High Performance Leadership

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High LEADERSHIP

Performance

PAUL ROBINSON

Leaders are what leaders do



POSITIVE REVOLUTION

Copyright 2009 Paul Robinson

The moral right of the author has been asserted.

All cartoons narrated in this work is by

Randy Glasbergen

Copyright Randy Glasbergen

All rights reserved.

No part of this publication may be reproduced, stored in aretrieval system, or transmitted in any form or by any other means, without

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ALSO BY THE AUTHOR

THE LAW OF ATTRACTION

MONEY MAGNETISM

A DATE WITH YOUR DESTINY

THE PSYCHOLOGY OF A WINNER

MASTERY IN NEGOTIATION TACTICSSUPER SELLING

Available in audio books from

Positive Revolution

www.positiverevolution.biz

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NOTHING OF LARGE importance has never beencreated without the collective support of like mindedpeople. This book is an outcome of consistent research andthe collective contribution of positive revolution researchteam. I would like to extend my much gratitude to all of them.

First and foremost the creative source from whereeverything flows and channeled through creativity.Next my collaborators at Positive Revolution, my

partners and specially Vanitha Ram, who took the extrahours from work to edit this book.

Secondly my well wishers and friends. This book isdedicated to you for your continuing support.

I thank all the participants of my seminars andworkshops. Thank you all for your valuable suggestionsand intriguing questions that has triggered many of therevelations in this work.

To all the members of Positive Revolution, it has been anamazing experience to enter in some intelligent discussionwith you all. Every feed back I have received has helped meimprove better every time I speak and write.

Finally to you, the reader. As intended as it may seem, Ibelieve you and I are kindred spirits, because I started of

my development reading hundreds of books inmanagement and leadership and they have tremendouslyhelped to be improve my perceptions of reality.Together let us transform leadership together.

Paul RobinsonBangalore, 2009

Acknowledgments



Preface 1

Introduction 2

Chapter One

High Performance Leadership 5

Chapter Two

Deep Into the Leadership Data 10

Chapter Three

Leadership is no Moral Science 16

Chapter Four

Action Based Leadership 19

Chapter Five

People Based Leadership 44

Chapter Six

System Based Functional Leadership 55

Chapter Seven

Creating Change In Evolving Landscapes 65

Chapter Eight

Leadership is Developed 76

Conclusion 80

A Call for Action 83

Contents



Wikipedia's definition of leadership is:“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 the ability to see things as they are, to see things as

better than they are and then to make them as you see it.”

"Leadership is ultimately about creating a way for people to contribute

to making something extraordinary happen."

"A leader is a dealer in hope"

- Napoleon Bonaparte

The U.S. Army says a leader must"Be, Know, Do."

The New York Fire Department says a leader is"First in, last out."

Lee Iacocca says“A leader picks good people and sets the right priorities.”

Jesse Jackson says,"Leadership has a harder job to do than just choose sides.

It must bring sides together."

“If your actions inspire others to dream more, learn more, do more

and become more, you are a leader.”

~ John Quincy Adams, Sixth President of the United States

“Leaders are not what leaders are. Leaders are what leaders do”

- High Performance Leadership

Preface

High Performance Leadership 1 Paul Robinson



THERE ARE THOUSANDS of

definitions about leadership and eachyear thousands of books and articles getpublished about leadership. Whyanother book?

Leadership has been a curious subjectfor me for years . Amidst the

bombardment of information it mademe rethink on several grounds. Firstleadership was observed and studied on acommon ground; later managementgurus sliced leadership in to severalpieces and objectively proved differencesand variations from each other. Today

they are joining the pieces back toreinterpret leadership on holisticgrounds. Leadership has evolved overtimes and our understanding on thesubject is still evolving.

This book is not just another extensionof leadership verbatim. I know that,there are thousands of books and articles

published every year on the most soughtafter subject in management- leadership.Thousands of jargons and terms areinvented every year to elaborate aninnovative style or variable style of leadership to complement the changingtimes.


INTRODUCTION



Terms like evolutionary leadership, transformational,change, innovative, collective leadership ,`strategic

leadership`, `market leadership`, `team leadership`,`de-personalising` leadership and so on and many aregetting tied to this holistic band wagon.

Not so surprisingly, people who research on thesubject of leadership come up with new jargons everytime adding a word from dictionary and prefixing itwith leadership. What you get is a new point of view, a

new perspective highly refutable on managementcircles. This happens because the subject we aretalking is huge and everyone has a unique way of executing their leadership function; let it be it is inmilitary, business or organizational or personal level.

One point is very sure- A vast awareness of thesubject on leadership can however help you to evolveyour own personal leadership style.

There is no one style, personality profile, orinteraction approach for an effective leadership.Leaders do come in "all shapes and sizes." Few candeny the effectiveness of leaders such as Golda Meir,Nelson Mandela, Mahatma Gandhi, Meg Whitman,Dr. Martin Luther King, Lee Iacocca, Oprah Winfrey, Jack Welch or Steve Jobs. They all had success and

few can deny that these leaders also differsignificantly. Each of us has different role models.Many people in leadership positions struggle withunderstanding what makes a great leader. Whilebillions of dollars are spent annually on leadershipdevelopment, quality leadership is still in shortsupply. This book is my attempt to light up clarityamong confusion.




We all know that nothing stays the same, but the rate

of change in today's business world must beunprecedented. We've seen the advent of globalcompetition, rapid technological development andwidespread political change. The business world hasmoved from being relatively stable and simple to beingincreasingly dynamic and complex. Organizationsnow face new challenges and leaders must perform athigh levels in today’s increasingly unpredictable

situations.This new world requires a new set of leadership

skills to ensure high performance and faster deliveredresults. The question is: can we identify leadership andteam behaviours that underpin outstanding performance indynamic, complex and competitive environments? Andmore than that, can people learn and develop these skills?

The answer is Yes. It is possible. Leadership can betaught, coached and mentored to human perfection.That is what High performance leadership is all about.High Performance Leadership teaches you how to bean outstanding leader within your organizationenvied, loved and respected by others. The principlesand practices you learn in this book is based uponobservation and research from the foremost

authorities in the field of leadership.High Performance is the new paradigm for result

focused organizations to create outstanding leaders fortoday's changing and challenging times.




LEADERSHIP IS A rich andmeaningful word. It stirs up a sense of idealism, excitement, hope andcourage. It is a word that inspires us tobe our best; a word that we associate

with those who have made thegreatest difference in our lives. It is atitle everyone respects, it is a personothers follow, it is a function highlypivotal in the success of anyor gani zed hu m an end eav or .Leadership is an exciting subject overall. High performance Leadership iseven more productive and excitingwhen you study them. That is apromise. Performance is a term usually used inautomobile industry, like highperformance cars like Ferrarri orLamborghini. When it comes to

utmost human performance the termis- peak performance, referred mostlyin sports and athletics. To understandhigh performance leadership indetail, you must understand threewords in this context ie ‘high’,‘performance’ and ‘leadership.’

Chapter One

HIGH PERFORMANCE LEADERSHIP.




Let me first elaborate the term high. The latin motto

of Olympic games- ‘altius, citius, fortius’ means higher,faster and stronger. It encompasses the wholerationale of Olympic Sports. This applies also to aperforming skill like leadership. Altius or higher is thefirst motto of Olympics. Soaring above the grounddefying gravity is a universally recognized challenge.In leadership to perform high means to set a goal aboveyour current functionality, higher than your current

performance and achieve the perceived vision,through developing attitudes and aptitudes that willaccomplish the measured progress.

We live in a time where bottom line results are notonly desired but are also very essential for survival.The demands for high performance are so heavilyplaced in today’s time. Mediocrity and average

performance is no longer engaged in a competitiveenvironment. Today people and companies are onlykeen on breaking records, but also in increasing sharevalue, increasing customer’s trust and base. Everyorganization wants a high performer who will givethem the quantum leap of outstanding progress.

Secondly this book is about performance. It is aboutthe behavior and not about the personality of

leadership. Performance is the result of a behavior.You judge performance as good or bad based on themeasurable results that are produced from a behavior.There is a huge difference between personality andbehavior. It is like the difference between ‘what you canand what you do.’ What ultimately produces result isthe result of an action or a behavior, not what you are




capable of. Therefore- the so called virtue and qualities

of leadership take a back seat when it comes to theresult focused behavioral leadership. Behaviors are theactions you take and the decisions you make. You cancontrol these things and they are manageable becausethey are also measurable.

On a broader sense leadership is about improvingpeople’s performance and performance is only judgedby results. You can only manage what is measurable.

High performance leadership is measurable andmanageable. And the best part is, it can be taught.

High level performance results from doing theright thing by the right person who possess the rightattitude and aptitude at the right time appliedsingularly or collectively.




These days a lot of leaders suffer from the ‘capability

syndrome’. They think they are capable of deliveringresults but they remain inactive. Capability does notequal results. You can be the person with all thequalities of a leader possessing all the skills a leader andyou can be the worst leader if you do not produce anyhigh optimum results. Remember results come fromaction.

What you do is your behavior and what you are is

your personality. Results come from action. The worldwill not pay you for what you know or what you arecapable of; it pays you for what you do. No matter whatyour personality may be, the results always come frombehavior. Leadership is not about who you are. It is nota person. It is about what you do at your best.Personality is the simple word for characteristics and

traits and that alone will not make a high performanceleader. In fact personality is a poor predictor of performance. Because we all do different things whenwe are faced with different situations, regardless of what our basic personality may be.

However knowing a personality can predict arange of behavior in a person. Extensive researches into charecter traits of effective leaders have failed to find

any correlation between one particular set of traits andsuccess. But on a behavioral level, a set of actions aperson may take can actually predict the level of performance. According to behavior kinetics there areset of performance blocking behavior in a person aswell as performance accelerating behaviors that make ahigh performer.




Thirdly high performance is about leadership.Academics and success of many organizations teach usthat one of the primary components of any organizedsuccess is great leadership. There are more than 500definitions about leadership and more than 1000theories to elaborate each of them. Indifference is thenew style to defining leadership. There are no writtenrules about it, because conventional knowledge aboutleadership is getting defied at this very moment as you

read.




LEADERSHIP IS ANinteresting subject and a curious onetoo. After the Second World War,the US govt. sponsored a massivepiece of research in to leadership.Prior to the war they believed thatleaders are born and not made butthe results taught them to disbelieveon the theory. The researchers hadspent roughly a half a million dollarsexamining the behavior of a largenumber of officers, they concluded

that leadership was comprised of two types of behavior: one was basedon the tasks performed like takingaction, getting the job done andgetting results and the other wasbased on the behavior of a personwho builds interpersonal relationswith others like showing concern,aiding them for their developmentand being sensitive and attentive toothers needs.

There were two strongdistinctions made in the behavioralaspects of leadership, one the taskmaster- skilled person who gets the

Chapter Two

DEEP INTO THE LEADERSHIP DATA





Now there are three approaches to leadership. One isaction based that talks about initiating activities,driving for results and getting things done. The secondis people based, means show concern to people, and aidthem in their development. Thirdly the system based

leadership which is more like strategy oriented,integrating ideas and action, innovation and thinking.This is more like a functional aspect of leadership.

All three types are suited for different situations.All these possess a set of attitudes and behaviours. Youcan develop a personal style best suited for yoursituation by combining three primary leadership

approaches which I will be explaining in the followingchapters. Bottom line you can demonstrate a set of attitudes and behaviors to reach the high performanceyou want.

job done and the other interpersonally skilled person

with people skills. Then later the third element wasfound- the leadership function and behavior of integration and coordination.



Famous psychologist Sigmund Freud recognizedthat there are an almost infinite variety of personalities, he identified three main types: erotic,obsessive, and narcissistic. Most of us have elements of all three. We are all, for example, somewhat

narcissistic. If that were not so, we would not be able tosurvive or assert our needs.

Freud’s definitions of personality types differedover time. When talking about the erotic personalitytype, however, Freud generally did not mean a sexualpersonality but rather ‘one for whom loving and aboveall being loved is most important’. This type of indivi-

What is interesting about these three types of

leadership style is that it has its core origin in humanpersonality. Core of personality is the cause andbehavior is the effect.




-dual is dependent on those people they fear will stop

loving them. They are driven by the human need forconnection and love. Their identity is an extension of the larger network of people they are connected to. Aspersonalities they are ‘outer directed people’, caringand supportive of others. These people develop a‘people oriented’ leadership style and they want to beloved by their followers.

Obsessives, in contrast, are ‘inner-directed’. They

are self-reliant and conscientious. They create andmaintain order and make the most effectiveoperational managers. They look constantly for waysto help people listen better, resolve conflict, and findwin-win opportunities. Obsessives are also ruled by astrict conscience—they like to focus on continuousimprovement at work because it fits in with their sense

of moral improvement. As entrepreneurs, obsessive’sstart businesses that express their values, but they lackthe vision, daring, and charisma it takes to turn a goodidea into a great one. The best obsessives set highstandards and communicate very effectively. Theymake sure that instructions are followed and costs arekept within budget. Obsessives develop the systembased functional leadership style.

Narcissistic types are ‘self directed’ people. They areindependent and not easily impressed. They are drivenby the need for significance and in business they gainpower and glory. There are productive andunproductive narcissistic leaders. The difference isbetween Bill Gates (productive) and Bin Laden(unproductive). Productive narcissists are experts in




but they go beyond it. They also pose the criticalquestions. They want to learn everything abouteverything that affects the company and its products.Unlike erotics, they want to be admired, not loved.And unlike obsessives, they are not troubled by apunishing superego, so they are able to aggressivelypursue their goals. They are the task masters. They getevery job done. They are driven by results.Achievement and results are their preferences over

people and system. They will change the system, bendthe rules even manipulate their followers to get thework done. They are highly action oriented and theymake up the ‘action based leadership’ style.

In High Performance Leadership, behavioralleadership is an outcome of certain personality or thecombination of the three core personality.Highperformance leadership can deliver manageable resultsthrough action based or people based or system basedleadership. All leaders have a part of their behaviortriggered either by action based or people based orsystem based leadership style from time to time.Leaders may adapt different styles as circumstancesand times of change. All leaders dominate any one of these behavior and their style of leadership changes

drastically and thus their performance and resultschange.

Action oriented leadership is driven by the need forsignificance and significance is achieved by creatingchange. People based leadership is driven by humanvalues and the need for connection and love. Systembased leadership is driven by principles and the needfor certainty and they create an environment for best




practices and highly successful in driving proactive

human behavior.In action based leadership every outcome iscontrolled but in people based leadership outcome isallowed. In system based leadership an outcome isgenerated. Action based leaders will say ‘do it” (action& result) to their teams, while people based leader willsay ‘let us do it’(work or play together) and systembased leaders create an environment for proactive

actions from everyone in the organization (job isduty).

There are several variations in each of theseleadership styles. Each of them deliver results and youwill learn them in detail in the following chapters.




S C H O L A R S S H O U L DREMIND us that leadership is not amoral concept. Leaders are like therest of us: trustworthy and deceitful,cowardly and brave, greedy and

generous. To assume that all goodleaders are good people is to bewillfully blind to the reality of thehuman condition, and it severelylimits our scope for becoming moreeffective at leadership. Worse, itmay cause the leaders among us tokid themselves into thinking that,

because they are leaders, they mustbe trustworthy, brave, and generousand that they are never deceitful,cowardly, or greedy.

There is no infallibility withleaders. They are humans. Everyhuman intention is variable. As it

can be self orientation or other peopleorientation or even companyorientation. No one can put a moralprinciple to any of these orientations.This is just the way it is. You can’texpect all the leaders to be respectfultowards their followers or do all theiradministrative responsibilities.

Chapter Three

LEADERSHIP IS NO MORAL SCIENCE




For some leaders their primary function is to create

more followers but for other leaders it must be the taskof making more leaders. There is no good leadershipversus the bad one; there is only effective leadershipagainst the ineffective leadership. Some leaders areeffective at certain time and ineffective later. This is afunction determined by a situation and as situationvaries the style of leadership and leaders changeaccording to circumstances. Sir Winston Churchill

was a great leader for Britain under Second WorldWar, but he never got re-elected for a peaceful Britainafter the war re-election. Some leaders are effective forturbulent times to keep the homeostasis together andsome are effective in peaceful times for growth. Someleaders make the best for crisis times and some forcrucial changing times and others for maintaining the

status-quo.Human needs like certainty, uncertainty andsignificance come and play at various situations.




Leaders are what leaders do. There is no moral scienceto it. There is no particular style to leadership. Only

thing that matters is results. Leaders are there for areason and the purpose of leadership in any context isto deliver results. If there is a problem, the leader mustdeliver solution. When there is chaos, the leader mustdeliver order. When there is confusion, a leader mustbring clarity. When there is indecision, a leader musttake the decision even if there is no evident answer.

That is decision making. Leaders make the decisionstoday and they get their decisions managed by othersfor tomorrow.

Each leaders lead differently. Leaders don't just leadfrom the front they lead from all angles. They push,they pull they tug from the sides. Leaders just do what-ever it takes to get results.

Leadership is not only about having power but it is

also about giving power. The most important thing toremember is that leaders are not always born. Leadersare also made. In today’s times leaders are emerged.They emerge because something outstanding in aperson can not be hidden for long. They are also madeby manipulations. They are voted or elected. Leadersspring up everyday. The effective ones are looked

upon. The ineffectives are tolerated or violentlyopposed or forgotten in the sands of time. The one thatdeliver results are admired by everyone. Nobody canput down a productive leader who delivers results.That is just the way it is. I believe that highperformance is in. Ultimately everyone wants to bethe part of the winning team that is performing aboveall




LEADERS ARE MADE of act ion. In an organizat ionindividuals at all level exert theirinfluence over the behaviors of others and customers and they areinfluencing the action part of theleadership where the job has to bedone, where the task has to becompleted.Action based leaders are powered bytheir narcissistic personality. Theyare skilled orators and creativestrategists who want to influence a

group by attracting followers.These leaders also possess highlinguistic intelligence that givesthem a command over language andpeople.

They are driven by the need forsignificance. They make theirstamp of significance by makinglarge contributions to the world.One major key to achievingsignificance is to do the most daringthing in any situation. Creatingchange is a significant event.Change leaders (as often called as)are action based

Chapter Four

ACTION BASED LEADERSHIP




leaders. They turn around and re-engineer

organizations. They also become founders of neworganizations. Companies they lead or managebecome their self extension of character and charisma.They love to transform. They want their impact felt inevery echelons of society. There is so much of productive narcissism that drives their behaviours.The only major reflection of their narcissism is increating the change they want to see. They want their

brands to last longer and their leadership style tobecome a legacy. They are ambitious and even reachthe celebrity status.

Sigmund Freud dubbed narcissistic- “People of thistype impress others as being ‘personalities,’” he wrote,describing one of the psychological types that clearlyfall within the range of normality. “They are

especially suited to act as a support for others, to takeon the role of leaders, and to give a fresh stimulus tocultural development or damage the established stateof affairs.”




Throughout history, narcissists have always

emerged to inspire people and to shape the future.When military, religious, and political arenasdominated society, it was figures such as NapoléonBonaparte, Mahatma Gandhi, and Franklin DelanoRoosevelt who determined the social agenda. Butfrom time to time, when business became the engineof social change, it, too, generated its share of narcissistic leaders.

Freud also recognized that there is a dark side tonarcissism. Narcissists, he pointed out, areemotionally isolated and highly distrustful. Perceived




threats can trigger rage in them. Achievements canfeed feelings of grandiosity. That’s why Freud thought

narcissists were the hardest personality types toanalyze. Consider how an executive at Oracledescribes his narcissistic CEO Larry Ellison: “Thedifference between God and Larry is that God does notbelieve he is Larry.” That observation is amusing, butit is also troubling. Not surprisingly, most peoplethink of narcissists in a primarily negative way. Afterall, Freud named the type after the mythical figureNarcissus, who died because of his pathologicalpreoccupation with himself.

Yet narcissism can be extraordinarily useful—evennecessary. Freud shifted his views about narcissismover time and recognized that we are all somewhatnarcissistic.

There is productive and unproductive narcissism.

Leaders such as Jack Welch and George Soros areexamples of productive narcissists. They are giftedand creative strategists who see the big picture andfind meaning in the risky challenge of changing theworld and leaving behind a legacy. Indeed, one reasonwe look to productive narcissists in times of greattransition is that they have the audacity to pushthrough the massive transformations that societyperiodically undertakes.

Productive narcissists are not only risk takerswilling to get the job done but also charmers who canconvert the masses with their rhetoric speeches. Thedanger is that narcissism can turn unproductive when,lacking self-knowledge and restraining anchors,narcissists become unrealistic dreamers like Hitler.




Productive narcissism is an outcome of self awareness. Productive narcissists are great visionariesand they understand the vision thing particularly well,because they are by nature people who see the bigpicture. They are not analyzers who can break up bigquestions into manageable problems; they aren’tnumber crunchers either (these are usually theobsessives). Nor do they try to extrapolate tounderstand the future(l ike system based

leaders)—they attempt to create it. To paraphraseGeorge Bernard Shaw, some people see things as they areand ask why; narcissists see things that never were and askwhy not.

Narcissists have vision. Only people with visioncan create or induce change. To create change one mustknow where they are and also must know where theyare headed. Vision gives you the ideal of a greatpicture. Narcissist leaders are visionaries—but that’snot enough. People in mental hospitals also havevisions.




The simplest definition of a leader is someonewhom other people follow. Indeed, narcissists areespecially gifted in attracting followers, and moreoften than not, they do so through language andemphatic speeches. Narcissists believe that words canmove mountains and that inspiring speeches canchange people’s beliefs and attitudes. Narcissisticleaders are often skillful orators, and this is one of thetalents that make them so charismatic. Indeed, anyone

who has seen narcissists perform can attest to theirpersonal magnetism and their ability to stirenthusiasm among audiences.

Yet this charismatic gift is more of a two-way affairthan most people think. Although it is not alwaysobvious, narcissistic leaders are quite dependent ontheir followers—they need affirmation, and preferablyadulation.




That’s because charisma is a double-edged sword—itfosters both closeness and isolation. As he becomes

increasingly self-assured, the narcissist becomes morespontaneous. He feels free of constraints. Ideas flow.He thinks he’s invincible. This energy and confidencefurther inspire his followers. But the very adulationthat the narcissist demands can have a corrosive effect.As he expands, he listens even less to words of cautionand advice.

The significant behavior of narcissistic leaders is

their action orientation. Action oriented leadership isperformance driven. Albert Schweitzer once said “Example is not the main thing in influencing others, it is theonly thing”

This is the lead dog action in example in a dogsledteam. The lead dog is at the front of the team. It sets thepace. It provides the leadership and inspiration to other

dogs. In fact people will tend to do things if their bossesare doing the same thing. As the dictum goes ‘actionspeaks louder than words’.

Action based leaders behave like the ‘lead dogs.’ thedifference between action based with other styles of leadership is that, people based leaders behave like a‘gardener’ and system based leader behave like a‘shepherd’ to their followers.

Action oriented behavior is also very competitive innature. In the high performance level they strive to bethe best, to deliver products and services faster, to gainmarket share, go higher to beat the competition, andcapture more consumers and markets and hold themetc. The list of successful behaviors of action orientedleaders are:




1. Pro action - or taking initiative and driving for

results by getting things done.They are the advocators of action. They make theirfollowers to take action on ideas that are observedrisky. They push the limit by challenging people.2. Setting an example. Being the Pace setter. Actionoriented leader’ favorite dictum is ‘if I can do it, youcan do it too’3. Inspiring people with big vision. They make people

not only see the big picture but also make them believethey can achieve them.4. Setting clear performance targets. Also monitoringeach person’s performance against their targets.5. Challenging people to raise their goals. They makepeople do things that were once believed as impossible.This makes them boost the confidence of their

followers.6. Focusing on actions on areas where there is a clearimpact. They make priorities and action list for everyone to follow. Instructions are followed strictly. Rulesand standards are set for others to follow.7. Paying attention to details, (evaluation andmanagerial). They get into the minutest details of impact. They never leave any stone unturned.

8.Time bound delivery of results. They are on a raceagainst time. Pressure is increased to create the senseof urgency and an increase in productivity.9. Clear cut quick decisions. They are fast decisionmakers because they know that the buck stops withthem.10. Spontaneous action. They encourage spontaneity.





They expect others to do a good job. There is no delay

in their work. They expect results on every deadlinethey set.Their dominant attitude is to win at any cost. They

do not care for others feelings.’ I don’t care, just get itdone’ is their method of approaching a task even if it isperceived impossible. Failure is not encouraged byaction oriented people.

Performance blocking behavior of action oriented

leadership is many. Since they are task masters theydeemphasize team work. They can create a stressfulover worked environment literally keeping people ontheir toes. They demand more from their followers.They can be savagely witty in their remarks and oftenintimidating in their approach.

Despite the warm feelings their charisma can

evoke, action oriented narcissists are typically notcomfortable with their own emotions. They areselective listeners. They listen only for the kind of information they seek to understand.



They don’t learn easily from others. They don’t like toteach but prefer

Indeed, even productive narcissists are extremelysensitive to criticism or slights, which feel to them likeknives threatening their self-image and theirconfidence in their visions.

Narcissists are almost unimaginably thin-skinned.Like the fairy-tale princess who slept on manymattresses and yet knew she was sleeping on a pea,

to indoctrinate and make speeches.

They dominate meetings with subordinates. Theresult for the organization is greater internalcompetitiveness at a time when everyone is alreadyunder as much pressure as they can possibly stand.Perhaps the main problem is that the narcissist’s faultstend to become even more pronounced as he becomesmore successful.

Action based leaders believe in their actions andresults that they develop a sense of predicament totheir overall approach. They are highly sensitive tocriticism and because they are extraordinarilysensitive (don’t tell me what to do, just do what I say),narcissistic leaders shun emotions as a whole.

Indeed, perhaps one of the greatest paradoxes in thisage of teamwork and partnering is that the best

corporate leader in the contemporary world is the typeof person who is emotionally isolated. Narcissisticleaders typically keep others at arm’s length. They canput up a wall of defense as thick as the Pentagon. Andgiven their difficulty with knowing or acknowledgingtheir own feelings, they are uncomfortable with otherpeople expressing theirs—especially their negative

feelings.




narcissists—even powerful CEOs—bruise easily. This

is one explanation why narcissistic leaders do not wantto know what people think of them unless it is causingthem a real problem. They cannot tolerate dissent. Infact, they can be extremely abrasive with employeeswho doubt them or with subordinates who are toughenough to fight back.

Action oriented leaders are not empathetic towardstheir followers. Best-selling business writers today

have taken up the slogan of “emotional intelligenceand competencies”—the belief that successfulleadership requires a strongly developed sense of empathy. But although they crave empathy fromothers, productive narcissists are not noted for beingparticularly empathetic themselves. Of course, leadersdo need to communicate persuasively. But a lack of

empathy did not prevent some of history’s greatestnarcissistic leaders from knowing how tocommunicate—and inspire. Neither Churchill, deGaulle, Stalin, nor Mao Tse-tung were empathetic.




And yet they inspired people because of their passion

and their conviction at a time when people longed forcertainty.In fact, in times of radical change, lack of empathy

can actually be strength. A narcissist finds it easierthan other personality types to buy and sell companies,to close and move facilities, and to lay off employees—decisions that inevitably make manypeople angry and sad. They have the least sentimental

attachments to their followers when it comes to thepriority of making profits.

But narcissistic leaders typically have few regrets.As one CEO says, “If I listened to my employees’needs and demands, they would eat me alive.”

Given this lack of empathy, it’s hardly surprisingthat narcissistic leaders don’t score particularly well on

evaluations of their interpersonal style. What’s more,neither 360- degree evaluations of their managementstyle nor workshops in listening will make them moreempathic. Narcissists don’t want to change themselvesbut they want to change everything around them—and





as long as they are successful, they don’t think they

have to. They may see the need for operationalmanagers to get touchy-feely training, but that’s notfor them.

There is a kind of emotional intelligence associatedwith narcissists, but it’s more street smarts thanempathy. Narcissistic leaders are acutely aware of whether or not people are with them wholeheartedly.They know whom they can use. They can be brutally

exploitative. That’s why, even though narcissistsundoubtedly have “star quality,” they are oftenunlikable. They easily stir up people against them, andit is only in tumultuous times, when their gifts aredesperately needed, that people are willing to toleratenarcissists as leaders.

When it comes to teamwork action oriented leaders

want followers who listen to their commands.Narcissistic leaders often say that they wantteamwork. What that means in practice is that theywant a group of yes-men.



Another demerit of action leaders is their lack of

interest in mentoring others. Lack of empathy andextreme independence make it difficult for narcissiststo mentor and be mentored. Generally speaking,narcissistic leaders set very little store by mentoring.They seldom mentor others, and when they do theytypically want their protégés to be pale reflections of themselves.Most narcissists prefer “mentors” they can control.

They do not follow advices they only listen toopinions and they make their own decisions with theirgut feeling above all rationale.

Narcissistic leaders are relentless and ruthless intheir pursuit of victory. Games are not games but testsof their survival skills. As Donald Trump puts it ‘hireand keep the best people but never trust them’. Of

course, all successful managers want to win, butnarcissists are not restrained by conscience.Organizations led by narcissists are generallycharacterized by intense internal competition. Their




passion to win is marked by both the promise of glory

and the primitive danger of extinction. It is a potentbrew that energizes companies, creating a sense of urgency, but it can also be dangerous.

These leaders see everything as a threat. As AndyGrove puts it, brilliantly articulating the narcissist’sfear, distrust, and aggression, “Only the paranoidsurvive.”

There is very little business literature that tells

narcissistic leaders how to avoid the pitfalls. There aretwo reasons for this. First, relatively few narcissisticleaders are interested in looking inward. I haveidentified three basic ways in which productivenarcissists can avoid the traps of their own personality. 1) Find a trusted sidekick. Get a Mister#2 for Dr.Evil in Austin Powers’s movie. You can also get a’ mini

me’ for a likeable or cuter version of you.




Many narcissists can develop a close relationship with

one person, a sidekick who acts as an anchor, keepingthe narcissistic partner grounded. However, given thatnarcissistic leaders trust only their own insights andview of reality, the sidekick has to understand thenarcissistic leader and what he is trying to achieve.The narcissist must feel that this person, or in somecases persons, is practically an extension of himself.The sidekick must also be sensitive enough to manage

the relationship. Don Quixote is a classic example of anarcissist who was out of touch with reality but whowas constantly saved from disaster by his squireSancho Panza. Not surprisingly, many narcissisticleaders rely heavily on their spouses, the people theyare closest to. But dependence on spouses can be risky,because they may further isolate the narcissistic leader

from his company by supporting his grandiosity andfeeding his paranoia.




2) A greater sense of Self-awareness can uphold

action oriented leadership to perform at the highestlevel. Since narcissistic leaders lack empathy, a strongunderstanding of one’s emotions, strengths,weaknesses, needs, and drives are essential. Peoplewith strong self-awareness are neither overly criticalnor unrealistically hopeful. Rather, they arehonest—with themselves and with others. People whohave a high degree of self-awareness recognize how

their feelings affect them, other people, and their jobperformance.

Self-awareness extends to a person’s understandingof his or her values and goals. The decisions of self-aware people mesh with their values; consequently,they often find work to be energizing. How can onerecognize self-awareness?

First and foremost, it shows itself as candor and anability to assess oneself realistically. People with highself-awareness are able to speak accurately andopenly—although not necessarily effusively orconfessionally— about their emotions and the impactthey have on their work.

Self awareness is not a trait you are born with but acapacity you develop throughout your lifetime. It’s

your understanding of your strengths and weaknesses,your purpose in life, your values and motivations, andhow and why you respond to situations in a particularway. It requires a great deal of introspection and theability to internalize feedback from others.

No one is born a leader; we have to consciouslydevelop into the leader we want to become.




One of the hallmarks of self-awareness is a self-

deprecating sense of humor.Self-awareness can also be identified duringperformance reviews. Self-aware people know—andare comfortable talking about—their limitations andstrengths, and they often demonstrate a thirst forconstructive criticism. By contrast, people with lowself awareness interpret the message that they need toimprove as a threat or a sign of failure.

Self-aware people can also be recognized by theirself-confidence. They have a firm grasp of theircapabilities and are less likely to set themselves up tofail by, for example, overstretching on assignments.They know, too, when to ask for help. And the risksthey take on the job are calculated. They won’t ask fora challenge that they know they can’t handle alone.

They’ll play to their strengths.Furthermore, leaders are constantly required tomake judgment calls that require a candid assessmentof capabilities—their own and those of others. Do wehave the management expertise to acquire a competi-




-tior. Can we launch a new product within six months?People who assess themselves honestly—that is, self-aware people—are well suited to do the same for theorganizations they run.

3. Self-Regulation.Biological impulses drive our emotions. We cannot doaway with them—but we can do much to managethem. First of all self-regulation, which is like anongoing inner conversation, is the component of

emotional intelligence that frees us from beingprisoners of our feelings. People engaged in such aconversation feel bad moods and emotional impulsesjust as everyone else does, but they find ways to controlthem and even to channel them in useful ways.

Secondly, self-regulation is important forcompetitive reasons.




Everyone knows that business today is rife withambiguity and change. Companies merge and breakapart regularly. Technology transforms work at adizzying pace. People who have mastered theiremotions are able to roll with the changes. When anew program is announced, they don’t panic; instead,they are able to suspend judgment, seek outinformation, and listen to the executives as theyexplain the new program. As the initiative moves

forward, these people are able to move with it.Sometimes they even lead the way.




ACTION BASED LEADERSHIP FOR CHANGEWhatever may be the flows of action oriented

leaders, they are famous for creating change anywherethey are. People with narcissistic ideals often seemrestless with the status quo. They are persistent withtheir questions about why things are done one wayrather than another; they are eager to explore newapproaches to their work. Since continuous change isnot a natural condition of life, hence resistance tochange is a healthy human instinct.

Bringing change to any human condition is a majourchallenge. This is the challenge action leadership iscapable of handling better than everyone else. Changeinstills fear in followers. Therefore the process of creating change is vital. There is an educative processbefore change happens. Since action based leadershipboast of oratory skills, this makes it easier for

narcissist to inspire change among followers.Today’s times action oriented leadership has taken

a new definition with regard to productive narcissismas change leaders. Change leaders followTransformational Leadership. Transformationalleadership theories are based on the idea of some formof collaborative greater good. There are skills andqualities that are needed in change management. Theeffect of these qualities on people undergoingsignificant organizational change can be summarizedas:

(1) Building an awareness of the value andimportance of tasks.

(2) Focusing their minds on group objectives ratherthan just personal interests.




(3) Appealing to and activating their aspirational

needs.

TRANSFORMATIONAL LEADERSHIPTransformational Leadership is particularly

relevant to successful change management - especiallyin situations of major change. Transformationalleadership is about raising consciousness. In practicalterms this is all about encouraging people to become

conscious and aware of what they feel, to feel itstrongly and to do so in a context where their valueshave been defined in such a way that they can bemotivated and encouraged to take constructive action.It takes tenacity to tame cynicism, mass ignorance andfear. Narcissists thrive in chaotic times. they lovedanger and uncertainty because they are adventurous

people by nature.Action oriented leaders can motivate theirfollowers. Interestingly, people with high motivationremain optimistic even when the score is against them.In such cases, self-regulation combines with achieve-




-

It’s not difficult to understand how and why amotivation to achieve translates into strongleadership. If you set the performance bar high foryourself, you will do the same for the organizationwhen you are in a position to do so. Likewise, a driveto surpass goals and an interest in keeping score can becontagious. Leaders with these traits can often build a

team of managers around them with the same traits.And of course, optimism and organizationalcommitment are fundamental to leadership—just tryto imagine running a company without them.

Very often leadership is mostly familiar withactivities like moving forward, creating change,vision and constantly improving up on results. But

there is another dimension to leadership which is thestewardship behavior and function of leadership.

ment motivation to overcome the frustration and

depression that come after a setback or failure.




STEWARDSHIP FUNCTION OF LEADERSHIP

The stewardship function is where most actions arecarried out; it is the sustenance factor for anyorganization. A steward focus on sustainingperformance making sure that everything runs morethan ok. The performance at this level will greatlyaffect the entire functionality of leadership. These arethe arms that carry out the leadership in to action andin to measurable results. Most often we only know

about the top leaders in organization, only their nameswill be heard often, but there are hundreds andthousands of leaders in their organization whosenames are not heard of, the people who really runthings, who really steer various operations in thebusiness. Every one is a leader whose actions affect thelarger body of an organization.

Leadership is a body of collective action to fulfill acollective goal.Leadership is accelerated by action. Changes,

improvements, winning work culture, increasedreturns all take place as a result of several actions. Onone side of leadership in action the performance isaccelerated to create changes with a set of successfulbehaviors and on the other end the performance is

sustained by the successful momentum of action. In asuccessful organization acceleration and sustenance gohand in hand through constant and never endingimprovements. Japanese call it kaizen. You can applythis in several areas. Consistent action on a particulardirection delivers results. Consistent improvementleads to better performance.




High Performance leadership delivers results through

action.Productive narcissists are gutsy and fearless. Whatseparate them from the rest is their commitment toaction and the mantra of ‘do whatever it takes’

Major decisions of action based leaders are carriedout by support teams that follow either a system basedor people based leadership style.

Action based leadership often exercised by founders

of small and large organizations. Their identitybecomes bigger than their organizations. It won’t besurprising to hear when an employee in Virgin says, ‘Iwork for Sir Richard Branson’s company rather thansaying he or she actually work for Virgin.

The persona of narcists go further than theirorganization. All narcists are revolutionary by nature.

They create change wherever they are. They wantpeople to remember them. They don’t form policiesfrom their subordinate’s suggestions. They imposetheir decisions on people because they believe it isright for them.

Gandhi is a true productive narcissistic leader. Henever asked his followers what strategy they must useto get Britishers out of India. He formed his own

policies of non-violence and non-cooperation, and hetold the people to just follow them.

Action oriented leaders are not only made of action,they also have a personal philosophy that drives theirbehavior. When the right philosophy is in coherencewith vision and action, action based leaders deliveramazing results.




A C T I O N B A S E DLEADERSHIP is ‘self orientednarcissistic leadership’ but peoplebased leadership is ‘others oriented’driven by the human need toconnect, love and contribute to other

fe l low humans. This i s anenlightened level of leadership and arare one at it. It is not so easy to findpeople these days who are ‘others’oriented. This also reveals the higherpurpose of leadership more refinedin its true function of serving people.

Prentice defined leadership as ‘theaccomplishment of a goal through thedirection of human assistants.’

The man who successfullymarshals his human collaborators toachieve particular ends is a leader. Agreat leader is one who can do so dayafter day, and year after year, in a

wide variety of circumstances. Hemay not possess or display power;force or the threat of harm may neverenter into his dealings. He may notbe popular; his followers may neverdo what he wishes out of love oradmiration for him. He may not ever

Chapter Five

PEOPLE BASED LEADERSHIP





be a colorful person; he may never use memorabledevices to dramatize the purposes of his group or to

focus attention on his leadership. As for the importantmatter of setting goals, he may actually be a man of little influence, or even of little skill; as a leader he maymerely carry out the plans of others.

His unique achievement is a human and social onewhich stems from his understanding of his fellowworkers and the relationship of their individual goals

to the group goal that he must carry out. Theeffectiveness of Dale Carnegie’s famous prescriptionsin his ‘How to Win Friends and Influence People’ is agood example. Its major principle is a variation of theGolden Rule: “treat others as you would like to be treated.” While limited and oversimplified, such a rule is a greatimprovement over the primitive coercive approachesor the straight reward-for-desired-behavior approach.

It is the- to understand and to be understoodapproach that give clarity, power and direction to thecompletion of a desired outcome in people basedleadership.



People based (or oriented) leadership is successful in

any model where delegation of responsibility andaccountability is needed to achieve a collaborativeeffort. Great teams are managed with people basedleadership. These leaders treat their organization asan extended family. Everyone is respected and loved.There is job security and comfort created to everyemployee within the organization. People basedleaders encourages risk taking and personal

development in the organization. They create highperformance teams. Other behaviors include:

1. Giving people credits for their achievement.2. Asking others to perform and won’t use the ‘tell

them’ approach.3. Creating a learning environment and learning

from failures.




People based leadership focus on human development.They invest on their followers for further Training anddevelopment.4. Focus on Employee retention and employee welfare.5. Soliciting ideas and suggestions from others as wellas rewarding them.

What makes people based leaders is their ability toconnect with people. They have remarkable social skill.For them any human achievement is a collective work

done towards the attainment of a common goal.Socially skilled people tend to have a wide circle of

acquaintances, and they have a knack for findingcommon ground with people of all kinds—a knack forbuilding rapport.

That doesn’t mean they socialize continually; itmeans they work according to the assumption thatnothing important gets done alone. Such people have anetwork in place when the time for action comes.Social skill along with empathetic skills is theculmination of the dimensions of emotionalintelligence. Behavioral scientists have pointed outthat on of the major key significant factors behind thesuccess of many leaders and managers are theiremotional intelligence. Emotional Intelligence is a

bigger factor than IQ when it comes to dealing withpeople and succeeding in any human environment.After studying several star performers with averageones in senior leadership positions, nearly 90% of thedifference in their profiles was attributable toemotional intelligence factors rather than cognitiveabilities.




Few researchers have confirmed that emotional

intelligence not only distinguishes outstanding leadersbut can also be linked to strong performance.From a scientific (rather than a popular) standpoint,

emotional intelligence is the ability to accuratelyperceive your own and others’ emotions; to understandthe signals that emotions send about relationships; andto manage your own and others’ emotions. It doesn’tnecessarily include the qualities (like optimism,

initiative, and self-confidence) that some populardefinitions ascribe to it. Of course, emotionalintelligence isn’t the only way to attain success as aleader: A brilliant strategist who can maximize profitsmay be able to hire and keep talented employees even if he or she doesn’t have strong personal connectionswith them.

A decrease in ego can increase in the emotionalintelligence. Emotional intelligence is about caring forother people. It is not ‘me me me me’ it is ‘us us us us’.That is the primary shift. Empathy, sympathy,consideration, humility are all by products of this shiftin thinking and behavior.

EMOTIONAL INTELLIGENCEEmotional intelligence can be learned. The process is

not easy. It takes time and, most of all, commitment.But the benefits that come from having a well-developed emotional intelligence, both for theindividual and for the organization, make it worth theeffort.

Of all the dimensions of emotional intelligence,empathy is the most easily recognized. We have all felt




the empathy of a sensitive teacher or friend; we haveall been struck by its absence in an unfeeling coach orboss. But when it comes to business, we rarely hearpeople praised, let alone rewarded, for their empathy.The very word seems un-businesslike, out of placeamid the tough realities of the marketplace.

But empathy doesn’t mean a kind of “I’m OK,you’re OK” mushiness. Rather, empathy meansthoughtfully considering employees’ feelings—along

with other factors—in the process of makingintelligent decisions.

Empathy is particularly important today as acomponent of leadership for at least three reasons: theincreasing use of teams; the rapid pace of globalization; and the growing need to retain talent.

Empathy plays a key role in the retention of talent,particularly in today’s information economy. Leadershave always needed empathy to develop and keep goodpeople, but today the stakes are higher. When goodpeople leave, they take the company’s knowledge withthem. That’s where coaching and mentoring come in.




COACHING AND MENTORING

It has repeatedly been shown that coaching andmentoring pay off not just in better performance butalso in increased job satisfaction and increasedturnover. But what makes coaching and mentoringwork best is the nature of the relationship.Outstanding coaches and mentors get inside the headsof the people they are helping. To influence people,first you must know what is already influencing them.

People based leaders are highly emotionallyintelligent and they sense how to give effectivefeedback. They know when to push for betterperformance and when to hold back. In this way theymotivate their protégés, they demonstrate empathy inaction.

In what is probably sounding like a refrain, let me

repeat that empathy doesn’t get much respect inbusiness. People wonder how leaders can make harddecisions if they are “feeling” for all the people whowill be affected. But leaders with empathy do morethan sympathize with people around them: They usetheir knowledge to improve their companies in subtlebut important ways.

So what makes the people based leadership? Is it

leading by feeling? People based leaders have greatersense of self awareness. They are driven by humanvalues of respect, empathy, motivation, love andcollaboration People tend to be very effective atmanaging relationships when they can understandand control their own emotions and can empathizewith the feelings of others. A deep feeling of empathy




with the urge to connect oneself to a large spectrum of human network upbeats a leader’s social skill. Sociallyskilled people, for instance, are adept at managingteams—that’s their empathy at work. Likewise, theyare expert persuaders—a manifestation of self-awareness, self-regulation, and empathy combined.Given those skills, good persuaders know when tomake an emotional plea, for instance, and when anappeal to reason will work better. And motivation,

when publicly visible, makes such people excellentcollaborators; their passion for the work spreads toothers, and they are driven to find solutions. Butsome-times social skill shows itself in ways the otheremotional intelligence components do not.

Bottom-line People based leadership is aboutmanaging relationships effectively. No leader is anisland. After all, the leader’s task is to get work donethrough other people, and social skill makes that taskpossible. A leader who cannot express her empathymay as well not have it at all.

In people based leadership style dominantperformance roles are:1)Developmental roles. Functions include buildingteams and developing People. They create a positive

climate by providing coaching, training anddevelopmental resources to improve performance of followers. These behaviors are relevant to flat,flexible, team-based structures which have tointegrate with other teams. They build theownership, involvement and commitment of peopleand nurture their contribution. They improve the




performance of people through development of their

skills and creation of an atmosphere of learning.When these behaviors are not well developed, anorganization can become fragmented and less than thesum of its parts. For an organization which relies onthe quality of its people, under-development of thiscluster represents an absolute limit to its growth.Leaders train others to become leaders. They believe inand trust the people who follow them. They share,

delegate, give and share credit to others for their ideasand contributions.2. Inspirational role. People based leader are othersoriented and they work on their followers throughcoaching and mentoring.




The behaviours in this cluster relate particularly to

building confidence and excitement throughout theteam and are crucial to achieving ‘buy in’ to ideas. In acrisis where decisions are required quickly, thesebehaviours create an atmosphere of confidence withinthe team. Without these behaviours you will seeconfusion, pessimism and lack of direction.

Leaders listen to the counsel of others. They listen tothe criticism of others. They are not defensive. They

don't get angry nor do they wilt away. They accept andeven welcome impute from others for they know it is away to make the situation better or themselves better.3) People based leaders take the role of a servant

more than the master.This is a biggie. Leaders actually serve. They care

about others they are willing to get their hands dirty.

They come alongside people and get their hand andfeet muddy. They don't sit in their office just givingorders for someone else to do it. They are willing toshow people how to get it done.

This develops loyalty in an organization. Theobjective of this leadership style is to create anatmosphere where self actualization kicks in as adriving force for many people in the organization.

People do not want to be told as what to do. They liketo be asked and needed. This increases their self confidence and moreover in people based leadershipglory of achievement is shared among people.

People based leadership has its own flows as well.Leaders tend to give undue lenience to people in thisleadership behavior. Leaders develop impractical




High Performance Leadership 54 Paul Robinson High Performance Leadership

approaches to people expecting that others will do the

job even if it is not monitored. They become toodependable on others and this allows others to makemistakes and at times costly ones are made. Fewemployees will take undue advantage of a situation aspeople based leadership is observed as naïve leaders.

There are many great leaders, and many differentways to lead. One way to lead people is leading byfocusing on people. As a leader your people are your

most valuable asset, knowing this is a big step to beinga great leader.

A true leader find ways to help others to becomemore. Leaders do not lead businesses they lead people.People will work for organizations where they arecared and appreciated. They will stick with you whenthey feel you help them to be more than they thought

they could be.In people oriented leadership, leaders create anenvironment for every one in the organization toperform at their highest potential. The focus is onpeople performance.



S Y S T E M B A S E DLEADERSHIP is a principlecentered leadership. It is functionaland it is based primarily on the

system and strategy. System basedleaders are excellent planners andadministrators who get the job doneby a collective effort of variousdepartments more than people. Thewhole functions of performance isexpected from every individual andthey are systematized in this

leadership style. There is a unifiedand harmonic operation betweendepartments. Leadership is exercisedthrough a cordial co-ordination of activities of individuals and groups.This leadership style can becompared to the orchestra conductor

who skillfully conducts his orchestrain co-ordination and harmony.System based leaders are great

planners with long term vision.They set priorities and assign the jobto various departments in anorganization to achieve goals that arecollectively formed.

Chapter Six

SYSTEM BASEDFUNCTIONAL LEADERSHIP




Strategy orientation is the key behavioral skill of a

system based leadership. They look at business from astrategic point of view and they define targetsaccording to timely executed plan. They make constantanalysis of past and current behavior and they devisenew strategies for winning customers, markets,products and services. They have a visionary planningmethod of looking at a future scenario. They makedecisions based on the issues that are likely to arise in

the future and they get their decisions managed bytheir followers. This type of leadership may not takethe quantum leap of change like the action basedleaders, but they do re-engineer their organizationfrom time to time. Change is slow in this environmentdue to high administrative entanglements. There willbe approval procedures from different department

before they make a decision. System leadership seeksapproval and collective leadership is the result of thisoutcome.

System leaders are great innovators. They maketheir recommendations from time to time. Theyanalyze, mull over the details before any decision ismade. There is also a time delay in decision makingcompared to action based leaders due to the system in

place.System leaders can manage tasks that are huge.

Collective and synchronized action is the key toperformance. There will be procedures to follow andeveryone abides to certain rules and protocols. Thisleadership style is ideal for operations where largedepartments are to be coherently administered.




System leadership has a major responsibility in being

the head and does all the thinking part fororganizational growth and stability. The process of thinking is done primarily in three ways:1) Information Search, 2) Concept formation and3) Conceptual Flexibility.

The three behaviours in this cluster are crucial tostrategy formation, planning and the ability to see the'‘bigger picture’. Whilst they make the highest

contribution to performance they are often the leastdeveloped and least valued in most organizations.

Information Search means gathering many differentkinds of information by using a wide variety of sourcesto build a rich informational environment inpreparation for decision-making in the organization. Concept Formation is building frameworks or models,

forming concepts, hypotheses or ideas on the basis of information. System leadership is acutely aware of patterns, trends and cause / effect relations by linkinginformation from various departments.

Conceptual Flexibility means Identifying feasiblealternatives or multiple options in planning anddecision-making while holding options in focussimultaneously and evaluating their pros and cons.

Once all the thinking is done, they evaluate the prosand cons and decide up on the maximum upsidesversus many downsides of options. In this scenariofollowers from various divisions and departments canmake valid suggestions based on the feedback theyreceive from customers, employees and shareholders.





The successful behaviors of system based leadership

are:1) Setting SMART performance goals.Leadership is simply the ability to turn a dream or a

vision of a desired future state into a reality with andthrough the cooperation of other people. To throwyour life into something worthwhile, your dreammust be worth pursuing. It all starts with a greatvision, something beyond your capabilities to keepyou challenged and motivated. The driving force of any leadership course is an inspiring vision. A visiongives you a sense of direction, gives you the ability tolook beyond what is to what should be and serves as agoal motivation to bring about exciting results.

Forming vision is having a great emphasis on futuredirections and moving people towards shared dreams.

It is very effective in giving cohesion to groups of people by providing clear directions and objectives. Itis group centered behavior and requires better thanaverage communication skills. Having a vision is noteverything, translating a vision into a bundle of goalsand action list and getting the results means realisticvision.



"Leadership is the capacity to translate vision into reality" advises Warren Bennis, a world renowned authorityon leadership.

Once the vision is formed, vision is translated intoseveral outcomes or results. Then a list of goals isformed along with several strategies to achieve thatoutcome. Smart performance goals are set for othersto achieve. It is called SMART goals because thesegoals are Specified, Manageable, Attainable, Result

focuses and Time bound.




2)Principle orientation

High Performance leadership in a system basedleadership is controlled by certain principles andpractices everyone abides by within the organization.They are often called as best practices. Principles arestressed on performance and it is the principles thatdetermine the collective outcome.

High performance leadership applies continuousperformance improvement as a core value of the

organization. Most of the high performance behavioris motivated by core values of an individual, as theindividual strive to become the ideal. When you applycontinuous performance improvement you will bedoing things differently to achieve the result you want.In any work environment people refuse to do thingsdifferently. As every one is creatures of habits we all

learn certain way of functioning and exercisingresponsibilities. When you don’t get the performanceyou want ask yourself a question ‘What can I do nowdifferently to improve my performance?

Principle orientation is goal orientation with anoutcome in mind. Most of the outcomes they reach arevalue enhancing for customers, employees andshareholders. When principles are in place certain

benchmark of performance is already predeterminedby everyone and accepted as best practices. Thisusually upgrade the homeostasis of the organizationrather than challenging them or changing them.3) Ability to Conduct and Evaluate Research

On going review and research is vital in order tokeep on the cutting edge in business. Conducting and




evaluating research is an important way of planningand being prepared for the future. Excellent leadershipis always pro active rather than reactive. Responsivebehavior is encouraged in system leadership.Employees and followers are asked to evaluate andasked to give suggestions and recommendations to dothings better.4) Consideration: It is the extent to which a leader isapproachable and shows personal concern for

subordinates.5) Reward Behavior: The extent to which a leaderprovides his subordinates with compliments, tangiblebenefits and desired specific treatment.6) Punishment Behavior: The leader's use of reprimands or unfavorable tasks assignments andactive with holding of rewards.




7) Monitor Employee Performance. Employee

performance needs to be monitored in mutuallyaccepted ways. Policies and procedures need to beclear. Conferencing should be on a regular basis andnot just when there is a problem. Assessments andevaluations should not be merely all formality orviewed a necessary paperwork to be done and filedaway. Individual and group conferencing should beundertaken not only to monitor performance, but with

the expectation of on going professional developmentand support. There should be frequent encouragementand clear criteria for on going goals both for the groupand individual.8) Creativity. When vision drives action orientedleaders it is creativity that drives system based leaders.




Creativity is a main hub in the ability of organizations

to maintain a competitive advantage. It looks at thedegree to which inhibitors such as organizationaldesigns as well as leadership style may positively ornegatively affect creativity in organizations.

For organizations to be empowered to surviveleaders and followers should seek after "creativity."This is an individual's ability to conceive of or conjurenew ideas, which can benefit society. It is the center of

i n n o v a t i v e n e s s , t h e m o m e n t u m b e h i n dorganizational success. Failure to encourage andembrace creat ivi ty within contemporaryorganizations may be viewed as creating conditionsthat are conducive to organizations failures.9) Feedback. Leaders should be willing to evaluateand implement employees' ideas; employees will very

likely feel valued, self-esteem will soar and self-confidence will grow.10) Brainstorm. Leaders should be willing to createbrainstorm workshops and seminars where employeesare free to verbalize and visualize their creativeendeavors. While it is important for leaders to be ableto find solutions to problems, they should also provideemployees the opportunity to problem-solve.

Roosevelt said it best, a good leaders picks good men to dothe job he wants done and self-restraint to keep frommeddling with them while they do it. It is also importantthat leaders recognize employees' accomplishments,because as the old adage goes "success breeds success.".Success is celebrated together and blame is shoulderedas accountability singularly to the leader.




System based leadership is ideal for a large

organization which has several departments anddivisions. This is system developed by collectiveowned enterprises where a board of directors hasstronger power over the CEO.

This system is effective in managing change ratherthat creating change. The downside of this style is alsoseveral. On a due course of time this system becomesstatic in performance. Even though innovation is

advocated in this model, the actual realization of change takes time due to delayed execution. There areapproval seeking behaviors and leaders often have tosacrifice their staunch believes and decisions againstcompromises. This is a shared authority situation,where the system has more authority than the leader.This leadership style has a democratic tone to it.

This is highly suitable for managing operations. Itis also ideal where integration is important in anorganization. Complex tasks are managed through asystemized approach of chunking tasks. In a factoryenvironment where, design, production, distribution,sales and management are involved a systemizedleadership is brought in to simplify operations.

But taken to the extreme system based leadership can

become a highly bureaucratic enterprise where youhardly see the leader’s fingerprint anywhere.




CHANGE IS OFTEN viewed asa dreaded word, as it means moving

out of a comfort zone, going into theunknown, encountering challengesand finding appropriate measures of dealing with the challenges.

There are two types of belief system and people act on either of them. One is a law of permanence.This states that nothing is going to

change and everything stays thesame forever.

The other is the law of change.Everything is subjected to changeand change is constant. The latterlaw is very true and individuals whoact up on this law succeed in any

environment.What about the law of permanence? That is total crap. Imade it up. There is nothing like thelaw of permanence but sadly as amatter of fact majority of peopleblindly follow this.

Chapter Seven

CREATING CHANGE IN

EVOLVING LANDSCAPES




Everything is subjected to change. What we

experience is a subjective experience of a reality thatis shifting every time we observe it. Change is anatural process. In a changing environment leadersmust have the mind set to revise new information andadapt to new behaviors. Flexibility and adaptationhas kept human beings on top of the food chain in theevolutionary process through out severalmillenniums. Organizations that constantly change,

adapt, revise, reframe and re-engineer their ways of conducting business will eventually evolve andbecome market leaders. The one that is resistingchange and being caught up in the indecision model of red tapes will suffer and go extinct for their reluctanceto adhere nature's ruling principle of change.

Change is a challenge. We are all as humans resist

and fear change. Change is a threatening propositionto any comfortable way of doing things. Our comfortzones are not easy to break. The pattern has a strongfoot on our neuro- system. We are all creatures of habits and any change is unwelcome by humannature. Nature has devised this behavioral formationin order to protect us from potential dangers.Anything that is unknown is observed with fear and

opposed strongly. The very reason that change oftenhappens in slow motion in a rapidly changing world isbecause of the fact that changes go through threestages before it is actualized.First anything that denotes change is violentlyopposed, secondly they are ridiculed by everyone andfinally they are accepted by everyone else.




In the Middle Ages changes were slow. Change

picked up the pace after the Renaissance period. AfterIndustrial revolution, the speed of change increased it’stempo. After Information Revolution a faster pace isset that many fail catch up to the changes and actaccording to the times. Today change is more shockingand faster than a man's ability to comprehend andunderstand it. But today what is driving higherperformance is nothing but through change.

Change is everywhere. People are changing the waythey communicate and the way they do business.Constant Innovation has become the key tooutperform competitions.

Successful change begins with leaders. They shouldmodel the change the wish to see by being visionary,persuasive and consistent examples. Once leaders are

change-ready, employees are likely to follow, the endresult -change becomes a team effort.Leaders can tailor their styles by first modeling the

change they wish to see. How? Simple!Provide opportunities for employees to become a partof the decision-making process.




Change will continue to be a permanent fixture

presently and futuristically. Creativity andinnovation will continue to be the key driving forcesbehind products and services, as organizationscontinue to meet the demands of a novelty seekingpopulace. The onus now resides with leaders; theyshould identify obstacles to organizational success andmake serious inroads to remove these barriers.

Leaders are agents of change. Today everyone talks agreat deal about creating change and the challenge stillremains on how an effective change can be brought in.

Creating change involves various processes. Themajor steps as follows:




Step one: Find out the reasons for change. There has

to be a major why behind changing anything. Peopleneed reasons to change and if the reasons are notcompelling enough people are not willing to change.People are willing to change when they feel they arethreatened. It is only major pain that can changepeople in comparison to the pain of changing itself.Most People are willing to change at the last minute,often during the crisis when they hit an emotional

threshold. As a leader the challenge of leadership is tomake others realize the crisis ahead of times, if they arenot willing to change now. Create enough reasons whychange is imminent and very important. Once you getthis step clear and ready move to the next step Step two: Paint a better scenario of the future.This is creating a scenario, or a situation that through

change, everyone will embark on a better favorablescenario or situation. The proposition of the vision orthe painted scenario must be better than the currentscenario you are trying to change. Everyone lovesgrowth, improvement and profits. The scenario youpropose must be better than the current statuesque.This is attaching pleasure to an outcome. People arewilling to give up what is painful to embrace anything

that is pleasurable. That is a human nature. Oncevision is presented to people, obviously there will bequestions and judgments raised in contrast to whatyou are proposing. Then you must deploy the next step Step three: Tell them howPeople will believe in any option or plans as long asyou have the best laid plans and strategies are




convincingly presented to support them. People get

rational and question about an abstract vision.Strategy and action plan must be presented in cogentmanner for people to accept that the proposition youoffer for change is achievable. Vision without plan of action is mere hallucination. Once people believe inyour ability to create change, take the support of followers to the next step Step Four: Decisions and making change happen.Once you decide to create the change you desire, youcan begin to manage your decisions by others.Remember people need enough reasons to change theirbehaviors and once you propose a new set of behaviors,they are willing to substitute with new set of behaviors. Once people experience results theirconviction is reinforced and they will move as force to

create the change together.Step five: Manage change

Change requires constant revisions and adjustments.They need to be managed. It is important to reinforcethe behavior and conditioned patterns in people. Thereis always a possibility to snap back to an old pattern of thinking, feeling and doing. When you manage change

you focus on constant reinforcement of change inevery area of management. Change can not persist if itonly takes place on peripheral levels. It must get deeperand function at all levels.

Every change commands a new belief system, a newset of behaviors and new set of practices that deliverresults better and faster than ever before.




One of the finest ways to implement change is re-

engineering the conditioned believes and practices inwork environment. People have been conditioned todo certain things over several years and certainpractices over centuries altogether.

An interesting finding in human psychology incontext to performance is that- people behave inaccordance to their belief system. We all doeverything to prove that we are right according to our

belief system. Any major change in transformationalleadership is the change in beliefs.

Every belief we have is supported by facts. We haveacquired these facts whether they are true or false overthe time of upbringing. We think, feel and act incertain way in consistency with our beliefs whether itis true or not.





Our beliefs have already created a preset point for ourperformance. We behave and perform in a mannerthat is predictable by these preset points. All of us havea preset point. This point is like a thermostat for an airconditioner. A thermostat has a preset temperaturesetting and any changes in temperature is reinstatedby the thermostat. Thermostat works in consistencywith the preset temperature point. Any changes intemperature in a room is consistently readjusted by its

thermostat. Human behaviors are more or less thesame, always getting readjusted when change isencountered.

We have certain pre set points to everything webelieve. We have a preset point that tells how much wecan eat, how much we can earn, how much tasks wecan accomplish everyday or what we are capable of and what is possible by us. Since these predicamentsand self concepts are preset, the challenge of anychange in leadership is pushing the bar of performanceor changing the preset points of performance.



In high performance leadership, the first challenge

lies in assessing the current behaviors and measuringresults and outcome it produces. Secondly to achieve adesired outcome, one must change the thermostat of every individual performance including one's own to alevel of achievable goal and vision. Before evolutiontakes place in external circumstances, involution mustbe imposed within the frame of references.

Change occurs first in the human mind and then it

happens in reality. Making that shift in the mind is achallenge, but it is possible if you know whereperformance is currently set.

Change in any nature is an expansion of mind.There are limiting set points for performance andachievements. Once those limitations are substitutedwith new set of beliefs, people are driven to achieve

more.Ultimately high performance is a shift of believes.New set of believes override the limiting ones andnew behaviours are installed to deliver results.

Today’s evolutionary leadership looks for majorshifts and outcomes. It is not about doing better thanothers in a competitive environment. It is doing itbetter than the way it was done earlier. The only

challenge is constant improvement ie, competing withone own earlier preset performance. Imagine if wecould improve 1% everyday in what we do, that is 365%performance growth in a year. The real analysis is inone’s own productive behaviors more than analyzingthe competition. When you tend to do better than





your completion, later they will also out beat you by

doing it better. When you out beat your performanceto a new quantum level, you not only set a standard butalso a bench mark, hard to be imitated by yourcompetition.

Supremacy is built through out performance, byraising your level of performance in a consistentmanner. In this case you not only become the agent of change, you also become the change itself.

Change results are manifested in the future but theprocess of change is in the present. People tend to docrazy things under pressure. Their behavior becomesirrational under pressure. A chaotic time will demandchange but people tend to make wrong decisions underpressure. The best way to avoid that is to perceivefuture chaos and take a preparatory step by arming

your organization with right strategies and decisionsbefore the unfortunate event takes place.Todaycompanies must perceive change well in advance evenbefore they appear.



Often time’s leaders experience their majoropposition to change from their managers. This isbecause of the core managerial function. Managerspreserve the statusquo that leaders are changing.Change is an emotional event. When you talk aboutchange everyone in the organization tend to go panicat first. If you make a statement like ‘there is going tobe some changes around here!’, what is immediatelyunderstood by others could be lay offs.

Every time when leaders apply a new vision in theirorganization they are creating a change. Vision is thepicture of the future. Change is the medium to takethat picture into a reality. High PerformanceLeadership is about creating the change to increaseperformance standards of individuals andorganizations.




TO BECOME A leader, you haveto be able to work with others, able toinfluence others, have an effectivecommunication line with others sothat you can achieve all of your visionand goals. Although this may soundeasy, it actually isn't.

I do not say that it is impossible

too!. Anyone can become an effectiveleader. That is what leadershipdevelopment is about. Anyone can.We are a bundle of limitlesspotential, when harnessed andchanneled for anything, we become apossibility. We can be anything we

want to be. That is the privilege of being human. A tree can becomenothing but a tree, a bear can becomenothing but a grown up bear, but mancan become anything. That is theprivilege the nature has designed forus. Then why not use it..

Chapter Eight

LEADERSHIP IS DEVELOPED


‘To be a leader is to be a beginner’-DENNIS WAITELEY

World’s foremost authority inhuman potential development.



In order to become or evolve into being something, the

first step is to have a deep understanding of oneself.Becoming aware of your strong and weak areas are keypoints in leadership development. By knowing yourweak points, you can start working on them so that youcould either get rid of them or turn them into positivecharacteristics. If you have difficulty working on yourweak points then you must seek out partnership withsomeone who can complement you on areas that you

are weak and work with them as a team.This also goes the same for your strengths. You can

complement your expertise where it is wanted.Today leadership is not about singularity of

objectives and goals. It is more about collective actionthrough partnership and synergy to accomplish acommon objective. Leadership is about working

together, and the major challenge is in relating withvarious kinds of people with diverse interests andculture. As a leader you need to influence other people,directing their efforts to the attainment of the sharedvision. To influence others first you must know whatis already influencing them. To understand what isalready influencing them, you must relate with themand connect with them. Having a great rapport with

other people give you a peek into their world and thevalues they have been raised and the principles they areholding on to. Once you understand and appreciatetheir world, you will eventually learn to use theleverage of changing their behaviors.

Leaders tend to have an effect on other people and atthe same time they are affected by others. It is a two




way street. There is so much of giving and taking.

There are transactions and deals made. Relationshipsare built by mutual respect and faith. Most of thedecisions are emotionally driven as people choose totrust in a leader’s ability and vision.

The whole impact of leadership is controlled byseveral emotional states of mind. What distinguishesan effective leader from the rest of the pack is theirright psychology of mind- energy. Leaders are high

energy people. Followers are attracted to high energy.Enthusiasm is the nature of High PerformanceLeaders. Charisma is often attributed to their dialect of influencing others with their words. Emotionalintelligence give them an edge over everyone to trulyconnect with people form different backgrounds anddifferences.

An outstanding communication skill is often thecommon attribute to great leadership. Having goodcommunication with your team mates is the key to get




through each other and achieve optimum project

results at a faster rate. With this kind of attribute, you,as a leader, will be able to avoid and resolve issuesbefore they even occur.

Sometimes, in order to achieve good leadershipdevelopment, you have to hear professional opinionsabout how you lead or work with other people.Feedbacks are essential. Feed backs tell you where youare currently performing as a leader. If you know

where you are- you will surely can navigate your wayto where you want to be.

Of course, you can't just be a leader in an instant.You have to find it in your heart the urge to be one.People who are being looked up by others shouldconsider this as an opportunity and honor to step intothe shoes of a leaders.

There are leadership development programs, goand attend seminars and workshops about leadership.Read as much as you can. Great leaders are greatreaders. Leadership is about quality communication.To improve your communication, you must improvethe content of your communication. Great contentsare delivered from great minds. Learn and grow.

Education is a never ending process. Leaders need

to be revised and updated on time. Decision making isdone through the maximum analysis of data availableand after plunging into information, leaders decide.

Decide to be a high performance leader.




Today, management is defined as,"The process of getting things donethough others"; whereas leadershipis defined as "The process of getting

things done willingly throughothers". The difference between thetwo definitions is one word but thatword willingness and the degree of willingness aroused determine theeffectiveness of the leader.

Positive and powerful leader has an

extraordinary ability to arouse suchdegrees of willingness & motivationin people that the impossible seemsto become possible. The willingnessaroused by a leader in organizationalsituations translates team effortsinto outstanding achievements.

CONCLUSION


‘Pay any price to stay in the presenceof extraordinary people’

-MIKE MURDOCKAuthor of The Leadership Secrets of Jesus



Just as every ship needs a captain, every

organization needs a leader. Every captain needs asupport network of officers and every leader needs asenior team; leadership is an extended function.Organizations seldom choose a leader. All leaders areemerged, though some are selected and recommended.Leaders do not emerge overnight. Part of the reason isthat allegiance is based on experience and reputation;at least among serious people. Leaders are people who

get things done; not people who order others to getthings done. The later is merely a supervisor. It takesa lot of experience, aptitude and attitude to developcertainty which is essential for followers.

Leaders are chosen with the times and challenges inmind. The old days of a static definition of leadershipare past. Companies, particularly middle market ones,

need to have the right CEO at the right time. In timesof transition every organization needs a leader whocan be trusted with their vision.

In a transformational approach to leadershipfollowers are transformed uplifted and changed alongwith their leader. Another major function of transformational leadership is to supply an infusion of inspiration, information & positive energy to

followers.Leadership development is a process. Leadership

development is a preparation for the future bydeveloping the skills and abilities of the present.

Often time’s executives in large organization tellme that they have no part in the roles of leadership.They detach themselves from the dimensions of




leadership saying that they are just managing, they are

not leaders. They have no power to influence thedecisions of leaders they work for.This is where leadership is vastly misunderstood.

Anyone who can influence a decision is functioningleadership. Every executive junior or senior has thatpower.

Today leadership is about influencing the personabove you. If your CEO is the head, executives are the

neck that supports the head. A neck can move the wayit desires and can simultaneously change the directionof the head. In a bottom up leadership environmentespecially, the people and system oriented highperformance leadership, anyone can influence theirleader.

Silence will be termed as approval. It takes

spontaneity and courage to explain a new perspective.Any one who can show a fresh perspective is alsoacting as a leader. We all have perspectives. All ittakes is the courage to tell everyone about what youdeeply feel and think in a convincing manner.

Bottom line High performance Leadership isattitude and aptitude applied in action. You can build agreat attitude, develop all kinds of aptitudes and skills

and you can put them into action. When you do thatyou are becoming a High Performance Leader. Soonerthe world will recognize you and you will emerge as agreat leader. Remember greatness can not escape socialresponsibility.





“Only those who are willing to risk going too far can find out how far they

can go”-T.S ELLIOT

People read leadership titles andthey just keep reading... How manypeople we get see amidst us takingaction on what they read andunderstand.

One common word from manypeople I have interacted with and as aresponse majority of them will say IKNOW THAT. Then I ask them,

how do you really know that youknow something. This keep thembaffled for a while. then I continue,‘you know something only when youdo it’.

Repetition is the mother of skill. tomaster anything you must know thebasics thoroughly well. Mastery isachieved when you put yourknowledge in to action.

This book is about action,performance, creating change,daring, having a clear big picture andpainting them with your team.

A CALL FOR ACTION



I also urge you to spread leadership in your groups.

The greatest gift you can give anyone is the gift of empowerment. so many people currently live in astate of resignation and despair. it is time to turn thataround. we all have the power to lead ourselves intoaction and also lead others through our words andactions.

The greatest contribution you can make to theworld is to grow in self awareness, self realization,

and the power to manifest your own heartfelt dreamsand desires. the next greatest thing you can do is tohelp others do the same. What a wonderful society,government and organizations it would be if we wereto do all that.

It is my honest intention that if I can trigger a littlespark in someone, there will be Change Leaders who

will order a better society for all of us.I don’t say farewell, I want to say hello, becausethis is a calling for a journey together. Soon you and Iwill meet in a seminar, workshop or a keynote speech,and it will be my honor to meet the leader in you.

Hello again and remember to act up on your idea.Remember results come from actions.

Be Your Higher Self.




Paul Robinson: The Leader in Transformational Education

For the last three years Paul Robinson has been developing innovative tools for human

potential growth along with a team of researchers, positive psychologists, metaphysicians

around the world. As an outcome he has created some of the popular personal growthprograms in individual and organizational breakthrough. Paul is a breakthrough expert on

the growing field of humanology (study about human potential growth), psychology of

leadership, negotiations, organizational turnaround, and peak performance. In a short

span of time he has impacted more than 100,000 people across Asia through his audio

coaching programs, workshops and live seminars.

India’s First Audio Coach.

Paul Robinson revolutionized the motivation industry in India when he launched India’s

first motivational audio “The Law of Attraction’, in the year 2007. It became an instant hit in

India. What began as a young person’s desire to help individuals transform the quality of

their lives has grown into Paul Robinson’s lifetime mission to turnaround individuals andorganizations by helping them breakthrough their obstacles and challenges.

Best Selling Author

Paul Robinson is a best selling author to several personal growth titles like THE LAW OF

ATTRACTION, MONEY MAGNETISM, A DATE WITH YOUR DESTINY, THE

PSYCHOLOGY OF A WINNER and business breakthrough titles like MASTERY IN

NEGOTIATION TACTICS, HIGH PERFORMANCE LEADERSHIP and SUPER

SELLING.

He has authored and created more than a dozen of training programs for specific

industry needs that are currently conducted by several international trainers and coaches

worldwide.

Motivational Speaker

Paul Robinson has conducted 22 live open workshops in a span of three months in India

which makes him a record holder in the Indian training industry. He is a versatile speaker

who largely explains the latest information gathered from Positive Revolution Research

and lucidly explains to the learner as he speaks. He is a motivational teacher who can

impact an audience that is small and large. He has trained more than one hundred trainers,

life coaches and executive coaches and professional speakers in India and abroad.

About the author



Business Strategist

Robinson brings fifteen years of experience as an entrepreneur in the fields of Media,

marketing, Internet and Education. His clients often come from rapid growth or demanding career, life, or business paths. They ’re seeking clarity on how to move from

being “overworked , stressed and under-balanced people” to “motivated , high

performance entrepreneurs and corporate executives”. His workshops and seminars are

designed in a manner that the participants will be able to design their own blue prints for

success and fulfillment in the areas they choose to excel.

A successful Entrepreneur

Paul Robinson serves the board of five companies in India. He has served as a consultant

to several companies and individuals for breakthrough performance and as a business

strategist to several multi national companies. He has trained several business leaders

hailing from the fields of hedge funds, banking, insurance, MLM and internet technologies

India’s Authority on Peak Performance

Paul Robinson’s work on ‘The psychology of a winner’ is a revolutionary product that

helps individuals and leaders to stretch their life for peak experiences and outstanding

achievements. He is a life strategist who outlines several principles in his work and teaching

that can revolutionize a person’s way of thinking and behavior. His peak strategies are

applied by sportsmen, athletes, organizational leaders, and sales people from various

walks of life.

Co-Founder of Positive Revolution

Positive Revolution is India’s first and the largest motivational audio company to produceand distribute the audio books of world renowned motivational speakers and authors like

BRIAN TRACY, DENNIS WAITLEY, JIM ROHN, LES BROWN etc. exclusively for the

Asian region. Today Positive Revolution has a community of fourteen international authors

and speakers. The vision of Paul Robinson is to create an organization like Nightingale

Connant Corporation in the Asian region by 2015. Positive Revolution is also the pioneer

in audio coaching CDs, with programs that are recorded in a workshop or training format.

The series of audio coaching programs comprises of genre like – personal development,

hypnotherapy, motivational music, business and management series.

Paul Robinson Links:

www.positiverevolutiontraining.com www.positiverevolution.tv

www.motivationalspeakerindia.com

www.keynotespeakerindia.com


Blog:

Email

[email protected]

www.robinsonpaul.info



POSITIVE REVOLUTION TRAINING

High Performance Leadership

Money magnetism

Living The Law OF AttractionBusiness Breakthrough Coaching

Stress Free Productivity

The Psychology OF A Winner

Transforming Your Work Culture

Life Revolution. Body, Mind & Soul

Mastery In Negotiation TacticsLeadership One on One

Street smart MBA

Super Selling

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