People at board and top management typically believe that transforming a company from good to great requires an extreme personality, an egocentric chief to lead the corporate charge. But that’s not the case in 21st century management world, where the basic essence of management is more of human emotions and sentiments centric. The essential ingredient for taking a company to greatness is having a “Level 5” leader, an executive in whom extreme personal humility blends paradoxically with intense professional will. This session will focus on explaining the various aspects of leadership and its levels and will focus on the hardcore aspect of transformational leadership which not only focuses on ‘having jobs done’ and ‘having targets met’ but will transform an organization from ‘good’ to ‘great’. It involves explanation of difference between a manager and a leader and how leadership has become an essential element of modern managing function and what are the competencies relevant to leadership qualities. The core learning that will be transferred during this session is that a leader needs IQ and Technical Expertise for sure, but there is something more important if a leader needs to exercise Level 5 transformational leadership and that is EQ (Emotional Quotient). Various dimensions of EQ a Level 5 leaders should possess will be explained and focus will be put on how such EQ can be developed. The session ends with some strategic suggestions for exercise of Level 5 leadership for taking organization from ‘good’ to ‘great’.

3. Sohan Babu Khatri - Introduction
Professional Engagements:
• CEO – Three H Management Pvt. Ltd
• Director of Board – White Space Pvt. Ltd. (Threadpaints.com,
Butta.us)
Adjunct Faculty:
• Ace Insititute of Management
• Ace International Business School
• Global College International
Background:
• Bachelor’s of Civil Engineering (BE Civil) - Pulchowk Campus, Institute of Engineering,
Nepal
• Masters of Business Administration (MBA - Finance and Marketing), Bangalore University,
India
• Certified Financial Manager (CFM), Centre of Financial Management, Bangalore
• Licensed International Financial Analyst (LIFA) - Charter Holder – International Research
Association, Cambridge, Massachusetts

4. Learn | Consult | Research
"Leadership - The Transcendence"
Level 5 Leadership

8. L E A D E R S H I P
Leadership is the art of getting someone
else to do something you want done
because he wants to do it.
– Dwight D. Eisenhower

9. Leadership Theories
1. Great Man Theories
– Leaders are exceptional people, born with
innate qualities, destined to lead
2. Trait Theories
– Traits or qualities associated with leadership
3. Functional Theories
4. Behaviorists Theories
5. Situational / Contingency Leadership
6. Transformational Leadership

10. Transformational Leadership

13. Learn | Consult | Research
Four aspects of Organizational Leadership
1. Creates an inspiring vision of the future.
2. Motivates and inspires people to engage with
that vision.
3. Manages delivery of the vision.
4. Coaches and builds a team, so that it is more
effective at achieving the vision.

15. Learn | Consult | Research
LEADERSHIP COMPETENCIES
AT EXECUTIVE LEVEL

16. Entrepreneurship
External
Awareness
Vision and
Change

17. The 5 Levels of
Leadership

18. People who make it only to Level 1
may be bosses, but they are never
leaders. They have subordinates,
not team members.
Making the shift from Position to
Permission brings a person’s first
real step into leadership.
Production qualifies and separates true
leaders from people who merely occupy
leadership positions. Good leaders always
make things happen. They get results.
Good leaders on Level 4 invest their time,
energy, money, and thinking into growing
others as leaders.
Leadership at this high level lifts the entire
organization and creates an environment that
benefits everyone in it, contributing to their success.
Level 5 leaders often possess an influence that
transcends the organization and the industry the
leader works in.

20. Funneling Down to the CORE

21. IQ
Expertise
(Technical
Skills)
????

22. IQ Is OVER-RATED
Many have argued that IQ, or conventional
intelligence, is too narrow: some people are
academically brilliant yet socially and
interpersonally inept.

23. IQ and technical skills are
important, but emotional
intelligence is the
sine qua non of leadership.

24. If your emotional abilities aren’t in hand, if
you don’t have self-awareness, if you are
not able to manage your distressing
emotions, if you can’t have empathy and
have effective relationships, then no
matter how smart you are, you are not
going to get very far.
—Daniel Goleman

25. IQ
Expertise
(Technical
Skills)
Emotional
Intelligence
(EQ)

26. Findings
In his 1998 book, Working With Emotional
Intelligence, Donald Goleman suggests that some
of the reasons why people derail stem from a lack
of emotional intelligence.
Our research indicates the absence of emotional
intelligence is related to career derailment. Low
emotional intelligence scores are related to:
• Problems with Interpersonal Relationships
• Difficulty Changing or Adapting

27. Emotional Intelligence (EI)
• Emotional intelligence describes an ability,
capacity, skill, or self-perceived ability to
identify, assess, and manage the emotions of
one's self, of others, and of groups.
• An assortment of non-cognitive skills,
capabilities, and competencies that influence a
person’s ability to cope with environmental
demands and pressures
• Emotional intelligence (EI) refers to the ability
to perceive, control, and evaluate emotions.

28. EQ vs IQ

29. Dimensions of EI
Self Awareness
Self Regulation
Motivation
Empathy
Social Skills

31. Self-Awareness Emotional awareness:
Recognizing one’s emotions
and their effects.
Accurate self-assessment:
Knowing one’s strengths
and limits.
Self-confidence: Sureness
about one’s self-worth and
capabilities.

32. Self-Regulation Self-control: Managing disruptive
emotions and impulses.
Trustworthiness: Maintaining
standards of honesty and integrity.
Conscientiousness: Taking
responsibility for personal
performance.
Adaptability: Flexibility in handling
change.
Innovativeness: Being comfortable
with and open to novel ideas and new
information.

33. Self-Motivation Achievement drive: Striving to
improve or meet a standard of
excellence.
Commitment: Aligning with the goals
of the group or organization.
Initiative: Readiness to act on
opportunities.
Optimism: Persistence in pursuing
goals despite obstacles and
setbacks.

34. Social
Awareness
Empathy: Sensing others’ feelings
and perspective, and taking an
active interest in their concerns.
Service orientation: Anticipating,
recognizing, and meeting customers’
needs.
Developing others: Sensing what
others need in order to develop, and
bolstering their abilities.
Leveraging diversity: Cultivating
opportunities through diverse people.
Political awareness: Reading a
group’s emotional currents and power
relationships.

35. Social
Skills
Influence: Wielding effective tactics for persuasion.
Communication: Sending clear and convincing
messages.
Leadership: Inspiring and guiding groups and people.
Change catalyst: Initiating or managing change.
Conflict management: Negotiating and resolving
disagreements.
Building bonds: Nurturing instrumental relationships.
Collaboration and cooperation: Working with others
toward shared goals.
Team capabilities: Creating group synergy in
pursuing collective goals.

37. Higher levels of emotional intelligence are
associated with better performance in the following
areas:
• Participative Management
• Putting People at Ease
• Self-Awareness
• Balance Between Personal Life and Work
• Straightforwardness and Composure
• Building and Mending Relationships
• Doing Whatever it Takes
• Decisiveness
• Confronting Problem Employees
• Change Management

38. Learn | Consult | Research
Developing Emotional
Intelligence

39. Emotional Intelligence: Top Most
Priority and Committed Effort of
Top Management to Cultivate EI
among themselves and rest of
the organizational members

40. Ways
• Prioritize it in Strategic HR Management
• Prioritize it at the corporate level / top
management level
• Stretched Trainings
• Coaching Mode of Learning
• Organizational Mentoring
• Rapid but systematic Feedbacks and
Reflections as Organizational Culture

41. 1. Improve your self-awareness.
• Practice noticing how you feel throughout the day and the source
of your emotions. Recognize that emotions are fleeting and
mercurial and shouldn’t be the foundation of communication or
decision-making.
• Consider how your negative emotions (anger, jealously, frustration,
disengagement, etc.) may have impacted your boss, clients, and
co-workers in the past. Acknowledge the fallout and repercussions
of your behavior.
• Think about ways you can manage your emotions on the job so
you don’t have knee-jerk reactions or make inappropriate or off-
putting comments.
• Take an honest look at your own strengths and weaknesses. Look
at past performance reviews and ask for feedback from your boss
and others at your office whom you trust. Actively work on
improving your weak areas.

42. 2. Improve your self-regulation.
• Practice waiting a few hours or days before responding or making
a decision when a situation is emotionally-charged or difficult.
• Try to stay uninvolved in office politics, drama, or conflict. Don’t
allow your desire to be part of the group undermine your integrity
and professional behavior.
• Accept that uncertainty, frustrations, and disappointments are
simply part of any work environment. Rather than complaining or
acting out, brainstorm alternatives or solutions that might be
beneficial to you and your company. Present those ideas in a
professional and calm way.
• Find ways to release and manage stress outside of work through
exercise, meditation, talking with friends and family, and other
hobbies or interests. Don’t allow stress to compromise your EQ
and integrity.

43. 3. Improve your motivation.
• Identify what you love about your job and the bigger reason why
you find your job fulfilling. Even if there are parts of your job you
don’t like, focus your attention on what you do. Brainstorm ways to
spend more time focused on what inspires you, and speak with
your boss about ideas for facilitating this, as you’ll be more
effective on the job.
• Practice optimism in general. Although optimism is a trait one is
born with (or without), you can improve your level of optimism by
choosing to change your thoughts and words, even if you have to
fake it at first. Catch yourself speaking and thinking negatively and
consciously reframe your thoughts and words.
• Set inspiring goals for yourself and determine specific actions to
reach your goals. Reward yourself for every milestone and
accomplishment along the way.
• Recognize that everyone is more drawn to positive, energized,
and inspiring people. As you improve your motivation, you’ll see
that you get more attention from decision makers, clients, and
peers.

44. 4. Improve your ability to show
empathy.
• Consciously try to view situations from the other person’s point of
view. This is particularly important in conflict situations that can
easily create a stalemate. Recognize that we’re all working from
the knowledge and experiences we have — rather than judging the
person as right or wrong or good or bad.
• In addition to looking at the person’s point of view, actually validate
it. Let them know you understand where they’re coming from and
that their perspective has merit.
• Examine your own attitude and motives. Do you just want to be
right, to prove a point or win the argument, or are you truly
interested in the best outcome or solution, even if it’s not yours?
• Practice active listening and reflect back what the other person is
saying, so it’s clear you both understand what’s being
communicated. When people feel heard, they tend to be more
willing to cooperate and compromise.
• Practice the Golden Rule — treat others the way you want to be
treated in all situations.

45. 5. Improve your social skills.
• One of the best ways to improve social skills is by becoming an effective
communicator. Learn to listen carefully, ask good questions, and be clear
and accurate in providing information. Be sure your writing skills are
sharp and that you use a proper and professional tone when writing.
• Learn the elegant art of persuasion. Persuasion involves making real
connections with people based on your passion, as well as solid
knowledge and sound reasoning for your point of view.
• Become the go-to person who finds solutions and resolves conflict.
When you have integrity, you’re even-handed and calm, and you’re
committed to finding the best and right outcome, people will begin to see
you as essential and knowledgeable.
• Understand the person you’re talking to. You can’t have a one-size-fits-all
approach to interacting with everyone in the workplace. You need to
know how to finesse and tailor an interaction to the person involved,
based on their personality, cultural orientation, and position in the
company.

46. Learn | Consult | Research
18 Behaviors of Emotionally
Intelligent People

47. 1. You have a robust emotional vocabulary
2. You’re curious about people
3. You embrace change
4. You know your strengths and weaknesses
5. You’re a good judge of character
6. You are difficult to offend
7. You know how to say no (to yourself and others)
8. You let go of mistakes
9. You give and expect nothing in return
10. You don’t hold grudges
11. You neutralize toxic people
12. You don’t seek perfection
13. You appreciate what you have
14. You disconnect
15. You limit your caffeine intake
16. You get enough sleep
17. You stop negative self-talk in its tracks
18. You won’t let anyone limit your joy

49. Learn | Consult | Research
Organization and Level 5 Leadership

50. Good
Organization
To
GREAT
Organization

51. Personal
Humility
Professional
Will
Level 5
Leader
Demonstrates a compelling modesty, shunning public adulation;
never boastful. Acts with quiet, calm determination; relies principally
on inspired standards, not inspiring charisma, to motivate. Channels
ambition into the company, not the self; sets up successors for even
more greatness in the next generation. Looks in the mirror, not out
the window, to apportion responsibility for poor results, never
blaming other people, external factors, or bad luck.
Creates superb results, a clear catalyst in the transition from good
to great. Demonstrates an unwavering resolve to do whatever
must be done to produce the best long-term results, no matter
how difficult. Sets the standard of building an enduring great
company; will settle for nothing less. Looks out the window, not in
the mirror, to apportion credit for the success of the company—to
other people, external factors, and good luck.

52. Level 5 Leadership
First
WHO ?
• Make sure they have the right people on
the bus, the wrong people off the bus,
and the right people in the key seats
Then
WHAT ?
• Figure out
where to drive
the bus

53. The Stockdale Paradox

54. The Hedgehog Concept

55. Hedgehog like Understanding

56. Level 5 Leader = Hedgehog
What you can
be the best in
the world at
What you
are deeply
passionate
about
What best
drives your
economic or
resource
engine.

57. Culture of Discipline
Disciplined
People
Disciplined
Thought
Culture of
Discipline
Disciplined
Action
You Don’t Need Hierarchy
You Don’t Need
Bureaucracy
You Don’t Need
Excessive
Controls

58. Learn | Consult | Research
THE END