ASSIGNMENT FOR BUSINESS LEADERSHIP
My Role Model- Al Pacino
Lawrence Grobel's intensely personal conversations with Al Pacino reveals insights into the life of one of the most accomplished and private artists in the world. He was pivotal character in The Godfather trilogy and the cult classic Scarface. Pacino has been nominated for eight Academy Awards, and won the Oscar for Best Actor for his role in “Scent of a Woman”. Raised by his grandparents and mother, Pacino grew up sharing a small apartment in the Bronx with nine people. Having made it to The Herbert Bergh of Studio, and acting school, he forged an enduring friendship with his mentor, renowned acting coach Charlie Laughton. It was Laughton who first recognized Pacino's potential, and prophetically informed the nineteen-year-old youth, 'You're going to be a star...'
Known for his forceful dramatic presentation, Al Pacino is most closely associated with the roles of Michael Corleone in The Godfather (1972) trilogy, as well as Tony Montana of the legendary gangster film Scarface (1983). But it was his performance as Frank Slade, a blind, retired Lt. Colonel, in Scent of a Woman (1992) that won him the Academy award for Best Actor in 1993. This came after seven previous Oscar nominations, including a supporting actor nomination in the same year for Glengarry Glen Ross (1992). Before becoming a professional actor he held a number of jobs including a messenger, shoe salesman, supermarket checker, shoe shiner, furniture mover, office boy, fresh-fruit polisher, and a newsboy.
One of the greatest actors in all of film history, Al Pacino established himself during one of film's greatest decades, the 1970s, and has become an enduring and iconic figure in the world of American movies. Born on April 25, 1940, in the Bronx, New York, Pacino's parents (Salvatore and Rose) divorced when he was young. His mother moved them into his grandparents' house. Pacino found himself often repeating the plots and voices of characters he had seen in the movies, one of his favourite activities. Bored and unmotivated in school, the young Al Pacino found a haven in school plays, and his interest soon blossomed into a full-time career. Starting on the stage, he went through a lengthy period of depression and poverty, sometimes having to borrow bus fare to make it to auditions. He made it into the prestigious Actors Studio in 1966, studying under legendary acting coach Lee Strasberg, creator of the Method Approach that would become the trademark of many '70s-era actors. After appearing in a string of plays in supporting roles, he finally hit it big with "The Indian Wants the Bronx", winning an Obie award for the 1966-67 season. That was followed by a Tony award for "Does the Tiger Wear a Necktie?".
He was rejected repeatedly by studio heads while auditioning for the role of Michael in The Godfather (1972) but Francis Ford Coppola fought for him. This film was shot briskly because both the director and the leading actor were in constant fear of being fired. Ironically, it turned out to be a breakthrough for both. In a "Playboy" magazine interview, he claimed that he was fired from his job as a movie theatre usher while walking down the staircase and admiring himself in the mirrored wall.
He and Jamie Fox are two out of the only three actors to be nominated for an Academy Award for both Best Actor and Best Supporting Actor in the same year. Pacino was nominated in 1993 for Scent of a Woman (1992) and Glengarry Glen Gloss (1992), and Foxx was nominated in 2005 for Ray (2004/I) and Collateral (2004). Both men won the Best Actor award, and they both played blind men in their roles: Pacino as Frank Slade and Foxx as Ray Charles.
His unique trademarks are volcanic tirade, smoke-burnished voice. He frequently plays men of power and authority, surly but essentially moral characters with deep capacity for violence.
CONCEPT OF MY LEADERSHIP STYLE
Leaders are supposed to be visionary. They should set goals and design effective strategy to attain objectives. Leaders are characterized by desire to lead, honesty, cognitive ability, self-confidence and knowledge. Effective leaders must have qualities: knowledge and communication competence.
My way of leadership is based on the participatory style. In this style, I take decisions after consulting with my followers and after their participation in the decision-making process. I involve my group members in the decisions on the feasibility and work ability of an idea, or a job and its content, and on the extent and the content of the problems that affect them. I believe that their co-operation in the attainment of organizational goals can be enlisted only if they are committed to the organization, and that commitment can be ensured only by an honest and open communication of ideas with them and by the development of a team spirit. I encourage my subordinates to function as a social unit, and make full use of their talents and abilities. I encourage subordinates to exercise high degrees of responsibility and freedom. They use as little authoritarian control as possible and are concerned with group relationship as well as getting the job done. They do not delegate their right to make final decisions and to give specific directives to their subordinates, but to seek their thoughts and opinions on many decisions that affect them. By this way, I cultivate the decision-making abilities of my subordinates and encourage them to increase their abilities to exercise self-control and urge them to assume greater responsibility for guiding their own efforts.
LET YOU BE THE JUDGE! I SHALL RELATE THREE EXPERIENCES OF MY LIFE. THESE ARE EVENTS WHEN, (I FEEL) I SHOWED MY LEADERSHIP CAPABILITIES. BEFORE I RELATE THESE INCIDENCES, FIRST LET ME TELL YOU WHAT I BELIEVE ABOUT LEADERSHIP AND LEADER.
EXPERIENCE 1 (ON 29/04/2010): I WAS SELECTED FOR CFT TEAM, TO IMPROVE THE QUALITY OF BOUGHT-OUT PARTS FROM LOCAL ANCILLARIES. FIRST, I EDUCATED MYSELF ON QUALITY MANAGEMENT SYSTEM THROUGH GUIDANCE FROM SENIORS, REFERRING TO ONLINE PORTAL KNOWLEDGE CENTRE AND BOOKS FROM LIBRARY. I COLLECTED DATA FOR DEFECT LEVELS AND CALCULATED THE COST OF POOR QUALITY. IT SERVED AS AN EYE OPENER FOR THE ANCILLARIES' AUTHORITIES. IN CONSULTATION WITH THE ANCILLARIES' HEAD, I FORMED A TEAM AT EACH ANCILLARY AND HELD BRAIN-STORMING SESSION TO DECIDE THE COURSE OF ACTION. WE MAPPED THE PROCESSES' SEQUENCE, IDENTIFYING KEY PROCESS INPUTS & OUTPUTS FOR CRITICAL TO QUALITY PARAMETERS. AFTER STATISTICAL STUDY & CAUSE & EFFECT ANALYSIS OF PROCESSES, I HELD PROBLEM-SOLVING SESSIONS WITH PERSONNEL FROM RESPECTIVE AREAS & TOOK NECESSARY CORRECTIVE ACTIONS. THE RESULT WAS FALL IN DEFECT LEVEL BY 68% FOR INCOMING PATS TO TML & MARKED REDUCTION IN COST OF POOR QUALITY.
My way of leadership is based on the participatory style. In this style, I take decisions after consulting with my followers and after their participation in the decision-making process. I involve my group members in the decisions on the feasibility and work ability of an idea, or a job and its content, and on the extent and the content of the problems that affect them. I believe that their co-operation in the attainment of organizational goals can be enlisted only if they are committed to the organization, and that commitment can be ensured only by an honest and open communication of ideas with them and by the development of a team spirit. I encourage my subordinates to function as a social unit, and make full use of their talents and abilities. I encourage subordinates to exercise high degrees of responsibility and freedom. They use as little authoritarian control as possible and are concerned with group relationship as well as getting the job done. They do not delegate their right to make final decisions and to give specific directives to their subordinates, but to seek their thoughts and opinions on many decisions that affect them. By this way, I cultivate the decision-making abilities of my subordinates and encourage them to increase their abilities to exercise self-control and urge them to assume greater responsibility for guiding their own efforts.
MY LEDERSHIP RESUME
Who am I: a leader, an effective leader or not a leader at all?
LET YOU BE THE JUDGE! I SHALL RELATE THREE EXPERIENCES OF MY LIFE. THESE ARE EVENTS WHEN, (I FEEL) I SHOWED MY LEADERSHIP CAPABILITIES. BEFORE I RELATE THESE INCIDENCES, FIRST LET ME TELL YOU WHAT I BELIEVE ABOUT LEADERSHIP AND LEADER.
LEADER SHOULD BE ABLE TO CREATE OR IDENTIFY AND GRAB OPPORTUNITIES (SOME SAY IT ENVISIONING), SEW GROUP IN SINGLE THREAD OF GOAL AND EARN AUTHORITY THROUGH HIS CAPABILITY. CAPABILITY CAN BE DEMONSTRATED THROUGH TIME MANAGEMENT, COMMUNICATION SKILL, RISK TAKING ABILITY AND EMPATHY.
AS PROMISED, HERE COMES "THE" EXPERIENCES.
EXPERIENCE 1 (ON 29/04/2010): I WAS SELECTED FOR CFT TEAM, TO IMPROVE THE QUALITY OF BOUGHT-OUT PARTS FROM LOCAL ANCILLARIES. FIRST, I EDUCATED MYSELF ON QUALITY MANAGEMENT SYSTEM THROUGH GUIDANCE FROM SENIORS, REFERRING TO ONLINE PORTAL KNOWLEDGE CENTRE AND BOOKS FROM LIBRARY. I COLLECTED DATA FOR DEFECT LEVELS AND CALCULATED THE COST OF POOR QUALITY. IT SERVED AS AN EYE OPENER FOR THE ANCILLARIES' AUTHORITIES. IN CONSULTATION WITH THE ANCILLARIES' HEAD, I FORMED A TEAM AT EACH ANCILLARY AND HELD BRAIN-STORMING SESSION TO DECIDE THE COURSE OF ACTION. WE MAPPED THE PROCESSES' SEQUENCE, IDENTIFYING KEY PROCESS INPUTS & OUTPUTS FOR CRITICAL TO QUALITY PARAMETERS. AFTER STATISTICAL STUDY & CAUSE & EFFECT ANALYSIS OF PROCESSES, I HELD PROBLEM-SOLVING SESSIONS WITH PERSONNEL FROM RESPECTIVE AREAS & TOOK NECESSARY CORRECTIVE ACTIONS. THE RESULT WAS FALL IN DEFECT LEVEL BY 68% FOR INCOMING PATS TO TML & MARKED REDUCTION IN COST OF POOR QUALITY.
MY INFERENCE: ABILITY TO OPEN WOUND WIDE OPEN, DEVISING METHOD TO HEALING, DELIVERING "PATIENTS" OUT OF MISERY THROUGH MUTUAL CO-OPERATION.
EXPERIENCE 2: I WAS CULTURAL SECRETARY OF GRADUATE ENGINEER TRAINEES' CLUB. IT ORGANIZED WHEELS FORM 25/01/2008 TO 27/01/2008- AN EVENT TO PROMOTE A HEALTHY COMPETITIVE ENVIRONMENT AMONG SCHOOLS OF JAMSHEDPUR. BESIDES OTHER RESPONSIBILITIES, I TOOK THE COMPLETE RESPONSIBILITY OF THE CLOSING CEREMONY. "INDIAN OCEAN" BAND WAS HIRED TO PERFORM LIVE ON 27/01/2008 FROM 7:00 P.M. BUT THE POOL CAR BRINGING THE BAND FROM KOLKATA AIRPORT GOT DELAYED DUE TO NAXALITE DISTURBANCE. MEANWHILE, CROWD WAS GETTING RESTLESS. I COULD FORESEE A DISASTROUS END. SUDDENLY AN IDEA FLASHED UPON ME. I ASKED THE WINNERS & RUNNER-UPS OF CULTURAL EVENTS TO PERFORM AS FILLER, RATHER AS 'STARTER'. THEY WERE RELUCTANT TO PERFORM AT SUCH A SHORT NOTICE. THEY NEEDED A MOTIVATION & I GAVE THEM - "YOU WILL BE PERFORMING FOR A CROWD OF THOUSANDS, A CHALLENGE TO HOLD THE CROWD GATHERED TO WATCH A NATIONAL LEVEL BAND....". IT WORKED & CROWD REALLY APPLAUDED FOR THEIR HOME-GROWN TALENTS.
MY INFERENCE: ABILITY TO FORESEEING CHANCE OF 'CHAOS', TURNING 'CHAOS' IN OPPORTUNITY
EXPERIENCE 3: AS PER GOVERNMENT REGULATIONS, EVERY COMMERCIAL VEHICLE WAS TO ROLL OUT WITH FRONT UNDER PROTECTION DEVICE FROM 01/10/2009. IN MID OF SEPTEMBER, I WAS GIVEN THE TASK OF ITS IMPLEMENTATION. TILL THEN, ONLY DESIGN VALIDATION HAD BEEN DONE, THAT TOO IN PUNE. PILOT, PROCESS-PROVING & PRE-LAUNCH VEHICLES WERE YET TO BE MADE. I TOOK TWO ACTIONS: FIRST, PROCUREMENT ORDERS FOR SAMPLES FROM PUNE-VENDORS; SECOND FORMATION OF A TEAM OF MEMBERS FROM QA, PRODUCTION & PURCHASE DEPARTMENT. JOB WAS DISTRIBUTED- I & PRODUCTION PERSONNEL WERE TO DECIDE ASSEMBLY PROCESS SEQUENCE, TRAIN OPERATORS & MAKE PILOT & PROCESS PROVING VEHICLES. QA & PURCHASE PERSONNEL WERE TO TAKE TOOLING & FIXTURE DEVELOPMENT, COMPONENTS & MANUFACTURING PROCESS VALIDATION AT LOCAL ANCILLARIES OF JAMSHEDPUR & SHIPMENT TO VEHICLE ASSEMBLY LINE. VEHICLES WERE PRIORITIZED AS PER THE OCTOBER MONTH VEHICLES ORDER. WE PRE-LAUNCHED THE MODIFIED VEHICLES FROM 03/10/2009, 1ST&2ND BEING OFF.
MY INFERENCE: ABILITY TO ACHIEVE TARGET, IDENTIFY RESOURCE & SKILL, DIVISION OF RESPONSIBILITY
Now, you shall definitely be able to tell "who am I?".
