The Art of War by Sun Tzu - Chapter 2

The Art of War by Sun Tzu - Documentary 2

With the Increasing Demand by readers who emailed me about uploading more videos about this Documentary, i have decided to cut back the few days Waiting Time and Let You Into the 2nd part of this Documentary.

The video is edited and crafted nicely to match the viewers' understanding and taste of The Art of War.

The 2nd Chapter revolves around the Introduction Part of The Art of War, with more Focus being placed on Our Mental Preparation and Openness to Accept their Tactical Strategies in Life!

Remember, our Management and Leadership Practices are also Influenced by some sense of Warfare, in Defending ourselves, Our Self-Interest and Progressing with Our Efforts with Our Teams!

The Art of War Part 2 - Our Mental Preparedness to Accept Our Roles

The Art of War by Sun Tzu - Introducion to Military & Corporate Warfare

The Art of War is perhaps the Most Sought-After Knowledge of the Modern Era

Tracing back from the Effectiveness of Tactical War Strategies from the iconic War-Strategist, Sun Tzu, the Art of War has been revolutionised in the modern human era, to guide businesses in their planning and implementation of strategies!

This video showcases the many Parts of the Art of War, with a clear introduction as a Preparation for businesses or individuals to practice these Principles!

The Art of War has been Debated by Business-Experts as of late, based on the Effectiveness of a Civilisation-old strategy, founded under the Imperial Ruling Age of China to actually Guide Businesses of the Modern Day.

However, no matter what the critics say, the Art of War still stands out in Preparing Business Executives or Businesses Managers on being More Prepared to face the Reality Harsh World!

This is Why You Should watch the Introduction and the Following Parts will be Introduced to you! Enjoy It and Understand It!

The Art of War - Part 1 'Introduction to Your Preparation'

Are You a Sales Person? Identify Your Traits of Being a Salesperson

Are you a Salesperson?

Check out this Video to find out! Also, this video explains Your:

• Definition of Selling!
• When do you Start Selling?
• Have you been Selling for all this time?
• Are you too Shy to Start Selling?
• How do you start Optimizing your Selling Skills?
• How to Sell the Hardest Item?

Golden Question:

• What is the Hardest Thing to Sell?
• What is the Easiest Thing to Sell?
• What Thing can you Sell Best?

Are you a Salesperson? Yes or No?

The Art of Winning Negotiations

People used to Ask Me:

In order to:

1) LEAD an Effective Team in Selling Anything - An Idea, A Proposal, A Tea-pot, A Car or even A Company - YOU NEED to Learn How to TALK

2) SELLing is only Effective when the Leader and the Team KNOW How to TALK - Persuasuive Talking, Influential Talks, Seminars, Conventions or even in a Classroom - YOU NEED to Learn How to SELL Effectively and Persuasively through your TALKs.

3) HOW Do You Talk? Well let me present to you - The Art of Negotiation!

The Art of Negotiation - Negotiating Your Way to Victory!



Note: In every Negotiation, the objective is to Achieve a Win-Win situation!

Sales Sales - LEAD in your Sales and Make Income Now!

The other day i was talking about 'How to Make Money' through Leadership...

I Got My Answer! Perhaps OUR Answer!

Sales! SALES! Sales!

No Matter it is Elephant Sales! Donkey Sales! Cosmetic Sales! Jewelry Sales! Car Sales! Pencil Sales!

The Best Way to Exercise Leadership is to LEAD in Sales! Lead your Team to Effectively SELL SELL SELL!

No matter what you DO these days, You Need Sales! You Need to Sell Yourself during Interviews and all.

So Try this Video, i am sure it would help you! so SALES SALES Sales! Starting Selling and Make Money!

SALES-Leadership

How to Make fast Cash? How to Make fast Money?

Can Leadership Really LEAD You to those Big Bucks?

I have been pondering this specific question myself. Usually, any Management Guru would stress on the importance of Cleverly Managing People and Care for Your People in order to Effectively Achieve Your Objectives for Any Task.

That is the Job for a Leader. However, How Do You Make that Fast Cash with Leadership? With the prevalent Iconic Names like Jack Welch, Bill Gates, Richard Branson and Steve Jobs, who have all Made their Millions by...

• - Being Effective Leaders
• - Being Iconic Leaders
• - Being Innovative Leaders

However, the Question Remainds Unanswered for us...

Aside from Striving to Become the Most Well-Known Leader in our Lives, HOPING to get catapulted into the CEO position of a Global Conglomerate...

How Can We Create that Dreamed Wealth through Leadership Alone?

Again, Leadership should not be Materialistic, But JUST HOW DO YOU? Any Ideas?

BIGGEST News to HIT dbriefcase's Knowledge Bank! The Secrets of Bill Gates' Leadership!

THE BIGGEST News Thus Far!

Find Out as the D'Corporate has just Found the Greatest Treasure (Arguably) of the Modern Human Leadership Concept!

--- Bill Gates' Leadership Traits! ---

Find Out, IF YOU have What It Takes To Be the World's Business or Community Tycoon, by Implementing THOSE Traits that Bill Gates himself Have Used to Propel him to the Top!

A NOT to be MISSED Segment! Exclusively on dbriefcase.blogspot.com

Please link this site & video content to your Contacts - dbriefcase.blogspot.com

As the Saying Goes: "The More You Give, The More You Gain"

World DOMINANCE Through the Eyes of Bill Gates

The Author - MY Style Unveiled Part 2

What Do I Do?

I am an Active Believer in these few Leadership Styles:

MY Leadership Style UNLOCKED:

• MOTIVATE & Explain the Unity of the Team towards Achieving This GOAL!
• Opens the floor for EVERYONE in a team to participate in the formulation of Plans for any Ventures.
• Authorization of POWER & INFLUENCE is Maintained ONLY through the Charismatic Presence & Trust built in the team.
• EVERYONE's ideas are HEARD & Taken Into SERIOUS Consideration - Brain-Storming Session with QUALITY.
• Discusses with Higher INFLUENTIAL or Portfolio Holders within the team to DECIDE on Determined RESULTS from the DISCUSSION.
• Presents the RESULTS from the Brain-Storming Session, Outlining the Pros and Cons and WHY Other Alternative Ideas proposed were Rejected under Good Terms.
• 2nd Time Revision - Welcoming Comments from participating TEAM.
• FINALIZE & DECIDE on a New Decision (If the situation occurs after MORE Relevant Feedbacks from the team).
• 2nd TIME Presentation on Decided Solutions or RESULTS (Any Objections from the team are Now BARRED).
• Motivate Team to Achieve a Common Goal AGAIN!

Example Text sourced from:
The 5th INTI International College Penang's Student Government, INTIMA Presidential Election, January 2008.

The Author - Revealed Part 1

Launching: The Author - Revealed Part 1 (Pilot-Episode)


I have received 'A Few' emails from anonymous tipsters from the readers in my blog (Most of them, my own close friends) questioning me about my Credibility in Blogging about Leadership & Innovation for the site?

Well, i have decided to post periodical posts, Unveiling More About the 'Michael Teoh' character in response to this blog. Here you, Readers will get a first-hand Look on What i have Done thoughout the Years.

The stories will be TOLD in continual Parts, each headlining a Tip which i Used during my Management Eras or Simply, to Let You Readers to Get to Know Me More!

Al Gore: Pick on New Level of LEADERSHIP - STOP Global Warming

I have just heard this review over at Youtube and this video, as i can say, should be fairly popular with the American people since it was televised on The Late Show with David Letterman.

Summary --- Al Gore touches on How Social Responsibility is now the Pinnacle of any Leadership Qualities for the Modern Era with Mega-Powers and Mega-Companies, focusing on ushering their corporate efforts to HELP SAVE the WORLD!

Go Al Gore! Leadership with GREEN Qualities!

Cancer! Cancer! But What Is Emotional Cancer?!

Cancer is a Killer! So Fear Cancer!

BUT

How Do You Handle Emotional Cancer? Is there such kind of thing? Well, perhaps this video will explain Everything to You



Learn How to Conquer Your FEARS, OBJECTIONS, OBSTACLES & BARRIERS to your

PERSONAL & PROFESSIONAL SUCCESS!

The Law of the Vital Few

The Law of the Vital Few




I was just watching this video and eventhough it is relatively SHORT, yet it is EFFECTIVE.

Learn How to Overcome Difficult Obstacles like:

• How to Work 1 Day 1 Week While Earning the Income of a Month?
• Passing the ACCA (Accounting Profession Examination) by only Focusing on 20% of the Content (!)
• How to Maximize a 100% Profit by Only Using 20% of Your Time While Utilising 80% of Your Total Workload?
• This video is a brief snapshot of the Law of the Vital Few. Check It Out.

Are Characteristics Determinant of Good Leadership?

Your scored Excellent Results in Examinations! You are a MBA Masters-Degree Holder in your Own Success! You are a Top Star Student in University or School! Are You the ONE Leader that Everyone is Keen to Work For?

Yes & No

Yes - Because it is Your Qualification that Motivates & Encourages your Team to Work with You.

No - Because If You Display the Wrong Characteristics, you are Doomed to High Team member Turn-Over, which in turn, Burns Your Morale & Resulting in Less Productivity.


Here are Some Inspirational yet Relevant Quotes for Your Understanding:

I've found that often, just when you think you've hit a wall,
you experience a breakthrough that takes you to
new heights in accomplishment.
--Stedman Graham

Ability may get you to the top--but it takes
character to keep you there.
--John Wooden

Expressions on Leadership

Timeless Expressions on Leadership

Truly Timeless Take a Deep Breath...---Turn off Any Music Interference
---Relax
And Reflect
--- Read & See how these Memorable, Legendary, Inspirational Quotes Reflect Your Life's Commitments?

For true success, ask yourself these four questions:
Why? Why not? Why not me? Why not now?
--James Allen

Success is the sum of small efforts,
repeated day in and day out.
--Robert Collier

How many opportunities have you missed because you were not aware of the possibilities that would occur if you applied a small amount of effort beyond what you normally do?
--Sam Parker

Best-Selling Author Releases Best-Selling Book Again!

The 21 Irrefutable Laws of Leadership - John C. Maxwell

Best-Selling Author & Book on Leadership Development!

Highly Recommended for Further Reading!



What defines a Leader? How do you Reflect the Image of a Leader? At times, you need to ask yourself, What Kind of Leader Do You Want To Be?

• A Noticed One?
• A Famous One?
• A Hated One?
• An Envied One?
• An Admired One?
• A Charismatic One?

---The List goes on and On. But One Thing is for Sure - Reading Books about How the Gurus have Interpreted the Best Leadership Practices May Be Something For You!

Why Go Through the Burden of Experiencing Different Types of Leadership Styles and Its Circumstances when YOU can Get the Best Pointers from Other Existing Experiences? Written on Book For Your Reading-Leisure!

13 Golden Rules of Leadership - Simply Legendary

Colin Powell's 13 Golden Rules of Leadership

And interesting Simple-Snap Guide for Youths or Corporate Newbies in the World today to LEAD, MOTIVATE and CONTROL One's Leadership Presence and Poise in Society.



As each Leader has their own Interpretation of 'Leadership and its Pinnacle Norms' Colin Powell presents a Set of Unique Attributes that Any One Leader can Follow.

Being a Leader is very Volatile in today's ever-changing Society, as One needs to Adapt to different Cultures, different Behaviours & different Demands presented by Various Kinds of People. This is a Good Video sponsored by Youtube and i do recommend highly that you Watch It!

--- D'Corporate

Example: Role-Playing 'Delegation'

Just How Do You Delegate Task?

The Steps in Delegation Recorded & Simulated for You. Have You Been Through this Process?



The stereotypical society always feel that 'Delegation' is another word for 'Getting Jobs Done by Others which Benefit Yourself or Your Goals.'

Ultimately, this is Quite True. However, Experienced and Great Leaders, Managers or Chiefs would also think of a Mutual Beneficial Path between the Planners (Himself or Herself) and the Do-ers (Them or His Teammates).

Delegation is Essential to Getting Jobs Done, and when Delegated Properly, It Can Potentially Improve:

• Productivity
• Outcomes or Results
• Work or Team Morale
• Strengthen Relationships
• Forge New Ideas from Others

So Are you Delegating Rightly lately? Stay Tuned for more References from --- D'Corporate

Virtual CEO Conversation - Series 3

Virtual CEO Conversation - Series 3

Nick Jacobs On Leadership: The Power of Delegation



Ever wondered that stereotype mentality describing Leadership as being something 'Tough, Challenging and Only Meant for those Born with It?'
Learn How to Delegate Effectively and Use the Efforts of Others to Create Mutual Understandings and Efforts to Achieve Goals

Sounds Easy? I myself have struggled with Delegations. It is always one of the Flaws of any 'Self-Nominated' Leader to appear in every scene of work, inspecting and doing the work until it meets his Standards or Expectations.

However...

Who Gets Tired from that? Who Gets Frustrated from the Workload of Being a Leader?

YOU

So take this chance to listen to Nick Jacob's Seminar about How YOU can Delegate Effectively while maintaining your Leadership Presence and Guide your Team

Virtual CEO Conversation - Series 2

Virtual CEO Conversation - Series 2

Nick Jacobs On Leadership: The Power of Goals

• How Powerful are Goals towards the Development of a Leader's Career
• How do You Set Achieavable and Effective Goals that Would GUIDE Your Life, Not CLOUD Your Life
• Just How Powerful Are Goals to Determine Your Life Successes

Virtual CEO Conversation - Series 1

Virtual CEO Conversation - Series 1

Nick Jacobs On Leadership - Unlimited Possibilities



Series 1 - Summary

- How to be an Outstanding Leader among your Peers
- How to Rise to the Top in an Already Crowded Atmosphere
- How to Lead when Others are Noticed before You

Have Your Questions Answered Here Today!

D'Corporate - Virtual CEO Conversation Launch

Hello Everyone!

Every week, you will be able to Witness, Experience & Share your Knowledge and Business Acumen with the Top Leaderships & Portfolios Holders in the Corporate World.

Listen to their Leadership Perspectives, their Outlooks on the Globalised Business World, Best Practices to Increase Productivity and MOST IMPORTANTLY, the Mentality & Attitude to Keep Them and their Companies Striving Forward at an Already Accelerated Competitive Market.

I hope you would have a Great Time listening to their Words of Wisdom and perhaps, Give you that Extra Edge in Leading your Organisation & Leading the Top Workforce.


Kind Regards,
D'Corporate

The Story from a Business Management Guru - Peter F. Drucker

My Life as a Knowledge Worker

The leading management thinker describes seven personal experiences that taught him how to grow, change, and age.

From: Inc. Magazine, February 1997 | By: Peter F. Drucker

---

Further Reading

The leading management thinker describes seven personal experiences that taught him how to grow, to change, and to age--without becoming a prisoner of the past

I was not yet 18 when, having finished high school, I left my native Vienna and went to Hamburg as a trainee in a cotton-export firm. My father was not very happy. Ours had been a family of civil servants, professors, lawyers, and physicians for a very long time. He therefore wanted me to be a full-time university student, but I was tired of being a schoolboy and wanted to go to work. To appease my father, but without any serious intention, I enrolled at Hamburg University in the law faculty. In those remote days--the year was 1927--one did not have to attend classes to be a perfectly proper university student. All one had to do to obtain a university degree was to pay a small annual fee and show up for an exam at the end of four years.

THE FIRST EXPERIENCE
Taught by Verdi

The work at the export firm was terribly boring, and I learned very little. Work began at 7:30 in the morning and was over at 4 in the afternoon on weekdays and at noon on Saturdays. So I had lots of free time. Once a week I went to the opera.

On one of those evenings I went to hear an opera by the great 19th-century Italian composer, Giuseppe Verdi--the last opera he wrote, Falstaff. It has now become one of Verdi's most popular operas, but it was rarely performed then. Both singers and audiences thought it too difficult. I was totally overwhelmed by it. Although I had heard a great many operas, I had never heard anything like that. I have never forgotten the impression that evening made on me.

When I made a study, I found that this opera, with its gaiety, its zest for life, and its incredible vitality, was written by a man of 80! To me 80 was an incredible age. Then I read what Verdi himself had written when he was asked why, at that age, when he was already a famous man and considered one of the foremost opera composers of his century, he had taken on the hard work of writing one more opera, and an exceedingly demanding one. "All my life as a musician," he wrote, "I have striven for perfection. It has always eluded me. I surely had an obligation to make one more try."

I have never forgotten those words--they made an indelible impression on me. When he was 18 Verdi was already a seasoned musician. I had no idea what I would become, except that I knew by that time that I was unlikely to be a success exporting cotton textiles. But I resolved that whatever my life's work would be, Verdi's words would be my lodestar. I resolved that if I ever reached an advanced age, I would not give up but would keep on. In the meantime I would strive for perfection, even though, as I well knew, it would surely always elude me.

THE SECOND EXPERIENCE
Taught by Phidias

It was at about this same time, and also in Hamburg during my stay as a trainee, that I read a story that conveyed to me what perfection means. It is a story of the greatest sculptor of ancient Greece, Phidias. He was commissioned around 440 b.c. to make the statues that to this day stand on the roof of the Parthenon, in Athens. They are considered among the greatest sculptures of the Western tradition, but when Phidias submitted his bill, the city accountant of Athens refused to pay it. "These statues," the accountant said, "stand on the roof of the temple, and on the highest hill in Athens. Nobody can see anything but their fronts. Yet you have charged us for sculpting them in the round--that is, for doing their back sides, which nobody can see."

"You are wrong," Phidias retorted. "The gods can see them." I read this, as I remember, shortly after I had listened to Falstaff, and it hit me hard. I have not always lived up to it. I have done many things that I hope the gods will not notice, but I have always known that one has to strive for perfection even if only the gods notice.

THE THIRD EXPERIENCE
Taught by Journalism

A few years later I moved to Frankfurt. I worked first as a trainee in a brokerage firm. Then, after the New York stock-market crash, in October 1929, when the brokerage firm went bankrupt, I was hired on my 20th birthday by Frankfurt's largest newspaper as a financial and foreign-affairs writer. I continued to be enrolled as a law student at the university because in those days one could easily transfer from one European university to any other. I still was not interested in the law, but I remembered the lessons of Verdi and of Phidias. A journalist has to write about many subjects, so I decided I had to know something about many subjects to be at least a competent journalist.

The newspaper I worked for came out in the afternoon. We began work at 6 in the morning and finished by a quarter past 2 in the afternoon, when the last edition went to press. So I began to force myself to study afternoons and evenings: international relations and international law; the history of social and legal institutions; finance; and so on. Gradually, I developed a system. I still adhere to it. Every three or four years I pick a new subject. It may be Japanese art; it may be economics. Three years of study are by no means enough to master a subject, but they are enough to understand it. So for more than 60 years I have kept on studying one subject at a time. That not only has given me a substantial fund of knowledge. It has also forced me to be open to new disciplines and new approaches and new methods--for every one of the subjects I have studied makes different assumptions and employs a different methodology.

THE FOURTH EXPERIENCE
Taught by an Editor-in-Chief

The next experience to report in this story of keeping myself intellectually alive and growing is something that was taught by an editor-in-chief, one of Europe's leading newspapermen. The editorial staff at the newspaper consisted of very young people. At age 22 I became one of the three assistant managing editors. The reason was not that I was particularly good. In fact, I never became a first-rate daily journalist. But in those years, around 1930, the people who should have held the kind of position I had--people age 35 or so--were not available in Europe. They had been killed in World War I. Even highly responsible positions had to be filled by young people like me.

The editor-in-chief, then around 50, took infinite pains to train and discipline his young crew. He discussed with each of us every week the work we had done. Twice a year, right after New Year's and then again before summer vacations began in June, we would spend a Saturday afternoon and all of Sunday discussing our work over the preceding six months. The editor would always start out with the things we had done well. Then he would proceed to the things we had tried to do well. Next he reviewed the things where we had not tried hard enough. And finally, he would subject us to a scathing critique of the things we had done badly or had failed to do. The last two hours of that session would then serve as a projection of our work for the next six months: What were the things on which we should concentrate? What were the things we should improve? What were the things each of us needed to learn? And a week later each of us was expected to submit to the editor-in-chief our new program of work and learning for the next six months. I tremendously enjoyed the sessions, but I forgot them as soon as I left the paper.

Almost 10 years later, after I had come to the United States, I remembered them. It was in the early 1940s, after I had become a senior professor, started my own consulting practice, and begun to publish major books. Since then I have set aside two weeks every summer in which to review my work during the preceding year, beginning with the things I did well but could or should have done better, down to the things I did poorly and the things I should have done but did not do. I decide what my priorities should be in my consulting work, in my writing, and in my teaching. I have never once truly lived up to the plan I make each August, but it has forced me to live up to Verdi's injunction to strive for perfection, even though "it has always eluded me" and still does.

THE FIFTH EXPERIENCE
Taught by a Senior Partner

My next learning experience came a few years after my experience on the newspaper. From Frankfurt I moved to London in 1933, first working as a securities analyst in a large insurance company and then, a year later, moving to a small but fast-growing private bank as an economist and the executive secretary to the three senior partners. One, the founder, was a man in his seventies; the two others were in their midthirties. At first I worked exclusively with the two younger men, but after I had been with the firm some three months or so, the founder called me into his office and said, "I didn't think much of you when you came here and still don't think much of you, but you are even more stupid than I thought you would be, and much more stupid than you have any right to be." Since the two younger partners had been praising me to the skies each day, I was dumbfounded.

And then the old gentlemen said, "I understand you did very good securities analysis at the insurance company. But if we had wanted you to do securities-analysis work, we would have left you where you were. You are now the executive secretary to the partners, yet you continue to do securities analysis. What should you be doing now, to be effective in your new job?" I was furious, but still I realized that the old man was right. I totally changed my behavior and my work. Since then, when I have a new assignment, I ask myself the question, "What do I need to do, now that I have a new assignment, to be effective?" Every time, it is something different. Discovering what it is requires concentration on the things that are crucial to the new challenge, the new job, the new task.

THE SIXTH EXPERIENCE
Taught by the Jesuits and the Calvinists

Quite a few years later, around 1945, after I had moved from England to the United States in 1937, I picked for my three-year study subject early modern European history, especially the 15th and 16th centuries. I found that two European institutions had become dominant forces in Europe: the Jesuit Order in the Catholic South and the Calvinist Church in the Protestant North. Both were founded independently in 1536. Both adopted the same learning discipline.

Whenever a Jesuit priest or a Calvinist pastor does anything of significance--making a key decision, for instance--he is expected to write down what results he anticipates. Nine months later he traces back from the actual results to those anticipations. That very soon shows him what he did well and what his strengths are. It also shows him what he has to learn and what habits he has to change. Finally, it shows him what he has no gift for and cannot do well. I have followed that method for myself now for 50 years. It brings out what one's strengths are--and that is the most important thing an individual can know about himself or herself. It brings out areas where improvement is needed and suggests what kind of improvement is needed. Finally, it brings out things an individual cannot do and therefore should not even try to do. To know one's strengths, to know how to improve them, and to know what one cannot do--they are the keys to continuous learning.

THE SEVENTH EXPERIENCE
Taught by Schumpeter

One more experience, and then I am through with the story of my personal development. At Christmas 1949, when I had just begun to teach management at New York University, my father, then 73 years old, came to visit us from California. Right after New Year's, on January 3, 1950, he and I went to visit an old friend of his, the famous economist Joseph Schumpeter. My father had already retired, but Schumpeter, then 66 and world famous, was still teaching at Harvard and was very active as the president of the American Economic Association.

In 1902 my father was a very young civil servant in the Austrian Ministry of Finance, but he also did some teaching in economics at the university. Thus he had come to know Schumpeter, who was then, at age 19, the most brilliant of the young students. Two more-different people are hard to imagine: Schumpeter was flamboyant, arrogant, abrasive, and vain; my father was quiet, the soul of courtesy, and modest to the point of being self-effacing. Still, the two became fast friends and remained fast friends.

By 1949 Schumpeter had become a very different person. In his last year of teaching at Harvard, he was at the peak of his fame. The two old men had a wonderful time together, reminiscing about the old days. Suddenly, my father asked with a chuckle, "Joseph, do you still talk about what you want to be remembered for?" Schumpeter broke out in loud laughter. For Schumpeter was notorious for having said, when he was 30 or so and had published the first two of his great economics books, that what he really wanted to be remembered for was having been "Europe's greatest lover of beautiful women and Europe's greatest horseman--and perhaps also the world's greatest economist." Schumpeter said, "Yes, this question is still important to me, but I now answer it differently. I want to be remembered as having been the teacher who converted half a dozen brilliant students into first-rate economists."

He must have seen an amazed look on my father's face, because he continued, "You know, Adolph, I have now reached the age where I know that being remembered for books and theories is not enough. One does not make a difference unless it is a difference in the lives of people." One reason my father had gone to see Schumpeter was that it was known that the economist was very sick and would not live long. Schumpeter died five days after we visited him.

I have never forgotten that conversation. I learned from it three things: First, one has to ask oneself what one wants to be remembered for. Second, that should change. It should change both with one's own maturity and with changes in the world. Finally, one thing worth being remembered for is the difference one makes in the lives of people.

I am telling this long story for a simple reason. All the people I know who have managed to remain effective during a long life have learned pretty much the same things I learned. That applies to effective business executives and to scholars, to top-ranking military people and to first-rate physicians, to teachers and to artists. Whenever I work with a person, I try to find out to what the individual attributes his or her success. I am invariably told stories that are remarkably like mine.

Adapted from Drucker on Asia: The Drucker-Nakauchi Dialogue , by Peter F. Drucker and Isao Nakauchi, copyright © 1996. Reprinted with permission of Butterworth Heinemann, a division of Reed Educational and Professional Publishing Ltd. All rights reserved. Peter F. Drucker is Clarke Professor of Social Science and Management at Claremont Graduate School, in California. He can be reached by fax at 909-626-7366.

Definition: Leadership from Tun Dr. Mahathir

Offering a few pointers

PUTRAJAYA: Aspiring leaders who resort to unethical ways and even violence should be rejected outright, says Tun Dr Mahathir Mohamad.

The former Prime Minister said anyone wanting to be a leader could try to acquire the right qualities but may not succeed.

»A leader must know how to make his ideas become reality« TUN DR MAHATHIR MOHAMAD

“How he handles his failure will demonstrate whether he really has the qualities,” Dr Mahathir told an undergraduate conference here yesterday.

“There are perhaps a 1,000 people in Malaysia with good leadership qualities but they are never going to make it simply because the circumstances are not propitious,” he said.

On the other hand, he said, there may be people with poor leadership qualities who may become leaders because leadership is thrust upon them.

The seven attributes of a good leader, Dr Mahathir said, were:

> A good leader may not be humble but at least he should not be boastful.

> He must be prepared to accept responsibilities but should not be too pushy and insistent on taking the lead.

> He should not seek to blame others for failures but to admit his own culpability. He should not point fingers or seek scapegoats.

> He should be modest and not seek praise and glory.

> He should know how to handle his followers as much as his superiors. He must be sensitive to the sensitivities of others.

> He should be willing to do what he expects others to do. He should uphold the slogan of leadership by example.

> He should be learned and more intelligent at least by comparison to the people he leads.

Dr Mahathir said a leader must know how to make his ideas become reality.

He said a leader must be aware of the needs and desires of his people, to evaluate them, to direct them in the proper direction, and to plan and execute together with his followers the objectives successfully.

He said the rise of great nations was invariably due to good leadership.

“When the leaders are incompetent, the countries would fall. The people may be the same, the background and the wealth and resources may be the same, but when leaders are incompetent or just plain bad, then great nations, even great empires can fall,” said Dr Mahathir, who was prime minister for 22 years. – Bernama

Source: http://www.thestar.com.my/news/story.asp?file=/2008/1/14/nation/19999516&sec=nation