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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.

Before we get started, les define leadership. Leadership is a

complex process by which a person influences others to
accomplish a mission, task or objective and directs the
organization in a way that makes it more cohesive and coherent. A
person carries out this process by applying his or her leadership
attributes (belief, values, ethics, character, knowledge, and
skills). Although your position as a manager, supervisor, lead, etc.
gives you the authority to accomplish certain tasks and objectives
in the organization, this power does not make you a leader... it
simply makes you the boss. Leadership makes people want to
achieve high goals and objectives, while, on the other hand,
bosses tell people to accomplish a task or an objective.

Bass' (1) 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

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theories are: Some personality traits may lead people naturally
into leadership roles. tgis is THE TRAIT THEORY.

Crisis or important event may cause a person to rise to the

occasion, which brings extraordinary leadership qualities in an
ordinary person. This is THE GREAT EVENT THEORY. People can
choose to become leaders. People can learn leadership skills. This
is THE TRANSFORMATIONAL LEADERSHIP THEORY. It is most
widely acceplted theory today and the premise on which this
guide is based.

When a person is deciding if he respects you as a leader, he

does not think about youe attributes. He observes what you do so
that he can know who you really are. He 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. Self 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 organization . In your employees' eyes,
Your leadership is everything you do that affects the
organizations objectives and their well being. A respected leader
concentrates on what she is [be] (beliefs and character), what she
knows job, tasks, human nature), and what she does (implement,
motivate, provide direction).

What makes a person follow a leader? People want to guided by

those they respect and those who have a clear sense of direction.
to gain respect, they must be ethical. A sense of direction is
achieved by conveying a strong vision of the future.

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TWO MOST IMPORTANT KEYS OF
LEADERSHIP

Hay's study examined over 75 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 organization. Effective communication by
leadership in three critical areas was the key to win organizational
trust and confidence: helping the employees understand the
company's overall business strategy. Helping employees
understand how they contribute to achieving key business
objectives. Bring information with employees on both how the
company is doing and how an own employee's division is doing -
relative to strategic business objectives.

So basically, you must be trustworthy and you have to be able

to communicate a vision of where you are going. Notice how the
"PRINCIPLES OF LEADERSHIP" in the next section closely ties in
with this.

HUMAN RELATIONS

The six most important words: "i admit i made a mistake."

The five most important words: "you did a good job."

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."

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 TO HELP YOU BE, KNOW, AND DO, (2) FOLLOW THESE ELEVEN
principles of leadership (later sections will expand on gaining an
insight into these principles and providing tools to perform them):
Know yourself and seek self-improvement means continually
strengthening your attributes. This can be accomplished through
reading, self-study, classes,etc.be technically proficient. As a
leader,you must know your job and have a solid familarity with
your employees' jobs. Seek responsibility and take responsibility
of your actions. Search for ways to guide your organisation to new
heights. And when things go wrong, they will sooner or later, do
not blame others. Analyze the situation, take corrective action,
and move on to the next challenge. Make sound and timely
decisions. Use good problem solving, decision making and
planning tools. Set the example. Be a good role model for your
employees. They must not only hear what they are expected to do
but also see. Know your people and look out for their well-being.
Know human nature and importance of sincerely caring for your
workers. Keep your people informed. Know how to communicate
with your people within the organization.

Develop a sense of responsibility in your people. Develop good

character traits within your people that will help them carry out
their professional responsibilities. Ensure that tasks are
understood, supervised, and accomplished. Communication is the
key to this responsibility. Train your people as a team. Although
many so called leaders call their organization, department,
section, etc. A team; they are not really teams... they are just a
group of people doing their jobs. Use the full capabilities of your
organization. By developing a team spirit, you will be able to
employ your organization,department, section, etc. to its fullest
capabilities.

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The four major factors of leadership are .....

THE FOLLOWER: Different people require different styles of

leadership. For example, a new hire requires more supervision
than an experienced employee. A person with a different attitude
requires a different approach than one with a high degree of
motivation. You must know your people! The fundamental starting
point is having a good understanding of human nature: needs,
emotions, and motivation. You must know your employees' be,
know and do attributes.

LEADER: You must have an honest understanding of who you are,

what you know, and what you can do. Also, 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.

COMMUNICATION: You lead through two way communication.

Much of it is non-verbal. For 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.
What and how you communicate either builds or harms the
relationship between you and your employees.

SITUATION: All situations are different. What you do in one

leadership situation will not always work in another situation. You
must use your judgement to decide the best course of action and
the leadership style needed for each situation. For 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 .

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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:

BE a professional.
BE a professional who possess good character traits.
KNOW the four factors of leadership- follower, leader,
communication, situation.
KNOW yourself .
KNOW human nature
KNOW your job
KNOW your organization.
DO provide direction.
DO implement.
DO motivate.

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The road to great leadership:

Inspire a shared vision - next, share your vision in words that can
be understood by your followers.

Enable others to act - give them tools and methods to solve the
problem.

Model the way - when the process gets tough, get your hands
dirty. Boss tells others what to do... a leader shows it can be
done.

Encourage the heart - share the glory with your followers' heart,
keep the pains in your heart.

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• Have better perceptions of realtiy and are comfortable
with it.
• Accept 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.
• Rely on their own development and continued growth.
• Appreciate the basic pleasures of life(do not take
blessings for garnted).
• Have a deep feeling of kinship with others.
• They are deeply democratic and are not really aware of
differences.
• Have strong ethical and moral standards.
• Are original and inventive, less constricted and fresher
than others.

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HYGEINE OR DISSATISFIERS:
• Working conditions.
• Policies and administrative practices.
• Salary and benefits.
• Supervision.
• Status.
• Job security.
• Fellow workers.
• Personal life.

MOTIVATORS OR SATISFIERS:
• Recognition.
• Achievement.
• Advancement
• Growth.
• Responsibility.
• Job challenge.

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

Introduction
NOTE: Special project teams include work groups,
cross functional teams, task forces, problem
solving teams, committees, etc.

Many organizations have working groups that call

themselves teams. But their work is produced by
a combination of individual contributions. Teams
produce work that is based on collective effort.

Katzenbach and Smith (1) defined a team as "A

small number of people with complementary skills
who are committed to a common purpose,
performance goals, and common approach for
which they hold themselves mutually

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accountable."

The small number is anywhere from 2 to 25

members, with between 5 and 9 as manageable
and optimal. It the number goes above 9,
communication tends to become centralized
because members do not have an adequate
opportunity to speak to each other. If the group
size goes over nine, extra time and effort are
required to ensure good communication.
Complementary Skills 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.
Common 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
group. A team constantly revisit its purpose,
making it more relevant as the team develops.
Often called Agendas. Hidden agendas may
prevent the group from turning into a team.
This is because their emotions and motives are
hidden under the discussion table.
Performance Goals are the acting, moving, and
energizing force of the team. Specific
performance goals are established, tracked,
met and evaluated in an ongoing process.
Common approach is the way members agree
how they will work together. Many teams have
developed their own charter or a set of rules
that outline the expected behaviors of
members. Members often assume roles,
including the Questioner, the Historian, the
Time Keeper, the Facilitator, to keep the team
process moving and on course.
Mutually accountable is the aspect of teamwork
that is usually the last to develop.

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Forming, Storming, Norming,
Performing, Adjourning
The Tuckman model (2) shows the five stages that
teams go through: from Forming to Storming to
Norming to Performing to Adjourning.

Forming

In the Forming 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. Members cautiously
explore the boundaries of acceptable group
behavior. This is a stage of transition from
individual to member status, and of testing the
leader's guidance both formally and informally.

Forming includes these feelings and behaviors:

Excitement, anticipation, and optimism.

Pride in being chosen for the project
A tentative attachment to the team
Suspicion and anxiety about the job.
Defining the tasks and how they will be
accomplished.
Determining acceptable group behavior.
Deciding what information needs to be
gathered.
Abstract 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.

Because there is so much going on to distract

members' attention in the beginning, the team
accomplishes little, if anything, that concerns it's
project goals. This is perfectly normal.

Storming

During the team's transition from the "As-Is" to

the "To-Be," is called the Storming phase. All

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members have their own ideas as to how the
process should look, and personal agendas are
rampant. Storming is probably the most difficult
stage for the team. They begin to realize the
tasks that are ahead are different and more
difficult than they imagined. Impatient about the
lack of progress, members argue about just 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.

Storming includes these feelings and behaviors:

Resisting the tasks.

Resisting quality improvement approaches
suggested by other members.
Sharp fluctuations in attitude about the team
and the project's chance of success.
Arguing among members even when they agree
on the real issues.
Defensiveness, competition, and choosing sides.
Questioning the wisdom of those who selected
this project and appointed the other members
of the team.
Establishing unrealistic goals.
Disunity, increased tension, and jealousy.

The above pressures mean that team members

have little energy to spend on progressing
towards the team's goal. But they are beginning
to understand one another. This phase sometimes
takes 3 or 4 meetings before arriving at the
Norming phase.

Norming

The Norming phase is when the team reaches a

consensus on the "To-Be" process. Everyone
wants to share the newly found focus. Enthusiasm
is high, and the team is tempted to go beyond the
original scope of the process. During this stage,
members reconcile competing loyalties and
responsibilities. They accept the team, team

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ground rules, their roles in the team, and the
individuality of fellow members. Emotional
conflict is reduced as previously competitive
relationships become more cooperative.

Norming includes these feelings and behaviors:

An ability to express criticism constructively.

Acceptance of membership in the team.
An attempt to achieve harmony by avoiding
conflict.
More friendliness, confiding in each other, and
sharing of personal problems.
A sense of team cohesion, spirit, and goals.
Establishing and maintaining team ground rules
and boundaries.

As team members begin to work out their

differences, they now have more time and energy
to spend on the project.

Performing

The team has now settled its relationships and

expectations. They can begin performing by
diagnosing, solving problems, and choosing and
implementing changes. At last team members
have discovered and accepted each other's
strengths and weakness, and learned what their
roles are. Performing includes these feelings and
behaviors:
Members have insights into personal and group
processes, and better understanding of each
other's strengths and weakness.
Constructive self-change.
Ability to prevent or work through group
problems
Close attachment to the team

The team is now an effective, cohesive unit. You

can tell when your team has reached this stage
because you start getting a lot of work done.

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Adjourning

The team briefs and shares the improved process

during the this phase. When the team finally
completes that last briefing, there is always a
bittersweet sense of accomplishment coupled
with the reluctance to say good-bye. Many
relationships formed within these teams continue
long after the team disbands.

There are several factors that separate teams

from groups.

Roles and Responsibilities

Within a group, individuals establish a set of

behaviors called roles. These roles set
expectations governing relationships. Roles often
serve as source of confusion and conflict. While
on the other hand, teams have a shared
understanding on how to perform their role.
These roles include: leader, facilitator,
timekeeper, and recorder.

Identity

While teams have an identity, groups do not. It is

almost impossible to establish the sense of
cohesion that characterizes a team without this
fundamental step. A 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.

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Cohesion

Teams have an esprit that shows a sense of

bonding and camaraderie. Esprit is the spirit,
soul, and state of mind of the 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."

Facilitate

Groups have a tendency to get bogged down with

trivial issues. Ask yourself, "How much time gets
wasted in meetings you attend?" Teams use
facilitators to keep the team on the right path.

Communication

While 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. Listening is considered as important
as speaking. Differences 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.

Flexibility

Most 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.

Morale

Team members are enthusiastic about the work of

the team and each person feels pride in being a

16
 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.

Working With Other Team

Members
Although we are like in many ways, we are dislike
in a lot more ways. Humans have always tried to
classify things, including themselves. This section
uses a popular categorizer by placing people into
four styles - Driver, Persuader, Analyzer,
Organizer. (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. People gets results on tasks
between two extremes - expedience and
processes. People 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:

Potential Potential
Profile Style Key (focus)
Strengths Weaknesses

A take- Driver or results and Get things In-attentative

charge Controll accomplishmen done. behavior when
person, er ts (get it done) Determine listening to
exerts d, others.
strong requiring, Dominating,
influence to thorough, unsympathetic,
get things decisive, demanding,
done, efficient, critical,
focuses on direct impatient
results.

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Emotions
are
controlled
and gets
results
through
expedience.

A social
specialist,
expresses
opinions
and Involves
emotions and works
easily; with Hard time
prefers involvement others. following
Persuad
strong and Personable systems or
er or
interaction enthusiasm , processes.
Enthusi
with (positive ideas stimulating Opinionated,
ast
people. and responses) , undependable,
Emotions enthusiasti reactionary
are c,
responsive innovative
and gets
results
through
expedience.

Likes to be Analyzer precision and Great at Can have trouble

well or accuracy organizing. when action
organized Theorist (actions will be Industrious needs to be take
and thought documented) , immediately.
out; prefers persistent, Indecisive,
specific serious, uncommunicativ
project and orderly, e, critical
activities; methodical
enjoys
putting
structure to
ideas.
Emotions
are
controlled
and gets
results

18
through
processes.

Adaptive
specialist,
high
concern for
good
relationship
s, seeks
Builds
stability
relationshi Does not want to
and
Organize ps. change.
predictabilit relationships
r or Cooperativ Conforming,
y, wants to and stability
Affiliato e, uncommitted,
be part of (loyal)
r supportive, hides true
larger
dependabl feelings
picture.
e, helpful
Emotions
are
responsive
and gets
results
through
processes.

Notice that the two dimensions, results and

emotions, are closely related to Blake and
Mouton's Managerial Grid which uses People 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.
When Blake and Mouton 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). Each 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

19
experiences) dimensions can be charted as:

There are three main flaws that must be taken

into consideration when using a tool of this
nature:

Everyone 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. However, it can
help us get a handle on the various approaches
taken by individuals.
People try to pigeon-hole the four styles of
people into certain categories. For example,
managers are drivers, human resource
personnel are persuaders, programmers are
analysis's, etc. This is simply untrue. Where 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 organizer. However, most of the
employees (workers in a manufacturing plant)

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 were organizers, analyzers, or a combination of
the two.

The goal of using such a tool in a team setting is

to realize that people look upon things with a
different viewpoint than you. For 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 (analyzer). Also, it takes all types
to form an effective team. Without drivers a team
will get nothing done, without persuaders a team
will fail to get all involved, without organizers a
team will not gel together, without analyzers a
team will miss key steps. The four styles form a
complete community, and it takes a community to
grow a team.

How Do We Arrive at a Solution?

or Encouraging Wild and Great
Ideas

All 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:

Brainstorming
Delphi Decision Making
Dialectic Decision Making

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Team Checklist
Goals
Clear mission statement _____
Measurable objectives _____
Objectives are prioritized _____
Goals are set in all key task areas _____
Roles
Individual roles, relationships, and
accountabilities are clear _____
Style of leadership is appropriate for the team
tasks _____
Each individual competent to perform her key
tasks _____
The mix of roles is appropriate to the team
tasks _____
Procedures
Decisions reached are effective _____
Management information is effectively shared
_____
Key activities are effectively coordinated _____
Products and services are of a high quality
_____
Conflict is managed effectively within the team
_____
Internal Relationships
There are no areas of mistrust _____
Feedback is constructive _____
Relationships are not competitive and
unsupportive _____
External Relationships
Relationships with key external groups are
effective _____
Mechanisms are in place to integrate with
each key group _____
Time and effort is spent on identifying building
and monitoring key external relationships _____

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To Steve Waugh, being Australian is about "looking after your
mates, taking care of your family, being able to have a laugh at
yourself". Born in Sydney, Steve still lives in the southern suburbs
with his young family.
Steve was spotted as a talented cricketer at the young age 17. He
was selected for the New South Wales side while playing first
grade cricket in Sydney, and wore the baggy green cap for the
first time in 1985, on a tour of South Africa. He was the new kid
on the block, and was a given a golden opportunity which led to
one of Australia's most distinguished cricketing careers.
Steve Waugh has played representative cricket for Australia since
1985, retiring in January 2004. His incredible career, spanning
more than 18 years, has produced some outstanding moments in
Australian sporting history. Who could forget his 200 against the
West Indies at Sabina Park in 1995, his twin centuries against
England at Old Trafford in 1997, or his daring 120 against South
Africa in a must-win match at the 1999 World Cup.
Captaining the Australian Test team from 1999 to 2004 and the
one-day side between 1997 / 98 and 2001 / 02, his leadership
qualities have been described as 'inspiring'. "I try and instil faith

23
in the players and give them self-belief and really empower them
to be the best.

Although better known for his cricket prowess, he is passionate

about helping those less fortunate than himself. His favourite
personal philosophy on life is "If you don't stand up for something,
you'll fall for everything". This philosophy was put to the test
when, during a visit to India in 1986, Steve saw children and
adults suffering from disease and poverty. He was struck by those
suffering from leprosy and their families and was prompted to get
involved. For the past three years Steve has been actively
assisting these families through his support of the Udayan Home
in Barrackpore, India. The home takes children out of their leprosy
environment and provides them with education, healthcare and
opportunities in life.

When he started his work, the home catered only for boys. In
recent years, with the assistance provided by Steve and others,
the home now cares for 60 young girls as well. He is now working
towards building another centre which will assist a further 200
girls in need of care. Steve is also working with young people in
Australia, through his work as a patron of Camp Quality and the
conductive Education Unit for the Spastic Centre of New South
Wales.
Australians love to hear about Steve's journeys and cricket tours
and so he has become Australia'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 100%. I think
Australians like to see that in people and they like to recognise
it."
As a cricketer Steve has broken many records. As a person he is a
great humanitarian and brings hope to those in need. He is an
inspiration, not only for sports-loving Australians, but for many
worldwide. Always leading by example, Steve is an extraordinary
Australian.

24
Henry Ford, born July 30, 1863, was the first of William and Mary
Ford's six children. He grew up on a prosperous family farm in what is
today Dearborn, Michigan. Henry enjoyed a childhood typical of the
rural nineteenth century, spending days in a one-room school and
doing farm chores. At an early age, he showed an interest in
mechanical things and a dislike for farm work.

In 1879, sixteen-year-old Ford left home for the nearby city of Detroit
to work as an apprentice machinist, although he did occasionally
return to help on the farm. He remained an apprentice for three years
and then returned to Dearborn. During the next few years, Henry
divided his time between operating or repairing steam engines,
finding occasional work in a Detroit factory, and over-hauling his
father's farm implements, as well as lending a reluctant hand with
other farm work. Upon his marriage to Clara Bryant in 1888, Henry
supported himself and his wife by running a sawmill.

THE ENGINEER
In 1891, Ford became an engineer with the Edison Illuminating
Company in Detroit. This event signified a conscious decision on

25
Ford's part to dedicate his life to industrial pursuits. His promotion to
Chief Engineer in 1893 gave him enough time and money to devote
attention to his personal experiments on internal combustion
engines.

These experiments culminated in 1896 with the completion of his own

self-propelled vehicle-the Quadricycle. The Quadricycle 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.

Although Ford 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 motorists.

After two unsuccessful attempts to establish a company to

manufacture automobiles, the Ford Motor Company was
incorporated in 1903 with Henry Ford as vice-president and chief
engineer. The infant company produced only a few cars a day at the
Ford factory on Mack Avenue in Detroit. Groups of two or three men
worked on each car from components made to order by other
companies.

Henry Ford realized his dream of producing an automobile that was

reasonably priced, reliable, and efficient with the introduction of the
Model T in 1908. 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.

By 1918, half of all cars in America were Model Ts. To meet the
growing demand for the Model T, the company opened a large
factory at Highland Park, Michigan, in 1910. Here, Henry Ford
combined precision manufacturing, standardized and
interchangeable parts, a division of labor, and, in 1913, a continuous
moving assembly line. Workers remained in place, adding one
component to each automobile as it moved past them on the line.
Delivery 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 revolutionized
automobile production by significantly reducing assembly time per
vehicle, thus lowering costs. Ford's production of Model Ts made his

26
company the largest automobile manufacturer in the world.
The company began construction of the world's largest industrial
complex along the banks of the Rouge River in Dearborn, Michigan,
during the late 1910s and early 1920s. The massive Rouge Plant
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 Lakes steamers and by railroad, and were
used to produce both iron and steel. Rolling mills, forges, and
assembly shops transformed the steel into springs, axles, and car
bodies. Foundries converted iron into engine blocks and cylinder
heads that were assembled with other components into engines. By
September 1927, all steps in the manufacturing process from
refining raw materials to final assembly of the automobile took
place at the vast Rouge Plant, characterizing Henry Ford's idea of
mass production.

27
On November 22, 1963, when he was hardly past his first
thousand days in office, John Fitzgerald Kennedy was killed by an
assassin's bullets as his motorcade wound through Dallas, Texas.
Kennedy was the youngest man elected President; he was the
youngest to die.

Of Irish descent, he was born in Brookline, Massachusetts, on May

29, 1917. Graduating from Harvard in 1940, he entered the Navy.
In 1943, when his PT boat was rammed and sunk by a Japanese
destroyer, Kennedy, despite grave injuries, led the survivors
through perilous waters to safety.

Back from the war, he became a Democratic Congressman from

the Boston area, advancing in 1953 to the Senate. He married
Jacqueline Bouvier on September 12, 1953. In 1955, while
recuperating from a back operation, he wrote Profiles in Courage,
which won the Pulitzer Prize in history.

In 1956 Kennedy almost gained the Democratic nomination for

Vice President, and four years later was a first-ballot nominee for
President. Millions watched his television debates with the
Republican candidate, Richard M. Nixon. Winning by a narrow
margin in the popular vote, Kennedy became the first Roman
Catholic President.

His Inaugural Address offered the memorable injunction: "Ask not

what your country can do for you--ask what you can do for your
country." As President, he set out to redeem his campaign pledge
to get America moving again. His economic programs launched
the country on its longest sustained expansion since World War II;
before his death, he laid plans for a massive assault on persisting
pockets of privation and poverty.Responding to ever more urgent
demands, he took vigorous action in the cause of equal rights,
calling for new civil rights legislation. His vision of America
extended to the quality of the national culture and the central role

28
of the arts in a vital society. He wished America to resume its old
mission as the first nation dedicated to the revolution of human
rights. With the Alliance for Progress and the Peace Corps, he
brought American idealism to the aid of developing nations. But
the hard reality of the Communist challenge remained.

Shortly after his inauguration, Kennedy permitted a band of

Cuban exiles, already armed and trained, to invade their
homeland. The attempt to overthrow the regime of Fidel Castro
was a failure. Soon thereafter, the Soviet Union renewed its
campaign against West Berlin. Kennedy replied by reinforcing the
Berlin garrison and increasing the Nation's military strength,
including new efforts in outer space. Confronted by this reaction,
Moscow, after the erection of the Berlin Wall, relaxed its pressure
in central Europe.

Instead, the Russians now sought to install nuclear missiles in

Cuba. When this was discovered by air reconnaissance in October
1962, Kennedy imposed a quarantine on all offensive weapons
bound for Cuba. While the world trembled on the brink of nuclear
war, the Russians backed down and agreed to take the missiles
away. The American response to the Cuban crisis evidently
persuaded Moscow of the futility of nuclear blackmail.

Kennedy 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 1963. The
months after the Cuban crisis showed significant progress toward
his goal of "a world of law and free choice, banishing the world of
war and coercion." His administration thus saw the beginning of
new hope for both the equal rights of Americans and the peace of
the world.

29
Who started programming computers at the age of thirteen? Who
was the youngest person to become a billionaire? Who co-founded
the world's largest computer software company? Who has donated
more than $800 million dollars to charities? Who? Well, I'll tell
you. His name is William H. Gates III, who you most likely know as
Bill Gates.

Bill Gates was born to William and Mary Gates on October 28,
1955. Bill was born and raised in Seattle,
Washington. He attended a private school,
called Lakeside, and there he began
programming computers at the age of
thirteen.

In 1973, Bill entered Harvard University, and

invented a computer programming language.
He co-founded Microsoft in 1975 with his
friend Paul Allen. Bill dropped out of Harvard
to devote all his time to the company. In 1980
Bill was asked by IBM to help the company
with their personal computer project, code
named Project Chess. Eventually asked to design the operating
system for the new machine, Bill developed the Microsoft Disk
Operating System, or MS-DOS, as it is popularly known.

Over two million copies of MS-DOS were sold by 1984. By the early
1990s, Microsoft had sold more than 100 million copies of MS-
DOS, making the operating system the all-time leader in software
sales.

For his achievements in science and technology, Bill was

presented the Howard Vollum Award in 1984 by Reed College. He
accepted the award in Portland, Oregon.

Since Microsoft went public in 1986, Bill has contributed more

than $800 million to charities. The focus of his philanthropy is
education, world public health, non-profit civic and arts

30
organizations, and Puget Sound capital campaigns. Bill Gates says
on this subject: "The principle challenge we face is to close the
gap in health status between the developed and the developing
worlds."

On January 1, 1994, Bill married Melinda French. They met at

Microsoft, where she was a product manager. Melinda grew up in
Dallas and went to Duke University. They have one daughter,
Jennifer Katharine Gates, who was born in 1996.

Most everyone knows Bill Gates is one of the richest people in the
world. Hopefully now you don't know him just as one of the richest
people in the world, but as a very generous person who has
accomplished great things

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31
Jehangir Ratanji Dadabhoy Tata, JRD 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. Apart 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. For
his unparalleled excellence in business management, he came to
be referred to as chairmen's chairman.

As an industrialist, JRD is credited with placing the Tata Group on

the international map. He proved his mettle by saving it from
disintegration in an era when family ownership and management
or family rifts were ripping apart family businesses. He 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. As an aviator and pioneer
flier, he brought commercial aviation to India. He was greatly
revered by artists, sculpture and performing artistes as he
generously patronised Indian art and culture.

And as a philanthropist, he was respected for building and

keeping alive the tremendously active Tata charitable trusts. His
achievements have to be seen through the lens of India's
economic and political history. Under British colonial rule until
1947, India was strait-jacketed by a foreign exchange crunch for

32
almost 40 years after Independence, which gravely limited
industrial entrepreneurship
From 1964 to 1991, stiff government control through the licence-
quota regime further curbed the growth of the group. Despite all
these bottlenecks, he expanded the Tata empire manifold and
made it India's biggest business group. JRD Tata reigned over the
Tata group for more than three decades. He started his stint as
chairman at the tender age of 34 in 1938. Under his leadership,
the Tata assets grew from Rs 62 crore in 1939 to over Rs 10,000
crore in 1990. At the same time, the number of companies under
the group grew from 14 to 50 large manufacturing ones, besides
innumerable holding, investment, subsidiaries and associate
concerns.
This chairmen's chairman was born on July 29, 1904, in Paris. He
was the second child of Ratanji Dadabhoy Tata and his French wife
Sooni. The earliest success of JRD was in cajoling 10 rival cement
companies to merge and form the Associated Cement Companies,
run by the Tatas. And the rest, as they say, is history. JRD was
also a professional to the core and a sensible leader. As one of his
executives, Darbari Seth, once said,"Mr Tata was able to harness
a team of individualistic executive, capitalising upon their
strengths, downplaying their differences and deficiencies; all by
the sheer weight of his leadership".

JRD's respect for his managers bound the group. Leadership,

according to him, meant motivating others. "As chairman, my
main responsibility is to inspire respect," he was wont to say. Be
that as it may, Tata spotted talent easily. And 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 Homi Mody, Ardeshir Dalal, Jehanghir Ghandy, Russi Mody
and Darbari Seth. It was an environment where scientists of
international repute such as Homi Bhabha, leading lawyers like J D
Choksi and Nani Palkhivala and economists such as John Matthai,
A D Shroff and D R Pendse could flourish.
A university dropout, JRD was something of a self-taught
technocract, and died long before the phrase `war for talent' was
coined. Yet, almost every senior Tata director from the 1930s
onwards, held a degree from a foreign university. Tata willingly
financed bright young boys who wanted to go abroad for further
education. He was also a vital bridge between the scientific
establishment and the Government through his founding of the

33
Tata Institute of Fundamental Research and as the longest serving
member of the Atomic Energy Commission.
According to JRD, quality had to match innovation. He disliked the
laid-back Indian attitude, and much of his fabled short temper was
triggered by the carelessness of others. He 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. So in that sense,
being finicky is essential... A company, which uses the name Tata
shares a tradition..."
JRD was an expert in managing human resource. At his behest,
Tata Steel became one of the earliest companies in India to have a
dedicated human resource department. Expressing his surprise
that the company had functioned for so long without one, JRD
commented: "If our operations required the employment of, say,
30,000 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 30,000 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".

As the saying goes, all good things must come to an end, and so
did JRD's brilliant life. JRD died in Geneva on November 29, 1993.
He left behind an indelible mark on the Indian business terrain as
also a huge business empire we all know as the House of Tatas.

'

Achievements

34
 Dr. Avul Pakir Jainulabhudin Adbul Kalam, was born on the 15th
October, 1931, at Rameshwaram in TamilNadu. He did his B.Sc. at
the St. Joseph's College, Tiruchi, and DMIT in Aeronautical
Engineering at the MIT, Madras, during 1954-57. He joined the
DRDO in 1958. During 1963-82, he served the ISRO in various
capacities.

As Project Director, SLV-3, he was responsible for carrying out

design, development, qualification and flight testing of 44 major
sub systems. In 1982, as Director, DRDO, was entrusted with the
Integrated Guided Missile Development Programme. He conceived
the programme cnstituting 5 major projects for meeting the
requirements of the defence services and for establishing re-entry
technology. The development and successful flight test of Prithvi,
Trishul, Akash, Nag, and Agni established the indigeneous
capability towards self reliance in defence preparedness. The
successful launching of 'Agni' surface-to-surface missile is a
unique achievement which made India a member of an exclusive
club of highly developed countries. Thus, through SLV and Guided
Missile Programme a solid foundation has been created in the
indigeneous testing and development of high technology
Aerospace Projects.

An Advanced Technology Research Centre, called Research Centre

Imarat has also been established by Dr. A.P.J. Abdul Kalam as an
extension of DRDL to undertake development in futuristic missile
technology areas. He has also established a unique 3 tier
management structure to integrate and commit technologists,
academic institutions, Industries etc. As a crowing glory to all his
achievements, he was appointed Scientific Advisor to Raksha
Manthri and Secretary, Dept. of Defence Research and
Development.

He is a member of Indian National Academy of Sciences,

Astronautical Society of India and many other professional bodies.
He has published two books.

Awards
• He has been Awarded with the India's Highest civilian Award
"The Bharat Ratna" in 1997.
• Starting with Anna University's first D.Sc., Honoris Causa, he
has received many such including the one given by IIT,
Bombay, BHU and others.
• Other prestigious awards include Dr.Biren Roy Space Award,
Om Prakash Basin Award for Science and Technology,

35
 National Nehru Award, Arya Bhatta Award.
• Dr. Abdul kalam, is praised as a welder of people and a
Gandhian Missile Man by R.K. Laxman, in his cartoon in
"Times of India."

• As a humanitarian and with his extreme simplicity, easy

access, he has become a National Hero. He loves Tamil poetry
and is interested in carnatic music. He has himself written
poems in Tamil. He adores his Gurus of MIT and cherishes his
education and training at MIT.

Dreams To Ignite Young Minds

India has to have vision to become a developed nation. A good

dream for our young people is the vision. Can we ignite our young
minds? These are the thoughts that frequently 'fire' the mind of
India's missile man-- this year (1998) Bharat Ratna awardee Dr.
A.P.J. Abdul Kalam.

In an interview to Science Express, the man who built biting

molars and awesome muscles into India's missile programme
outlined the vision he has of India of tomorrow. "Whenever there
is a goal, the dynamics of performance changes, Technology is the
economical strength of the nation", says soft-spoken Kalam.
"India has people of high calibre and intelligence. The only thing
required is more facilities in our labs, government funding and
good leadership in scientific areas." After a pause, he fires
another missile: "Most importantly, determined youngsters."

No wonder he advices the youth of the country to "dream, dream

and dream and convert these into thoughts and later into
actions."

Kalam's advice to the youngsters of the nation is to "think big" .

"We are a nation of a billion people and we must think like a
nation of a billion people. Only then can we become big."

Dr. Kalam's, Scientific Advisor to the Defence Minister and

Secretary, Defence Research and Development is the second
scientist to receive the Bharat Ratna, the highest civilian award,
after the late Dr. Homi Jehangir Baba.

36
 This genius attributes his success to his parents and the team
which worked relentlessly to achieve the goal.

Science, according to him, is a global phenomenon. He 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.

"This will lead to a highly beneficial economic and social progress

for the nation," says Kalam.

The man who said, "Friends, you now have the fire to torch the
Agni" turns out to be extremely shy. His love for the Bhagavad
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 Kalam-using missiles that maime and

kill to give a fresh hope to the disabled. In a U turn, Kalam has not
shied in using the technology behind fire-spewing missiles to
build artificial limbs and spring-like coils called stents to keep the
heart vessels open.

He is one of those scientists who aims at putting technology

created by him to multiple use. He used the light weight carbon-
carbon material designed for Agni to make calipers for the polio
affected. This carbon-carbon composite material reduced the
weight of the calipers to 400 grams (from its original weight of
4kgs.) Nizam's Institute of Medical Sciences (NIMS, Hyderabad)
was the birthplace for the defence technology spin offs from
Kalam's labs via the DRDL (Defence Research and Development
Laboratory), DMRL (Defence Metallurgical Research Lab) and the
RCI (Research Centre Imarat). "It was a great experience to see, in
the orthopaedic Department of NIMS, how the light weight caliper
could bring happiness to the polio affected", remembers Kalam.

Another important event that took place in Hyderabad is the

development of the Cardiac stent. Cardiac stents are used during
a Balloon Angioplasty. The clogged arteries are opened up using a
balloon and stents are inserted to prevent the vessels from
collapse.

37
"The stent developed by us costed much less (he is modest not to
say that the cost is less than half) than the ones imported,"
explains Kalam.

Kalam 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. "We are also working
on a cost-effective lighter substitute for the Jaipur foot," he adds.

He 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.

But personally, given a chance would he rather opt to use

technology solely for social purposes or continue with his missile
programmes? "If India has to become a developed nation it has to
have overall development. That includes the field of medicine,
defence technology and everything else," says Kalam in a matter-
of-fact tone.

Having rolled out sophisticated missiles at regular intervals,

Kalam is now striving to make the reusable missiles dream a
reality. Like 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 Nishant - the Remotely

Piloted Vehicle (RPV) or a one-time-use missile that can thumb its
nose at even sophisticated radars.

Many of Kalam's pet projects like the Integrated Guided Missile

Development Programme (IGMDP) and several other defence
ventures under his command, are poised for a quantum leap next
year.

According to a status report of major ongoing projects of the

Defence Research and Development Organisation (DRDO) headed
by Kalam, the development of the five indigenous missiles under
the IGMDP is progressing as per schedule.

"Agni" missile, the crown of the IGMDP, is being given top priority
and DRDO scientists have been able to indigenously produce
carbon-carbon composite material which could withstand

38
 temperatures upto 3500 degrees celsius during the flight of the
missile.

UNI quoting Defence Minisry sources said production of 150-Km

range "Prithvi" missile for the Army had already commenced and
two flight trials of the 250-Km range, Indian Air Force (IAF)
version, "Prithvi" had also been completed.

User trials of the other three missiles under the IGMDP - the 9 Km
short range low level quick reaction Trishul for the three services,
the 25Km medium range surface to air missile "Akash" with
multiple target handling capability, the third generation 4Km
range anti-tank "Nag" missile - were slated to commence next
year.

In many ways, the "Akash" missile is emerging as a key weapon

which is being developed by the DRDO as it employs ram rocket
propulsion to facilitate carrying of bigger pay loads.

'Akash' is the key in the sense that ram rocket technology is also
to be employed by India for the futuristic reusable missile
systems.

As far as the current status of India's ambitious Light Combat

Aircraft (LCA) was concerned, the second LCA was under
integration along with the simultaneous development of
technology demonstrator TD-1.

Several new technologies had been established with regard to the

LCA. They included carbon fibre composite structure, control law
for unstable aircraft, digital fly-by-wire control system and
advanced computing system.

The Kaveri engine had been developed and was undergoing

evaluation. Its integration with LCA was expected in early 1999.

No country can throttle India's missile programme despite

technology denial regimes, believes Kalam.

An 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."

Elaborating on his future plans, the senior most serving defence

scientist referred to the Technology Mission 2020 which proposes

39
 to change the national status from a developing one to a
developed one and involve 500 people from academia, industry
and government. He also spoke about working on a 10 year self-
reliance programme in defence technologies.

Kalam was born into a family of modest means in Rameshwaram,

a small town in TamilNadu. It was his father who wanted him to
take up science in the college. After graduating from St.Joseph
College, Tiruchirapalli, he joined the Madras Institute of
Technology (MIT) to specialise in Aeronautical Engg. This was
indeed his launching pad for this promising young man who was
destined to become the father of Indian missile programme. After
a brief stint in the Defence Research and Development
Organisation (DRDO), he joined the Indian Space Research
organisation (ISRO) in 1963. While at the Vikram Sarabhai Space
Centre, he developed the Satellite Launch Vehicle (SLV-3) which
put the Rohini Satellite into orbit.

He later re-entered DRDO at the Defence Research and

Development Laboratory (DRDL), Hyderabad, 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
Vikram Sarabhai Space Centre, Thiruvananthapuram and a
Hyderabad-based defence research laboratory, besides teachers
who collectively contributed in various ways towards this
achievement.

Dale Carnegie
Do the hard jobs first. The easy jobs will take care of themselves.

40
 Gail Sheehy
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.

Ray Kroc
The quality of a leader is reflected in the standards they set for
themselves.

Anna Eleanor Roosevelt

It is not fair to ask of others what you are unwilling to do yourself.

Rosalynn Carter
A leader takes people where they want to go. A great leader takes
people where they don't necessarily want to go, but ought to be.

Mother Teresa
Do not wait for leaders. Do it alone, person to person.

Mary D. Poole
Leadership should be more participative than directive, more
enabling than performing.

Indira Gandhi
My grandfather once told me that there were two kinds of people:
those who do the work and those who take the credit. He told me
to try to be in the first group. There is much less competition.

Rosemary Brown
Until all of us have made it, none of us have made it.

Anais Nin
Life shrinks or expands in proportion to one’s courage

-_______________________

100% of the shots you don't take don't go in.

~ Wayne Gretzky

________________________
'Would 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 Cat.
'I don't much care where --' said Alice.
'Then it doesn't matter which way you go,' said the Cat.

41
'--so long as I get somewhere,' Alice added as an
explanation.
~ Lewis Carroll, Alice's Adventures in Wonderland

_________________________
An eye for eye only ends up making the whole world blind.
~ M.K. Gandhi

_________________________
Whatever the mind can conceive and believe, the mind can
achieve.
~ Dr. Napoleon Hill

__________________________
Neither a lofty degree of intelligence nor imagination nor
both together go to the making of genius. Love, love, love,
that is the soul of genius.
~ Wolfgang Amadeus Mozart

___________________________
You can have everything in life that you want if you just give
enough other people what they want.
~ Zig Ziglar

_____________________________
Keep away from people who try to belittle your ambitions.
Small people always do that, but the really great make you
feel that you, too, can become great.
~ Mark Twain

Great works are performed, not by strength, but by

perseverance.
~ Samuel Johnson

_______________________________
I made this letter longer than usual because I lack the time
to make it short.
~ Blaise Pascal

_______________________________
Never worry about the size of your Christmas tree. In the
eyes of children, they are all 30 feet tall.
~ Larry Wilde, The Merry Book of Christmas

_______________________________

42
 Peace on earth will come to stay, When we live Christmas
every day.
~ Helen Steiner Rice

• Character: Be a piece of the rock

• Charisma: The first impression can seal the deal.
• Commitment: It seperates doers from dreamers
• Communication: without it you travel alone
• Competence: if you build it they will come
• Courage: one person with courage is a majority
• Discernment: put an end to unsolved mysteries
• Focus: the sharper it is, the sharper you are
• Generosity: your candle loses nothing when it lights another
• Initiative: you wont leave home without it
• Listening: to connect with their hearts use your ears

43
• Passion: take this life and love it
• Positive attitude: if you believe you can, you can
• Problem solving: you cant let your problems be a problem
• Relationships: if you get along they will go along
• Resposibility: if you wont carry the ball you wont lead the
team
• Security: competence never compensates for insecurity
• Self-discipline: the first person you lead is you
• Servanthood: to get ahead, put others first
Teachability: to keep leading, keep learning
• Vision: you can seize only what you can see.

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44
Visit hrmba.blogspot.com for more

45