Good leaders are made not born .

If you have the desire and willpower, you can become an effective leader.good leaders develop through a never-ending process of self study, education, training and experience. This guide will help you through that process. to inspire your people into higher levels of teamwork, there are certain things you must be, know ,and ,do. These do not come naturally, but are acquired through continual work and study. The best leaders are continually working and studying to improve their leadership skills. efore we get started, les define leadership. !eadership is a complex process by which a person influences others to accomplish a mission, task or ob"ective and directs the organi#ation in a way that makes it more cohesive and coherent. $ person carries out this process by applying his or her leadership attributes %belief, values, ethics, character, knowledge, and skills&. $lthough your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and ob"ectives in the organi#ation, this power does not make you a leader... it simply makes you the boss. !eadership makes people want to achieve high goals and ob"ectives, while, on the other hand, bosses tell people to accomplish a task or an ob"ective.

ass' %(& theory of leadership states that there are threee basic ways to explain how people become leaders, the first two explain the leadership development for a small number of people. These theories are) *ome personality traits may lead people naturally into leadership roles. tgis is T+, T-$IT T+,.-/. 0risis or important event may cause a person to rise to the occasion, which brings extraordinary leadership qualities in an ordinary person. This is T+, G-,$T ,1,2T T+,.-/. 3eople can choose to become leaders. 3eople can learn leadership skills. This is T+, T-$2*4.-5$TI.2$! !,$6,-*+I3 T+,.-/. It is most widely acceplted theory today and the premise on which this guide is based.

7hen a person is deciding if he respects you as a leader, he does not think about youe attributes. +e observes what you do so that he can know who you really are. +e uses this observation to tell if you are an honourable and trusted leader, or a self serving person who misuses his or her authority to look good and get promoted. *elf serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their people. The basis of good leadership is honourable character and selfless service to your organi#ation . In your employees' eyes, /our leadership is everything you do that affects the organi#ations ob"ectives and their well being. $ respected leader concentrates on what she is 8be9 %beliefs and character&, what she knows "ob, tasks, human nature&, and what she does %implement, motivate, provide direction&. 7hat makes a person follow a leader: 3eople want to guided by those they respect and those who have a clear sense of direction. to gain respect, they must be ethical. $ sense of direction is achieved by conveying a strong vision of the future.

T7. 5.*T I53.-T$2T ;,/* .4 !,$6,-*+I3

+ay's study examined over <= key components of employee satisfaction. They found that) trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organi#ation. ,ffective communication by leadership in three critical areas was the key to win organi#ational trust and confidence) helping the employees understand the company's overall business strategy. +elping employees understand how they contribute to achieving key business ob"ectives. ring information with employees on both how the company is doing and how an own employee's division is doing - relative to strategic business ob"ectives. *o basically, you must be trustworthy and you have to be able to communicate a vision of where you are going. 2otice how the >3-I20I3!,* .4 !,$6,-*+I3> in the next section closely ties in with this. +?5$2 -,!$TI.2* The six most important words) >i admit i made a mistake.> The five most important words) >you did a good "ob.> The four most important words) >what is your opinion.> The three most important words) >if you please.> The two most important words) >thank you.> The one most important word) >we.> The least most important word) >i.>

T. +,!3 /.? ,, ;2.7, $26 6., %@& 4.!!.7 T+,*, ,!,1,2 principles of leadership %later sections will expand on gaining an insight into these principles and providing tools to perform them&) ;now yourself and seek self-improvement means continually strengthening your attributes. This can be accomplished through reading, self-study, classes,etc.be technically proficient. $s a leader,you must know your "ob and have a solid familarity with your employees' "obs. *eek responsibility and take responsibility of your actions. *earch for ways to guide your organisation to new heights. $nd when things go wrong, they will sooner or later, do not blame others. $naly#e the situation, take corrective action, and move on to the next challenge. 5ake sound and timely decisions. ?se good problem solving, decision making and planning tools. *et the example. e a good role model for your employees. They must not only hear what they are expected to do but also see. ;now your people and look out for their well-being. ;now human nature and importance of sincerely caring for your workers. ;eep your people informed. ;now how to communicate with your people within the organi#ation. 6evelop a sense of responsibility in your people. 6evelop good character traits within your people that will help them carry out their professional responsibilities. ,nsure that tasks are understood, supervised, and accomplished. 0ommunication is the key to this responsibility. Train your people as a team. $lthough many so called leaders call their organi#ation, department, section, etc. $ teamA they are not really teams... they are "ust a group of people doing their "obs. ?se the full capabilities of your organi#ation. y developing a team spirit, you will be able to employ your organi#ation,department, section, etc. to its fullest capabilities.

The four ma"or factors of leadership are .....

T+, 4.!!.7,-) 6ifferent people require different styles of leadership. 4or example, a new hire requires more supervision than an experienced employee. $ person with a different attitude requires a different approach than one with a high degree of motivation. /ou must know your peopleB The fundamental starting point is having a good understanding of human nature) needs, emotions, and motivation. /ou must know your employees' be, know and do attributes. !,$6,-) /ou must have an honest understanding of who you are, what you know, and what you can do. $lso, note that it is the followers, not the leader who determines if a leader is successfull. If a follower does noit trust or lacks confidence in his or her leader, then she will be uninspired. To be successful you have to convince your followers, not yourself or your supervisors, that you are worthy of being followed. 0.55?2I0$TI.2) /ou lead through two way communication. 5uch of it is non-verbal. 4or instance, when you >set the example,> that communicates to your people that you would not ask them to perform anything that you would not be willing to do. 7hat and how you communicate either builds or harms the relationship between you and your employees. *IT?$TI.2) $ll situations are different. 7hat you do in one leadership situation will not always work in another situation. /ou must use your "udgement to decide the best course of action and the leadership style needed for each situation. 4or example, you may need to confront an employee for inappropriate behavior, but the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective .

If you are a leader that can be trusted,then the people around you will learn to respect you. to be a good leader,there are things tht u must be, know, and do. these fall under the leadership framework)

, a professional. , a professional who possess good character traits. ;2.7 the four factors of leadership- follower, leader, communication, situation. ;2.7 yourself . ;2.7 human nature ;2.7 your "ob ;2.7 your organi#ation. 6. provide direction. 6. implement. 6. motivate.

The road to great leadership) Inspire a shared vision - next, share your vision in words that can be understood by your followers. ,nable others to act - give them tools and methods to solve the problem.

5odel the way - when the process gets tough, get your hands dirty. oss tells others what to do... a leader shows it can be done. ,ncourage the heart - share the glory with your followers' heart, keep the pains in your heart.

+ave better perceptions of realtiy and are comfortable with it. $ccept themselves and their own natures. Their lack artificiality. They focus on problems outside themselves and are concerned with basic issues and eternal questions.

They like privacy and tend to get detached. -ely on their own development and continued growth. $ppreciate the basic pleasures of life%do not take blessings for garnted&. +ave a deep feeling of kinship with others. They are deeply democratic and are not really aware of differences. +ave strong ethical and moral standards. $re original and inventive, less constricted and fresher than others.

+/G,I2, .- 6I**$TI*4I,-*) 7orking conditions. 3olicies and administrative practices.

*alary and benefits. *upervision. *tatus. Cob security. 4ellow workers. 3ersonal life.

5.TI1$T.-* .- *$TI*4I,-*) -ecognition. $chievement. $dvancement Growth. -esponsibility. Cob challenge.

Managers are people who do things right, while leaders are people who do the right thing. Warren Bennis, Ph.D. "On Becoming a Leader"

Intr oduction
2.T,) *pecial pro"ect teams include work groups, cross functional teams, task forces, problem solving teams, committees, etc. 5any organi#ations have working groups that call themselves teams. ut their work is produced by a combination of individual contributions. Teams produce work that is based on collective effort. ;at#enbach and *mith %(& defined a team as >$ small number of people with complementary s ills who are committed to a common purpose, per!ormance goals, and common approach for which they hold themselves mutually accountable.> The small number is anywhere from @ to @= members, with between = and D as manageable and optimal. It the number goes above D, communication tends to become centrali#ed because members do not have an adequate opportunity to speak to each other. If the group si#e goes over nine, extra time and effort are required to ensure good communication. "omplementary # ills provides synergy when the team is diverse and various ideas and multiple skills are combined. If the team is composed of like individuals, a congenital groupthink sets in which limits the number of solutions for creative problem solving. "ommon Purpose is the driving force of teams. The team must develop its own purpose. This purpose must be meaningful and must have ownership by everyone, as individuals and as a

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group. $ team constantly revisit its purpose, making it more relevant as the team develops. .ften called $gendas. +idden agendas may prevent the group from turning into a team. This is because their emotions and motives are hidden under the discussion table. Per!ormance %oals are the acting, moving, and energi#ing force of the team. *pecific performance goals are established, tracked, met and evaluated in an ongoing process. 0ommon approach is the way members agree how they will work together. 5any teams have developed their own charter or a set of rules that outline the expected behaviors of members. 5embers often assume roles, including the Euestioner, the +istorian, the Time ;eeper, the 4acilitator, to keep the team process moving and on course. Mutually accountable is the aspect of teamwork that is usually the last to develop.

4orming, *torming, 2orming, 3erforming, $d"ourning

The Tuckman model %@& shows the five stages that teams go through) from 4orming to *torming to 2orming to 3erforming to $d"ourning.

4orming
In the 4orming stage, team members are introduced. They state why they were chosen or volunteered for the team and what they hope to accomplish within the team. 5embers cautiously explore the boundaries of acceptable group behavior. This is a stage of

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transition from individual to member status, and of testing the leader's guidance both formally and informally. 4orming includes these feelings and behaviors) ,xcitement, anticipation, and optimism. 3ride in being chosen for the pro"ect $ tentative attachment to the team *uspicion and anxiety about the "ob. 6efining the tasks and how they will be accomplished. 6etermining acceptable group behavior. 6eciding what information needs to be gathered. $bstract discussions of the concepts and issues, and for some members, impatience with these discussions. There will be difficulty in identifying some of the relevant problems. ecause there is so much going on to distract members' attention in the beginning, the team accomplishes little, if anything, that concerns it's pro"ect goals. This is perfectly normal.

*torming
6uring the team's transition from the >$s-Is> to the >To- e,> is called the *torming phase. $ll members have their own ideas as to how the process should look, and personal agendas are rampant. *torming is probably the most difficult stage for the team. They begin to reali#e the tasks that are ahead are different and more difficult than they imagined. Impatient about the lack of progress, members argue about "ust what actions the team should take. They try to rely solely on their personal and professional experience, and resist collaborating with most of the other team members. *torming includes these feelings and behaviors) -esisting the tasks. -esisting quality improvement approaches suggested by other members. *harp fluctuations in attitude about the team and the pro"ect's chance of success. $rguing among members even when they agree on the real issues. 6efensiveness, competition, and choosing sides. Euestioning the wisdom of those who selected this pro"ect and appointed the other members of the team. ,stablishing unrealistic goals.

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6isunity, increased tension, and "ealousy. The above pressures mean that team members have little energy to spend on progressing towards the team's goal. ut they are beginning to understand one another. This phase sometimes takes F or G meetings before arriving at the 2orming phase.

2orming
The 2orming phase is when the team reaches a consensus on the >To- e> process. ,veryone wants to share the newly found focus. ,nthusiasm is high, and the team is tempted to go beyond the original scope of the process. 6uring this stage, members reconcile competing loyalties and responsibilities. They accept the team, team ground rules, their roles in the team, and the individuality of fellow members. ,motional conflict is reduced as previously competitive relationships become more cooperative. 2orming includes these feelings and behaviors) $n ability to express criticism constructively. $cceptance of membership in the team. $n attempt to achieve harmony by avoiding conflict. 5ore friendliness, confiding in each other, and sharing of personal problems. $ sense of team cohesion, spirit, and goals. ,stablishing and maintaining team ground rules and boundaries. $s team members begin to work out their differences, they now have more time and energy to spend on the pro"ect.

3erforming
The team has now settled its relationships and expectations. They can begin performing by diagnosing, solving problems, and choosing and implementing changes. $t last team members have discovered and accepted each other's strengths and weakness, and learned what their roles are. 3erforming includes these feelings and behaviors) 5embers have insights into personal and group processes, and better understanding of each other's strengths and weakness. 0onstructive self-change.

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$bility to prevent or work through group problems 0lose attachment to the team The team is now an effective, cohesive unit. /ou can tell when your team has reached this stage because you start getting a lot of work done.

$d"ourning
The team briefs and shares the improved process during the this phase. 7hen the team finally completes that last briefing, there is always a bittersweet sense of accomplishment coupled with the reluctance to say good-bye. 5any relationships formed within these teams continue long after the team disbands.

There are several factors that separate teams from groups.

-oles and -esponsibilities

7ithin a group, individuals establish a set of behaviors called roles. These roles set expectations governing relationships. -oles often serve as source of confusion and conflict. 7hile on the other hand, teams have a shared understanding on how to perform their role. These roles include) leader, facilitator, timekeeper, and recorder.

Identity
7hile teams have an identity, groups do not. It is almost impossible to establish the sense of cohesion that characteri#es a team without this fundamental step. $ team has a clear understanding about what constitutes the team's 'work' and why it is important. They can describe a picture of what the team needs to achieve, and the norms and values that will guide them.

0ohesion
Teams have an esprit that shows a sense of bonding and camaraderie. ,sprit is the spirit, soul, and state of mind of the

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team. It is the overall consciousness of the team that a person identifies with and feels a part of. Individuals begin using >we> more than >me.>

4acilitate
Groups have a tendency to get bogged down with trivial issues. $sk yourself, >+ow much time gets wasted in meetings you attend:> Teams use facilitators to keep the team on the right path.

0ommunication
7hile members of a group are centered upon themselves, the team is committed to open communication. Team members feel they can state their opinions, thoughts, and feelings without fear. !istening is considered as important as speaking. 6ifferences of opinion is valued and methods of managing conflict are understood. Through honest and caring feedback, members are aware of their strengths and weakness as team members. There is an atmosphere of trust and acceptance and a sense of community.

4lexibility
5ost groups are extremely rigid. Teams, however maintain a high level of flexibility, and they perform different task and maintenance functions as needed. The responsibility for team development and leadership is shared. The strengths of each member are identified and used.

5orale
Team members are enthusiastic about the work of the team and each person feels pride in being a member of the team. Team spirit is high. To be a successful team, the group must have a strong ability to produce results and a high degree of satisfaction in working with one another.

HI

7orking 7ith .ther Team 5embers

$lthough we are like in many ways, we are dislike in a lot more

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ways. +umans have always tried to classify things, including themselves. This section uses a popular categori#er by placing people into four styles - 6river, 3ersuader, $naly#er, .rgani#er. %note that the names will vary widely depending upon the creator of the chart&. It does this by charting them on two dimensions tasks and emotions. 3eople gets results on tasks between two extremes - expedience and processes. 3eople use emotions in dealing with others through two extremes - controlled or responsive. In the chart below, the two dimensions are shown under the profile column in italics) 3otential *trengths Get things done. 6etermined, requiring, thorough, decisive, efficient, direct 3otential 7eaknesses In-attentative behavior when listening to others. 6ominating, unsympathetic, demanding, critical, impatient

3rofile

*tyle

;ey %focus&

$ take-charge person, exerts strong influence to get things done, 6river or focuses on results. 0ontroller &motions are controlled and gets results through e'pedience. $ social specialist, expresses opinions and emotions easilyA prefers strong interaction 3ersuader or with people. ,nthusiast &motions are responsi(e and gets results through e'pedience. !ikes to be well organi#ed and thought outA prefers specific pro"ect and activitiesA en"oys putting structure to ideas. &motions are controlled and gets results $naly#er or Theorist

results and accomplishments %get it done&

involvement and enthusiasm %positive ideas and responses&

Involves and works with others. 3ersonable, stimulating, enthusiastic, innovative

+ard time following systems or processes. .pinionated, undependable, reactionary

precision and accuracy %actions will be documented&

Great at organi#ing. Industrious, persistent, serious, orderly, methodical

0an have trouble when action needs to be take immediately. Indecisive, uncommunicative, critical

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through processes. $daptive specialist, high concern for good relationships, seeks stability and predictability, .rgani#er or relationships and wants to be part of $ffiliator stability %loyal& larger picture. &motions are responsi(e and gets results through processes.

uilds relationships. 0ooperative, supportive, dependable, helpful

6oes not want to change. 0onforming, uncommitted, hides true feelings

2otice that the two dimensions, results and emotions, are closely related to lake and 5outon's Managerial %rid which uses 3eople and Tasks as their grid. That is, we use emotions when dealing with people and our approach to tasks uses some sort of a result orientation approach. 7hen lake and 5outon came out with a tool that used only two dimensions or axis, is struck a cord with its simplicity. There are various degrees along the two dimensions %emotions and tasks&. ,ach experience that we have will call for varying degrees of emotions and approaches to task results. The result %how we accomplish tasks& and emotions %how we deal with people and experiences& dimensions can be charted as)

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There are three main flaws that must be taken into consideration when using a tool of this nature) ,veryone uses all four style depending upon the situation, however, the chart can be a useful tool for understanding different viewpoints. It is based on the theory that each person tends to have one or two dominant styles. The very simplicity that makes a tool like this so popular, cannot possible accurately predict the complexity of human nature. +owever, it can help us get a handle on the various approaches taken by individuals. 3eople try to pigeon-hole the four styles of people into certain categories. 4or example, managers are drivers, human resource personnel are persuaders, programmers are analysis's, etc. This is simply untrue. 7here I once worked, our human resource contact was a driver, our manager was a persuader, one on the employees on the bottom of the rung was a driver, and one of our best technical persons was an organi#er. +owever, most of the employees %workers in a manufacturing plant& were organi#ers, analy#ers, or a combination of the two. The goal of using such a tool in a team setting is to reali#e that people look upon things with a different viewpoint than you. 4or example, the reason someone will not hurry-up and compete a task in not because they are slow, it might be because they are viewing it from a process standpoint and want to ensure that they get it absolutely right %analy#er&. $lso, it takes all types to form an

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effective team. 7ithout drivers a team will get nothing done, without persuaders a team will fail to get all involved, without organi#ers a team will not gel together, without analy#ers a team will miss key steps. The four styles form a complete community, and it takes a community to grow a team.

+ow 6o 7e $rrive at a *olution: or ,ncouraging 7ild and Great Ideas

$ll to often, creativity gets stifled when everyone follows the rules or arriving at solutions the same old way. Teams often become so task- oriented that they narrow down their focus much too soon by choosing the first likely solution. It is time to adequately investigated the situation and its possibilities by) rainstorming 6elphi 6ecision 5aking 6ialectic 6ecision 5aking

Team 0hecklist
Goals 0lear mission statement JJJJJ 5easurable ob"ectives JJJJJ .b"ectives are prioriti#ed JJJJJ Goals are set in all key task areas JJJJJ -oles Individual roles, relationships, and accountabilities are clear JJJJJ *tyle of leadership is appropriate for the team tasks JJJJJ ,ach individual competent to perform her key tasks JJJJJ The mix of roles is appropriate to the team tasks JJJJJ 3rocedures 6ecisions reached are effective JJJJJ 5anagement information is effectively shared JJJJJ ;ey activities are effectively coordinated JJJJJ

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3roducts and services are of a high quality JJJJJ 0onflict is managed effectively within the team JJJJJ Internal -elationships There are no areas of mistrust JJJJJ 4eedback is constructive JJJJJ -elationships are not competitive and unsupportive JJJJJ ,xternal -elationships -elationships with key external groups are effective JJJJJ 5echanisms are in place to integrate with each key group JJJJJ Time and effort is spent on identifying building and monitoring key external relationships JJJJJ

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To *teve 7augh, being $ustralian is about >looking after your mates, taking care of your family, being able to have a laugh at yourself>. orn in *ydney, *teve still lives in the southern suburbs with his young family. *teve was spotted as a talented cricketer at the young age (<. +e was selected for the 2ew *outh 7ales side while playing first grade cricket in *ydney, and wore the baggy green cap for the first time in (DK=, on a tour of *outh $frica. +e was the new kid on the block, and was a given a golden opportunity which led to one of $ustralia's most distinguished cricketing careers. *teve 7augh has played representative cricket for $ustralia since (DK=, retiring in Canuary @LLG. +is incredible career, spanning more than (K years, has produced some outstanding moments in $ustralian sporting history. 7ho could forget his @LL against the 7est Indies at *abina 3ark in (DD=, his twin centuries against ,ngland at .ld Trafford in (DD<, or his daring (@L against *outh $frica in a must-win match at the (DDD 7orld 0up. 0aptaining the $ustralian Test team from (DDD to @LLG and the one-day side between (DD< M DK and @LL( M L@, his leadership qualities have been described as 'inspiring'. >I try and instil faith in the players and give them self-belief and really empower them to be the best. $lthough better known for his cricket prowess, he is passionate about helping those less fortunate than himself. +is favourite personal philosophy on life is >If you don't stand

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up for something, you'll fall for everything>. This philosophy was put to the test when, during a visit to India in (DKN, *teve saw children and adults suffering from disease and poverty. +e was struck by those suffering from leprosy and their families and was prompted to get involved. 4or the past three years *teve has been actively assisting these families through his support of the ?dayan +ome in arrackpore, India. The home takes children out of their leprosy environment and provides them with education, healthcare and opportunities in life. 7hen he started his work, the home catered only for boys. In recent years, with the assistance provided by *teve and others, the home now cares for NL young girls as well. +e is now working towards building another centre which will assist a further @LL girls in need of care. *teve is also working with young people in $ustralia, through his work as a patron of 0amp Euality and the conductive ,ducation ?nit for the *pastic 0entre of 2ew *outh 7ales. $ustralians love to hear about *teve's "ourneys and cricket tours and so he has become $ustralia's best-selling sports' author. >I see myself as an average guy who tries to help out my mates and loves my sport. I think in some ways, I'm sort of an underdog and a bit of a battler. I've always had to fight hard for my spot and to achieve what I have, and I've had to give (LLO. I think $ustralians like to see that in people and they like to recognise it.> $s a cricketer *teve has broken many records. $s a person he is a great humanitarian and brings hope to those in need. +e is an inspiration, not only for sports-loving $ustralians, but for many worldwide. $lways leading by example, *teve is an extraordinary $ustralian.

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+enry 4ord, born Culy FL, (KNF, was the first of 7illiam and 5ary 4ord's six children. +e grew up on a prosperous family farm in what is today 6earborn, 5ichigan. +enry en"oyed a childhood typical of the rural nineteenth century, spending days in a one-room school and doing farm chores. $t an early age, he showed an interest in mechanical things and a dislike for farm work. In (K<D, sixteen-year-old 4ord left home for the nearby city of 6etroit to work as an apprentice machinist, although he did occasionally return to help on the farm. +e remained an apprentice for three years and then returned to 6earborn. 6uring the next few years, +enry divided his time between operating or repairing steam engines, finding occasional work in a 6etroit factory, and over-hauling his father's farm implements, as well as lending a reluctant hand with other farm work. ?pon his marriage to 0lara ryant in (KKK, +enry supported himself and his wife by running a sawmill.

T+, ,2GI2,,In (KD(, 4ord became an engineer with the ,dison Illuminating 0ompany in 6etroit. This event signified a conscious decision on 4ord's part to dedicate his life to industrial pursuits. +is promotion to 0hief ,ngineer in (KDF gave him enough time and money to devote attention to his personal experiments on internal combustion engines. These experiments culminated in (KDN with the completion of his own self-propelled vehiclethe Euadricycle. The Euadricycle had four wire wheels that looked like heavy bicycle wheels, was steered with a tiller like a boat, and had only two forward speeds with no reverse. $lthough 4ord was not the first to build a self-propelled vehicle with a gasoline engine, he was, however, one of several automotive pioneers who helped this country become a nation of

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motorists.

$fter two unsuccessful attempts to establish a company to manufacture automobiles, the 4ord 5otor 0ompany was incorporated in (DLF with +enry 4ord as vice-president and chief engineer. The infant company produced only a few cars a day at the 4ord factory on 5ack $venue in 6etroit. Groups of two or three men worked on each car from components made to order by other companies. +enry 4ord reali#ed his dream of producing an automobile that was reasonably priced, reliable, and efficient with the introduction of the 5odel T in (DLK. This vehicle initiated a new era in personal transportation. It was easy to operate, maintain, and handle on rough roads, immediately becoming a huge success. y (D(K, half of all cars in $merica were 5odel Ts. To meet the growing demand for the 5odel T, the company opened a large factory at +ighland 3ark, 5ichigan, in (D(L. +ere, +enry 4ord combined precision manufacturing, standardi#ed and interchangeable parts, a division of labor, and, in (D(F, a continuous moving assembly line. 7orkers remained in place, adding one component to each automobile as it moved past them on the line. 6elivery of parts by conveyor belt to the workers was carefully timed to keep the assembly line moving smoothly and efficiently. The introduction of the moving assembly line revolutioni#ed automobile production by significantly reducing assembly time per vehicle, thus lowering costs. 4ord's production of 5odel Ts made his company the largest automobile manufacturer in the world. The company began construction of the world's largest industrial complex along the banks of the -ouge -iver in 6earborn, 5ichigan, during the late (D(Ls and early (D@Ls. The massive -ouge 3lant included all the elements needed for automobile production) a steel mill, glass factory, and automobile assembly line. Iron ore and coal were brought in on Great !akes steamers and by railroad, and were used to produce both iron and steel. -olling mills, forges, and assembly shops transformed the steel into springs, axles, and car bodies. 4oundries converted iron into engine blocks and cylinder heads that were assembled with other components into engines. y *eptember (D@<, all steps in the manufacturing process from refining raw materials to final assembly of the automobile took place at the vast -ouge 3lant, characteri#ing +enry 4ord's idea of mass production.

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.n 2ovember @@, (DNF, when he was hardly past his first thousand days in office, Cohn 4it#gerald ;ennedy was killed by an assassin's bullets as his motorcade wound through 6allas, Texas. ;ennedy was the youngest man elected 3residentA he was the youngest to die. .f Irish descent, he was born in rookline, 5assachusetts, on 5ay @D, (D(<. Graduating from +arvard in (DGL, he entered the 2avy. In (DGF, when his 3T boat was rammed and sunk by a Capanese destroyer, ;ennedy, despite grave in"uries, led the survivors through perilous waters to safety. ack from the war, he became a 6emocratic 0ongressman from the oston area, advancing in (D=F to the *enate. +e married Cacqueline ouvier on *eptember (@, (D=F. In (D==, while recuperating from a back operation, he wrote Pro!iles in "ourage, which won the 3ulit#er 3ri#e in history. In (D=N ;ennedy almost gained the 6emocratic nomination for 1ice 3resident, and four years later was a first-ballot nominee for 3resident. 5illions watched his television debates with the -epublican candidate, -ichard 5. 2ixon. 7inning by a narrow margin in the popular vote, ;ennedy became the first -oman 0atholic 3resident. +is Inaugural $ddress offered the memorable in"unction) >$sk not what your country can do for you--ask what you can do for your country.> $s 3resident, he set out to redeem his campaign pledge to get $merica moving again. +is economic programs launched the country on its longest sustained expansion since 7orld 7ar IIA before his death, he laid plans for a massive assault on persisting pockets of privation and poverty.-esponding to ever more urgent demands, he took vigorous action in the cause of equal rights, calling for new civil rights legislation. +is vision of $merica extended to the quality of the national culture and the central role of the arts in a vital society. +e wished $merica to resume its old mission as the first nation dedicated to the revolution of human rights. 7ith the $lliance for 3rogress and the 3eace 0orps, he brought $merican idealism to the aid of developing nations. ut the hard reality of the 0ommunist challenge remained. *hortly after his inauguration, ;ennedy permitted a band of 0uban exiles, already armed and trained, to invade their homeland. The attempt to overthrow the regime of 4idel 0astro was a failure. *oon thereafter, the *oviet ?nion renewed its campaign against 7est erlin. ;ennedy replied by reinforcing the erlin garrison and increasing the 2ation's military strength, including new efforts in outer space. 0onfronted by this reaction, 5oscow, after the erection of the erlin 7all, relaxed its pressure in central ,urope. Instead, the -ussians now sought to install nuclear missiles in 0uba. 7hen this was discovered by air reconnaissance in .ctober (DN@, ;ennedy imposed a quarantine on all

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offensive weapons bound for 0uba. 7hile the world trembled on the brink of nuclear war, the -ussians backed down and agreed to take the missiles away. The $merican response to the 0uban crisis evidently persuaded 5oscow of the futility of nuclear blackmail. ;ennedy now contended that both sides had a vital interest in stopping the spread of nuclear weapons and slowing the arms race--a contention which led to the test ban treaty of (DNF. The months after the 0uban crisis showed significant progress toward his goal of >a world of law and free choice, banishing the world of war and coercion.> +is administration thus saw the beginning of new hope for both the equal rights of $mericans and the peace of the world.

7ho started programming computers at the age of thirteen: 7ho was the youngest person to become a billionaire: 7ho co-founded the world's largest computer software company: 7ho has donated more than PKLL million dollars to charities: 7ho: 7ell, I'll tell you. +is name is 7illiam +. Gates III, who you most likely know as ill Gates.

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ill Gates was born to 7illiam and 5ary Gates on .ctober @K, (D==. ill was born and raised in *eattle, 7ashington. +e attended a private school, called !akeside, and there he began programming computers at the age of thirteen. In (D<F, ill entered +arvard ?niversity, and invented a computer programming language. +e co-founded 5icrosoft in (D<= with his friend 3aul $llen. ill dropped out of +arvard to devote all his time to the company. In (DKL ill was asked by I 5 to help the company with their personal computer pro"ect, code named 3ro"ect 0hess. ,ventually asked to design the operating system for the new machine, ill developed the 5icrosoft 6isk .perating *ystem, or 5*-6.*, as it is popularly known. .ver two million copies of 5*-6.* were sold by (DKG. y the early (DDLs, 5icrosoft had sold more than (LL million copies of 5*-6.*, making the operating system the alltime leader in software sales. 4or his achievements in science and technology, ill was presented the +oward 1ollum $ward in (DKG by -eed 0ollege. +e accepted the award in 3ortland, .regon. *ince 5icrosoft went public in (DKN, ill has contributed more than PKLL million to charities. The focus of his philanthropy is education, world public health, non-profit civic and arts organi#ations, and 3uget *ound capital campaigns. ill Gates says on this sub"ect) >The principle challenge we face is to close the gap in health status between the developed and the developing worlds.> .n Canuary (, (DDG, ill married 5elinda 4rench. They met at 5icrosoft, where she was a product manager. 5elinda grew up in 6allas and went to 6uke ?niversity. They have one daughter, Cennifer ;atharine Gates, who was born in (DDN. 5ost everyone knows ill Gates is one of the richest people in the world. +opefully now you don't know him "ust as one of the richest people in the world, but as a very generous person who has accomplished great things

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Cehangir -atan"i 6adabhoy Tata, C-6 to the world, remains the undisputed doyen of Indian industry, widely respected for his contribution to the development of Indian industry and aviation in particular. $part from being a businessman par excellence, he was a patron of the sciences and the arts, a philanthropist and yet a man with a passion for literature, fast cars, skiing and flying. 4or his unparalleled excellence in business management, he came to be referred to as chairmen's chairman. $s an industrialist, C-6 is credited with placing the Tata Group on the international

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map. +e proved his mettle by saving it from disintegration in an era when family ownership and management or family rifts were ripping apart family businesses. +e was a redoubtable visionary under whose regime the group entered into several new streams of business, many of them unconventional and produced a vast range of product. $s an aviator and pioneer flier, he brought commercial aviation to India. +e was greatly revered by artists, sculpture and performing artistes as he generously patronised Indian art and culture. $nd as a philanthropist, he was respected for building and keeping alive the tremendously active Tata charitable trusts. +is achievements have to be seen through the lens of India's economic and political history. ?nder ritish colonial rule until (DG<, India was strait-"acketed by a foreign exchange crunch for almost GL years after Independence, which gravely limited industrial entrepreneurship 4rom (DNG to (DD(, stiff government control through the licence-quota regime further curbed the growth of the group. 6espite all these bottlenecks, he expanded the Tata empire manifold and made it India's biggest business group. C-6 Tata reigned over the Tata group for more than three decades. +e started his stint as chairman at the tender age of FG in (DFK. ?nder his leadership, the Tata assets grew from -s N@ crore in (DFD to over -s (L,LLL crore in (DDL. $t the same time, the number of companies under the group grew from (G to =L large manufacturing ones, besides innumerable holding, investment, subsidiaries and associate concerns. This chairmen's chairman was born on Culy @D, (DLG, in 3aris. +e was the second child of -atan"i 6adabhoy Tata and his 4rench wife *ooni. The earliest success of C-6 was in ca"oling (L rival cement companies to merge and form the $ssociated 0ement 0ompanies, run by the Tatas. $nd the rest, as they say, is history. C-6 was also a professional to the core and a sensible leader. $s one of his executives, 6arbari *eth, once said,>5r Tata was able to harness a team of individualistic executive, capitalising upon their strengths, downplaying their differences and deficienciesA all by the sheer weight of his leadership>.

C-6's respect for his managers bound the group. !eadership, according to him, meant motivating others. >$s chairman, my main responsibility is to inspire respect,> he was wont to say. e that as it may, Tata spotted talent easily. $nd once he was confident that a manager would perform, he gave him a long rope. The supportive climate that he built developed entrepreneurs such as +omi 5ody, $rdeshir 6alal, Cehanghir Ghandy, -ussi 5ody and 6arbari *eth. It was an environment where scientists of international repute such as +omi habha, leading lawyers like C 6 0hoksi and 2ani 3alkhivala and economists such as Cohn 5atthai, $ 6 *hroff and 6 - 3endse could flourish. $ university dropout, C-6 was something of a self-taught technocract, and died long before the phrase Qwar for talent' was coined. /et, almost every senior Tata director from the (DFLs onwards, held a degree from a foreign university. Tata willingly financed bright young boys who wanted to go abroad for further education. +e was also a vital

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bridge between the scientific establishment and the Government through his founding of the Tata Institute of 4undamental -esearch and as the longest serving member of the $tomic ,nergy 0ommission. $ccording to C-6, quality had to match innovation. +e disliked the laid-back Indian attitude, and much of his fabled short temper was triggered by the carelessness of others. +e stressed) >If you want excellence, you must aim at perfection. I know that aiming at perfection has its drawbacks. It makes you go into detail that you can avoid. It takes a lot of energy out of you but that's the only way you finally actually achieve excellence. *o in that sense, being finicky is essential... $ company, which uses the name Tata shares a tradition...> C-6 was an expert in managing human resource. $t his behest, Tata *teel became one of the earliest companies in India to have a dedicated human resource department. ,xpressing his surprise that the company had functioned for so long without one, C-6 commented) >If our operations required the employment of, say, FL,LLL machine tools, we would undoubtedly have a special staff or department to look after them, to keep them repair, replace them when necessary, maintain their efficiency, protect them from damage, etc. but when employing FL,LLL human beings, each with a mind and soul of his own, we seem to have assumed that they would look after themselves and that there was no need for a separate organisation to deal with the human problems involved>.

$s the saying goes, all good things must come to an end, and so did C-6's brilliant life. C-6 died in Geneva on 2ovember @D, (DDF. +e left behind an indelible mark on the Indian business terrain as also a huge business empire we all know as the +ouse of Tatas.

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' $chievements 6r. $vul 3akir Cainulabhudin $dbul ;alam, was born on the (=th .ctober, (DF(, at -ameshwaram in Tamil2adu. +e did his .*c. at the *t. Coseph's 0ollege, Tiruchi, and 65IT in $eronautical ,ngineering at the 5IT, 5adras, during (D=G-=<. +e "oined the 6-6. in (D=K. 6uring (DNF-K@, he served the I*-. in various capacities. $s 3ro"ect 6irector, *!1-F, he was responsible for carrying out design, development, qualification and flight testing of GG ma"or sub systems. In (DK@, as 6irector, 6-6., was entrusted with the Integrated Guided 5issile 6evelopment 3rogramme. +e conceived the programme cnstituting = ma"or pro"ects for meeting the requirements of the defence services and for establishing re-entry technology. The development and successful flight test of 3rithvi, Trishul, $kash, 2ag, and $gni established the indigeneous capability towards self reliance in defence preparedness. The successful launching of '$gni' surface-to-surface missile is a unique achievement which made India a member of an exclusive club of highly developed countries. Thus, through *!1 and Guided 5issile 3rogramme a solid foundation has been created in the indigeneous testing and development of high technology $erospace 3ro"ects. $n $dvanced Technology -esearch 0entre, called -esearch 0entre Imarat has also been established by 6r. $.3.C. $bdul ;alam as an extension of 6-6! to undertake development in futuristic missile technology areas. +e has also established a unique F tier management structure to integrate and commit technologists, academic institutions, Industries etc. $s a crowing glory to all his achievements, he was appointed #cienti!ic $d(isor to -aksha 5anthri and *ecretary, 6ept. of 6efence -esearch and 6evelopment. +e is a member of Indian 2ational $cademy of *ciences, $stronautical *ociety of India and many other professional bodies. +e has published two books. $wards

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+e has been $warded with the India's +ighest civilian $ward >The harat -atna> in (DD<. *tarting with $nna ?niversity's first 6.*c., +onoris 0ausa, he has received many such including the one given by IIT, ombay, +? and others. .ther prestigious awards include 6r. iren -oy *pace $ward, .m 3rakash asin $ward for *cience and Technology, 2ational 2ehru $ward, $rya hatta $ward. 6r. $bdul kalam, is praised as a welder of people and a %andhian Missile Man by -.;. !axman, in his cartoon in >Times of India.> $s a humanitarian and with his extreme simplicity, easy access, he has become a 2ational +ero. +e loves Tamil poetry and is interested in carnatic music. +e has himself written poems in Tamil. +e adores his Gurus of 5IT and cherishes his education and training at 5IT.

6reams To Ignite /oung 5inds

India has to have vision to become a developed nation. $ good dream for our young people is the vision. 0an we ignite our young minds: These are the thoughts that frequently 'fire' the mind of India's missile man-- this year %(DDK& harat -atna awardee 6r. $.3.C. $bdul ;alam. In an interview to #cience &'press, the man who built biting molars and awesome muscles into India's missile programme outlined the vision he has of India of tomorrow. "Whene(er there is a goal, the dynamics o! per!ormance changes, )echnology is the economical strength o! the nation", says soft-spoken ;alam. "*ndia has people o! high calibre and intelligence. )he only thing re+uired is more !acilities in our labs, go(ernment !unding and good leadership in scienti!ic areas." $fter a pause, he fires another missile) >5ost importantly, determined youngsters.> 2o wonder he advices the youth of the country to >dream, dream and dream and convert these into thoughts and later into actions.> ;alam's advice to the youngsters of the nation is to >think big> . "We are a nation o! a billion people and we must thin li e a nation o! a billion people. Only then can we become big." 6r. ;alam's, *cientific $dvisor to the 6efence 5inister and *ecretary, 6efence -esearch and 6evelopment is the second scientist to receive the harat -atna, the highest civilian award, after the late 6r. +omi Cehangir aba. This genius attributes his success to his parents and the team which worked relentlessly to achieve the goal.

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*cience, according to him, is a global phenomenon. +e feels there are a few areas where India can develop its core competence. These areas are software engineering, computer products and design, agriculture and food, aviation, defence research and space technology and chemical engineering. ")his will lead to a highly bene!icial economic and social progress !or the nation," says ;alam. The man who said, ",riends, you now ha(e the !ire to torch the $gni" turns out to be extremely shy. +is love for the hagavad Geetha and the long mane almost gives the missile man the halo of a saint. In fact, his views on technology and life make him the copy book saint of science armed with Brahmastras and the power to heal wounds. That is another passion of ;alam-using missiles that maime and kill to give a fresh hope to the disabled. In a ? turn, ;alam has not shied in using the technology behind firespewing missiles to build artificial limbs and spring-like coils called stents to keep the heart vessels open. +e is one of those scientists who aims at putting technology created by him to multiple use. +e used the light weight carbon-carbon material designed for $gni to make calipers for the polio affected. This carbon-carbon composite material reduced the weight of the calipers to GLL grams %from its original weight of Gkgs.& 2i#am's Institute of 5edical *ciences %2I5*, +yderabad& was the birthplace for the defence technology spin offs from ;alam's labs via the 6-6! %6efence -esearch and 6evelopment !aboratory&, 65-! %6efence 5etallurgical -esearch !ab& and the -0I %-esearch 0entre Imarat&. >It was a great experience to see, in the orthopaedic 6epartment of 2I5*, how the light weight caliper could bring happiness to the polio affected>, remembers ;alam. $nother important event that took place in +yderabad is the development of the 0ardiac stent. 0ardiac stents are used during a alloon $ngioplasty. The clogged arteries are opened up using a balloon and stents are inserted to prevent the vessels from collapse. ")he stent de(eloped by us costed much less -he is modest not to say that the cost is less than hal!. than the ones imported," explains ;alam. ;alam says there are many more avenues wherein defence technology can be used for a social cause. The technology used for defence imaging systems can be used for medical imagery which is yet another value product, he says. >7e are also working on a costeffective lighter substitute for the Caipur foot,> he adds. +e is of the opinion that a mission oriented programme should be chalked out where in medical equipments and their maintenance should grow out of indigenous technology, thus making us self reliant.

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ut personally, given a chance would he rather opt to use technology solely for social purposes or continue with his missile programmes: "*! *ndia has to become a de(eloped nation it has to ha(e o(erall de(elopment. )hat includes the !ield o! medicine, de!ence technology and e(erything else," says ;alam in a matter-of-fact tone. +aving rolled out sophisticated missiles at regular intervals, ;alam is now striving to make the reusable missiles dream a reality. !ike the space shuttles, the reusable missiles can carry war-heads to a pre-determined target, deliver the fire power and return for another run. The reusable missile's close 'cousin' is 2ishant - the /emotely Piloted 0ehicle -/P0. or a one-time-use missile that can thumb its nose at even sophisticated radars. 5any of ;alam's pet pro"ects like the Integrated Guided 5issile 6evelopment 3rogramme %IG563& and several other defence ventures under his command, are poised for a quantum leap next year. $ccording to a status report of ma"or ongoing pro"ects of the 6efence -esearch and 6evelopment .rganisation %6-6.& headed by ;alam, the development of the five indigenous missiles under the IG563 is progressing as per schedule. >$gni> missile, the crown of the IG563, is being given top priority and 6-6. scientists have been able to indigenously produce carbon-carbon composite material which could withstand temperatures upto F=LL degrees celsius during the flight of the missile. ?2I quoting 6efence 5inisry sources said production of (=L-;m range >3rithvi> missile for the $rmy had already commenced and two flight trials of the @=L-;m range, Indian $ir 4orce %I$4& version, >3rithvi> had also been completed. ?ser trials of the other three missiles under the IG563 - the D ;m short range low level quick reaction Trishul for the three services, the @=;m medium range surface to air missile >$kash> with multiple target handling capability, the third generation G;m range anti-tank >2ag> missile - were slated to commence next year. In many ways, the >$kash> missile is emerging as a key weapon which is being developed by the 6-6. as it employs ram rocket propulsion to facilitate carrying of bigger pay loads. '$kash' is the key in the sense that ram rocket technology is also to be employed by India for the futuristic reusable missile systems. $s far as the current status of India's ambitious !ight 0ombat $ircraft %!0$& was concerned, the second !0$ was under integration along with the simultaneous development of technology demonstrator T6-(.

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*everal new technologies had been established with regard to the !0$. They included carbon fibre composite structure, control law for unstable aircraft, digital fly-by-wire control system and advanced computing system. The ;averi engine had been developed and was undergoing evaluation. Its integration with !0$ was expected in early (DDD. 2o country can throttle India's missile programme despite technology denial regimes, believes ;alam. $n important aspect of >the integrated guided missile development programme was identification of critical technologies and their indigenisation as the missile technology control regime was primarily directed at India.> ,laborating on his future plans, the senior most serving defence scientist referred to the Technology 5ission @L@L which proposes to change the national status from a developing one to a developed one and involve =LL people from academia, industry and government. +e also spoke about working on a (L year self-reliance programme in defence technologies. ;alam was born into a family of modest means in -ameshwaram, a small town in Tamil2adu. It was his father who wanted him to take up science in the college. $fter graduating from *t.Coseph 0ollege, Tiruchirapalli, he "oined the 5adras Institute of Technology %5IT& to specialise in $eronautical ,ngg. This was indeed his launching pad for this promising young man who was destined to become the father of Indian missile programme. $fter a brief stint in the 6efence -esearch and 6evelopment .rganisation %6-6.&, he "oined the Indian *pace -esearch organisation %I*-.& in (DNF. 7hile at the 1ikram *arabhai *pace 0entre, he developed the *atellite !aunch 1ehicle %*!1-F& which put the -ohini *atellite into orbit. +e later re-entered 6-6. at the 6efence -esearch and 6evelopment !aboratory %6-6!&, +yderabad, as the director and this is where most of the research and development of his missile programmes were conceived and created. In his hour of glory, the missile man remembered his parents, co-workers especially at the 1ikram *arabhai *pace 0entre, Thiruvananthapuram and a +yderabad-based defence research laboratory, besides teachers who collectively contributed in various ways towards this achievement.

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6ale 0arnegie 6o the hard "obs first. The easy "obs will take care of themselves. Gail *heehy The secret of a leader lies in the tests he has faced over the whole course of his life and the habit of action he develops in meeting those tests. -ay ;roc The quality of a leader is reflected in the standards they set for themselves. $nna ,leanor -oosevelt It is not fair to ask of others what you are unwilling to do yourself. -osalynn 0arter $ leader takes people where they want to go. $ great leader takes people where they don't necessarily want to go, but ought to be. 5other Teresa 6o not wait for leaders. 6o it alone, person to person. 5ary 6. 3oole !eadership should be more participative than directive, more enabling than performing. Indira Gandhi 5y grandfather once told me that there were two kinds of people) those who do the work and those who take the credit. +e told me to try to be in the first group. There is much less competition. -osemary rown ?ntil all of us have made it, none of us have made it. $nais 2in !ife shrinks or expands in proportion to oneRs courage

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-JJJJJJJJJJJJJJJJJJJJJJJ (LLO of the shots you don't take don't go in. S 7ayne Gret#ky JJJJJJJJJJJJJJJJJJJJJJJJ '7ould you tell me, please, which way I ought to go from here:' 'That depends a good deal on where you want to get to,' said the 0at. 'I don't much care where --' said $lice. 'Then it doesn't matter which way you go,' said the 0at. '--so long as I get somewhere,' $lice added as an explanation. S !ewis 0arroll, $lice's $dventures in 7onderland JJJJJJJJJJJJJJJJJJJJJJJJJ $n eye for eye only ends up making the whole world blind. S 5.;. Gandhi JJJJJJJJJJJJJJJJJJJJJJJJJ 7hatever the mind can conceive and believe, the mind can achieve. S 6r. 2apoleon +ill JJJJJJJJJJJJJJJJJJJJJJJJJJ 2either a lofty degree of intelligence nor imagination nor both together go to the making of genius. !ove, love, love, that is the soul of genius. S 7olfgang $madeus 5o#art JJJJJJJJJJJJJJJJJJJJJJJJJJJ /ou can have everything in life that you want if you "ust give enough other people what they want. S Tig Tiglar JJJJJJJJJJJJJJJJJJJJJJJJJJJJJ ;eep away from people who try to belittle your ambitions. *mall people always do that, but the really great make you feel that you, too, can become great. S 5ark Twain Great works are performed, not by strength, but by perseverance. S *amuel Cohnson JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ I made this letter longer than usual because I lack the time to make it short. S laise 3ascal JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ

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2ever worry about the si#e of your 0hristmas tree. In the eyes of children, they are all FL feet tall. S !arry 7ilde, The 5erry ook of 0hristmas JJJJJJJJJJJJJJJJJJJJJJJJJJJJJJJ 3eace on earth will come to stay, 7hen we live 0hristmas every day. S +elen *teiner -ice

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0haracter) e a piece of the rock 0harisma) The first impression can seal the deal. 0ommitment) It seperates doers from dreamers 0ommunication) without it you travel alone 0ompetence) if you build it they will come 0ourage) one person with courage is a ma"ority 6iscernment) put an end to unsolved mysteries 4ocus) the sharper it is, the sharper you are Generosity) your candle loses nothing when it lights another Initiative) you wont leave home without it !istening) to connect with their hearts use your ears 3assion) take this life and love it 3ositive attitude) if you believe you can, you can 3roblem solving) you cant let your problems be a problem -elationships) if you get along they will go along -esposibility) if you wont carry the ball you wont lead the team *ecurity) competence never compensates for insecurity *elf-discipline) the first person you lead is you *ervanthood) to get ahead, put others first Teachability) to keep leading, keep learning 1ision) you can sei#e only what you can see.

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