Communication - Carlos Ghosn

Table of Contents

INTRODUCTION        3

CARLOS GHOSN, A CHARISMATIC LEADER?        3

What is a leader?        3

What is a charismatic leader?        3

The Leadership Style of Carlos Ghosn        3

DECISION MAKING        5

Step 1: Identify the decision/ define the problem        5

Step 2: Gather relevant information        5

Step 3: Identify the alternatives        5

Step 4: Weigh the evidence        6

Step 5: Choose among alternatives        6

Step 6: Take action        6

RENAULT-NISSAN/FRENCH STATE CONFLICT IN APRIL 2015        9

What are the functions of conflict?        9

What are the Dysfunctions of Conflict?        9

INTRODUCTION

CARLOS GHOSN, A CHARISMATIC LEADER?

What is a leader?

Leadership is the political, psychological, or social influence of an individual or group of individuals on a group or other group. The leader has personal skills that make him different and allows him to be listened to and followed by a group of people.

Leadership directs the company to constructive change starting with the definition of a direction: it builds a vision for the future as well as the strategies that can produce the changes needed to achieve that vision. It is the timeless practice of guiding others in pursuit of a goal, destination or desired outcome. At the most fundamental level, a leader is someone who motivates, inspires and guides others toward pre-established goals.

Today's leaders understand the importance of developing and supporting the support of an overall team vision. The vision is an ideal state of the future or a future destination that provides context for organizational, departmental and individual goals and activities. The leader must create and instil the idea of that destination in the minds of the employees of the company or team.

What is a charismatic leader?

The following characteristics seem to distinguish the charismatic leaders:

1. Self-confidence: Charismatic leaders have complete confidence in their judgment and ability.
2. Visionary leadership: they have an idealized goal that offers a better future than the status quo.
3. An ability to articulate vision: they can clarify their vision in terms understandable to others.
4. Strong beliefs about the vision: charismatic leaders are highly committed and willing to take a high personal risk and incur high costs to achieve their vision.
5. Out of the ordinary behaviour: their behaviour is perceived as unconventional and contrary to consensual norms.
6. He has the appearance of an agent of change: they are perceived as agents of radical change, rather than the guardians of the status quo.
7. Environmental Sensitivity: They make realistic assessments of the environmental constraints and resources needed to make changes.

The Leadership Style of Carlos Ghosn

1. He embraces diversity: Ghosn understood that a Japanese company was going to have a different corporate culture from the one he was familiar with. Rather than simply impose his own corporate cultural background on Nissan, he sought to create something that could be considered the best of both worlds.

2. He values listening: A hallmark of great leadership is the ability to listen. Ghosn had his own vision for turning Nissan around, but that vision was not so inflexible as to ignore the potential good that could come out of allowing others to contribute their own ideas to that vision.

3. He values a collaborative effort: Turning Nissan around can be attributed in a significant way to his vision and determination. It can certainly also be attributed to how much Ghosn clearly values a collaboration.

4. He sought changes: Turning Nissan around meant making some substantial changes to the inner workings of the company. Ghosn understood this and met the challenge.

5. He embraces complexities Restructuring Nissan was a massive, complex endeavour. It’s not something just anyone could have accomplished as Ghosn did.

Carlos Ghosn: “First, a leader is somebody who can deliver performance. He or she systemically delivers, and has long experience delivering on challenges. This sometimes means we must speak up to identify problems or present controversial opinions. This is not always easy for Japanese leaders, for cultural reasons. When we first held alliance board meetings, almost all of it was in French. I had to tell my Renault colleagues to be quiet and listen to their Nissan counterparts. I encourage more Japanese leaders to speak up whenever necessary. This is critical to delivering results.

Second, a leader needs the ability to engage with people. When you're heading a company, people need to connect with you. If they see you as stiff or cold or not easy to understand, they're not going to listen to you, and a lot of motivation and engagement is going to be lost. In other words, a leader must have the capacity for empathy.

Third, a leader needs industry intelligence. Electric cars, zero-emission vehicles, smart cars, self-driving technology, stiffer regulations and new competition are all transforming the auto market in huge ways. If you don't have industry intelligence, it doesn't matter how much empathy you have, or what kind of performance you can deliver – you will have a lot of difficulties if you are not constantly learning, understanding and acting.

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