity
in which, I am convinced, such leadership qualities will be essential in
a rapidly changing world. I thought of sharing this valuable learning
with you, through this precision book
3. About Ravi Chaudhry
Ravi Chaudhry is the founder Chairman of CeNext Consulting and
Investment Pvt Ltd., New Delhi, a firm that provides strategic advisory
services to CEOs and corporate boards on global competitiveness and
international growth, and to governments on issues related to investment
promotion and development strategies. He has served on the boards of
several companies and organizations, lectures widely, and is deeply
committed to improving the standards of corporate governance and social
responsibility worldwide. He lives in New Delhi, India.
4. Prelude
Quest for Exceptional Leadership: Mirage to Reality outlines the emergence of a new fifth
phase of human enterprise that is redefining the criteria of success as well as re-configuring the
routes to success. The author analyses the changing paradigms and provides a down-to-earth,
realistic blueprint to acquire the relevant leadership traits. Corporations do not have the option to
wait; they have to re-align themselves with the new reality – now.
Based on substantial research and analysis, the book is full of path-breaking innovative concepts
such as:
‘Seven Prime Realities’ that adversely impact our businesses and lives.
‘Seven Allies to Catalyze Change’ that can augment social consciousness in business.
‘Four Quadrant Matrix’ to make the right choice, every time.
‘Five Circles of Leadership Attitudes’ to assess where you are
The journey from ‘Base Camp Leadership Traits’, to summit of Exceptional Leadership
The author makes a compelling case that those who embrace the new realism will achieve
sustained profitability for their companies and ‘Triple Top Line’ of joy, peace, and contentment in
their personal lives.
The book would inspire every CEO and every aspiring CEO to map out his or her own personal
path to becoming an exceptional leader. It is a pioneering endeavor to bring the CEO’s personal
value system into mainstream dialogue and to convince why corporate objectives can no longer
disregard society’s interests. Happy Reading
6. Seven Prime Realities of Business today
1. One business – Politics Nexus
2. Short-Termism
3. Corporate Social Responsibility only a public relation
exercise.
4. Corruption of the mind
5. Information overload
6. Leaders blinded by power
7. Misdirected GDP growth
7. 1. One business – Politics Nexus
Well established, continuing nexus between business &
political leadership.
Influence is manifested through officially permitted election
campaign contributions, direct representation in government
or personal favors .
Economic agenda virtually drives the policy making & this is
invariably dominated by large corporations .
Politicians & businessman move back & forth quite easily
from running companies to running government.
8. 2. Short –termism ( Short term horizon of decision makers)
Corporate thinking is dominated by “ Short-termism.
Majority of Corporate CEOs tend to sacrifice company’s long-
term value to meet short-term targets.
Long-term structural & operational problems are ignored &
criteria of success are gauged by short-term accounting &
behavior of stock exchanges
Short-term results naturally leads to
thinking patterns that are bound by
narrow considerations- impact on
environment, social responsibility &
moral values.
Political leadership also succumbs to
“NIMTOO” principle – “ Not in my
term of office”
9. 3. CSR only a Public Relations exercise- A skillful
use of corporate cosmetics
CEO’s tend to perceive CSR merely as a “Public relations
exercise.
Companies with a real sense of social responsibility go
beyond simple posturing.
They develop what is called “ Social engagement” – as
sense of proactive involvement with the communities they
work with & society in which they work.
10. 4. Corruption of the Mind-Grab everybody’s wealth
It is a virus that kills silently
The race to win in Politics or Business is so competitive &
this leads to unethical practices merely because someone
else is also doing this & they are getting away with this.
You start believing that there is no alternative but to follow
this path.
11. 4. Corruption of the Mind-Grab everybody’s wealth
Custodians & guardians of society become easy preys in the
pursuit of easy money & are willing to stoop to any lows.
Law makers becomes Law –breakers
Corruption is justified by labeling it as being pragmatic &
practical.
This leads to practiced belief that it is an intrinsic part of our
lives today.
This rationale : since it is
not possible to change the
system, you become a part
of it for survival
12. 5. Information overload-making it tough to sift relevant
from irrelevant
Overwhelmed by the amount of
information
Don’t understand the available
information
Don’t have time to analyze the
information & understand
We only retain small
fraction of what we hear or
read only once.
Information overload frosts
&
Leads to immobilization
13. 6. Leaders Blinded by Power
Average individual is conscientious, an ‘ individual in power’
is a different species.
Power blinds one to one’s own good.
CEO’s becomes prone to often behaving insensibly & taking
unexpected , irrational economic decisions.
In independent Board of directors should be truly
independent, which is possible only if they are appointed on a
contractual basis.
Need to institutionalize a
formal process of
independent evaluation of ‘
independent directors’ in
every Corporate board.
14. 7. Misdirected GDP growth
World is preoccupied with macro-
level GDP growth, while poverty
continues to increase.
GDP fails to measure what really
counts.
It tells nothing about the degree to
which a nation invests it is real
wealth, people & nature.
Democracy is important, but more
important is the need to bridge the
ever growing divide between the rich
& the poor
15. 2
Seven Allies to Catalyze Change
Accelerating Momentum for Social Consciousness in Business
16. The Seven Allies
IPC – Institutions to promote
Consciousness
Consumers
Media
Educators ( in Universities, Educational
Institutions & Management schools)
Iconic Corporate CEOs as role models
Women
Independent Legislators & former
Government Bureaucrats
18. The New Business Ethos
To raise transparent lighthouses in the turbulent corporate
oceans of materialism.
Seven allies to work in tandem , gather critical mass to give
accelerated impetus to social consciousness in business
Will transform the business and the destiny
Most acceptable part of the new ethos is that it is not meant
to bring about change by depriving someone.
The new mind-set has to be candidly transnational &
embrace the entire planet
“ The earth has enough for every man’s need,
but not for every man’s greed – by Mahatma Gandhi
19. 3
Five Phases of Human Enterprise
“ An age is called Dark, not because the light fails to shine, but
because people refuse to see it .
By James Michener
20. Five Phases of Human Enterprise
Realistic fish eating
Unrealistic Fish
Intelligent fish eating Dumb fish
Fast fish eating Slow Fish
Big fish eating Small Fish
Strong fish eating Weak Fish
21. Strong Fish eating Weak Fish
Stone age to the Agrarian era to early days of
industrialization - Law of survival
Low mobility, Scanty resources
Focus on preservation
Law of Preservation manifested itself in the law of “ Strong
fish eating Weak fish “
Physical strength determined who was strong and moved to
those who possessed weapons
Driver-narrow vested interest & sharing with innermost
circles
22. Strong Fish eating Weak Fish
Cheops ( King Khufu) of Egypt who made
the highest pyramid in 3000 BC
Hyksos ( Arab tribe of shepherds) who ruled
the valley of the Nile for 500 years
Assyrians who conquered West Asia
around 1000 BC
The Persian King Cambyes ( 500 BC)
Alexander the Great ( 4th century BC) of
Macedonia
23. Big fish eating small fish
Corporate Liberalism
Birth of Joint stock company concept
Origin of this phase lies in the introduction of the concept of
‘Joint Stock Company’ that allowed stakeholders to keep
profits & avoid personal liability.
British East India Co. in 1600 & Dutch East India Co. in 1602
– First known entities to issue stock & bonds.
Became ingenious financing
model, enabling companies to
raise large amounts of capital .
Post world war II spread of
technology & capitalism, coupled
with free market economics
24. Fast fish eating Slow fish
Death of distance, fall of Berlin wall & birth of internet
New emerging technologies
Unleashing of a new spirit of entrepreneurship
New entrepreneurial roles in old professions
Dawn of outsourcing
New breed of fast fish
companies
Microsoft – 1981
America online- 1983
Dell -1984
eBay & Amazon.com- 1995
HTC-Taiwan- 1997
Google -1998
25. Intelligent fish eating Dumb fish
Convergence Era ( since the beginning of 21st century)
Knowledge society
New Professions
Indian Trio – Infosys, TCS & Wipro turnover exceeding US $
4.5 billion
Vast numbers of entities
Brazil- Embraer, Sadia, O’Boticario
China- Lenova, Haier, Huawei
S.Korea- Samsung, Hyundai, LG
Taiwan – Acer
Turkey- Koc, Sabanci, Hattat
26. Realistic fish eating Unrealistic fish
Increased social consciousness
Need to function in sync with society & environment
Call for sharing & caring
27. Four features of Post-modern Era
Rise of civil society
movements
Four
Predominance of Features
Freedom must
youth in new of Post be shared
demographics
Modern
Era
Fewer entry barriers
in entrepreneurship
28. Profits beyond tomorrow
Jamsetji Tata “ In a free enterprise, the
community is not just another stakeholder in
business, but, in fact, is the very purpose of its
existence.
Ratan Tata “ The multitude of initiatives the
Group has sowed and fostered from its earliest
days, in employee relations & good
governance, on the environment & with
community cause, flows from this well-being of
voluntary , as opposed to obligatory
commitment‘”
29. 4
Making the Right Choice
Overcoming Obstacles to Conscientious Choice
30. What is so great about Choice?
Choice is the ability to select one course of action from a set of
alternatives to achieve goal.
It transforms us from dumb animals to artists.
Choice is nothing other than the chisel we use to sculpt our life.
The chisel does not come free however, for the price of choice is
responsibility.
When we accept our responsibility the reward is great & the reward is
happiness.
We constantly need to monitor where are we on our journey.
Choice is at the heart of life & it is the creative power of life
31. Leadership Matrix of Choice- Profit –Values trade off
Quadrant One
Static status-quo
situation
An attitude of relative
indifference
Not much commitment to
values, neither to too
much self-gain or profits
Small family businesses,
self employed
professionals- spend
lifetimes with this
approach
They do no harm nor do
they do positive good
32. Leadership Matrix of Choice- Profit –Values trade off
Quadrant Two
A short-term approach for
self-gratification
To show immediate
results
Path of declining returns in
the medium & long-term
with adverse after effects
Enron, Worldcom, Tyco,
Quest communications,
Home stores etc.
Such leaders have total
apathy for society & care
little for the impact of their
decision
They do positive harm,
question of doing positive
good does not arise.
33. Leadership Matrix of Choice- Profit –Values trade off
Quadrant Three
Institutions to promote
Consciousness, NGOs
etc.
Catalysts for growth of
global value pool
They do no harm
Their sole purpose is
to do positive good
34. Leadership Matrix of Choice- Profit –Values trade off
Quadrant Four
Ideal Quadrant to be
in.
Prime focus tends to
be on high sense of
values
Sustained high
profitability follows
This is what
differentiates ‘ realistic
fish from ‘unrealistic
fish”
35. A Practical test for Right Choice
The Rotary of Four way test- Four Questions
Is it truth – relates to something that eternal and universal
Is it fair to all concerned – Focuses on our views, based on our
knowledge gained till now , i.e., it is rooted in the past
Will it build goodwill & better friendship ?- becomes apparent as soon as
the thought is communicated or the deed is done. It relates to its impact
on the present time
Will it be beneficial to all concerned ?- is answerable later. It relates to
the future. This question recognizes that each individual, no matter what
position he/she holds and what role he/she plays, affects others, at least
to some extent
36. Eight Causes of violence in human life
Wealth without Work
Pleasure without Conscience
Knowledge without Character
Commerce without Morality
Science without Humanity
Worship without Sacrifice
Politics without Principles
Rights without Responsibilities
“ If we have only one response to each situation, we become robot. If we
have two choices for every situation, we have a dilemma. When we have
three responses, that is the beginning of flexibility. And if we realize that we
have infinite possibilities in any given situation , we become total free”
By Deepak Chopra
37. Eight Causes of violence in Human life
H5
Interactive Attitude
Index of sustainable happiness
C5
H4
Proactive Attitude
C4
H3
Reactive Attitude
C3
H2
Inactive attitude
H1 C2
C1 Passive Attitude
S1 S2 S3 S4 S5
Index of sustainable success
38. Passive Attitude- Circle One
Conscious decision not to make any choice
Result of
Either complete callousness
Or sheer inability to take a decision
Or lack of confidence to exercise choice
Or letting fate decide the future course
Or hoping that the need to take a decision would vanish in course of time
Inactive Attitude- Circle Two
Consciously ignoring the need to take conscious decisions
Result of
Either utter lethargy toward other’s concern
Or inability to evaluate risks associated with decision making
Or authoritarian approach to any issues not relevant for personal gain
Or specific disregard if there is no immediate impact
Or waiting for nexus-partners (in politics) to direct course of action
39. Reactive Attitude- Circle Three
Responding only when forced to do so, for example, ‘house on fire’ or
legal requirement
Result of
Either no vision about the future
Or inability to distinguish between the routine & the important
Or delaying action on futuristic issues, as far as possible
Or complete indifference to matters of long-term consequences
Or pure habit of being the last man standing, even when others flee
Proactive Attitude- Circle Four
Anticipating tomorrow’s issues & the need to meaningfully respond well
before problems arise
Result of
Ability to foresee the emerging trends
Eagerness not to be caught flat-footed by surprises
Showing understanding of new success-factors
Being in constant readiness to evaluate associated risks and
Concern for all stakeholders
40. Interactive Attitude- Circle Five
Anticipating tomorrow’s issues and the need to take all stakeholders in
confidence
Result of
Ability to trust and be trusted by all stakeholders
Eagerness to work in close partnerships with them
Showing sensitivity toward their expectations
Re-aligning strategies & business plans as required and
Total commitment to Triple bottom line concept
42. Role of wealth in Happiness- Typical Situation
Initial acquisition Points of
of wealth adds to sufficiency
happiness More wealth beyond
this point tends to be
counter productive &
Quantum of happiness
often results in
reducing level of
happiness
Likely optimum
balance
Quantum of wealth
43. Role of wealth in Happiness- Preferred Situation
Initial acquisition Points of
of wealth adds to sufficiency
happiness
Quantum of happiness
This state exists when one willingly
shares one’s good fortunes with the
underprivileged sections of the
society
Likely optimum
balance
Quantum of wealth
44. Living in Harmony
Life in Harmony – Harmony with the people
around & Harmony with the space around
Experience is not what happens to you, it is
what you do with what happens to you .
Feelings are not emotions that happen to you.
They are reactions you choose to have.
You may not be able to change events, but you
can certainly change your attitude to events
45. Concept of Triple Top line
Human nature which is a reflection of one’s own ego is such that it finds
it easier to be miserable than to be happy.
If one can keep one’s egoist mind within the dictates of one’s intellect &
exercise choices with discrimination , one would find it easier to be
happy.
Follow this path & experience a Triple top line – Joy, Peace &
Contentment in your personal life & all around you.
This generates self-worth & confidence & makes you fearless.
46. Discovering Real Wealth
Inner wealth has two amazing characteristics
It is there in every human being. This is the privilege of
being born on this planet
The task one faces is how to discover and harness this
wealth
Once you have discovered your own “ inner wealth” , you
find something uniquely striking about it; the more you use
it, the more it expands
48. Life with Triple Top Line
Human beings were created for Joy and not for Pleasure
The moment we realize the difference between Joy & pleasure
the context ends and we are ready to take the first step towards
living a life of purpose.
Pleasure
Momentary & transitory, usually sensory
True joy is eternal
Pleasure result of external factors & dependent on others
Joy
Arises within , it is nothing to do with
outside
It is the spontaneous flow of your own
positive energy
Consequence of your own virtuous actions
& dispositions
49. Life with Triple Top Line
Peace
It is the natural consequence as soon as our minds
abandon the feeling of “otherness of others”.
Contentment
It is not the fulfillment of what you want, but the
realization of how much you already have.
50. 6
Leadership Lessons from History
Perspective from Egypt, India, China , Greece & Italy
51. Perspective
Writings of Ptahhotep- Egyptian Perspectives on
Leadership – 2200 BC
Robust Authority
Perceptive heart
Equitable justice
Patanjali’s Yoga Sutras – Ancient India – 2000 BC
Non-Violence
Truthfulness
Non-stealing
Non-receiving of gifts
52. Perspective
Lao-Tzu’s Tao Te Ching- 500 BC to 600 BC
Selflessness
Unbiased Leadership- being fair & Just
Facilitator
Plato’s Dialogues & “ The Republic”- Greek -400 BC
Kautilya’s Arthashastra – 300 BC
Community welfare
Conscientious Top Management
Anger, Greed, Pride, Freight
Good organizational framework
Machiavelli’s “The Prince” – Italian treatise on leadership –
AD 1500
56. 8
Wholeness
( The 1st trait of Exceptional Leadership)
57. What is Wholeness
Wholeness means
The whole view
The entire perspective
The complete story
The total understanding
The uncensored version of full picture
Perceived from all angles
From all directions
The wholeness view is taken from outside, from the
perceiver’s vantage, with reference to the mind & processed
in the intellect
58. But that is half the job…
The “Whole Wholeness” comes about when
the same process
Is repeated naturally
Without Volition
By taking similar complete view
Understanding the same situation from
the inside
As perceived by other’s eyes
With reference to other’s mind
As processed in the others’ thoughts
This is first trait in the tripod of future leaders
59. Wholeness is a 720 degree view
Wholeness is the view
from inside & outside
How does one perceive
the view from inside ?
Simple you go deep
within yourself
Tune the antennas of
your mind & thoughts to
the wavelength of those
who are inside the prism
The inside view is very
different from the
outside view
That is when the
wholeness is felt
60. Wholeness & Sense of responsibility
Abdication of Individual responsibility leads to the violation
of individual rights
Human experience & awareness is usually fragmented &
localized
Our concerns are partially focused on our abstract selves,
families, groups , races or countries in alienation from the
concrete whole that comprises our universe.
Those who aspire wholeness will no
longer feel alienated , they feel they are
aligned to everything around them.
61. Integration & Differentiation
Analytic view point- wholeness is an amalgam of
integration & differentiation.
Can be viewed in terms of unity & diversity, relationship &
uniqueness & context and interiority
Unity includes anything that holds a whole together
Diversity generates vitality & evolution
Relationship connects people & things , events &
possibilities, generating energy.
Uniqueness means that everyone, every moment has
qualities possessed by no other person .
Context is what’s around us- conditions & mindsets that
contain everything that’s a part of the big picture and gives
it meaning
62. Dialogue Vs. Discussion
Dialogue is exploring the frontiers of
what it means to be human
Foundation that leads to personal & organizational
transformation
Creating environments of high trust & openness
Focus is on creating fuller picture of reality rather
than breaking it down into fragments, as it happens
in discussion.
No emphasis on winning , but rather learning,
collaboration & the synthesis of points of view
Creates a community based culture of co-operation
& shared leadership
Discussion on the other hand
Is an activity wherein we throw our opinions back &
in an attempt to convince each other of the rightness
of our points of view
64. Four guidelines for Dialogue
Suspension of Judgment
Foundation of dialogue
Create a space between our judgment & our reaction & our
reaction to other views
Opens door for listening
Uncover one’s assumption
By learning how to identify our assumptions
Understand core misunderstandings
Build common ground & consensus
Listening: Key to perception
Listening allows the integration & synthesis of new insights &
possibilities
Inquiry & Reflection
Inquiry elicits information, reflection analyzes it
Combination allows us to learn , think creatively & to build on
past experience
65. Creating an Integral culture
Business-as-usual forces that want to maintain the existing institutions &
ways of doing things, and keep the world’s economic wealth in the hands
of those who currently possess its
Nostalgic forces that want to go back to an earlier time & way of doing
things to a simpler, less anarchic period characterized by traditional
values & slower pace of change.
Insightful forces that recognize that neither of
the above approaches are viable.
Making a small difference in the lives of
others can bring unbounded joy.
Leading a life of service can bring righteous
peace.
Sharing your heart with others can bring
unlimited contentment from deep within.
66. 9
Compassion
( The 2nd trait of Exceptional Leadership)
67. What is Compassion
Compassion means
Feeling of unconditional concern
Love for others
With sense of responsibility
Irrespective of whether the other person is close friend
or roe
Known or unknown
Compassion is
Tolerance, Generosity & humility
Emanates from positive thoughts & feelings within us that
give rise to hope, courage & inner strength in others
68. How do develop Compassion ?
Self-centeredness inhibits our love for others
For true happiness we need calm mind which is brought by a
compassion attitude.
This attitude cannot be selective – applies equally to all
beings
Important to lead a life of constant mindfulness & mental
alertness
In Sanskrit compassion is called “ Karuna” –means sense of
shared suffering, showing special kindness to those who
suffer
70. Four-Step ladder of Compassion
Fulfillment
Of resolve and discovery
of associated joys &
hidden self-potential
Realization
That it is not difficult to
be compassionate.
Intents becomes resolve
Recognition
Of one’s inner feelings &
developing the “ intent to
be compassionate”
Awareness
Of compassion as
default-trait in 2/3rd
of human race
Journey of Thought
71. 10
Transparency
( The 3rd trait of Exceptional Leadership)
72. Corruption Risks in Corporate Activity
Dominant obstacles to Transparency is
the practice of corruption by Corporate
Leaders to seek Special favors from the
State or Central.
Corruption Risks
Insider trading & Corporate fraud –
initiated by Management/
Board/Employees/ Owners.
Commercial Bribery – In connivance
with suppliers & customers
Collusion & cartels- in complicity with
competitors
Regulatory & policy capture –
Impacting its role & relationship in
society
73. Infosys
Acknowledged as one of the best governed companies in the globe.
One most important reason – Their unflinching commitment to
Transparency.
Company founded on certain inviolate principles
The soften pillow is clear conscience
When in doubt , disclose
Don’t use corporate resources for personal benefit
Put a long-term interests ahead of short-term ones
A small slice of a large pie is better than a large slice of small pie;
the company’s growth depends on management’s sharing profits
with all employees
Transparency, Openness & Ethics are the 3 revolving points of the same circle
Each supports the other & get strengthened by the other
Together they signify the highest level of integrity & truthfulness
This in turn leads to strong bonds of irrevocable trust between the company & its
stakeholders
75. Stone & Glass window
When the stone is thrown at a glass window – the glass
breaks.
If the glass was strong, it would not break.
“ You have a much greater opportunity & potential to
strengthen your own “ Glass” yourself & decrease in
vulnerability to break “
76. Fundamental Personal Value System
Wholeness, Compassion & Transparency
The faculty of choice imbibes a hitherto
unknown conviction of strength & a benign,
benevolent consciousness starts to influence
our thoughts.
Radically different leaders emerge
Leaders who are at peace with themselves
& at peace with the globe
Leaders who contribute & they make the
world better
Leaders who look outwards for wholeness,
Compassion
Leaders who find the balance & do that with
TRANSPARENCY
77. Steps to Fundamental Personal Value System
Virtues Highest Aspiration for
Humanity
Internalization
Acceptance
78. The Challenges ( It is difficult , because it is not easy)
Move from Preparation to Action
It is Difficult
Because one has to realize this oneself , through
oneself
It is Easy
Because it is so close.
It is already there- right within you
It is almost like touching the tip of the right hand
finger with the tip of the left hand finger
What you need is conviction & determination
79. You have a choice to make
Traits relating to Strength within
Physical traits
Basic Intelligence ( grey matter)
Energy & Drive ( health & stamina)
Professional will ( ambition)
Traits relating to interface with outside world
Mind traits
Pragmatic Visionary –Ability to spot & foresee ( dreaming what
is feasible & envisioning how)
Transactional skills-Ability to build teams, set goals & motivate
people to get results ( Human resource skills)
Perseverance – Ability to overcome obstacles & find workable
solutions around the challenges
80. What you do W-H Matrix
Impact of
Doing right things with Doing right things with Unconscious/
Doing Right things
Low Efficiency high efficiency
Conscious
Slow Progress –SP Rapid Progress- RP Choices
Doing wrong things Doing wrong things
Doing wrong things
with Low Efficiency with high Efficiency
Slow Demise - SD
Rapid Demise – RD
How do you do it
Low Efficiency High Efficiency
81. What you do Where a company belongs in W-H Matrix
Slow Progress –SP Rapid Progress- RP
Doing Right things
C-3
Exceptional
Leader’s choice
C-2
Status quo with
caution Rapid Demise – RD
Doing wrong things
Slow Demise - SD
C-1
Business as
Usual
How do you do it
Low Efficiency High Efficiency
82. Impact of your Choice- on the future of your organization
83. If a leader thinks he has developed the traits of
Wholeness and Compassion,
then he shall have simultaneously developed
the trait of Transparency.
No further effort is necessary
84. Such leaders are at peace with themselves & at
peace with the world.
They contribute; they make the world better.
They look outwards for wholeness.
They look inwards for compassion.
They find the balance, and do that with
transparency
85. Conclusion
Man’s aim is to move towards an integral perfection.
The Sadhna for this does not exclude the world.
He has first to be convinced of this in his mind and life.
He can then advance towards perfection through any work
so long as that is done with inner sincerity.
One has to discover one’s inner truth and allow it as fully
as possible to direct one’s whole life.
It is not an easy path.
But there is no other way.