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INDUSTRY INSIGHTS

INDUSTRY INSIGHTS The Legacy Makers How Great Leaders Leave More Than Results

Editorial

-Alaya Brown

Charting the Future of Hospitality

Inanagewhereindustriesaretransformingfasterthanever,the

conceptofexcellencehasevolvedfarbeyondtraditional benchmarksofsuccess.It’snolongeraboutperfectionor profitalone—it’saboutpurpose,adaptability,andhuman connection.In2025,excellenceisdefinedbythosewholeadwith clarity,compassion,andcourage,settingastandardnotjustfor performance,butforimpact.Fewembodythismoderndefinition morepowerfullythanRanjitPhillipose,SeniorVicePresident–Operations,GoaatTheIndianHotelsCompanyLimited(IHCL).

Phillipose’sleadershipjourneyisaninspiringportraitof consistency,evolution,andglobalperspective.Fromhisbeginnings asayoungfront-oﬃceexecutiveattheTajCoromandelinChennai tooverseeingIHCL’sexpansiveportfolioinGoa—comprisingover 30propertiesandthousandsofteammembers—histrajectory speakstoarelentlesspursuitofexcellencethroughlearningand adaptability.Hisexperiencesacrosscontinents—fromLondonto Dubai,theMaldivestoNewYork—reﬂectadeepunderstanding thatexcellencetodayisnotstatic,butdynamicandever-evolving.

WhatmakesPhillipose’sstoryparticularlyresonantin2025ishis people-ﬁrstphilosophy.Inanerawheredigitaltransformationand automationdominateconversations,heunderscoresthathuman connectionremainsattheheartoftrueleadership.Hisbeliefthat “youareonlyasgoodasyourteam”exempliﬁestheinclusive, empatheticapproachthatmodernorganizationsneedtothrive.It’s thisabilitytonurturetalent,empowerteams,andleadwith authenticitythattransformsworkplacesintocommunitiesof purpose.

EquallyimportantisPhillipose’scommitmenttosustainabilityand responsiblegrowth—valuesdeeplyalignedwithIHCL’sVision 2030andESGframework.Hisfocusonsustainabletourism,local communitydevelopment,andethicalleadershipreﬂectstheshift towardlong-termstewardshipovershort-termgains.Indoingso, hesetsabenchmarkforwhatitmeanstobuildalegacyrootedin accountabilityandforesight.

Aswenavigatethecomplexitiesofapost-pandemic,digitally connectedworld,leaderslikeRanjitPhilliposeremindusthat excellenceisnotaﬁnishline—itisacontinuousjourneyof curiosity,resilience,andreinvention.Hisstoryisatestamenttothe factthatin2025,excellenceisnotdeﬁnedbyhierarchy,butby humanity.

CONTENTS CONTENTS

Art

Business

Digital

Marketing

THE SIGNATURE STORY

RANJIT PHILLIPOSE

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Therearesomeprofessionswhicharepainstakingly

constructed,emerginglikeskyscrapersfrom meticulouslydesignedblueprints.Thereareothers thatstartwithawhisperofchance,evolvingintheeasy, unhurriedsenseofastreamcuttingitscourse.Ranjit Phillipose'slifeﬁtscomfortablyintothelattercategory.He isSeniorVicePresidentOperationsofIndianHotels CompanyLimited(IHCL),Goa.Whatstartedashis mother'soﬀhand,lunchtimeremarkaboutgoingforan interviewwithTajHotels,aforkintheroad,becamean incrediblethree-decadesojournthatcrisscrossedcontinents, cultures,andcrises.Heisnowagiantinhospitality,witha titanportfolioofmorethan30hotelsandnurturing2,800 loyalassociatesthroughGoantourism'scolorfuland dynamicterrain.

Hislifetestimonyisnotsimplyaresumebutalessonin convertingoﬀ-the-cuﬀmomentsofopportunityinto meaningfulaction.Itisanaptprecedentofviewing opportunity,welcomingchallengeswithopenarms,and havingtheinnertenacitytoconvertthecommonactof serviceintotheextraordinaryspiritofexcellence.

TheUnplannedBeginningandtheApprenticeshipofthe FrontDesk

In1993,freshoutofuniversity,Philliposewalkedintothe interviewroomatTajCoromandel,Chennai,withoutan inklingthathewaskeepingafatefulappointment.There wasnograndcareerroadmap,yetfromthatﬁrstday,the rhythmofhospitality-thebustlinglobby,thegenuinesmile exchangedwithastranger,thequietprideofcreatingan unforgettableexperience,drewhiminwithanirresistible gravitationalpull.

StartingasaFrontOﬃceExecutive,hewasthrustintothe crucibleofservice,arolewhereonemustseamlessly balancebeingtheﬁrstpointofcontactandthelastlineof defensefortheguest.Thoseearlyyearsbecamehis enduringfoundation,etchingtheprinciplethattrue excellenceinhospitalitydoesn'trelyontheatricalgestures butoncountlesssmallmomentsexecutedwithsurgical precisionandgenuinewarmth.IHCLbecamemorethan justanorganization.Itwashisrigorousschool,hisfamily, andhishome,providingtheessentialspacetogrow,tolead, tostumble,andtoriseagainwithrenewed,focused purpose.

BuildingBridgesAcrossContinents

Thetrajectorythatfollowedspokevolumesabouthislatent ambitionandsheerversatility Aftersixsuccessfulyearsin Chennai,Philliposeexpandedhisworldmap,venturinginto internationalwatersin1999,joiningStJames'Courtin London.Hisglobalportfoliorapidlyexpanded,takinghim tokeypositionsinoneoftheworld'smostdemanding markets:theUnitedStates.HeservedasDirectorofRooms atThePierreinNewYorkandlaterasHotelManageratTaj Boston.Eachroleoﬀeredakaleidoscopeoffresh perspectives,distinctoperationalchallenges,andnew dimensionstohisﬂuencyinhospitality'suniversal language.

Crucially,whatdistinguishedhimduringtheseformative yearswashisstrategicvisionthatextendedbeyondthe dailyoperationalreports.Hebecamethego-toleaderfor establishingnewfrontiers,spearheadingpre-openingtask forcesinchallenging,high-stakeslocationslikeMumbai, Seychelles,andMauritius.Openingahotelisnotasimple ribbon-cuttingevent;itisacomplexsymphonyrequiring meticulousﬁnancialplanning,profoundculturalsensitivity, andtherareabilitytoforgehigh-performing,cohesive teamsfromdiverse,disparatebackgrounds.Phillipose masteredthisintricateartearly,settinganexemplary standardthatwouldclearlydeﬁnehislater,moresenior achievements.

PalaceGrandeur,ResortIdyllic,andthePulseof Innovation

Thenextphaseofhiscareersawhimtransitionintothe delicateworkofmanagingthebrand'smosticonicassets.In 2009,heundertookwhatmanyregardedashismost ambitiousassignment:GeneralManagerofthemajestic TajFalaknumaPalaceinHyderabad.Heoversawthe ambitious$50millionrestorationofthebrand'sfourth heritagehotel.Thepalace,amonumentofopulenceand royalhistory,demandedmorethanmanagement;itrequired reverence,ahistorian'svision,andthedelicatemanagerial balancebetweenpreservingcenturies-oldheritageand meetingtheabsolutehigheststandardsofmodernluxury Underhisastuteleadership,Falaknumatransformedintoa vibrant,livingtestamenttoIndia'sregalpast.

Seamlesslypivotingfromheritagemanagementtoluxury resortexpertise,hemovedtotheidyllicshoresofthe Maldivesin2012asGeneralManagerofTajExotica ResortandSpa.Here,surroundedbyturquoisewatersand pristineisolation,Philliposesharpenedhisfocusoncreating

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deeplyimmersiveluxuryexperiences,understandingthat trueluxuryisasmuchaboutthepreciouscommoditiesof spaceandsilenceasitisaboutimpeccableserviceand physicalsplendor.

HisreturntoIndiabroughthimtoGoa,whereheservedas AreaDirectorandGeneralManagerofTajExotica ResortandSpa,managingfourproperties.Goa,withits uniquesyncreticblendofIndianandPortuguesecultures, itslaid-backcharm,anditsincreasingtourismcomplexity, becametheperfectgroundforhisevolving,comprehensive leadershipphilosophy.

TheDubaiChapter:Crisis,Courage,andan UnwaveringConviction

In2016,Philliposeembarkedonwhatbecamehisdeﬁnitive chapter TakingthehelmasGeneralManagerofTaj Dubaiinthecity'sprestigiousdowntowndistrict,hefaced theimmediatechallengeofestablishingadistinctiveIndian luxurybrandinthenotoriouslycompetitiveMiddleEastern market.

Herapidlyachievedthisbysuccessfullyblendingthe brand'sprofoundIndianheritageandessencewithessential MiddleEasternelements,transformingTajDubaiintoatrue force.Itsswiftsuccessearnedsigniﬁcantrecognition, includingthetitleofFavouriteBusinessHotelatthe Conde Nast Traveller Readers' Choice Awards in2017.Hefurther cementedIHCL'spresencebyplayingapivotalroleinthe openingofTajJumeirahLakesTowersin2019.

Butitwas2020thattrulytestedhismettle.Whenthe unprecedentedsilenceofCOVID-19descendedupon Dubai,thecity'shospitalitysectorstaggered.Ownership wantedtoshutterthedoors,layingoffstaff,butfor Phillipose,theguidingprinciplewasnon-negotiable: protectinglivelihoodscamefirst.Afterintense,rigorous discussions,theownersagreedtostayopenonadaunting condition:thehotelcouldnotincuradditionalcosts.

Philliposeandhisleadershipteamsworkedtirelessly, dissectingeverycostcenter,creatingasustainableoperating modelwhileprioritizingsafety.

Theyensuredseniormanagementtookpaycutswhilethe salariesoffrontlineassociatesremaineduntouched,even helpingtoprovidegroceriessostaffcouldsendmore moneyhome.Thisdecisiontobravelystayoperational duringthelockdownbecametheirgreateststrategic masterstroke.Astheonlyluxuryhotelfunctioning,they hostedlong-stayingguestsstrandedinthecity Whenthe IndianPremierLeaguemovedtoDubai,TajDubaibecame theautomaticfirstchoice,withPhillipose'steampioneering andexecutingthefirstsuccessful bio-bubble concept for sportsteamsduringthepandemic.Bytheendoftheyear, theyhadnotonlymettheircommitmentbuthadgenerated aprofitwithoutasinglelayoff.Thatdefiningyearetched thelegacyofTajDubai-apowerfultestamenttocourage, compassion,andunwaveringconvictioninthefaceof collapse.

RecognitionandLeadingwithHeartinGoa

Phillipose'sexcellencehasgarneredprestigiousglobal recognition,includinghisfeatureinForbesMiddleEast Top100Travel&TourismLeaders2023andseven consecutiveyearsonthe Hotelier Middle East Executive Power50List.Theseaccoladessymbolizethecollective successoftheteamshebuiltandthevalueshechampions.

InhiscurrentroleasSeniorVicePresidentofOperations forIHCLGoa,Philliposeoverseesadiverseportfolioof over30properties.Here,hehasensuredthatluxuryis definedbyresponsibility.Underhiscommand, sustainabilityisacorepillar:TajCidadedeGoawasthe firstwithintheIHCLportfoliotoearn Green Key Certification.

GuidedbyIHCL'sPaathyaframework,hehaswoven consciouspractices,fromwaterconservationtocultural collaborationswithGoanartists,intothefabricof operations.

HisinﬂuenceactivelyshapesGoa'sbroaderecosystem.He isakeymemberoftheGoaChamberofCommerceand IndustryandtheConfederationofIndianIndustry,andheis apartoftheGoaTourismBoard.Throughthesestrategic platforms,headvocatesforsustainabletourism development,infrastructureimprovement,anda comprehensivevisionforGoatoleverageitsrichcultural heritage,uniquegastronomy,andimprovedconnectivityto attractamorediverse,high-valuetravelerbase,moving beyonditssimpleidentityasabeachdestination.

LessonsandtheSimpleMantras

Forthoseaspiringtoleadershiprolesacrossanyindustry, Philliposeoﬀerswisdomdistilledfromthreedecadesatthe top.Leadership,heemphasizes,isnotabouttheauthorityof atitlebutaboutinﬂuence,trust,andtheprofoundabilityto inspireotherstowardacompelling,sharedvision.

• Self-Awareness:Startbyleadingyourself.Clarityon one'svalues,strengths,andlimitationsgivesevery decisionconviction.

• Resilience:Challengesareinevitable.Thebestleaders viewthemasopportunitiestolearn,adapt,andemerge stronger.

• TheHumanElement:Neverlosesightofthepeople. Treateveryteammemberwithrespect,empowerthem, andallowthemtothrive.

• StayCurious:Inarapidlyevolvingworld,continuous learningkeepsaleaderrelevantandeﬀective.

• LeadershipisaPrivilege:Itcarriesaheavy responsibilitytoupliftothers,actethically,andleave thingsbetterthantheywerefound.

Hissimplemantraforprofessionalsuccessis: Be consistent, stay grounded, and let excellence be your everyday habit. Yet,headdsacrucialdimensionofbalance: Do not take life too seriously, remember to pause, breathe, and truly enjoy the journey. Hisadvicetoaspiring innovatorsistotakerisks,explorenewideas,andnever fearfailure,because"thatiswhererealgrowthand transformationbegin.Lifeistooshorttoplayitsafe."

ALegacyintheMaking

Today,asPhilliposesteersIHCL'sGoaoperations,hisfocus remainsonfosteringinnovation,drivingsustainability,and celebratingculturalandculinaryexcellence.Heis balancingthedemandsofathrivinghospitalitybusiness withtheinherentresponsibilityofpreservingtheunique charmthatmakesGoaspecial.

Lookingback,hefeelsimmensegratitudeforthejourney. Whatstartedasacoincidencebecameaprofoundcalling. Evenafterthreedecades,hewalksintoeverypropertywith thesamevisceralsenseofpurposeandexcitementhefeltas ayoungexecutiveatTajCoromandel.

AsIHCLworkstowarditsambitiousVision2030,leaders likePhilliposearethearchitectsshapingthatfuture.His career,fromfrontoﬃceexecutivetoseniorvicepresident, fromsinglepropertymanagertoregionalstrategist,isa testamenttothepowerofshowingup,committingfullyto excellence,andremainingopentolearning.Inacomplex, metrics-drivenindustry,Philliposeremindsusthatthetrue measureofsuccessliesnotintitles,butinthesmiles created,thestandardsupheld,andtheempathetic,purposedrivenculturenurtured.

Theaccidentalhotelierwhowalkedintoaninterviewroom threedecadesagohasbecomeoneoftheindustry'smost essentialandpurposefulleaders.Hisjourneycontinues, drivenbythebeliefthateveryguestmatters,everyteam membercounts,andeverysinglemomentholdsthe potentialtocreatesomethingtrulyexceptional.That,in essence,istheenduringlegacyofRanjitPhillipose.

LEADERSHIP THAT INSPIRES TRUE GROWTH

Intoday'scorporatelandscape,successismostly

measuredthroughfigures—profitmargins,quarterly reports,andperformanceindicatorsbeingthemain topicsofdiscussionintheboardrooms.Metricsare necessaryforaccountabilityandprogress,buttheydon’t demonstrateleadershipeffectivenessentirely.Infact, leadershipthatisreallytransformativegoesbeyond numbers;itembracespeople,purpose,andsustainable development.

Mindovermetricsisthebeliefthatthemostenduring outcomesaretheoneswhereleadersfacilitatemeaning, engagement,andinnovationinsteadofjustrunningthe businessbythenumbers.

BeyondtheNumbers

Itistruethatmetricsareneeded;however,theyarenot enough.Theyonlymeasuretheresults,notthereasons. Moreover,theyportrayperformance,notpotential.Leaders whoareoverlyfocusedonnumbersmaylosesightofthe humanandculturalaspectsthatarecrucialfortheir continuedsuccess.Ifdecisionsarebasedonlyonthe

rationalecomingfromthemetrics,organizationsmight succeedintheshortterm,butcreativity,morale,andtrust willbetheirvictims.

One’smindbeingovermetricsdoesnotentailtheexclusion ofdata-rather,itprovidesthecontextforit.Numbersfor suchleadersaremerelysigns,notunchangeabletruths. Whiledealingwithdata,theyalsolookforthequalitative accompaniments.Theyunderstandthatbehindevery percentageandproductivityratiothereisateamofpeople whosemotivation,well-being,andevensenseofpurpose arethedecisivefactorsthatdeterminetheresults.

TheHumanSideofGrowth

Empathyis,undoubtedly,thecornerstoneofleadershipthat caninspirerealgrowth.Thegreatleadersrealizethatthe resultofbusinesscomesfromhumanperformance,and humanperformanceisalwaysbasedonconnectionand, especially,meaning.Thus,whenemployeesrecognizethat theyareseen,heard,andvalued,theycangivenothingbut theirbesttotheorganization.Suchemotionalinvolvement cannotbemeasuredbyanymetric,yetitis,mostofthe time,thefactorthatdiﬀerentiatesgoodandoutstanding results.

Aleaderwhoemphasizesempathy, communication,andtrust,seesthebeneﬁtsnot onlyofcollaborationbutalsoofproblemsolving,changemanagement,andcollective innovation.

Trustinginthisprocess,theymovefromthe stageofcontrollingresultstothatofcreating conditionsinwhichpeopleareabletothrive, and,thus,theinstinctandnoteﬀort,is performance.

PurposeasaCatalyst

Purposeisthefeaturethatindicatesdirectionin theworldinfluencedbynumbers.Asthemain decisionmaker,itgoesbeyondvaluesandvision asithasthecapacitytoleadorganizations throughdifficulttimes.Managersthateffectively deliverthecompany’smissionaretheoneswho excitethepeoplewiththekindofdedication whichisbeyondthelevelofcompliance. Employeesperceivethatinsteadofworkingfor resultstheyaremakingacontributiontothe commonmission.

RedeﬁningSuccess

Mosttraditionalleadershipmodelsconsidersuccesstobe synonymouswithscale—morerevenue,moreproduction, moremarketshare.Nevertheless,theleaderswhoarethe mosteﬀectivearetheonesthatrealizethatsustainable growthisnotmerelyaboutgettingbiggerbutalsoabout evolving.Realgrowthimpliesbeingﬂexible,learner,and tough.

Amindovermetricsleaderwoulddeﬁnesuccessasthe broadeningofskillsandthedeepeningoftheculture.They askquestionslike:

• Areourteamsacquiringnewskills?

• Areweencouraginginnovationanddiversity?

• Arewetakinglessonsfromfailuresandmaking progresscontinuously?

Thesequestionsbringtolightaspectsofgrowthwhichare beyonddata’sreach.Theypointoutthatsuccessinthe long-termislessabouttheracefortargetsandmoreabout thedevelopmentofpeopleandthecreationofsystemsthat supportthecontinuousdeliveryofexcellence.

BalancingIntuitionandInsight

Amodernleaderisrequiredtokeepabalancebetween intuitionanddata,artandscience.Whilemetricsprovide usefulinsights,itistheleader’sintuitionwhichinvolves sensing,empathizing,andenvisaging—thatgivesthe insightsapropercontext.Asaresultjudgmentcallsformed bythecombinationofanalyticsandhumandiscretionare bothlogicalandcreative.

Thisverypointbecomesevenmorecrucialinsituationsof rapidchange.Thefactsmightshowwhatisgoingon,but oftenonlyinstinctcantellwhy—anditisthe“why”that providesleaderswiththeabilitytomovequickerandwith moredetermination.

Conclusion

Leadershipthatbringsaboutgenuinegrowthisnot characterizedbyrejectingmetricsbutratherbysurpassing them.Theconceptofmindovermetricstellsusthatwhile numbersdorepresentperformance,theyshouldnotbeseen asitsdefinition.Themosteffectiveleaderstreatdataasa toolratherthantheend—theyputpeople,purpose,and progressfirstineverydecision.

Whenleadersprioritizemindsetovermeasurementthey openthegatestothefullpoweroftheirteamswhichisthe fosterageofinnovation,trust,andresilience.Whatthey accomplishbythisisthebuildingofcompaniesthatarenot onlyﬁnanciallysoundbutalsopurposeful—wheregrowth isnotsolelyquantiﬁedinnumbersbutalsointhevigor, inventiveness,andhumansideofthosewhomakeit possible.

HOW GREAT LEADERS LEAVE MORE THAN RESULTS

Leadershipistypicallyquantiﬁedthroughoneofthe

numbers-forexample,revenuegrowth,market share,orshareholdervalue.However,themost exceptionalleadersdonotgodowninhistoryonlybecause oftheﬁgurestheyhavemanagedtoachieve,butrather becauseofthepeopletheydeveloped,thethingstheymade, andtheircontributiontothesocietywhichstillexistsafter theirdeparture.Theirbiggestcontributiontosocietybeyond thequarterlyobjectivesandmilestonesistheirlegacy-the permanenteﬀecttheyhaveonpeople,culture,andpurpose.

LeadershipBeyondtheMetrics

Inbusinessworldwhichischaracterizedbyrapidchanges, successismainlymeasuredbytangibleresults.Results matterandthustheyshouldbetakenintoaccount,however, theyareonlyafractionofaleader’sstory.Leaderswiththe highestimpactunderstandthattheirswaygoesfurtherthan justproﬁtsandperformancegraphs.Theirpriorityisto inﬂuencethesociety’svalues,developpeople,and implementmeasureswhichwillensurecontinuityoftheir workaftertheirdeparture.

Legacyisdefinitelynotsomethingwhichleaderscreate throughshowingtheirpower;ratheritisgrownthrough theirbeinggenuine,havingcompassiontowardsothers,and gettingsupportedbytheirforesight.Morethanbeing definedbyhowmuchleadersachieveduringtheirtimeat thehelm,itisactuallydefinedthroughtheextenttowhich theiractionscontinuetoinfluencetheorganizationafter theirdeparture.

VisionthatOutlivesLeadership

Theleaderswhoarereferredtoas“great”paveawayfora futurethatwouldbestillthereevenaftertheyceasetheir individualroles.Theydonotsimplyreacttowhatis

requiredhereandnowbuttheythinkahead, visualizingwhatanorganizationmight becomeand,atthesametime,gettingother peoplewillingtowalkthatpathwiththem.

Thefuturealwaysremainsinthepresentonly ifitissharedbyall,everyoneagreeswithit, andithasitsorigininsomethinglikea commonpurpose.Leaderswhokeeptelling thesamestoryoverandoveragaincreatein othersthefeelingofajointmissionwhich cannotbeabandoned.Thevisiontheyhave becomestheorganization’sDNAwhichthen guidesdecisionsandbehaviorsforalong timeaftertheyarenolongerthere.

EmpoweringPeopleasaLegacy

Employees,ifonecancallitthat,thendeﬁnitelyvisionis theleader’splanandpeoplearetheoneswhowitha leader’sheritagebecomethebuilders.Leaderswhoare greatmakeittheirbusinesstodevelopothers,enable groupsofpeopletobeself-reliantintheirthinkingandto carryouttheiractivitieswithoutsupervision.Thefuture leaderswhomtheybringuparetheoneswhostrongly resemblethevaluesandprinciplesoftheleadersthrough whosementorshiptheycametotheirownsuccess.

Powerisnotgiventoothersbymeansofdelegationrather itisgivenbyshowingone’strust.Leaderswhoare successfulincreationofanenvironmentwhereemployees feelcomfortablementallyandemotionallysupport innovation,assistance,anddevelopmentamongthe employees.Suchgroupsofpeopleconstitute,infact,the leaders’mostlastingheritage,whichisproofthatthetrue valueofleadershipisinthewaymosteﬃcientlyitcanbe multiplied.

Mentorship:PassingtheTorch

Mentorshipisanotherelementthatiscrucialforleadership tobeoflongduration.Theunderstandingthattheirgreatest eﬀectisveryofteninthesuccessofotherpeopleis possessedbygreatleadersonly Andthus,theyshare knowledge,giveguidance,andthroughtheirownbehavior demonstrate,therebymakingexcellenceatraditionaswell.

Mentorship,theactofonebeingamentor,completely changesleadershipfromasingletoacollectiveissue, therebythelatterbeingpasseddownfromonegenerationto another.Itisanintergenerationallinkthroughwhichvalues, vision,andwisdomcontinuetoguidethefutureofthe organization.Bymentoring,theleaderswidentheirsphere ofinﬂuencesoitisfarbeyondthetimetheyareinpower andhencetheybecometheagentsoflong-termprogress andstability.

Conclusion

Metricsmaybetheyardstickforsuccess,butlegacyiswhat determinesthevalueofit.Leadersofoutstandingcaliberdo notbuildcompaniesthatgrowandprosperasa consequenceoftheirbeingthere,butbecauseofthe unchangingvalues,foresight,andethostheyhave embedded.

Apartfromproﬁts,theyuseotheryardstickstomeasure theirsuccesssuchasthatoftheirpeople,themoralityof theirdeeds,andthelegacyofinspirationtheycreate.

Inanutshell,leadershipisnotaboutthegoodthingsyouare rememberedforhavingdone,butthegoodthingsyou enabledinotherpeople.Thereallegacycreatorsdonot onlyleavebehindtangibleresults,butalsoamodeof thinking,alevelofhonesty,andasenseofpurposewhich keeponattractingevenlongaftertheyhavegone.

For Subscripon: www.insightssuccessmagazine.com

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