Wed 24 May 2006
Although it's not apparent in the structure of some organizations, leaders and managers have highly distinct roles, and both are essential to the success of the business.  See if the traits described here fit your IT leaders and managers--or help clarify your own role.  Anyone who follows business literature can easily track the rise and fall of leadership and management as opposed disciplines. Sometimes the demand is for more vision and inspiration; other times, it's for more measurement and control. Fundamentally, though, the two disciplines cannot work apart.  

Leadership without management can't sustain change or improve the now. At the same time, management without leadership is a soulless endeavor best suited to controlling the actions of spoiled children.  I've watched many good leader/manager pairs working together over the years. Some ran small businesses; others worked on massive projects with hundreds of people and millions of dollars. But no matter what the setting, they shared many of the following traits.   #1: Leaders inspire; managers measure   When leaders finish speaking, the listeners want to go out and change the world. They get fired up and moving, willingly facing problems they would have ignored before. This energy gradually fades until the leader reestablishes it.  When managers finish speaking, everyone knows what is expected of them, how it will be measured, and what results to expect. In other words, they know exactly what they have to do. This knowledge remains valid until the goal changes.  #2: Leaders guide, managers navigate   Leaders give their followers a general idea of where they want to take the team. The team members then do their level best to get from the current state to the future state, using the skills they posses to cover the gap.  When managers describe what they want done, they includes clear instructions regarding the who, what, when, where, why, and how of the gap plan. The team then enacts the plan in a, hopefully anyway, organized fashion.   #3: Leaders envision, managers maintain   Leaders speak about the future as if it already exists. They see it, taste it, and can sometimes even feel it just out of reach. This vision allows them to show the team what could be, lifting them out of habitual ruts.  Managers speak about what they currently see and measure. They explain clearly how things operate and identify metrics to further refine that operation. These metrics may help change; more often, they reinforce existing habitual behaviors.   #4: Leaders talk, managers listen    The essence of leadership lies in knowing when to talk and what to say to reach your team. Sometimes that means sitting silently. The Japanese say "eloquence is silver, silence is golden" for a reason. Regardless of technique, though, leaders' immediate goals always revolve around opening the way to communicate a vision to their target audience.  The essence of management lies in knowing when to gather data and what data points are needed to manipulate the team or the political environment. Managers listen carefully, make notes, and then come to a decision about the situation as it exists in the immediate world.   #5: Leaders support, managers teach   The very best leader I ever worked for asked me, "What can I do for you today?" every day, without fail. If I needed resources, he found them; if I needed time, he got deadlines pushed back. He gave me the support and the space I needed to excel or fall flat on my face. 

The very best manager I ever worked for asked me, "Do you need any help?" every day without fail. If I needed training, he arranged for it; if I didn't know how to handle something, he taught me how to do it himself. Whenever I came upon something I didn't know, I knew he could show me how to do it. 

#6: Leaders hope, managers analyze  Leaders sometimes seem unattached to reality. Their focus on the future, on a vision of what could be, gives them great hope with which to weather trials. It also sometimes leads them to ignore problems that honestly need addressing before the future can come to be. 

Managers, on the other hand, clearly see the present with all its warts and flaws. This clarity gives them the ability to resolve current issues; it also can create a loop in which they can't change things because they know only "the way things have always been done." 

#7: Leaders authorize, managers direct  Leaders expand their scope of action by authorizing their followers to act within a scope. This authorization carries with it a part of the leader's own authority and entrusts the subordinate with a part of the leader's vision. 

Managers expand their scope of action by directing subordinates within their team to perform specific tasks or processes until they reach a specific end point. This direction does not empower the subordinate with the manager's authority; it does, however, have definite boundaries and a finite duration.  #8: Leaders rally, managers retrench   When things go wrong, leaders gather their team together, reestablish the vision, inspire the group, and then go out to protect them while they deal with the situation. Leaders stand up, do what's right, and accept the consequences of their team's actions as their own. The team continues to work and react in the background.  When things go wrong, managers gather their team together, identify the exact problem, create a plan to address it, assign tasks, and dispatch the team with strict instructions. Assuming the initial analysis identified the problem and no other problems arise, the team will quickly resolve the issue and then return to normal operation.  #9: Leaders expect, managers demand   Finally, leaders expect particular behaviors from their followers. They want specific types of integrity, work ethic, and methods of communication. Leaders know their team borders on functional when everyone within the team behaves in the same way.  Managers, on the other hand, demand specific outputs from their subordinates at particular times. They derive these demands either from established role documentation, agreed-upon dates, or expectations set during meetings. These demands tie back to established success metrics for the manager, the team, or both.  Success requires both   Management has garnered a bad name for itself over the years, for a wide variety of reasons. However, it is still a vital part of every IT and business environment. Without it, all the leadership in the world can't create a sustainable change. Of course, the opposite also holds true. Without leadership, management does little more than defend the status quo against change.   Happy leading and managing J
Categories : Knowledge / Amazing
E-mail this post to someone or Comments (3)
Sat 29 Apr 2006

Here are some interesting Solutions to difficult problems. Just Read
 
 Case 1(The famous one!!!!)
 
 When NASA began the launch of astronauts into
 space,they found out that the pens wouldn't work at
 zero gravity (ink won't flow down to the writing
 surface). To solve this problem, it took them one
 decade and $12 million.
 They developed a pen that worked at zero gravity,
 upside down,underwater, in practically any surface
 including crystal and in a temperature range from
 below freezing to over 300 degrees C.
 
 And what did the Russians do...?? They used a pencil
 .....!!!!!!
 
 Case 2
 
 One of the most memorable case studies on Japanese
 management was the Case of the empty soap box, which
 happened in one of Japan's biggest Cosmetics companies.
 The company received a complaint that a consumer had bought a
 soap box that was empty. Immediately the authorities
 isolated the problem to the assembly line, which
 transported all the packaged boxes of soap to the
 delivery department.For some reason, one soap
 box went through the assembly line empty. Management
 asked its engineers to solve the problem.
 Post-haste,the engineers worked hard to devise an X-ray machine
 with high-resolution monitors manned by two people
 to  watch all the soap boxes that passed through the
 line  to make sure they were not empty. No
 doubt, they worked hard and they worked fast but
 they  spent a  whopping amount to do so.
 But when a rank-and-file employee in a small company
 was posed with the same problem, he did not get into
 complications of X-rays, etc., but instead came out with another
 solution. He bought a strong industrial electric fan
 and pointed it at the assembly line. He switched the
 fan on, and as each soap box passed the fan, it
 simply  blew the empty boxes out of the line.
 
  
 ONE MORE ON THIS ONE .....
 
 OTIS ...... A Lift manufacturing Giant ...... had a
 complain from the customer that their lifts were
 very very slow, and that it took a long time to go up 60 stories........



 Otis Engineers were fired and asked to solve the
 problem at the earliest and replace all the liftss
 accordingly. Engineers started working on the chain mechanism, the puuley
 systems, the power drives, the weight to speed
 ratio, and other such hi tech parts......
 The problem had no solution, as in increasing speed,
 weight had to be reduced, or the safety was an
 issue,or other such thing.
 But, one newly appointed engineer solved the problem
 in 2 days. He fitted the mirror in the lifts.
 Suddenly the Complaints reduced drastically to 10%. The director
 asked for the young engineer, and asked him about
 this solution.
 The young man said, The problem is not that the
 lifts are slow,but that People feel that our Lifts are
 slow.


Moral:
 
 Always look for simple solutions. Devise the
 simplest possible solution that solves the problems


 Hence, Always analyse the Problems from all view
 points.......
 "Think Simply  ,  Think Effectively"

E-mail this post to someone or Comments here
Sat 29 Apr 2006

 A man joined a big Multi National Company as a trainee.... On his first day, he dialed the kitchen and shouted into the phone: "Get me a cup of coffee, quickly!" The voice from the other side responded: "You fool; you've dialed the wrong extension! Do you know who you're talking to?" "No" replied the trainee. "It's the Managing Director of the company, you idiot!"The trainee shouted back: "And do you know who YOU are talking to, you IDIOT?"   "No!" replied the Managing Director angrily.  

"Thank God!" replied the trainee and put down the phone... 

 

Tags:
E-mail this post to someone or Comments (2)
Fri 28 Apr 2006

A marvelous answer
        
        Take a look at this marvelous answer:
        A mechanic was removing the cylinder heads from the motor of a car when
        he spotted the famous heart surgeon in his shop, who was  standing off
        to the side, waiting for the service manager to come to take a look at
        his car.

The mechanic shouted across the garage,"Hello Doctor!
Please come over here for a minute." The famous surgeon, a bit
surprised, walked over to the mechanic. The mechanic straightened up,
wiped his hands on a rag and asked argumentatively, "So doctor, look at
this. I also open hearts,  take valves out, grind 'em, put in new parts,
and when I finish this will work as a new one. So how come you get
the big money, when you and me is doing basically the same work? " The
doctor leaned over =nd whispered to the mechanic ..... What  did he say ???

       
        Guess ......
       
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
        ...
       
        He said : "Try to do it when the engine is running".
 

Categories : Thoughts / Lessons
E-mail this post to someone or Comments (2)
Tue 7 Mar 2006


For the past several months, news have been appearing about the spread of highly pathogenic (infectious) H5N1 avian influenza virus in wild or
domestic birds in countries in Africa, Asia, Europe, and the Middle East. Recently a similar virus has been suspected in the poultry farms in Northern Pakistan.

  Although H5N1 virus is highly infectious among poultry, it is not easily transmissible to humans. Since December 2003, the virus is known to have
infected 173 people, of whom 93 have died. Not one of these cases has been linked to the consumption of properly cooked poultry or poultry products.

  The World Health Organization reconfirms that, when poultry products are safely handled and properly cooked, humans are not at risk of  acquiring
H5N1 infection through food consumption.

  The main health risk currently is to people who are in close contact with infected poultry, such as families with backyard flocks and poultry workers in wet markets or live animal markets.

  We are investigating further into the matter but in the meantime following precautions must be taken at all Eni Pakistan locations,

  * Eggs should not be consumed raw or partially cooked. Raw eggs should not be used in foods that will not be treated by heat high enough to kill the virus (70 Degrees C)

* No live chickens neither raw poultry should be handled at any Eni Pakistan location. Properly packaged or frozen poultry meat should be delivered at all locations.

* The packaged or frozen poultry meat should also be cooked up to 70 Degrees C. All parts of the poultry should be fully cooked (no "pink" parts and no "runny" yolks)

* Persons involved in food preparation should wash their hands thoroughly and clean and disinfect surfaces in contact with the poultry products.

* Soap and hot water are sufficient for this purpose. Same precaution must be taken while handling poultry stored under refrigeration.

 

E-mail this post to someone or Comments (1)