Enneagrams ....

The Enneagram of Personality (simply the Enneagram) is a typology of human personality developed by Oscar Ichazo and Claudio Naranjo, it is also partly based on earlier teachings of G. I. Gurdjieff. The typology defines nine personality types (also called "enneatypes"), which are also indicated by the points of a geometric figure, which also indicate some of the connections between the types.

Type One

The One's attention goes to appreciating the excellence and elegance in anything such as a shape, musical score etc. ; to noticing and correcting errors; to identifying and adhering to standards of perfection in thought, feeling and behavior.Major traits include a strong internal critic, a tendency to criticize or judge others, a concern with ethics and correct behavior, and the adherence to rules and standards. Ones also tend to be perfectionists and idealists. In terms ofstrengths, Ones are typically reliable, analytical, and moral. They often demonstrate integrity and a desire to improve things for the good of all. Challenges for Ones include dealing with their own anger, managing their perfectionism, and being overly critical of self and others.


Type Two

As a heart-based type, the Two's attention goes to interpersonal relationships and paying attention to important people, to giving to others, and to gaining approval. Major traits: Twos can be upbeat and cheerful, and they pride themselves on intuitively knowing what others need, often believing that they know what is best for others. However, this outward focus on others may mask a less confident inner self, Twos often have difficulty identifying their own needs or getting them met directly. Twos can be very empathic, friendly, and giving, and yet may become resentful if their generosity is not appreciated or reciprocated. Strengths: Twos often make friends easily, can be thoughtful, attentive and fun-loving, and they also tend to be competent and driven. Challenges: Twos often neglect their own needs, try to indirectly orchestrate the behavior of other people, and can be fearful of real intimacy with others.


Type Three

The Three's attention goes to setting goals and hitting their targets, to success and creating the "right" image in the eyes of others, and to doing rather than being. Type Three is the prototype of being identified with a persona. Major traits include an excessive focus on work and tasks, concern with image and the approval of others, and a competitive striving for status and recog-nition. Strengths: Threes can be industrious, energetic, and attractive. Challenges: They can be workaholics, unaware of their real feelings, and unable to slow down and simply be.

Type Four

The attention of Fours goes to what is missing and desired, to loss, to emotions, to drama, and to longing for the ideal and distant, thus, the sense that the heart is broken or damaged in some way. Major traits include a desire to feel special or unique, a concern with authenticity, a preoccupation with the search for the ideal forms of love or connection, and a wistful pleasure with melancholy. Unlike some other types, Fours tend to be comfortable with emotions and can be sensitive to the emotional tone of situations and relationships. Strengths: Fours can be emotionally strong, authentic, artistic, and sensitive. Challenges: Fours can be entitled, dramatic, dissatisfied in relationships, and depressed.


Type Five

The Five's attention goes to gathering knowledge and wisdom (akin to the symbol of the owl), to thinking and observing, to protecting inner resources and to warding off intrusions from the outside.Major traits: Fives describe an inner experience of scarcity or lack, especially in terms of time and energy. They typically feel a strong need to hoard these resources and may become resentful when others threaten to impose on them, especially emotionally. Fives tend to be knowledgeable, emotionally detached, analytical, and objective observers. Strengths: Fives are often objective, calm in a crisis, knowledgeable, and analytical.Challenges: They may also be too emotionally detached, and their sense of inner lack often leads to withdrawing from others, creating excessive boundaries, and to the illusion that energy is limited and must be (over)protected.


Type Six

The attention of Sixes goes to questioning and doubting, to scanning their environment for signs of threat and danger, to searching for proof to confirm an inner sense of threat, and to creating worst-case scenarios. Major traits: Most Sixes have a complex relationship to authority. They want authority figures to protect them, while simultaneously doubting the authority figure's willingness or ability to do so. They may also be fearful and anxious (phobic), or challenging and rebellious (counter-phobic). Sixes tend to suspect people's motives, and their concern with what can go wrong in situations can lead to procrastination. They can also be good troubleshooters and loyal supporters.Strengths: Sixes are often intuitive, loyal, analytical, and have the ability to challenge authority (counter-phobic) or see through false pretenses. Challenges: They may be overly suspicious or paranoid may project their own thoughts feelings and motives onto others, often have issues with trust, and may get stuck in self-doubt or excessive questioning.


Type Seven

The Seven's attention goes to options and possibilities, to seeking pleasure, to avoiding pain and discomfort, and their minds typically shift quickly from idea to idea, akin to a monkey's arms moving from one tree branch to another in rapid succession. Sevens like to keep the mood upbeat, and so engage in elaborate future planning, playful interactions, and enjoyable activities. They typically have many interests and active imaginations. Major traits: Sevens can be fast-paced, fun loving, imaginative, and afraid of commitment. They often become enamored with their own associational thinking style, enjoy adventure and stimulation, and believe in keeping the mood positive and forward moving.Strengths: Sevens are usually adventurous, fun, positive, upbeat, and optimistic.Challenges: It can be difficult for many Sevens to make and keep commitments or deal with pain: They often believe the following: Why feel bad or suffer when there is the choice to be happy? Sevens also have difficulty staying focused or dealing with emotionally charged interactions.


Type Eight

The Eight's attention goes to issues of power and control, to making things happen, to protecting the weak, and to fighting injustice. With an intense, authoritative, and sometimes explosive energy, they are usually ready to face any challenge. Major traits: Eights can be impulsive, excessive, dominant, and protective of others. They often move into action before thinking things through, express their anger more easily than the other types, and confront situations more readily than others. They seek the truth, but may confuse objective reality or truth with their own personal reality or beliefs. Strengths: Eights tend to be strong, powerful, commanding, energetic, and intense.Challenges: They can also have difficulty containing their own energy and anger, be controlling, and be unaware of their own vulnerabilities.

Type Nine

The Nine's attention goes to connecting with others, maintaining harmony, peace, and comfort, and avoiding conflict. They typically enjoy the feeling of ease, harmony, and peace that they experience in nature. Major traits: Nines merge with others energetically, taking on the feel and positions of others, thus losing touch with their own internal experience and priorities. As one of the three anger types, Nines can be very out of contact with their own anger, which can leak out in the form of passive-aggression, stubbornness, and passive resistance. Typically they are more focused on others than on themselves.Strengths: Nines can be skilled mediators and loyal, steadfast partners and friends. They can also be warm, understanding and caring. Challenges: They can also have difficulty feeling and expressing anger, dealing with conflict, knowing what they want, and differentiating their expe-rience from others in their lives.

Mergers- The pitfalls ..!!

Everyone today talks about mergers and acquisitions. They have become the next wave of doing business. In recent years, the number of mergers and acquisitions that have taken place across the world has been staggering and has affected nearly all industries, as well as large and small companies alike. Increasing globalisation has also given rise to a higher number of cross-border mergers.

The reasons given by companies for this recent wave of consolidation have included cost-cutting through economies of scale, strengthening the company’s market position, gaining access to new markets, global expansion, gaining a talented workforce, acquiring new knowledge and expertise, gaining a new customer base, and pursuing new technologies.

Wikipedia says "Mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance and management dealing with the buying, selling, dividing and combining of different companies and similar entities that can aid, finance, or help an enterprise grow rapidly in its sector or location of origin or a new field or new location without creating a subsidiary, other child entity or using a joint venture."

However, whatever reasons may have led you to do a merger, the bitter reality is that instead of reaping in benefits and synergies as calculated, they end up failing. Recent studies have indicated that 60-80% of all mergers are financial failures when measured by their ability to outperform the stock market or to deliver profit increases.

There can be many reasons that can lead to the failure of an M&A. However, some of the common and major ones are listed below:

Lack of synergies: the feeling that 2+2>4 is not always correct. Suppose if the merger is between #2 and #3 trying to take over #1 by merging. Typically, the customers of both #2 and #3 get confused and move to #1, leaving the merged entity in the lurch. It is not always poosible to scale that high up.

Lack of communication: employee communications is one of the most important issues which needs to be addressed during a merger or acquisition process. It is seen that middle management and lower level employees in particular are kept in the dark when it comes to merger issues. There is a deliberate withholding of information from employees on the part of the senior executives who are dealing with the merger. This contributes to confusion, uncertainty and a loss of trust and loyalty on the part of employees. In some cases, companies even feel the need to lie to their employees by making reassuring statements about the continuity of their roles and pay packages, and by falsely stating that there will be no redundancies. It is really very important to be clear and consistent, even if the messages may not always be positive for everyone.

No plan: Two companies try to sometimes merge and see if they can work out something in the long run. But if both of them didn't have a plan to begin with, then they may end up not having a plan even when they join. The integration plan is not put in place and so the execution becomes faulty. Integration between products matters a lot, and a company that tries to grow by acquiring many companies tends to fail simply because it looks like a jigsaw puzzle that has not been put together properly.

Poor and hurried decisions: The decisions sometimes are made in a hurry and the target is expected to deliver the results in a short time which becomes infeasible. Will the CFO of the bigger entity become the CFO of the combined entity even if the CFO of the smaller company is more capable? Put the wrong CFO on top and he will botch up, while the better CFO resigns in disgust and moves on to a competitor.

Cultural Conflict and people issues: This is by far the most important factor especially if the parties involved belong to different culture dimensions. The problem mainly arises because the target is seen only from a financial perspective and they give less importance to the cultural issues within the company. Even if two companies seem to have all the right ingredients in place for a successful merger, cultural differences can break the deal. It is not enough for two companies to appear to fit well on paper; at the end of the day, if the people are not able to work
together, the merger will not succeed.

Loss of Key people and customers: Sometimes the top management who were responsible for the transition leave the organizations for better places making the merger a failure. This also hampers the trust of the lower level workers. Also, if some of the most talented employees, responsible for bringing in valuable business to their organisations leave, this will result in the loss of key customers.

Ego clashes/Power politics: Power struggles can be a major obstacle to the success of mergers and acquisitions. Clashes between the management of the two companies, as well as clashes within a company’s own management, can lead to the demise of a merger. Not only do power struggles distract management from focusing on business issues, but managers also tend
to place their own self-interests above those of the business, and often make decisions that will benefit them at the expense of the rest of the organisation

Some of the recommendations for a successful merger are:
1. Extensive and Regular Communication
2. Effective Planning and post-merger integration teams
3. Retaining Key People
4. Managing cultural differences
5. Proper due dilligence
6. Training and Development





Good enough isn't enough.......!!

The other day in the class, sir asked us to elaborate on the phrase ”Good enough is not enough” I Believe in the above statement and want to emphasize that this statement is gaining increasing importance in today’s competitive world. In today’s environment when each one is trying to gain competitive advantage over the others and trying to outperform others in the marketplace, the phrase “good enough is not enough” aptly reflects the fact that we surely need something more than just good enough. When it comes to your customers, your family, your community, a sport, or your own personal development – good enough is just not enough. Let us consider the case that you are an entrepreneur and you are running your own business. In such a situation, being good enough will put you out of business as there will be ample others who will do it better than you and throw you out of the market.

In your career, being good enough will keep you where you are at best, and more likely result in your getting smaller rewards that you hoped for. Good enough is not enough because the universe aligns with those that are willing to commit and direct their purpose and energy to do their best. In business the result can be even more clear, with those who just have good enough customer service or attention to product quality steadily losing their customers to a more focused and committed competitor. In life, like in business – it really does pay to do your best. However, unlike business, your best is relative to your own capabilities. It’s about you being truthful to what you are really capable of, and not settling for anything short of your best effort. Just enough is thus only mediocre.

Most people today have the attitude of ““I guess that’s good enough”. This is because people today have become multi-taskers and they are burdened with a lot of things at the same time. However, such an attitude does more harm than good. They fail to realize that today “good enough” is not enough. Only our best will pass the test in today’s highly competitive economy. This is the chief reason why all companies in the same business do not show the same rate of progress because all of the people working in those companies do not put the same degree of thought, effort, interest and enthusiasm into the everyday operation of their jobs. You, and your fellow workers, will continue to progress only as long as you put more and more intelligent thought, effort, interest and enthusiasm into the everyday operation of your job. Your company will continue to progress only as long as it continues to provide a better product and / or better service to more and more satisfied customers. Hence, your own progress and that of the company you work for are as tightly bound together as the links of the strongest chain. Each is dependent upon the other for success.

Hence, only those people and those companies get ahead , who strive for excellence. Those who are continually trying to:

        • DO a better job
        • MAKE a better product
        • RENDER better service
        • IMPROVE their working relationships
        • ATTRACT more customers
        • RETAIN existing customers
        • INCREASE the quality and value of their product in every possible way

If we dig back into history, we will find that the people who get ahead are the people who get genuine satisfaction out of striving continually to do a better job today than they did yesterday. They know that we make our own tomorrows by the things we do today. They have learned that the difference between success and failure is the difference between doing our best and doing just enough to get by.

Abraham Lincoln had the right idea. When only a young man, he said “Every day I will just do the best I can and someday my chance will come”.

How Do Successful People Get That Way?

They have plenty of drive
They accept responsibility cheerfully
They know that only the BEST will pass the test
They know that success is never an accident
They know that the customer is their real boss
They look – listen – learn
They find out if they’re not sure
They set an example to others
They know that the next field only looks greener
They welcome new ideas
They profit from their mistakes
They never forget that “Good Enough” is “Not Enough Today”..

Hence, for all of us, this phrase gives us a very huge lesson. Lets be our best everybody, better than the previous day as being just good enough is surely not good anymore.

Strategic thinking??


Our strategy Professor, Sandeep Singh Mann, has a very innovative and unique way of teaching. He always tries to help us think beyond the apparent. He usually gives us a very relevant business situation and asks us what is it that we are thinking. How will we proceed? what is our strategic rationale? In a nutshell, he always desires that we should start thinking strategically. We should keep ourselves in the CEO's or entrepreneur's or a strategic leader's shoes and approach the situation.

In my attempt , I jotted down points which we should keep in mind in order to be able to think from a strategic point of view. these are as follows:

  • Changing your perspective from small picture to big picture
  • Look at something from more than one point of view
  • Studying the fundamentals of business
  • Thinking about your business’s Critical Success Factors
  • Stepping away from the day-to-day
  • Plotting out your competitive landscape on a 3-D map
  • Studying case histories from other successful businesses
  • Getting SMART goals and working backwards from there
  • Immersing yourself in the right content
  • Understanding that it’s not just about information, it’s about insight
  • Simplifying how you see things
  • Watching for variations on a theme
  • Learning how to read a P&L and a Balance Sheet
  • Thinking like a CEO
  • Understanding consumer behavior models
  • Watching for similarities between industries
  • See how things are related and how they are not
  • Try to generate business simulations
  • Putting yourself in the mind of your customer

The Star Model - Jay R. Galbraith

The Star Model framework for organization design is the foundation on which a company bases its design choices. The framework consists of a series of design policies that are controllable by management and can influence employee behavior. The policies are the tools with which management must become skilled in order to shape the decisions and behaviors of their organizations effectively


In the Star Model, design policies fall into five categories.
1. Strategy, which determines direction
2. Structure, which determines the location of decision-making power
3. Processes,which have to do with the flow of information; they are the means of responding to information technologies
4. Rewards and reward systems which influence the motivation of people to perform and address organizational goals
5. Policies relating to people (human resource policies), which influence and frequently
define the employees’ mind-sets and skills


Strategy: Strategy is the company’s formula for winning. The company’s strategy specifies the goals and objectives to be achieved as well as the values and missions to be pursued; it sets out the basic direction of the company. The strategy specifically delineates the products or services to be provided, the markets to be served, and the value to be offered to the customer. It also specifies sources of competitive advantage. Traditionally, strategy is the first component of the Star Model to be addressed. It is important in the organization design process because it establishes the criteria for choosing among alternative organizational forms. Choosing organizational alternatives inevitably involves making trade-offs. Strategy dictates which activities are most necessary, thereby providing the basis for making the best trade-offs in the organization design.

Structure: The structure of the organization determines the placement of power and authority in the organization.

Processes: Organization's processes are its physiology or functioning. Management processes are both vertical and horizontal. Vertical processes are usually business planning and budgeting processes. The needs of different departments are centrally collected, and priorities are decided for the budgeting and allocation of the resources to capital, research and development, training etc. Horizontal–also known as lateral–processes are designed around the workflow, such as new product development or the entry and fulfillment of a customer order. These management processes are becoming the primary vehicle for managing in today’s organizations.

Rewards: The purpose of the reward system is to align the goals of the employee with the goals of the organization. It provides motivation and incentive for the completion of the strategic direction. The organization’s reward system defines policies regulating salaries, promotions, bonuses, profit sharing, stock options, and so forth. A great deal of change is taking place in this area, particularly as it supports the lateral processes. Companies are now implementing pay-for-skill salary practices, along with team bonuses or gain-sharing systems. There is also the burgeoning practice of offering non-monetary rewards such as recognition or challenging assignments. The Star Model suggests that the reward system must be congruent with the structure and processes to influence the strategic direction. Reward systems are effective only when they form a consistent package in combination with the other design choices.

People: This area governs the human resource policies of recruiting, selection, rotation, training, and development. Human resource policies – in the appropriate combinations – produce the talent required by the strategy and structure of the organization, generating the skills and mind-sets necessary to implement the chosen direction. Like the policy choices in the other areas, these policies work best when they are consistent with the other connecting design areas.Human resource policies also build the organizational capabilities to execute the strategic directions. Flexible organizations require flexible people. Cross-functional teams require people who are generalists and who can cooperate with each other.

Implications of the Star Model

1. Though Structure is usually overemphasized because it affects status and power, and a change to it is most likely to be reported in the business press and announced throughout the company , however, in a fast-changing business environment, and in matrix organizations, structure is becoming less important, while processes, rewards, and people are becoming more important.

2. Different strategies lead to different organizations. There is no one-size-fits-all organization design that all companies–regardless of their particular strategy needs–should subscribe to.

3. For an organization to be effective, all the policies must be aligned and interacting harmoniously with one another. An alignment of all the policies will communicate a clear, consistent message to the company’s employees.

What it takes to be a leader ??

Well.. who doesn't want to be a leader... I am sure each and every one of us like to be one . We all aspire to stand out amongst the crowd. We all want to lead others and let others follow us. However, I am sure not many people would be knowing what it takes to be a leader. Here are some collection of leadership quotes which offer inspiration.

Taking a few quotes from people one admires and spending some time, deeply thinking about the quotes, can help us better understand the mindset behind the leader.

When nothing is sure, everything is possible.
~Margaret Drabble

This leadership quote speaks to the possibilities that exist when you and your team don’t have a bunch of preconceived ideas. Everyone is limited by what they are sure is possible. Without those barriers, the glass ceiling goes away.

In matters of style, swim with the current;
In matters of principle, stand like a rock.
~T. Jefferson

Thomas Jefferson’s leadership quote is a strong reminder about when to be flexible and when to stand strong. To often people are rigid on their style and flexible on their principles–the exact opposite of what he recommends.

And when we think we lead, we are most led.
~Lord Byron

Leadership is a give an take process as this leadership quote points out.

The only real training for leadership is leadership.
~Antony Jay

If you want to lead you have to practice leading as this leadership quote points out. Classroom experience isn’t nearly as valuable as actually leading people and learning from your mistakes.

The task of the leader is to get his people from where they are to where they have not been.
~Henry Kissinger

Kissinger knew that it was no great feat to get people to do something they had done before. Real leadership skill is getting them to do something they haven’t ever done or aren’t even sure is possible.

People are more easily led than driven.
~David Harold Fink

This leadership quote is an excellent reminder that leading is different than forcing people to do what you say.

Leadership should be born out of the understanding of the needs of those who would be affected by it.
~Marian Anderson

This leadership quote reminds us to see things from the perspective of the people whose lives we impact–a very important lesson for leaders in any position.

The leader has to be practical and a realist, yet must talk the language of the visionary and the idealist.
~Eric Hoffer

This leadership quote is an excellent way of explaining the proper balance for a leader between being realistic and being inspiring.

Do not follow where the path may lead. Go instead where there is no path and leave a trail.
~Ralph Waldo Emerson

This quote by Emerson reminds us to push into new areas and take people where no one has yet been.

The very essence of leadership is its purpose. And the purpose of leadership is to accomplish a task. That is what leadership does–and what it does is more important than what it is or how it works.
~Colonel Dandridge M. Malone

The colonel’s leadership quote shows that leadership needs to be focused on what it accomplishes instead of just being leadership for leadership’s sake.

Nearly all men can stand adversity, but if you want to test a man’s character, give him power.
~Abraham Lincoln

Abraham Lincoln understood human nature and this leadership quote illustrates the fact better than just about anything he ever said.

Where there is no vision, the people perish.
~Proverbs 29:18

This is common sense. If you want to lead, you need to have a vision to show people where you are going. Still it is amazing how many organizations suffer because their leaders don’t cast a clear vision.

Lead and inspire people. Don’t try to manage and manipulate people. Inventories can be managed but people must be lead.
~Ross Perot

Perot’s quote on leadership is unfortunately the opposite of what gets taught in a lot of management programs.

Leadership is understanding people and involving them to help you do a job. That takes all of the good characteristics, like integrity, dedication of purpose, selflessness, knowledge, skill, implacability, as well as determination not to accept failure.
~Admiral Arleigh A. Burke

Burke’s leadership quote highlights the need for leaders to work with people rather than against them.

Never mistake knowledge for wisdom. One helps you make a living; the other helps you make a life.
~Sandra Carey

Good plans shape good decisions. That’s why good planning helps to make elusive dreams come true.
~Lester R. Bittel

This is really where management and leadership comes together. Just having a vision isn’t enough. You must have a plan and the ability to execute that plan to succeed.

I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don’t think that’s quite it; it’s more like jazz. There is more improvisation.
~Warren Bennis

This leadership quote reminds us that you can’t just expect to follow some formula and have good results. Inspiring people requires constantly adapting to your environment.

A new leader has to be able to change an organization that is dreamless, soulless and visionless … someone’s got to make a wake up call.
~Warren Bennis

Leading is about inspiring people. Someone coming in to a new position will do well to remember this quote.

The first responsibility of a leader is to define reality. The last is to say thank you.
~Max DePree

People tend to forget that they are nothing without the people who follow. This leadership quote reminds us not to take people for granted.

People ask the difference between a leader and a boss. . . The leader works in the open, and the boss in covert. The leader leads, and the boss drives.
~Theodore Roosevelt

The real leader has no need to lead – he is content to point the way.
~Henry Miller

All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.
~John Kenneth Galbraith

The best example of leadership is leadership by example.
~Jerry McClain

Leadership should be more participative than directive, more enabling than performing.
~Mary D. Poole

The quality of a leader is reflected in the standards they set for themselves.
~Ray Kroc

To be able to lead others, a man must be willing to go forward alone.
~Harry Truman

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
~John Quincy Adams

The final test of a leader is that he leaves behind him in other men, the conviction and the will to carry on.
~Walter Lippman

Example is not the main thing in influencing others, it is the only thing.
~Albert Schweitzer

Leadership: The art of getting someone else to do something you want done because he wants to do it.
~Dwight D. Eisenhower

Do not follow where the path may lead. Go instead where there is no path and leave a trail.
~Harold R. McAlindon

Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.
~Stephen R. Covey

This is a nice explanation of the contrast between management and leadership.

A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there.
~David R. Gergen

Leadership is action, not position.
~Donald H. McGannon

He that cannot obey cannot command.
~Benjamin Franklin

Leadership and learning are indispensable to each other.
~John Fitzgerald Kennedy

The led must not be compelled; they must be able to choose their own leader.
~Albert Einstein

Leadership is practiced not so much in words as in attitude and in actions.
~Harold S. Geneen

Leaders must be close enough to relate to others, but far enough ahead to motivate them.
~John Maxwell

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
~John Quincy Adams

The manager asks how and when; the leader asks what and why.
~Warren Bennis

The very essence of leadership is that you have to have a vision.
~Theodore Hesburgh

A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.
~Rosalynn Carter

Leaders are more powerful role models when they learn than when they teach.
~Rosabeth Moss Kantor

Good leaders must first become good servants.
~Robert Greenleaf

Humans are ambitious and rational and proud. And we don’t fall in line with people who don’t respect us and who we don’t believe have our best interests at heart. We are willing to follow leaders, but only to the extent that we believe they call on our best, not our worst.
~Rachel Maddow

I suppose leadership at one time meant muscles; but today it means getting along with people.
~Mohandas K. Gandhi

The key to successful leadership today is influence, not authority.
~Kenneth Blanchard

Most important, leaders can conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts.
~John Gardner

Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future.
~Edwin H. Friedman

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.
~Theodore Roosevelt

A leader is a dealer in hope.
~Napoleon Bonaparte

Management is doing things right; leadership is doing the right things.
~Peter F. Drucker

Leadership and learning are indispensable to each other.
~John F. Kennedy

A sense of humor is part of the art of leadership, of getting along with people, of getting things done.
~Dwight D. Eisenhower

Innovation distinguishes between a leader and a follower.
~Steve Jobs

Have a strategy for life


All of us have heard what is the importance of having a strategy for a company. This strategy can either be a corporate-level strategy, a business level strategy or a one corresponding to different functions of a business like marketing, finance, operations, human resources etc.

By now, we all are fairly aware of the fact that having a short-term and a long-term strategy is very essential for the success of a business. As Michael porter says......Strategy is a culmination of various activities which serve as the building blocks and it is doing these activities differently... .It is not only the operational effectiveness but the strategic positioning that helps a company gain a niche for itself and can think of gaining a competitive advantage over its rivals.... We see and hear about business tycoons at the top level who carve out a strategy for the business trying to make that extra mark in the market and to gain the trust of the customers


So this very fact of the business world made me wonder.... should we extend the concept of strategy to each individual's life or not? ... after all each individual human being needs to differentiate himself/herself from the others?.. Each one of us thus should
create a strategy of our own life..!!

Strategy is simply a plan of action designed to achieve a particular goal....

So let me ask all of you.. how many of you have actually drafted out a strategy of your life...?? Do you know clearly what you intend to do in the next 6 months, 1 year, 3 years and so on....I believe most of you would say NO.. Very Few people take the time to think through and jot down, a life strategy for the future... Needless to say.. each of us have certain goals in life. These goals can be personal or professional...for example finishing college, obtaining a particular degree, getting admission in a particular college , be able to be a good speaker, a good leader, attaining a specific professional position, reaching an athletic goal or achieving a particular level of personal income. Hence, what is crucial for each one of us is to fashion a wide-ranging and cohesive life strategy pertaining to 5, 10,15 or even 20 years into the future. Though it is important to live in the moment, one must not forget that formulating a strategy ensures something to look forward to and, at the same time, set productive goals that have meaning, substance, and represent a raison d'ĂȘtre for many years of living.

Let me illustrate through an example. Let us say that you want to enter the IIM's. It is very essential for you to have a strategy in place to achieve this goal that is how to intend to secure a seat in the much coveted IIM's. At the very start, you could join a coaching institute which can provide direction to your goal, then first work towards strong fundamentals, fix the hours each day you should devote to achieve your goal and work continuously, solve last year papers, work on speed as well as accuracy etc.

One very important point I want to emphasize is that though some people make a life strategy.. they become weak in following it. They leave it half-way , procrastinate and become hopeless. Once a strategy is designed, one should follow it religiously.

The key essence is that a life without any life strategy would become meaningless, like a fish without water. Any strategy built , should be based on a solid foundation of clear life-goals.