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SNIPPETS

1.To empower people and not to power over people.

2.Lead his people to believe in impossible

3, CONFLICTS AND DISAGREEMENT

      When you and your coworkers push one another to continually ask if there’s a better approach, that creative friction is likely to lead to new solutions. “Conflict allows the team to come to terms with difficult situations, to synthesize diverse perspectives, and to make sure solutions are well thought-out,” says Liane Davey, cofounder of 3COze Inc. and author of You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done. “Conflict is uncomfortable, but it is the source of true innovation, and also a critical process in identifying and mitigating risks.” And there’s rarely a fixed amount of value to be gained in a disagreement. If you and your colleague are arguing about the best way to roll out a new initiative 
   
Opportunities to learn and grow. As uncomfortable as it may feel when someone challenges your ideas, it’s an opportunity to learn. By listening and incorporating feedback, you gain experience, try new things, and evolve as a manager.

Improved relationships. By working through conflict together, you’ll feel closer to the people around you and gain a better understanding of what matters to them and how they prefer to work. You’ll also set an important precedent: that it’s possible to have “good” fights and then move on. My 10-year-old daughter knows this intuitively. She once came back from a sleepover with her close friend, and when I asked her how it went, she said, “Great. We fought the whole time.” I pressed her about how it could’ve been fun when they were arguing. She said, “Because we got over it and now we’re BFFs.”

Higher job satisfaction. When you’re not afraid to constructively disagree about issues at work, you’re likely to be happier to go to the office, be satisfied with what you accomplish, and enjoy interactions with your colleagues. Instead of feeling as if you have to walk on eggshells, you can focus on getting your work done. Research supports this: A study of American and Chinese employees in China showed a correlation between the use of certain approaches to conflict management — ones in which employees pursue a win-win situation, care for others, and focus on common interests — and an employee’s happiness at work.

A more inclusive work environment. If you want to have diversity and inclusion in your organization, you have to be prepared to disagree. Anesa Parker, Carmen Medina, and Elizabeth Schill wrote in their Rotman Management article, “Diversity’s New Frontier: Diversity of Thought,” that “While homogenous groups are more confident in their performance, diverse groups are often more successful in completing tasks.” They went on to explain that managers and employees need to get over an “instinctual urge to avoid conflict” and abandon “the idea that consensus is an end in and of itself. In a well-run diverse team, substantive disagreements do not need to become personal: Ideas either have merit and posits of connection or they do not.”

I couldn’t agree more, especially on another point they make: that managers have an obligation to design conflicts that allow their teams to be creative and productive. Put simply, we have to learn how to disagree more, and managers need to take responsibility for making it comfortable and OK for people to dissent, debate, and express their true opinions.

4.Freedom of Expression

What we can learn from Voltaire is that it is not the very thing we think that makes freedom, but the way we think about it.

5. How to become good leader

1.Adopt and practice good values.

2.Chose people who can help u in living ur high values

4Chose ur mentors

4..Talk to urself about ur values and actions.

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