the art of management(leadership)

How to be a great leader ?
Prepared by
Dr. AHMED NABIL
CEO LINKOPHARM
Dr.Ahmed Nabil 1

Remember
• When the team lose. the first thing they do they
change the manager.
Dr.Ahmed Nabil 2

Management
“The essence of knowledge is, having it, to use it.”
Dr.Ahmed Nabil 3

Manager or leader
• We don’t need any more managers .
• We need leaders.
• So who is the leader?
• Leader is an effective manager .
• Who is the effective manager?
Dr. Ahmed Nabil 4

• “manage themselves and the people they
work with so that both the organization and
the people profit from their presence.”
“Effective managers,”
Dr.Ahmed Nabil 5

Sales Leadership,
Sales Management, and
Sales Supervision
Sales Leadership:
The ability to influence others to achieve
common goals for the collective good of the
sales organization and company.
Sales Management:
Activities related to the
planning,
organizing,
staffing,
implementing, and
controlling the sales function. Dr.Ahmed Nabil 6

• People Who Feel Good About Themselves
• Produce Good Results
• “helping people to feel good about themselves
• is a key to getting more done.”
• What does it take to win?
• Have a positive attitude never let yourself be a
victim, and for goodness’ sake—have fun.
Remember
Dr.Ahmed Nabil 7

Leadership
IT’S NOT JUST ABOUT YOU
• Before you are a leader, success is all about growing
yourself.
• When you become a leader, success is all about
growing others.
• But you cant grow others without growing yourself
Dr.Ahmed Nabil 8

RULE 1. Leaders relentlessly upgrade their team, using
every encounter as an opportunity to evaluate, coach,
and build self-confidence.
• There are lucky breaks and bad calls in any season,
but the team with the best players usually does win.
And that is why, very simply, you need to invest the
vast majority of your time and energy as a leader in
three activities.
Dr.Ahmed Nabil 10

• 1-You have to evaluate—making sure the right people
are in the right jobs, supporting and advancing those
who are, and moving out those who are not.
• 2-You have to coach—guiding, critiquing, and helping
people to improve their performance in every way.
• 3- And finally, you have to build self-confidence—
pouring out encouragement, caring, and recognition.
Self-confidence energizes, and it gives your people
• the courage to stretch, take risks, and achieve
• beyond their dreams. It is the fuel of winning teams.Dr.Ahmed Nabil 11

RULE 2. Leaders make sure people not only see
the vision, they live and breathe it.
• Targets can′t be so blurry they can’t be hit.
• Your direction has to be so vivid that if you
randomly woke one of your employees in the
middle of the night and asked him “Where are we
going?” he could still answer in a half-asleep .
Dr.Ahmed Nabil 12

. 3-Leaders get into everyone’s skin, exuding
positive energy and optimism.
• “The fish rots from the head.”
• it describes the effect of a bad attitude at the top
of any team.
• Eventually, everyone’s infected
• An upbeat manager who goes through the day with
a positive outlook somehow ends up running a
team or organization filled with ...well, upbeat
people with positive outlooks.
• A pessimistic sourpuss somehow ends up with an
unhappy tribe all his own.
• Unhappy tribes have a tough time winning .Dr.Ahmed Nabil 13

• Of course, sometimes there are good reasons to be
down. The economy is bad, competition is brutal
whatever. Work can be hard.
• But your job as leader is to fight the gravitational
pull of negativism.
• That doesn’t mean you sugarcoat the challenges
your team faces.
• It does mean you display an energizing, can-do
attitude about overcoming them.
• It means you get out of your office and into
everyone’s skin, really caring about what they’re
doing and how they’re faring as you take the hill
together. Dr.Ahmed Nabil 14

RULE 4. Leaders establish trust with
candor, transparency, and credit.
• For some people, becoming a leader can be a real power trip.
They relish the feeling of control over both people and
information
• And so they keep secrets, reveal little of their thinking about
people and their performance, and hoard what they know
about the business and its future.
• Your people should always know where they stand in terms of
their performance.
• They have to know how the business is doing. And sometimes
the news is not good—such as imminent layoffs— and any
normal person would rather avoid delivering it. But you have
to fight the impulse to pad or diminish hard messages or
you’ll pay with your team’s confidence and energyDr.Ahmed Nabil 15

RULE 5. Leaders have the courage to make
unpopular decisions and gut calls.
• there are times you have to make hard decisions—let people go.
Sometimes the hardest gut calls involve picking people.
• You meet a candidate who has all the right stuff. His résumé is
perfect: prestigious schools and great experience. His interview is
impressive: firm handshake, good eye contact, smart questions,
and so on. But something nags at you. Maybe he’s moved around
an awful lot—he’s just had too many jobs in too few years without
enough explanation. Or his energy seems too frantic. Or one
previous boss said nice things about him but didn’t sound as
though he really meant them.
• And you’re left with that uh-oh feeling in your stomach again.
Don’t hire the guy.
• You’ve been made a leader because you’ve seen more and been
• right more times.
• Listen to your gut. It’s telling you something.
Dr.Ahmed Nabil 16

RULE 6. Leaders probe and push with a curiosity that
borders on skepticism, making sure their questions are
answered with action.
• When you are an individual contributor, you try to have
all the answers. That’s your job—to be an expert, the
best at what you do, maybe even the smartest person
in the room.
• When you are a leader, your job is to have all the
questions. You have to be incredibly comfortable
looking like the dumbest person in the room. Every
conversation you have about a decision, a proposal, or
a piece of market information has to be filled with you
saying, “What if?” and “Why not?” and “How come?” If
you don’t make sure your questions and concerns are
acted upon, it doesn’t count.Dr.Ahmed Nabil 17

RULE 7. Leaders inspire risk taking and
learning by setting the example.
• If you want your people to experiment and expand
their minds, set the example yourself.
• “Learn from them. In the best-case scenario, all
your people will be smarter than you.
• It doesn’t mean you can’t lead them.”
Dr.Ahmed Nabil 18

RULE 8. Leaders celebrate.
• Celebrate and have fun when the missions are
accomplished.
• your job was about yourself.
• Now, it’s about them.
Dr.Ahmed Nabil 19

Criteria of leaders
Dr.Ahmed Nabil 20

1- they are good navigators
• Predetermine a Course of Action.
• Lay Out Your Goals.
• Adjust Your Priorities.
• Notify Key Personnel.
• Allow Time for Acceptance.
• Head into Action.
• Expect Problems.
• Always Point to the Successes.
• Daily Review Your Planning.Dr.Ahmed Nabil 22

2-LEADERS TOUCH A HEART BEFORE THEY
ASK FOR A HAND
• YOU CAN’T MOVE PEOPLE TO ACTION UNLESS YOU FIRST
MOVE THEM WITH EMOTION.
• THE HEART COMES BEFORE THE HEAD
• “PEOPLE DON’T CARE HOW MUCH YOU KNOW UNTIL THEY
KNOW HOW MUCH YOU CARE,”
• Don’t ever underestimate the importance of building
relational bridges between yourself and the people you lead.
There’s an old saying:
• To lead yourself, use your head;
• to lead others, use your heart.
• That’s the nature of the Law of Connection.
• Always touch a person’s heart before you ask him for a handDr.Ahmed Nabil 23

3-Leaders show empathy
• Cognitive
• Emotional
• Support
• Example: target
Dr.Ahmed Nabil 24

4-THE LAW OF BUY-IN
PEOPLE BUY INTO THE LEADER, THEN THE VISION
• The leader finds the dream and then the people.
The people find the leader, and then the dream.
• People buy into the leader first, then the leader’s
vision.
• First you have to become a better leader; you must
get your people to buy into you.
• That is the price you have to pay if you want your
vision to have a chance of becoming a reality.
Dr.Ahmed Nabil 25

Gathering the team.
There is no leader without followers.
Dr.Ahmed Nabil 27

Hiring
WHAT WINNERS ARE MADE Of .
first who then what.
• “What is the one thing you should ask in an
interview to help you decide whom to hire?”
• Hiring good people is hard.
• Hiring great people is brutally hard.
• And yet nothing matters more in winning than
getting the right people on the field. All the clever
strategies and advanced technologies in the world
are nowhere near as effective without great people
to put them to work.
Dr.Ahmed Nabil 28

The first test is for integrity.
• you need to rely on reputation and reference
checks. But those aren’t foolproof. You also have to
rely on your gut. Does the person seem real? Does
he openly admit mistakes? Does he talk about his
life with equal measures of candor and discretion?
• Over time, many of us develop an instinct for
integrity. Just don’t be afraid to use it.
Dr.Ahmed Nabil 30

The second test is for intelligence.
• Sometimes people confuse education with
intelligence.
• smart people come from every kind of school
Dr.Ahmed Nabil 31

The third ticket to the game is
maturity.
Dr.Ahmed Nabil 32

• You can, by the way, be mature at any age, and
immature too. Regardless, there are certain traits that
seem to indicate a person has grown up: the individual
can withstand the heat, handle stress and setbacks,
and, alternatively, when those wonderful moments
arise, enjoy success with equal parts of joy and
humility.
• Mature people respect the emotions of others.
• They feel confident but are not arrogant.
• In fact, mature people usually have a sense of humor,
especially about themselves!
• As with integrity, there is no real test for maturity.
• Again, you have to rely on reference checks, reputation,
and most important, gut.
Dr.Ahmed Nabil 33

The fourth is energy
• Positive energy.
• Healthy and vital.
• Bias to action.
Dr.Ahmed Nabil 34

1. How do you actually interview
somebody for a job?
• That uh-oh feeling is usually a sign that the
candidate is not what he seems
• At some point in the interview process, when it’s
your turn, make sure you exaggerate the challenge
of the open job; describe it on its worst day—hard,
contentious, full of uncertainty. As you crank it up,
see if the candidate keeps saying, “Yes, yes, yes!” If
he does, you should worry that he has few other
options, if any. You may even be his sole hope of
employment. Dr.Ahmed Nabil 36

• Finally, after all the talking is done, don’t check just
the references the candidate gives you.
• Call around—but you know that. When you do,
don’t allow the conversation to be perfunctory.
Stop yourself from doing something natural—just
hearing the good news you want to hear.
• Force yourself to challenge anything that sounds
like lawyer-speak. Promise you won’t repeat what
you hear. Doing that, you’ll get what I did more
times than I can count: “You’ve got to be kidding!
We were happy to get rid of that guy!”
Dr.Ahmed Nabil 37

What is the one thing you should ask in an interview
to help you decide whom to hire?
• it would be about why the candidate left his previous
job, and the one before that.
• Was it the environment? Was it the boss? Was it the
team? What exactly made you leave? There is so much
information in those answers. Keep digging and dig
deep. Maybe the candidate just expects too much from
a job or a company—he wants a boss who is entirely
hands-off or teammates who always agree. Maybe he
wants too much reward too fast. Or maybe she’s
leaving her last job because she has just what you
want: too much energy to be held back, so much ability
to energize she wants to manage more people, too
much edge for a namby-pamby employer, and such a
strong ability to execute she needs more challenge.Dr.Ahmed Nabil 38

• #1: When in doubt, don't hire-keep looking
• . A huge part of our transition can be attributed to
our discipline in picking the right people."
"Always Looking for Great People."
Dr.Ahmed Nabil 39

Training
• Field training.
• One on one.
• Role play.
• Demonstrate.
• Materials (hard-soft)
• Continuous process.
• Lead by example.
• No thing worse than keeping good players without
training. Dr.Ahmed Nabil 41

• One minute manager.
• 3 secrets
Dr.Ahmed Nabil 42

• “Once he has told me what needs to be done or we
have agreed on what needs to be done, then each
goal Is recorded on no more than a single page.
• insist that anyone be able to read it in a minute.
• keep a copy and I keep a copy so everything
• is clear and so we can both periodically check
• the progress.
• Everyone knows what is expected from the
beginning.” Dr.Ahmed Nabil 43
The First Secret: One Minute Goals

• Sir, I have a problem.
• he said, Good! That’s what you’ve been hired to solve.
• Tell me, what your problem is— but put it in behavioral terms.
• What do you mean by behavioral terms?
• “I mean, that I do not want to hear about only attitudes or feelings.
• Tell me what is happening in observable, measurable terms.
• “I described the problem the best I could.
• “He said, That’s good,! Now tell me what you
• would like to be happening in behavioral terms.
• “I don’t know, I said.
• “Then don’t waste my time, he snapped.
• “If you can’t tell me what you’d like to be happening,
• you don’t have a problem yet. You’re just complaining.
• A problem only exists if there is a difference
• between what is actually happening and what you desire to be
happening. Dr.Ahmed Nabil 44

• “I could do B, I said.
• “But if you do B, will what you want to happen really
happen?
• He countered again.
• “No, I realized.
• “Then, that’s also a bad solution, he said. What else can
you do?
• “Maybe I could combine some of these solutions, I said.
• “That sounds worth trying, he reacted.
• “In fact, if I do A this week, B next week and C in two
• weeks, I’ll have it solved. That’s fantastic.
• Thanks so much. You solved my problem for me.
• “He got very annoyed.
• I did not, he interrupted, you
• solved it yourself. I just asked you questions—questionsDr.Ahmed Nabil 45

• you are able to ask yourself. Now get out of here
and start
• solving your own problems on your time, not mine.
• “I knew what he had done, of course.
• He'd shown me how to solve problems so that I
could do it
• on my own in the future.
• Goals Begin Behaviors Consequences Maintain
Behaviors
Dr.Ahmed Nabil 46

How could you play in the dark
• most managers know what they want their people
to do but they don’t make sure they understand it
•Don’t assume
• the number one motivator of people is feedback on
results.
• „Feedback is the Breakfast of Champions.‟
• “each goal always has to be written down on a
single sheet of paper?”
Dr.Ahmed Nabil 47

One Minute Goals: Summary
• One Minute Goal Setting is simply:
• 1. Agree on your goals.
• 2. See what good behavior looks like.
• 3. Write out each of your goals on a single sheet of
• paper using less than 250 words.
• 4. Read and re-read each goal, which requires only a
• minute or so each time you do it.
• 5. Take a minute every once in a while out of your
• day to look at your performance, and
• 6. See whether or not your behavior matches your
• Goal.
Dr.Ahmed Nabil 48

The Second Secret:
One Minute Praising
• close contact‟?”
• “First of all, observe activities very closely.
• never seem to be very far away.
• Secondly, keep detailed records of progress .
• Help People Reach Their Full Potential Catch Them
• Doing Something Right
Dr.Ahmed Nabil 49

• when the One Minute Manager catches you
• doing something right?”
• “That's when he gives you a One Minute Praising,”
• he comes over and makes contact with you.
• That often includes putting his hand on your shoulder
or briefly touching you in a friendly way.”
• the more consistently successful your people are, the
higher you rise in the organization.‟
• “I don't have to wait for an annual performance review,
• in training somebody to become a winner is to catch
them
• doing something right—in the beginning approximately
• right and gradually moving them towards the desired
• behavior. Dr.Ahmed Nabil 50

• “Most managers wait until their people do
something exactly right before they praise them.
• As a result, many people never get to
• become high performers because their managers
• concentrate on catching them doing things wrong
• You leave a person alone,
• expecting good performance from them, and when
you don't get it, you kill them.”
Dr.Ahmed Nabil 51

One Minute Praising: Summary
• The One Minute Praising works well when you:
• 1. Tell people up front that you are going to let them
• know how they are doing.
• 2. Praise people immediately.
• 3. Tell people what they did right—be specific.
• 4. Tell people how good you feel about what they
• did right, and how it helps the organization and
• the other people who work there.
• 5. Stop for a moment of silence to let them “feel”
• how good you feel.
• 6. Encourage them to do more of the same.
• 7. Shake hands or touch people in a way that makes
• it clear that you support their success in the organization.Dr.Ahmed Nabil 52

The Third Secret:
One Minute Reprimands.
Dr.Ahmed Nabil 53

• “If you have been doing a job for some time
• and you know how to do it well,
• and you make a mistake, the One Minute Manager
• is quick to respond.
• “He looks me straight in the eye,” she continued,
“and tells me precisely what I did wrong.
• Then he shares with silence
• “Only about 30 seconds but sometimes it seems
forever to me,”
Dr.Ahmed Nabil 54

• “He looks me squarely in the eye and lets me know
how competent he thinks I usually am.
• He makes sure I understand that the only reason
• he is angry with me is that he has so much respect
for me.
• He says he knows this is so unlike me.
• He says how much he looks forward to
• seeing me some other time, as long as I understand
that he does not welcome that same mistake
again.”
Dr.Ahmed Nabil 55

• It is not appropriate to gunnysack or save up
• negative feelings about someone's poor performance.
• they charge in and „dump everything on the table.‟
• They tell people all the things they have done wrong for
the last few weeks or months or more.”
• My purpose in a One Minute Reprimand is
• to eliminate the behavior and keep the person.”
• “So that's why you make the second half of the
reprimand
• a praising,” the young man said. “Their behavior is not
• OK. They are OK.”
Dr.Ahmed Nabil 56

• Don’t Be Nice ‟n‟ Tough be “Tough ‟n‟ Nice,”
• If you are first tough on the behavior,
• and then supportive of the person, it works.”
• telling people what they did wrong; telling people
how you feel about it; and reminding people that
they are valuable
• “you have to care enough to be tough.
• very tough on the poor performance—but only on
the performance.
• never tough on the person.”
Dr.Ahmed Nabil 57

One Minute Reprimands: Summary
• The One Minute Reprimand works well when you:
• 1. Tell people beforehand that you are going to let them
• know how they are doing and in no uncertain terms.
• The first half of the reprimand:
• 2. Reprimand people immediately.
• 3. Tell people what they did wrong—be specific.
• 4. Tell people how you feel about what they did wrong—
• and in no uncertain terms.
• 5. Stop for a few seconds of uncomfortable silence to let
• them feel how you feel.
Dr.Ahmed Nabil 58

• the second half of the reprimand:
• 6. Shake hands, or touch them in a way that lets
them know you are honestly on their side.
• 7. Remind them how much you value them.
• 8. Reaffirm that you think well of them but not of
their performance in this situation.
• 9. Realize that when the reprimand is over, it's over.
Dr.Ahmed Nabil 59

Parting Ways
LETTING GO IS HARD TO DO.
• If you have the right people on the bus, the problem of
how to motivate and manage people largely goes away
• The right people don't need to be tightly managed or
fired up; they will be self-motivated by the inner drive
• to produce the best results and to be part of creating
something great.
• if you have the wrong people, it doesn't matter
whether you discover the right direction
• ; you still won't have a great group.
• Great vision without great people is irrelevant.Dr.Ahmed Nabil 61

Weather to be A or get off
• First
• Make it absolutely clear that there would only be
seats for A players who were going to put forth an
A+ effort, and if you weren't up for it,
• you had better get off the bus, and get off.
Dr.Ahmed Nabil 62

• The moment you feel the need to tightly manage
someone, you've made a hiring mistake.
• The best people don't need to be managed.
• Guided taught, led-yes. But not tightly managed.
• When We have a wrong person on the bus and
• Yet we wait, we delay, we try alternatives, we give a
third and fourth chance, we hope that the situation will
improve, we invest time in trying to properly manage
• the person, we build little systems to compensate for
his shortcomings, and so forth.
• But the situation doesn't improve.
#2: When you know you need to make a people change, act.
Dr.Ahmed Nabil 63

• When we go home, we find our energy diverted by
thinking (or talking to our spouses) about that person
• Worse, all the time and energy we spend on that one
person siphons energy away from developing
• and working with all the right people.
• We continue to stumble along until the person
• leaves on his own (to our great sense of relief) or we
finally act (also to our great sense of relief).
• Meanwhile, our best people wonder,
• "What took you so long?"
Do not wait too long.
Dr.Ahmed Nabil 64

• Two key questions can help.
• First, if it were a hiring decision (rather than a
"should this person get off the bus?" decision),
• would you hire the person again?
• Second, if the person came to tell you that he or she
is leaving to pursue an exciting new opportunity,
• would you feel terribly disappointed or secretly
relieved?
But how do you know when you know?
Dr.Ahmed Nabil 65

Reasons for firing.
• First, there are firings for integrity violations—
stealing, lying, cheating, or any other form of
ethical or legal breach.(instantly-let others know)
• ■ Then, there are layoffs due to economic
downturns.
• ■ Finally, there are firings for nonperformance.
• guided by two principles:
• no surprise and minimal humiliation.
• Every employee who leaves goes on to represent
your company. For the next five, ten, or twenty
years, they can bad-mouth or praise.Dr.Ahmed Nabil 66

differentiation
• Employees (20-70-10)
• Customers (A-B-C)
• Products (profit-season-company policy).
• Resources ( use it wisely)
Dr.Ahmed Nabil 67

Competitors
• Be granular—know what each competitor eats for
breakfast.
• Head to head.
• Head to tail.
Dr.Ahmed Nabil 68

customers
• KOL
• Never let profit center conflicts get in the way of doing what is right for the
customer.
• Give customers a good, fair deal. Great customer relationships take time.
Do not try to maximize short-term profits at the expense of building those
enduring relationships.
• Always look for ways to make it easier to do business with us.
• Sell by why not what
• Communicate daily with your customers. If they are talking to you, they
can’t be talking to a competitor.
• Don’t promise what you cant afford .set time and deliver before it.
• Exceed their expectation.
• Don’t forget to say thank you.
Dr.Ahmed Nabil 69

Field management
• Knowledge (territory-customer-competitor)
Dr.Ahmed Nabil 70

Time management
• We can not manage time but we can only manage
ourselves so it is all about self management.
• Action (logical or emotional)
Dr.Ahmed Nabil 71

Is it one dimension?
• Doing things faster.
Dr.Ahmed Nabil 72

Or it is tow dimensions?
Dr.Ahmed Nabil 73

Or it is three dimensions?
• Significance
• What can I do today that makes tomorrow better
Dr.Ahmed Nabil 75

• Goals
• Plan
• To do list
•
• Delete
• Delegate (MULTIPLY YOUR TIME)
• Defer (for the right time) A.M OR P.M THU OR SAT
• Do
• Focus On one task at the time.
• Minimize destructions (FB-TEL)
• Learn to say no.
Dr.Ahmed Nabil 76

BUSSINESS MEEETINGS
• AGENDA.
• Review.
• FOCUS.
• ADD VALUE.
• What is next ?
• Find the supporters
Dr.Ahmed Nabil 77

How to motivate your team?
• The answer is very simple.
• Do all the previous stuffs.
Dr.Ahmed Nabil 86

References
• Winning by Jack Welch.
• Good to great by JIM COLLINS
• One Minute Manager BY Kenneth Blanchard, Ph.D.
Spencer Johnson, M.D.
• THE 21 IRREFUTABLE LAWS OF LEADERSHIP BY
• JOHN C. MAXWELL
Dr.Ahmed Nabil 87

Thanks
Dr. Ahmed Nabil
Tel:01066677799
nobil1231@gmail.com
Ahmed Nabil
Slideshare.net/ahmednabil
Dr.AHMED NABIL 88

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