 Dear students, I welcome you in the course of leadership, emotional intelligence and the CN making. This is module number 104 and we are going to talk about what great managers do, idea and practice. As we have seen what great managers do, idea and brief, that the manager is there to tailor his or her style to match with the needs and wants of the followers or to match Karnay say the followers would be better able to demonstrate what they can do. Now, when we talk about idea and practice, remember that we have to capitalize on employees' strengths because their strengths are the things which are required by the organization to achieve its objectives. Now, to capitalize it, one thing we have to bear in mind is that every person is going to have a unique set of strengths. Everyone has special skills and competencies and it will be the job of the main leader to explore those competencies. Secondly, remember that we have to actively listen to our employees. We have to listen to them so that we can know what their needs are, what they are and how they can operate better there. The third thing is that we have to identify every employee's intrinsic needs. Until his intrinsic satisfaction is reached, the person would not be able to demonstrate his true capability in the organization. And the next point is that recognize and encourage the employees, motivate the employees, make them enthusiastic. These are all the requirements which are to be materialized by the leader. Now, remember that we only have to capitalize on strengths. We also have to neutralize his weaknesses. We have to make his weaknesses, his conditions and constraints which he could not achieve without his work. Therefore, we have to identify what is the deficiency in every employee. After identifying that deficiency, we have to see how we can make that deficiency better. To make it better, no doubt, we need to go to the phase of TNA, training need assessment, in which we will identify his deficiencies and his weaknesses in his competencies. And we will identify the training that a employee needs. And then at the same time, we will have to design a job with unconventional ways. Maybe we have to go for job enrichment. Maybe we have to go for active provision of feedback. Maybe we have to go for creating skill variety, task identity, task significance, autonomy and feedback. So, we will have to use all these things, these tools in which we can capitalize on a employee's strengths and overcome his weaknesses. At the same time, remember that when we overcome his weaknesses, there are certain things we have to bear in mind. For example, if an employee recognition wants from his peers, we should publicly celebrate his success. If an employee recognition wants from you, we should exclusively meet him, in which we should tell him how important he is for us. If an employee recognition wants from the similar expertise carried by the people of his or her department or the area in which he or she is operating, then we have to professionally coordinate them with others. We have to give them such awards that are being publicly given so that they can feel their appreciation. Similarly, if he or she wants his praise with the customer, then his image and the best of the customer and the best of the employee, we can place them in the office so that the recognition is created. So, there are different ways in which we can capitalize on his weaknesses instead of neutralizing them. We will try to provide him with such an environment that he can become a positive trigger for him. Likewise, remember that when we have to tailor the style of coaching, for that, there are certain things that we have to bear in our mind. When we have to tailor coaching to learning style, the first point we have is that if an employee is an analyzer, then we have to provide him with required information and by using this information, he can give his work the best result. And obviously, he requires extensive information before taking on a task and he hates making mistakes. Therefore, we have to coach him. Number one, giving him ample classroom time. Number two, role-playing with him. And number three, giving him time to prepare for challenges. Now supposedly, if the employee is a doer, in that case, he uses trial and error to enhance his skills while grappling with tasks. So now we have to give him a chance for trial and error because the person's capability is enhanced through doing things technically and tangibly. For that purpose, we have to coach him by assigning him a simple task explaining the desired outcomes and getting out of his way so that he can utilize his creativity, his innovation, his ways of working, and his perspective of availing his opportunity. Secondly, we have to gradually increase the task complexity until he masters his role because his capability is like a doer. Likewise, if the person is a watcher, he haunts his skills by watching other people in action. For that purpose, we have to shadow him with the top performers. And as a shadow, the person would be there to demonstrate his capabilities in a rightful way. A manager can demonstrate his capabilities when he has a strong relationship with his followers and has the capability to tailor his leadership style according to the needs of the people. Therefore, if his followers are analyzers, doers, watchers, then according to that, he will have to deal with the motivation, with the encouragement, and with the circumstances in which he can give his best demonstration. Dear students, if we conclude all this, then remember that a manager changes his style of leadership according to the needs of his followers and the main purpose of changing it is to achieve his followers according to their capabilities, according to their professions and competencies, to achieve the goals of the organization. Thank you.