Vous êtes sur la page 1sur 20

leadership development methods and tips

This leadership tips webpage is a general guide to modern ethical progressive leadership.
See also the leadership theories article for explanations and summaries of the main
leadership theories.
Explaining and understanding the nature of good leadership is probably easier than
practising it. Good leadership requires deep human qualities, beyond conventional
notions of authority.
In the modern age good leaders are an enabling force, helping people and organiations to
perform and develop, which implies that a sophisticated alignment be achieved ! of
people"s needs, and the aims of the organiation.
The traditional concept of a leader being the directing chief at the top of a hierachy is
nowadays a very incomplete appreciation of what true leadership must be.
Effective leadership does not necessarily require great technical or intellectual capacity.
These attributes might help, but they are not pivotal.
Good leadership in the modern age more importantly requires attitudes and behaviours
which characterise and relate to humanity.
The concept of serving is fundamental to the leadership role. Good leadership involves
serving the organiation or group and the people within it. Ineffective leaders tend to
invert this principle and consider merely that the leader must be served by the people.
This faulty idea fosters the notion that leadership as an opportunity to ta#e$ to acquire
personal status, advantage, gain, etc., at the expense of others, which is grossly wrong.
%eadership is instead an opportunity to give& to serve the organiation, and crucially the
people too. The modern notions of "servant leader" and "servant leadership" are attributed
to 'obert ( Greenleaf )in his *+,- essay The Servant as %eader. however the philosophy
and concept of leadership being a serving function rather than one that is served, is very
old indeed and found in ancient civilisations and religious writings.
%eadership is centrally concerned with people. /f course leadership involves decisions
and actions relating to all sorts of other things, but leadership is special compared to any
other role because of its unique responsibilty for people ! i.e., the followers of the leader !
in whatever context leadership is seen to operate.
0any capabilities in life are a matter of acquiring s#ills and #nowledge and then applying
them in a reliable way. %eadership is quite different. Good leadership demands emotional
strengths and behavioural characteristics which can draw deeply on a leader"s mental and
spiritual reserves.
The leadership role is an inevitable reflection of people"s needs and challenges in modern
life. %eadership is therefore a profound concept, with increasingly complex implications,
driven by an increasingly complex and fast!changing world.
%eadership and management are commonly seen as the same thing, which they are not.
%eadership is also misunderstood to mean directing and instructing people and ma#ing
important decisions on behalf of an organiation. Effective leadership is much more than
Good leaders are followed chiefly because people trust and respect them, rather than the
s#ills they possess. %eadership is about behaviour first, s#ills second.
This is a simple way to see how leadership is different to management$
0anagement is mostly about processes.
%eadership is mostly about behaviour.
1e could extend this to say$
0anagement relies heavily on tangible measurable capabilities such as effective
planning& the use of organiational systems& and the use of appropriate communications
%eadership involves many management s#ills, but generally as a secondary or
bac#ground function of true leadership. %eadership instead relies most strongly on less
tangible and less measurable things li#e trust, inspiration, attitude, decision!ma#ing, and
personal character. These are not processes or s#ills or even necessarily the result of
experience. They are facets of humanity, and are enabled mainly by the leader"s character
and especially his2her emotional reserves.
3nother way to see leadership compared with management, is that leadership does not
crucially depend on the type of management methods and processes a leaders uses&
leadership instead primarily depends on the ways in which the leader uses management
methods and processes.
Good leadership depends on attitudinal qualities, not management processes.
4umanity is a way to describe these qualities, because this reflects the leader"s vital
relationship with people.
5ualities critical for a leader"s relationship with his2her people are quite different to
conventional s#ills and processes$
examples of highly significant leadership qualities
6eople with these sort of behaviours and attitudes tend to attract followers. 7ollowers are
naturally drawn to people who exhibit strength and can inspire belief in others. These
qualities tend to produce a charismatic effect. 8harisma tends to result from effective
leadership and the qualities which enable effective leadership. 8harisma is by itself no
guarantee of effective leadership.
Some people are born more naturally to leadership than others. 0ost people don"t see# to
be a leader, but many more people are able to lead, in one way or another and in one
situation or another, than they realie.
6eople who want to be a leader can develop leadership ability. %eadership is not the
exclusive preserve of the wealthy and educated.
%eadership is a matter of personal conviction and believing strongly in a cause or aim,
whatever it is.
%eadership sometimes comes to people later in life, and this is no bad thing. 4umanity
tends to be generational characteristic. There is no real obstacle to people who see# to
become leaders if leadership is approached with proper integrity. 3nyone can be a leader
if he2she is suitably driven to a particular cause.
3nd many qualities of effective leadership, li#e confidence and charisma, continue to
grow from experience in the leadership role. Even initially surprised modest leaders can
become great ones, and sometimes the greatest ones.
%eadership can be performed with different styles. Some leaders have one style, which is
right for certain situations and wrong for others. Some leaders can adapt and use different
leadership styles for given situations.
3daptability of style is an increasingly significant aspect of leadership, because the world
is increasingly complex and dynamic. 3daptability stems from ob9ectivity, which in turn
stems from emotional security and emotional maturity. 3gain these strengths are not
dependent on wealth or education, or s#ills or processes.
Good leaders typically have a #een understanding of relationships within quite large and
complex systems and networ#s. This may be from an intuitive angle, or a
technical2learned angle, or both.
3 very useful way to explore this crucial aspect of leadership with respect to wider
relationships and systems is offered by the 6sychological 8ontract and how that theory
relates to organiations and leadership.
6eople new to leadership )and supervision and management. often feel under pressure to
lead in a particularly dominant way. Sometimes this pressure on a new leader to impose
their authority on the team comes from above. :ominant leadership is rarely appropriate
however, especially for mature teams. 0isreading this situation, and attempting to be
overly dominant, can then cause problems for a new leader. 'esistance from the team
becomes a problem, and a cycle of negative behaviours and reducing performance begins.
0uch of leadership is counter!intuitive. %eadership is often more about serving than
leading. ;esides which, individuals and teams tend not to resist or push against
something in which they have a strong involvement2ownership2sense of control. 6eople
tend to respond well to than#s, encouragement, recognition, inclusiveness, etc. Tough,
overly dominant leadership gives teams a lot to push against and resist. It also prevents a
sense of ownership and self!control among the people being led. 3nd it also inhibits the
positive rewards and incentives )than#s, recognition, encouragement, etc. vital for teams
and individuals to cope with change, and to en9oy themselves. %eaders of course need to
be able to ma#e tough decisions when required, but most importantly leaders should
concentrate on enabling the team to thrive, which is actually a "serving" role, not the
dominant "leading" role commonly associated with leadership.
Today ethical leadership is more important than ever. The world is more transparent and
connected than it has ever been. The actions and philosophies of organisations are
scrutinised by the media and the general public as never before. This coincides with
massively increased awareness and interest among people everywhere in corporate
responsibility and the many related concepts, such as social and community responsibility
)see the ethical leadership and ethical organisations page.. The modern leader needs to
understand and aspire to leading people and achieving greatness in all these areas.
4ere is )was... an Excellent <- minute ;;8 'adio = :iscussion about 0odern
%eadership ! )first broadcast > Sept >--?, part of the "Sound 3dvice" series.. Its mere
existence is evidence of changed attitudes to leadership. Such a programme would not
have warranted ;;8 airtime a generation ago due to lac# of audience interest. Today
there is huge awareness of, and interest in, more modern leadership methods. The radio
discussion highlighted the need for effective modern leaders to have emotional strength
and sensitivity, far beyond traditional ideas of more limited autocratic leadership styles.
I"m sorry )if still. this lin#ed item is unavailable from the ;;8 website, especially if the
recording is lost forever in the ;;8"s archives. If you #now a suitably influential
executive at the ;eeb who can liberate it please contact me.
Incidentally as a quic# case!study, the ;;8 illustrates an important aspect of leadership,
namely philosophy.
6hilosophy )you could call it "fundamental purpose". is the foundation on which to build
strategy, management, operational activities, and pretty well everything else that happens
in an organiation.
1hatever the sie of the organiation, operational activities need to be reconcilable with
a single congruent )fitting, harmonious. philosophy.
Executives, managers, staff, customers, suppliers, sta#eholders, etc., need solid
philosophical principles )another term would be a "frame of reference". on which to base
their expectations, decisions and actions. In a vast complex organiation li#e the ;;8,
leadership will be very challenging at the best of times due to reasons of sie, diversity,
political and public interest, etc. 4aving a conflicting philosophy dramatically increases
these difficulties for everyone, not least the leader, because the frame of reference is
7or leadership to wor# well, people )employees and interested outsiders. must be able to
connect their expectations, aims and activities to a basic purpose or philosophy of the
organiation. This foundational philosophy should provide vital reference points for
employees" decisions and actions ! an increasingly significant factor in modern
"empowered" organiations. Seeing a clear philosophy and purpose is also essential for
staff, customers and outsiders in assessing crucial organiational characteristics such as
integrity, ethics, fairness, quality and performance. 3 clear philosophy is vital to the
"psychological contract" ! whether stated or unstated )almost always unstated. ! on which
people )employees, customers or observers. tend to 9udge their relationships and
The ;;8 is an example )it"s not the only one. of an organiation which has a confusing
organiational philosophy. 3t times it is inherently conflicting. 7or example$ 1ho are its
owners@ 1ho are its customers@ 1hat are its priorities and obligations@ 3re its
commercial operations a means to an end, or an end in themselves@ Is its main aim to
provide commercial mainstream entertainment, or non!commercial education and
information@ Is it a public service, or is it a commercial provider@ 1ill it one day be
privatised in part or whole@ If so will this threaten me or benefit me@ 3s an employee am
I sharing in something, or being exploited@ 3s a customer )if the description is apt. am I
also an owner@ /r am I funding somebody else"s gravy train@ 1hat are the organiation"s
obligations to the state and to government@
Given such uncertainties, not only is there a very unclear basic philosophy and purpose,
but also, it"s very difficult to achieve consistency for leadership messages to staff and
customers. 3lso, how can staff and customers align their efforts and expectations with
such confusing aims and principles@
The ;;8 is 9ust an example. There are many organiations, large and small, with
conflicting and confusing fundamental aims. The lesson is that philosophy ! or
underpinning purpose ! is the foundation on which leadership )for strategy, management,
motivation, everything. is built. If the foundation is not solid and viable, and is not totally
congruent with what follows, then everything built onto it is prone to wobble, and at
times can fall over completely.
Get the philosophy right ! solid and in harmony with the activities ! and the foundation is
3gain, the 6sychological 8ontract provides a helpful perspective for aligning people and
organiational philosopy.
This of course gives rise to the question of what to do if you find yourself leading a team
or organiation which lac#s clarity of fundamental philosophy and purpose, and here lies
an inescapable difference between managing and leading$
3s a leader your responsibility extends beyond leading the people. True leadership also
includes ! as far as your situation allows ! the responsibility to protect or refine
fundamental purpose and philosophy.
See also the notes and processes for incorporating fundamental philosophy within
strategic business development and mar#eting.

allegiance and leadership
:ifferent leaders have different ideas about leadership. 7or example, see below Aac#
1elch"s perspective, which even though quite modern compared to many leaders, is
nevertheless based on quite traditional leadership principles.
7irst here is a deeper more philosophical view of effective modern leadership which
addresses the foundations of effective leadership, rather than the styles and methods built
on top, which are explained later.
3 ;ritish government initiative surfaced in 0arch >--B, which suggested that young
people should swear an oath of allegiance to "5ueen and 8ountry", seemingly as a means
of improving national loyalty, identity, and allegiance.
1hile pac#aged as a suggestion to address "disaffection" among young people, the idea
was essentially concerned with leadership ! or more precisely a failing leadership.
The idea was rightly and unanimously dismissed by all sensible commentators as
foolhardy nonsense, but it does provide a wonderful perspective by which to examine and
illustrate the actual important principles of leadership$
3lways, when leaders say that the people are not following, it"s the leaders who are lost,
not the people.
%eaders get lost because of isolation, delusion, arrogance, plain stupidity, etc., but above
all because they become obsessed with imposing their authority, instead of truly leading.
Incidentally, leading is helping people achieve a shared vision, not telling people what to
It is not possible for a leader to understand and lead people when the leader"s head is high
in the clouds or stuc# firmly up his bac#side.
That is to say ! loyalty to leadership relies on the leader having a connection with and
understanding of people"s needs and wishes and possibilities. Solutions to leadership
challenges do not lie in the leader"s needs and wishes. %eadership solutions lie in the
needs and wishes of the followers.
The suggestion that loyalty and a following can be built by simply as#ing or forcing
people to be loyal is not any basis for effective leadership.
6rior to expecting anyone to follow, a leader first needs to demonstrate a vision and
values worthy of a following.
3 given type of leadership inevitably attracts the same type of followers. 6ut another way,
a leadership cannot behave in any way that it as#s its people not to.
In other words, for people to embrace and follow modern compassionate, honest, ethical,
peaceful, and fair principles, they must see these qualities demonstrated by their
6eople are a lot cleverer than most leaders thin#.
6eople have a much #eener sense of truth than most leaders thin#.
6eople quic#ly lose faith in a leader who behaves as if points *- and ** do not exist.
6eople generally have the answers which elude the leaders ! they 9ust have better things
to do than help the leader to lead ! li#e getting on with their own lives.
3 leadership which screws up in a big way should come clean and admit their errors.
6eople will generally forgive mista#es but they do not tolerate being treated li#e idiots by
3nd on the question of mista#es, a mista#e is an opportunity to be better, and to show
remorse and a lesson learned. This is how civilisation progresses.
3 leader should be brave enough to tal# when lesser people want to fight. 3nyone can
resort to threats and aggression. ;eing aggressive is not leading. It might have been a
couple of thousand years ago, but it"s not now. The nature of human#ind and civilisation
is to become more civilised. %eaders should enable not obstruct this process.

traditional leadership tips ! 9ac# welch style..
Aac# 1elch, respected business leader and writer is quoted as proposing these
fundamental leadership principles )notably these principles are expanded in his >--*
boo# "Aac#$ Straight 7rom The Gut".$
There is only one way ! the straight way. It sets the tone of the organisation.
;e open to the best of what everyone, everywhere, has to offer& transfer learning across
your organisation.
Get the right people in the right 9obs ! it is more important than developing a strategy.
3n informal atmosphere is a competitive advantage.
0a#e sure everybody counts and everybody #nows they count.
%egitimate self!confidence is a winner ! the true test of self!confidence is the courage to
be open.
;usiness has to be fun ! celebrations energise and organisation.
Cever underestimate the other guy.
Dnderstand where real value is added and put your best people there.
(now when to meddle and when to let go ! this is pure instinct.
3s a leader, your main priority is to get the 9ob done, whatever the 9ob is. %eaders ma#e
things happen by$
#nowing your ob9ectives and having a plan how to achieve them
building a team committed to achieving the ob9ectives
helping each team member to give their best efforts
3s a leader you must #now yourself. (now your own strengths and wea#nesses, so that
you can build the best team around you.
4owever ! always remember the philosophical platform ! this ethical platform is not a
technique or a process ! it"s the foundation on which all the techniques and methodologies
are based.
6lan carefully, with your people where appropriate, how you will achieve your aims. Eou
may have to redefine or develop your own new aims and priorities. %eadership can be
daunting for many people simply because no!one else is issuing the aims ! leadership
often means you have to create your own from a blan# sheet of paper. Set and agree clear
standards. (eep the right balance between "doing" yourself and managing others "to do".
;uild teams. Ensure you loo# after people and that communications and relationships are
good. Select good people and help them to develop. :evelop people via training and
experience, particularly by agreeing ob9ectives and responsibilities that will interest and
stretch them, and always support people while they strive to improve and ta#e on extra
tas#s. 7ollow the rules about delegation closely ! this process is crucial. Ensure that your
managers are applying the same principles. Good leadership principles must cascade
down through the whole organisation. This means that if you are leading a large
organisation you must chec# that the processes for managing, communicating and
developing people are in place and wor#ing properly.
8ommunication is critical. %isten, consult, involve, explain why as well as what needs to
be done.
Some leaders lead by example and are very "hands on"& others are more distanced and let
their people do it. 1hatever ! your example is paramount ! the way you wor# and
conduct yourself will be the most you can possibly expect from your people. If you set
low standards you are to blame for low standards in your people.
F... 6raise loudly, blame softly.F )8atherine the Great.. 7ollow this maxim.
If you see# one singlemost important behaviour that will rapidly earn you respect and
trust among your people, this is it$ 3lways give your people the credit for your
achievements and successes. Cever ta#e the credit yourself ! even if it"s all down to you,
which would be unli#ely anyway. Eou must however ta#e the blame and accept
responsibility for any failings or mista#es that your people ma#e. Cever never never
publicly blame another person for a failing. Their failing is your responsibility ! true
leadership offers is no hiding place for a true leader.
Ta#e time to listen to and really understand people. 1al# the 9ob. 3s# and learn about
what people do and thin#, and how they thin# improvements can be made.
3ccentuate the positive. Express things in terms of what should be done, not what should
not be done. If you accentuate the negative, people are more li#ely to veer towards it.
%i#e the mother who left her five!year!old for a minute unsupervised in the #itchen,
saying as she left the room, F...don"t you go putting those beans up your nose...F
4ave faith in people to do great things ! given space and air and time, everyone can
achieve more than they hope for. 6rovide people with relevant interesting opportunities,
with proper measures and rewards and they will more than repay your faith.
Ta#e difficult decisions bravely, and be truthful and sensitive when you implement them.
8onstantly see# to learn from the people around you ! they will teach you more about
yourself than anything else. They will also tell you +-G of what you need to #now to
achieve your business goals.
Embrace change, but not for change"s sa#e. ;egin to plan your own succession as soon as
you ta#e up your new post, and in this regard, ensure that the only promises you ever
ma#e are those that you can guarantee to deliver.
4ere are some processes and tips for training and developing leadership.

leadership behaviours and development of leadership style and s#ills
%eadership s#ills are based on leadership behaviour. S#ills alone do not ma#e leaders !
style and behaviour do. If you are interested in leadership training and development !
start with leadership behaviour.
The growing awareness and demand for idealist principles in leadership are increasing
the emphasis )in terms of leadership characteristics. on business ethics, corporate
responsibility, emotional maturity, personal integrity, and what is popularly now #nown
as the "triple bottom line" )abbreviated to T;% or <;%, representing "profit, people,
7or many people )staff, customers, suppliers, investors, commentators, visionaries, etc.
these are becoming the most significant areas of attitude2behaviour2appreciation required
in modern business and organisational leaders.
<;% )triple bottom line ! profit, people, planet. also provides an excellent multi!
dimensional framewor# for explaining, developing and assessing leadership potential and
capability, and also lin#s strongly with psychology aspects if for instance psychometrics
)personality testing. features in leadership selection and development methods$ each of us
is more naturally inclined to one or the other )profit, people, planet. by virtue of our
personality, which can be referenced to Aung, 0yers ;riggs, etc.
0uch debate persists as to the validity of "triple bottom line accounting", since standards
and measures are some way from being clearly defined and agreed, but this does not
reduce the relevance of the concept, nor the growing public awareness of it, which
effectively and continuously re!shapes mar#ets and therefore corporate behaviour.
3ccordingly leaders need to understand and respond to such huge attitudinal trends,
whether they can be reliably accounted for or not at the moment.
3daptability and vision ! as might be demonstrated via pro9ect development scenarios or
tas#s ! especially involving modern communications and #nowledge technologies ! are
also critical for certain leadership roles, and provide unlimited scope for leadership
development processes, methods and activities.
8ultural diversity is another topical and very relevant area requiring leadership
involvement, if not mastery. %arge organisations particularly must recognise that the
mar#et!place, in terms of staff, customers and suppliers, is truly global now, and leaders
must be able to function and appreciate and adapt to all aspects of cultural diversification.
3 leaders who fails to relate culturally well and widely and openly inevitably condemns
the entire organisation to adopt the same narrow focus and bias exhibited by the leader.
;ear in mind that different leadership 9obs )and chairman. require different types of
leaders ! 8hurchill was fine for war but not good for peacetime re!building. There"s a big
difference between short!term return on investment versus long!term change. Each
warrants a different type of leadership style, and actually very few leaders are able to
adapt from one to the other. )3gain see the personality styles section$ short!term results
and profit require strong Aungian "thin#ing" orientation, or frontal left brain dominance&
whereas long!term vision and change require "intuition" orientation, or frontal right brain
If it"s not clear already, leadership is without doubt mostly about behaviour, especially
towards others. 6eople who strive for these things generally come to be regarded and
respected as a leader by their people$
Integrity ! the most important requirement& without it everything else is for nothing.
4aving an effective appreciation and approach towards corporate responsibility, )Triple
;ottom %ine, 7air Trade, etc., so that the need to ma#e profit is balanced with wider
social and environmental responsibilities.
;eing very grown!up ! never getting emotionally negative with people ! no shouting or
ranting, even if you feel very upset or angry.
%eading by example ! always be seen to be wor#ing harder and more determinedly than
anyone else.
4elping alongside your people when they need it.
7airness ! treating everyone equally and on merit.
;eing firm and clear in dealing with bad or unethical behaviour.
%istening to and really understanding people, and show them that you understand )this
doesn"t mean you have to agree with everyone ! understanding is different to agreeing..
3lways ta#ing the responsibility and blame for your people"s mista#es.
3lways giving your people the credit for your successes.
Cever self!promoting.
;ac#ing!up and supporting your people.
;eing decisive ! even if the decision is to delegate or do nothing if appropriate ! but be
seen to be ma#ing fair and balanced decisions.
3s#ing for people"s views, but remain neutral and ob9ective.
;eing honest but sensitive in the way that you give bad news or criticism.
3lways doing what you say you will do ! #eeping your promises.
1or#ing hard to become expert at what you do technically, and at understanding your
people"s technical abilities and challenges.
Encouraging your people to grow, to learn and to ta#e on as much as they want to, at a
pace they can handle.
3lways accentuating the positive )say "do it li#e this", not "don"t do it li#e that"..
Smiling and encouraging others to be happy and en9oy themselves.
'elaxing ! brea#ing down the barriers and the leadership awe ! and giving your people
and yourself time to get to #now and respect each other.
Ta#ing notes and #eeping good records.
6lanning and prioritising.
0anaging your time well and helping others to do so too.
Involving your people in your thin#ing and especially in managing change.
'eading good boo#s, and ta#ing advice from good people, to help develop your own
understanding of yourself, and particularly of other people"s wea#nesses )some of the best
boo#s for leadership are not about business at all ! they are about people who triumph
over adversity..
3chieve the company tas#s and ob9ectives, while maintaining your integrity, the trust of
your people, are a balancing the corporate aims with the needs of the world beyond.

great leadership quotes and inspirational quotes
Some of these quotes are available as free motivational posters.
F6eople as# the difference between a leader and a boss.... The leader wor#s in the open,
and the boss in covert. The leader leads and the boss drives.F )Theodore 'oosevelt.
FThe mar#sman hitteth the target partly by pulling, partly by letting go. The boatsman
reacheth the landing partly by pulling, partly by letting go.F )Egyptian proverb.
FCo man is fit to command another that cannot command himself.F )1illiam 6enn.
FIt is amaing what you can accomplish if you do not care who gets the credit.F
)6resident 4arry S Truman.
FI not only use all the brains I have, but all I can borrow.F )1oodrow 1ilson.
F1hat should it profit a man if he would gain the whole world yet lose his soul.F )The
4oly ;ible, 0ar# B$<?.
F3 dream is 9ust a dream. 3 goal is a dream with a plan and a deadline.F )4arvey
FIdeas are li#e rabbits. Eou get a couple, learn how to loo# after them, and pretty soon
you have a doen.F )Aohn Steinbec#.
FI #eep six honest serving!men, They taught me all I #new& Their names are 1hat and
1hy and 1hen, 3nd 4ow and 1here and 1ho.F )'udyard (ipling, from "Aust So
Stories", *+->..
F3 dwarf standing on the shoulders of a giant may see farther than the giant himself.F
):idacus Stella, circa 3:?- ! and, as a matter of interest, abridged on the edge of an
English H> coin.
FIntegrity without #nowledge is wea# and useless, and #nowledge without integrity is
dangerous and dreadful.F )Samuel Aohnson *,-+!B=.
FThe most important thing in life is not to capitalise on your successes ! any fool can do
that. The really important thing is to profit from your mista#es.F )1illiam ;olitho, from
"Twelve against the Gods".
F/ut of the night that covers me, ;lac# as the pit from pole to pole, I than# whatever
gods may be, 7or my unconquerable soul. In the fell clutch of circumstance, I have not
winced nor cried aloud$ Dnder the bludgeonings of chance my head is bloody but
unbowed . . . . . It matters not how strait the gait, how charged with punishments the
scroll, I am the master of my fate$ I am the captain of my soul.F )1E 4enley, *B=+!*+-<,
from "Invictus".
FEverybody can get angry ! that"s easy. ;ut getting angry at the right person, with the
right intensity, at the right time, for the right reason and in the right way ! that"s hard.F
F0anagement means helping people to get the best out of themselves, not organising
things.F )%auren 3ppley.
FIt"s not the critic who counts, not the one who points out how the strong man stumbled
or how the doer of deeds might have done them better. The credit belongs to the man who
is actually in the arena& whose face is marred with the sweat and dust and blood& who
strives valiantly& who errs and comes up short again and again& who #nows the great
enthusiasms, the great devotions and spends himself in a worthy cause and who, at best
#nows the triumph of high achievement and who at worst, if he fails, at least fails while
daring greatly so that his place shall never be with those cold and timid souls who #now
neither victory nor defeat.F )Theodore 'oosevelt..
F;ehind an able man there are always other able men.F )8hinese 6roverb..
FI praise loudly. I blame softly.F )8atherine the Great, *,>+!*,+?..
FExperto 8redite.F )FTrust one who has proved it.F Iirgil, >,--- years ago..

0ore leadership and inspirational quotes
See also the free motivational posters for leadership quotes.

leadership development exercises and games
The are various games and exercises on the free team building games section that wor#
well for demonstrating, assessing and developing leadership. See particularly the "leading
or managing" exercise, which is a flexible activity for illustrating the differences between
managing and leading. 3s regards leadership exercises for experiential development of
leadership abilities, focus on the leadership challenge of leading and managing a team !
the tas# itself is secondary ! so virtually any team game is suitable provided you give
each leader a team of four or more people to lead. The more people, the bigger the test of
leadership. Eou do not need a complicated exercise to create a leadership challenge. The
leadership challenge is produced by having to organise, plan and motivate a team of
people. In fact, if the tas# is too complex it will obscure the team leadership issues, by
distracting from or hampering leadership s#ills and qualities. 7or leadership development
choose exercises that includes an en9oyable and achievable challenge ! even very basic
games li#e newspaper towers will be a good test of leadership if you create teams of four
or more for the leader to lead. Dse games that you feel will produce variety, fun and a
mixture of activities. The round tables exercise is particularly suitable to test and develop
leadership s#ills. 8hoose a mixture of exercises which encourage the leaders thin# about
using a different approach, and different people"s strengths, for each challenge.

leadership articles and leadership development 9ustification
0any articles appear in the press and trade 9ournals about leadership& loo# out for them,
they can teach you a lot.
Cewspaper articles ! particularly those that appear in the serious press ! about leadership
and management, organiational and business culture, are an excellent source of ideas,
examples and references for developing leadership.
3 9ournalist could have spent a wee# researching the sub9ect, tal#ing to leading business
leaders, academics and writers, and preparing useful statistics. This is valuable material.
%earn from it, use it and #eep it, because finding specific detail li#e this is usually quite
Serious relevant articles in the newspapers, trade press, or online equivalent, cost little or
nothing, and yet they can be invaluable in developing your own ideas about leadership,
and in providing compelling 9ustification to organiations and managers for the need to
adopt new ideas and different approach to leadership development.
6articularly powerful are articles which describe corporate failings, many with huge
liabilities, arising from poor leadership behaviour and decisions, and which appear in the
news virtually every wee#. 'ecent history is also littered with all sorts of corporate
disasters and scandals, and while these high!profile examples are of a grander scale than
usually applies in typical organisations, the same principles apply ! an organisation is
only as good as its leadership ! at all levels.
;usiness disasters and failures ! be their nature environmental, financial, safety,
commercial or people!related ! are invariably traceable bac# to a failure in leadership,
and so any boardroom that says FThat sort of thing wouldn"t happen to us..F or F/ur
managers all #now how to lead without being taught..F is probably riding for a fall.
7inding specific examples of cost and return on investment relating to leadership
development is not easy )measuring leadership "cause and effect" is not as simple as more
tangible business elements., which is why it"s useful to #eep any such articles when you
happen to see them.
8ertain leadership development organisations are sometimes able to provide '/I
9ustification and2or case studies, which is another possible source of evidence for reports
and 9ustification studies.
3nd given the growing significance of corporate ethics and responsibility, we can expect
to see increasing '/I data relating to "Triple ;ottom %ine" and "8orporate 'esponsibility",
which being strongly lin#ed to leadership therefore will provide a further source of
evidence and 9ustification for leadership development.
%eadership is perhaps the most important buword in an organiation. 1hat is
leadership and who is a leader@ 1hat are the qualities a leader possesses@ Is a leader
made or born@ 1hat roles does an 4' professional perform as a leader@ :oes 9ust
holding a certain designation ma#e a person a leader@ These are 9ust some of the
questions you will find answers to at our 4' leadership training courses. 3lthough a
conclusive definition of leadership cannot be agreed upon, it is generally understood to be
the ability of a person to influence others in accomplishing an agreed goal. To do this, a
person does not have to have a formal position, or what is termed 3ssigned %eadership.
The hallmar# of good leadership is about ma#ing people around him or her want to do
what is expected in order to help the organiation achieve its goals. This is what mar#s
leadership out from bossism. This is what is termed Emergent %eadership. This is what
you get trained in when you ta#e up our training on leadership. It is true that some people
have the flair for leadership and it comes out naturally in some circumstances& yet, it is a
quality that one can acquire. %eadership can be taught, because leaders are made, not
born. 3spects such as what leaders are, meaning what their traits and character are& what
they #now, i.e., the extent of their expertise in the 9ob, and how they actually implement
leadership are some of the areas that 4' 0anagers can expect to learn from our training
sessions. %eaders are important to an organiation because they steer it through all times,
good or bad. In other words, they manage change and determine where the organiation
is headed and where it needs to go. 3n 4' 0anagerJs role is crucial in this course. 3n
4' 0anager or 4' personnel, or 9ust anyone with an interest in 4' and leadership can
benefit hugely from Train4'Js training. 6rimarily, our 4' training focuses on the
attitude, actions and s#ills 4' personnel need to be equipped with to sustain the
organiationJs competitiveness. Train4' familiaries and imbibes participants with the
central qualities of existent or potential leadership that they need to loo# for among
employees, namely Integrity$ The most elementary trait of a leader is integrity or
character. 8haracter is another word for fortitude. 1ithout it, there is virtually no
meaning or effectiveness in leadership. /ur training enables you to locate the employee2s
who show this quality in their dealings with people 7oresight$ 1hat is the use of having a
leader who does not see where the organiation is headed@ 7oresight or vision is another
great quality of a leader, and Train4' has the training to help you find this trait in people
in your organiation. 8onduct$ 8onduct or behavior is all about setting an example. It is
easy for one to order or expect others in the team to perform, but the true leadership is
one that leads from the front. 3s an 4' professional who underta#es our training, you
will get equipped with the s#ills needed to spot good conduct in your people. Self!belief$
8onfidence comes from a person who remains calm and collected in the face of a crisis.
/ne of the core qualities of leadership, self!belief is attained by continuous exposure to
situations that warrant it. Train4' has programs that help you assess this strength in an
Training K :evelopment Search in 8ategory
In todayJs world, continuing s#ills enhancement of an employee is necessary and crucial
for both the professional and the employer. The first step to updating the employeeJs
s#ills is to understand what the organiationJs short term and long term plans are. /nce
these are identified, programs that will equip employees and enable them to carry out
those plans successfully need to be modeled. 1e at Train4' provide training programs
that impart the extensive #nowledge and experience of our expert panelists, providing
you the opportunity to be in sync with global best practices and preparing you for
corporate challenges. /ur training courses provide a comprehensive learning experience
to participants through an interactive format and address topics that include, but are not
limited to$ 8areer 6lanning K :evelopment Employee Induction Interviewing S#ills
6rofessional Etiquette Soft S#ills Training Team ;uilding ! 0anagement Techniques
Train the Trainer
4' 0anagement Search in 8ategory
0anaging an organiationJs 4uman 'esource function is one of the most challenging
responsibilities. 4uman 'esources being the most valuable and at the same time,
unpredictable assets for any company, the emphasis on 6ersonnel 0anagement canJt be
greater. In light of this, we at Train4' intend to offer you a number of Lneed of the hourJ
training programs which will focus on every sub9ect in the most appropriate way M
microscopic and at a macro level, covering every aspect in a wholesome manner. The
areas of discussion include$ 'ecruitment, ;ac#ground 8hec#s, 0otivation and 'etention,
3bsenteeism K 3ttendance, :iscipline, :iversity at 1or#place, ;rea#s during /ffice
hours, 7iring 2 Termination, 7urlough, Internal Investigations, %ayoffs, :ownsiing K
'eduction in 1or#force )'I7., 6ersonnel 3dministration.
8ommunication is vital in an organiation. So are interpersonal s#ills. 3re the two
different from each other@ The term LcommunicationJ can be understood in a broad sense,
ranging from a Lgood morningJ wish to a colleague to a brochure about your companyJs
product. LInterpersonal s#illsJ, on the other hand, is the art of communicating a particular
agenda within the organiation to other employees. This #ind of communication can have
ramifications for both the communicator and the communicated. The conveyed message
can assume different meanings and overtures in different contexts. 7actors such as the
content of the communication and the tone and tenor can play an important role. So, how
does your organiation ta#e care of communication between employees@ The role of the
4' personnel is all the more important in this process. This is where we can help.
Train4'Js experts can help 4' staff or those aspiring to ma#e a career in 4' hone the art
of communicating with each other without causing ill feelings or rifts between each other.
;eing the medium through which various departments interact with each other, 4'
personnel have a crucial role to play in communicating between different departments.
1e can offer guidance on all areas of communication and interpersonal s#ills, such as tact
and diplomacy required to convey delicate matters between management and the staff,
between various hierarchies in the management structure and between staff. /ur
communication and interpersonal s#ills training equips you for a lifetime of s#ill in the
way you communicate to your staff. These are some of the features of our training$
Equips you to be a powerful and clear communicator of your ideas to your peers and
management, be a good listener and commit credibly 4elps you acquire the #ind of
communication and interpersonal s#ill that your colleagues will respect you for Teaches
you to be a culturally sensitive person who can handle employees of different
bac#grounds with ease 0a#es you a confident person who can initiate a conversation and
tal# without stage fear or consciousness, whether it is to the management or the staff that
you are tal#ing Trains you to connect to your audience emotionally and gain the art of
collaborating with people Gives you the ability to respond, rather than react to a situation
and clear existing or potential misunderstanding in communication between individuals
and various departments 3cquaints you with the choice of the right words for the right
occasion 6rovides you the s#ill of handling difficult people and situations 3nd lots
ness 1riting and 6resentations S#ills Search in 8ategory
Samuel Aohnson famously remar#ed in the *Bth century that language is the garment of
thought. This is true to this day and all the more so with regard to business
communication. ;usiness writing is about ma#ing a thought #nown within and outside
the organiation& the better dressed it is, the better the impression it carries about the
organiation. ;usiness writing is a combination of good use of the language, flow of
thought that goes into the written communication, and the art of putting it across in a way
that appeals to the receiver. Train4'Js training is focused on ma#ing you that #ind of
person who can be exact with words. 3s 4' personnel, written communication can
sometimes be tric#y, as sensitive aspects of an employeeJs or the organiationJs matters
need to be conveyed. This is where having professional training from Train4' can be
useful. ;usiness writing that is focused, neat and crisp can convey a great impression
about the organiation. This is what we at Train4' impart. If business writing is one side
of the coin, the other is presentation. 6resentation s#ill is as important as the written
word. 3 good corporate presentation can often ma#e the difference between a good and
bad impression about the company or its products and services. 3n attractive presentation
is li#e the companyJs visiting card. Train4' has experts who can train you to be elegant
and dapper in your presentation. Train4' can ma#e smart presenters out of people by
training them in presenting$ 8orporate communication, meaning communicating to the
people in the organiation or to the outside world about the organiation Elementary
communication such as precise words needed for aspects such as 9ob description or
sending out mass mails in which 9obs are advertised :etailed orientation of 9ob offer
1riting in the right format about promotions and appraisals to employees
8ommunicating termination and dismissal orders 6roposals for costs needed for various
departments under various heads These or 9ust whatever you need to put your
organiation right on top of the consumerJs mind is brought out in a wonderful manner.
They say the only constant in a business is change. 8hange management is not 9ust about
phasing resources into more meaningful and optimal results& it is about building in the
organiation the resilience that is needed to weather volatile conditions. Train4'Js
training gives you the s#ills needed as an 4' professional to bring about change in the
management. 1e realie that change is the cornerstone of an organiationJs growth.
8hange is most effective when it is implemented organically, that is, from inside. 3n
organiation is a happy one when it sees the big picture ahead of the others& seies the
opportunity and ta#es employees along in this direction. The role of 4' in this effort can
never be overstated. 8hange is most effective when it combines the elements of
machinery and psychology of the employees. Since the first is the creation of the human
mind, the greater stress is on psychology. Since that is what 4' personnel deal with day
in and day out, Train4'Js training can be immensely useful in helping 4' personnel be
the bac#bone of the change the organiation wants to go through. Train4' equips you
with the most important aspects of change management Mthe Lpeople sideJ of the process.
If people do not drive the change the organiation wants to implement, it ma#es no sense
expecting the machinery )or physical infrastructure. to bring about change. 8hange
management is best when it helps bring about the following in the organiation$
:eveloping peopleJs s#ills from both inside and outside. Towards this, Train4'
facilitates learning, the crucial element of change 4arnesses the emotional intelligence
and stability in employees, with which they acquire the ability to foresee and withstand
unforeseen challenges Ensures complete development of the employee
1ith new technologies on their way in everyday, identifying the technology that best
suits the needs of the organiation is critical. Today, most businesses are inextricably
intertwined with technology, primarily to increase efficiency and swiftness in conducting
day!to!day affairs of the business. 1ith almost all tas#s being carried out with use of
technology, there are certain measures that every organiation must implement and
administer to safeguard their interests from growing ris#s. (ey areas of focus here
include$ :ocumentation K :ocument 'etention Electronic :ata 0anagement K
0onitoring I: theft and Trade Secrets Systems for 'ecruitment, 6rocess 0anagement K
6ayroll Technology Selection K Implementation.
6lanning2Strategies Search in 8ategory
6lanning2strategiing is a continuing, yet critical exercise at every level in any industry,
and the 4' function is no exception. 1ithout a proper plan, execution becomes
substandard, causing the whole process to fall flat. 7lexibility to allow deviation when
needed and the ability to do so swiftly are extremely important needs and their
implementation can help the organiation reap rich rewards. 4ence, before implementing
new processes or enhancing current systems on such a scale, thorough planning is
mandatory. Every organiation implements various 4' policies to cope with expansion,
downsiing or a crisis. 6reparing a proper plan can implement or enhance these systems
with ease. Some of the areas that are covered during the course include$ 8hange
0anagement 8risis 0anagement K :isaster 6lanning Employment 6ractices %iability
Insurance Ethics :elegation Industrial relations %eadership 0ergers K 3cquisitions 'is#
0anagement Succession planning 1or#er"s 8ompensation 6rotection
8ompensation, ;enefits and 6olicy 0a#ing Search in 8ategory
In todayJs mar#etplace where everybody is trying to attract the best talent available,
retaining talent is easier said than done. Eou not only have to compete with the rest& you
have to also hold on to your existing talent, hoping that they donJt loo# out for greener
pastures. It is natural for employees to expect to get the best possible pay. 3s an 4'
professional however, you have to loo# at the organiation as a whole and seldom have
the liberty of giving in to everybodyJs demands. This is one of the many important
challenges an 4' professional is faced with. In addition, the 4' professional will have to
tac#le multiple, diverse issues such as preserving parity amongst employees, paying out
bonuses and incentives, maintaining a standard pay structure, administering the taxes,
providing the appropriate benefits, all of which has to be done while being within the
budget and being compliant with all rules and regulations. Caturally, very little leverage
is allowed when dealing with tas#s of this enormity. This is where Train4' can
immensely helpful. 7rom our panel of experts, you can learn ways of offering a lot with
quite a little. /ut training programs cover topics such as$ ;onuses and Incentives
8afeteria 6lans :ay 8are 6rovision Employee Stoc# /wnership 6lans )ES/6. 7lexible
;enefit 6lans 4andboo#s K 6olicy Cotifications 4ealth ;enefits %ife Insurance %eaves
/vertime 6ension and 'etirement 6lans 6ay Structures Travel 'eimbursements 2
4ome O 3bout Ds O 8ontact Ds O 6rivacy 6olicy O 735s O Terms of Service O Dnsubscribe O
8opyrig 8ompensation, ;enefits and 6olicy 0a#ingSearch in 8ategory
In todayJs mar#etplace where everybody is trying to attract the best talent available,
retaining talent is easier said than done. Eou not only have to compete with the rest& you
have to also hold on to your existing talent, hoping that they donJt loo# out for greener
pastures. It is natural for employees to expect to get the best possible pay. 3s an 4'
professional however, you have to loo# at the organiation as a whole and seldom have
the liberty of giving in to everybodyJs demands. This is one of the many important
challenges an 4' professional is faced with. In addition, the 4' professional will have to
tac#le multiple, diverse issues such as preserving parity amongst employees, paying out
bonuses and incentives, maintaining a standard pay structure, administering the taxes,
providing the appropriate benefits, all of which has to be done while being within the
budget and being compliant with all rules and regulations. Caturally, very little leverage
is allowed when dealing with tas#s of this enormity. This is where Train4' can
immensely helpful. 7rom our panel of experts, you can learn ways of offering a lot with
quite a little. /ut training programs cover topics such as$ ;onuses and Incentives
8afeteria 6lans :ay 8are 6rovision Employee Stoc# /wnership 6lans )ES/6. 7lexible
;enefit 6lans 4andboo#s K 6olicy Cotifications 4ealth ;enefits %ife Insurance %eaves
/vertime 6ension and 'etirement 6lans 6ay Structures Travel 'eimbursements 2
4ome O 3bout Ds O 8ontact Ds O 6rivacy 6olicy O 735s O Terms of Service O Dnsubscribe O