1. Some Impressionistic takes from the book
Ravi Chaudhry’s
“Quest for Exceptional Leadership- Mirage to Reality”
by Ramki
ramaddster@gmail.com

2. Foreword from G.M.Rao
This book is remarkable in its depth of research and breadth of vision,
convincingly articulating why corporate objectives can no longer
disregard society’s interests and why exceptional leadership
comprising of wholeness, compassion & transparency can deliver
enduring results for an organization in the long run. In GMR group ,
we are making a journey towards building an institution in perpetuity
in which, I am convinced, such leadership qualities will be essential in
a rapidly changing world. I thought of sharing this valuable learning
with you, through this precision book

3. About Ravi Chaudhry
Ravi Chaudhry is the founder Chairman of CeNext Consulting and
Investment Pvt Ltd., New Delhi, a firm that provides strategic advisory
services to CEOs and corporate boards on global competitiveness and
international growth, and to governments on issues related to investment
promotion and development strategies. He has served on the boards of
several companies and organizations, lectures widely, and is deeply
committed to improving the standards of corporate governance and social
responsibility worldwide. He lives in New Delhi, India.

4. Prelude
Quest for Exceptional Leadership: Mirage to Reality outlines the emergence of a new fifth
phase of human enterprise that is redefining the criteria of success as well as re-configuring the
routes to success. The author analyses the changing paradigms and provides a down-to-earth,
realistic blueprint to acquire the relevant leadership traits. Corporations do not have the option to
wait; they have to re-align themselves with the new reality – now.
Based on substantial research and analysis, the book is full of path-breaking innovative concepts
such as:
 ‘Seven Prime Realities’ that adversely impact our businesses and lives.
 ‘Seven Allies to Catalyze Change’ that can augment social consciousness in business.
 ‘Four Quadrant Matrix’ to make the right choice, every time.
 ‘Five Circles of Leadership Attitudes’ to assess where you are
The journey from ‘Base Camp Leadership Traits’, to summit of Exceptional Leadership
The author makes a compelling case that those who embrace the new realism will achieve
sustained profitability for their companies and ‘Triple Top Line’ of joy, peace, and contentment in
their personal lives.
The book would inspire every CEO and every aspiring CEO to map out his or her own personal
path to becoming an exceptional leader. It is a pioneering endeavor to bring the CEO’s personal
value system into mainstream dialogue and to convince why corporate objectives can no longer
disregard society’s interests. Happy Reading

5. 1
Reinventing Davos

6. Seven Prime Realities of Business today
1. One business – Politics Nexus
2. Short-Termism
3. Corporate Social Responsibility only a public relation
exercise.
4. Corruption of the mind
5. Information overload
6. Leaders blinded by power
7. Misdirected GDP growth

7. 1. One business – Politics Nexus
 Well established, continuing nexus between business &
political leadership.
 Influence is manifested through officially permitted election
campaign contributions, direct representation in government
or personal favors .
 Economic agenda virtually drives the policy making & this is
invariably dominated by large corporations .
 Politicians & businessman move back & forth quite easily
from running companies to running government.

8. 2. Short –termism ( Short term horizon of decision makers)
 Corporate thinking is dominated by “ Short-termism.
 Majority of Corporate CEOs tend to sacrifice company’s long-
term value to meet short-term targets.
 Long-term structural & operational problems are ignored &
criteria of success are gauged by short-term accounting &
behavior of stock exchanges
 Short-term results naturally leads to
thinking patterns that are bound by
narrow considerations- impact on
environment, social responsibility &
moral values.
 Political leadership also succumbs to
“NIMTOO” principle – “ Not in my
term of office”

9. 3. CSR only a Public Relations exercise- A skillful
use of corporate cosmetics
 CEO’s tend to perceive CSR merely as a “Public relations
exercise.
 Companies with a real sense of social responsibility go
beyond simple posturing.
 They develop what is called “ Social engagement” – as
sense of proactive involvement with the communities they
work with & society in which they work.

10. 4. Corruption of the Mind-Grab everybody’s wealth
 It is a virus that kills silently
 The race to win in Politics or Business is so competitive &
this leads to unethical practices merely because someone
else is also doing this & they are getting away with this.
 You start believing that there is no alternative but to follow
this path.

11. 4. Corruption of the Mind-Grab everybody’s wealth
 Custodians & guardians of society become easy preys in the
pursuit of easy money & are willing to stoop to any lows.
 Law makers becomes Law –breakers
 Corruption is justified by labeling it as being pragmatic &
practical.
 This leads to practiced belief that it is an intrinsic part of our
lives today.
 This rationale : since it is
not possible to change the
system, you become a part
of it for survival

12. 5. Information overload-making it tough to sift relevant
from irrelevant
 Overwhelmed by the amount of
information
 Don’t understand the available
information
 Don’t have time to analyze the
information & understand
We only retain small
fraction of what we hear or
read only once.
Information overload frosts
&
Leads to immobilization

13. 6. Leaders Blinded by Power
 Average individual is conscientious, an ‘ individual in power’
is a different species.
 Power blinds one to one’s own good.
 CEO’s becomes prone to often behaving insensibly & taking
unexpected , irrational economic decisions.
 In independent Board of directors should be truly
independent, which is possible only if they are appointed on a
contractual basis.
Need to institutionalize a
formal process of
independent evaluation of ‘
independent directors’ in
every Corporate board.

14. 7. Misdirected GDP growth
 World is preoccupied with macro-
level GDP growth, while poverty
continues to increase.
 GDP fails to measure what really
counts.
 It tells nothing about the degree to
which a nation invests it is real
wealth, people & nature.
 Democracy is important, but more
important is the need to bridge the
ever growing divide between the rich
& the poor

15. 2
Seven Allies to Catalyze Change
Accelerating Momentum for Social Consciousness in Business

16. The Seven Allies
 IPC – Institutions to promote
Consciousness
 Consumers
 Media
 Educators ( in Universities, Educational
Institutions & Management schools)
 Iconic Corporate CEOs as role models
 Women
 Independent Legislators & former
Government Bureaucrats

17. Impact of Seven key players

18. The New Business Ethos
 To raise transparent lighthouses in the turbulent corporate
oceans of materialism.
 Seven allies to work in tandem , gather critical mass to give
accelerated impetus to social consciousness in business
 Will transform the business and the destiny
 Most acceptable part of the new ethos is that it is not meant
to bring about change by depriving someone.
 The new mind-set has to be candidly transnational &
embrace the entire planet
“ The earth has enough for every man’s need,
but not for every man’s greed – by Mahatma Gandhi

19. 3
Five Phases of Human Enterprise
“ An age is called Dark, not because the light fails to shine, but
because people refuse to see it .
By James Michener

20. Five Phases of Human Enterprise
Realistic fish eating
Unrealistic Fish
Intelligent fish eating Dumb fish
Fast fish eating Slow Fish
Big fish eating Small Fish
Strong fish eating Weak Fish

21. Strong Fish eating Weak Fish
 Stone age to the Agrarian era to early days of
industrialization - Law of survival
 Low mobility, Scanty resources
 Focus on preservation
 Law of Preservation manifested itself in the law of “ Strong
fish eating Weak fish “
 Physical strength determined who was strong and moved to
those who possessed weapons
 Driver-narrow vested interest & sharing with innermost
circles

22. Strong Fish eating Weak Fish
 Cheops ( King Khufu) of Egypt who made
the highest pyramid in 3000 BC
 Hyksos ( Arab tribe of shepherds) who ruled
the valley of the Nile for 500 years
 Assyrians who conquered West Asia
around 1000 BC
 The Persian King Cambyes ( 500 BC)
 Alexander the Great ( 4th century BC) of
Macedonia

23. Big fish eating small fish
 Corporate Liberalism
 Birth of Joint stock company concept
 Origin of this phase lies in the introduction of the concept of
‘Joint Stock Company’ that allowed stakeholders to keep
profits & avoid personal liability.
 British East India Co. in 1600 & Dutch East India Co. in 1602
– First known entities to issue stock & bonds.
 Became ingenious financing
model, enabling companies to
raise large amounts of capital .
 Post world war II spread of
technology & capitalism, coupled
with free market economics

24. Fast fish eating Slow fish
 Death of distance, fall of Berlin wall & birth of internet
 New emerging technologies
 Unleashing of a new spirit of entrepreneurship
 New entrepreneurial roles in old professions
 Dawn of outsourcing
 New breed of fast fish
companies
 Microsoft – 1981
 America online- 1983
 Dell -1984
 eBay & Amazon.com- 1995
 HTC-Taiwan- 1997
 Google -1998

25. Intelligent fish eating Dumb fish
 Convergence Era ( since the beginning of 21st century)
 Knowledge society
 New Professions
 Indian Trio – Infosys, TCS & Wipro turnover exceeding US $
4.5 billion
 Vast numbers of entities
 Brazil- Embraer, Sadia, O’Boticario
 China- Lenova, Haier, Huawei
 S.Korea- Samsung, Hyundai, LG
 Taiwan – Acer
 Turkey- Koc, Sabanci, Hattat

26. Realistic fish eating Unrealistic fish
 Increased social consciousness
 Need to function in sync with society & environment
 Call for sharing & caring

27. Four features of Post-modern Era
Rise of civil society
movements
Four
Predominance of Features
Freedom must
youth in new of Post be shared
demographics
Modern
Era
Fewer entry barriers
in entrepreneurship

28. Profits beyond tomorrow
 Jamsetji Tata “ In a free enterprise, the
community is not just another stakeholder in
business, but, in fact, is the very purpose of its
existence.
 Ratan Tata “ The multitude of initiatives the
Group has sowed and fostered from its earliest
days, in employee relations & good
governance, on the environment & with
community cause, flows from this well-being of
voluntary , as opposed to obligatory
commitment‘”

29. 4
Making the Right Choice
Overcoming Obstacles to Conscientious Choice

30. What is so great about Choice?
 Choice is the ability to select one course of action from a set of
alternatives to achieve goal.
 It transforms us from dumb animals to artists.
 Choice is nothing other than the chisel we use to sculpt our life.
 The chisel does not come free however, for the price of choice is
responsibility.
 When we accept our responsibility the reward is great & the reward is
happiness.
 We constantly need to monitor where are we on our journey.
 Choice is at the heart of life & it is the creative power of life

31. Leadership Matrix of Choice- Profit –Values trade off
 Quadrant One
 Static status-quo
situation
 An attitude of relative
indifference
 Not much commitment to
values, neither to too
much self-gain or profits
 Small family businesses,
self employed
professionals- spend
lifetimes with this
approach
 They do no harm nor do
they do positive good

32. Leadership Matrix of Choice- Profit –Values trade off
 Quadrant Two
 A short-term approach for
self-gratification
 To show immediate
results
 Path of declining returns in
the medium & long-term
with adverse after effects
 Enron, Worldcom, Tyco,
Quest communications,
Home stores etc.
 Such leaders have total
apathy for society & care
little for the impact of their
decision
 They do positive harm,
question of doing positive
good does not arise.

33. Leadership Matrix of Choice- Profit –Values trade off
 Quadrant Three
Institutions to promote
Consciousness, NGOs
etc.
Catalysts for growth of
global value pool
They do no harm
Their sole purpose is
to do positive good

34. Leadership Matrix of Choice- Profit –Values trade off
 Quadrant Four
Ideal Quadrant to be
in.
Prime focus tends to
be on high sense of
values
Sustained high
profitability follows
This is what
differentiates ‘ realistic
fish from ‘unrealistic
fish”

35. A Practical test for Right Choice
The Rotary of Four way test- Four Questions
 Is it truth – relates to something that eternal and universal
 Is it fair to all concerned – Focuses on our views, based on our
knowledge gained till now , i.e., it is rooted in the past
 Will it build goodwill & better friendship ?- becomes apparent as soon as
the thought is communicated or the deed is done. It relates to its impact
on the present time
 Will it be beneficial to all concerned ?- is answerable later. It relates to
the future. This question recognizes that each individual, no matter what
position he/she holds and what role he/she plays, affects others, at least
to some extent

36. Eight Causes of violence in human life
 Wealth without Work
 Pleasure without Conscience
 Knowledge without Character
 Commerce without Morality
 Science without Humanity
 Worship without Sacrifice
 Politics without Principles
 Rights without Responsibilities
“ If we have only one response to each situation, we become robot. If we
have two choices for every situation, we have a dilemma. When we have
three responses, that is the beginning of flexibility. And if we realize that we
have infinite possibilities in any given situation , we become total free”
By Deepak Chopra

37. Eight Causes of violence in Human life
H5
Interactive Attitude
Index of sustainable happiness
C5
H4
Proactive Attitude
C4
H3
Reactive Attitude
C3
H2
Inactive attitude
H1 C2
C1 Passive Attitude
S1 S2 S3 S4 S5
Index of sustainable success

38. Passive Attitude- Circle One
 Conscious decision not to make any choice
 Result of
 Either complete callousness
 Or sheer inability to take a decision
 Or lack of confidence to exercise choice
 Or letting fate decide the future course
 Or hoping that the need to take a decision would vanish in course of time
Inactive Attitude- Circle Two
 Consciously ignoring the need to take conscious decisions
 Result of
 Either utter lethargy toward other’s concern
 Or inability to evaluate risks associated with decision making
 Or authoritarian approach to any issues not relevant for personal gain
 Or specific disregard if there is no immediate impact
 Or waiting for nexus-partners (in politics) to direct course of action

39. Reactive Attitude- Circle Three
 Responding only when forced to do so, for example, ‘house on fire’ or
legal requirement
 Result of
 Either no vision about the future
 Or inability to distinguish between the routine & the important
 Or delaying action on futuristic issues, as far as possible
 Or complete indifference to matters of long-term consequences
 Or pure habit of being the last man standing, even when others flee
Proactive Attitude- Circle Four
 Anticipating tomorrow’s issues & the need to meaningfully respond well
before problems arise
 Result of
 Ability to foresee the emerging trends
 Eagerness not to be caught flat-footed by surprises
 Showing understanding of new success-factors
 Being in constant readiness to evaluate associated risks and
 Concern for all stakeholders

40. Interactive Attitude- Circle Five
 Anticipating tomorrow’s issues and the need to take all stakeholders in
confidence
 Result of
 Ability to trust and be trusted by all stakeholders
 Eagerness to work in close partnerships with them
 Showing sensitivity toward their expectations
 Re-aligning strategies & business plans as required and
 Total commitment to Triple bottom line concept

41. 5
Discovering Triple Top Line
Of Joy, Peace & Contentment

42. Role of wealth in Happiness- Typical Situation
Initial acquisition Points of
of wealth adds to sufficiency
happiness More wealth beyond
this point tends to be
counter productive &
Quantum of happiness
often results in
reducing level of
happiness
Likely optimum
balance
Quantum of wealth

43. Role of wealth in Happiness- Preferred Situation
Initial acquisition Points of
of wealth adds to sufficiency
happiness
Quantum of happiness
This state exists when one willingly
shares one’s good fortunes with the
underprivileged sections of the
society
Likely optimum
balance
Quantum of wealth

44. Living in Harmony
 Life in Harmony – Harmony with the people
around & Harmony with the space around
 Experience is not what happens to you, it is
what you do with what happens to you .
 Feelings are not emotions that happen to you.
They are reactions you choose to have.
 You may not be able to change events, but you
can certainly change your attitude to events

45. Concept of Triple Top line
 Human nature which is a reflection of one’s own ego is such that it finds
it easier to be miserable than to be happy.
 If one can keep one’s egoist mind within the dictates of one’s intellect &
exercise choices with discrimination , one would find it easier to be
happy.
 Follow this path & experience a Triple top line – Joy, Peace &
Contentment in your personal life & all around you.
 This generates self-worth & confidence & makes you fearless.

46. Discovering Real Wealth
 Inner wealth has two amazing characteristics
 It is there in every human being. This is the privilege of
being born on this planet
 The task one faces is how to discover and harness this
wealth
 Once you have discovered your own “ inner wealth” , you
find something uniquely striking about it; the more you use
it, the more it expands

47. Body-Mind-Intellect ( B-M-I)

48. Life with Triple Top Line
 Human beings were created for Joy and not for Pleasure
 The moment we realize the difference between Joy & pleasure
the context ends and we are ready to take the first step towards
living a life of purpose.
 Pleasure
 Momentary & transitory, usually sensory
 True joy is eternal
 Pleasure result of external factors & dependent on others
 Joy
 Arises within , it is nothing to do with
outside
 It is the spontaneous flow of your own
positive energy
 Consequence of your own virtuous actions
& dispositions

49. Life with Triple Top Line
 Peace
 It is the natural consequence as soon as our minds
abandon the feeling of “otherness of others”.
 Contentment
 It is not the fulfillment of what you want, but the
realization of how much you already have.

50. 6
Leadership Lessons from History
Perspective from Egypt, India, China , Greece & Italy

51. Perspective
 Writings of Ptahhotep- Egyptian Perspectives on
Leadership – 2200 BC
 Robust Authority
 Perceptive heart
 Equitable justice
 Patanjali’s Yoga Sutras – Ancient India – 2000 BC
 Non-Violence
 Truthfulness
 Non-stealing
 Non-receiving of gifts

52. Perspective
 Lao-Tzu’s Tao Te Ching- 500 BC to 600 BC
 Selflessness
 Unbiased Leadership- being fair & Just
 Facilitator
 Plato’s Dialogues & “ The Republic”- Greek -400 BC
 Kautilya’s Arthashastra – 300 BC
 Community welfare
 Conscientious Top Management
 Anger, Greed, Pride, Freight
 Good organizational framework
 Machiavelli’s “The Prince” – Italian treatise on leadership –
AD 1500

53. 7
Tripod of Exceptional Leadership

54. Base camp Leadership Traits
Basic attributes for a CEO , or aspires to become one

55. Leadership Journey

56. 8
Wholeness
( The 1st trait of Exceptional Leadership)

57. What is Wholeness
 Wholeness means
 The whole view
 The entire perspective
 The complete story
 The total understanding
 The uncensored version of full picture
 Perceived from all angles
 From all directions
 The wholeness view is taken from outside, from the
perceiver’s vantage, with reference to the mind & processed
in the intellect

58. But that is half the job…
 The “Whole Wholeness” comes about when
the same process
 Is repeated naturally
 Without Volition
 By taking similar complete view
 Understanding the same situation from
the inside
 As perceived by other’s eyes
 With reference to other’s mind
 As processed in the others’ thoughts
This is first trait in the tripod of future leaders

59. Wholeness is a 720 degree view
 Wholeness is the view
from inside & outside
 How does one perceive
the view from inside ?
 Simple you go deep
within yourself
 Tune the antennas of
your mind & thoughts to
the wavelength of those
who are inside the prism
 The inside view is very
different from the
outside view
 That is when the
wholeness is felt

60. Wholeness & Sense of responsibility
 Abdication of Individual responsibility leads to the violation
of individual rights
 Human experience & awareness is usually fragmented &
localized
 Our concerns are partially focused on our abstract selves,
families, groups , races or countries in alienation from the
concrete whole that comprises our universe.
 Those who aspire wholeness will no
longer feel alienated , they feel they are
aligned to everything around them.

61. Integration & Differentiation
 Analytic view point- wholeness is an amalgam of
integration & differentiation.
 Can be viewed in terms of unity & diversity, relationship &
uniqueness & context and interiority
 Unity includes anything that holds a whole together
 Diversity generates vitality & evolution
 Relationship connects people & things , events &
possibilities, generating energy.
 Uniqueness means that everyone, every moment has
qualities possessed by no other person .
 Context is what’s around us- conditions & mindsets that
contain everything that’s a part of the big picture and gives
it meaning

62. Dialogue Vs. Discussion
 Dialogue is exploring the frontiers of
what it means to be human
 Foundation that leads to personal & organizational
transformation
 Creating environments of high trust & openness
 Focus is on creating fuller picture of reality rather
than breaking it down into fragments, as it happens
in discussion.
 No emphasis on winning , but rather learning,
collaboration & the synthesis of points of view
 Creates a community based culture of co-operation
& shared leadership
 Discussion on the other hand
 Is an activity wherein we throw our opinions back &
in an attempt to convince each other of the rightness
of our points of view

63. Dialogue Vs. Discussion

64. Four guidelines for Dialogue
 Suspension of Judgment
 Foundation of dialogue
 Create a space between our judgment & our reaction & our
reaction to other views
 Opens door for listening
 Uncover one’s assumption
 By learning how to identify our assumptions
 Understand core misunderstandings
 Build common ground & consensus
 Listening: Key to perception
 Listening allows the integration & synthesis of new insights &
possibilities
 Inquiry & Reflection
 Inquiry elicits information, reflection analyzes it
 Combination allows us to learn , think creatively & to build on
past experience

65. Creating an Integral culture
 Business-as-usual forces that want to maintain the existing institutions &
ways of doing things, and keep the world’s economic wealth in the hands
of those who currently possess its
 Nostalgic forces that want to go back to an earlier time & way of doing
things to a simpler, less anarchic period characterized by traditional
values & slower pace of change.
 Insightful forces that recognize that neither of
the above approaches are viable.
 Making a small difference in the lives of
others can bring unbounded joy.
 Leading a life of service can bring righteous
peace.
 Sharing your heart with others can bring
unlimited contentment from deep within.

66. 9
Compassion
( The 2nd trait of Exceptional Leadership)

67. What is Compassion
 Compassion means
 Feeling of unconditional concern
 Love for others
 With sense of responsibility
 Irrespective of whether the other person is close friend
or roe
 Known or unknown
 Compassion is
 Tolerance, Generosity & humility
 Emanates from positive thoughts & feelings within us that
give rise to hope, courage & inner strength in others

68. How do develop Compassion ?
 Self-centeredness inhibits our love for others
 For true happiness we need calm mind which is brought by a
compassion attitude.
 This attitude cannot be selective – applies equally to all
beings
 Important to lead a life of constant mindfulness & mental
alertness
 In Sanskrit compassion is called “ Karuna” –means sense of
shared suffering, showing special kindness to those who
suffer

69. Four Faces of compassion

70. Four-Step ladder of Compassion
Fulfillment
Of resolve and discovery
of associated joys &
hidden self-potential
Realization
That it is not difficult to
be compassionate.
Intents becomes resolve
Recognition
Of one’s inner feelings &
developing the “ intent to
be compassionate”
Awareness
Of compassion as
default-trait in 2/3rd
of human race
Journey of Thought

71. 10
Transparency
( The 3rd trait of Exceptional Leadership)

72. Corruption Risks in Corporate Activity
 Dominant obstacles to Transparency is
the practice of corruption by Corporate
Leaders to seek Special favors from the
State or Central.
 Corruption Risks
 Insider trading & Corporate fraud –
initiated by Management/
Board/Employees/ Owners.
 Commercial Bribery – In connivance
with suppliers & customers
 Collusion & cartels- in complicity with
competitors
 Regulatory & policy capture –
Impacting its role & relationship in
society

73. Infosys
 Acknowledged as one of the best governed companies in the globe.
 One most important reason – Their unflinching commitment to
Transparency.
 Company founded on certain inviolate principles
 The soften pillow is clear conscience
 When in doubt , disclose
 Don’t use corporate resources for personal benefit
 Put a long-term interests ahead of short-term ones
 A small slice of a large pie is better than a large slice of small pie;
the company’s growth depends on management’s sharing profits
with all employees
Transparency, Openness & Ethics are the 3 revolving points of the same circle
Each supports the other & get strengthened by the other
Together they signify the highest level of integrity & truthfulness
This in turn leads to strong bonds of irrevocable trust between the company & its
stakeholders

74. 11
Exceptional Leadership in Practice

75. Stone & Glass window
 When the stone is thrown at a glass window – the glass
breaks.
 If the glass was strong, it would not break.
 “ You have a much greater opportunity & potential to
strengthen your own “ Glass” yourself & decrease in
vulnerability to break “

76. Fundamental Personal Value System
 Wholeness, Compassion & Transparency
 The faculty of choice imbibes a hitherto
unknown conviction of strength & a benign,
benevolent consciousness starts to influence
our thoughts.
 Radically different leaders emerge
 Leaders who are at peace with themselves
& at peace with the globe
 Leaders who contribute & they make the
world better
 Leaders who look outwards for wholeness,
Compassion
 Leaders who find the balance & do that with
TRANSPARENCY

77. Steps to Fundamental Personal Value System
Virtues Highest Aspiration for
Humanity
Internalization
Acceptance

78. The Challenges ( It is difficult , because it is not easy)
 Move from Preparation to Action
 It is Difficult
 Because one has to realize this oneself , through
oneself
 It is Easy
 Because it is so close.
 It is already there- right within you
 It is almost like touching the tip of the right hand
finger with the tip of the left hand finger
 What you need is conviction & determination

79. You have a choice to make
Traits relating to Strength within
 Physical traits
 Basic Intelligence ( grey matter)
 Energy & Drive ( health & stamina)
 Professional will ( ambition)
Traits relating to interface with outside world
 Mind traits
 Pragmatic Visionary –Ability to spot & foresee ( dreaming what
is feasible & envisioning how)
 Transactional skills-Ability to build teams, set goals & motivate
people to get results ( Human resource skills)
 Perseverance – Ability to overcome obstacles & find workable
solutions around the challenges

80. What you do W-H Matrix
Impact of
Doing right things with Doing right things with Unconscious/
Doing Right things
Low Efficiency high efficiency
Conscious
Slow Progress –SP Rapid Progress- RP Choices
Doing wrong things Doing wrong things
Doing wrong things
with Low Efficiency with high Efficiency
Slow Demise - SD
Rapid Demise – RD
How do you do it
Low Efficiency High Efficiency

81. What you do Where a company belongs in W-H Matrix
Slow Progress –SP Rapid Progress- RP
Doing Right things
C-3
Exceptional
Leader’s choice
C-2
Status quo with
caution Rapid Demise – RD
Doing wrong things
Slow Demise - SD
C-1
Business as
Usual
How do you do it
Low Efficiency High Efficiency

82. Impact of your Choice- on the future of your organization

83. If a leader thinks he has developed the traits of
Wholeness and Compassion,
then he shall have simultaneously developed
the trait of Transparency.
No further effort is necessary

84.  Such leaders are at peace with themselves & at
peace with the world.
 They contribute; they make the world better.
 They look outwards for wholeness.
 They look inwards for compassion.
 They find the balance, and do that with
transparency

85. Conclusion
 Man’s aim is to move towards an integral perfection.
 The Sadhna for this does not exclude the world.
 He has first to be convinced of this in his mind and life.
 He can then advance towards perfection through any work
so long as that is done with inner sincerity.
 One has to discover one’s inner truth and allow it as fully
as possible to direct one’s whole life.
 It is not an easy path.
 But there is no other way.

86. Happy Reading