“The Leader Who Had No Title is a game-changing book; read it and get CHAPTER 4 The First Leadership Conversation: You Need No Title to Be a Leader. The Leader Who Had No Title by Robin Sharma - For more than fifteen years, Robin Sharma has been quietly sharing with Fortune companies and many of. OCTOBER 13, BOOK REVIEW: THE LEADER WHO HAD NO TITLE LEADERSHIP SKILLS MBA RAFFLES UNIVERSITY ISKANDAR SITI NURAZIAH .
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LEAD WITHOUT A TITLE MANIFESTO BY INTERNATIONAL BESTSELLING AUTHOR ROBIN SHARMA HELPING YOU LEAD THE LEAD WITHOUT. Page 1 “The Leader Who Had No Title is a game-changing book; read it and get Title, visit The Leader q/Discover Your Destiny - Robin Sharma. It's about Leading Without a Title.” ~ Robin Sharma. We are all faced with a mission-critical choice: start to make the Lead Without a Title philosophy a deep.
Yes, positions are important to the smooth running of any organisation whether that organisation is a business or a community or a family. Having said that, the new model of leadership leadership 2. This is really all about distributed leadership. Every person who works within a business, for example, owns the responsibility of showing leadership at the craft. Every teammate is the chief executive officer of his or her own small business unit called a job.
They are the 4 Caliphs who ruled the Islam Empire with justice and fairness and brought about economic and social success. In my career, I have seen individuals who have led without titles, inspiring colleagues and staff by being having some if not all the traits in this principle.
Turbulent Times Build Great Leaders In this chapter, Sharma proceeds to give more insightful principles for leadership. The story telling continues with Blake meeting more mentors to explain in depth this second principle.
Life is filled with challenges and success; issues and solutions; and ups and downs. Speak with candour, is the first rule a leader has to observe. This is an important trait as a leader has to be truthful and speak the truth at all times. The Prophet would only speak the truth or else he would remain silent, that is how a leader must act at all times.
To speak the truth and not be afraid to do so with quiet conviction. The second rule that Sharma has shared is Prioritize. A leader must be able to prioritize his actions. Sharma shared a simple example in his book, Michelangelo when he sculpts he would chisel away all the unwanted stone pieces until he creates his masterpiece. This is how exactly a leader must act during turbulent times, to focus and keep on prioritizing and doing the things that important and that will bring results rather than making loud actions that will not be fruitful;.
Sharma spoke about moving away from chaotic complexity to elegant simplicity; and this can be done through focus, focus and focus. This rule breeds the third rule that is Adversity breeds opportunity.
Every storm has a silver lining after and this is what a leader has to always remember and focus on. A leader focusses on the opportunity that is manifest itself and realizes that there is a learning process through the adversity.
Again I look at The Prophet for a similar example of this rule. The Prophet lived a hard life, full of adversities; yet he always looked at the opportunity beyond the adversities. The Prophet was visionary, as a Messenger of Allah; he was protected and guided in all his actions. This is what every Muslim are taught to have faith and believe that Allah is Merciful and will always bestow success and opportunities to those who focus and patience.
The fourth rule is Respond versus react, Sharma further explains that when turbulence strikes a lot of people just respond to the turbulence by trying to douse the flames. A good leader is someone who can rise above the turbulence and react with solutions. A leader is someone who is calm against all the chaos and is able to think clearly and strategize and provide solutions.
In Islam this is a fundamental teaching, to be patient and not simply react with emotion and the solution will come to you. The last rule is Kudos for everyone. A leader is a person that nurtures and motivates their team members to heights of greatness and not to breed individualistic nature.
Sometimes fear will set in and can make a person be uncertain, a true leader will not let the fear overwhelm and be focus and be clear with what needs to be done. In Islam, to be appreciative and give kudos is also a core teaching. In Islam being thankful and gracious are virtues of a good Muslim, and this is similar to what Sharma is teaching in this book.
The first rule is Helpfulness, Sharma goes to explain that a good leader is helpful and display this attitude to all they connect with. He stressed to be helpful at all times because it can make a difference. The second rule is Understanding. A good leader understands the situation and the people that surrounds them. A good leader is a good listener, and listens with his or her whole heart and soul to the situation without prejudice and assumptions.
So many people let ego and impatience take over and do not really listen deeply to another person, In this chapter, Sharma goes in depth to explain the virtues of deep listening that will build trust and comfort; and strengthen relationships making success inevitable. The third rule is Mingle and good leader is able to connect and network amongst the team. Currently, customers are looking for the companies that is able to build clear and strong relationships because there is so much competition in the market.
And the fourth rule is related to mingle, which is Amuse. Sometimes when the situation gets too serious, a good leader will be able inject humour to ease the tension and stress.
Having fun makes a person engaged and increases the level of energy and engagement which is important for a leader to excel in any situation. The last leadership rule is Nurture, which is the culmination of all the above. A good leader who has built strong, creative, dynamic and nurturing relationships in a team will be able to tackle issue and challenges well. Caring and being taken care of will ensure the place becomes a better and happier atmosphere.
The function of line manager and team manager are hybrid forms of leader and manager. They have a completely different job role than the team members and manage larger teams. The line manager and team manager report to middle or high management.
Personality Differences[ edit ] Team leaders are expected to be focused on solving problems. Under a manager's watch, a team should function as smoothly and efficiently as possible.
This form of leadership stresses a practical approach to the work environment that instills discipline throughout the team or organization. Managers can be trained to lead a team to great heights within a certain set of limits. The creativity and critical thinking required are not as strenuous as required by a true leader or entrepreneur. While managers need to be tolerant and able to create goodwill with the team and perhaps clients, they do not need to be necessarily hard working, intelligent, or analytical.
Instead managers are trained for a specific purpose. Entrepreneurs use a vision for what they see as being a success to guide their actions. Leaders on the other hand are progressive and want to set goals based on their personal wants and desires. One way of looking at it would be to think of a business as simply wanting to perform and innovate only to the point that they think their customers would be interested in downloading a product or service.
An innovative spirit in a leader is what propels him to create something unique. He will use this single minded passion to inspire and push others around him to greater heights.
Instead of being reactive to the wants of others, leaders will be active in pursuing their goals.
The resulting desires and objectives push the organization in the direction of the leaders vision. Managers lean toward limiting and narrowing the number of solutions available to make sure there is consistency and efficiency. Leaders move in the opposite direction and try to incorporate fresh solutions to new problems.
They excite those around them with exciting images about what could be. This comes down to a fundamental character trait in which managers tend to be risk averse while leaders are more risk seeking.
Where managers will work methodically to make sure everyday tasks go smoothly, leaders will have a difficult time staying focused when given the same tasks. With that being said it is important to note the type of relationship that is being built.