Home' Trinidad and Tobago Guardian : September 28th 2014 Contents SEPTEMBER 28 • 2014 www.guardian.co.tt SUNDAY BUSINESS GUARDIAN
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John C Maxwell, the renowned
author and coach on leadership,
says "The True Measure of Lead-
ership is Influence ---Nothing
More, Nothing Less."
And in his book, Good Leaders Ask Great
Questions, he examines the process that good
leaders use to influence others successfully.
He cites the Mother Teresa maxim: "I can do
what you can't do and you can do what I can't
do. Together, we can do great things."
Maxwell's research has taught him that good
leaders constantly question: their journey,
themselves, their team members, their clients
and those outside their circle. And he then
poses: What questions do they ask that help
them to achieve their professional best?
In his latest book, Maxwell lists more than
70 questions. Four of the most frequently
• How can I discover my unique purpose
as a leader?
• What is the most effective daily habit that
any leader should develop?
• How do you motivate an unmotivated
• How will you work with a difficult leader
who has no vision?
He concludes that leaders are concerned
about understanding themselves.
What is my passion?
What are my gifts?
How can I use these gifts to motivate and
influence those who follow me?
When will I achieve my goals?
Where can I get support to conquer chal-
lenges that come with leadership?
A picture emerges that god leaders must:
know themselves to grow themselves; see value
in themselves to add value to themselves; and
develop character, which determines the height
of their own personal growth and development.
As we delve deep within our minds and
souls, we are guided by the critical questions
of the "Ws" and the "H"---What? Why?
Where? When? Who? and How? of leader-
ship...because self-growth enables us to help
While leadership ability is the lid that deter-
mines a person's level of effectiveness, Maxwell
purports in his book, The 21 Irrefutable Laws
of Leadership that success is within the reach
of everybody---the greater the impact you want
to make, the greater your influence needs to
be. Whatever you accomplish is restricted or
propelled by your ability to lead. If a person's
leadership is strong, then the organisation's
lid is high, but if not, the organisation is limited.
Personal and organisational effectiveness is
proportionate to the strength of leadership.
Come October 10, the John Maxwell answers
to all your leadership questions and challenges
will be beamed around the world to some 150
global locations, via a simulcast to be hosted
at UWI in St Augustine.
If you're engaged in any decision-making
function---from management level to deep in
the trenches---you can access just a few hours
of direct and decisive training in how to find
the leader in yourself. Simply attend this simul-
This is an occasion designed to transform
your skills and capabilities so that you can
become---and remain---a true member of the
In a statement, the organisers said, "We ask
you to challenge others to assess your leadership
ability by rating your people skills, character,
planning and strategic thinking, vision and
results. If you feel that you have hit a plateau
on your journey to developing your ultimate
potential, if you feel that you have lost steam,
come and you will get food for thought and
an opportunity for quiet introspection.
You still have room for growth and the
advice you will get from the simulcast and
the book, Good Leaders Ask Great Questions
will help you assess your current position and
structure an effective plan to achieve your
Meanwhile, you can rate your own leadership
strength by asking yourself:
• When faced with a challenge, what are
my first thoughts?
• Who can I enlist to help? Or what can
• When my team fails to achieve an objec-
tive, is my first assumption that it is some
kind of leadership issue?
• Do I really believe that developing my
leadership skills will increase my effectiveness
The simulcast will be held at the Lecture
Theatre E, The Teaching and Learning Cen-
tre, UWI. For more information, contact:
http://l2.johnmaxwell.com and Power Team
TT at firstname.lastname@example.org.
What are your leadership questions?
believe the Government is too big.
"When we were doing an assess-
ment of all the creative and cultural
initiatives under the 2014 public sec-
tor investment programme (PSIP), I
think we identified close to 200 ini-
tiatives. Every ministry is doing a
thing here and a thing there. There
is merit in a smaller Cabinet."
Planning and execution
This speaks to another problem
addressed by the IMF report: the
inability of the public sector to deliver
as a service provider largely because
of its cumbersome structures and
Head of the Caribbean Centre for
Competitiveness and economist,
Indera Sagewan Alli said more on
Referring to why a housing devel-
oper, may not be able to take advan-
tage of the recently introduced
incentives in the 2015 budget, Sage-
wan Alli said that while developers'
profits for example may be tax free,
how could the developer take advan-
tage of the incentive, when the
bureaucracy involved in getting
approvals for development increased
the number of years before they
could actually enjoy any profits.
"That is where government needs
to be focusing, on removing these
Echoing another matter raised by
Young, Sagewan Alli said that the
level of duplication seen across min-
istries and state agencies was a
symptom of a something much
"In the first instance, we need
synergies within the state sector in
terms of how it is approaching the
issue of diversification and that is
Sagewan Alli spoke about the
Caribbean Centre for Competitive-
ness' attempts to provide models
along which the diversification of
certain industries could occur. She
said plans were sent to the ministries
of planning and trade, with little
coming out of initial meetings.
She also said the centre has been
working on its own, analysing the
cocoa industry, using the value chain
and cluster analysis methods.
The value chain, if one literally
visualises a chain, can be likened to
a series of links in the process to
create a good or service.
The higher the position in the
value chain, the more money from
providing that good or service
remains within a country. Mean-
while, a cluster is what Sagewan Alli
referred to as an "agglomeration of
firms and institutions in a policy
environment, which lends itself to
increased competition and efficien-
cies" and she gave the energy sector
as an example of a cluster.
She said the value chain and clus-
ter analysis approach was the one
that could provide government with
the critical information it needed. It
could show which diversification
areas the country would be more
competitive in and which areas along
the value chain the country should
enter. However, because it is not
using that type of analysis, Sagewan
Alli said there was a disconnect
between government's planning and
Using cocoa as an example, the
competitiveness centre head said
many local farmers were producing
dark chocolate. The infrastructure
for them to export this dark chocolate
was incomplete and the local market
has not developed a taste for it.
"If you take that industry for an
example, we have to do the analysis.
The analysis is what will tell you
where you can or you should com-
pete, the cluster in the value chain
analysis. In many of the industries
that we have been talking about in
this country in terms of diversifica-
tion, I say this without fear or favour,
government does not have a sense
of what exists on the ground."
The IMF report also said T&T was
lagging behind in terms of its capac-
ity to innovate (See graph), an ability
critical for the growth of the indus-
tries and vital to the diversification
thrust. According to Sagewan Alli,
the education system played a part
The competitiveness centre head
said entrepreneurship and the cre-
ativity that generated innovation
were things that had to be included
in the school system from the earliest
"You don't create an innovative
society, just so. Are we allowing our
children in primary and high school
to engage in entrepreneurship? Some
are natural entrepreneurs, others
learn, but you can't suddenly turn
to graduates of the university, who
studied, looking forward to going
out and getting a good job, paying
them a good salary and tell them,
go forth and be entrepreneurial'."
A warning and solutions
Sagewan Alli said the conse-
quences of ignoring these problems
and their effect on efforts to diver-
sify could be seen in our neighbour
Barbados, which has made serious
cuts in public sector spending
because of declining revenues.
The economist said if we were
to maintain our own positive indi-
cators, such as the number of grad-
uates from university, the status
quo must be maintained when
coming to revenue. She said as a
"price taker" in the oil and gas
industry, and considering the
movement towards bio fuels, the
country needed to give serious
thought to what would happen if
T&T's major source of income was
disrupted and that this was ulti-
mately why diversification was so
She said that government first
needed to do the analysis and create
a clear plan for chosen industries
and what they want them to grow
into in the future. Then she said
an action plan must be created and
there must be a redirection of
resources, if necessary, based on
those plans. The education must
be re-oriented to support those
industries that have been targeted
for attention. Finally, she said there
must be the research and develop-
ment to support this.
"This research should be market
driven which, therefore, solves real,
Sagewan Alli said, taking all into
account, there was no quick fix to
the country's diversification issue.
The problem of culture
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