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PRESENTED BY AELIA KAZMI MAIRA RAFIQ GHAYASUDDIN

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Michael D. Watkins is a cofounder of Genesis

Advisers, a leadership development firm specializing in on

boarding and transition acceleration, and

a professor at IMD. He is the author of The First 90 Daysand Your Next Move (both

from Harvard Business Press).

Managers The people responsible for supervising the use of an organization’s resources to meet its goals.

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LEADERSHIPLeadership is a process by which a person influence others to accomplish an objective and directs the organization in a way that make it more cohesive and coherent.

DIFFERENCE B/W MANAGER & LEADER

The difference between being a manager and being a leader is simple.

Management is a career. Leadership is a calling.

A manager focuses on process and procedure, a leader focuses on people.

A manager administrates.  A leader envisions. A manager maintains.  A leader develops. A manager measures projections.  A leader

projects measures. A manager ensures that things are done

right.  A leader ensures that the right things are being done.

A manager ensures that rules are followed (such as laws, regulations and policy).  A leader empowers and inspires innovation.

A manager deals in detail.  A leader in possibility.

Enterprise leaders must be able to;

make decisions that are good for the business as a whole.

evaluate the talent on their teams

effective leaders understand the ways that professionals in finance, marketing, operations, HR, and R&D approach business problems.

leaders must be able to speak the language of all functions and translate for them when necessary

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Skills used by Leaders;

Level shiftingPattern recognitionmental simulation

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LEVEL SHIFTING: is the ability to move fluidly among levels of analysis - to know when to focus on the details, when to focus on the big picture and how the two relate.

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PATTERN RECOGNITION: is the ability to discern important casual relationships and other significant patterns in a compels business and its environment- that is to separate the signal from the noise.

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MENTAL SIMULATION: is the ability to anticipate how outside parties (competitors, regulators, the media, key members of the public) will response to what you do, to predict their actions and reactions in order to define the best course to take.

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As leaders move up to the enterprise level, they become responsible for designing and altering the architecture of the organization- its strategy, structure, processes and skill bases. To be effective organizational architects, they need to think in terms of systems. They must know how the key elements of the organization fit together.

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To set the agenda, a leader had tolearn to navigate a far more uncertain and ambiguous environment than he was used to. He also needed to learn to communicate priorities in ways his organization could respond to.

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WHAT DO EFFECTIVE CORPORATE DIPLOMATS DO???

They use the tools of diplomacy- negotiation, persuasion. Conflict management, and alliance building- to shape the external business environment to support their strategic objectives. In the process they often find themselves collaborating with people with whom they compete aggressively in the market everyday.

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Enterprise leaders need to embrace a new mind set- to look for ways that interests can or do align, understand how decisions are made in different kinds of organizations, and develop effective strategies for influencing others.

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