Speaker: Syed Basit Ali
Chief Coordinator, Obiz Pakistan (Pvt.) Ltd.
Consultant, Capital Hospital HMIS
Ex-CEO ITP Consultants
Ex-Managing Director IT Promoters
Ex-Director IT, Al-Shifa Trust Eye Hospital
Ex-Manager MIS, Shifa International Hosp.
Ex-Principal, Petroman Training Institute
Ex-Coordination Engineer, Municipality of
Visiting Lecturer at various universities in
Ex-Administrator/Head of residential Grammar
School in Nigeria.
Provide insight into the roles of Manager
and a Leader
Provide knowledge about importance of
Discuss the skill set required to become a
Prepare the audience to take up the
challenge of learning and practicing the
useful skills for managers
Small and Lower Middle Enterprises’
Middle Tier Managers
General Managers of Small Businesses
Human Resource Managers
Presentation Road Map
Horizon of Management Skills
Basic Elements of Management
Leadership vs. Management
Decision making Tools
Six Thinking Hats
Networking with People
You must be able to present the
strategy clearly to all audiences; it
should contain a clear vision followed by
a set of clear time bound actions in
order to achieve consistent success.
The more diverse your workforce, the
more you are going to have to develop
your management skills.
Strategy One - Ensure that you
actually are the manager
This might sound stupid, however
having the title of manager
invariably means very little. Do
you know what your “power to
accountability ratio” is?
Strategy Two - Know what you are
expected to deliver and know how to
Seek clear objectives. Keeping the main
objectives constantly in mind is essential
even if they evolve or change a bit over
Be very clear in stating the key objectives
to the people who report into you.
Your measurement sources should be
reliable regarding the deliverable
Strategy three - Have a clear strategy
especially if managing a diverse workforce
Should be able to identify the key actions that the
department is going to pursue. This shows clarity.
The STAR process might help in formulating a basic
Simple. Will everyone understand it and buy into it?
Thought through. Does it identify the steps that
will need to be implemented in order to mobilise the
Achievable. If you don’t believe it can be done then
no one will.
Risk assessed. If you haven’t thought about the
risks and challenges then go away and think again.
Very little in management is a dead certainty.
Horizon of Management Skills
Marketing oneself as a
Business etiquette, global
Other specialized areas
Basic Elements of
Part One - SELECTDefining the Job
Nuclear Pakistan mission,
responsibilities and tasks,
company or department
Finding Qualified Candidates
Cable Television, internal candidate,
Temporary Employment Agencies
Filling the Job
Interviews, body language,
Basic Elements of
Part Two - DIRECTDIRECT
Strategic plan, goals and objectives
Training Management in Direction
Training in Assigning Action
Direction and the Job Audit
Sharing the Strategic Plan
Basic Elements of
Part Three - EVALUATE
Evaluation strategy, Yes No
The Evaluation Processes
Performance evaluation meeting,
Objectives or action, critical
incidents file, Using Evaluations,
Basic Elements of
Part Four - REWARD
Reward system, Merit pay,
Automatic progression programs
Variable Reward and Non-pay
Variable-reward program, reward
system, administering a reward
program, next band
Go Forth and Manage
Take up the task, Sure what steps,
Effective in managing
Leadership vs. Management
Effective leadership involves setting a tone,
a focus, and a direction for an
organization, its members, and other
In contrast, effective management involves
executing against the direction and tone
set by the leadership.
Individuals are not either leaders or
managers, but a mixture of leadership
and management, and the exact mix
depends upon the situation, the role and
As a culture, we have outdated
notions of leadership:
Just about everything we were taught
about traditional management
prevents us from being effective
Just about every popular notion
about leadership is a myth
Myth: The ideal organization is
orderly and stable, and can and
should run like clock work
The best leadership achievements
come from challenging the
process, changing things, shaking
up the organization
Myth: The management
techniques and behavior are
theoretical and bookish. They
cannot be practiced in real life.
The best management
achievements come from
following the basics and making
them a second nature.
Myth: Leader as “renegade” who
magnetizes a band of followers
with courageous acts
Leaders attract constituents not
because of their willful defiance, but
because the leader has a deep faith in
the human capacity to adapt and grow
Myth: Good managers focus on
the short term.
Effective leaders have a long term
Myth: Leaders are visionaries with
Leaders must have a vision, a
sense of direction, but not psychic
foresight. It can be their original
thinking or someone else’s.
Myth: Leaders ought to be cool,
aloof and analytical; they should
separate emotions from work
When real life leaders discuss what they
are proudest of in their own careers they
describe feelings of inspiration, passion,
elation, intensity, challenge, caring and
kindness, even love
Myth: Leaders have the special
gift of Charisma!
Leaders’ dynamism comes from a
strong belief in a purpose and a
willingness to express that conviction
Myth: The job of management is
primarily one of control: of
resources including time, money
materials and people.
The more leaders control others, the
less likely it is that people will excel, the
less they’ll be trusted. Leaders don’t
command and control; they support and
Myth: It’s lonely at the top
The most effective leaders are
involved and in touch with those
they lead. They care deeply
about them, and often refer to
them as family.
Myth: Leaders are superior –
those on top are automatically
Leadership isn’t a place: it’s a
process. It involves skills and
abilities useful in the executive suite
and on the front line.
Myth: Leaders are born, not made.
Leadership is not in a gene; it is an
observable, learnable set of practices.
The belief that leadership can’t be
learned is a powerful deterrent to
Five Fundamental Practices
of Exemplary Leaders
Model The Way
Inspire A Shared Vision
Challenge The Process
Enable Others To Act
Encourage The Heart
The Leadership Challenge by Kouzes and Posner
Two hardest areas also bring the greatest results:
Encouraging the Heart
Set clear standards – people need to know what’s expected of them
Expect the best – self-fulfilling prophesy
Pay attention – tune in
Personalize recognition -- individualized
Tell the story – share your successes
Celebrate together – have fun
Set the example – leaders go first
When people perceive their immediate
manager as credible they’re more
likely to: Be proud to tell others they're part of your organization
Feel a strong sense of team spirit
Feel attached and committed to your organization
See their own values as consistent with those of your organization
Have a sense of ownership of the organization
When people perceive their
immediate managers to have low
credibility they're more likely to:
Produce only if they’re watched carefully
Be motivated primarily by money
Say good things about the organization
publicly but criticize privately
Consider looking for another job if the
organization experiences trouble
Feel unsupported and criticized
What is credibility?
Credible leaders practice what
They walk the talk
Their actions are consistent with
They keep their promises
They do what they say they will
Two Parts to Saying and Doing
You have to know how to say it
In a way people can hear it
In a way they can add to it, question it, express
concerns, get clarification, help shape it
See concerns as essential info
Have the Crucial Conversations to create a
comprehensive shared pool of information
You have to be able to do it
Implement it – if you say you’re going to do it, do it
Need to get it done – Doesn’t have to be perfect –
can be mid-course adjustments
The “say we do” process
Clarify your own and others beliefs
and values – why are we doing this
– to what end?
Unify your staff around shared
values – is this what we’re all trying
Intensify their commitment to
shared values by living the values
daily – model it
Six Domains of Leadership
Five P’s of Leadership
Pay attention to what is important
Praise what you want to continue
Punish what you want to stop
Pay for the results you want
Promote who want to deliver those results
To understand the structures and dynamics
of negotiation, conflict, and power in
To assess your own style, strengths and
weaknesses for dealing with conflict
situations and for exercising influence.
To build capacities for thinking strategically
about power, conflict, and negotiations in
To practice and develop skills for managing
To increase your skill at learning from your
own and others' experience.
Decision making Tools
Paired Comparison Analysis
Force Field Analysis
Six Thinking Hats
The Purpose of Six Hat
Defined role-playing, usually to control ego
The second value is that of attention
A very convenient way of asking someone
(including yourself) to switch gears.
Allows to go somewhat beyond our present
state of knowledge because the theoretical
demands of self-organizing systems justify
Help establishing the rule of the game.
Six Hats Six Colors
White hat: White is neutral and objective. The white
hat is concerned with objective facts and figures.
Red hat: Red suggests anger (seeing red), rage and
emotions. The red gives the emotional view.
Black hat: Black is gloomy and negative. The black hatBlack hat: Black is gloomy and negative. The black hat
covers the negative aspects – way it cannot be done.covers the negative aspects – way it cannot be done.
Yellow hat: Yellow is sunny and positive. The yellow
hat is optimistic and covers hope and positive thinking.
Green hat: Green is grass, vegetation and abundant
fertile growth. The green hat indicates creativity and
Blue hat: Blue is cool, and it is also the color of the
sky, which is above everything else. The blue hat is
concerned with control and the organization of the
thinking process, as also the use of the other hats.
What is Emotional
A set of abilities and skills that
enable individuals to maximise their
personal social and organizational
performance and success.
Understanding and advancing
emotional intelligence enables
progress personal and team development
enhance managerial capability
facilitate leadership progression.
Emotional Awareness Understand Others
Accurate Self-Assessment Developing Others
Self-Confidence Service Orientation
Self Management Leveraging Diversity
Self Control Political Awareness
Trustworthiness Social Skills
Innovation Conflict Management
Achievement Drive Change Catalyst
Commitment Building Bonds
Initiative Collaboration & Cooperation
Optimism Team Capabilities
In every field, your EQ
(emotional quotient) is 2 times
as important as your cognitive
Almost 90% of success in
leadership is attributable to EQ.
Learn to increase your EQ!
Networking with People
You learn how to be more
effective in planning and
preparing for networking events.
You meet fine new colleagues.
Learn techniques to influence
Your own network becomes
In the future networking people
will be more important.
Expanding your Network
Ways to extend your existing network?
Letters or newsletter
Join a professional society or civic organization
Consultants and consultants' networks
Technical conferences, workshops
Someone at a company you'd like to work for
The Five Steps in Resolving
Pray about the Problem Together
Clarify the Issues – Focus on the Needs and Goals
Understand Each Other’s perspective
Break the Conflict into Small Steps
Give and Take
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Notas del editor
The foundation of leadership is modeling. Modeling is what we really are, not what we say we are.
Character: Honest, trustworthy, responsible etc
Competent: Knowledge, experience, wisdom, skills, talents
Our actions speak louder than words.
Modeling is seen.
Mentoring- building a relationship. Concern and caring
Mentoring is felt
Teaching helps others become independent of us.
Teaching is heard.
People must see and feel before they will hear.
Example: State survey plans of correction. Reoccurring deficiencies. Lack of sustain compliance.
Caution! If there are inconsistencies between what an employee hears, sees and feels from leadership, trust is eroded. When a relationship of trust is broken, it is very hard to put back together.
Phone calls - everyone hates &apos;cold calls&apos; but they are inevitable. Develop a script and &quot;just do it!&quot; Think of it as research, not telemarketing.
Letters or newsletter - as an alternative to phone calls. You can always follow up with a call.
Join a professional society or civic organization - and become active. Get out and meet people, interact, volunteer. Identify those organizations whose members are likely to be hiring managers of the companies you are interested in (don&apos;t neglect organizations like the Jaycees, Boys & Girls Clubs or museum boards - they&apos;re usually loaded with corporate/local &apos;movers & shakers.&apos;)
Internet newsgroups - answer questions, join discussions
Consultants and consultants&apos; networks - consultants often know of companies&apos; technical needs.
Technical conferences, workshops- attend and mingle, or better yet, present a paper
Someone at a company you&apos;d like to work for - try and get an introduction through one of your existing contacts or call them yourself referencing an article about them or a paper they wrote.
Recruiters, headhunters - maintain a good working relationship with recruiters when they call you asking for leads and they will be more likely to help you when you need a lead.
In situations of crisis and potential conflict
We need to:STOP(Don’t panic – don’t react!)
ANALYZE (using gathered information decide how you can best empathize with this person)
RESPOND (respectfully communicate your understanding of the situation and what would work for you)
When conflict does arise will you always have time to think about the above process and work it through step by step? NO! The key is to begin to incorporate the principles and practice them on a regular basis – let them become a part of who you naturally are. When you are in a conflict situation you can always tell yourself to STOP! This will help you to not react quickly and will give you a few mental seconds to begin processing the situation in a more controlled way.
Best growth and learning occur when conflict is handled honestly and constructively!
There are a variety of conflict management strategies that may be used most appropriately in different situations.
5 Conflict Resolution Strategies
AVOIDWait / See
FORCEWin / Lose
ACCOMMODATE Lose / Win
COMPROMISELose / Lose
COLLABORATEWin / Win
When the issues are trivial, or circumstances dictate that a solution is better left until later.
Maybe until you or the other people have calmed down, or reinforcements have arrived.
Perhaps it is better to avoid decision making when you are so tired / stressed that your judgment may not be sound
When moral or safety issues are involved.
Not to be used just because you are afraid to deal with conflict! Issues will only build up and become more complicated.
This is when you force the issue to get the decision you want, usually for safety or ethical/ moral/legal issues. As the leader you are ultimately responsible for decision-making. If you have strong biblical principles for your decision on any of these issues you must stand firm. Share your reasons. Sometimes it is a good strategic move to ask the group to go away and think about the decision, pray and then meet again to make the decision. That way you may have the team share in the decision rather than imposing your view upon them. Remember,
you are not omnipotent—they may come back with a better idea or solution ! Someone always looses and somebody may want to even the score.
There are times when it is most appropriate to “give in,” in a conflict situation. This can occur when for one reason or another you were wrong (possibly you did not have all of the information), or when the other person has legitimate authority (e.g., the conference president). In such circumstances, particularly if you feel strongly about the situation, calmly state your reasons for disagreeing and then “accommodate” with dignity. Again, someone loses—you. You need to decide if it is worth it.
This approach is used when attempted collaboration has been unsuccessful
When the relationship or the issue is important enough to not give it up altogether
When both sides strongly believe they are correct and you want each to get nearer their goal, so you come to an agreement by mutual concessions.
This is the desired goal in all conflict situations
Put our frustration aside, look at the situation
Discuss our different viewpoints calmly and professionally
Work together so that we are both happy with the final outcome
Work on reframing the conflict, think laterally and come to agreement
Negotiate. What are the points you can concede in order to obtain agreement for what is most important. Both sides give and take some until both are satisfied.
The Five Steps in Resolving Conflicts
1. Pray about the Problem Together
Do this humbly not as a way to bring judgment down on the other person! Commit to trying to find a solution, and then define the conflict as a mutual problem. In the majority of conflict situations, neither side is totally wrong or totally right. In most cases there are things to sort out on both sides. So try to perceive the situation as a mutual problem not a win / lose struggle.
2.Clarify the Issues—Focus on the Needs And Goals
Reframe the situation with the questions: What do we need to do to get out of this situation? What are our goals? What are the concerns? Don’t be dragged back into recriminations or old gossip that is quite destructive.
3. Understand Each Other’s Perspective.
Treat the other person and their viewpoint with respect. Take the time to give each other time to state a viewpoint (active listening without interruption). Once we really understand the other person’s viewpoint it is much easier to want to come to an agreement. Use specific communication—use “I” words instead of “you” words. (Instead of “You make me so mad when you do that!,” I might say, “I feel so angry when something is said to me without considering my perception in the situation”)
4. Break the Conflict into Small Steps
If the conflict is serious it may not be possible to sort all of the problems out at one time. Identify the options and develop the ones that give everyone more of what they want. Try to agree to deal with one issue at first, and then you can move on to the next.
5. Give and Take.
Take a long-term view. Support what is legitimate and fair—resist greed and injustice. “Give” in areas that are high value to others and easy for you to give. Remember that you cannot expect to have everything go your way.