Leader: Leadership and People

In the last 20 years he has built several multimillion dollar businesses, and is the founder of REMAP Indiana, a company that has 1,500 sales associates, who collectively generate $4. 5 billion a year in sales. We interviewed John to find out the importance of leadership within an organization. Having started and built many multimillion-dollar and a billion-dollar business, how important was it to have the right leadership within your organization? Having the right leadership is absolutely critical, it is no different to setting off on a military mission.

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You can have the biggest mission, vision or goal but unless you have the right people o buy into the mission and others who have the specific skills to execute the strategies and tactics you can never really achieve the goal. People will work 8 hours a day for a job that they love, 12 hours a day for a boss they love and 24 hours for a mission that they buy into. They say anyone can become a leader. Is it really possible? Aren’t their people who have traits that make them unfit to be a leader? Personally think that in ordered be a leader you must first have the propensity and desire to be a leader.

Leadership to me is being able to bring out the best in other people. It’s not telling people what to do its showing people and giving them the opportunity to get it done, this is a skill that as a leader you have or you don’t. What is one characteristic that you believe every leader should possess? Empathy and compassion; if you can empathic with another person’s emotions and situation and be compassionate in the way you lead, then that to me is most important. What is one mistake you witness leaders making more frequently than others?

Not paying the right people what they are worth. What do you think is the biggest challenge facing leaders today? Hiring and keeping great talent. The market place is very competitive and companies have realized that the biggest assets within a company is human capital, not their product or service. So to find the right people, train them, give them the right roles and responsibilities and compensate them fairly is the biggest challenge most leaders face today. What are the dangers of having the wrong leaders within an organization?

If you have the wrong people executing the right strategy you will never succeed. Can someone be a good leader, but not a good manager? Which is better for a company? I happen to be one of those people, I am a very DOD leader but not a very good manager. I don’t like to manage processes and systems, I like to inspire and lead people with my vision, behaviors and work ethic. One of the things to recognize is to know what your core strengths, competencies and unique abilities are so you know what type of leader you are. What are you doing to ensure you continue to grow and develop as a leader?

I read at least a book a week, go to at least four events per year and hire a private consultant to help me grow and develop into a more skilled and powerful individual. What advice would you give someone going into a leadership position or the first time? If you are going into a leadership role for the first time, the first thing you must understand is that people do want to be lead. People don’t want to be lead in a way that causes them to feel badly about themselves, they want to be lead in a way that will enable them to grow, love their role and take full responsibility for their actions and results.

People don’t mind being told when they don’t do something right, but don’t challenge who they are as a person, challenge the job that they did and show them that they are capable of doing better. 1. How did you become active in Academy affairs? Did you have a mentor or someone that introduced you to the Academy? Was there a specific objective to becoming active in the Academy? In my residency (Iowa,’59-62), the Chairman (Carroll Larson) had been President of the Academy so we knew all about it and it was taken for granted that we were all going to pass the Boards and become Fellows.

As far as becoming active, whenever there was a Committee opportunity I accepted it. I think my first Committee was The Committee on Arthritis. Interesting that when I was 1st Vice President in charge of revising the Committee structure, that was one I abolished. 2. Is there a particular public figure or historical figure whose leadership style you admire? In what ways have you tried to emulate him or her? Can’t say that there was, I was more tuned into living role models. 3. What acts of leadership, either within the Academy or in public life, impressed you?

Please describe and tell us why. Three role models in Orthopedic Surgery. Dry. Gigantic Opponents for his modest demeanor and dedication to his patients, Bill Donaldson for his leadership style, and Walter Hoyt for his consummate professionalism. 4. What leadership skills do you think are most important in a Academy president? During your career, is there an Academy president who style you tired to emulate? Why? Pretty much the same as in any leader, the willingness to listen to all sides of an issue and make a rational decision even if it were not the one he or she would have chosen.

The important thing is to make a decision at the end of debate. As for style, I pretty much had my own style although obviously was influenced by others 5. What advice would you share with young orthopedic surgeons just beginning their careers? Why should they become involved with the Academy? How did your involvement with the Academy teach you leadership skills? The advice would be to ‘get involved’. It doesn’t have to be with the Academy. How about the County Medical Society, the Hospital Committees, other organizations. As for leadership skills, they are formed long before the Academy gets into the picture.

I was president of the student council in junior high, high school, college fraternity, senior class in medical school, and the hospital medical board. The style may vary depending on the organization. 6. During your tenure as Academy president, what were the key leadership challenges and how did you deal with them? In retrospect, would you have handled them differently? Right off the bat I was told that a committee had determined that Charlie Heck, the long time Executive Director of the Academy was to retire at the end of my tenure as President, and no one had given him any indication that this was to occur.

It was simply that he had reached 65. It was an enormous blow to his ego, so I got him to write a history of the Academy as it was our 50th Anniversary. He got totally involved with this project and finished the book by the next Annual Meeting. It is entitled Fifty Years of Progress with most of it, of course, what he knew from personal experience. It is dry as a bone, but if you want to now anything about the origins of the Academy, it is in there. I would not have handled it differently. 7. As President of the Academy, what achievements were you most proud of? Can you describe the leadership challenges that these achievements presented?

How did you overcome them? One was related to the ‘Affiliate Status’ of other Orthopedic Societies as adopted in the Bylaws in 1972. As far as I was concerned, this was a useless appendage, and that something meaningful should be substituted. The model I had in mind was based on the Board of Councilors except it would represent specialists in Orthopedic. The Affiliate status was abolished with a stroke of the pen and the process started that culminated a year or two later with the Council of Musculoskeletal Specialty Societies being formed. 8. What achievements in your own career are you most proud of?

Of course President of the Academy would rank first, but also Chairman of the Board and President of the American College of Surgeons, as well as President of the Orthopedic Research and Education Foundation. 9. Who, in your estimation, who were the greatest orthopedic leaders? Please explain why. “Greatest” isn’t in my vocabulary in that regard. Prior to putting together my Presidential Speech, I read the previous 49 and it was obvious that everyone had made a contribution. And there were countless others who were never much involved with the Academy that made significant advances in the field. 10.

How has being active in the Academy helped you in your professional practice? Being active in the Academy introduced me on a personal level with leaders in the field who were involved in progressive and innovative projects. For instance, I had one of the first fifty permits to use bone cement in hip replacement. 11. What do you believe are the most critical issues facing orthopedic surgeons today? Hind the most critical issues facing orthopedic surgeons today are a mixture of economic, political and ethical aspects affecting the entire field. 12. Finally, the age old question: Are leaders born, or are they made? Reasonably think it is largely genetic and then strongly influenced by subsequent circumstances. Burning bright I Managing director C. D. Kamala explains how Data Refractoriness has reinvented itself to reach the top, and the challenges of staying there I I Companies at the top can never rest on their laurels. Data Refractoriness (TRY) ? for long the leader in the Indian market for the heat-and-wear protection that runners or kilns used while processing materials ? understands this truism. The company is among a select few in the world to have not only a wide range of products but also expertise in refractoriness management. N this interview with Salons Meghan, Try’s managing director, C. D. Kamala reveals how the company is staying on its toes to keep ahead of the competition. How would you define leadership? What does a market leader have to do to retain its leadership position? Leadership is a subject better left to academicians and experts, but there is no doubt that all leaders have to work hard, and continuously so, in order to maintain their position. Complacency is an ever-present threat. In fact, a market leader has to be far more proactive than its followers in order to maintain its position.

A strong orientation towards customer satisfaction is the minimum pre-requisite for this. How has TRY maintained its leadership position? TRY has maintained its leadership through a strong emphasis on two factors: change management and growth. We have recognized that in today’s business environment, change is the only reality. We anticipate the trends in the environment and initiate proactive action within the organization to cope with hem. On the issue of growth strategy, we are led by two axioms: growth should be a continuous process and it should occur at an accelerating pace. Taken together, these demand a lot of diverse initiatives.

This is the battle we are fighting in order to maintain our leadership in the marketplace. What are the challenges T RL has had to address in order to remain at the top? Every organization goes through cycles of prosperity and poverty and this has been true for TRY as well. During the period between 1996 and 1998, T RL was faced with a major cash-flow crisis. The entire refractoriness industry, in India as well s in the rest of the world, was in a trough at that time. The situation was so critical that without some major changes in the different operational aspects of the company, we would not have survived.

These developments forced us to think on our feet. As they say, when the going gets tough, the tough get going. The turnaround process was, and is, a continuous one. We initiated many changes at different levels. One of the central themes was, of course, to upgrade our human resources: senior executives, middle-level officers and workers. We carried out, among other things, measures such as the installation f IT infrastructure, capital investments for modernization and expansion, and financial restructuring. The Data Group felt that T RL was a necessary partner for the success of the materials division headed by Data Steel.

The Group also gave us complete support in our endeavourer to turn things around. What were the factors you had to keep in mind while managing this change inside the company? The most important requirement for managing change entails preparing people for it. People who may be affected by it have to be given the requisite training. It is also necessary not to rock the boat unless there is an acute crisis. We had to carry our people with us at all times. This involves effective communication about the necessity and scope of changes and empowerment. Every available communication tool and technique was employed in our change management process.

We had intensive interactions with our people and with trade union officials. Our in-house publications were used effectively and senior executives acted as faculty at different human resources programmer in order to convey the significance of the initiatives. We left no stone unturned in the pursuit of two- way communication. Secondly, we simplified the organizational structure and improved the responsibility of every employee towards customer satisfaction. We continue to keep the future of the company, as well as that of the industry, in view so that we are in sync all the time.

How has TRY adapted to the trends in the domestic and global markets over the past few years? It is not enough to adapt to the trends in the domestic and global markets. We should, in fact, anticipate them. We have structured our marketing activities in a manner that engenders this capability. Our marketing meets, held at least thrice a year, provide an effective forum for reviewing and anticipating the emerging trends n the marketplace. We also have an initiative that brings together marketing and so that available information is converted into concrete action for product and process improvements.

The purpose of these efforts is to satisfy our customers in every possible manner. TRY today faces competition not only from a large number of domestic refractory producers but also from every major global refractory company. Among our domestic competitors are Vesuvius India, AC Refractoriness, COOL, FIG, AOL and Maintain Ceramics. Our global competitors include RI, Refraining, LB and SIAM Refractoriness. We gear ourselves to overcome the competition through cost competitiveness, product quality improvements, timely deliveries, and also through every other aspect that enhances customer satisfaction.

Which markets and areas of business is T RL planning to get into in the near future? TRY has a well-defined growth programmer that includes the modernization of existing facilities, the expansion of production capacities in specific product lines, the exploration of acquisition opportunities in India and abroad, and diversification into new business lines. We are currently exploring the field of advanced ceramics for the latter purpose. It is also possible that we will go in for backward integration by producing synthetic raw materials. What are the challenges of the future in terms of consumption, technology and raw materials?

We are going to face many challenges: reduction in the per capita consumption of refractoriness, the technological upgrading of products and processes, and shortage of raw materials. We already have in place approaches to manage these challenges. Even though the consumption of refractoriness per tone of steel, cement, copper, etc, is going to witness a continuous reduction, we also anticipate that the Indian offertories market is going to grow because of economic expansion. Over the next decade our market will double in size. Our response, therefore, is to grow in volumes to maintain our market share.

We have launched a major initiative called Fortune 500, the objective of which is to make TRY a RSI 500-core company with profits of RSI 50 core within five years. This is the central focus of all our change management initiatives. We are hopeful of success in this objective I Personal profile: have worked in manufacturing ; teaching sector for many years. To enhance my personality ; leadership quality, I also joined Jaycees. All these past experiences have helped me to be in the responsible position that i am holding now. Was born in Butyl on 1978. After the completion of S. L. C. I went to Allahabad in India to graduate in Computer Science. Got my first job break in Honey Food products. I also started teaching computer in Winter Software in Brainwash. Inspiration and role model am very proud of my parents and myself. My self-confidence and satisfaction has always encouraged me to try new things and my parent’s hard work has also motivated me to struggle in life. My role model is my father. He is no more in this world but I always remember IM while taking any major decision in my life. He was a police officer who was very stern to his decisions and self made man.

I admire him because of his great assets such as punctuality, hard work, honesty, sincerity and positive attitude. Story of struggle: joined Nepal Ambush Cement Doughy Pat. Ltd. In 2006 as a General Manager. My job was to run the whole organization efficiently. In the beginning, it was a small company with the production of 36000 MET Cement per annum. I was new in this field. I didn’t have any experience of solving those problems but abundant of zeal and confidence. At that time, our main problem was sales according to the ratio of production. The production was huge compared to our actual sales. The staffs were not qualified either.

Then, I decided to recruit experienced and qualified sales people to bring positive changes to the whole business. In a year, the positive result was seen on the ground. Our M. D Irish Ekes Augural ; Director Mr.. Humane Augural forwarded a proposal to increase the production to which we all agreed. He believed in me and my leadership. We expanded our production to 150000 MET cement per annum which was a huge jump. Sales ad to be improved to maintain the profit. We had innovative and strategic market plan. We were very lucky that we had achieved 90% result. By the end of December 2011, we are going to manufacture 180000 MET cement per annum.

Secret to success… Success is nothing but achieving exactly what we want. For me satisfaction is success. I consider my strengths to be my confidence, leadership quality , hard work, teamwork, and easy adjustment to changes. I believe in me and my abilities which help me to take the correct decision. The Credit of SUccess goes to my M. D, Directors, staffs, Colleagues, dealers ; y family for supporting me in every step directly or indirectly. Daily Routine… My daily routine starts from 5 am in the morning. I go to my computer training center to teach the students there.

After 9 am, I leave the computer center and go to our factory. There, I start my daily schedule by monitoring the reports, interacting with the Head of Departments, analyzing the trend and making the right decisions. I try to see my subordinates’ progress and problems. I utilize my second half of the office time by making plans for the next day. I send necessary reports to the M. D. At around 7 pm. After that, I leave the factory and enjoy my personal time with family. Personal profile: enhance my personality & leadership quality, also joined Jaycees. All these The Credit of success goes to my M.

D, Directors, staffs, Colleagues, dealers & personal time with family. Fresh Perspective: Developing Leaders: An Interview with Bruce Viola Top of Form Bottom of Form Download article as PDF Developing Leaders: An Interview with Bruce Viola From the Center for Leadership & Strategic Thinking Foster School of Business University of Washington Russ Blackman Bruce Viola Russ: I have been looking forward to talking with you because of your work in leader development. Where did you do your PhD work? Bruce: At The Akron University, Ohio, in industrial, organizational and chronological psychology.

Russ: That makes the link between psychology, leadership and organizations. My first memory of your work was with the late Bernard Bass (Center for Leadership Studies, Binghamton University in New York; he authored significant ground breaking work on transformational leadership). My impression is that the notion of transformational leadership has been very important in your hinging. Is that an accurate statement? Bruce: Yes. It has been important particularly around development, but it’s been important generally in terms of thinking about leadership that changes people, organizations and societies.

Russ: You mentioned a key term: development. It seems to me of the people I’m aware of in the field, there are very few who have made the kind of impact on leader development as you in your academic work. I think of other people like David V. Day, who also worked with the military as you have, among others. Would you tell us about what led you to the focus on development? Bruce: In y work at Akron University the program had really three core components in terms of majors. One was clinical, another was industrial, and the third was lifespan psychology.

Although have a pretty strong background in clinical, particularly around assessments, merged my interests in industrial and lifespan psychology. I was interested in differences in how people developed across the lifespan. Initially, I wasn’t at all focused on leadership. I was more focused on the development of capabilities, generally speaking, and what happens to people across the lifespan in terms of their capabilities. My interest in leadership placement began to emerge when I moved to Binghamton in 1 981 and started to have conversations with Bernie Bass and others.

Around the time, we were talking about transformational leadership and I was particularly interested in James MacGregor Burns’ notion of transforming followers into leaders. Of course, Bernie and the others and myself were also focusing on the charismatic side as well. Up until that point, there really hadn’t been a whole lot of attention to thinking about what actually gets developed when we say a leader or leadership develops. The integration of my life-span psychology roots and transformational dervish led me to really getting deep into what constitutes leader and leadership development.

Russ: When you talk about lifespan psychology, have you extended that into any of the adult development psychology material: stage theories, hierarchical complexity with Michael Commons, or any of those folks? Bruce: Yes, I have. When I said lifespan, it really included the entire lifespan. In particular, my early work, which had nothing to do with leadership, was on aging and work competency. I did a lot of work in the area of gerontology during the first decade of my career up until tenure.

As I was beginning to get interested in how it applies to leadership development, I certainly was looking in particular at AEGON’s work on moral perspective taking as well as Kohlrabies, because I was interested in the light and dark sides of charismatic leadership. I wanted to try to understand what were the developmental components that made up those two types of leaders. I started to look at those developmental theories, including Eric Erikson among others. I was almost always pretty oriented towards development being fairly elastic, even in my work on age competencies.

I believe that as people get older, there are many things that they do even better. That actually proved out in the work that we were doing and age and work capabilities. In terms of leadership development, I’m not such a strong proponent of stages. Think stages are a helpful way for us to think about and compartmentalize leadership development. But the notion that people go through different levels of complexity certainly fits my thinking about leader development, whether it is the leader’s self-complexity, more reasoning complexity or leader self- concept complexity and how those evolve and develop.

Russ: What did you mind in a model such as AEGON’s that is essentially a stage model? Did you look at William Perry? Did you look more recently at Jane Lovingness work and how Susanne Cook-Greeter or Bill Torture have built on that? What is it you get from those perspectives that you are seeing as relevant and valuable to leader development? Bruce: Well, a variety of things. I’ll start out most recently and work back. Most recently is in our putting forward the concept of developmental readiness. It fits very well with the idea that people will be at different points along the developmental continuum. We call it stages or just a continuum.

Because they are at different points, we engage them in different ways, if you want to accelerate development. The absolute ideal situation is where we would be able to align the readiness of individuals to the type of developmental experiences and challenges that we present. I think in doing that, we would be able to move people along more quickly in their development. Whereas a lot of times, there is a big gap between what we are trying to offer somebody to help develop and where they are in terms of their readiness. There’s a range, of course, in which that works. Sometimes, you stretch people beyond what their per limit of readiness is.