Year: 2020

If there is one name that stands out for trust and integrity, it’s Ratan Tata. Born on 28 December 1937 in Surat, Ratan Naval Tata was the chairman of Tata Group, the Mumbai-based conglomerate from 1991–2012.

He has been awarded Padam Vibhushan and Padam Bhushan in the year 2008 & 2000 respectively for his contribution towards trade and industry. Known for his vision and ability to lead and innovate, he led the global foray of the largely India-based Tata Group. The 78 year old began his career with the Tata Group in 1961, and spearheaded the company from a $1.5 billion market cap to a $100 billion market cap. The legendary scion has been an inspiration for leaders across the world.

Here are the 10 Success lessons from Ratan Tata for entrepreneurs,

1. Be a visionary

When Ratan Tata joined the group, it was barely doing any business outside India. Even though many opposed him, he maintained that the company had to go global. Today half of Tata’s revenues come from overseas. Under his leadership Tata acquired brands like Tetley, Jaguar Land Rover, and Taj Boston.

2. Be humble

He is known for his humility, and there are countless examples. He started out working as a blue collar employee for Tata Steel. He personally visited the families of the 80 employees who were affected because of the 26/11 attacks. He remembers almost everyone by their first names, and is not dismissive.

3. Never give up on values

Values are something that define a company, both to its employees and its customers. Public Safety and welfare has always been one of the main core values of Tata. The Tata Group has always been known for upholding these values and when Ratan Tata took the reigns, he too reinstated these values into the company culture. As a result, Tata has become one of the most trusted brands the world over.

4. Take Risks

Taking risks is the cardinal rule of business. As a leader, one needs to have the foresight and the capability to take risks that can take the company to new heights. Coming from business family, Ratan Tata was no stranger to taking risks and once also said, “I don’t believe in making right decisions. I take decisions and then make them right.” From acquiring the Jaguar and Land Rover businesses from Ford to taking over Corus, the second-largest steel maker in Europe, Ratan Tata made significantly big moves and has managed to make things work in his favour.

5. Motivate others

Ratan Tata had the ability to inspire and motivate others which is very important for a leader. Being a great leader isn’t about checking all the right boxes but is about making sure you inspire, drive and spark your drive in others, so that they along with you, can bring about change, social innovation and progress.

6. Have faith in yourself

When you are dealing with life’s hodgepodge, every minute you take a decision. Some decisions are right while there are some decisions that may cause situations to take an unpredicted turn. At such junctures, before people lose faith in your decision making skills, you must have staunch belief in yourself and must confidently come forward to make the situation in your favour.

7. Be open to criticism

As per a famous quote by Ratan Tata, ‘Take the stones people throw at you and use them to build a monument.’ Whenever you endeavour to do something you like, you won’t always receive appreciation. There will be people who will try to pull you down and criticize to shatter your spirit. All you need to do is just ignore all the criticisms and focus on your work.

8. Use creative tendencies

Be creative rather than being reactive. Being proactive and solving problems even before they come is one of the most important qualities of an entrepreneur. A person should not have a tendency to react only when the situation demands but the person should be able to be anticipate what will happen in future and be able to adjust himself to it in present. An entrepreneur who exercises such quality is always successful.

9. Get out of the safe mode

To be successful in business you need to take risk. No risk no gain. Mr. Ratan Tata always believed in taking risk and the result is clear that the risk paid off. To be successful you need to take risk working in safe mode might make you feel comfortable but you will never be able to get best out of the system. He once said “I don’t believe in making right decisions. I take decisions and then make them right,”

10. Don’t put all your eggs in one basket

Mr. Ratan Tata believed in investing in different companies so as his investment is always safe. He acquired a stake in the growing Chinese giant Xiaomi and leading e-commerce site snapdeal. Investing in different companies ensures that your investment is safe and grows no what the situation of a particular industry is.

Read About JRD Tata

IT in India would have never been the way it is without one man: N.R. Narayana Murthy.

A chief founder of India’s largest (and most respected) IT company Infosys, he is one of prominent architect of information technology in India. Not many people would know that Mr. Murthy borrowed Rs 10,000 from his wife to start Infosys. But we all know the success story Infy (as it is fondly called) now is and it’s largely owing to the astute leadership and vision of one man.

After serving as the CEO of the company for more than two decades (1981-2002), he retired to the post of Chairman Emeritus in 2011. A recipient of numerous prestigious awards like the ‘Padma Vibhushan’, ‘Legion of Honour’ (awarded by the French government), Mr. Murthy continues to serve on the board of HSBC, Ford Foundation and the UN Foundation.

He has been constantly ranked high among top business leaders/influential personalities by renowned media organizations like The Economist, Time, CNN etc. Not only is he an IT wizard, he has successfully led key corporate governance initiatives in India. He is an IT advisor to several Asian countries. His leadership lessons are most sought-after, not only by Indians but even by managers in other countries.

We bring you his insightful and thought-provoking advice on some core concerns which confront almost every manager. However, if one reads between the lines, his lessons can be relevant for not just entrepreneurs and managers but almost everybody: students, army men, artists, and even housewives, that is anyone who aspires to make it big in his/her respective field.

Here is some amazing leadership-oriented advice from N.R. Narayana Murthy:

On Adversities and Challenges

Mr. Murthy espouses that one of the leader’s core jobs is to raise the confidence of the followers. Tough time and challenges are essential parts of the life and they will come out better at the end of it. According to him, a leader has to sustain followers’ hopes and their energy levels to handle the difficult days.

Mr. Murthy often quotes the example of Winston Churchill to stress on this point. Churchill’s gutsy leadership as prime minister for Great Britain successfully led the British people away from the brink of defeat during World War II. He raised his people’s hopes with the words, ‘These are not dark days; these are great days the greatest days our country has ever lived.’ Mr Murthy says that during a time of crisis a strong leadership is needed more than ever.

On Being a Successful Entrepreneur

Mr. Murthy suggests these four essential qualities for entrepreneur to make it big:

• Passion and will to persevere
• Giving more priority to the long-term interests
• High levels of optimism and high aspirations
• Being a team player
• On Starting a New Venture

According to Mr. Murthy, these four things can be instrumental in launching a venture:

• The Idea: One should have a clear, well-defined idea of the product/service he wants to sell.
• Market value of the idea: One must have a basic level of confidence in the fact that the market values your product and is willing to pay for it.
• Team: One must have a team of “complementary skillsets”. A team may be composed of people with varied skillsets but they must complement a common cause.
• High Aspirations: Aim high and work hard for that.

On Building Trust

Mr. Murthy is of the view that trust and confidence can only come when there is a premium on transparency. “The leader has to create an environment where each person feels secure enough to be able to disclose his or her mistakes, and resolves to improve,” he emphasizes. He further adds that even investors respect the organisations which are transparent and have high degree of credibility. He says, “At Infosys, our philosophy has always been, ‘When in doubt, disclose.’”

On Values

Mr. Murthy has always highighted importance of a value system in an organization. And, compliance to a value system creates the environment for people to have high aspirations, self-esteem, belief in fundamental values, confidence in the future and the enthusiasm necessary to take up apparently difficult tasks. What he’s really stressing here is that having a value system is not all. Leaders have to follow it themselves and thus lead by example. As they say, “they have to walk the talk.”

On Work Life Balance

Mr. Murthy doesn’t really identify with the concept of work life balance. He had once said, “First let’s make a life, then think about work-life balance. I don’t understand the concept of a work-life balance.”

On Success

Mr. Murthy’s definition of a successful person is “one who when he/she walks into a room, people’s eyes light up. If he/she brings a smile to people’s faces, then irrespective of whether that person is educated, not educated, self-employed, employed, I would still consider that person to be successful.”

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Dhirajlal Hirachand Ambani, better known as Dhirubhai Ambani, is not an unheard name to any Indian. From being a spice dealer at fifteen to a cloth merchant to a textile producer, it was his enthusiastic ambition and inexhaustible energy that led him overcome all obstacles to emerge out as a business tycoon possessing the loftiest potential not only in India but also worldwide; someone that every entrepreneur dreams of becoming someday.

He’s the founder of Reliance Industries, India’s largest private sector petrochemical and textile giant. Apart from being awarded many prestigious awards including the “Padma Vibhushan”, he was also conferred “Man of the 20th century” by FICCI. A poll conducted by “The Times of India” during the dawn of 21st century voted him as The Greatest creator of wealth in the Centuries.

Dhirubhai, a Gujarati at heart, was raised in frugal living conditions right from an early age. He was aware of the inefficiencies that the family dealt with due to the meager income his father had. A lot can be learnt from him as an entrepreneur. Let us explore and get ourselves enlightened.

Start Small. Grow Big!

He started a partnership firm named “Majin” with his cousin Champaklal Damani. The very task of the company was to import polyester yarn and export spices to Yemen. The first office of Reliance Commercial Corporation was a 350 sq. feet room with one telephone, one table, three chairs and two office assistants. Both of them had different temperaments of work and take on how to do business. Unlike Damani, Ambani was a known risk-taker and believed in building inventories. The partnership, however, collapsed.

Just a year after then, Dhirubhai founded the Reliance Industries. It was through his futuristic vision and unfathomable business acumen that the company soared to great heights. It created a history in the Indian Industry, a legacy that would serve as an inspiration for generations to come.

No wonder, today the Reliance Industries is world’s largest manufacturer of polyester and it processes 2% of world’s transportation fuel.

One Life. One Goal!

Socialism and politics attracted 16-year old Dhirubhai, who started dreaming about a new and progressive India, where industries would develop at an unprecedented rate. He was ready to do his bit for his country and himself. It was his passion and active political involvement that brought him to the notice of political leaders. Though he was offered a place in one of the parties, he declined the offer, in order to walk on the route of his true forte. This is what every entrepreneur should do. Do not let anything deviate you!

CREATE equal opportunities. It builds trust!

You and your team share the same DNA. Dhirubhai always had immense faith in his team and people he worked with. He was quite fond of hearing their ideas openly. To be marked successful as an entrepreneur, focus on creating a team of people whose capabilities can be trusted implicitly. Sometimes even just asking the team and discussing can motivate everyone. Dhirubhai firmly believed that if you take care of a team then they will in turn do wonders for you.

Aloofness and an air of exclusivity in order to make things work can be good ingredients to disastrous scenarios for an entrepreneur in the long run.

Change for development

Innovation is life. Moving from one level or domain to another are crucial for any entrepreneur to nurture his business. The hunger to change and the desire to expand made Dhirubhai grow at a rampant and unbelievable pace. Excellent service was its hallmark and trust became an important factor when people traded with Reliance. A determination to change constructively can bring about positive developments. This will foster a lot of connectivity with people who would like to do business with you.

Be Bold. But be Calculative too!

The level of risk drops down if the mathematics behind it is logical. This is the quality most entrepreneurs need to inculcate within them in order to make the most out of an opportunity.

Dhirubhai believed in the concept of economics which says, “More the supply, greater is the demand”. Indubitably, this also meant a huge investment. Then it was his gut instinct and risk taking ability which took him where every entrepreneur dreams to be. Returns are important but that shouldn’t be the soul aim of a budding entrepreneur. Earning a reputation will ultimately bring in the profits.

Having a great niche

He achieved what almost everybody would consider impossible. In a life, spanning 69 years, he built from scratch India’s largest privately controlled corporate empire. Extensive marketing of the brand in the interiors of India made it a household name.

There is a very interesting story of their trial back in 1982, when the Reliance industries was up against a rights issue regarding partly convertible debentures. Rumors were out that the company was making all efforts to ensure that their stock prices did not slide an inch. The Bear Cartel (a group of stock broker that expected the market to fall, unlike the Bull Cartel) sensed an opportunity here and hence, started short selling the shares of Reliance.

The Bulls, on the other hand, started to buy the short sold shares of Reliance Industries on the Bombay Stock Exchange. The Bear Cartel was acting on the firm belief that the Bulls would be short of cash to complete the transactions and would be ready for settlement under the “Badla” trading system operative in the BSE. Their strategy failed mysteriously.

It was then when Dhirubhai intervened and provided the share holders with the physical delivery of the share. Initially bought at Rs.152 per share by the Bulls, they demanded an “Unbadla”, or penalty sum of Rs.35 per share. With this the demand escalated drastically and the share price of Reliance shot above Rs.180 in minutes. Voila! This settlement caused enormous uproar in the market.

The Bombay Stock Exchange was totally suspicious of some unfair trade and to find out the truth, it remained closed for three business days. Authorities from BSE intervened in the matter and brought down the “Unbadla” rate to Rs. 2 with a stipulation that the Bear Cartel had to deliver the shares within the next few days. The Bear Cartel bought shares of Reliance from the market at higher price levels and it also learnt that Dhirubhai himself supplied those shares to the Bear Cartel and earned a healthy profit out of the Bear Cartel’s adventure. Though not an academically brilliant student, Dhirubhai displayed exceptional leadership skills. Again something to learn.

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While our parents are typically the ones to teach us life skills, there are others out there who can provide lessons about life skills. Facebook founder Mark Zuckerberg is one of these people whose public experience taught me about what it really means to achieve success. Here are seven life skills that I learned from him, and how you can apply them to your own career:

1. Equanimity

This is a fancy way of saying that Zuckerberg doesn’t lose his cool when he’s under pressure or in a stressful situation. Instead, he calmly approaches even the most difficult situations because anger doesn’t breed success it only serves to alienate or give the impression that someone feels they don’t have control over a situation. Developing this equanimity has helped improve my relationships with employees and colleagues while providing a way to think more clearly about the critical problem or pressures in front of me.

2. Critical thinking

Zuckerberg has noted his interest in always going deeper with an issue or idea in order to really make a difference, be disruptive and maximize the value. As he once said, “I got my first computer in the 6th grade or so. As soon as I got it, I was interested in finding out how it worked and how the programs worked and then figuring out how to write programs at just deeper and deeper levels within the system.” I could see that success only comes from taking the time to think more critically rather than just accepting the first idea that comes to mind.

3. Problem-solving

Zuckerberg has always focused on solving problems. As he noted in a biography about him, “The question I ask myself like almost every day is, ‘Am I doing the most important thing I could be doing?’ Unless I feel like I’m working on the most important problem that I can help with, then I’m not going to feel good about how I’m spending my time.” I knew that, at the heart of every business I considered creating, there had to be a relevant problem that needed solving to help a consumer or a business.

4. Effective communication

While many leaders leave employee communication to others on the team, Zuckerberg has always taken on this role himself. In creating a company that increases communication and interaction between people, it makes sense that he would also take this approach with his employees. Many of those who have worked at Facebook note how he is always walking around, talking to everyone, asking questions and getting to know them personally. When I tried this for myself, I realized how much more willing my team members were to share what was going on, how they felt, and voice any ideas they had for making changes. Keeping open communication with your team not only builds trust but can also help you be a more effective leader.

5. Assertiveness

Zuckerberg is not interested in following or doing things on other people’s terms. As he noted in a Wired Magazine interview, “Sometimes we are going to do stuff that’s controversial, and we’re going to make mistakes. We have to be willing to take risks.” It’s this attitude that proves how a product, service, company and brand can make strides in completely changing an industry. Success doesn’t come from worrying about how something will work; instead, you just have to jump in and do it.

6. Mindfulness

Zuckerberg doesn’t let his critics get to him. I learned that the ability to ignore the noise around me has helped me to use the energy I would have wasted on worrying about what others thought of me. I use it to fuel creativity, innovation and actions that have furthered my business success. Taking a mindful approach to what you want to accomplish and blocking out the rest is critical.

7. Vision

In recent years, Zuckerberg has become more involved in shaping the global business landscape, illustrating that he is more than just a “one-hit wonder.” His recent address at the United Nations noted the need to expand Internet access to developing nations, illustrating his interest in the future of human rights and social issues. Zuckerberg has also met with country leaders as part of his vision for shaping future generations and helping tackle various global social problems. I value his leadership style and encourage those working in technology to follow suit in taking on a bigger role in real-world issues, rather than relying on politicians to do it for us.

Bill Gates dropped out of Harvard in 1974. In I975, he co-founded Microsoft a computer software company that would eventually make Gates the world’s wealthiest man. He earned the money by masterfully guiding the world into the era of networked personal computers.

Today, Gates is no longer the world’s wealthiest, but he’s still worth a healthy US$ 59 billion.

He’s retired from his role as Microsoft’s CEO and instead devotes himself full-time to philanthropy through the Bill & Melinda Gates Foundation. Below, you’ll find 10 business lessons from the life of Bill Gates.

1. Get Lucky

Gates is a very smart man, but he’s benefitted from more than his fair share of dumb luck.

In 1968, Gates was an eighth grader, attending a private middle school in Seattle called Lakeside. That year, the school invested $3,000 in a state-of-the-art computer.

13-year-old Bill joined computer club and was instantly hooked. He and a handful of other enthusiastic students racked up hours and hours on the machine, learning how to program through trial and error. It was the beginning of a journey that would propel Gates to astronomical success.

Here’s where the dumb luck comes in: in the 1960s, very few colleges had computer labs and a middle school with a computer was unheard of. The chances of a 13-year-old having access to a computer were pretty much one-in-a-million.

If Lakeside hadn’t purchased a computer, then young Bill might never have discovered his love for computer programming and he never would have started Microsoft.

2. Make the Most of the Luck You’re Given

Bill may have been ridiculously lucky, but all the computer time in the world wouldn’t have meant anything if he hadn’t dedicated himself so fully to master it.

Ultimately, it was the thousands of hours of focused labor that made Gates into the type of computer genius who could start a successful software company.

We don’t always recognize it, but each of us is uniquely lucky. Whether through our natural talents, our circumstances, or our relationships with others, we’re all fortunate to have many paths to success in front of us.

3. Bite off More than You Can Chew

Microsoft’s big break came from Bill Gates telling a fib. Gates called up a computer company called MITS and told them that they had developed a BASIC interpreter for their microcomputer, the Altair 8800.In 1975, Gates and his childhood programming buddy, Paul Allen, were looking for a way to turn their shared computer hobby into a career.

MITS was interested in seeing a demonstration of the software. This presented a problem, since the software Bill had promised didn’t actually exist.

Gates and Allen developed it in a hurry, presented it to MITS, and made the sale. They officially founded Microsoft one month later, in April 1975.

“An entrepreneur tends to bite off a little more than he can chew hoping he’ll quickly learn how to chew it.”

By always pushing yourself to deliver a little bit more than you’ve proven yourself capable of, you’ll go further, faster in your business ventures.

That said, I don’t recommend that you follow Bill’s lead and actually lie to your potential clients.

4. Quality Control is Crucial

As Microsoft grew, it began hiring more and more programmers. Gates had taken on the role of CEO and his job didn’t call for any programming. But that didn’t stop him from reviewing and often rewriting every single line of code that the company released.

Bill’s keen eye for detail ensured that Microsoft always shipped quality software. It also made sure that he never lost track of his team and that he was always intimately familiar with Microsoft’s products.

As your business grows, you’ll likely have to hire a team of employees. It may be tempting to just let them work and trust that they’re doing a good job. But your company has a reputation to protect, so take a page from Gates’ book and keep a close watch on your team’s output.

5. Revolutionary Ideas are Shown, Not Told

Computer screens once displayed just text. In the early 80’s, Bill Gates and Steve Ballmer would travel around the country delivering seminars about how graphic interfaces were the operating systems of the future but nobody believed them.

Computer companies told the Microsoft boys that graphic interfaces would be too slow and that it would be difficult to write the software for them. They were less than enthusiastic when Microsoft announced in 1983 that it was developing Windows.

6. Apple Macintosh (1984)

Attitudes changed quickly in 1984, when Apple launched the Macintosh. It became the first commercially successful computer with a graphical user interface (GUI).

All of a sudden, it was obvious to everyone that the wave of the future involved windows, icons, menus, and a pointing device. Within a few years, the market was flooded with graphical OS software. Notable examples include Deskmate, Workbench, and of course Microsoft Windows.

Microsoft was able to release Windows 1.0 in 1985, just a year after the Mac’s success, because they had actually started developing the software two years earlier.

If you’ve got a revolutionary idea, don’t worry if other people don’t get it. Start developing it now so that you’ll be prepared when the time is right.

7. Persevere

There is nothing that was overnight. Microsoft released Windows 2.0 two years later, in 1987, but it didn’t fare much better. It found moderate success thanks to software in particular, Excel, Word, and Aldus Pagemaker.

It wasn’t until 1990, when Microsoft launched Windows 3.0, that they found significant success with a graphical operating system. It was a big moneymaker for the company and it sold over 10 million units in just two years.

Microsoft had found the model that would transform them into a computer software giant.

8. Share Your Vision with Your Team

Just as Gates has seen the advent of the graphical interface years in advance, he predicted the preeminence of the Internet long before the average Joe had a dial-up connection.

By May 1995, Gates was so convinced that the Internet was Microsoft’s future, that he felt compelled to write a very, very long memo to his company. It concluded:

“The Internet is a tidal wave. It changes the rules. It is an incredible opportunity as well as incredible challenge. I am looking forward to your input on how we can improve our strategy to continue our track record of incredible success.”

Gates took the time to write this memo because he recognized how important it was for his whole team to be on board with Microsoft’s mission. The result: Windows 95 came bundled with Internet Explorer.

9. Marketing is Simple

People don’t buy a product because it’s got a great logo or a low price. They buy because they’ve got a problem and they’re convinced that the product will solve it.

The most difficult part about marketing, then, isn’t coming up with the right tagline. It’s providing a great solution to an actual problem. If you can do that and then demonstrate it, then marketing your solution is simple.

If you show people the problems and you show people the solutions, they will be moved to act. :Bill Gates

10. Don’t Learn From Success

It seems obvious that we should reflect on our successes and learn from them. If we can recognize the factors that contributed to that initial success, we should be able to repeat them and repeat our success.

But Gates has argued that success can actually cloud our vision, causing us to become over-confident and unprepared for the new challenges that the future holds.

Success is a lousy teacher. It seduces smart people into thinking they can’t lose. :Bill Gates

We shouldn’t ignore the patterns of our initial success. But neither should we cling blindly to particular actions or strategies simply because they’ve worked in the past.

Donald J Trump is recognized as the best leader and businessmen in the business world. The Trump brand and organization developed by the Donald Trump is considered as the gold standard brand all over the world. He is recognized as the finest developer of quality real estate all over the world, through the unmatched intelligence and wisdom and through the multiplicity of his interests, he have set the new prototype in the business world. He is strongly committed towards excellence and philanthropy as the part of his ethics and values. He is considered as the icon in New York and also in the countries where he is expanding his business. He possesses archetypal business and leadership skills.

In 1980, Donald J. Trump developed The Trump Organization as a group having various real estate operations and corporate associates under a single umbrella. The Trump organization provides various superior office buildings, talent agencies, hotels, recreational facilities and clubs, casinos, golf tutorials, courses and grounds and an international beauty pageant organization in different countries along with various luxuries residential and real estate construction in New York. Trump group is always committed for personal and direct involvement of leader in every respect of the projects undertaken by the group.

The project analyzes the leadership skills and practices of Donald Trump through analyzing the organizational background and theoretical concepts of leadership. In order to emphasize on the industry views about the leadership practices of Donald Trump, the views of various CEO’s, Leaders and the industry specialists of various MNC’s within UAE. Based on these views, leadership skills and practices of Donald Trump are analyzed and critically evaluated. The analysis is followed by effective conclusion and recommendation for further enhancements of leadership skills so as to achieve the strategic objective efficiently and effectively.

About (the organization)

The Trump Organization, INC facilitates various real estate constructions, sales and marketing, property services for both residential and official purposes and various other retail properties to the customers of the US and the international markets. It was being developed by Donald J Trump, who is considered as the archetypal businessman in 1980 with a great philanthropy and ethics.

History

The Trump Organization is the private company developed by the assets and capital of the Trump Family and acts as the umbrella organization or group for various business ideas and interacts of its founder Mr. Donald J Trump. These assets comprises of premium residential and commercial properties within New York such as Trump Tower, the office building at 40 Wall street in Manhattan, Trump World Tower in New York, The Trump International Hotel and Tower in addition to other residential real estates. Other assets of the umbrella include Florida resort, Golf Courses, Miss Universe organizations that operate various beauty pageants such as Miss Universe, Miss USA and Miss Teen USA and the skyscraper in Seoul, South Korea. The Trump Organization owns the share of 56 % in the public traded Trump Hotels and Casino resorts INC which operates and manages three casinos in the Atlantic City, New Jersey in addition to various other gaming developments. Donald Trump have developed a very high class business group and the empire in 1980 which was about to collapse in the recession and economic downturn of 1990-91. Due to such recession, though the group divest some of its properties but still remain as the market leader in the real estate development and very vital presence in the Manhattan real estate market. In addition to all such businesses, Donald Trump have established his public persona as a key element for his empire through the reality show “The Apprentice” in 2004 and through launching his business books such as The Art of the Deal and How to get Rich etc. Through such strong leadership skills, he is not only able to preserve his empire but evolve as global market leader in the real estate industry. Through such efforts of Donald, he was even recognized by his critics and through his successful marketing tactics he is being named as “The Human Logo” to denote him as a role model for every businessman.

Mission and vision

The vision of the Trump organization is dependent on the entrepreneurial vision of hard hitting business and setting the big goals to become the market leader in the global market of real estate and development. The Trump’s desires to success direct the vision of the company.

The mission of the company also directed by the mission of Donald Trump who aims to teach success to the people by giving them knowledge so that they are able to enhance their leadership and decision making skills which eventually helps in the overall achievement of strategic objective of the organization and the vision to become the market leader in the real estate global market. He adopts the hand on approach of learning to train the people so as to emphasize on the practical work rather than learning theoretically.

Markets (local, regional, or international)

The trump organization operates its business in the local and various international markets. It operates its business in United States and across various international borders such as Istanbul, Turkey; Scotland, Manila, Las Vegas, Panama city, the Philippines, Illinois, Seoul, South Korea, Chicago, Canada, New Jersey, Hawaii, New York, Florida, California, Los Angeles, Aberdeen, Rio Grande, Stamford, Rakaia, and Toronto etc.

Products and Services provided

The Trump Organization Inc. provides various real estate development, sales and marketing, and the property management of various residential, office and retail properties in various international markets including the local market of the US. It also offers the brokerage for the real estate services to buy, sell or leasing the commercial or residential developments and properties. It also operates the golf courses in Aberdeen, Hudson Valley, Scotland, Colts Neck, New York, California, Washington, Westchester, Florida and Philadelphia. In addition to this company also operates various restaurants, modelling agencies and pageants, managing various public events and the television production and entertainment business including various television programs and reality shows. It also provides apparels, home furnishings, jewellery and other accessories and home furnishing accessories etc.

Being a leader is difficult. That’s why most of us end up taking direction from others in our professional lives. But the ranks of the self-employed are swelling, hinting that more people are getting comfortable taking the reins in their own hands. And in fact, becoming a leader (even if it’s just of yourself) is something anyone who’s committed to the task can master. There’s no inborn quality that leaders possess. They’re ordinary people who decide at one point or another to do extraordinary things.

That doesn’t just take courage, it demands creativity the kind you need to actively nurture and practice. I’m an artist, so I like to think about leadership as an art form. And I’ve found that in order to become a leader, you need to develop similar qualities to an artist–to tap into your creative intelligence in order to keep ahead of the crowd, stay nimble, and inspire those around you to push themselves, too.

Here are five traits the most creative driven leaders–and therefore the best leaders, generally speaking all possess.

1. They Rattle Cages

Change is a constant. In the natural world, in politics, in business, the only thing that stays the same is the fact that nothing stays the same. Some people wait until they’re propelled into leadership positions by forces around them. But the best leaders from Joan of Arc to Martin Luther King, Jr. to Steve Jobs–first provoke themselves into action, then the people around them. They’re constantly imagining new possibilities. They instigate change that they envision even when others don’t.

Yet perhaps the only major difference between these great leaders and the average person is that they’re willing to do something rather than let circumstances dictate life for them. That typically means rattling cages and shaking up long-standing beliefs and institutions which is never easy or universally well-received. But that’s precisely what makes them great. To rise to your true leadership potential, chances are you’ll need to rattle a few cages as well, starting with your own.

2. They Listen to Intuition

There are things we know to be true and things we feel to be true. Thanks to our education, most of us tend to lean on our existing knowledge base to solve problems and make decisions. But the best leaders are those who realize that the things they sense those possibilities that lie just beyond the realm of the known hold a special value, too. Listening to them is how real breakthroughs happen.

Most of us have problems balancing logic with intuition. But the truth is that those faculties aren’t opposed to one another. In fact, you need to figure out how to get them working together if you’re to become a truly creative leader. Intellect without intuition makes for a smart person without impact. Intuition without intellect makes a spontaneous person without direction.

3. They Move Fast

One of the biggest stumbling blocks for anyone trying to accomplish something is perfectionism the need to get it exactly right before taking the next step. But the best leaders realize that perfection is impossible, and pursuing perfection often stands in the way of what’s most important: progress. Leadership requires making consistent strides, no matter how big. And the quicker the stride, the greater the progress.

Don’t buy into the notion that you can take a giant leap if you spend enough time carefully mapping it out. By the time you get done planning, others will have lapped you twice and already taken that leap you spent months mulling over. Opt instead to “just go” and let the sparks fly. You will make mistakes. But in the process, you’ll learn quickly and keep moving refining your skills and igniting new levels of creativity you didn’t know you had.

4. They have convictions and stick to them

“Don’t ask what the world needs,” the great civil rights leader Howard Thurman once said. “Ask yourself what makes you come alive and then go do that. Because what the world needs is people who have come alive.” There’s something compelling about a person with conviction, whether or not you agree with everything he or she represents. But conviction is rare, because in our longing for stability and security, we often make the mistake of looking outside ourselves for direction when we should be looking inside. And over time we can lose sight of who we truly are and what’s really important to us.

Conviction can be cultivated, though and it starts with you individually. While those who live with great conviction can always inspire you, they don’t know your passions and beliefs. Only you can ask, “What makes me come alive?” From there, the gaps between who you are and who you can still be will become clear. You might find you need something dramatic like a career change, or the exercise of answering that question might help propel you down the path you’re already on. The key is to find something that you feel you’re meant to do and give yourself to it.

5. They don’t (only) do what’s expected of them

The ability to come up with new ideas is a defining characteristic of great leaders. They’re able to step out of the common view and imagine new possibilities that set the course for others to follow. Each of us has a tremendous capacity for originality we’re each unique, after all but activating it can be difficult. Why? Because our lives are full of other demands our jobs, our families and we spend most of our precious time and energy just trying to keep up.

In order to free your own originality, you need to be willing to stop doing only what’s required and expected of you and start doing the things that only you can do–those ideas and projects you keep shelving until you’ve got time for them. But the truth is there’s never a convenient moment to tackle them. There’s never going to come a time when you’ll be 100% certain you’ll succeed if you do. Get started on those things today and work on them every day thereafter.

Ultimately, the real difference between you and the creative leaders who inspire you is action. You have the innate capacity to develop all the qualities they possess. The key is to start. Start today. Start now. Don’t wait around until life demands something of you it always will. That’s not what leaders do.

Contemporary roles associated with lead team as controlling the conflicts; training to improve team member performance; used to provide as troubleshooters. It appears to act in response in a group in which they have to participate with the first choice. It involves mentor who is a senior worker who sponsors and facilitates a less experienced worker. Command can be taught online as it builds trust in the working environment of the business.

Challenges facing to authority can be based on features attributed as leaders are sensible, ongoing, have strong verbal skills, understanding, are aggressive and industrious. Actually they perceive or project the looks to be a innovator. Many customers are seeking to understand — and many people are writing about the concept and methods of leadership. The idea of leadership is pertinent to any facet of ensuring effectiveness in organizations and in controlling change.

1. Failure to Communicate

The complexity of today’s business world requires CEOs to be able to communicate on multiple levels. For example, you have to create the vision and persuade your team to make it their vision too. You have to connect on an individual level and inspire people to move from “I” to “we.” And you have to build trust by ensuring your verbal communication and your non-verbal actions reinforce each other.

Effective communication is so hard because it takes commitment. You have to make effective communication a priority and that takes discipline, consistency, clarity of message, and a willingness to keep at it day after day.

By putting a structured communication system in place that connects at the right level with all of your stakeholders, you can dramatically improve your effectiveness as a leader and drive faster top and bottom line growth.

2. Lack of Accountability

If you notice that the big things are not getting done and good ideas fall through the cracks, you lack accountability. We all need scoreboards that track the results we want. Most CEOs know this, but putting this system into place requires self-discipline and focus. Build the systems you need to support accountability and don’t get distracted until they are a part of your operations.

3. Fear of Firing

Even the best leaders worry about firing a member of their team if the team has become a close-knit family. When was the last time you fired someone who has been with you so long you know their family?

Unfortunately, we often find that the people who got you here will not get you there because the company has outgrown the person’s ability to keep up. As the company grows, so must your team members and as a leader, you have to make the tough decisions to continually upgrade your talent. People want to work for winning organizations and keeping a team member around who’s not pulling their weight just drags everybody else down with them.

4. Lack of Alignment

Imagine being a fish trying to swim upstream. It’s tough to make progress. That’s what happens when your key players are not all on the same page. Sure, you’ll have disagreements but as the leader, you have to make sure that when the decision is made, your team is behind it and they move forward in unity to make it happen. And simple things like making sure your compensation systems are lined up to reward the desired behavior are critical. Once you align your team’s incentives to those of the company, magic starts to happen.

5. Lack of Clear Vision

What is your company’s vision? If I walk into your building and ask three people, can they articulate your vision? Can they describe what the vision means to them and how the work they do supports the vision and brings meaning to their work? And your vision can’t just be a fluff statement that sounds like a bunch of corporate speak. Real leaders create a compelling vision for the future that ignites a fire under their team and keeps them working hard and doing the right thing even when nobody’s looking. Millennials, in particular, want to believe that the work they do goes beyond just a paycheck and contributes to the greater good. Does your vision inspire this greatness?

6. Poor Execution

There are three reasons leaders fail to execute. First, they don’t follow their own plan with discipline. Second, they fail to keep score on what matters. Third, they don’t have the right people in the right jobs to make it happen. If you can assemble these three puzzle pieces, you can put your company on track to win.

7. A Company Culture by Default

We all envy Google, Facebook, and Zappos for their dazzling company cultures. But what we forget is that the creator of culture is the CEO, not HR or anyone else. Did you create your culture by design or did it just happen by default? When you consciously think about and design your culture to foster your desired behavior, your culture becomes a competitive advantage that attracts top talent and drives massive results. 

Leadership is a skill you can learn. By avoiding these seven common leadership problems, you can lead your team and your company to greatness.

A leadership team is a group of two or more people who lead organizations that represent diverse functions, geographies, or areas of expertise, and who are committed to collaboratively serve some significant organizational purpose for which they hold themselves mutually accountable. By definition, these leaders hold such positions as senior vice president, department or division head, country manager, business unit leader, brand leader, or executive committee member. They are leaders of their own functional or geographic organizations who have been asked to join and work together to add value beyond what they and their organizations respectively provide.

Effective Leadership Team

Many leadership team members recognize that it takes a different set of competencies to be an effective member of a leadership team than it does to lead their own functional or cross-functional teams.

If there is tension between the leadership team members’ functional or geographic leadership role and their role as a leadership team member, there often is a tendency for leadership team members to fight. There are several reasons why these conflicts occur:

• Personal or functional agendas or goals can take precedence over leadership team agendas or goals
• The team members’ personal needs for independence, power, or control override their needs for inclusion, collaboration, and trust
• Concerns over budgets or shares of the pie take priority over strategic concerns for the overall enterprise
• There may be competition among team members to get the team leader role.

However, by fulfilling three essential conditions, your team will be effective:

1. Commitment to accountability

It’s important to align the leadership team around a common purpose and set of goals or objectives that they mutually assume responsibility for achieving. These goals are the rallying point for the leadership team and give them a sense of both identity and value in other words, the reason for their existence as a team. When positive progress occurs, team members have the willingness and ability to acknowledge success; and when there are problems and deviations, team members have the ability to identify issues quickly with a perspective of problem solving, not blaming.

2. Culture of team trust

High-performing leadership teams must operate in an environment that reflects the two most important components of team trust: credibility (an ability to make decisions, deliver results, deliver on promises, admit mistakes, and proactively resolve issues) and empathy (an ability to listen and understand, be nonjudgmental, and be concerned and supportive of each other). Because members of a leadership team are potential competitors for their leader’s position, it is even more critical that they continuously work at demonstrating their ability to give and receive each other’s trust.

3. Emotional intelligent leadership team behaviors

This is the ability of a team to establish norms and prioritize key leadership practices that govern how leadership team members want to behave with each other in order to maximize their overall effectiveness. High-performing leadership team interactions and discussions are characterized as open and respectful with the intent of thoughtful issue resolution.

Leadership Roles

No matter what your specific management position entails, being a leader is not an easy job to have. You must wear many different hats and respond to the needs of many different people not just your own team members and employees, but your managers and the people you are serving and for whom you are creating and delivering your product or service, too.

Everyone has a different leadership style, philosophy and way of executing her vision while leading her company or team. However, great leaders must always fill certain roles in order to do their jobs well, achieve progress and make their personal and company vision a success.

1. Strategist

As a leader, your work involves developing a plan for your company and the work you and your team members do. Your responsibilities include outlining specific goals for your company and determining the steps you and your employees need to take to achieve them. You should also establish what metrics you will use for evaluating whether you have achieved your goals and plans. Determine what success means upfront:

• Do you want to increase sales numbers?
• Are you looking to streamline your processes?
• Is there a particular area, product, or department that you would like to improve?

Figuring out what success looks like will help you hone your strategy and the steps you will take to achieve it. Clearly define the best measures to evaluate specific goals, too. What kind of data will you generate? How can you use it to measure your efforts?

2. Communicator

Communication is crucial for all organizational leaders and really any employee at any stage in her career. You need to be able to communicate your ideas to your employees, the public, and your managers. You will also communicate with people on a regular basis; even sending a quick email, running or participating in a meeting and making a phone call are forms of communication. Whether you’re a new manager relaying plans for the company, implementing organizational change or simply communicating day-to-day procedures and expectations, effective communication is one of the most important skills a leader can have.

3. Innovator

You didn’t rise to the top solely because you possess strong skills in your industry although that is surely the case. Your capacity for innovation helped get you there, too. Good leaders don’t just continue to do things the way they’ve always been done or sit back and let “followers” carry out the responsibilities; they continually develop new ideas. Not all your ideas will pan out, but failure is part of the innovation process. In order for a business to thrive and grow, change needs to take place and you are the one who should drive that change.

4. Coach

Leaders certainly have their moment in the spotlight, but effective managers also give their employees time and opportunities to shine. Part of being a team leader or company leader means you should help your employees grow and thrive in their roles. That means giving feedback both positive feedback when they’ve done something particularly well and constructive criticism when you notice a skill or task upon which they can improve, offering direction and celebrating success, even if it’s not your personal victory.

5. Delegator

This one goes hand-in-hand with coach. A leader can’t and shouldn’t do everything. If you’re good at your job, you’ll know your own limitations and recognize when somebody else could be doing a task or project better than you could. Furthermore, you’ll understand that others need to learn because it takes many people to run a successful organization, and you need to give them a chance to develop their own skills, even if you may have already mastered them.

6. Adaptor

Management is not without its hiccups and bumps along the road. All leadership positions require a fair degree of flexibility. If a plan isn’t panning out the way you wanted or expected it to, you need to be capable of recognizing that and changing course when it becomes necessary. No one likes admitting defeat, but part of being a leader means that you have to stop wasting time and resources on something that just isn’t going to pan out.

You also need to adapt to changing environments. Sometimes market trends force a company to adapt and change with the times. For instance, new technologies are changing the way industries across the board perform their work, and as a leader in your industry, you need to make sure your company keeps up with trends. You don’t want to be the one lagging behind.

7. Networker

Networking, networking, networking. It is a crucial aspect of any professional’s life, and none more so than a leader. Depending on your specific leadership position and function, you may be the face of your company; if that’s the case, or even you’re not at the very top, you need to constantly promote your company and its values. Networking isn’t just important for your company’s growth; it’s also essential for your personal growth.

Mentoring is a system of semi-structured guidance whereby one person shares their knowledge, skills and experience to assist others to progress in their own lives and careers. Mentors need to be readily accessible and prepared to offer help as the need arises within agreed bounds.

Mentors very often have their own mentors, and in turn their mentees might wish to ‘put something back’ and become mentors themselves it’s a chain for ‘passing on’ good practice so that the benefits can be widely spread.

Mentoring can be a short-term arrangement until the original reason for the partnership is fulfilled (or ceases), or it can last many years.

Mentoring is more than ‘giving advice’, or passing on what your experience was in a particular area or situation. It’s about motivating and empowering the other person to identify their own issues and goals, and helping them to find ways of resolving or reaching them not by doing it for them, or expecting them to ‘do it the way I did it’, but by understanding and respecting different ways of working.

Mentoring is not counselling or therapy though the mentor may help the mentee to access more specialized avenues of help if it becomes apparent that this would be the best way forward.

What do Mentors do?

Mentors listen objectively and act as a sounding board. They ask questions that encourage mentees to look at issues from a variety of perspectives and focus on problem-solving, decision-making and solutions. They challenge traditional ways of thinking and encourage strategies outside of their mentee’s comfort zone.

Mentors can prepare their mentees for professional careers and assist with their workplace skills. They raise the bar regarding a mentee’s potential and provide guidance, support, encouragement and constructive feedback.

What is the impact of Mentoring?

Mentoring can make a profound difference to the lives of mentees, and in turn strengthen our communities, economy and country.

The consistent, enduring presence of a caring adult in a young person’s life can be the difference between staying in school or dropping out, making healthy decisions or engaging in risky behaviours and between realising one’s potential or failing to achieve one’s dreams.

Young people with mentors, especially at-risk youth, have more positive visions of themselves and their futures. They also achieve more positive outcomes in school, the workplace and their communities.

Self-Mentoring

‘Self-mentoring’ is a process which requires you to assemble a realistic, accurate assessment of yourself (strengths and weaknesses) with the goal of crafting your ‘ideal self’ to heighten job performance, career progression, or personal ambitions. This practice, suitable for any age, profession, gender, race, or ability, is a four-stage framework which includes: self-awareness, self-development, self-reflection, and self-monitoring.

The term self-mentoring is a registered trademark and owned by the author. You cannot own a copyright on a registered trademark.

The goal of self-mentoring is to more effectively marshal one’s strengths and maintain direction through the inevitable ups and downs of moving forward in ones life and career.  More than simply a mindset, self-mentoring is an integrated set of strategies and skills that will help you at any age or stage in life be more insightful, proactive and creative in navigating change and moving forward in whatever area(s) of your life you choose.

Self-mentoring skills, concepts and insights work by both complementing and enhancing the essential skills that all of us rely on to be effective in our chosen profession: leading, selling, listening, decision-making, motivating, creative thinking and problem-solving, just to name a few. 

The benefits of using methods in self-mentoring when acclimating to new positions are abundant. This is especially true in the university setting. Academic professions are often self-directed within the domains of performance guidelines, review procedures, and promotion decisions employed by the university. Research suggests there is heightened self-esteem and self-efficacy with the application of self-mentoring practices. This, in turn, enhances connection and commitment to the institution.

To understand ways an individual can adapt to and apply self-mentoring skills, the following personal example illustrates this process. This case involves an instructor in higher education.

The detailed concept of self-mentoring (with all 4 levels embedded) was born as a result of a superintendent’s adversities transitioning into higher education position. She found her new work at a university overwhelming as a disconnect persisted between her and her assigned mentor. While her mentor was more than proficient in ability and expertise, their mentor/mentee relationship struggled and wasn’t serving its purpose. Through the complexity of this experience, self-mentoring evolved as a tool the faculty member clung to and crafted in order to survive her new role.

In developing the process of self-mentoring, the new employee drew upon her innate as well as learned leadership skills and competencies. She established a plan for survival that involved setting expectations, forming strategies, gathering and analyzing data, networking, and monitoring progress. Pleased with her success at the end her first year, she continued her job and more importantly began sharing her methods she fittingly named, ‘self-mentoring’. The basic tenet leading this concept is ‘You are your own best mentor’ (Bond & Hargreaves, 2014). Kimberly Horn (2013) explains there will always be times in one’s career when the right mentor-mentee match simply doesn’t happen. This is when self-mentoring becomes the perfect option for acclimating to the change(s) and growing personally and professionally as a result.

For this retired superintendent, the shift into a role of university practitioner was met with obstacles she surmounted through the process of self-mentoring. After the creation and follow-through of this practice, this professor was honored with three prestigious academic awards. Self-mentoring has now moved beyond the field of education and impacted weight loss programs, student leadership, mentoring, and executive coaching experiences.

Self Leadership

Self-led people mostly take their own decisions and set personal targets. This ability is typical of entrepreneurs, mentors, top managers etc.

We say a person has self-leadership skills when he has foresight, makes the right decisions and choices on his own, and exhibits dedication towards achieving his goals.

Aside goal setting, self-awareness is another factor that helps make people great self-leaders. Every manager must possess self-leadership skills.

Importance of self-leadership

Self-leadership is the first stage or level of leadership. For employees, whether mangers or ordinary subordinates, self-leadership is of great importance.

As a manager, you receive very little or no supervision. This means you should be able to plan and set your objectives on your own, as well as influence your own self to follow those plans.

As lower level employee, you can never be sure the kind of management or leaders you will meet in the course of tour career. Despite whatever leadership you may come across whether laissez faire, democratic or autocratic you should be able to exhibit self-leadership. Employers like workers who can take great decisions on their own and are able to influence themselves to work effectively.

Self-leadership helps make the individual proactive, disciplined, and an independent decision maker. People who have no strong sense of self-leadership tend to feel they are not in control of themselves, often lack focus and get overwhelmed easily.

How to improve on self-leadership

Self-leadership is indisputably a lovable skill. Here are four tips that should help you improve on self-leadership skills.

• Clarity of purpose. Every leadership or leader has a vision. Being your own leader, your purpose or vision will be the foundation upon which you will build self-leadership. Without properly scripted objectives or purpose for your life, you will be at peril trying to follow people’s plans or ideas for your life and you end up stuck in the middle of nowhere.
• Aim at success and take reasonable risks. Risk taking is an essential aspect of life. Challenge yourself to take on daring projects. Don’t discourage yourself with past failures of yourself or others focus on success. However, they should be reasonably calculated risks that are relevant to your purpose.
• Spend time to reflect on your life. While you remain the active doer of the things you do, you may see things from your perspective only. Take some time off to reflect on your life compare the past to the present and the present to future goals. Until you take a break to analyze yourself, you may never identify certain petty shortcomings. Reflections can also mean allowing someone to make an objective assessment of you.
• Don’t tolerate just anything. You cannot put your vision at risk.  You should learn to be intolerant of any suggestion or ideas which are not in line with your vision. This intolerance is not towards others only but yourself too. It includes not tolerating negative aspects of your nature such as laziness, fear, timidity etc.