Sam Chand Leadership

All organizations have executives; but not every executive is skilled at execution—getting things done. In order to ensure execution, ask “Who does what by when?

In this session, Dr. Chand finishes exploring the toughest challenges that leaders face. You’ll learn about time allocation, control vs. delegation, execution, and future thinking.

Often, we don’t consider the change in leadership between leading things and leading people—but this shift is a big one. Be careful about how you move your leaders, and be sure to assign them roles based on their inherent, natural abilities.

In this session, Dr. Chand continues exploring the toughest challenges that leaders face. You’ll learn about leadership development, change and transition, conflict, organizational congruence, and financial management.

So often, we view leadership as a destination rather than a journey. Instead, we need to be okay with the tension between where we are and where we want to be. If we make peace with the journey, we’ll find ourselves more motivated and fulfilled to continue on it.

In this session, Dr. Chand begins exploring the toughest challenges that leaders face. You’ll learn about keeping focus, casting vision, communication, decision-making, and choosing your team.

Alvin Toffler said: “The illiterate of the future will not be those who can’t read or write. The illiterate of the future will be those who can’t learn, unlearn, and relearn.” Unlearning is perhaps the hardest part of this equation; in this session, we’re going to explore why, and how you can begin to unlearn.

The shift from friends to employees is a significant one. We need to know how to wisely navigate this transition as leaders.

Your organizational structure is meant to take you to a destination. Keep your eyes on that destination, and don’t become captivated by your own organizational structure.

In this session, Dr. Chand unpacks four types of people in any organization. We’re wired differently, and that’s by design!

In this session, Dr. Chand explores some of the practical steps in planning for succession. Navigating the changes and transitions that come with succession takes intentionality.

Transitioning out of an organization, as well as selecting and grooming a successor, is no easy task. Dr. Chand unpacks the essentials in this session.

Too often, organizations emphasize training but not development. In actuality, development needs to precede training. Only well-developed people can be trained to their full capacity.

Sooner or later, you will not be here. What you do with your day today will influence your organization and those around you, even after you’re not on the scene anymore.

How did you get here? Answer: not on your own. People were instrumental in helping you reach your current position. When we remember that, we’ll remain humble, and be able to help others around us just as we have been helped.

Do you know how to predict an organization’s growth? Just look at the leader. If he or she is growing, the organization will grow. If he or she is stagnant or regressing, that’s what the team as a whole will do.

Many functional leaders have been ruined by being transitioned at the wrong time. Just because someone is good in one area doesn’t necessarily mean they’ll thrive in the other, as well.

Leaders primarily speak in abstract terms, while followers’ primary language is concrete. To minimize miscommunication and frustration, leaders must learn how to be bilingual.

Leaders in every country and industry struggle to get things done. Executing initiatives as a team can be challenging at best. By evaluating “who does what by when,” your team can communicate expectations from the outset. Designating a person, a task, and a deadline ensures that things will actually get done!

It’s easy for leaders to lose sight of our greatest responsibility. It’s not making money, growing our organization, or even having a larger staff—it’s helping others. When you focus on others first and foremost, you’ll grow faster than you ever have before.