........"The sooner leaders can identify and surface problems, the more likely they can prevent a major catastrophe...... If leaders spot the threats early, they have more time to take corrective action. They can interrupt a chain of events before it spirals out of control," Organizational breakdowns and collapses don't occur in a flash; they build over time. Kimberly-Clark Corp., producer of the Huggies brand of diapers and related baby-care products, watched moms and dads struggling to hold their babies still while reaching for diapers, wipes and articles of clothing in a diaper change.  The result was new packaging for the travel pack of Huggies Baby Wipes, allowing them to be removed with one hand....... Through their intuition, nurses sense a troublesome pattern of signals and so, time after time, they spot trouble before a patient's vital signs become abnormal. So has a leader use intuition..... Recognize that large-scale failures are often preceded by small problems spread over an organization without information sharing system and go unnoticed by leadership.... The failure of all USA security agencies to share information prior to the 9/11 attack in USA is a classic costing dollars 1 trillion and counting.. Leaders need to refine their pattern recognition skills while, at the same time, being alert to faulty analogies that can lead them astray. Writes Professor Michael Roberto, Bryant University, USA  in his new book  Know What You Don't Know Leadershipspan> is and has been described as: -     The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task -     Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen." -Alan Keith of Genentech Students of leadership have produced theories involving among others:     -  traits,     -  situational interaction,     -  function,     -  behavior,     -  power,     -  vision and values,     -  charisma,     -   intelligence..... A leader is a dealer in hope. - Napoleon Bonaparte, (15 August 1769 – 5 May 1821) a military and political leader of France whose actions shaped European politics in the early 19th century. Leadership is the art of getting someone else to do something you want done because he wants to do it. Dwight Eisenhower, President of USA and Supreme Commander of Allied Forces in WWII who let the Allied to victory against Germany, Italy and Japan The leader of the past knew how to tell, the leader of the future will know how to ask. Management is doing things right; leadership is doing the right things. - Peter F. Drucker (November 19, 1909–November 11, 2005) was a writer, management consultant, and self-described “social ecologist.”  His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. Don't tell people how to do things, tell them what to do and let them surprise you with their results. - George S. Patton, WWII USA Army General who made the 1945 final assault on Berlin  not only possible but a victory against huge odd of supply, men and weather Be the change you want to be. - Mahatma Mohanlal Karamchand Gandhi  (2 October 1869 – 30 January 1948) was the pre-eminent political and spiritual leader of India during the Indian independence movement. He was the pioneer of satyagraha—resistance to tyranny through mass civil disobedience, firmly founded upon ahimsa or total non-violence— which led India to independence and has inspired movements for civil rights and freedom across the world and set the foundation for the collapse of colonialism and collapse and end of British Empire in non-violent ways. Please click here to keep on reading more about this most important aspect of LEADERSHIP which profoundly affects our individual life, family life, collective life in a family and community, state, nation and international world stage.... This is another PVAF knowledge-sharing                 HELP YOU TOMORROW                 TO BE A BETTER LEADER IN MANAGMENT                 JUST BECAUSE YOU HAVE A LITTLE BIT MOR KNOWLEDGE ..... But before you do that please click on the next line to read  book review on leadership aspect in management from a just released book by Professor Michael Roberto, Bryant University, USA "KNOW "WHAT YOU DO NOT KNOW"...the information in this book review is very good for wide-ranging, integrating ideas from many public-sector and private- sector workplaces into a primer on an aspect of management that gets little attention......Professor Roberto identifies seven skills that leaders need to become effective problem finders: 1.    Circumvent the gatekeepers 2.    Become an ethnographer 3.    Hunt for patterns 4.    Connect the dots 5.    Encourage useful failures 6.    Teach how to talk, listen 7.    Watch the game films.........

.....Biggest problem for leaders: Figuring out the problem!!!!????.... (From Review by Harvey Schachter of book titles : Know What You Don't Know By Michael Roberto, Wharton School Publishing. How Successful People Think By John Maxwell, Center Street, From Canadian Globe and Mail: W Wednesday, September, 2009: ) Shortly before Bryant University professor Michael Roberto released his first book on decision-making - Why Great Leaders Don't Take No For An Answer, which made my top 10 list for 2005 - a chance encounter led him to wonder whether he had missed the boat. Former U.S. Defence Secretary Robert McNamara had come to speak to his students. As they chatted, Mr. McNamara argued that the biggest problem for leaders was not making decisions but figuring out what problem must be solved. The result of that chance conversation is his latest book, on problem-finding. Organizational breakdowns and collapses don't occur in a flash; they build over time. "The sooner leaders can identify and surface problems, the more likely they can prevent a major catastrophe. If leaders spot the threats early, they have more time to take corrective action. They can interrupt a chain of events before it spirals out of control," he writes in Know What You Don't Know. He identifies seven skills that leaders need to become effective problem finders: 1. Circumvent the gatekeepers Remove the information filters designed to help protect you, and go directly to the source to see and hear the raw data. Keep in touch with what is happening at the periphery of your business, not just at the core. When Anne Mulcahy took over as chief executive officer of Xerox Corp. in 2001, she assigned each of the company's top 500 customers to a member of the top management team. She also created a program whereby each member of that team served as "customer officer of the day" once a month at corporate headquarters, fielding unvarnished comments from customers having problems with the company's products. 2.  Become an ethnographer Don't simply ask people how things are going. Go out and observe employees, customers and suppliers as if you were an anthropologist studying some isolated tribe in its natural setting. Kimberly-Clark Corp., producer of the Huggies brand of diapers and related baby-care products, watched moms and dads struggling to hold their babies still while reaching for diapers, wipes and articles of clothing in a diaper change. The result was new packaging for the travel pack of Huggies Baby Wipes, allowing them to be removed with one hand. 3.  Hunt for patterns Through their intuition, nurses sense a troublesome pattern of signals and so, time after time, they spot trouble before a patient's vital signs become abnormal. Leaders need to refine their pattern recognition skills while, at the same time, being alert to faulty analogies that can lead them astray. Managers at online payment company PayPal can notice these patterns through weekly reports from teams that outline progress, problems and plans. 4.   Connect the dots Recognize that large-scale failures are often preceded by small problems that occur unnoticed in different units of an organization, therefore requiring information-sharing and mechanisms to help people integrate critical data and knowledge. The failure of security agencies to connect the dots prior to the 9/11 attacks led to the creation of the U.S. Department of Homeland Security. 5.   Encourage useful failures Help people in your organization to understand the difference between excusable and inexcusable mistakes, so they will be more willing to admit when things are going wrong and you can address problems. Maxine Clark, chief executive of Build-A-Bear Workshop, which seeks to bring the teddy bear to life for children and families, hands out a Red Pencil Award to people who have made a mistake and discovered a better way of doing business as a result of learning from that failure. But like her grade school teacher, who had a similar award, she holds people accountable for making the same mistake repeatedly. 6.  Teach how to talk, listen Give groups of front-line employees training in communication techniques that help them to discover and discuss problems and concerns in an effective manner. The commercial aviation industry has accomplished that with its crew resource management program, which helps crew members to identify potential problems and discuss them candidly. Senior managers should receive training in encouraging staff to speak up and how to handle their comments appropriately. 7.  Watch the game films Like a coach or sports star who studies films of previous games, you need to take time to reflect systematically on your organization's conduct and performance, as well as the behaviour and performance of your competitor. The U.S. Army does this with its after-action reviews, holding a postmortem after a skirmish that looks at what they set out to do, what actually happened, why it happened, and what they will do next time. IN CLOSING.......        In How Successful People Think, consultant John Maxwell delves into another important aspect of managerial oversight: thinking.       "Good thinkers are always in demand," he writes. "Good thinkers solve problems, they never lack for ideas that can build an organization, and they always have hope for a better future."       After studying successful people for 40 years, he says he found the diversity astounding but did discover one important commonality - they are all alike in how they think.        He outlines 10 types of thinking they engage in: big-picture, focused, creative, realistic, strategic, possibility, reflective, shared, unselfish, and bottom-line. As well, he highlights one type they are wary of: popular thinking.        In short, provocative chapters, he guides you through each type of thinking, with lots of tips for how to improve your performance. It's a small, thin book but packs a surprising amount of insight into its pages.       As for Prof. Roberto's book, it's solid and wide-ranging, integrating ideas from many public-sector and private- sector workplaces into a primer on an aspect of management that gets little attention. Harvey Schachter harvey@harveyschachter.com ......Share with friends.....

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