The Leader, The Teacher & You by Lim Siong Guan

Firstly, I have to admit that I have not read this book. I have a few more books which I have promised myself to read. After that, I will surely read this 

The following points are what I gather from Mr Lim Siong Guan's speech, which I attended.So here goes.

1) Difference between teachers, managers and leaders. Teachers aims to bring out the potential of the children. Managers sees employees as tools to get things done. Leaders hope their employees supersede them. Can bring out their potential n contribute their upmost. 2) The people who are crazy enough to think they can change the world are the ones who do. 3) There is always an alternative in any situation or problem. 4) Position leadership. Mission, vision, sustainability, excellence, future, change, culture 5) Are the jobs that we are doing good enough for the future? 6) People want bosses who Guide, Empathize, Energize, Synergize and Embolden(staff wanting to do something and improve stuff). GEESE 7) Failure to learn from the past, failure to adapt to present, failure to anticipate the future. 8) Barriers to change. People barriers - knowledge, beliefs, confidence, power. Resource barrier - Did not catch the rest. 9) How to earn trust. - care about others -ask ' how can I help you do your job better?" - don't take their credit - GEESE leadership - the leader, the teacher 10) Pace of change should b determined by the people who will b the future leaders. Overall, Mr Lim has a down to earth aura and he speaks with simple, concise English. Hope to be able to hear him speak again.

The Leader's Checklist by Michael Useem

I bought this book because of 2 reasons:1) it has only about 100 pages. 2) Its published by Wharton. I find books published by Wharton mostly more credible and easier reads.

There are a few good statements. One which stands out is "Leaders connect, collaborate and coordinate".

There are 15 mission-critical principles:

1) Articulate a Vision. Formulate a clear and persuasive vision and communicate it to all members of the enterprise.

2) Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short and long term, and ensure that it is widely understood; consider all players and anticipate reactions and resistance before they are manifest.

3) Honor the Room. Frequently express your confidence in and support for those who work with and for you.

4) Take Charge. Embrace a bias for action, of taking responsibility even if it is not formally delegated, particularly if you are well positioned to make a difference.

5) Act Decisively. Make good and timely decisions and ensure that they are executed.

6) Communicate Persuasively. Communicate in ways that people will not forget; simplicity and clarity of expression help.

7) Motivate the Troops. Appreciate the distinctive intentions that people bring, and then build on those diverse motives to draw the best from each.

8) Embrace the Front Lines. Delegate authority except for strategic decisions, and stay close to the most directly engaged with the work of the enterprise.

9) Build Leadership in Others. Develop leadership throughout the organization.

10) Manage Relations. Build enduring personal ties with those who look to you, and work to harness the feelings and passions of the workplace.

11) Identify Personal Implications. Help everybody appreciate the impact that the vision and strategy are likely to have on their own work and future with the firm.

12) Convey your Character. Through gesture, commentary and accounts, ensure that others appreciate that you are a person of integrity.

13) Dampen over Optimism. Counter the hubris of success, focus the attention on latent threats and unresolved problems, and protect against the tendency for managers to engage in unwarranted risk.

14) Build a Diverse Top Team. Leaders need to take final responsibility, but leaders is also a team sport best played with an able roster of those collectively capable of resolving all the key challenges.

15) Place Common Interest First. In setting strategy, communicating vision, and reaching decisions, common purpose comes first, personal self-interest last.

After reading the book, good thing is it is even shorter than 100 pages, if you do not count the interviews. What I do not like are the only few references which consists of the Chilean mine collapse, NY 911 twin tower collapse, near collapse of AIG and surrender of Confederation Army. Find it too narrow. But overall, it has been a good read.