THE HIGHLANDERS

 IMRAN KHAN

 MUHAMMAD AZAM

 ABDULLAH IJAZ KHAN

TELECOM (PVT)LTD.
ABOUT WORLDCALL

• In 1995, Worldcall first began life.

• In 1996, Worldcall installed first
payphone .
• In 1998, Worldcall launched “HELLO”
calling card
• In 1999, Worldcall started first overseas
operation
• In 2000, Worldcall became first multi-
service operator in
country providing cable T.V and internet
• In 2005, Worldcall launched wireless
service in Lahore
10/18/09 4
DIFFERENT DIVISIONS OF WORLDCALL

Telecom Division
Property Division
• Payphones & Calling Cards
• Worldcall Telecom Ltd. • Pace Pakistan Ltd.
• Karachi & Lahore HFC • Gulberg Shopping Mall
• LDI & WLL
• Worldcall Telecom Lanka Ltd.
•
Financial Division Model Town Shopping Mall
• First Capital Securities Corp.Ltd. •
• First Capital Equities Ltd. M.M.Alam Road Shopping Mall
• First Capital Investments Ltd.
• First Capital Mutual Fund Ltd. • Pace Towers
• Shaheen Insurance Co Ltd. • Pace Super Mall Ltd.
• Lanka Securities Ltd.
• Pace Woodlands Ltd.
•
Pace Barka Properties Ltd.
Media Division
• Total Media Ltd.
• Media Times Ltd.
• World Press Ltd.
10/18/09 5
PRODUCTS OFFERED BY
WORLDCALL

Following products offered by

WORLDCALL
 ORGANIZATIONAL CHART
B o a r d O f D i r e c t o r

N o m i n a t i o n a n d R e mA uu dn i e t r C a to i om n m C i t o t em e m i t

R i s k M a n a g e m e n t C o m m i t e e

B o a r d o f E x e c u t i v e D i r e c t o r s

E x e c u t i v e C h a r i m a n

C h a i r m a n D i v i s i o n

P r e s i d e n t

B u s i n e s sP r o d u c t & S O e p r v e i cr a e t i So nu p p o r t a n d A
“Process consisting of acquisition, maintenance, motivation
and development of human resources”
 STRESS & TRAINING
CAREER &
HR PLANNING DEVELOPMENT
MANAGEMENT

JOB ANALYSIS PERFORMANCE

HUMAN
RESOURCE APPRAISAL
MANAGEMENT

COMPENSATION
RECRUITMENT
& NEGOTIATION
SE;ECTION
One
Question

Five Years

11 Companies
COMPANIES STUDIED
 Abbott
 Circuit City
 Walt Disney
 Gillette
 Kimberly-Clark
 Kroger
 Wal-Mart
 Philip Morris
 Pitney Bowes
 Walgreen's
 Wells Fargo
 7
6
Ratio of stock return

5
4
•Great
3 •Good

2
1
0
-1 1 2 3 4 5 6 7 8
Y e a rs fro m t ra nsit io n
CHARACTERISTICS OF LEVEL 5
LEADERS
 A COMPELLING HUMILITY

 LEVEL 5 LEADERS ARE EXTREMELY

MODEST

 THEY DON’T TALK ABOUT THEMSELVES

 THEY WOULD TALK ABOUT THE

ORGANIZATION ,ABOUT THE
CONTRIBUTION OF OTHERS AND
INSTINCTIVELY DEFLECT DISCUSSION
ABOUT THEIR OWN ROLE
 AN UNWAVERING
RESOLVE

 BESIDES EXTREME HUMILITY, LEVEL 5

LEADERS ALSO DISPLAY TREMENDOUS
PROFESSIONAL WILL

 THEY POSSESS INSPIRED STANDARDS,

CANNOT STAND MEDIOCRITY IN ANY
FORM, AND UTTERLY INTOLERANT OF
ANYONE WHO ACCEPTS THE IDEA THAT
GOOD IS GOOD ENOUGH
GEORGE CAIN

CEO OF ABBOTT
LABORATORIES

 INSPIRED STANDARDS

 COMPANY
PERFORMED 4.5
TIME THE GENERAL
MARKET
 SUCCESSION PLANNING

 THEY WANT TO SEE THEIR ORGANIZATONS

BECOME EVEN MORE SUCCESSFUL IN THE NEXT
GENERATION

 THEY ROUTINELY SELECT SUPERB SECCESSORS

 WHAT BETTER WAY TO DEMONSTRATE YOUR
PERSONAL GREATNESS THAN THAT THE PLACE
FALLS APART AFTER YOU LEAVE
SUCCESSION
PLANNING

Vs

Lee Iacocca Sam

Walton
THE CONCEPTS OF LEVEL 5
LEADERSHIP
 THE WINDOW AND THE MORROR

 LEVEL 5 LEADERS LOOK

OUTSIDE THE WINDOW  AT THE SAME TIME
TO APPORTION CREDIT THEY LOOK INTO THE
OUTSIDE THEMSELVES MIRROR TO
WHEN THINGS GO WELL APPORTION THE
(and if they cannot find a RESPONSIBILITY,
specific person or event to give NEVER BLAMING BAD
credit to, they credit good luck.) LUCK WHEN THINGS
GO POORLY

•Non-Level 5 leaders do just the opposite. They’d

look out the window for something or someone
to blame. But stand in front of the mirror and
credit themselves when things went well.
 BORN OR BREAD ?

TWO CATEGORIES OF PEOPLE:

 THOSE WHO DON’T HAVE LEVEL 5 SEED

 THOSE WHO DO HAVE LEVEL 5 SEED.
 WHO DON’T HAVE LEVEL 5
SEED

 WORK WILL ALWAYS BE FIRST AND

FOREMOST ABOUT WHAT THEY GET THE
FAME ,FORTUNE , POWER AND SO ON .

 WE KEEP PUTTING PEOPLE IN POSITION OF

POWER WHO LACK THE SEED TO BECOME
LEVEL 5 LEADER, AND THAT IS ONE MAJOR
REASON WHY THERE ARE SO FEW
COMPANIES THAT MAKE A SUSTAINED AND
VERIFIABLE SHIFT FROM GOOD TO GREAT.
 THOSE WHO HAVE LEVEL 5
SEED

 CONSIST OF PEOPLE WHO COULD EVOLVE

TO LEVEL 5; THE CAPABILITIES RESIDE
WITHIN THEM, PERHAPS BURRIED
,IGNORED OR SIMPLY NASCENT.

 UNDER THE RIGHT CIRCUMSTANCES –

WITH SELF REFLECTION , A MENTOR,
LOVING PARENTS, A SIGNIFICANT LIFE
EXPERIENCE OR OTHER FACTORS- THE
SEED CAN BEGIN TO DEVELOP.
NOT BY LEVEL 5 ALONE
 NOT BY LEVEL 5 ALONE

 LEVEL 5 IMPORTANT BUT NOT

ONLY FACTOR TO GET G2G
STATUS

 OTHER FACTORS COMBINED

WITH LEVEL 5

 FIRMS GET G2G STATUS

RELATIONSHIP BETWEEN LEVEL 5 AND
OTHER FACTORS

 A SYMBOIOTIC
RELATIONSHIP BETWEEN
LEVEL 5 AND OTHER
FACTORS
 LEVEL 5 ENABLES
IMPLEMENTATION OF
OTHER FACTORS
 PARCTICING OTHER
FACTORS MAY HELP A
MANAGER TO POLISH
LEVEL 5 QUALITIES
COMBINATION OF LEVEL 5 AND OTHER FACTORS

THE OTHER FACTORS

STRESS & TRAINING
CAREER &
HR PLANNING DEVELOPMENT
MANAGEMENT

JON ANALYSIS PERFORMANCE

HUMAN
RESOURCE APPRAISAL
MANAGEMENT

COMPENSATION
RECRUITMENT
& NEGOTIATION
SE;ECTION
 FIRST WHO

 LEVEL 5 LEADERS START FIRST WITH VISION AND

STRATEGY
 GET THE RIGHT PEOPLE ON THE BUS
 MOVE THE WRONG PEOPLE OFF THE BUS
 GUIDE THE RIGHT PEOPLE TO THE RIGHT SEATS
 DRIVE THE BUS ACCORDING TO THE VISION AND
STRATEGY
Stockdale Paradox
 COMPANIES SHOULD
ADOPT PARADOXICAL
APPROACH

 BRUTAL FACTS
SHOULD BE FACED
WITH THE FAITH THAT
THEY WILL SURVIVE

 REMAIN OPTIMISTIC
WHILE FACING THE
BRUTAL FACTS

 HELD BOTH
DISCIPLINE-FAITH AND
FACTS-AT THE SAME
TIME ALL THE TIME
 BUILD UP-BREAKTHROUGH
FLYWHEEL

 ACHIEVING BREAKTHROUGH IS
A LONG TERM PROCESS

 PROCESS RESEMBLES
PUSHING A GIANT HEAVY
FLYWHEEL IN ONE DIRECTION

 PUSH THE WHEEL TILL IT HITS

THE BREAKTHROUGH POINT.

 MOST COMPANIIES DO NOT

FOLLOW THIS PROCESS.
 THE HEDGEHOG CONCEPT

 ANCIENT GREEK PARABLE:

– THE FOX KNOWS MANY THINGS
– THE HEDGEHOG KNOWS ONE BIG THING

 FOXES SEE THE WORLD IN ALL OF ITS

COMPLEXITY

 HEDGEHOGS SIMPLIFY THE WORLD INTO A

BASIC PRINCIPLE, SEE WHAT’S ESSENTIAL,
AND IGNORE THE REST

 COMPANIES ADOPT HEDGEHOG APPROACH

 TECHNOLOGY ACCELERATOR

 G2G COMPANIES HAVE PARADOXICAL

RELATIONSHIP WITH TECHNOLOGY.

 THEY AVOID INVESTING MONEY ON

TECHNOLOGY

 BUT,THEY INVEST HEAVILY IN

TECHNOLOGY THAT DIRECTLY LINKS
TO THEIR HEDGEHOG CONCEPT
A CULTURE OF DISCIPLINE

 G2G COMPANIES OFTEN

PRACTICE THREE FORM OF
DISCIPLINE:

 DISCIPLINED PEOPLE

 DISCIPLINED THOUGHT

 DISCIPLINED ACTION
 CONCLUSION

LEVEL 5 LEADERSHIP IS :

 A SATRISFYING IDEA

 A TRUTHFUL IDEA

 A POWERFUL IDEA

 AND TO MAKE THE MOVE FROM GOOD TO

GREAT.
I Have a I Have a
Question Question