| > | | | | Heshould institute programs for the guidance and |
| This article is based on the following book: | | | | trainingof his people. He should always keep the lines |
| Mind Your Own Business | | | | ofcommunication open. |
| A Maverick’s Guide to Business, Leadership | | | | The leader promotes closure. He should know the |
| and Life | | | | righttime to get things done. |
| Doubleday & Company, Inc., 2003 | | | | The leader knows what he doesn’t know. |
| ISBN 0-385-50959-6 | | | | The leader is notafraid to ask clarifications, if he does |
| 208 pages | | | | not understand aparticular subject. |
| A maverick is an independent person who will not go | | | | The leader knows the meaning of two minutes. He |
| alongwith the other members of a group (Oxford | | | | shouldrespect the time of others and that of his |
| ESL | | | | own. |
| Dictionary). This book provides priceless stories | | | | The leader teaches. |
| andinsights from a maverick of the business world; | | | | Above all, the leader develops others. As Lao Tzu |
| anexemplary business leader who prefers not to | | | | advanced: |
| followorthodox beliefs in business, nor be eaten by | | | | the leader having accomplished great things, the |
| the hypedup ideas of the present. Instead, he | | | | peopleall feel they did it themselves
|
| chooses the courseof action that is appropriate for | | | | The very best leaders go beyond the mere setting |
| the changing times. | | | | ofexample. He should be able to cause a leap of |
| The Maverick’s Way: New Old Thing | | | | imaginationand faith in his people. |
| What is effective? This is the question answered by | | | | The leader recognizes that people are often at their |
| themaverick. He reconciles the good things from both | | | | verybest the moment they have been let go. There |
| the Oldand New times, and focuses on what is really | | | | are times whenan employee doesn’t like the |
| effective inconfronting the challenges of 21st century | | | | work anymore, or he is unableto appreciate how the |
| businessdealings. | | | | whole enterprise works- this is thetime to set him |
| A maverick thinks outside of the bed, knows that it | | | | free. |
| paysto be daring, does not allow technology to | | | | A Company Must Be Profitable |
| tyrannize,finds strength in diversity, maintains balance | | | | 1. A solid financial base is fundamental. |
| andharmony among people, sets leadership by | | | | 2. Debt should not exceed equity. A debt to equity |
| example, has astrong ethical base, and values | | | | ratio of |
| employees and customers. | | | | 1 to 1 or better should be the goal, so that a |
| A maverick knows his customers and believes | | | | company’sleader and key executives do not |
| strongly inhis products. | | | | spend all their time onmere survival -paying bills, |
| To a maverick, a company is a not just a big candy | | | | meeting the payroll, and keepingthe banks happy- but |
| store. | | | | moving forward and meeting biggerchallenges and |
| It is a living instrument with living human beings. | | | | doing more visionary work. |
| Itshould have a HEART. | | | | 3. There should be a regular process for annual |
| Keys to Leadership | | | | strategicplanning and budget-planning. |
| The leader leads. He exercises critical judgment, | | | | The Fundamentals of Profit and Loss |
| whichwill have a great impact on his people. | | | | 1. Manage expectations, not the profits. Keep |
| The leader defines the company. The | | | | theshareholders informed, to eliminate doubts of |
| leader’sresponsibility is to explicitly present and | | | | manipulatingnumbers. |
| advocate thecompany’s purposes and goals. | | | | 2. The Chairman and CEO should be financially literate. |
| The leader inspires. He gives sense and meaning to | | | | They should know what the numbers really mean. |
| thejob. He makes his people realize, that beyond | | | | 3. Good growth and profitability requires the exercise |
| profitthere is an underlying meaning, value, and | | | | ofcritical judgment. The leader should make certain |
| deeper reasonfor the work they do. | | | | that thebudget is one the company can live with. |
| The leader should be the evangelist. He should be | | | | 4. In repurchasing the company’s own stocks, |
| ableto exercise his influence, to sell the values of | | | | make sure thatit will add to the company’s |
| ethicalconduct. | | | | earnings. |
| The leader must see the company as a coherent | | | | 5. Look into the availability of funds so that the |
| whole. Heshould be aware of the diversity in the | | | | balancesheet will not be compromised. |
| company andbring this together to promote the | | | | Make an Edge in the Business World |
| whole. | | | | 1. Writing. It is a unique and powerful skill you can use |
| The leader must know that there is no better way | | | | forclarity and persuasion. |
| tocreate a family in the workplace than to encourage | | | | 2 Public Speaking and Story-telling. Speak directly, |
| thefamily at home. Harman International introduced | | | | andwithout notes, to your audience. Individuals |
| theanti-domestic violence program in the company, | | | | respond to awell-told story. |
| whichreinforces the idea that the company cares. | | | | 3. Thinking. People do not respect sloppy thinking in |
| The leader should never underestimate the value | | | | aleader. Thoughts should be carefully considered |
| ofdisciplined hard work. | | | | thenexpressed directly, crisply, and clearly. |
| The leader empowers subordinates to do their jobs. | | | | |