Just think...............

Good Organization (but not mine.......)

Be carefull........

New Management styles?

Do u have your mission?

Business trip to Phnom Penh, Kingdom of Cambodia

My days in BCSB Batu Kawan Casting Yard, Penang

Think positive....

Can someone tell me about this?

What the Organization lack-off?

Never do this...... be a true Leader

Leadership in a Crisis

 

Lessons in Leadership

A leadership guide featuring step-by-step how-to, Wall Street Journal stories and video interviews with CEOs.

• Tips
• Face reality. Leaders can't solve problems if they don't acknowledge their existence.
• If there are sacrifices to be made, leaders should step up and make the greatest sacrifices themselves.
• Leaders must have the help of all their people to devise solutions and to implement them.

The following is adapted from a WSJ column by Bill George, author of “True North” and former CEO of Medtronic.

Here are seven lessons for leaders charged with leading their organizations through a crisis:

Lesson 1: Leaders must face reality. Reality starts with the person in charge. Leaders need to look themselves in the mirror and recognize their role in creating the problems. Then they should gather their teams together and gain agreement about the root causes. Widespread recognition of reality is the crucial step before problems can be solved. Attempting to find short-term fixes that address the symptoms of the crisis only ensures the organization will wind up back in the same predicament.

In order to understand the real reasons for the crisis, everyone on the leadership team must be willing to tell the whole truth. Leaders can’t solve problems if they don’t acknowledge their existence.

Lesson 2: No matter how bad things are, they will get worse. Faced with bad news, many leaders cannot believe that things could really be so grim. Consequently, they try to convince the bearers of bad news that things aren’t so bad, and swift action can make problems go away.

This causes leaders to undershoot the mark in terms of corrective actions. As a consequence, they wind up taking a series of steps, none of which is powerful enough to correct the downward spiral. It is far better for leaders to anticipate the worst and get out in front of it. If they restructure their cost base for the worst case, they can get their organization healthy for the turnaround when it comes and take advantage of opportunities that present themselves.

Lesson 3: Build a mountain of cash, and get to the highest hill. In good times leaders worry more about earnings per share and revenue growth than they do about their balance sheets. In a crisis, cash is king. Forget about earnings-per-share and all those stock market measures. The question is, “Does your organization have sufficient cash to survive the most dire circumstances?”

Lesson 4: Get the world off your shoulders. In a crisis, many leaders act like Atlas, carrying the weight of the world on their shoulders. They go into isolation, and think they can solve the problem themselves. In reality, leaders must have the help of all their people to devise solutions and to implement them. This means bringing people into their confidence, asking them for help and ideas, and gaining their commitment to painful corrective actions.

Lesson 5: Before asking others to sacrifice, first volunteer yourself. If there are sacrifices to be made – and there will be – then the leaders should step up and make the greatest sacrifices themselves. Everyone is watching to see what the leaders do. Will they stay true to their values? Will they bow to external pressures, or confront the crisis in a straight-forward manner? Will they be seduced by short-term rewards, or will they make near-term sacrifices in order to fix the long-term situation?

Lesson 6: Never waste a good crisis. When things are going well, people resist major changes or try to get by with minor adaptations. A crisis provides the leader with the platform to get things done that were required anyway and offers the sense of urgency to accelerate their implementation.

Lesson 7: Be aggressive in the marketplace. This may sound counter-intuitive, but a crisis offers the best opportunity to change the game in your favor, with new products or services to gain market share. Many people look at a crisis as something to get through, until they can go back to business as usual. But “business as usual” never returns because markets are irrevocably changed. Why not create the changes that move the market in your favor, instead of waiting and reacting to the changes as they take place?

Leaders Aim MUST always be the No. 1#

Current bad Management practice.....

Is this what been practice now?

Think........

Bad Leadership practice

Principles Of Islamic Leadership

by Morshed Abul Ala

What is Islamic Leadership?

• a person or a group that will lead humanity from the brink of destruction to the way of Allah the Almighty.

Importance of Islamic Leadership

• Every movement has a need for leadership.
• Importance of leadership is like the engine of a train. The train doesn't move anywhere without the engine moving.
• Only Islamic leadership can solve the problems of humanity.

Difference between Islamic and secular leadership

• Secular leadership's target is self-establishment. Islamic Leadership's target is Jannatul Firdaws (Highest position in Paradise)
• Secular leaderships work for the respect of people. Islamic Leaderships work for the pleasure of Allah.

Why is there scarcity of Islamic Leadership?

• The basic qualities of leadership are inherited by birth. Allah creates few people like the engine.
• Most of those who are born leaders do not want to sacrifice for any ideology. They spend their intellect and ability for self-establishment.
• Most of those among them who come to Islamic Movement also try to establish themselves.

How to overcome this problem?

• Those born leaders are to be searched and organized while they are young and haven't acquired the addiction to self-establishment. They should be encouraged to follow Islam.

A LEADER IS AN IDEAL WORKER

Primary assets of an Ideal worker

1. I'lm (Knowledge): al-Qur'an, al-Hadith, Islamic Literature
2. Iman (Faith): taqwa (consciousness of Allah)
3. A'mal (Deeds): salah with khushoo (humility), night prayers, remembrance of Allah, du'a (supplication), infaaq (spending in the way of Allah), voluntary fasting, etc.

Basic qualities of an ideal worker

1. Courageous
2. Sincere (ikhlaas)
3. Humane
4. Organized
5. Determined
6. Hard-working
7. Punctual
8. Good conduct
9. Good habit
10. Good in lecture and writing

Assets to improve qualities of an ideal worker

1. Sabr (Patience)
2. Hikmah (Wisdom)
3. Tawakkul (Reliance on Allah)
4. Bai'yah (Allegiance)
5. Ihtisab (Accountability)

QUALITIES OF ISLAMIC LEADERSHIP

Basic Qualities

1. Ability to command with respect
2. Trusted on sincerity of purpose
3. Confidence on ability
4. Approachable for suggestion
5. Acceptability as a leader
6. Ready to sacrifice
7. Open-minded
8. Understanding of responsibilities
9. Optimism

Practical Qualities

1. Ability to help understand efficiently
2. Ability to answer questions adequately
3. Ability to acquire love and affection of the members
4. Habit of making decisions after consultation
5. Courage to encourage criticism
6. Dynamic
7. Serious
8. Keen perception

Technical Qualities

1. Planning – balance between idealism and realism, target and resource
2. Organizing – utilizing the resources to achieve target
3. Implementing – guidance, supervision, and control

Special Qualities of Islamic Leadership

1. Example for Iman (faith), I'lm (knowledge), and A'mal (action)
2. Awareness of the responsibilities of the Deen
3. Give preference to the task of iqaamat-ad-Deen (establishment of Islam) over others.

Scale to measure the increase of the qualities

1. Ability to increase the number of people with the qualities of Islamic Leadership in the Jama'ah (organization)
2. Selection as a rightful person for higher responsibilities of the Jama'ah (WARNING: One should never aspire to it)

RESPONSIBILITIES OF ISLAMIC LEADERSHIP

Search for Leaderships

• Those who already have the responsibilities of leadership must look for people more suitable for their position.

Self-development

• Should try to increase / improve the qualities of leadership in himself.

Area-development

• Should try to organize the area he is responsible for.

Leadership-development

• Should try to develop more people for Islamic leadership.

Establish Bait-ul-Maal

• Should strengthen finance of the organization.

Community-Development

• Should help out in the community with proper planning.

Establish Unity

• Should have good relation with all Islamic personalities of his locality.
• Should try to unite Muslims.

Islamic Leadership should be aware of the diseases that affect Islamic Workers

Diseases

1. Pride and arrogance
2. Boast
3. Faulty Intention
4. Self-worship
1. Self-love
2. Jealousies
3. Suspicion
4. Backbiting (Gheebah)
5. Slander
5. Imbalance of attitude
1. stubborn
6. Narrow-mindedness
7. Weak determination

Cure

1. Repentance
2. Disclosure of truth

What about those who are not born leaders but have responsibilities?

• They should try to acquire the required qualities of leadership.
• We don't ask for position, yet it's not allowed to escape from the responsibility.
• We know that the position is not attractive, but full of responsibilities.
• We should have firm faith in Allah. He is the one who gave us this responsibility and he will help us to fulfill it.

Sources:

"Movement, Organization, and Workers" (Bengali) by Sayyid Abul 'Ala Mawdudi
"Study Circle" (Bengali) by Ghulam Azam
"Islamic Organisation" (Bengali) by Sirajul Islam
"Self-development, Worker-development, and Leadership" (Bengali) by Nazeer Ahmed
"Problems faced by the Da'wah and the Da'yiah" by Fathi Yakun

(Copyright 2000 Young Muslims Canada)

Something that Leaders should avoid.....

Leadership Qualities

Leadership is nothing but the quality which makes a person stands out different from other ordinary employees. It is associated with such a person who has aggressiveness in speech and action, love for the employees, and who can handle pressure under different circumstances and a person who is always ready to fight for the rights of employee. A leader is useless without followers. It is the followers who make a person as a leader and if required overthrow him.

Leaders play a critical role during change implementation, the period from the announcement of change through the installation of the change. During this middle period the organization is the most unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of clarity about direction and mandate. It can be a period of emotionalism, with employees grieving for what is lost, and initially unable to look to the future.

In addition to forecast and amiability, the characteristics that leader must have are ability to recognize employees' talents, the know-how to make teams work and an open mind.

Leadership does vary to some extent as per the positions i.e. it may be slight different for manager and different for a union leader but the basic qualities of leadership does not change.


1. Good communication skill

Communication is the key to be a great leader. The reason for this is simple: if he possesses the other nine leadership qualities but if he fails to communicate well, he will never be great leader.

What he can do is communicate with others in the organization about what IT can do to move the company forward. In other words, good communication is the key for developing good business relationships. If he can’t establish a good business working relationship, he is not going to be that leader, that team player. He will not be able to communicate how IT can add long-term value to the company. The modern leaders must therefore be equipped with good communication skill and use new ways to do effective communication.

2. Honesty

The most valuable asset of a leader is honesty. He must be honest with both his employees and the management committee. Another part of his features is integrity. Once a leader compromises his or her integrity, it is lost. That is perhaps the reason integrity is considered the most admirable trait. The leaders therefore must keep it "above all else."

3. Visionary outlook

Leadership qualities are different for different position. For a CIO he must be thinking for stabilizing the current business and always looking for future scope of expansion. He has to be able to look beyond where we are today, know where the business is going, and be able to use that vision to move the company forward. Being able to do this is a rare skill indeed.

4. Selecting a good team

Good CIO although he possesses sound technical skills he assures that the team he selects is efficient enough to back up any skill he lacks. Choosing the best people for such team is a skill. A CIO after all is a human being and does not have answer for everything. But by working together he creates an atmosphere of mutual trust and respect; the team then always find the best solution.

5. Action speaks louder than words

Managers must be able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they come know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly. However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.

6. Ability to motivate people around

Good leader must always keep motivating his team mates for good work and should maintain healthy environment. He must give first priority to safety of workers and see that they are not exploited by superiors.

7. Consistency

Leadership effectiveness is impossible without consistency. Every leader has an approach that is unique to them. Don't change your personal style radically after all; it got you in a leadership position. Modify the rough spots but take care not to confound your staff by displaying inconsistency. Your expectations, though subject to modification based on ever-changing business needs, should remain as constant as possible. The business world is confusing enough without you adding unwelcome surprises into the mix. Keep things simple and consistent.

8. Ability to stand against critics

The success rate increases your critics multiply and become louder. Come to peace with the fact that you will always have a camp of people who critique every decision you make. They are generally the ones who are excellent problem-identifiers rather than problem-solvers. Develop your skills of repelling such critics so that they do not diminish your confidence or enthusiasm.

It takes focus and confidence not to be adversely affected by criticism. Strong leaders learn the art of listening to critics, but ultimately making decisions for the good of the department, not to simply please the critics. The following quote sums it up nicely: "Some of the most talented people are terrible leaders because they have a crippling need to be loved by everyone." As rightly stated by James Schorr.

Secrets of Leadership Success

Leadership Success Series Introduced

By Susan M. Heathfield, About.com Guide

Key leadership success secrets set the great leaders apart from the so-so leaders in today's organizations. Leadership style is learned from mentors, learned in seminars and exists as part of a person's innate personal leadership skill set developed over years, and existing possibly, from birth. Nature or nurture is a question often asked about leadership. I answer, "yes," because I believe the combination of natural leadership skills and nurture through leadership development defines your leadership style.

Working from personal experience and research, I will define the characteristics of leadership that make great leaders. I envision a series of interlinked articles, each of which focuses on one aspect of leadership.

Leadership differs from management and supervision although some people and organizations use the terms interchangeably. While the definitions of the terms differ, an individual may have the ability to provide all three.

·     Supervision means that an individual is charged with providing direction and oversight for other employees. The successful supervisor provides recognition, appreciation, training and feedback to reporting employees.

·     Management means to conduct the affairs of business, to have work under control and to provide direction, to guide other employees, to administer and organize work processes and systems, and to handle problems. Managers monitor and control work while helping a group of employees more successfully conduct their work than they would have without her. A manager’s job is often described as providing everything his reporting employees need to successfully accomplish their jobs. One famous quote from Warren Bennis, Ph.D. in On Becoming a Leader distinguishes management from leadership: “Managers are people who do things right, while leaders are people who do the right thing.”

·     While a supervisor and a manager may also exhibit leadership skill or potential, true leaders are rare. This is because the combination of skills, personality and ambition essential to leadership are difficult to develop and exhibit. According to Don Clark, on his excellent leadership resource, Big Dog's Leadership Page, Bernard "Bass' theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are:

·          Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.

·          A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.

·          People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory.”

The Transformational Leadership Theory is the one I believe is correct for most leaders today. This belief forms the basis for my thinking about leadership.

The Key Leadership Trait

Firstly, and most important characteristic, of a leader is the decision to become a leader. At some point in time, leaders decide that they want to provide others with vision, direct the course of future events and inspire others to success. Leadership requires the individual to practice dominance and take charge. If you choose to become a leader, whether in your workplace, community or during an emergency, the discussion of these characteristics will help you formulate the appropriate mix of traits, skills and ambition. Successful leaders choose to lead. Unlike Keanu Reeves as Neo in 1999’s smash hit, The Matrix, you get to decide whether you are “the one.” The first characteristic of a leader is Choice - leaders choose to lead.

Characteristics of a Successful Leadership Style

Much is written about what makes successful leaders. I will focus on the characteristics, traits and actions that, I believe are key’

·         Choose to lead. (Current article - you are here.)

·         Be the person others choose to follow.

·         Provide vision for the future.

·         Provide inspiration.

·         Make other people feel important and appreciated.

·         Live your values. Behave ethically.

·         Set the pace through your expectations and example.

·         Establish an environment of continuous improvement.

·         Provide opportunities for people to grow, both personally and professionally.

·         Care and act with compassion.