Book Notes: Too Many Bosses, Too Few Leaders

Too Many Bosses, Too Few Leaders: The Three Essential Principles You Need to Become an Extraordinary Leader by Rajeev Peshawaria
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Energising yourself – what is your purpose and values?

  1. What three to five things are most important to me?
  2. Do I want to:
    1. Lead a simple life rich with everyday small pleasures?
    2. Achieve great success in an individual endeavour?
    3. Lead others toward a better future? Or,
    4. Do something entirely different with my life?
  3. What results do I want to create?
  4. How do I want people to experience me?
  5. What values will guide my behaviour?
  6. What situations cause me to feel strong emotions?

Energise the team – for each of them:

  • What is their role?
    • What is our organisation’s vision for its future?
    • What is our effective/differentiated strategy to achieve the vision?
    • Do I have a stretch but achievable goal?
    • How does my goal fit into the vision and strategy?
    • Do I have sufficient freedom and autonomy to achieve my goal?
    • Does the role fit with my values and purpose?
  • What is their environment?
    • Does my manager regularly engage with me and has a good sense of what is important to me?
    • Are my opinions on important issues sought and valued?
    • Does the organisation have a culture of collaboration rather than competition?
    • Is everyone treated with respect and dignity?
    • Does the organisation have a friendly community?
    • Am I fairly rewarded and recognised?
    • Is the environment of high performers and mediocrity is not accepted?
  • What are the prospects for growth and development?
    • Do I have challenging assignments that provide me with opportunities to learn and develop?
    • Do I receive regular coaching feedback?
    • Does my manager help me identify my strengths and develop them further?
    • Does the culture strongly emphasise entrepreneurship and innovation?
    • Does the organisation strive to upgrade its capabilities to deliver outstanding results?
    • Am I expected to come up with ideas to increase productivity or profitability?

Energising the organisation

  • Setting direction
    • Do we have a compelling vision for future success?
    • Have we got a clear differentiated strategy to achieve the vision?
    • Are vision and strategy so clear they guide resource allocation and decision making?
    • Are we clear on what our competitive advantage is?
    • Does everyone clearly and consistently articulate the client value proposition?
  • Organisation
    • Do we have top quality talent with the right skills and experience in every job?
    • Do the support structures (e.g. promotion, performance processes) encourage performance?
    • Are roles, responsibilities and decision rights as clearly defined as possible?
    • Are our people and resources deployed in the best way to support the strategy?
    • Are we strengthening our core differentiating capabilities?
  • Culture
    • Do we have a well-defined and understood cultural philosophy (e.g. values, behaviours)?
    • Is the compensation and reward aligned with the desired behaviours?
    • Do leaders act in a way to proactively create a culture of collaboration and teamwork?
    • Do we focus both on the short term success and long term capability building?
    • Do we listen, learn and constantly learn?

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