Professor M. S. Rao’s Vision 2030: One Million Global Leaders

© 2015 MSR Leadership Consultants India. All Rights Reserved. This is a nonprofit blog to share Professor M.S.Rao’s passion and vision to build one million students as global leaders by 2030. The use of this material is free provided copyright is acknowledged and reference or link is made to the Blog http://professormsraovision2030.blogspot.in. This material may not be sold, or published in any form, or used in the provision of business services to a third party without permission.

Sunday, 14 June 2015

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Wednesday, 10 June 2015

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Tuesday, 9 June 2015

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Monday, 8 June 2015

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Sunday, 7 June 2015

“How to Handle ‘Helicopter Bosses’ Carefully?” ―Professor M.S.Rao

“A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting.” ―Russell H. Ewing

Beverly Kaye said, “People don’t leave companies, they leave bad bosses.” Additionally, employees don’t appreciate working under ‘helicopter bosses’. ‘Helicopter bosses’ are the superiors and supervisors who micromanage their employees and are control freaks. They often interfere into the tasks of their employees and chase them to execute tasks. They don’t trust their employees’ capabilities and competencies. They don’t encourage creativity and innovation in employees. As a result, employees’ productivity and performance falls and also their morale. Their intentions may be good but their actions are bad. They often suffer from stress and burnt out.

Currently employees don’t like to work under bosses. They don’t even appreciate working under leaders. In contrast, they appreciate working with leaders who offer challenging opportunities to unlock their potential and creativity. As there are a plenty of career opportunities everywhere for capable and hard working employees, they prefer to work with partners who are leaders. Ken Blanchard rightly remarked, “In the past a leader was a boss. Today's leaders must be partners with their people... they no longer can lead solely based on positional power.”

There are many advantages if bosses get out of ‘helicopter bosses’ mindset to excel as leaders. They don’t have to spoon-feed their employees. They can delegate their tasks that encourage employees to unlock their potential to perform well. They can empower their employees to grow them as leaders. They can also encourage their employees to explore and experiment to earn their respect. Above all, they can build leadership pipeline and next generation leaders.

Handle ‘Helicopter Bosses’ Carefully

Be careful to handle helicopter bosses. Be diplomatic and assertive. You must stay ahead of the game. Maintain safe distance from them to avoid excessive interference. Inform them that you lose concentration due to their constant presence. Avoid discussing your personal issues with them. Strictly stick to the professional relations. Fire them, if they cross the line.

To conclude, it is neither good for ‘helicopter bosses’ nor for their employees. ‘Helicopter bosses’ must learn that too much of anything is bad for them and for their employees. Hence, they must reinvent with the changing times and expectations of employees to evolve as true leaders who care for their employees.

“The best leader is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” ―Theodore Roosevelt

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Life is great!

Professor M.S.Rao, India

Founder of MSR Leadership Consultants India

Listed in Marquis Who's Who in the World in 2013

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This is a nonprofit blog to share Professor M.S.Rao’s passion and vision to build one million students as global leaders by 2030. Please don't cut articles from my blog and redistribute by email or post to the web. The use of this material is free provided copyright is acknowledged and reference or link is made to the Blog http://professormsraovision2030.blogspot.in. This material may not be sold, or published in any form, or used in the provision of business services to a third party without permission.

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Saturday, 6 June 2015

“Is Kalvakuntla Chandrasekhar Rao (KCR), Chief Minister of Telangana State a Hard or a Soft Leader?” ―Professor M.S.Rao

“First they ignore you, then they laugh at you, then they fight you, then you win.” ―Mahatma Gandhi

Most people know about KCR as the first chief minister of Telangana State and as a successful politician and orator. There are many unknown facts about him. Here are some of them:

He is a voracious reader who read many books. He has a library with a huge collection of books. In fact, voracious readers are often good leaders. He read lots of books on various movements, collected research reports and created a vision to acquire statehood for Telangana. Telangana statehood is possible because of his indomitable spirit.
He is a philanthropist. He funded meritorious students who cannot afford education. He encourages education as the first priority.
People often talk about his acerbic tongue but he is tender at heart. He appears to be tough externally but soft at heart. He is a humanist.
He knows the pulse of the people. He knows how to make heroes out of people. He has a broad vision, mission and above all, a passion for people.

No leader is entirely good and no leader is entirely bad as every leader has his/her strengths and weaknesses. To conclude, KCR is a visionary leader who is a blend of both hard and soft leadership. He is a symbol of hope and inspiration for many people in the new state. He proved that everything is possible in this world. The people of Telangana are very proud of his leadership. He must check his acerbic tongue and carry all communities by building trust and confidence to stand out as an outstanding leader.

I wish him good luck!

"All of the great achievers of the past have been visionary figures; they were men and women who projected into the future. They thought of what could be, rather than what already was, and then they moved themselves into action to bring these things into fruition." —Bob Proctor