Essential Leadership Qualities | Tapan Nayak | Skillshare

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Essential Leadership Qualities

teacher avatar Tapan Nayak, Entrepreneur and Coach

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

16 Lessons (52m)
    • 1. Chapter 0 Introduction

    • 2. Chapter 1 Management & Leadership

    • 3. Chapter 2 Section 1 Intro to Styles

    • 4. Chapter 2 Section 2 Authoritarian

    • 5. Chapter 2 Section 3 Democratic

    • 6. Chapter 2 Section 4 Delegative

    • 7. Chapter 3 4Cs of Leadership

    • 8. Chapter 4 4E's of Leadership

    • 9. Chapter 5 Section 1 Motivation Intro

    • 10. Jobs Speaking after return

    • 11. Chapter 5 Section 3 Vision, WHY, Language & Culture

    • 12. Chapter 5 Section 4 Recognition

    • 13. Chapter 6 Creating SMART Goals

    • 14. Chapter 7 Section 1 Creating Next Level Requirement

    • 15. Chapter 7 Section 2 Creating Next Level Guidelines

    • 16. Chapter 8 Key Takeaways

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About This Class

Learn Leadership Fundamentals. Discover the key attributes & qualities of a Great Leader.

Leadership is Critical to Business's Success. Leadership is what takes you forward, whether you are one or you are lead by a good one.

One becomes a great leader by working on self and developing the Leadership Qualities. We will delve into those critical and most important Leadership qualities that differentiates a Great Leader from an ordinary Leader.

If you are a Leader, or a Leader in Making or aspire to be a Leader, this course is for you.

This course will help you take off with the basics. Before you can master something of the likes of Leadership, you need to understand what is all about being a Great Leader.

By the end of the Course you will learn a number of things - 

  •  Leaders and Different from Managers
  • How are leaders different from Managers
  • Three primary styles of Leaderships for leading people and teams
  • The 4C's of Leadership
  • The 4E's of Leadership
  • What are SMART Goals, and why its important for Leaders to set SMART Goals
  • Why Motivation in a team in important
  • What does a good vision do
  • Why is it important for a Leader to state the WHY
  • How Language is the Key for a Leader
  • Why Culture is important for a good Leader to lead people and teams
  • How Recognition is a big differentiator for a good leader
  • Leaders create more leaders
  • How do Leaders develop more leaders

This course covers a lot of basics. Basics that as an aspiring/beginner/intermediary leader or a leadership enthusiast must be aware of to lead people and teams. 

Leaders are not those who lead. Leaders are those who people follow. 

If you are an Entrepreneur, Leader, going or aspiring to be a leader, and want to excel in your career, this course helps you with those important aspects of Leadership. Leadership can be learnt.

Give this course a chance to help you better your leadership skills, by understanding the basic attributes and qualities and expand your influence and achieve your leadership vision by enrolling today.

Meet Your Teacher

Teacher Profile Image

Tapan Nayak

Entrepreneur and Coach


Tapan is a seasoned leader with over 16 years in several positions across multiple large organizations, and an Entrepreneur ( Founder @ MYNIT, a Bulletin Board Product) for last couple of years. He is passionate about teaching. Tapan masters a lot of People and Business skills including Team Building, Leadership, Presentation and many more. Apart from building products, and his venture, he enjoys sharing knowledge. Tapan builds engaging training modules on various topics in collaboration with two of his Co-Founders, Inder and Anuj.

See full profile

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1. Chapter 0 Introduction: leadership, leading people and teams. My name is double Nayak over the last 16 years, having worked in several large organizations, building several teams from scratch, leading few large scale complex initiatives and finally being an entrepreneur for the last couple of years. One thing that I have understood very well is that good leadership changes your fortune, Whether you are being led by a good leader or you become a good leader behind every good performance and to master an art, all that you require is practice. Practice off the basics and to develop your own methods. Through this course, I'm going to share some off those basics with Set the foundation for a Good leadership career. If you have already started leading and you are trying to understand your rule better or aspired leading future, the scores is for you. With time and practice, you will get better. But before that you will need to understand what are those qualities and attributes which make a great leader. This course is a simple compilation on all those basic theories that as a leader, you need to identify with yourself by the end of the course, be assured that you will have a much broader perspective and better understanding off a leader's rule. We will not cover the in numerous number of activities that are Leader performs but certainly will touch upon everything that he or she requires. We will cover topics like the difference between a manager and a leader. Ladies leadership styles the four seas of leadership as well as the four ease off leadership. How does a good leader motivate individuals and teams? What are smart goals and one of the most important things that a leader must do and that is creating new leaders. If you have started the journey or you are going to start, it's better that you identify your leadership style. Do there is an exercise to help you identify your own predominant leadership style. So let's learn on. Let's lead what is leadership the activity of leading a group of people? What an effort or an organization or the ability to do so. Leadership involves several things most importantly but not limited to establish a clear vision. Share and cell division. Provide the information, knowledge and methods to realize the vision dr Initiatives and resolve conflicts. Leadership isn't taught. It can be polished or enhanced. That's why leaders are not created. Leadership isn't an act of leading as the term might imply. Leader isn't the one who leads. It's the guy who people follow, and there is a difference. The difference is in the approach, not what is desired. It is the act of inspiring people to perform and engage in achieving a goal. This course is all about what's core to leading and managing teams. The key attributes off a good leader and what makes a leader successful. 2. Chapter 1 Management & Leadership: Chapter one Management and leadership. Most people use these two terms manager and leader interchangeably. They are not the same. So now you know, if someone uses the terms interchangeably, then he or she doesn't understand them. Well, Leader is a visionary. He influences people towards the achievement of golds. A manager, on the other hand, uses positional authority to obtain agreement or compliance from members. Leaders are proactive. A strong leader anticipates, changes and prepares in advance. Whereas managers are reactive. A manager follows a given set of instructions and reacts to the outcome. Leaders have followers. It doesn't matter what the size of the team is, whether it's a small order, large organization, you can see the difference by the behavior off the teams. The help of leader To achieve something. Teams are more proactive under leader. They're as managers manage employees, teens report to a manager. Leaders agreed. Leaders and managers create dusk. Masters leaders are visionaries. Hence they clearly see who their employees can become with right investments. They don't care much about what their employees are today. The nurture people around them by creating key performance indicators instead off directing them towards set off tasks managers, at the other hand, are more task driven. Hence they create more taskmasters. Leaders create teams, whereas managers manage groups. Leaders are more directors in a play, and they knew that very well. Leaders understand it very well that every individual is different and how they could complement each other when they are put together. Leaders made great teams by bringing unique qualities together, whereas managers just create groups. Since that's what they manage, there are followers. Hence they react to situations and comprehend a problem in isolation, thereby creating a group to solve it and just manage that group leaders take responsibility and managers delegate responsibility. Leaders dick responsibilities as you failures and share successes, whereas managers delegate Basques and, most often, delegate blames, too. Most of you might have worked with such a manager at some point of time. With this, we come to the end of this chapter. In the next, we will talk about leadership styles 3. Chapter 2 Section 1 Intro to Styles: chapter do leadership styles. A leadership style is a leader style of providing direction, implementing plans on motivating people. There are many different leadership styles proposed by religious authors that can be exhibited by the leaders in the political, business or other fields. Advantages and disadvantages exist within each leadership style. Most effective leaders use different styles at different situations, depending on the task to be executed. The culture and gold often organization is the key driver for the style to be used. There have been several studies around the styles people use, but the first major study, conducted by Kurt Leven in 1939 still stays the most influential. Ask for this theory. There are three major leadership styles. If you look around, you will be able to associate certain leaders with each of these qualities, authoritarian or autocratic. The leader tells how to do or what to do without seeking advice, participative or democratic. The leader includes one or more employees in the decision making process, but the leader normally keeps self as the final decision making authority, delegated or laissez faire free reading. The leader allows the employees to make the decisions, though stays responsible for the decision made as stated, Effective leaders don't follow a style blindly the demonstrate a particular style, depending on the need of the situation, organization or environment. The use all three styles, with one being dominant. But bad leaders mostly used only one style. Normally autocratic. Further studies have stated a few more styles, like paternalistic style or charismatic leadership style. However, most of these are driven by the leadership theories, which are based on a personal trade. Hence the styles, more or less a categorized into the three re mentioned, like some people, are born with some personal traits and are quite charismatic as individuals and some developed treats toe become better leaders. Some leaders show a behavior off favor towards people and some words tasks. Now let's talk about each of the styles briefly. 4. Chapter 2 Section 2 Authoritarian: authoritarian or autocratic style. The style talks off command like I want you to do this. I need this done by so and so time leaders tell their employees what and how off the task without seeking advice most of the time, because they know exactly what would the task lied to and they have all necessary information about it. This style is used when more commitment is desire for delivery pressed for time and you are dealing with a team which is already motivated. This is the most commonly used style in seven places like bureaucracy, political leadership, manufacturing industries and more authoritarian leadership is not about shouting, yelling, using force or threat that's unprofessional and can be termed as bossing around. 5. Chapter 2 Section 3 Democratic: participative or Democratic. This style demonstrates collective decision making the leader in walls one or more team members in a meaningful discussion to arrive at the best solution for a problem or a goal. While maintaining the final decision making authority. The leader may on me not go ahead with what is suggested by the team members. This style should not be assumed as a weakness. Rather, it's a style which evokes respect in the team and creates an environment of trust. The D members get an opportunity to share information with you as a leader may not have, and collectively you get to a better solution, which is beneficial for all leaders. Following this style or most often employed, knowledgeable and able people, getting diverse opinion makes your and your team position stronger and fosters creativity in the team. 6. Chapter 2 Section 4 Delegative: delegated or laissez faire delegation is the primary quantity used here. Why the leader still stays responsible for the decision made. The leader allows the employees to make the decision. You can see this approach used most commonly in an environment where leaders or leaders in making report to a leader, the dog leader hands entrusts his subordinates, who already are in leadership positions to take the call. Leaders often use this technique while scaling up the organization, and US leader has prepared the next level very well. To take the vision forward, a good leader uses all three styles on new subordinates. Authoritarian style works very well when you have a competent team. Using participative style produces better creativity and results when you have the next nine of leadership ready. Using delegated style makes a leader way more successful than others. A good leader must use all the three styles, depending on the need. With this, we come to the end off this chapter on leadership styles. In the next one, we will discuss about key qualities a leader must possess the four C's off leadership 7. Chapter 3 4Cs of Leadership: foresees of leadership leadership is the most important. Confident off building a thriving business, however, it requires a self aware or enlightened leader. A good leader knows himself his strength and weaknesses. He knows what he knows and also is aware off what he doesn't know. That helps the leader to find his dependencies. How far one is willing to go for the goal describes the conviction off a leader. It's all about knowing who you are. The foresees Talk about the basic characteristic a leader possesses. That different sheets him from others. It starts with character. That's who you are. Strong leaders know what moves them. What are the best at the passion, the purpose and the goal. Then it comes to knowing those who you depend on for realizing your goals, your team, its strength and what does it take to motivate them towards the cool? Great leaders always work on their shortcomings and get better. Over years, several researchers have confirmed that great leaders are not born. They become or transform into great leaders by working on themselves. If you can become a great leader, who people in the organization respect and look up to, you have taken the step forward to change the destiny off your organization. Great leaders build great culture, and it takes character to build it. The competence, what you know and what you are good at. It is off utmost importance to state that a leader must have a clear understanding off his own strengths. Knowledge brings respect. A great leader is also humble because he knows what he doesn't know. He often admits his lack of expertise in certain fields. He constantly explores and stays open to acquire new experiences. Collaboration. Who do you get on board to work with? Since a great leader always knows his own strengths and weaknesses, he often looks for complementing skills and partnerships to bridge the gaps. Duplication isn't handy and creates more conflicts. And in securities, you go far as a team. A good leader always knows that. Hence he makes a better team where each one is strong at doing something and forms a better combination to increase the overall chances off success cottage. How far are you willing to go for your vision? Vision is personal to a large extent because the cause stimulates every now and then we see a leader challenging the status quo and innovates something that never existed. This requires courage because it's extraordinary, which ordinary people do not comprehend. Neither they relate to. There are more forces to bring you down. Challenges can break you as a leader. All that it digs is courage. You have to stick to your convictions and go ahead with what you believe in. Take Steve Jobs. For an example, he challenged the Status Coast several times and invented products that none of us ever believed could be possible. And these products have now become the way off life. Apple, as a company from almost bankruptcy, reached to a state of being called as the most valuable company because the leader at the helm stayed the course because he saw and believed in something that others didn't. That requires courage for the miles you're willing to travel for your cause. A great leader must demonstrate the four seas of leadership, character, competence, collaboration, courage. With this, we come to the end off this chapter. In the next, we will learn about the four ease off leadership 8. Chapter 4 4E's of Leadership: Chapter 44 Ease off leadership Jack, which took over G E when it had revenues off about $25 billion when he stepped down, G was $130 billion company Jack transformed G through his unique management style on shared several leadership traits. Four. Ease of leadership is one off such concepts, while the foresees talk about distinguishing characteristics off a great leader and the personality factor. Four. Ease talk about distinctive attributes, which they show through certain actions. Energy. People who move 95 MPH in a 55 miles an hour world they embraced change emotional energy, the kind of energy that a leader projects to help build the spirit or more rock often organization. It is an energy that reaches across people and binds together individual contribution into a purposeful hole. Emotional energy is the passion that gets the job done. Energizes they know how to spark other stupid form. They are visionary. They knew how to drive people to words, a vision. They are selfless in giving credit when things go right and taking blame when things go wrong. The don't engage in turf wars, operating silos or tolerate back biting behavior, they instill confidence into the soul off the organization. The new ideas are the life blood of the organization. Energizes aren't necessarily the source off all ideas. More likely, they encourage others to voice their ideas further. They ensure that these ideas are surfaced, celebrated and acted upon edge. They're competitive. They know how to make the really difficult decisions, which urged managers to go for the quantum leap rather than play it safe. Encourage your dessert reports to do the same and make sure that you don't punish them for failure. Leaders with edge know how to say yes or no and avoid the maybes executes. They are consistent performers. They know how to convert energy and edge into action and results further. People who execute effectively understand that activity and productivity are not the same thing. Bossidy and Sharon, right that many failed corporate strategies failed mainly as a result off poor execution. An organization will execute consistently only if the right culture practices Revo roads and so on are deeply ingrained in the fabric of the company. And if the top management through means involved, execution cannot be delegated. The authors also assert that managers who expend valuable company resources on other programs while ignoring execution are building the houses that have no foundations. Jeff Immelt got an edge of one of the competitors for CEO is position for this quality. These were a few qualities leaders possess, but the quality is alone. Don't make great leaders. Execution does. In the following chapters, we will see what great leaders do and what are the key things expected out of them in their positions to lead people and teams. 9. Chapter 5 Section 1 Motivation Intro: Chapter five Inspiring and Motivating Individuals. When Steve Jobs returned to Apple, the company was on the verge of bankruptcy. Almost nobody believed that the company could survive. But one man had a vision, a dream and didn't want to believe that the company was dead. The Deem also didn't believe that the company could swing back. Jobs had a tough job at hand. The dean needed a vision, a shared purpose, some focus and clear goals and, most importantly, motivation. That's just what Jobs did. He infused a completely different level off energy into the team by becoming reason focused clearly communicated the vision and the goal. The rest is history. Let's look at this small video before moving ahead. 10. Jobs Speaking after return: I've been back about 8 to 10 weeks and, uh, we've been working really hard. Uh, and what we're trying to do is not something really highfalutin. We're trying to get back to the basics. We're trying to get back to the basics of great products, great marketing and great distribution on, and I think that that Apple has has pockets of greatness but in some ways has drifted away from from doing the basics really well. So we started with the product line. We looked at the product roadmap going out for a few years and he said a lot of it doesn't make sense and it's way too much stuff and there's not enough focus and so we actually got rid of 70% of the stuff on the product roadmap. I couldn't figure out the damn product line after a few weeks. I can't keep saying what is this model has this fit and I started talking to customers and they couldn't figure it out either. And so you're going to see the product line get much simpler and you're gonna see the product line get much better and there's some new stuff coming out that's incredibly Nice. Uh, In addition, we've been able to focus a lot more on the 30% of the gems and add some new stuff in that is gonna take us in some whole new directions. So we are incredibly excited about the products, and I think we're really thinking differently about the kinds of products we have to build . And the engineering team is incredibly excited. When I came out of the meeting with people that had just gotten their projects canceled and they were, they were three feet off the ground with excitement, cause they finally understood where in the heck we were going. And they were really excited about the strategy in the same way we, I think, have not been as we have not kept up with innovations in our distribution. Well, you give an example, I'm sure was talked about this morning. But, you know, we've got anywhere from 2 to 3 months of inventory in our manufacturing supplier pipeline and about an equal amount in our distribution channel pipeline. So we're having to make guesses 456 months in advance. But what the customer wants and we're not smart enough to do that I think I start smart enough to do that. So what we're gonna do is get really simple and start taking inventory out of those pipelines so well with customer. Tell us what we what they want and we can respond to it super fast, and you're gonna see us to be doing a lot of things like that. Today's is just the first of many things we're gonna be doing with you. So we're going to be not only, I think catching up to where the best of the best are in distribution, but we're gonna actually be innovating and be breaking some new ground. I think in the coming several months. And I'm pretty excited about that as well in the distribution manufacturing side of things . And that gets us to the marketing side of things. Um, to me, marketing is about values. This is a very complicated world. It's a very noisy world, and we're not going to get a chance to get people to remember much about us. No company is. And so we have to be really clear on what we want him to know about us. Now. Apple, fortunately, is one of the half a dozen best brands in the whole world. Right up there with Nike, Disney, Coke, Sony. It is one of the greats of the greats, not just in this country, but all around the globe. And but even a great grand needs investments and caring if it's going to retain its relevance and vitality. And the Apple brand has clearly suffered from neglect in this area in the last few years, and we need to bring it back. The way to do that is not to talk about speeds and feeds. It's not to talk about MIPS and Megahertz. It's not to talk about why we're better than Windows. The daily industry tried for 20 years to convince you that Milk was good for you is alive, but they tried anyway, and sales were going like this. And then they tried, got milk, and the sales of Going like this got milk doesn't even talk about the problematic that focuses on the absence of the product. But but but the best example of all and and one of the greatest jobs of marketing and the that the universe has ever seen is Nike. Remember, 90 sells a commodity. This will shoes And yet when you think a Nike, you feel something different than a shoe company in their ads. As you know, they don't ever talk about the products they don't ever tell you about their air souls and why they're better than Reeboks. Air souls. What is Nike doing? Their advertising. They They honor great athletes and they honor Great a flex. That's who they are. That's what they are about. Apple spends a fortune on advertising. You'd never know it. You never know. So when I got here, we Apple just fired their agency. We're doing a competition with 23 agencies that four years from now we're picked one, and we blew that up and we okay, we hired Shy today, the ad agency that I was fortunate to work with years ago. We created some award winning work, including the commercial voted the best Dad ever made, 1984 by advertising professionals. And we started working about eight weeks ago. And what was the question we asked was our customers want to know who is Apple and what is it that we stand for? Where do we fit in this world? And what we're about isn't making boxes for people to get their jobs done over. We do that well. We do that better than almost anybody in some cases. But Apple's about something more than that Apple at the core. Its core value is that we believe that people with passion can change the world for the better. That's what we believe, and we've had the opportunity toe work with people like that. We have an opportunity work with people like you with software developers, with customers who have done it in some big and some small ways. And we believe that in this world people can change it for the better, and that those people that are crazy enough to think they can change the world are the ones that actually do. And so what we're going to do in our first brand marketing campaign in several years is to is to get back to that core value. A lot of things have changed. The market's a totally different place than it was a decade ago, and Apple is totally different apples placing it is totally different and believe me, the products in the distribution strategy and manufacturing totally different. We understand that, But values and core values. Those things shouldn't change things that Apple believed in at its core are the same things that Apple really stands for today. 11. Chapter 5 Section 3 Vision, WHY, Language & Culture: a clear vision creates energy. More than anything, it's emotional. People tend to connect an image, it be, participate in the process. Clear vision has something intrinsic in it, and that is focused and focus motivates motivated leaders, motivate others down the hierarchy. Why we do what we do? Why is the most important off all? Everybody in an organization does not ask why we do what we do. Not that they don't want to know just that they don't ask. A great leader often states it clearly. What it does is that it gives a clear purpose to the work that is done and keeps people motivated, since everybody gets the clear reason for their work and also see how they are changing the course of the company. Language is critical. Motivation is a byproduct, and the leader is tasked to infuse it clear vision or stating the real. Why are mere starting points or ingredients which need to be communicated? But what gets the message across is the language. Uninspiring language spoils the vision to because people don't get it. Choice of words. The tune, the pitch, the energy and the honesty in the voice make even a simple vision. Sound grade. And even if it's not the vision and just a Stempel motivational talk, the language and feel is all that matter. Toe kick, someone to accomplish a stretch goal. All that happens through a well delivered speech is connection. Martin Luther King's 1963 speech I Have a Dream is a great example off the right selection of words that created a connect with everybody every time, he said. Now is the time People road. The result was a movement by inspiration. The language is called visionary language. Today, the right culture culture is stop down. It's hard to say what culture is right because it's very subjective. But the one parameter that makes it way cleaner than others is transparency. Transparency removes negativity. To a large extent, a speed is called a speed, and everybody is treated with fairness. That's motivating 12. Chapter 5 Section 4 Recognition: a recognition. This is one other critical element to motivate people. Recognition doesn't need to be through monetary benefits. In fact, monetary benefit is least motivational off all, though several might disagree with that. The reason being money is a farm off remuneration. The remuneration isn't a recognition, though. It can be attached to recognition but can be a primary factor off recognition. Recognition has a very powerful emotional outcome. The byproducts, our happiness, feeling great feeling wanted, feeling on top of the world, feeling important, feeling energized. It's all just about feelings. Hence it has to be done with feeling that evokes positive emotions. Money makes it about feeling compensated. Announcing the names of few who did good work in a town hall in front of the whole staff is a far better recognition than giving a few dollars in a meeting room. Just walking up to somebody and saying, Thank you. I appreciate everything that you do day in and day out. You make a difference in your own ways is a simple way off making someone's day. Sometimes just spending some time with an individual and talking about how he or she is doing is far more impactful. Small things always make the biggest difference. It's important for a leader to focus on small things by keeping the people the team ahead off self. There are several such ways to motivate people. Each leader in awaits with new ways on means off motivating people. However, these are a few that you must keep in mind. Next, we will learn about another important aspect off managing people and teens that's setting effective goals and expectations. 13. Chapter 6 Creating SMART Goals: Chapter six setting effective golds and expectations. One of the most important tasks that is desired out of you as a leader is to set effective and smart goals and clear expectations. Gold have to align with larger vision off the organization and must be smart. It's important to ensure that gold stay meaningful, motivating and at the same time, with some stretch factors, goals become effective if they are as m e rt Smart s for specific, significant stretching golds must call for specific actions, behaviors or even to be successfully met. M for measurable, meaningful motivational golds must be measurable to assure success when setting goals. It is important to describe how each result will be measured. A for agreed upon, attainable, achievable, acceptable and action oriented golds must be achievable. A person cannot become a pilot if he has not taken training from a flying school nor kind of business Increase its sales if it does not have any advertising budget, are for realistic, relevant, reasonable, rewarding, results oriented golds challenge us to achieve or attain what is important to us for us to maintain motivation levels and avoid frustration. Goals must also be realistic de for time beast, time bound, timely Danja boo and trackable. Successful gold setting must set forth measurable points for starting ending review and assessment. A successful goal has deadlines and endings. An individual performance should be measured based on goals, not on feel. That's one off the tricky tasks as a leader when you need to shed your biases and what you feel about someone's performance, rather measure based on what is expected out of a person based on the goals set. Initially, setting effective ghouls is quite a dusk. It must be done in collaboration with an employee. Most organizations see a dramatic increase in employees and business performance when they effectively set individual employees goals on closely tied them to the company's overall strategy. However, there is one thing that you need to be a little careful about. Smart goals sometimes can be dumped, too. If the focus stays limited to only some off the five factors than, ah balance across all Like if the focus days all achievable and realistic, then the goals don't remain an enabler, rather encourages mediocrity. We will talk about goals and how to set them effectively in a separate course, but for now, it's important for you to remember that as a leader, setting them and staying focused to keep the gold smart with appropriate focus on all the parameters is a key activity that is expected out of you. With this, we come to the end of this chapter and the next we will talk about creating leaders, creating your next level. 14. Chapter 7 Section 1 Creating Next Level Requirement: Chapter seven, creating your next level. You cannot do it all. You must understand that in leadership, one plus one becomes 11. When you have someone to share your responsibility, you achieve milestones much faster. Hence it's important to prepare your next level. Prepare more leaders who can shoulder responsibilities with you unless you make yourself dispensable. You cannot grow if you in dentists it on a higher chair, you must waken the current one, and if you do so, you must have someone who could sit there. Therefore, your strength as a leader becomes evident when your ability to prepare your next level produces results. Preparing your next level is a process. It requires continuous investments in the right set of people to take up a particular responsibility. Like said earlier, Some people are charismatic by nature. Some have a stronger people side. Some of 80 dusk oriented individuals assured different types of trades and inclinations towards a particular style or act 15. Chapter 7 Section 2 Creating Next Level Guidelines: these few guidelines may help in creating ah better next level one. I didn't defy strength. Each individual may have certain strengths and weaknesses. If you nurture the strength and make the right investments in the person, that strength may lead the person to be a powerful leader in a particular capacity. Be you can identify strengths and weaknesses through individual assessment. Your experience as a leader may also play a rule there. See assessment should be free off any personal biases human like someone who agrees with you often. But that isn't a quality to assess to supplement with coaching. A. If there is some strength, then it must be nurtured. Sometimes an individual himself or herself may not realize the potential. If you as a leader can spot it, then you must invest in it. Look at it as an opportunity to benefit from be formulate the right coaching technique for the person which can benefit him or her the most. This can be leadership workshops, Training's or weekly biweekly personal coaching sessions. Three goals to implement coaching bay Ah, playground is always required to perfect your skills. Allow your leader to lead starting in small ways, be set specific and measurable goals around, leading so that your leader understands the expectations. Full validate progress with 3 60 degree feedback. Hey, confidential and anonymous feedback is a good mirror to get a better understanding off one's performance as a leader be it provides one opportunities to correct the mistakes with meaningful inputs. See, you get the confidence in your new leader that you created and your leader gets confidence in himself or herself to, as said earlier, If you are able to create good leaders, you create a legacy, and that takes the organization forward in the direction of growth. With that, we come to the end of this chapter. 16. Chapter 8 Key Takeaways: Kikui's. We have learned several things about leadership, leading people and teams to sum it up. Leaders are different from managers. There are three key leadership styles. Autocratic, participative and delegated. Foresees talk about distinguishing characteristics off a great leader and the personality factor. Those are character, competence, collaboration and courage. Four e talks about distinctive attributes, which they show through certain actions. Those are energy, energize, edge and execute. Then we spoke about a leader who must inspire and motivate individuals. He must set effective and smart goals. A leader must prepare his next level or create better leaders. Having spoken about all of these, there are still a lot off things that need to be said about being a leader. Each off the qualities, actions and tusks expected out of a leader can become a subject to talk about for hours. Our leader is an amalgamation off many things, if not all these view, for sure focus on deem interest and needs. A leader shows inspiration, has integrity, sets clear goals, becomes a good example, has no vision, demonstrates clear communication. Expects the best shows. Support, gives encouragement, provides recognition, does stimulating work. I wish the school's helps you to shape your career and helps you to be a better leader or helps you to create better leaders. Thank you.