An amazing way to lead the world.

1. Term Project
Final Presentation Topic
21st
Century
Business Leadership
Name: Muhammad Asif Khan
Student ID: MB-2-05-51271
Semester: Fall 2016
Campus: PAF-KIET (City Campus)
Course Name: Public Speaking (English -II)
Course ID: 94189
Course Instructor: Miss Yusra Asad

2. Do you recognize them, who are they?

3. These are the business leaders of the preceding
Century.
Serve to Lead is a manual for 21st century business
leadership effectiveness.
It includes a working definition of 21st century leadership, as well as a comparison between
21st century leadership with 20th century leadership.
Heading up a successful company today is a lot different than it was 50 years ago. What skills
do you need to lead your business to success--not just today but also in the future?
As an entrepreneur, leadership is the most important part of your job. But in a constantly
changing business climate, you can't model yourself on leadership archetype from the past
and expect to meet the challenges of today's workplace.
Serve to Lead- The Key Questions of 21st Century Leadership
Serve to Lead is a system. It provides a down-to-earth, actionable approach by which you can
effectively bring your values and talents to fruition, serving others effectively in your work
and life.
And, in the doing, you’ll increase your personal fulfillment through vitalized relationships.
Serve to Lead urges that you apply four questions to interpret and navigate through ongoing
experience:
 Who Are You Serving?
 How Can You BestServe?
 Are You Making Your Unique Contribution?
 Are You Improving Every Day?
With these four questions, you can find your calling, that place where your capacities
combine to meet the world’s need.
No matter how complex, every question of leadership can be analyzed from this foundation.
So, too every question of management or communication (these capacities are, perhaps, best
understood as functions of leadership).
So it is necessary to know, what are the traits the
21st century leader needs to succeed?

4. Some of the factors that make a great leader haven't really changed. The abilities to innovate
execute and are a strong role model for your staff will always be essential. But in addition to
these qualities, a new leadership style is emerging, with skills uniquely tailored for success in
today's environment.
Today's successful business leader is decisive, insightful and constantly challenging
company conventions to keepideas flowing, says management consultant Mark Stevens,
author of Your Management Sucks.
This Enlightened Warrior is the model of the 21st century leader.
Enlightened, Stevens says, in the sense that a modern leader identifies opportunities before
the competition, taking in information from all sides to spot possible new directions.
The warrior side symbolizes a passion for achieving a goal and also a willingness to go on the
attack--against the competition, and against weaknesses in yourself and the organization.
Several new factors in the current business environment demand this kind of creative
thinking, leadership experts say. One is the increasingly rapid pace of technological change,
which opens up new possibilities for nearly every business.
Being a 21st Century Business Leader
When you think of a leader, some traits that come to mind are:
 Strength,
 Decisiveness, and
 Passion.
Exhibiting all of these traits is critical, but in addition to these qualities there is a new set of
skills that are required for success in today’s business world.
The 21st century business world is fast-paced, information-driven, and technological. At the
current pace, today’s leaders need to constantly evolve and adapt to problems as they arise.
It’s not just about being decisive; it’s about making a compelling decision in minutes. Using
the recent global economic downturn as a prime example, business leaders needed to seek
new solutions, fast, and confront threats to their businesses head-on.
Be a 21st century leader and climb the corporate ladder you must
possess the following characteristics.
Adaptability:
Adaptability to the ever-changing marketplace is a characteristic that will help 21st century
business leaders thrive. The ability to innovate and execute is essential, but without
adaptability, your business will fall behind in our rapidly evolving world. Exploring creative
solutions to challenges is fundamental in the 21st century business world because businesses

5. constantly face trade-offs. A successful leader will be adaptable by being open-minded and
bringing in new perspectives to confront new business challenges.
Self-Awareness:
Before leaders can tackle the challenges at their organizations, they have to look in the
mirror, says Ken Blanchard, co-author of the management classic The One Minute Manager,
and more recently author of Leading at a Higher Level.
"The journey of leadership is first taking a look at yourself,"
He explains.
"Then you're ready to deal one-on-one, then you can take over a team, and then an
organization."
Leaders need to look within and root out negative patterns. Gilburg says two types are
common today:
Autocrats who like to make big decisions but don't take responsibility for fulfilling
their goals, and
Abdicrats who shift key decisions onto others when they should be leading. "It's not
about the tools and techniques," he says. "It's about the user of the tools."
Once you've assessed your leadership strengths, you can play to those, work on improving
weak areas, or hire people whose strengths will complement your own.
Accurate Foresight:
Accurate foresight is another essential trait for 21st century business leaders. You need to
have a clear vision of whom you are, your business goals, and where you see you and your
business develop. Many leaders spend their days dreaming about the future without taking
initiative. Articulate a compelling future vision, develop an operations strategy, and execute
that strategy. As a part of the aforementioned adaptability trait, reevaluate your strategy from
time to time so it stays current with the changing times in which we live.
Have an articulated vision of your goals and you will finish first, a 21st century business
leader is decisive, flexible, and has an articulated vision that they are willing to execute. But
most importantly, leaders need to have the ability to inspire trust.
Inspiring trust:
Inspiring trust is critical because your vision will not move forward without the trust from
your investors and co-workers. Investors won’t want to take a risk on your venture unless
they are convinced about your vision, and co-workers will not recognize you as their leader
unless they trust you. You have to make ethical and moral business decisions and you will
become a successful 21st century business leader.

6. In the 21st century the most successful leaders will focus on sustaining superior performance
by aligning people around mission and values and empowering leaders at all levels, while
concentrating on serving customers and collaborating throughout the organization.
Aligning:
The leader’s most difficult task is to align people around the organization’s mission and
shared values, which is far more challenging than making short-term numbers. Gaining
alignment is especially difficult in far-flung global organizations where local employees may
be more loyal to native cultures than their employers, especially regarding business practices.
Traditional leaders thought they could solve this problem with rulebooks, training programs
and compliance systems, and were shocked when people deviated. Aligned employees
commit to the mission and values of the organization, and want to be part of something
greater than them.
Johnson & Johnson is a classic case of an aligned organization that uses its famed Credo to
guide global employees in their actions.
Empowering:
Hierarchical leaders delegate limited amounts of power in order to retain control. In contrast,
21st century leaders empower leaders at all levels, combined with sophisticated
accountability systems to ensure commitments are met.
Serving:
As Polman points out, the leader’s first obligation is not to shareholders, but rather to
customers. CEOs who spend too much time listening to Wall Street risk ignoring their most
important stakeholder — their customers.
Any organization that doesn’t provide its customers with superior value relative to
competitors will find itself going out of business. Employees are much more motivated by
serving customers than they are by getting stock prices up, and that’s what leads to
innovation and superior customer service.
Satisfied customers and motivated employees are keys to sustaining revenue growth and,
ultimately, shareholder’s value.
Collaborating:
The challenges businesses face these days are too complex to be solved by individuals or
even single organizations. Collaboration — within the organization and with customers,
suppliers, and even competitors — is required to achieve lasting solutions. Leaders must
foster this collaborative spirit, eliminating internal politics and focusing on internal
cooperation.
After becoming CEO of IBM, Sam Palmisano transformed IBM’s long-standing bureaucracy
into an “integrated global network,” shifting to “leading by values” and breaking down
silos that kept people from collaborating.

7. The ultimate measure of effectiveness for leaders is the ability to sustain superior results over
an extended period of time. Organizations filled with aligned, empowered and collaborative
employees focused on serving customers will outperform hierarchical organizations every
time. Top-down leaders may achieve near-term results, but only authentic leaders can
galvanize the entire organization to sustain long-term performance.
21st
century business leaders need to rebuild the trust that has been lost in
capitalism.
Some Things still don’t Change…….
There are some basic skills leaders have always needed. The only difference is that now these
skills are even more crucial. A few key classics:
Walk the Walk:
If you're not staying late to make the big project deadline, employees won't either, says Evan
Wittenberg, director of the Wharton Graduate Leadership Program at the University of
Pennsylvania in Philadelphia.
The ethical standards you model will be picked up by employees, he notes.
"You've got to lead the organization in a way you'd want others to emulate when you're
not around."
Innovate:
Too few leaders are creating organizations designed to encourage innovation, says Lepsinger.
If there isn't a system in place to share new ideas and move those ideas along to become
salable products, innovation will be stifled. He says,
"You need to get everyone trained to think out of the box and be creative."
Execute, Execute, Execute:
One of the biggest leadership gaps these days is between vision and execution, says
Lepsinger. Too many leaders spend their days dreaming about the big picture, while research
shows more than half of workers despair of being able to execute on the boss' sweeping
vision.

8. Some New Attitudes…….
A hands-off leadership style worked at A&A Optical Co. when the Dallas eyewear-
distribution firm was small. But when second-generation owner and longtime salesman
Robert Liener, 46, steered the company into a rapid-growth phase, he had to rewrite his
leadership script.
As the 35-year-old company climbed from $2.6 million to $8 million in sales over the past
four years, employees grew increasingly confused about their roles. When an aggressive sales
manager began filling the leadership vacuum and workers started viewing him as the
company's leader, Liener knew things needed to change. His fixes:
Go higher profile:
Liener realized that employees wanted more direction from him, so he stepped up his
leadership role, overcoming his fears of offending some with his views. Communication used
to be sporadic; now he makes sure to contact every employee several times a month,
encouraging their feedback. He says:
"I was getting behind the scenes too much,"
"Once I started giving direction and sharing the vision, the productivity level of every
person rose dramatically."
Define Expectations:
When A&A had a dozen employees, roles could be loosely defined. When the count jumped
to 60, confusion set in, so Liener worked with Dallas consultant Janeé Harrell of Amplyfi
Consulting to define job parameters. Identifying employee strengths also led to several
reassignments. Says Liener, "Now everyone knows who to report to and has a detailed job
description of their responsibilities and accountabilities."
Eliminate Rivals:
Liener realized his sales manager, though effective in some areas, had to go because of the
challenge the employee posed to his own leadership efforts.
Keep learning:
Liener sees developing his leadership potential as an ongoing task. He says,
"Not a day goes by when I'm not learning how to manage people, grow people and
develop the organization."

9. Now let’s find out, who they are and their cause of fame.
Sam Walton, Co Founder of Wall Mart
Jack Welch former CEO of General Electric
Warren Buffet, CEO of Berkshire Hathaway
Name: Samuel Moore Walton
Date of Birth: March 29, 1918
Place: Kingfisher, Oklahoma, USA
Nationality: American
Alma Mater: University of Missouri, 1940
Occupation: Founder of Wal Mart and
Sam’s Club
Net Worth: US$ 4.6 Billion (At the time of
death)
Died: April 05, 1992 (Aged 74 years)
Name: John Francis Welch, Jr.
Date of Birth: November 19, 1935
Place: Peabody, Massachusetts
Alma Mater: University of
Massachusetts Amherst,
University of Illinois
Occupation: Chairman & CEO Of
General Electric
Net Worth: US$ 750 Million (2012)
Name: Warren Edward Buffet
Date of Birth: August 30, 1930
Place: Omaha, Nebraska, USA
Alma Mater: University of
Pennsylvania, University
of Nebraska-Lincoln
Columbia University
Occupation: Chairman & CEO Of
Berkshire
Net Worth: US$ 66.4 Billion (August
2016)

10. Lee Lacocca, Former CEO of Chrysler
Johan Reed, Former CEO of Citigroup
Name: Lido Anthony Lacocca
Born: October 15, 1924
Place: Allentown Pennsylvania,
USA
Nationality: American
Alma Mater: Lehigh University
Occupation: Businessman, Former
Chrysler Chairman,
Former Ford President
Name: John Shepard Reed
Born: 1939
Place: Chicago, Illinois, USA
Alma Mater: MIT Solan School of
Management-1965
Occupation: Founder & CEO of
Citigroup