10 Leadership Lessons to Win and Grow

Harry Ahn Hee-man

Description

Introducing 10 Leadership Lessons to Win and Grow, an end-to-end guide to leadership, starting from the definitions and concepts involved in approaching leadership for the first time, through real experiences touching on all principles for practicing application, to making the extra mile of success with mature leadership. Hee-man Harry Ahn's experiences leading a retail business and in the military are exemplary in utilising leadership as the leverage to create successes and values for organisational leaders. The personal experiences from multi-national company in Korea, a country of traditionally Confucian cultures and mixed political climates and one of the largest economies in Asia, are unique in bringing together the Eastern and the Western perspectives on leadership for businesses and organisations.The initial publication of this book in Korean has been a success despite the recent decline of publication industry. Now with anEnglish version, the book is more widely available to business and organisation leaders looking to tap into Asian and Korean marketsand cultures. 10 Leadership Lessons to Win and Grow intends to be the one total guide for fresh leaders as well as executive leaderswith both theoretical and practical contents.

Sujets

• Gestion et management

Informations

• Publié par: Troubador Publishing Ltd
• Date de parution: 17 mars 2020
• Nombre de lectures: 0
• EAN13: 9781838598358
• Langue: English

Extrait

About the Author

Hee-man Harry Ahn, the current chief executive of Pumchang Corporation, South Korea’s largest sock manufacturer, started his retail business career in 2001 at Samsung Tesco, the Korean subsidiary of the world’s third-largest retailer, Tesco. During his almost twenty years there, he was recognised for his prominent stature and the leadership he displayed through his various roles in security, safety, stock integrity, risk management, audits, supply chains, small-store operations, marketing, general merchandising, public relations, corporate social responsibility, corporate purchasing, retail services and commercial functions. Samsung Tesco was later spun off as its own entity, Homeplus, and Ahn has made a major contribution to growing it into one of the leading retailers in Korea.
He is particularly noted for creating value for the company by building a customer-friendly brand image while working as marketing director from 2008 to 2013. His accomplishments include the Homeplus song, TV-commercial campaigns, loyalty programmes, price-guarantee schemes and virtual stores. He is regarded highly as a leader and admired greatly by his colleagues. When he retired from the role of commercial director, 550 of his colleagues attended his farewell function out of fondness, and sent him off with tears and handwritten letters.
Prior to his retail career, Ahn served in the military for fifteen years, after graduating from the Korea Military Academy, and left the military with a reputation for prowess in leadership. He has pursued a number of postgraduate studies throughout his career, including politics and policies at Kyung Hee University in Korea; international management and financial transactions at Dundee University in the UK; and chief executive officer (CEO) programmes at Yonsei University, Sookmyung University and the Wharton Institute of the Korea Management Association. His academic focus has always been on methods of cultivating people-centric leadership.
During his retail career, not only did Ahn make valuable contributions to the company’s growth but he also led the company through a number of challenges and crises. His primary focus has always been on developing talent using his outstanding professional capabilities and his exemplary leadership. In addition to being recognised as a shining example of leadership, he has also been much admired by people around him, and he remains an indispensable mentor to many.
Ahn maintains an active speaking schedule, sharing his thoughts on the subject of leadership at universities, public institutes and private companies. This book came about after numerous requests that he share his leadership lessons in a single, practical guide that readers could put to use straight away. This book is about people-centric leadership. It is aimed at leaders such as chief executives, directors and team leaders, with the goal of helping them expand their contributions to themselves, others and their organisations.
The author can be contacted by email at [e-mail].



Copyright © 2020 Hee-man Harry Ahn

The moral right of the author has been asserted.


Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers.


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ISBN 978 1838598 358

British Library Cataloguing in Publication Data.
A catalogue record for this book is available from the British Library.


Matador is an imprint of Troubador Publishing Ltd

Dedication and Special Thanks
To the three ladies I most adore:
Tae-sun Kim, my mother;
Hye-young Lee, my wife;
and So-yeon Ahn, my daughter.
Contents

Prologue
The Best Leaders, Who Value People, Achieve the Greatest Things

Chapter 1
The Energy That Moves Organisations
01
A definition of leadership that mobilises people
02
The authority and responsibilities of a leader
03
Followers make great leaders
04
The functions and roles of a leader
05
A leadership delivery system

Chapter 2
Ten Principles of Leadership
Principle 1
Your values decide your success
01. Have the right values
02. Believe in the power of honesty
03. Act out your morals
Principle 2
Your visions and goals pave the way
01. Present realistic visions and set clear goals
02. Share your visions and goals
03. Act now
Case study A: How to harness the element of surprise
Principle 3
Victory is a must; battle is an option
01. Build a winning system
02. A focused strategy wins
03. Be decisive
Case study B: How to fail
Principle 4
Victory by the people and for the people
01. Empower people for their own victory
02. Recognition, praise and positivity create miracles
03. Your passion makes you a role model
Case study C: Express success
Principle 5
Collaborate and unify
01. Design a strong organisation
02. Build processes for collaboration
03. Unify the organisation
Principle 6
Lead change and use creativity
01. Eyes on the customer
02. Hands on the details
03. Create a habitat that nurtures innovation
Case study D: A virtual store in a subway station
Principle 7
Keep learning; grow people
01. Hone yourself first
02. Elevate your team through learning
03. Foster talent that will surpass your excellence
Principle 8
Communication connects your team
01. Better a good listener than a good speaker
02. Listening earns respect
03. Communication shapes leadership
Principle 9
Put your heart into your people and commit yourself to them
01. Build intimacy, with praise and trust
02. Look after people, and they will be loyal to you
03. Help people grow
Principle 10
Keep calm and carry on
01. Anger begets greater anger
02. Enjoy stress
03. Boost your resilience with the power of positivity

Epilogue
Watch Out for the Success Trap

Editor’s Note
Notes
Prologue

The Best Leaders, Who Value People, Achieve the Greatest Things

“One whose upper and lower ranks have the same desires will be victorious” 1

Sun Tzu, in his timeless classic Art of War , writes that any army that shares the same goals from the top to the bottom will inevitably be victorious. When generals and soldiers will victory in battle collectively, they are destined to win. This may sound simple – indeed, it is often taken for granted – but it just so happens that, in matters of people, two minds rarely think alike. On the battlefield, sticking to a shared purpose while staring death in the face is no easy feat. Organisations must bring their people together from the top to the bottom, under shared visions and goals, in order to ensure success.


Wherever people ga