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Leadership. Anu Dhillon Chief Operations Officer Business Society at UC Merced. Who am I?. Freshman who lives on-campus Management (Double Major in Economics) Chief Operations Officer of Business Society Currently an intern at the District Attorney’s office in Downtown Merced.

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Anu Dhillon

Chief Operations Officer

Business Society at UC Merced

Who am i
Who am I?

  • Freshman who lives on-campus

  • Management (Double Major in Economics)

  • Chief Operations Officer of Business Society

  • Currently an intern at the District Attorney’s office in Downtown Merced


High School

  • Associated Student Body Treasurer

  • Vice President of Pretty in Pink (Breast Cancer Club)

  • Member of Political Society

  • Member of Key Club

  • 4 year, two-sport varsity athlete


  • A member of Business Society

  • Current intern at the DA’s office

Who s the leader
Who’s the Leader?

Get into groups of five, and decide who the leader of the group is. Write a short 30 second speech on why you decided who the leader was.

Different types of leaders
Different types of Leaders

  • Authoritarian or Autocratic

  • Participate or Democratic

  • Delegative and Free Reign

Authoritarian or autocratic
Authoritarian or Autocratic

  • Leadership style in which the leader dictates policies and procedures, decides what goals are to be achieved, and directs and controls all activities without any meaningful participation by the subordinates.

Participate or democratic
Participate or Democratic

  • A style of leadership that involves all members of a team in identifying essential goals and developing procedures or strategies to reach those goals. From this perspective, participative or democratic leadership can be seen as a leadership style that relies heavily on the leader functioning as a facilitator rather than simply issuing orders or making assignments.

Delegative and free reign
Delegative and Free Reign

  • Leadership style in which a leader transfers decision making power to one or more employees, but remains responsible for their decisions.

1 keep searching
1. Keep Searching

  • Stay open and don't rush to conclusions. This is difficult when we feel we have to have the "right" answer. But the right answer can mean many things.

  • Maintaining an open viewpoint means there is room to seek information from others. You can do research, learn more, and gather details that would otherwise elude you. In this process, you'll even be able to tap into previously unknown information.

2 know your strengths
2. Know Your Strengths

  • Strengths are gifts. If your particular ability is quantitative research, know how and where that can best be applied for optimal results. Work at growing your gifts and refining them. It doesn't matter what you don't have, focus on what you do have and grow it. You can definitely work to minimize shortcomings, but by placing your emphasis on your gifts, you'll be doing your absolute best.

  • This is an opportunity to truly be yourself -- not the other guy. And whether you're a cheerleader or someone who likes to think deep thoughts alone, you have something of value to offer. Give yourself permission to be your best self -- whatever that is.

3 be present and participate
3. Be Present and Participate

  • Work is not a spectator sport. Whether you're in a meeting, talking with a team member, or in a 1-on-1 meeting, you're there for a reason. You have something to add to the mix.

  • Make sure you participate and interact. It's important to discuss your viewpoint, provide your questions, and share your take on things.

  • It used to be that meetings involved higher-ups talking at people who would carry out orders. But today we recognize that everyone in the organization brings valuable knowledge with them. It means we're all contributors. We can avoid problems early on by sharing knowledge. We avoid mistakes because everyone contributes something into the project.

4 engage and move towards others
4. Engage and Move Towards Others

  • Real leadership doesn't mean that you're leading the pack. It means you engage the pack, make people think, and get them involved.

  • How does it feel to sit in a meeting with someone who tends his or her notes, sits back, and looks at the corner of the ceiling? It's not fun to work with people who are blasé or out of touch. You can tell a lot about someone's commitment to a project by looking at how they sit in their chair. If they're leaning back, not contributing and they look as if they'd like to lunge for the door, they're not sharing what they've got with the team.

  • Your contributions and engagement make the team stronger and more capable. Leaders get everyone involved. They're interested in building a stronger team and getting themselves stronger.

5 train yourself to hold opposing views
5. Train Yourself to Hold Opposing Views

  • If you were on the debate team in school, you probably already know the value of being able to see multiple sides of an argument. You practiced taking the side you liked and felt was "right," and voicing what might have been foreign to you so that you'd know how to fend off the arguments of the opposition.

  • The value of holding opposing views at the same time is that strategy isn't simple. Winning and losing are black and white. Strategy more often contains multiple shades of gray. These are predicaments. They're subtle and not simple. Sometimes even rational approaches won't work with predicaments.

  • By developing an appreciation for others' points of view, we maintain our ability to see a broader number of alternatives and discuss them, even when we disagree.

6 get back up every time
6. Get Back Up Every Time

  • Steve Jobs, who many find to be an exemplary CEO by several different measures, was fired from Apple, the company he founded. CarlyFiorina was booted off the board and out of the C-suite at Hewlett-Packard. Bruce Springsteen's first album never made the charts. Thomas Edison failed 10,000 times before inventing the light bulb. Marilyn Monroe was fired by 20th Century Fox because executives thought she was unattractive.

  • Tenacity is the hallmark of great strategists -- they always find other ways to resolve the predicament.

  • Strategy is action-oriented. Strategists who lead choose to be curious, understand their gifts, be present, look at both sides of the equation, and keep getting back up.


How to Win Friends & Influence People

"If you want to win friends, make it a point to remember them. If you remember my name, you pay me a subtle compliment; you indicate that I have made an impression on you. Remember my name and you add to my feeling of importance."

- Dale Carnegie -