Criteria of a Successful Project Leader (How to Get Things Done...)

M2 Asia ESSENTIAL PROJECT MANAGEMENT SKILLS FOR THE PUBLIC SECTOR
June 2009

Criteria of a Successful Project Leader (How to Get Things Done...)
• Leadership styles that suit your organizational structure
• Motivational strategies to win trust and commitment from your team
• People management strategy to enhance the deliverable of the projects
• Guiding the project team to success through effective leadership
• Setting a leadership benchmark for others to follow

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http://www.slideshare.net/kennyong/criteria-of-a-successful-project-leader/download

Criteria of a Successful Project Leader

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Strategy Focused Planning System beyond Traditional Budgeting

ABF Financial Controllers Conference
June 2009

Strategy Focused Planning System beyond Traditional Budgeting
• What is strategy
• What is a strategic plan
• How to convert a strategic concept into an actionable plan with a realistic budget
• Overview of the mechanism for developing a strategic budget


Download Here:
http://www.slideshare.net/kennyong/strategy-focused-planning-system-beyond-traditional-budgeting/download

Strategy Focused Planning System Beyond Traditional Budgeting

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Leadership Lessons from GM - The Buck Stops Here, Finally

Finally. General Motors (more like the US Government) has come to their senses and remembered the fundamental truth about Leadership: The Buck Stops Here. Finally, they have deiced to remove the Chief, Rick Wagoner, the source of GM's problems. 

This is an exeprt from a news article online:

General Motors chief Rick Wagoner to quit under Obama auto plan

Agence France-Presse

Washington, March 30, 2009

US President Barack Obama has asked the head of General Motors to resign, US media reported, a day before the US leader spells out his plan for the future of the crippled auto sector.

"The Obama administration asked Rick Wagoner, the chairman and CEO of General Motors, to step down and he agreed," Politico.Com reported, citing an unnamed White House official.

You can catach the entire article here: http://www.hindustantimes.com/StoryPage/StoryPage.aspx?sectionName=RSSFeed-business&id=e269ccc8-67e7-46dc-b38a-7bb6e0d27206&Headline=GM+chief+Rick+Wagoner+to+quit+under+Obama+auto+plan

What are some quick lessons of Leadership that we need to remind ourselves?

1. The buck stops at the Chief. Not those below him or her.

2. Three years in a row is the maximum time period a leader is allowed to non-perform

3. A non-performing leader better quit before they are asked to leave

4. There is no blame. No excuses. 

Finally, someone (thanks Obama) has the guts to kick Wagoner out. It has been too long, and he has provided too many excuses. Time to get to work.

-TURD-

PROTON: A fine example of an incomptent leader from an incomptent company talking rubbish

OK. Read this short report:

Proton's losses widen in Q2, New Straits Times December 1, 2006

PROTON Holdings Bhd saw its losses widen during its second fiscal quarter, but its managing director says the outlook will improve with the launch of new car models and the sealing of a strategic alliance expected by early next year.

Datuk Syed Zainal Abidin Syed Mohamed Tahir said Proton should perform better in the near- to medium-term with a strategic blueprint already in place.

These include the planned launch of two new models in ...

**Refer to: http://www.encyclopedia.com/doc/1P1-131797824.html

Now.. Read this excerpt

Local auto makers patiently wait, The Star Online Saturday March 14, 2009 By JAGDEV SINGH SIDHU

For the long-term, Syed Zainal says the Government should consolidate the national car industry. ...he suggests that the national car maker that has given the most value add to the industry, which has too many players for it to sustain, be given the lead. That company he feels should be Proton. 

**Refer to http://biz.thestar.com.my/news/story.asp?file=/2009/3/14/business/3470772&sec=business

My point? 

1. Proton has a terrible business model, with terrible products, and well protected.

2. Perodua has been consistently rolling out quality products, at excellent prices to the Malaysian consumer, without much protection.

3. Syed Zainal has been in the leadership of Proton for eons, yet the same poor business model, cloudy strategy and waste-of-time products continue until today. (A 3 years period is usually the cut-off point for determining whether a leader is competent or not)

4. PERODUA is the best competitor to Proton, eating up its market share quietly all these years

5. Proton has no way to beat Perodua in the open market 

6. Yet, Syed Zainal still has the cheek to suggest that the Government consolidate the industry (hinting that Perodua should fold under Proton) because (get this irony)... "Proton has added the most value to the industry".

7. Do I need to say more?

Still don't believe me? Then read these posts:

• How suck is Proton? On http://www.wahlau.net/2007/02/25/how-suck-is-proton/
  
• Perodua or Proton? On http://geminigeek.com/blog/archives/2005/06/perodua-or-proton/
  
• Proton Sucks! On http://ecstacyelmo.blogspot.com/2008/03/proton-sucks.html
  

-TURD-

Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and Resources

ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009

• *Understanding what strategic planning is and why it is important
  
• *Clarify the difference between vision, mission statement, goals and objectives
  
• *The external environment: The need to understand the economic cycle
  
• *Tying the strategic plan to the budget
  
• *Cost Reduction methods and advice
  

Download Here:

http://www.slideshare.net/kennyong/strategic-planning-and-budgeting-part-2-alignment-budgeting-and-resources/download

Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and Resources

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Strategic Planning And Budgeting Part 1: Business Model and Strategy

ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009

• Understanding what strategic planning is and why it is important
  
• Clarify the difference between vision, mission statement, goals and objectives
  
• The external environment: The need to understand the economic cycle
  
• SWOT and PESTEL analysis
  
• Tying the strategic plan to the budget 
  

Download Here:

http://www.slideshare.net/kennyong/strategic-planning-and-budgeting-part-1-business-model-and-strategy/download

Strategic Planning And Budgeting Part 1: Business Model and Strategy

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Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

Marcus Evans Workplace & Organisational Psychology Conference, KL

• Considering different leadership and management styles to adopt what is best for your organisation in today’s working environment
• Specifying set competencies as guidelines for effective leadership
• Designing individual effective leadership development programmes to groom next generation leaders within your company
• Utilising “Real leaders eat last” and other unconventional concepts for leading staff in the new millennium 

Download Here: 

http://www.slideshare.net/kennyong/real-leaders-eat-last-the-psychology-of-leadership-in-the-new-millennium-presentation/download

Real Leaders Eat Last - The Psychology of Leadership in the New Millennium

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Enhancing the Business Performance Management System for More Effective Business and Talent Management

MEF National Conference 2008, MANAGING PERFORMANCE FOR BUSINESS EXCELLENCE, KL

Enhancing the Business Performance Management System for More Effective Business and Talent Management

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Internal Branding To Strengthen Talent Retention Strategies - new presentation download

Hi.



I have just uploaded a new presentation for anyone who wants to download:



Where: Under the "My Presentation Downloads" section on the right

Event: ABF Recruitment and Retention Conference

Title: Internal Branding To Strengthen Talent Retention Strategies

File: Powerpoint, PPT

Summary:

• Signal to the staff the chance of career development in yourorganisation


• Secondment - Increasingly being recognised as valuable for development.


• Providing increase in flexibility of working patterns whichwill be increasingly important in the future.


• Understand secondmentwell to develop your organisation’s skills base and avoid the possiblepitfalls.


• Internal branding and employee engagement - Learn the building and maintaining of successful internal brand.


• Discover how this willpositively affect your position as an employer, staff retention rates and customer service
  

Enjoy :)



-TURD-

Investor Relations As The New Focus In Creating Long Term Corporate Value - new presentation download

Hi.

I have just uploaded a new presentation for anyone who wants to download:

Where: Under the "My Presentation Downloads" section on the right
Event: ABF Investor Relations Conference
Title: Investor Relations As The New Focus In Creating Long Term Corporate Value
File: Powerpoint, PPT

Summary:

• Assess the importance of Investor Relations functions
• Factors prohibiting growth or development in this area
• Differentiating Investor Relations with other communication initiatives in maximizing its value

How: Download and save unto your hard disk.

Enjoy :)

-TURD-

Hi.

I have just uploaded a new presentation for anyone who wants to download:
Where: Under the "My Presentation Downloads" section on the right

Event: UiTM Masters in Accounting Special Lecture
Title: Employees and Fraud Risks

File: Powerpoint, PPT
How: Download and save unto your hard disk.

Enjoy :)


-TURD-

Classic Example of Dumb Management and Bad Planning - Mid Valley Megamall Shopping Center, KL

There are many cases of dumb management in Malaysia. You know... the kind that are promoted to management while having no logical thinking skills whatsoever. One clear exampl of this is our very own Mid Valley Megamall Shopping Center in Kuala Lumpur, Malaysia.

I only need to state two cases, both having to do with the Car Park planning:
1. Carpark through Entrance G
2. Carpark for Disabled People on Level 3

Just to paint the picture clearer, I went to Mid Valley with my wife and two babies about a month back. This means, two strollers, bags, and other stuff that you have to carry around with babies.

We went in through Carpark entrance G and parked at level 2b. We noticed (after lugging everyone and everything out of the car), that all entrances into the shopping mall involves having either to CLIMB up or down a flight of STAIRS. This is classic dumb management. How can you do that with two babies in two strollers and bags and stuff? Wasn't anyone thinking?

So.. we got back into the car. We noticed that there was 'Disabled Persons' parking on level 3. So we drove up and parked, near the disabled carpark, thinking that the dumb management of Mid Valley would at least build a convenient entrance for disbaled persons. But... we were wrong again.

The main entrance for the Disbaled Persons had STEPS.. instead of a slope. How dumb is that? How in the world could the dumb Mid Valley Management think that disabled persons could go down steps. Why don't they just build a slope?

Again, classic dumb management in Malaysia.


-TURD-

12 Ways to Retain ‘Swing’ Talents in Your Organization

In my previous article, I wrote about ‘Customer Loyalty and Retention’ and brought to our attention a group of Customer’s known as the ‘Swing’ group. These are customers who stick around your business only because you happen to be the best alternative at the moment until they find a better alternative. This makes this group if customers valuable yet un-retainable in the long run.

Here, I would like to bring forward also the concept of ‘Swing’ Talents. To begin, there are two groups of Talent who are staying with you now: Loyal and Swing.

Loyal are those Talented employees who stick around your company either due to the job, the boss or the company’s mission/business/image. The moment any of these three does not seem right, they will start leaving.

On the other hand, Swing Employees who are Loyal to you because you happen to be the “Best alternative at the current moment until I find another alternative” situation. In other words, these are key talents who are ready to leave any moment no matter what you do to enrich their jobs or to give them a good boss. You are simply not their permanent choice.

Why then do they stay? Swing Talents are ‘loyal’ because:
1. Individual Relationships with people in the company
2. Convenience (at that point in time)
3. Contractually tied-up
4. Exciting Direct Incentives
5. No better alternatives in the market yet
6. Subordinates whom they love and love them back
7. No known alternatives in the market yet
8. CV friendly

OK then. What can we do? Well, other than pray and hope, I can only think of 12 ways:
1. Over Promote
2. Loans
3. Spot Bonuses
4. Block recruiters
5. The Spouse (and their Children, if possible)
6. Toys (e.g. iPODs, MACs, MP3s, 22” LCD Screens etc.)
7. Glorified Titles
8. Forced Ambassador
9. “Position” the competition
10. Sell the Dream
11. Give them a Best Friend
12. Appoint them as Internal Trainers

In other words, try to do some of these 12 things and hope for the best. At least you can say you have tried.

-TURD-

7 Essential Management Skills for Career Survival

Two questions - Do you want a good career? Do you want a good career Fast or Slow?

If you answered positively to both questions, then you would want to carry on reading and find out the 7 Essential Management Skills you need for Career Survival.

Let us go back to the beginning: You want a Good Career fast? Well then, only PROFESSIONALS get to have a good career fast. BUT, Professionals have to pay a much higher price than semi-professionals and amateurs. So, do you want to be a Professional or Amateur?

OK, good. Since you are still reading I presume that you want to be a Professional in order to have a good career fast. What then are the 7 Essential Management Skills? Let us begin.

Firstly, are you interested in a Job or a Career? You have to learn how to differentiate the two. Check whatever you are doing now. If it's a job, you would have no interest in learning, no motivation to improve, no energy, no growth plans. If it's a career to you, you would be learning, always wanting to improve, lots of energy and have a firm growth plan. If what you are doing is a job to you, stop here. If it's a career to you, proceed.

The 7 Management Skills in summary are:

1. Managing your Job
2. Managing your Boss
3. Managing your Time
4. Managing your Relationships
5. Managing your Discipline
6. Managing your Attitude
7. Managing your Career

1. Managing Your Job
Remember this: "Know your job well, do it well, and be better than anyone else doing it." (this is taken from a book called "The Rules of Work" by Richard Templar). Bottom Line: You must be really good at your job before attempting anything else. Otherwise, it's just wasted efforts. Don't listen to those so called career coaches who ask you to 'dream' or 'envision' your career 20 years from now. That's just plain rubbish. If you are not doing your job well, or you are not the best in your job, don't even think about climbing the ladder. Do your job well first.

Make sure you know the difference between Activities vs. Results. What's the difference? We can either refer to our job in terms of Activities or Results. Whichever reference you choose determines your behaviors on a daily basis. Remember: Success depends on managing your job based on RESULTS-oriented thinking.

2. Managing your Boss
There are four parts to this: Understand and find solutions for your Boss' problems, Manage your Boss as a Client not a Boss, Manage and influence your Boss based on his Personality, and finally learn how to deal with Bad Bosses as well as when to give up and walk away.

3. Managing your Time
Time is irreversible, so make the best use of it every second of your life. What you really Value is found in how you spend your Time and Money. Love is spelt as T.I.M.E. to your loved ones. Interruptions will always happen, so plan for them every time. Time investments compound, so be patient and persevere. "I don't have time" is a sorry excuse for someone who has placed the issue as a lower priority. Time required for something expands according to expectations - which means that if you set an urgent time-frame, it will be done fast. If you set a long and relaxed time-frame, it will be done slow.

Only three things really matter in Time Management: 1) Learn how to Prioritize, 2) Develop and use a To-do List, and 3) learn how to Maximize Time

4. Managing your Relationships
Why? Because good performance and skill won't get you very far. You need others to succeed.
You cannot get people to listen to you if they don't like you. And if they don't listen to you, you won't accomplish anything! Remember that Relationships = Expectations. You must know the expectations and manage those expectations.

People are interested in themselves, not in you. What is the most interesting subject in the world to them? THEMSELVES. Take four words out of your vocabulary: "I, me, my, mine" and substitute for the most powerful word: "YOU". Remember that the more important you make people feel, the more they will respond to you. Avoid arguing.

5. Managing your Discipline
Discipline consists of three parts: discipline in Habits, discipline in Self Development, and discipline in Feelings.

Control your habits, and you can control your Success. Failure is also because of habits. The only difference between those who have failed and those who have succeeded lies in the difference of their habit. Think about it - your actions are ruled mostly by your habits. Only a habit and control another habit. It takes an average of 21 days to form a new habit. The goal habits: It will be part of your subconscious mind. You need to form good habits in 3 areas: Thinking, Speaking, Doing.

Self Development is an Investment in your self. Investment means how much Time and Money you spend on your self. Nobody is going to invest in you. Start Early because small differences compound in the long-term.

Control your emotions. "Anyone can become angry - that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way - that is not easy." (I think this is by Aristotle)

6. Managing your Attitude
List down Bad Attitudes - and reverse them. Be careful of 'us' vs. 'them' thinking. Serve before expecting to be served. Have high standards for yourself. Never complain about how hard you work.

7. Managing your Career
Just remember the following biggest career mistakes a person can ever make: Keeping a career in line with your education, Getting career advice from your parents (or relatives), Changing jobs without long-term strategy in mind, and Letting your Boss (or company) manage your career.

Remember: If you are not doing your job well, or you are not the best in your job, don't even think about climbing the ladder. Do your job well first. Don't say I didn't warn you.


-TURD-

How Can Leaders Reduce Fraud And The Great Wall Of China Theory

There has been a lot of talk lately about ethics, governance, fraud...you name them, we have them. What then, is the Leader's role in reducing these kinds of risks in an organization?

Well, let us start with some basic insight:- ironically, Success is the root cause of risk. More success, more money, more fraud. So, the easiest way to reduce fraud is to reduce business.

Don't laugh. This is what most Finance and Human Resource people do, unintentionally. What do I mean? Well, some Heads of Finance/HR are so over zealous in reducing fraud-related risks (especially when the KPI for this is pegged at 80% of their performance), that they will do everything in their power to put in all kinds of ridiculous policies and procedures up to a point that it kills all the flexibility and success factors of a business.

What then should the Leader pay attention to when looking at Fraud and Ethics?

1. Price to Pay for Fraud/Risk Mitigation is almost always "Business Flexibility". Remember this.
   
2. Control and Growth have always had a reverse correlation effect. E.g. As a control, the more controls we put on foreign ownership, the less economic growth resulting from a loss of FDI.
   
3. Rules vs. Humanity/Motivation. The more rules we put in place, the less Humane a company becomes. This in turns reduce Motivation.
   
4. Most Leaders are not tackling the real root causes of fraud and ethics i.e. Motive & Opportunity i.e. Humans. Most managers spend more time in tweaking the procedures and rules instead of dealing with human issues
   
5. If an organization is focused on reducing Fraud thus giving more and more powers to Finance and Accounting vs. Sales/Marketing, guess who is in control of the business? Aren't you afraid?

So... what has the Great Wall of China got to do with anything? Well... almost everything. Many many many moons ago, China decided to build a great wall to keep the Mongolians out. They spent countless resources, time, effort, and lives in building this great, strong, long wall. However, it seems that the Mongolians could easily penetrate this wall using a simple powerful proven concept: BRIBE. You see, the Chinese spent so much time and money on the wall, they did not realize that their Gatekeepers were unmotivated, restless, poor, ill treated with no obvious career advancement opportunities. Any Mongolian soldier can bribe the Gatekeeper with USD5,000. And this Gatekeeper would happily accept the money and open the gates.

What is the moral of the story? Well..

1. Humans are the weakest link
   
2. Bad treatment of staff will lead to weak links i.e. making them easier to bribe, easier to con, etc;
   
3. Bad treatment arises from bad leaders who are insulting, makes staff lose face, deliver broken promises, publicly criticize staff, re-structure without communication etc.

Stop dealing with process. Stop issuing rules. Stop humiliating your people, and you can reduce fraud.

-TURD-

P.S. You can also locate a copy of this article from EzineArticles.com directory:http://EzineArticles.com/?id=682410

Note: New Presentation Download

Hi.

I have just uploaded a new presentation for anyone who wants to download:

Where: Under the "My Presentation Downloads" section on the right
Event: ABF Seminar on Human Resource

Title 1: HR At The Board Table - Delivering Strategic Counsel To Senior Management (Part1)
File 1: PDF Document, PDF
How 1: Download and save unto your hard disk. Open with "PDF" program. (Somehow it keeps downloading as a .doc file)

Title 2: HR At The Board Table - Delivering Strategic Counsel To Senior Management (Part2)
File 2: Powerpoint, PPT
How 2: Download and save unto your hard disk. Open with "Powerpoint" program. (Somehow it keeps downloading as a .doc file)

Enjoy :)

-TURD-

Note: New Presentation Download

Hi.

I have just uploaded a new presentation for anyone who wants to download:

Where: Under the "My Presentation Downloads" section on the right
Event: JOBSTREET.COM HR Networking Event
Title: Positioning your Organizaiton to Attract and Retain Top Talent
File: Powerpoint, PPT
How: Download and save unto your hard disk. Open with "Powerpoint" program. (Somehow it keeps downloading as a .doc file)

Enjoy :)

-TURD-

Leadership RDA for RDA

Two questions: How do I detect a potential leader? How do I know whether a leader is progressively growing?

These two questions concern two groups of people i.e. organizations that are looking for & developing leaders, and individuals who want to become leaders.

Now, to answer the first question:
A person can detect leadership potential through RDA. In the nutritional world, RDA stands for Recommended Daily Allowance, which in essence, stands for something that you have to intake on a daily basis if you want to remain healthy.

Well, in essence, to become a leader (or to detect a potential one), a person needs the Leadership RDA – which stands for Relationship, Discipline, and Attitude. These three characteristics will determine a person’s leadership level. In other words, the higher the basic RDA a person has, the higher the person will grow in leadership.

What then, are the components of Relationship, Discipline, and Attitude? Let me briefly explain:

A. Relationship

1. Why? Good performance & skill won't get you very far. You need others to succeed.
2. Five Rules for Successful Relationships:- Be Yourself, Be of Value, Be Consistent, Be Truthful, and Do What You Say
3. You cannot get people to listen to you if they don't like you. And if they don’t listen to you, you won’t accomplish anything!
4. Relationships = Expectations. You must know the expectations and manage those expectations.
5. People are interested in themselves, not in you
6. What is the most interesting subject in the world to them? THEMSELVES
7. Take four words out of your vocabulary: “I, me, my, mine” and substitute for the most powerful word: “YOU”
8. Remember that the more important you make people feel, the more they will respond to you.
9. Avoid arguing.
   

B. Discipline

1. Discipline consists of three areas:- Habits, Self Development, and Feelings
2. About Habits: Your success depends on what you do. What you do depends on who you are. Who you are depends on Habits. In summary, what we do, say and think is 90% controlled by habits.
3. About Self Development: It is an Investment. Investment = Time + Money. Nobody is going to invest in you. Start Early. Small Differences compound in the long-term.
4. About Feelings: “Anyone can become angry –that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” If you cannot control your feelings and emotions, forget about being a leader.

C. Attitude

1. List down Bad Attitudes – and reverse them
2. Be careful of ‘us’ vs. ‘them’ thinking
3. Serve before expecting to be served
4. Have high standards for yourself
5. Never complain about how hard you work
   

OK…now, for the second question: How do I know whether a leader is progressively growing?
The answer is very easy. Is the leader taking their RDA for their RDA? In more explicit terms, is the leader taking their Recommended Daily Allowance for their Relationship, Discipline, and Attitude. In even more explicit terms, is the leader, daily, progressively, improving on the three aspects?

This is where leadership development comes in. Forget about teaching delegation, empowerment, leadership styles, employee engagement and all those other hooplas that consultants try to sell to you. Get the basics right first. If your potential leader is not strong in the three basic areas of Relationship, Discipline, and Attitude and doesn’t have a daily regime to improve on them, you need help. Otherwise, find another leader.


What else do you need?

-TURD-

TIME to know

Before we can start to really 'manage time', we need to know a few things about it:

1. Time is irreversible
Every second is precious. Once a second passes, you can NEVER EVER claim it back. Do no waste it with activities that do not add any value to your life. Analyze all the time wasters in your day. Use the "Off" switch on your TV. Play with you kid.

2. Value = Time + Money
What a person really values in their life can be tracked from where they spend their discretionary Time and discretionary Money. A person can lie and boast about how much they value their spouse, but if they spend their time and money on stuff other than their spouse, I know they are lying.

3. Love is spelt as T.I.M.E. to your loved ones
This is obvious. The most precious gift I can ever give to my wife (according to her) is my time.

4. Interruptions will always happen
It always surprises me how so many people keep giving the excuse that they don’t have enough time to complete something or meet a deadline because they were “interrupted”. ‘Interruptions’ is a part of life – it will always happen and we should just accept it. In everything that we plan, always always always always build in the interruption factor.

5. Time investments compound
Two facts about compounding: the earlier the better and starting small will always compound to something big down the road. As such, the investment of time in anything (relationships, self development, planning, etc) must be done with these two facts in mind. In other words, “Start small, grow fast”.

6. “I don't have time” = lower priority
When somebody tells you that they ‘don’t have time’ for something you ask them to do, it means only one thing – your request is of lesser priority than whatever they hand in hand. Managing time means managing your priorities and making sacrifices (more on this in a later post)

7. Time required for something expands according to expectations
This is a tough one explain, but I will try. Let me ask you question which you have to honestly answer… “Do you get more or less work done on the day before a long holiday compared to your other work days?” More work done? Why? Simple. On normal days, we expand our time to complete tasks to fill up the time available. In other words, the excuse of “I don’t have enough time for…’ is not valid. It just means that you have not learned to optimize your time.

Time to do something.

-TURD-

Rights and Counter-rights of Leaders

This is one lesson I always share in the beginning of our Annual Leadership Programs.

As a Leader, you gain the rights to:

1. Receive a bit of glamour
2. Be admired
3. Be recognized as special
4. Special Training
5. Have special attention
6. Access Top Mgmt
7. Manage your career
8. Influence others
9. Draw the picture
10. Choose the timing
11. Choose the team
12. Choose the standards
    

You lose the rights to:

1. Complain to others
2. Complain in public
3. Complain downline
4. Lose your temper
5. Show-off
6. Be alone
7. Be Calculative
8. Be like “normal” people
9. Be off-time
10. Have a bad attitude
11. Eat first
12. Do what you enjoy
13. Think of yourself first
14. Avoid problems
15. Avoid responsibility
16. Transfer problems
17. Transfer responsibility
18. Be irritating
19. Backstab
20. Talk nonsense
21. Disobey orders
22. Have you own time
23. Remain the same
24. Ignore feedback
25. Be inconsistent
26. Claim everything (e.g. travelling claims, handphone claims, toll claims)
27. Work less than others
28. Be undisciplined
29. Break rules
30. Avoid participation
31. Avoid communication
32. Rescue yourself first
33. Blame others
    
    
    So… do you still want Leadership?
    
    -TURD-