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13 kinds of bosses and how to make them love you
Hello all managing your boss an important but most disregarded aspect of leadership is your relationship with the boss as she/he would determine your success/failure as a leader. effective managers take time & effort to manage not only their relationships with their subordinates but also those with their bosses. managing your team as a leader is as important as managing your boss. the following article will help you out to know your boss and ways to manage your boss. : my 5 favorites are the softy the innovator and the buddy. hope it will help you to deal with your boss. enjoy reading....
How to manage success & failure - apj abdul kalam
Apj abdul kalam was among india s bestknown scientists before he became the country s president. an alumnus of the madras institute of technology he worked for the indian space research organisation isro where he helped launch india s first satellites into orbit. later kalam worked on developing missiles and other strategic weapons; he was widely regarded as a national hero for leading india s nuclear weapons tests in 1998. in 2002 kalam was named the country s president and he held that position until 2007. during the wharton india economic forum in philadelphia kalam spoke with india knowledgewharton about his career as a scientist his vision for india s future and the most important traits for leaders among other issues. an edited transcript of the interview follows: inspirational ppt motivational ppt videos presentations leaders workshop leadership: apj abdul kalam: 'a leader should know how to manage failure inspirational ppt motivational ppt videos presentations leaders workshop leadership: apj abdul kalam: 'a leader should know how to manage failure'
'a leader should know how to manage failure'
Former president of india apj abdul kalam : 'a leader should know how to manage failure' indiaknowledgewharton: could you give an example from your own experience of how leaders should manage failure? kalam: let me tell you about my experience. in 1973 i became the project director of india s satellite launch vehicle program commonly called the slv3. our goal was to put india s "rohini" satellite into orbit by 1980. i was given funds and human resources but was told clearly that by 1980 we had to launch the satellite into space. thousands of people worked together in scientific and technical teams towards that goal. by 1979 i think the month was august we thought we were ready. as the project director i went to the control center for the launch. at four minutes before the satellite launch the computer began to go through the checklist of items that needed to be checked. one minute later the computer program put the launch on hold; the display showed that some control components were not in order. my experts i had four or five of them with me told me not to worry; they had done their calculations and there was enough reserve fuel. so i bypassed the computer switched to manual mode and launched the rocket. in the first stage everything worked fine. in the second stage a problem developed. instead of the satellite going into orbit the whole rocket system plunged into the bay of bengal. it was a big failure. that day the chairman of the indian space research organization prof. satish dhawan had called a press conference. the launch was at 7:00 am and the press conference where journalists from around the world were present was at 7:45 am at isro s satellite launch range in sriharikota in andhra pradesh in southern india. prof. dhawan the leader of the organization conducted the press conference himself. he took responsibility for the failure he said that the team had worked very hard but that it needed more technological support. he assured the media that in another year the team would definitely succeed. now i was the project director and it was my failure but instead he took responsibility for the failure as chairman of the organization. the next year in july 1980 we tried again to launch the satellite and this time we succeeded. the whole nation was jubilant. again there was a press conference. prof. dhawan called me aside and told me "you conduct the press conference today." i learned a very important lesson that day. when failure occurred the leader of the organization owned that failure. when success came he gave it to his team. the best management lesson i have learned did not come to me from reading a book; it came from that experience. with warm regards
Truth about failure
Ifailure doesn t mean you are a failure i it does mean you haven t succeeded yet. /i ifailure doesn t mean you have accomplished nothing i it does mean you have learned something. /i ifailure doesn t mean you have been a fool i it does mean you had a lot of faith. /i ifailure doesn t mean you have been disgraced i it does mean you were willing to try. /i ifailure doesn t mean you don t have it i it does mean you have to do something in a different /i iway. /i ifailure doesn t mean you are inferior i it does mean you are not perfect. /i ifailure doesn t mean you ve wasted your life i it does mean you ve got a reason to start afresh. /i ifailure doesn t mean you should give up i it does mean you should try harder. /i ifailure doesn t mean you ll never make it i it does mean it will take a little longer./i
How leaders should manage failure? - a great anecdote by our missile man
Question: could you give an example from your own experience of how leaders should manage failure? kalam: let me tell you about my experience. in 1973 i became the project director of india s satellite launch vehicle program commonly called the slv3. our goal was to put india s rohini satellite into orbit by 1980. i was given funds and human resources but was told clearly that by 1980 we had to launch the satellite into space. thousands of people worked together in scientific and technical teams towards that goal. by 1979 i think the month was august we thought we were ready. as the project director i went to the control center for the launch. at four minutes before the satellite launch the computer began to go through the checklist of items that needed to be checked. one minute later the computer program put the launch on hold; the display showed that some control components were not in order. my experts i had four or five of them with me told me not to worry; they had done their calculations and there was enough reserve fuel. so i bypassed the computer switched to manual mode and launched the rocket. in the first stage everything worked fine. in the second stage a problem developed. instead of the satellite going into orbit the whole rocket system plunged into the bay of bengal . it was a big failure. that day the chairman of the indian space research organization prof. satish d hawan had called a press conference. the launch was at 7:00 am and the press conference where journalists from around the world were present was at 7:45 am at isros satellite launch range in sriharikota in andhra pradesh in southern india . prof. dhawan the leader of the organization conducted the press conference himself. he took responsibility for the failure he said that the team had worked very hard but that it needed more technological support. he assured the media that in another year the team would definitely succeed.. now i was the project director and it was my failure but instead he took responsibility for the failure as chairman of the organization. the next year in july 1980 we tried again to launch the satellite and this time we succeeded. the whole nation was jubilant. again there was a press conference. prof. dhawan called me aside and told me you conduct the press conference today. i learned a very important lesson that day. when failure occurred the leader of the organization owned that failure. when success came he gave it to his team. the best management lesson i have learned did not come to me from reading a book; it came from that experience.
How to manage failure
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