Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
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.
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
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
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
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.
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
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
Throughout the book, the authors provide practical insights into the following three pillars of digital transformations that successfully scale:
• Reinventing the business model
• Building out a business architecture from the customer back into the organization
• Establishing an 'amoeba' IT and organizational foundation that learns and evolves
The learnings from this book are:
• How to build a 3-stage structure to help prioritize strategic and operational challenges that will digitize the organization.
• To understand the roles and importance of new technological positions, such as the Information Technology function and CDO.
• To set digital milestones to track the progress on the transformation of the organization – towards digital transformation & Digital culture.
• To rethink traditional business architecture while redesigning the agile organization.
The book is a useful guide for all leaders who recognize the power and promise of a digital transformation - who want to avoid being steered by 3rd parties - and chart their own course in the digital economy
Inspiring business leaders making a difference 2019CIO Look Magazine
CIO LOOK oversees the Global Company Leaders in Inspiring Business Leaders Making a Difference, who share their experiences, achievements, and challenges.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
In order to celebrate the crucial characteristics and novel approaches of the world class entrepreneurs Insights Success has curated a list of “The Most Inspiring Entrepreneurs of 2019” which are exemplifying the meaning of entrepreneurship.
Inspiring CEOs’, Insights Success presents to you the leading CEOs who are transforming their business, while creating a major impact on the industry as a whole
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Inspiring business leaders making a difference 2019CIO Look Magazine
CIO LOOK oversees the Global Company Leaders in Inspiring Business Leaders Making a Difference, who share their experiences, achievements, and challenges.
The Importance of Business Acumen: One Manager's JourneyParadigm Learning
Business Acumen, knowing the business of your business, is a key ingredient to providing excellent human resource capability within an organization.
In this presentation, follow Ted as he learns how business acumen affects his role as Operations Manager. You will see the value in why all managers - and employees for that matter - should have a keen sense of business acumen.
With CMI's full suite of leadership and management apprenticeships, you can offer your management apprentices a recognised professional development pathway ultimately leading to Chartered Manager status.
Some thoughts for any business, consultancy or agency looking to transform and grow through the power of purpose....would love to hear from you
ralph@thebrandexperienceconsultancy.com
In order to celebrate the crucial characteristics and novel approaches of the world class entrepreneurs Insights Success has curated a list of “The Most Inspiring Entrepreneurs of 2019” which are exemplifying the meaning of entrepreneurship.
Inspiring CEOs’, Insights Success presents to you the leading CEOs who are transforming their business, while creating a major impact on the industry as a whole
Trigger Strategies - Brand Influence and Presence - The 3 Keys to the C-Suite...Neil Thornton HBA, MA
A new report for the Human Resource Professionals Association, directed to the Human Resource manager. Brand, Influence and Presence are the 3 keys to success.
3 one minute Xamarin : Custom ListView Zayen Chagra
Serie of Code tutorials to start Mobile development with Xamarin Forms. In one minute you can use this tutorial to understand and code basic samples of this technology. I am using these presentations as part of activities as a trainer and associate professor.
Autocratic Leadership and Qualities of a Good Leader
Introduction
Maintain your relevance and stay adaptable in today's time in an ever-changing environment? Become a better leader by learning how to efficiently adapt to change yourself accordingly. Adoption is the most important key to success in entrepreneurships.
Big changes of adoption happened in the past in the smartphone industry. Before Android started in smartphones, at that time it was the most popular Nokia brand. But when the Android operating system started in the smartphones officially. The key decision in Android history was Google's commitment to make Android an open-source operating system. That allowed it to become highly popular with third-party phone makers. Just a few years after the launch of Android 1.0, smartphones powered by the new OS were everywhere.
Autocratic Leadership and Democratic Leadership aren't good for a company, in leadership a person's combination of both in great leadership. Qualities of a Good Leader, that makes a person Good leader in entrepreneurship.
Leadership is not just about achieving company goals, and making the company profitable and focusing on business stability. In a business, leaders who are the main key person who decides the company or organizational future and contribute to achieving company goals and visions. How much a company will become successful totally depends on a business leader, who leads the company commands.
Leadership responsibility, solving the huge problems and focusing on solutions. Those are mainly focused on problem solving approaches. And a solution oriented person in a company. That person takes the responsibility of a company. Regarding company growth, company profitability, company stability.
In today's society we need to require a different set of skills than it did in the past. It's undeniable that social media platforms like Twitter, Facebook, Instagram and Tiktok have dominated and changed the way we compete in the business landscape. With a sea of competitors, it now matters how we present ourselves online and how we create experiences that are attractive to our clients and customers.
Although some leadership skills, qualities and leadership habits remain the same, refusing to adapt to the current norm will make it difficult for a leader to stay in the game. Most challenging: how do we adapt to change in this fast-paced digital world? But how do we keep up and stay relevant as a leader?
Term project 21st century business leadership-public speaking (94189)-fall 2016Muhammad Asif Khan Awan
Focuses to mention the characteristics that has been required to become an effective leader in the ongoing 21st century, in order to lead the business organizations in this global village.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
IN THIS SUMMARY
CEOs face a life that not many people have the opportunity to experience. Not only are they in a position to effect great change, but as leaders of companies, they also have an incredible amount of responsibility and accountability on their shoulders. Adapting to change and navigating a company through both success and failure can be hugely challenging, yet there are CEOs who seem to do it with ease and confidence. What are their secrets? In The New Secrets of CEOs, authors Steve Tappin and Andrew Cave explore this very question and delve into the mindset of a CEO. After conducting hundreds of interviews with CEOs, Tappin and Cave present a broad spectrum of executive insights, thoughts on what drives them, and how they operate.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/new-secrets-ceos
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Transfiguring Future of Innovations |Transformational leadershipCIO Look Magazine
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Term project 21st century business leadership-public speaking (94189)-fall 2016
1. Term Project
Final Presentation Topic
21st
Century
Business Leadership
Name: Muhammad Asif Khan
Student ID: MB-2-05-51271
Semester: Fall 2016
Campus: PAF-KIET (City Campus)
Course Name: Public Speaking (English -II)
Course ID: 94189
Course Instructor: Miss Yusra Asad
3. These are the business leaders of the preceding
Century.
Serve to Lead is a manual for 21st century business
leadership effectiveness.
It includes a working definition of 21st century leadership, as well as a comparison between
21st century leadership with 20th century leadership.
Heading up a successful company today is a lot different than it was 50 years ago. What skills
do you need to lead your business to success--not just today but also in the future?
As an entrepreneur, leadership is the most important part of your job. But in a constantly
changing business climate, you can't model yourself on leadership archetype from the past
and expect to meet the challenges of today's workplace.
Serve to Lead- The Key Questions of 21st Century Leadership
Serve to Lead is a system. It provides a down-to-earth, actionable approach by which you can
effectively bring your values and talents to fruition, serving others effectively in your work
and life.
And, in the doing, you’ll increase your personal fulfillment through vitalized relationships.
Serve to Lead urges that you apply four questions to interpret and navigate through ongoing
experience:
Who Are You Serving?
How Can You BestServe?
Are You Making Your Unique Contribution?
Are You Improving Every Day?
With these four questions, you can find your calling, that place where your capacities
combine to meet the world’s need.
No matter how complex, every question of leadership can be analyzed from this foundation.
So, too every question of management or communication (these capacities are, perhaps, best
understood as functions of leadership).
So it is necessary to know, what are the traits the
21st century leader needs to succeed?
4. Some of the factors that make a great leader haven't really changed. The abilities to innovate
execute and are a strong role model for your staff will always be essential. But in addition to
these qualities, a new leadership style is emerging, with skills uniquely tailored for success in
today's environment.
Today's successful business leader is decisive, insightful and constantly challenging
company conventions to keepideas flowing, says management consultant Mark Stevens,
author of Your Management Sucks.
This Enlightened Warrior is the model of the 21st century leader.
Enlightened, Stevens says, in the sense that a modern leader identifies opportunities before
the competition, taking in information from all sides to spot possible new directions.
The warrior side symbolizes a passion for achieving a goal and also a willingness to go on the
attack--against the competition, and against weaknesses in yourself and the organization.
Several new factors in the current business environment demand this kind of creative
thinking, leadership experts say. One is the increasingly rapid pace of technological change,
which opens up new possibilities for nearly every business.
Being a 21st Century Business Leader
When you think of a leader, some traits that come to mind are:
Strength,
Decisiveness, and
Passion.
Exhibiting all of these traits is critical, but in addition to these qualities there is a new set of
skills that are required for success in today’s business world.
The 21st century business world is fast-paced, information-driven, and technological. At the
current pace, today’s leaders need to constantly evolve and adapt to problems as they arise.
It’s not just about being decisive; it’s about making a compelling decision in minutes. Using
the recent global economic downturn as a prime example, business leaders needed to seek
new solutions, fast, and confront threats to their businesses head-on.
Be a 21st century leader and climb the corporate ladder you must
possess the following characteristics.
Adaptability:
Adaptability to the ever-changing marketplace is a characteristic that will help 21st century
business leaders thrive. The ability to innovate and execute is essential, but without
adaptability, your business will fall behind in our rapidly evolving world. Exploring creative
solutions to challenges is fundamental in the 21st century business world because businesses
5. constantly face trade-offs. A successful leader will be adaptable by being open-minded and
bringing in new perspectives to confront new business challenges.
Self-Awareness:
Before leaders can tackle the challenges at their organizations, they have to look in the
mirror, says Ken Blanchard, co-author of the management classic The One Minute Manager,
and more recently author of Leading at a Higher Level.
"The journey of leadership is first taking a look at yourself,"
He explains.
"Then you're ready to deal one-on-one, then you can take over a team, and then an
organization."
Leaders need to look within and root out negative patterns. Gilburg says two types are
common today:
Autocrats who like to make big decisions but don't take responsibility for fulfilling
their goals, and
Abdicrats who shift key decisions onto others when they should be leading. "It's not
about the tools and techniques," he says. "It's about the user of the tools."
Once you've assessed your leadership strengths, you can play to those, work on improving
weak areas, or hire people whose strengths will complement your own.
Accurate Foresight:
Accurate foresight is another essential trait for 21st century business leaders. You need to
have a clear vision of whom you are, your business goals, and where you see you and your
business develop. Many leaders spend their days dreaming about the future without taking
initiative. Articulate a compelling future vision, develop an operations strategy, and execute
that strategy. As a part of the aforementioned adaptability trait, reevaluate your strategy from
time to time so it stays current with the changing times in which we live.
Have an articulated vision of your goals and you will finish first, a 21st century business
leader is decisive, flexible, and has an articulated vision that they are willing to execute. But
most importantly, leaders need to have the ability to inspire trust.
Inspiring trust:
Inspiring trust is critical because your vision will not move forward without the trust from
your investors and co-workers. Investors won’t want to take a risk on your venture unless
they are convinced about your vision, and co-workers will not recognize you as their leader
unless they trust you. You have to make ethical and moral business decisions and you will
become a successful 21st century business leader.
6. In the 21st century the most successful leaders will focus on sustaining superior performance
by aligning people around mission and values and empowering leaders at all levels, while
concentrating on serving customers and collaborating throughout the organization.
Aligning:
The leader’s most difficult task is to align people around the organization’s mission and
shared values, which is far more challenging than making short-term numbers. Gaining
alignment is especially difficult in far-flung global organizations where local employees may
be more loyal to native cultures than their employers, especially regarding business practices.
Traditional leaders thought they could solve this problem with rulebooks, training programs
and compliance systems, and were shocked when people deviated. Aligned employees
commit to the mission and values of the organization, and want to be part of something
greater than them.
Johnson & Johnson is a classic case of an aligned organization that uses its famed Credo to
guide global employees in their actions.
Empowering:
Hierarchical leaders delegate limited amounts of power in order to retain control. In contrast,
21st century leaders empower leaders at all levels, combined with sophisticated
accountability systems to ensure commitments are met.
Serving:
As Polman points out, the leader’s first obligation is not to shareholders, but rather to
customers. CEOs who spend too much time listening to Wall Street risk ignoring their most
important stakeholder — their customers.
Any organization that doesn’t provide its customers with superior value relative to
competitors will find itself going out of business. Employees are much more motivated by
serving customers than they are by getting stock prices up, and that’s what leads to
innovation and superior customer service.
Satisfied customers and motivated employees are keys to sustaining revenue growth and,
ultimately, shareholder’s value.
Collaborating:
The challenges businesses face these days are too complex to be solved by individuals or
even single organizations. Collaboration — within the organization and with customers,
suppliers, and even competitors — is required to achieve lasting solutions. Leaders must
foster this collaborative spirit, eliminating internal politics and focusing on internal
cooperation.
After becoming CEO of IBM, Sam Palmisano transformed IBM’s long-standing bureaucracy
into an “integrated global network,” shifting to “leading by values” and breaking down
silos that kept people from collaborating.
7. The ultimate measure of effectiveness for leaders is the ability to sustain superior results over
an extended period of time. Organizations filled with aligned, empowered and collaborative
employees focused on serving customers will outperform hierarchical organizations every
time. Top-down leaders may achieve near-term results, but only authentic leaders can
galvanize the entire organization to sustain long-term performance.
21st
century business leaders need to rebuild the trust that has been lost in
capitalism.
Some Things still don’t Change…….
There are some basic skills leaders have always needed. The only difference is that now these
skills are even more crucial. A few key classics:
Walk the Walk:
If you're not staying late to make the big project deadline, employees won't either, says Evan
Wittenberg, director of the Wharton Graduate Leadership Program at the University of
Pennsylvania in Philadelphia.
The ethical standards you model will be picked up by employees, he notes.
"You've got to lead the organization in a way you'd want others to emulate when you're
not around."
Innovate:
Too few leaders are creating organizations designed to encourage innovation, says Lepsinger.
If there isn't a system in place to share new ideas and move those ideas along to become
salable products, innovation will be stifled. He says,
"You need to get everyone trained to think out of the box and be creative."
Execute, Execute, Execute:
One of the biggest leadership gaps these days is between vision and execution, says
Lepsinger. Too many leaders spend their days dreaming about the big picture, while research
shows more than half of workers despair of being able to execute on the boss' sweeping
vision.
9. Now let’s find out, who they are and their cause of fame.
Sam Walton, Co Founder of Wall Mart
Jack Welch former CEO of General Electric
Warren Buffet, CEO of Berkshire Hathaway
Name: Samuel Moore Walton
Date of Birth: March 29, 1918
Place: Kingfisher, Oklahoma, USA
Nationality: American
Alma Mater: University of Missouri, 1940
Occupation: Founder of Wal Mart and
Sam’s Club
Net Worth: US$ 4.6 Billion (At the time of
death)
Died: April 05, 1992 (Aged 74 years)
Name: John Francis Welch, Jr.
Date of Birth: November 19, 1935
Place: Peabody, Massachusetts
Alma Mater: University of
Massachusetts Amherst,
University of Illinois
Occupation: Chairman & CEO Of
General Electric
Net Worth: US$ 750 Million (2012)
Name: Warren Edward Buffet
Date of Birth: August 30, 1930
Place: Omaha, Nebraska, USA
Alma Mater: University of
Pennsylvania, University
of Nebraska-Lincoln
Columbia University
Occupation: Chairman & CEO Of
Berkshire
Net Worth: US$ 66.4 Billion (August
2016)
10. Lee Lacocca, Former CEO of Chrysler
Johan Reed, Former CEO of Citigroup
Name: Lido Anthony Lacocca
Born: October 15, 1924
Place: Allentown Pennsylvania,
USA
Nationality: American
Alma Mater: Lehigh University
Occupation: Businessman, Former
Chrysler Chairman,
Former Ford President
Name: John Shepard Reed
Born: 1939
Place: Chicago, Illinois, USA
Alma Mater: MIT Solan School of
Management-1965
Occupation: Founder & CEO of
Citigroup