Dr.Ahmed Nabil 1

How to be a great leader ?

Prepared by Dr. AHMED NABIL CEO LINKOPHARM

Dr.Ahmed Nabil 2

Remember

• When the team lose. the first thing they do they change the manager.

Dr.Ahmed Nabil 3

Management

“The essence of knowledge is, having it, to use it.”

Manager or leader

• We don’t need any more managers .• We need leaders.• So who is the leader?• Leader is an effective manager .• Who is the effective manager?

Dr. Ahmed Nabil 4

Dr.Ahmed Nabil 5

• “manage themselves and the people they work with so that both the organization and the people profit from their presence.”

“Effective managers,”

Dr.Ahmed Nabil 6

Sales Leadership, Sales Management, and Sales Supervision

Sales Leadership: The ability to influence others to achieve common goals for the collective good of the sales organization and company.Sales Management:Activities related to the planning, organizing, staffing, implementing, and controlling the sales function.

Dr.Ahmed Nabil 7

• People Who Feel Good About Themselves• Produce Good Results• “helping people to feel good about themselves• is a key to getting more done.”

• What does it take to win? • Have a positive attitude never let yourself be a

victim, and for goodness’ sake—have fun.

Remember

Dr.Ahmed Nabil 8

Leadership IT’S NOT JUST ABOUT YOU

• Before you are a leader, success is all about growing yourself.

• When you become a leader, success is all about growing others.

• But you cant grow others without growing yourself

Dr.Ahmed Nabil 9

Dr.Ahmed Nabil 10

RULE 1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach,

and build self-confidence. • There are lucky breaks and bad calls in any season,

but the team with the best players usually does win. And that is why, very simply, you need to invest the vast majority of your time and energy as a leader in three activities.

Dr.Ahmed Nabil 11

• 1-You have to evaluate—making sure the right people are in the right jobs, supporting and advancing those who are, and moving out those who are not.

• 2-You have to coach—guiding, critiquing, and helping people to improve their performance in every way.

• 3- And finally, you have to build self-confidence— pouring out encouragement, caring, and recognition. Self-confidence energizes, and it gives your people

• the courage to stretch, take risks, and achieve • beyond their dreams. It is the fuel of winning teams.

Dr.Ahmed Nabil 12

RULE 2. Leaders make sure people not only see the vision, they live and breathe it.

• Targets can t be so blurry they can’t be hit. ′• Your direction has to be so vivid that if you

randomly woke one of your employees in the middle of the night and asked him “Where are we going?” he could still answer in a half-asleep .

Dr.Ahmed Nabil 13

. 3-Leaders get into everyone’s skin, exuding positive energy and optimism.

• “The fish rots from the head.”• it describes the effect of a bad attitude at the top of any

team. • Eventually, everyone’s infected • An upbeat manager who goes through the day with a

positive outlook somehow ends up running a team or organization filled with ...well, upbeat people with positive outlooks.

• A pessimistic sourpuss somehow ends up with an unhappy tribe all his own.

• Unhappy tribes have a tough time winning .

Dr.Ahmed Nabil 14

• Of course, sometimes there are good reasons to be down. The economy is bad, competition is brutal whatever. Work can be hard.

• But your job as leader is to fight the gravitational pull of negativism.

• That doesn’t mean you sugarcoat the challenges your team faces.

• It does mean you display an energizing, can-do attitude about overcoming them.

• It means you get out of your office and into everyone’s skin, really caring about what they’re doing and how they’re faring as you take the hill together.

Dr.Ahmed Nabil 15

RULE 4. Leaders establish trust with candor, transparency, and credit.

• For some people, becoming a leader can be a real power trip. They relish the feeling of control over both people and information

• And so they keep secrets, reveal little of their thinking about people and their performance, and hoard what they know about the business and its future.

• Your people should always know where they stand in terms of their performance.

• They have to know how the business is doing. And sometimes the news is not good—such as imminent layoffs— and any normal person would rather avoid delivering it. But you have to fight the impulse to pad or diminish hard messages or you’ll pay with your team’s confidence and energy

Dr.Ahmed Nabil 16

RULE 5. Leaders have the courage to make unpopular decisions and gut calls. • there are times you have to make hard decisions—let people go.

Sometimes the hardest gut calls involve picking people. • You meet a candidate who has all the right stuff. His résumé is perfect:

prestigious schools and great experience. His interview is impressive: firm handshake, good eye contact, smart questions, and so on. But something nags at you. Maybe he’s moved around an awful lot—he’s just had too many jobs in too few years without enough explanation. Or his energy seems too frantic. Or one previous boss said nice things about him but didn’t sound as though he really meant them.

• And you’re left with that uh-oh feeling in your stomach again. Don’t hire the guy.

• You’ve been made a leader because you’ve seen more and been • right more times. • Listen to your gut. It’s telling you something.

Dr.Ahmed Nabil 17

RULE 6. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are

answered with action. • When you are an individual contributor, you try to have all

the answers. That’s your job—to be an expert, the best at what you do, maybe even the smartest person in the room.

• When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?” If you don’t make sure your questions and concerns are acted upon, it doesn’t count.

Dr.Ahmed Nabil 18

RULE 7. Leaders inspire risk taking and learning by setting the example.

• If you want your people to experiment and expand their minds, set the example yourself.

• “Learn from them. In the best-case scenario, all your people will be smarter than you.

• It doesn’t mean you can’t lead them.”

Dr.Ahmed Nabil 19

RULE 8. Leaders celebrate.

• Celebrate and have fun when the missions are accomplished.

• your job was about yourself. • Now, it’s about them.

Dr.Ahmed Nabil 20

Criteria of leaders

Dr.Ahmed Nabil 21

Dr.Ahmed Nabil 22

1- they are good navigators

• Predetermine a Course of Action. • Lay Out Your Goals. • Adjust Your Priorities. • Notify Key Personnel. • Allow Time for Acceptance. • Head into Action. • Expect Problems. • Always Point to the Successes. • Daily Review Your Planning.

Dr.Ahmed Nabil 23

2-LEADERS TOUCH A HEART BEFORE THEY ASK FOR A HAND

• YOU CAN’T MOVE PEOPLE TO ACTION UNLESS YOU FIRST MOVE THEM WITH EMOTION.

• THE HEART COMES BEFORE THE HEAD• “PEOPLE DON’T CARE HOW MUCH YOU KNOW UNTIL THEY

KNOW HOW MUCH YOU CARE,” • Don’t ever underestimate the importance of building relational

bridges between yourself and the people you lead. There’s an old saying:

• To lead yourself, use your head; • to lead others, use your heart.• That’s the nature of the Law of Connection. • Always touch a person’s heart before you ask him for a hand

Dr.Ahmed Nabil 24

3-Leaders show empathy

• Cognitive • Emotional• Support• Example: target

Dr.Ahmed Nabil 25

4-THE LAW OF BUY-IN PEOPLE BUY INTO THE LEADER, THEN THE VISION

• The leader finds the dream and then the people. The people find the leader, and then the dream.

• People buy into the leader first, then the leader’s vision.

• First you have to become a better leader; you must get your people to buy into you.

• That is the price you have to pay if you want your vision to have a chance of becoming a reality.

Dr.Ahmed Nabil 26

Dr.Ahmed Nabil 27

Gathering the team.There is no leader without followers.

Dr.Ahmed Nabil 28

Hiring WHAT WINNERS ARE MADE Of .

first who then what.• “What is the one thing you should ask in an

interview to help you decide whom to hire?” • Hiring good people is hard. • Hiring great people is brutally hard. • And yet nothing matters more in winning than

getting the right people on the field. All the clever strategies and advanced technologies in the world are nowhere near as effective without great people to put them to work.

Dr.Ahmed Nabil 29

Dr.Ahmed Nabil 30

The first test is for integrity.

• you need to rely on reputation and reference checks. But those aren’t foolproof. You also have to rely on your gut. Does the person seem real? Does he openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?

• Over time, many of us develop an instinct for integrity. Just don’t be afraid to use it.

Dr.Ahmed Nabil 31

The second test is for intelligence.

• Sometimes people confuse education with intelligence.

• smart people come from every kind of school

Dr.Ahmed Nabil 32

The third ticket to the game is maturity.

Dr.Ahmed Nabil 33

• You can, by the way, be mature at any age, and immature too. Regardless, there are certain traits that seem to indicate a person has grown up: the individual can withstand the heat, handle stress and setbacks, and, alternatively, when those wonderful moments arise, enjoy success with equal parts of joy and humility.

• Mature people respect the emotions of others. • They feel confident but are not arrogant. • In fact, mature people usually have a sense of humor,

especially about themselves! • As with integrity, there is no real test for maturity. • Again, you have to rely on reference checks, reputation,

and most important, gut.

Dr.Ahmed Nabil 34

The fourth is energy

• Positive energy.• Healthy and vital.• Bias to action.

Dr.Ahmed Nabil 35

Interview

Dr.Ahmed Nabil 36

1. How do you actually interview somebody for a job?

• That uh-oh feeling is usually a sign that the candidate is not what he seems

• At some point in the interview process, when it’s your turn, make sure you exaggerate the challenge of the open job; describe it on its worst day—hard, contentious, full of uncertainty. As you crank it up, see if the candidate keeps saying, “Yes, yes, yes!” If he does, you should worry that he has few other options, if any. You may even be his sole hope of employment.

Dr.Ahmed Nabil 37

• Finally, after all the talking is done, don’t check just the references the candidate gives you.

• Call around—but you know that. When you do, don’t allow the conversation to be perfunctory. Stop yourself from doing something natural—just hearing the good news you want to hear.

• Force yourself to challenge anything that sounds like lawyer-speak. Promise you won’t repeat what you hear. Doing that, you’ll get what I did more times than I can count: “You’ve got to be kidding! We were happy to get rid of that guy!”

Dr.Ahmed Nabil 38

What is the one thing you should ask in an interview to help you decide whom to hire?

• it would be about why the candidate left his previous job, and the one before that.

• Was it the environment? Was it the boss? Was it the team? What exactly made you leave? There is so much information in those answers. Keep digging and dig deep. Maybe the candidate just expects too much from a job or a company—he wants a boss who is entirely hands-off or teammates who always agree. Maybe he wants too much reward too fast. Or maybe she’s leaving her last job because she has just what you want: too much energy to be held back, so much ability to energize she wants to manage more people, too much edge for a namby-pamby employer, and such a strong ability to execute she needs more challenge.

Dr.Ahmed Nabil 39

• #1: When in doubt, don't hire-keep looking• . A huge part of our transition can be attributed to

our discipline in picking the right people."

"Always Looking for Great People."

Dr.Ahmed Nabil 40

Dr.Ahmed Nabil 41

Training

• Field training.• One on one.• Role play.• Demonstrate.• Materials (hard-soft)• Continuous process.• Lead by example.• No thing worse than keeping good players without

training.

Dr.Ahmed Nabil 42

• One minute manager.• 3 secrets

Dr.Ahmed Nabil 43

• “Once he has told me what needs to be done or we have agreed on what needs to be done, then each goal Is recorded on no more than a single page.

• insist that anyone be able to read it in a minute. • keep a copy and I keep a copy so everything • is clear and so we can both periodically check• the progress. • Everyone knows what is expected from the

beginning.”

The First Secret: One Minute Goals

Dr.Ahmed Nabil 44

• Sir, I have a problem. • he said, Good! That’s what you’ve been hired to solve.• Tell me, what your problem is— but put it in behavioral terms.

• What do you mean by behavioral terms? • “I mean, that I do not want to hear about only attitudes or feelings. • Tell me what is happening in observable, measurable terms.• “I described the problem the best I could.• “He said, That’s good,! Now tell me what you• would like to be happening in behavioral terms.• “I don’t know, I said.• “Then don’t waste my time, he snapped.• “If you can’t tell me what you’d like to be happening, • you don’t have a problem yet. You’re just complaining. • A problem only exists if there is a difference• between what is actually happening and what you desire to be

happening.

Dr.Ahmed Nabil 45

• “I could do B, I said.• “But if you do B, will what you want to happen really happen?• He countered again.• “No, I realized.• “Then, that’s also a bad solution, he said. What else can you

do?• “Maybe I could combine some of these solutions, I said.• “That sounds worth trying, he reacted.• “In fact, if I do A this week, B next week and C in two• weeks, I’ll have it solved. That’s fantastic.• Thanks so much. You solved my problem for me.• “He got very annoyed. • I did not, he interrupted, you• solved it yourself. I just asked you questions—questions

Dr.Ahmed Nabil 46

• you are able to ask yourself. Now get out of here and start

• solving your own problems on your time, not mine.• “I knew what he had done, of course.• He'd shown me how to solve problems so that I

could do it • on my own in the future.

• Goals Begin Behaviors Consequences Maintain Behaviors

Dr.Ahmed Nabil 47

How could you play in the dark

• most managers know what they want their people to do but they don’t make sure they understand it

•Don’t assume• the number one motivator of people is feedback on

results.• „Feedback is the Breakfast of Champions.‟• “each goal always has to be written down on a

single sheet of paper?”

Dr.Ahmed Nabil 48

One Minute Goals: Summary• One Minute Goal Setting is simply:• 1. Agree on your goals.• 2. See what good behavior looks like.• 3. Write out each of your goals on a single sheet of• paper using less than 250 words.• 4. Read and re-read each goal, which requires only a• minute or so each time you do it.• 5. Take a minute every once in a while out of your• day to look at your performance, and• 6. See whether or not your behavior matches your• Goal.

Dr.Ahmed Nabil 49

The Second Secret: One Minute Praising

• close contact‟?”• “First of all, observe activities very closely. • never seem to be very far away. • Secondly, keep detailed records of progress .• Help People Reach Their Full Potential Catch Them• Doing Something Right

Dr.Ahmed Nabil 50

• when the One Minute Manager catches you • doing something right?”• “That's when he gives you a One Minute Praising,”• he comes over and makes contact with you. • That often includes putting his hand on your shoulder or

briefly touching you in a friendly way.” • the more consistently successful your people are, the higher

you rise in the organization.‟

• “I don't have to wait for an annual performance review,• in training somebody to become a winner is to catch them• doing something right—in the beginning approximately• right and gradually moving them towards the desired• behavior.

Dr.Ahmed Nabil 51

• “Most managers wait until their people do something exactly right before they praise them.

• As a result, many people never get to• become high performers because their managers• concentrate on catching them doing things wrong• You leave a person alone,• expecting good performance from them, and when

you don't get it, you kill them.”

Dr.Ahmed Nabil 52

One Minute Praising: Summary• The One Minute Praising works well when you:• 1. Tell people up front that you are going to let them• know how they are doing.• 2. Praise people immediately.• 3. Tell people what they did right—be specific.• 4. Tell people how good you feel about what they• did right, and how it helps the organization and• the other people who work there.• 5. Stop for a moment of silence to let them “feel”• how good you feel.• 6. Encourage them to do more of the same.• 7. Shake hands or touch people in a way that makes• it clear that you support their success in the organization.

Dr.Ahmed Nabil 53

The Third Secret: One Minute Reprimands.

Dr.Ahmed Nabil 54

• “If you have been doing a job for some time • and you know how to do it well, • and you make a mistake, the One Minute Manager• is quick to respond.• “He looks me straight in the eye,” she continued,

“and tells me precisely what I did wrong. • Then he shares with silence• “Only about 30 seconds but sometimes it seems

forever to me,”

Dr.Ahmed Nabil 55

• “He looks me squarely in the eye and lets me know how competent he thinks I usually am.

• He makes sure I understand that the only reason • he is angry with me is that he has so much respect

for me. • He says he knows this is so unlike me. • He says how much he looks forward to• seeing me some other time, as long as I understand

that he does not welcome that same mistake again.”

Dr.Ahmed Nabil 56

• It is not appropriate to gunnysack or save up • negative feelings about someone's poor performance.• they charge in and „dump everything on the table.‟ • They tell people all the things they have done wrong

for the last few weeks or months or more.”• My purpose in a One Minute Reprimand is• to eliminate the behavior and keep the person.”• “So that's why you make the second half of the

reprimand• a praising,” the young man said. “Their behavior is not• OK. They are OK.”

Dr.Ahmed Nabil 57

• Don’t Be Nice ‟n‟ Tough be “Tough ‟n‟ Nice,”• If you are first tough on the behavior, • and then supportive of the person, it works.”• telling people what they did wrong; telling people

how you feel about it; and reminding people that they are valuable

• “you have to care enough to be tough. • very tough on the poor performance—but only on

the performance.• never tough on the person.”

Dr.Ahmed Nabil 58

One Minute Reprimands: Summary• The One Minute Reprimand works well when you:• 1. Tell people beforehand that you are going to let them• know how they are doing and in no uncertain terms.

• The first half of the reprimand:• 2. Reprimand people immediately.• 3. Tell people what they did wrong—be specific.• 4. Tell people how you feel about what they did wrong—• and in no uncertain terms.• 5. Stop for a few seconds of uncomfortable silence to let• them feel how you feel.

Dr.Ahmed Nabil 59

• the second half of the reprimand:• 6. Shake hands, or touch them in a way that lets

them know you are honestly on their side.• 7. Remind them how much you value them.• 8. Reaffirm that you think well of them but not of

their performance in this situation.• 9. Realize that when the reprimand is over, it's over.

Dr.Ahmed Nabil 60

firing

Dr.Ahmed Nabil 61

Parting Ways LETTING GO IS HARD TO DO.

• If you have the right people on the bus, the problem of how to motivate and manage people largely goes away

• The right people don't need to be tightly managed or fired up; they will be self-motivated by the inner drive

• to produce the best results and to be part of creating something great.

• if you have the wrong people, it doesn't matter whether you discover the right direction

• ; you still won't have a great group.• Great vision without great people is irrelevant.

Dr.Ahmed Nabil 62

Weather to be A or get off

• First • Make it absolutely clear that there would only be

seats for A players who were going to put forth an A+ effort, and if you weren't up for it,

• you had better get off the bus, and get off.

Dr.Ahmed Nabil 63

• The moment you feel the need to tightly manage someone, you've made a hiring mistake.

• The best people don't need to be managed. • Guided taught, led-yes. But not tightly managed. • When We have a wrong person on the bus and• Yet we wait, we delay, we try alternatives, we give a

third and fourth chance, we hope that the situation will improve, we invest time in trying to properly manage

• the person, we build little systems to compensate for his shortcomings, and so forth.

• But the situation doesn't improve.

#2: When you know you need to make a people change, act.

Dr.Ahmed Nabil 64

• When we go home, we find our energy diverted by thinking (or talking to our spouses) about that person

• Worse, all the time and energy we spend on that one person siphons energy away from developing

• and working with all the right people. • We continue to stumble along until the person• leaves on his own (to our great sense of relief) or we

finally act (also to our great sense of relief). • Meanwhile, our best people wonder, • "What took you so long?"

Do not wait too long.

Dr.Ahmed Nabil 65

• Two key questions can help.• First, if it were a hiring decision (rather than a

"should this person get off the bus?" decision), • would you hire the person again? • Second, if the person came to tell you that he or she

is leaving to pursue an exciting new opportunity,

• would you feel terribly disappointed or secretly relieved?

But how do you know when you know?

Dr.Ahmed Nabil 66

Reasons for firing.

• First, there are firings for integrity violations— stealing, lying, cheating, or any other form of ethical or legal breach.(instantly-let others know)

• ■ Then, there are layoffs due to economic downturns. • ■ Finally, there are firings for nonperformance. • guided by two principles:• no surprise and minimal humiliation. • Every employee who leaves goes on to represent your

company. For the next five, ten, or twenty years, they can bad-mouth or praise.

Dr.Ahmed Nabil 67

differentiation

• Employees (20-70-10)• Customers (A-B-C)• Products (profit-season-company policy).• Resources ( use it wisely)

Dr.Ahmed Nabil 68

Competitors

• Be granular—know what each competitor eats for breakfast.

• Head to head.• Head to tail.

Dr.Ahmed Nabil 69

customers• KOL• Never let profit center conflicts get in the way of doing what is right for the

customer.

• Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships.

• Always look for ways to make it easier to do business with us.• Sell by why not what

• Communicate daily with your customers. If they are talking to you, they can’t be talking to a competitor.

• Don’t promise what you cant afford .set time and deliver before it.• Exceed their expectation.• Don’t forget to say thank you.

Dr.Ahmed Nabil 70

Field management

• Knowledge (territory-customer-competitor)

Dr.Ahmed Nabil 71

Time management

• We can not manage time but we can only manage ourselves so it is all about self management.

• Action (logical or emotional)

Dr.Ahmed Nabil 72

Is it one dimension?

• Doing things faster.

Dr.Ahmed Nabil 73

Or it is tow dimensions?

Dr.Ahmed Nabil 74

Dr.Ahmed Nabil 75

Or it is three dimensions?

• Significance

• What can I do today that makes tomorrow better

Dr.Ahmed Nabil 76

• Goals • Plan• To do list•

• Delete • Delegate (MULTIPLY YOUR TIME)• Defer (for the right time) A.M OR P.M THU OR SAT• Do

• Focus On one task at the time. • Minimize destructions (FB-TEL)• Learn to say no.

Dr.Ahmed Nabil 77

BUSSINESS MEEETINGS

• AGENDA.• Review. • FOCUS.• ADD VALUE.• What is next ?• Find the supporters

Dr.Ahmed Nabil 78

Delegation

Dr.Ahmed Nabil 79

Dr.Ahmed Nabil 80

Dr.Ahmed Nabil 81

Dr.Ahmed Nabil 82

Dr.Ahmed Nabil 83

Dr.Ahmed Nabil 84

delegation

Dr.Ahmed Nabil 85

Dr.Ahmed Nabil 86

How to motivate your team?

• The answer is very simple.

• Do all the previous stuffs.

Dr.Ahmed Nabil 87

References

• Winning by Jack Welch.• Good to great by JIM COLLINS• One Minute Manager BY Kenneth Blanchard, Ph.D.

Spencer Johnson, M.D.• THE 21 IRREFUTABLE LAWS OF LEADERSHIP BY• JOHN C. MAXWELL

Dr.AHMED NABIL 88

ThanksDr. Ahmed NabilTel:01066677799

nobil1231@gmail.comAhmed Nabil

Slideshare.net/ahmednabil