Selecting the Team Leader


Given the overall strategy and the decision on just how much team the firm needs for the job at hand, it is time to select a leader. Sometimes, this is automatic—for example, when the firm uses a product manager system and the new product concerns an addition to a particular person’s product line.

 Leaders must be general managers. They lead without direct authority, and so must win personal support. Team leaders must have strong self-confidence (based on knowledge and experience, not just ego), have empathy (be able to look at things from another person’s point of view), have a good self-awareness of how others see them, and be expert in personal communication.

 But the irony is that they probably have to be strong in one set of directions and strong in opposites too. Team leaders must have a total ego yet no ego, be an autocrat and a delegator, be a leader and a manager, tolerate ambiguity yet pursue perfection, be good at oral communication and at the written form as well, acknowledge complexity yet be a KISS (keep it short and simple) fanatic, think big and small, and be an action-fanatic while building for the future.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Psychology of Entrepreneurs


Some people are more likely to become successful entrepreneurs because of their mental attitudes. Intensive desire for independence, or its converse, high dissatisfaction with operating under the direction of others. Such an urge frequently derives from an authoritarian father, whom the entrepreneur struggles to dominate and surpass. An ironly they point out is that when an entrepreneur finally achieves establishment of an independent firm, the sought-for autonomy may turn out to be a miraj, because the company is still subjected to whims of customers, employees, governmental agencies, financial backers, and others who can ‘boss around’ the entrepreneurs anyway.

Other drives proposed to explain entrepreneurial behavior unclude an urge for power, the will to conquer, and the joy of creating. Most commonly accepted as dominant, however, is ‘Need for Achievement.’ Symptoms of this need are 1) desire to take personal responsibility for decisions, 2) preference for decisions involving risk that is neither very high nor very low, but rather moderate, 3) interest in concrete results from their decisions, tendency to work harder at tasks requiring mental manipulation, 5) not working harder because of financial incentive, 6) tending to think ahead, and 7) preferring to work with experts rather than personal friends.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact http://www.asifjmir.com