Leadership

Report for the Assignment

Sushil Bajimaya EMBA, Fall 2011

Contents
Introduction .................................................................................................................................................. 1 Objective of the Assignment ..................................................................................................................... 1 Short Introduction of Interviewee ............................................................................................................ 1 Reason for choosing the interviewee ....................................................................................................... 1 Leadership Theory......................................................................................................................................... 2 Leadership Process ................................................................................................................................... 2 My Mental Prototype of a Leader and Leadership ................................................................................... 4 Analysis ......................................................................................................................................................... 6 Analysis of Interviewees Responses to Questionnaire ............................................................................ 6 Nature of a Leader: ............................................................................................................................... 6 Leadership Model: ................................................................................................................................ 7 Assessment ............................................................................................................................................... 7 Personal Responses .................................................................................................................................. 8 Self Assessment ...................................................................................................................................... 11 Conclusion ................................................................................................................................................... 12 Appendix ..................................................................................................................................................... 13 Interview Transcript ................................................................................................................................ 14 CV of Bhuwan KC..................................................................................................................................... 19

Introduction
Objective of the Assignment
This assignment is carried out to find out the general perception that we have of a leader. We interview a person who we think of as a leader and analyze his thoughts with respect to the theories we have learned. We also do a self assessment alongside to find out whether we have any leadership qualities or not. By doing this, we define a leader and a personal model for leadership. I chose Mr. Bhuwan K.C. as my leader. Bhuwan is CEO of Ecoprise, a social enterprise, and chairman of Green City Hospital.

Short Introduction of Interviewee

Mr. Bhuwan KC is a young entrepreneur and a leader in the making. He has a BA in Development Studies from Kathmandu University, has attended trainings for Micro-Enterprise Development and Sprout ECourse on Entrepreneurship and Innovation: Idea Growth. He has represented Nepal as a leader in numerous occasions in and outside the country. He has organized and coordinated international events like Youth Summit on Climate Change for South Asian Region, September 2-6, 2009 in Dhulikhel, Nepal, and Childrens Climate Forum-Copenhagen, 2009. Apart from his involvement in youth development programs, Bhuwan is also a successful entrepreneur. His first venture, Ecoprise, a for-profit social enterprise is in operation since 2010, and he recently ventured to hospital management section by constructing and becoming the chairman of Green City Hospital.

Reason for choosing the interviewee

Bhuwan is a leader in the making. For his age, he has both national and international experience and exposures. He has led and managed teams of different sizes during a very short span of his career. He is also an entrepreneur and always keeps looking for new opportunities to work upon. He is a very confident person and has concrete vision for his future. He is also able to influence and mobilize others which are evident from his long list of experience. Apart from these, he is committed towards his work, is rather, can inspire and influence others. All these qualities make him my ideal choice as a leader.

Leadership Theory
Leadership Process
Leadership is a process by following which we lead a group of people. The main objective of leading is to achieve a certain goal on which we believe on. The major challenge is to sell this goal and vision to our colleagues so that everybody in the team shares common goal and work together to achieve it. To do this, the leader has to keep every individual in the team motivated and inspired enough. Any person can exhibit leadership attributes, if his or her small actions can influence and inspire others, then he or she can be considered as a leader. Leadership essentially requires three key elements in the person who is leading: knowledge, skills and attitude. A leader should be knowledgeable about the domain, enough skills to execute any tasks pertaining to that particular domain and positive attitude towards work and coworkers. Absence of any of these attributes in an individual would not qualify that person to be a leader. In short, leadership is a process through which a person can use his knowledge, skills and attitude to influence and inspire others to share his vision and work together to achieve it. As people join forces, this gives certain power to the leader, namely: a. Expert b. Referent c. Reward d. Legitimate e. Coercive A leader can exercise any of these powers to achieve the common goal. When a leader exhibits expert and referent power, he receives commitment from his colleagues, compliance when he exercises reward and legitimate power but resistance from colleagues when he uses coercive power. Effective leadership targets on achieving commitment and compliance from colleagues. Leadership has four major components: 1. Leader 2. Followers 3. Communication 2

4. Situation Leader: A leader must have an honest understanding of the self. He must be aware of his strengths and weaknesses. He must exhibit positive attitudes towards his colleagues. Followers: Followers determine the success of the leader. A leader should act depending upon the colleagues he has. A leader must have a good understanding of human nature, emotions, needs, motivations so that he can better communicate with his colleagues. Also, the leader must be aware of his colleagues knowledge, skills and attitude. Communication: A leader leads by two way communication. What and how communication is done determines the leader-colleague relationship. By setting an example, a leader expects his colleagues to not to do any tasks that the leader is not willing to do. Situation: Situation has greater effect on leaders action. A leader must be able to study the situation and act accordingly as each situation is different and requires different treatment.

Situation

Communication

Leader

Follower 3

A leader, in general, performs following tasks: a. Delivers on goals and promises b. Influences, inspires and motivates colleagues to achieve the goals

c. Sets examples for others to follow d. Has good knowledge of the subject domain and is skilled to perform the necessary tasks e. Is able to guide and help colleagues in case they have any difficulty f. Has clear roadmap to perform the task

g. Delegates tasks depending upon the skill, knowledge and ability of the colleagues h. Monitors and keeps tab of progress i. j. Provides ownership of the process to the colleagues Empathizes and values his colleagues

k. Provides ample opportunity for their growth l. Puts team interests ahead of personal interests

m. Shares beliefs and values with colleagues n. Analyzes the situation before reacting o. Inspires colleagues p. Takes ownership of the task and divides responsibilities among colleagues

My Mental Prototype of a Leader and Leadership

For me, leader is a person who has superior knowledge than me, is confident, is responsible and reliable, inspires and influences me, values me, and helps me accomplish my tasks with little difficulty. The leader has to be able to communicate with me to be able to lead me. In doing so, the leader has to know my skills and abilities, and understand my feelings, emotions, ethics and values. I believe that to lead someone, the leader has to exhibit superior skills, abilities and qualities than the follower. This gives authority to the leader over followers and hence can inject inspiration and motivation to the followers. A leader is a person who is looked up for suggestions, directions and guidance by people whenever they are in a difficult situation. Therefore, the leader is not only responsible for his actions, but also for the tasks performed by his colleagues. His guidance determines the performance of people who work under him. The leader must have a clear vision for the future and must communicate with the population he is leading. Apart from these, the leader must be able to mobilize his colleagues by delegating tasks to them based upon their skills, knowledge. The leader must also give certain degree of freedom to his

colleagues to perform his task but yet maintain control over the overall process. By doing so, the leader ensures freedom and creativity of his colleagues while controlling the whole process. The leader must also be sensitive to the surrounding environment as well. The leader must be able to understand the situation and react or respond accordingly. A decision taken during a certain situation might not be suitable for a different situation. Ability to understand the situation provides added value to the leader and will help him take better and contextual decisions and actions. Also, the leader must not shy away from taking difficult decisions also if needed to. Leadership is a process followed by people to lead others. While doing so, the person who leads must exhibit the qualities mentioned above. Leadership doesnt not mean superior position or status among the group, but it means to make a better person out of the self. It is a behavioral change in a person to achieve organizational goals and personal goals by influencing, motivating, inspiring and mobilizing his colleagues ensuring that everybody in the team performs at 100%. The leadership processes can be diagrammatically represented as follows:

Organizational Goals

Leader Inputs: Personal Interests Managerial Roles

Inspires, motivates, influences, delegates, controls, communicates

Coworkers Personal Interests

Inputs Situational Variables Individual level Organizational level

Keeps track of

Analysis
Analysis of Interviewees Responses to Questionnaire
The responses of the interviewees are grouped into three topics: 1. Nature of a leader 2. Qualities of a leader 3. Leadership model

Nature of a Leader:
A leader is a person who not only manages but leads others as well. The leader sets the overall direction for an organization. Even though tasks of a leader and manager overlap, there is significant difference between the two. Whereas managers have to commit time and effort for the same type of job, a leader takes on the overall view. A leader is more focused on creating strategic goals for an organization. But as a leader, I think, a leader should have a different eye towards an organization like where should organization move in future. As a leader, one should be aware of his surroundings and be foresighted. A leader should be able to deal with different types of people and maintain cordial relationships with them. A leader gives priority to his subordinates so that he is well informed about their emotions, skills and behaviors. A leader has to inspire and influence his coworkers to keep them motivated. For this, he can establish a reward system. Apart from these, a leader is very realistic in nature. Along with long term strategic goals, the leader has to set up middle level goals for the organization. And if needs come by, the leader should not hesitate to do some sacrifice to meet those goals. It depends because there might be a definite strategy for an organization but if you look after daily, you also have to look for middle goals and to meet those goals; you also have to make some sacrifices. Qualities of a Leader: A leader possesses different qualities major being: a. Self Confidence b. Good in communicating c. Determined 6

d. Learning habit e. Adherence to rules f. Farsightedness

g. Team oriented h. Rational i. Effective delegation

Bhuwan KC displayed these qualities at times. This is not an exhaustive list, but a part of qualities that a leader should have. A leader should always put the interest of the team before ones personal goals, has to have a holistic view for the organization. A leader should also be open to learning new things. A leader should always communicate key information to his team so that they are well informed. Also, the leader should be well informed about the plans and activities of his coworkers. As a leader, one creates rules and regulations for the organization. A leader himself has to abide to those to rules so as to set an example for others to follow. A leader has to delegate tasks to his coworkers rather than performing all tasks by himself. This gives time for the leader to do strategic planning, monitoring tasks and performances of subordinates and communicating with others, among others. Leadership ability may be gained by birth, but has to be sharpened with knowledge and experience. Qualities like determination, hard working may be inborn, and those skills cannot be learnt, but other qualities like good communication skill, ability to face different situations have to be learned by experience. There are other parts like managing relations. You learn by doing it, you are not born with it. Other part is, you have to handle different situations, you learn by facing those situations.

Leadership Model:
The leadership model followed by Bhuwan KC is a mix of situational and contingency models. He functions based upon the situation. At times, he focuses on his relationship with his workers and power structure of the organization, also, sometimes, he implements situational model by training his employees, providing rewards and delegating tasks.

Assessment
As per my expectation, Bhuwan KC is a leader in the making. He stresses on leading by examples and adhering to rules and regulations. He keeps goals of his team ahead of his personal interest and doesnt fall back on acknowledging the contributions of his team members. He has certain weaknesses but he tries to cover them up either by learning or by delegating those tasks to the right people. He gives 7

importance to his team members and their behaviors, maturity and skills. Bhuwan appears to be a democratic leader but doesnt hesitate to be an autocratic if needed to be. Despite his tender age, he has achieved much and he still has the capacity for more. I think he is a person to look forward to.

Personal Responses
Do you consider yourself as a leader? Why? Yes, I consider myself as a leader. I am the first one to take charge of any issue and tackle it head on. I also work to devise a solution and divide tasks among my colleagues. I help them whenever necessary by training them or listening to them whenever necessary. I also set goals for each of my colleagues and constantly monitor their performance. I have my own set of ethics and values to which I always stick to and demonstrate whenever necessary. I also express my values and beliefs whenever necessary to my colleagues. What differentiates a leader from a manager? Do you think they are same? Manager is a subset of a leader. The tasks that a leader performs contain most of the managerial tasks. Apart from that, a leader is more consumed in making strategic plans and goals for an organization. Whereas a manager has to perform a specific set of tasks on regular basis and is concerned for particular domain. The leader, in other hand, has to think of the larger population or the whole organization. What is your style of leading? Are you familiar with different leadership models? I dont follow a specific leading model. I generally deal with the situation as it comes by. As the situation demands, I have to be autocratic, democratic, paternalistic or transactional. I have not been able to change behaviors of my colleagues, so I dont think I am a transformational leader. Other than this, I assess my colleagues on different parameters which give me better insight about how they are feeling and what they are going through. This helps me communicate with them better and put my thoughts and ideas across. Also, if necessary, I coach my colleagues not only to increase their knowledge and skills, but also to change their attitude towards work and each other. Do you think that leaders are born? Does a leader have to practice and learn to hone his/her leadership skills?

Leadership is a skill that has to be learned by practice. The more you interact with others, the more you learn how to deal and lead them. Also, knowledge and skills regarding the work domain can also be learned. Some behaviors like effective communication can be learned by practice. But some behaviors like dedication, passion has to be inborn. Such qualities cannot be learnt. Also, ability to delegate can be learned but ability to be authoritative has to be inborn. Have you inspired any of your colleagues? How do you keep your subordinates motivated enough and glued to your vision? Yes, I have inspired a few people in my working career so far. I usually buy gifts or take my colleagues out for dinner once in a while to keep them motivated and refreshed. Moreover, whenever they accomplish a very difficult task, I openly praise their accomplishment and acknowledge their effort. As a leader, how much do you value your colleagues? Do you give enough importance to their emotions, skills, behaviors, maturity and psychology? Yes, I do value my colleagues because the respect and attitude that my colleagues have for me define me as a leader. As a leader, I have to give importance to my colleagues emotions, skills, behaviors and job maturity. Getting connected with my colleagues emotionally helps me guide and assist them better. Their skills and job maturity determine the jobs that I can delegate to them and their behavior determine my approach to interact with them. Considering the present day business environment, what do you think is the most important problem? Disregarding electricity and political instability, do you think there are any other problems in the country? I feel that our most important problem is the availability of skilled human resource right now. This is escalated by brain drain effect or migration of skilled people like doctors, engineers, professors abroad for better opportunities. This is creating a huge gap between required skilled human resources and available resources. The major reasons behind this are less job satisfaction, social security and overall surrounding environment. If given a chance, how would you tackle these problems? The first solution would be to create better opportunities for the skilled people here in Nepal. Better salary, better benefits, security in terms of job and finances are also necessary. As this is a very broad 9

topic, if needed, I would advocate for this topic in larger forum. Since I am in a service industry which is very dynamic, it is very necessary that we put our colleagues first. If our colleagues are satisfied, then they can give then 100% to their work. Have you created any dyad in your organization? Do you have any subordinates who you consult with before taking and crucial decisions? No, I have not created any dyad in my organization. Since my organization is relatively small, we generally have a group meeting and discuss about the crucial matters. How do you deal with your weakness? Are you open about your weakness with your team? I display my weakness very selectively. I try to learn the skills that I am weak on, but if I find it difficult, I delegate those tasks to others who are better than me on the particular topic. How much is power important to you? Would you rather be an influencing and inspiring leader or a coercing leader? Yes, power is very important. It determines the influence that I can have over my colleagues. Even though being friendly with my colleagues, I need to maintain some distance from them which gives me space to exercise my authority over them. I exercise my authority only when necessary. I would rather be an influencing and inspiring leader than a coercing one because it is easy to lead a team which is motivated and inspired. When a team is to be led by coercing, then the team members are not motivated enough to do the job. Has any conflict arisen in your organization at all? If yes, how have you dealt with it? Yes, I had a conflict in my organization once. The conflict never really got resolved as my partner immigrated to Canada. Have you ever come across a situation where your leadership was questioned in your organization? If you ever come across such a situation, how would you deal with such an issue? No, I havent come across such a situation till now. What is your dream? What is your future plan? My dream is to be a successful entrepreneur in the field of IT in Nepal.

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Self Assessment
I have not gained enough national and international experience as Bhuwan or an opportunity to work in a sector involving huge team and investment. In that sense, Bhuwan is better than me. Both of us have similar kind of approach to leadership, mainly leading by examples, value to colleagues and respond based upon the situation. We also stick to our values and ethics. I am at times rigid about my values and beliefs which sometimes make me inaccessible to others. Also, I do not readily accept people who come against my values and ethics. So, I sometimes have undesired situations, whereas Bhuwan is adept in handling such situations to his benefit. I also tend to get emotional when I have to resolve a conflict, but, Bhuwan can handle such situations elegantly, gets to the root of the problem and tries to find a viable solution. But, I have learned to control my emotions and tackle the problem in a better way. Bhuwan still holds the image I had before we had the interview. The discussion we had even solidified my view towards him. I could find some similarities between our thinking, ideologies, and ways to lead people. I wouldnt mind working with him at a certain point of time. I believe that we can produce some positive outcome from our collaboration.

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Conclusion
I think I can achieve the level that Bhuwan has achieved. With better planning, clear vision, right colleagues, I think I can achieve the success I have craved for. I have the knowledge and skill that I need for my field of work. I need to work on attitude to change myself as an effective leader. I need to be a good listener, good communicator and good sensor to emotions and psychological state of my colleagues. Bhuwan and I share some qualities which keep both of us at par. This exercise has helped me look inside myself to find out my best qualities and weaknesses. It has also helped me find out the issues that I need to focus on for becoming an effective leader. I believe that I can improve my leadership skills from the learning from this assignment.

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Appendix

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Interview Transcript
1. Do you consider yourself as a leader? Why? Yes, I think myself as a leader. I think I am a leader because usually I am involved in giving directions and I try to find strategic goals of an organization rather than getting involved in these nitty gritty related to running an organization. 2. What differentiates a leader from a manager? Do you think they are same? For me, leaders are quite different than managers because manager or management is a position which requires lots of dedication, time and commitment to same work. As a leader, what I feel is it is more challenging. It involves most of all managerial roles, but it doesnt have to involve work that has to be done by managers. For example, a manager might have to look after all staffs of an organization or financial status of an organization. But as a leader, I think, a leader should have a different eye towards an organization like where should organization move in future. Q: So you mean to say that a leader has to have a holistic approach towards the whole organization. In this organization (Green City Hospital), which you have just started, do you think that everything is under your control? A: Its not under control because we have been trying to fix lots of problems related to operations. To fix those problems, we are hiring managers. We are trying to setup this organization and we are trying to hire right people for right positions and we are also delegating work because me as a leader have been involved in this organization since its construction phase and I have to delegate all responsibilities and link them with doctors and suppliers and other concerned parties and we are still in that phase. Q: How is the challenge for you? A: Challenge is! This is my first experience in working in such a large organization, so I have been learning a lot and I also got opportunity to work with people who have run bigger organizations and are more experienced than me. It has been a learning journey for me and besides that, this sector is completely different. Different in a sense that even if you work for years, you wont be able to learn everything in healthcare management because there are equipments, there are doctors, there are patients, there are services. 3. What is your style of leading? Are you familiar with different leadership models? I have two approaches. One is, I try to lead in best upon approach and also I try to keep good relationship with my coworkers. Q: So you try to choose the best based upon the situation? A: Yes. Q: The people I saw when I came in were totally different from the ones you generally interact with. In such a situation, do you think that your approach is bit different? A: Yes, it depends because there might be a definite strategy for an organization but if you look after daily, you also have to look for middle goals and to meet those goals; you also have to make some sacrifices. It may not be like, lets say in a year, I want to be one of the best hospitals in Nepal but then we have to make some sacrifices because it can disrupt the whole system if 14

you dont make those sacrifices. So I believe that we have to make decisions based on those small situations. Q: So you handle situations as they come by? A: Yes. 4. Do you think that leaders are born? Does a leader have to practice and learn to hone his/her leadership skills? I think it is mixture of both. You definitely have to have some qualities that have be inborn; for example: dedication, resolve (resolute). That should be within you. You cannot learn it. There are other parts like managing relations. You learn by doing it, you are not born with it. Other part is, you have to handle different situations, you learn by facing those situations. The more you face, the more you learn and get experienced. For examples, sometime, there is a crisis, be it financial crisis, administrative crisis or managerial crisis, I think you will have to learn how to deal with them, you cannot get the knowledge for such a situation from birth. Q: So you mean to say, the qualities for a leader have to be inborn, but they should be honed by practice. 5. Have you inspired any of your colleagues? How do you keep your subordinates motivated enough and glued to your vision? Usually, when you have to motivate your colleagues, I do that by setting examples. I strictly follow the rules that I have made so that others will follow similarly. Q: Do you have any kind of reward system? A: This organization is still in early stage, but in my another company, we have reward systems for people performing well. There is certain basic salary and if they help to increase in sales, then we usually give them extra benefits. Besides that, if we have good sales, then we all go out together to have dinner. Q: You have to be attached with your employees? A: Yes. Usually, even if I dont go to the office EcoPrise daily, I always call them early in the morning and get a briefing about their day plan. Q: Other than these, do you have any other recreation activities like hikes, treks? A: Not done yet, we have gone out once but it was not a big thing. It would be great if we could do that but there are time limitations. 6. As a leader, how much do you value your colleagues? Do you give enough importance to their emotions, skills, behaviors, maturity and psychology? Usually, when there is an organization performing well, then it is not dependent upon the leader, it is a team work because every result depends upon how everyone performs. So I give greater value to team workers than leaders. Yes, emotions are also important. To develop skills, I always ask my colleagues if they need any training. Q: What about maturity? A: We value the maturity of our employees. We do not check for maturity for new employees because there new work environment for them, but after a certain period, we check for their 15

maturity and monitor whether they are suitable for that position or not. We determine this by checking their progress and how they are adapting to new work environment. Q: Sometimes people are skilled and mature enough to understand their responsibility but are not motivated enough to do their job. How do you deal with such a situation? A: I usually talk with them to find out the main reason why they are not performing at their best. They may have some family problems, or unhappy with the salary or maybe they are not interested to work because they are not in the right position as well. I have faced all these situations. I usually talk with them and try to find a solution. And if we cannot find a solution, I say goodbye to them because there is no point in working with someone who doesnt give 100% to the work. Q: How much difficult is it to say goodbye to someone? A: It is difficult, but it is good for both parties because we as a company are not happy with them if they cannot give their 100% and there is no other solution. It will only create misunderstanding and hatred. But I dont find it difficult. 7. Considering the present day business environment, what do you think is the most important problem? Disregarding electricity and political instability, do you think there are any other problems in the country? How do you plan to tackle these problems? In Nepal, I see at the moment, two problems. One is related to labor or work force because it is very difficult to work with people during this transition period. It is mostly related to the political instability but it is a problem created by political instability. Dealing with large number of workers is very difficult, even in small organization, it is difficult. To avoid this problem, we are outsourcing lots of lower level jobs. We are trying to work with doctors and nurses in such a way that we can pay them according to their work instead of giving them an appointment or fixed salary. They will be paid based upon their efficiency and their work hours. So, there will be lesser chances of people getting disappointed with us or angry with us because we are paying them less. Q: Wont this create any kind of vacant space? Will this keep doctors motivated enough? A: We are not working with individual doctors, but with a team of doctors and it is their responsibility to be available for the hospital at the time we want. So, it is coordination between them that they have to be here. So it wont create a problem. We are relying upon them as a team rather than an individual. 8. Have you created any dyad in your organization? Do you have any subordinates who you consult with before taking and crucial decisions? Yes, we have people in the board who have been working with us from our construction phase. I usually consult with them before taking any crucial decisions that are related to the hospital. Q: But people in the same level, dont they feel left out? A: I communicate and convey the message to people who are working with me daily basis. But I communicate with others depending upon the nature of the task to get their advice. When they call me and ask about the progress, then I give them key information. They (the people who

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have worked from construction phase) have worked with me and also there are people who I have to consult because I am not from medical background. 9. How do you deal with your weakness? Are you open about your weakness with your team? Yes I do have some weakness. I usually try to learn or strengthen my weakness but at times, if I am too weak on something, then I delegate the work related to it to someone. Usually, I dont pull my hands out from something; I need to have control over everything. I just need to know the key figures, but I dont need to know the whole detail. I dont tell my weakness, I try to find out people who are good and delegate it to them. I randomly ask questions to cross examine their work at times. 10. How much is power important to you? Would you rather be an influencing and inspiring leader or a coercing leader? I believe on influencing and inspiring because it gives freedom to your coworkers. If you are too bossy, then your staff wont be able to grow and make their decisions and they wont be creative also. This will diminish the ability of an organization to grow. I believe on giving them freedom, inspiration, give them information related to their work so that they can work on their own or connect them with people who can help them to grow. So, I usually advise people instead of dictating. The level of freedom is different in different industry. Your industry is more of creative. In our industry, we need some coercive power as well because if there is no chain of command and staff start to work on their own, and then there will be problem. It is a mixture of both styles. There should be someone to tell people what to do as this is not a creative line of work. When there are problems, then they can look for creative solutions but work needs to be get done. Power is important. Power makes you powerful enough to make decisions because it is not about one or two people. It is about people working here and people who come to hospitals for medical services. 11. Has any conflict arisen in your organization at all? If yes, how have you dealt with it? If there is no conflict, then it is not an organization. People are worried about your organization and hence there is a conflict. I think there are two reasons behind conflict mostly. Conflict mostly arises when there is problem in operation or when people try to find their space in the organization. Q: Nowadays, people keep salary as a major factor for job satisfaction. How do you justify that? A: I think three factors determine job satisfaction: salary, working environment and the colleagues. Among these, 50% weight goes to salary and the rest 50% goes to working environment and colleagues combined. Organizations facing too much conflict will not grow. Someone who works in an organization with lots of conflict and there is environment of growth, gets a fat salary will not grow eventually. But if the organization promotes growth of employees, then in such a situation, even a less salary is satisfactory. 17

12. Have you ever come across a situation where your leadership was questioned in your organization? If you ever come across such a situation, how would you deal with such an issue? Yes, it has been questioned at times. It is because, sometimes, me as a young chairman, I cannot enforce many things. I am still learning, so people question my decisions and ability to take decisions. People expect me to be autocratic because they have worked in such organization. 13. What is your dream? What is your future plan? I want to be one of the most successful entrepreneurs of Nepal. This hospital has given me lots of experience on leading a larger organization. And this experience is a step towards my goal.

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BHUWAN K.C.
T: 44 38 309 M: 9751004437 E: bhuwan007@gmail.com Address: Dhapasi, Kathmandu, Nepal

CV of Bhuwan KC
Date Of Birth 13/03/1986

2007, B.A. Development Studies. Kathmandu University, Centre for Development Studies (CeDS) Major: Project Management, Development Communication, Research , Environment , Sustainable Development, Economics, Sociology,

Professional Experiences

Chief Executive Officer (CEO) ECOPRISE Bio-Solutions Private Limited (www.meroecoprise.org ) Since August 2010 Responsibilities: plan, develop and implement strategy for HR management organizational development , liaise with other functional/departmental managers so as to understand all necessary aspects of organization, ensure all staffs are fully informed of organizational objectives, purposes and achievements, establish and maintain appropriate systems for measuring necessary aspects of HR and organizational development, contribute in exploring new opportunities, extending market and developing marketing strategies and communicate with investors, donors and partners on behalf of organization

Facilitator (Consultant) : Global Platform Program ActionAid Nepal (www.actionaid.org ) September, 2010- December, 2010 Responsibilities: Design training sessions that are innovative, creative and participatory on topics such as poverty, development, democracy and social structures, i.e. caste and gender in Asia, facilitate cultural encounters for the Scandinavian volunteers, which will prepare them for their volunteer placements around Asia, when they have completed their training in Nepal.

International Seminar Coordinator : Sustainable Forests and Livelihoods Canadian Centre for International Cooperation and Studies (www.ceci.ca ) February, 2010 August, 2010 (Short-term contract, Project Expired) Responsibilities: develop and provide trainings on inter-cultural learning and leadership organize and manage field visits and participant recruitment of seminar, coordinate with NGO partners to select suitable sites and research themes and provide guidance to participants in their research and community activities.

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Facilitator, Childrens Climate Forum , Copenhagen, Denmark UNICEF Headquarter, UNICEF Denmark and City of Copenhagen (www.unicef.org ) November 2009 -December 2009 (Consultant ) Responsibilities: work in close coordination with UNICEF HQ and UNICEF Denmark to develop sessions and training materials for participants from 45 countries, facilitate workshops, trainings and field visits

Project Manager, Youth Voices: Grassroots to Constituent Assembly Association of Youth Organizations Nepal (AYON www.ayon.org ) /United Nations Development Programme (UNDP) March , 2009 October, 2009 (Short-term contract, Project Expired) Responsibilities: develop concept and proposal of the project, manage and execute overall activities of project including monitoring and evaluation, develop capacity and support 20 partners NGOs to implement grass roots level activities.

Research Assistant, Assessment of Status of Youth in Nepal Save the Children, Ministry of Youth, National Planning Commission, AYON January --- July 2009 (Consultancy ) Responsibility: Prepare draft methodology and research tools. Organized field visits to selected districts, Carry-out survey, FGDs key informant interview and Input Workshops in districts

Rapporteur: 4 session of World Urban Forum, Nanjing, China UN-HABITAT October, 2008 -November 2008, Consultancy Responsibility: develop report of youth sessions, support organizing committee in smoothing youth sessions

th

Program Coordinator : Empowering Youth in Peace and Democracy (EYPD) Youth Initiative www.youth.org.np & DANIDA/HUGOU May 1 2008 - October 31 2008 (Short-term contract, Project Expired) Responsibilities: Developed draft strategic document of YI for 2008-2011, Helped in monitoring and evaluation of project, developed and organized leadership seminar for young people
st st

Research Officer Nepal Development Watchdogs (www.ndwatchdogs.org ) November 2007 June 2008

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Responsibilities: Lead research activity of the organization in coordination with other staffs, Co-authored a research paper on regionalism and trade ( India-South Asia Relations: Recreating South Asia in New Light. , May 2008), explore opportunities to collaborate and fund raise for organization

Research Associate Sutra Centre for Development Education and Research July 2007 - October 2007 (Short-term contract) Responsibilities: Conducted and lead research activities carried out by centre on Common Property Resources and Climate Change

Intern South Asia Centre for Policy Studies (SACEPS) www.saceps.org September 2006 - June 2007 Responsibilities: Carried online research and literature review on regionalism, labor migration, employment, coordinated with other staffs and helped them in organizing workshops and seminar

International Exposures SAARC Rotary Youth Leadership Award (RYLA), organized by Rotary International District 3290. Date: 14-16 September ,2007, Calcutta, India Attended Delhi Sustainable Development Summit 2008 February 7-9 on theme .Climate Change and Sustainable Development. Organized by TERI University and World Commission for Sustainable Development (WSSD) Presented a paper on .Understanding the impacts of Youth Programs: A case study from Nepal. at 4 th Global Youth Employment Summit held on September 24-27, 2008 at Baku, Azerbaijan World Urban Youth Forum 3 and 4th Session of World Urban Forum on theme .Harmonious Urbanization. November 1-6, 2008, Organized by UN-HABITAT at Nanjing, China Presented paper: .Changing Climate, Growing Challenges: A Youth Perspective., International Consortium in Social Development (ICSD) Asia-Pacific Region, Social Development and Transition: Paths for Global-Local Partnership, November 26-28, 2008. Participated in Arab Reform Conference and strategic planning meeting of YES (Youth Entrepreneurship and Sustainability) Inc. Boston, USA, February 24-March 02, 2009, Alexandria, Egypt Climate Advocacy Institute, June 28 . July 19, 2009, Dikili, Turkey. Organized by Open society Institute (OSI) , International Debate and Education Association (IDEA), 350.org and Bloomfield College, USA. Participated in UNEPs Tunza International Youth Conference and presented paper on youth activism and climate change. Daejon, South Korea. August 17-24, 2009 Organized first ever youth summit on Climate Change for South Asian Region, September 2-6, 2009. Dhulikhel, Nepal Invited as Young Speaker in Governors Global Climate Summit as panelist for- Youth Leadership & Education: Influencing Change

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Today and Tomorrow. Session, September 28- October 2, 2009, Los Angeles, USA. Attended annual meeting of Global Youth Advisory Panel (GYAP) of United Nations Population Fund (UNFPA), November 4-6, 2009, New York. USA Organized and facilitated Children.s Climate Forum-Copenhagen 2009. UNICEF, November 28-Decemebr 4, 2009 Participated in Conference of Parties (COP) 15 organized by United Nations Framework on Climate Change Convention (UNFCCC), December 7-19, 2009, Copenhagen, Denmark. th Participated in 5 Global Youth Employment Summit Rework the World and spoke in panel on Creating new jobs: Context, opportunities, risks and leadership organized by Tallberg Foundation and YES Inc, June 2-6, 2010, Leksand, Sweden, Attended annual meeting of Global Youth Advisory Panel (GYAP) of United Nations Population Fund (UNFPA), November 2-5, 2010, New York. USA Research Works: Research Article on .India-South Asia Relations: Recreating South Asia in New Light. , May 2008 Submitted a project dissertation on .Study on awareness of Youth in Kathmandu Valley on Climate Change. in partial fulfillment of the requirement for the award of the degree of B.A in Development Studies Preliminary research on Socio-economic impact of Glacier Lake Outburst Flood (GLOF) on residents of Chukung Valley, Solukhumbu, Nepal Trainings Training of Trainers Course on Micro-Enterprise Development and Creation (MECD) organized by Industrial Enterprise Development Institute (IEDI), 23 June- 3 July, 2011, Kathmandu, Nepal Sprout E-Course on Entrepreneurship and Innovation: Idea Growth. A program of TakingITGlobal. Supported by Pearson Foundation. Fall 2010 (Six Weeks long) Leadership Experiences: Member, Global Youth Advisory Panel of United Nations Population Fund (www.unfpa.org) ( 2009 2011) Member, Youth Advisory Group (YAG) of Womens Refugee Commission ( www.womensrefugeecommission.org) Country Leader (2007-2010) , YES Campaign (www.yesweb.org, www.reworktheworld.org ) Executive Member (2008-2010), Association of Youth Organizations Nepal (AYON www.ayon.org) Awards and Recognitions Winner of British Councils International Climate Champions 2010/11 for Environ Mentality Project (www.britishcouncil.org ) Winner of Youth in Peace and Development Partnership Grant 2008, Ministry of Education and Sports and World Bank & Asia Pacific Forum for Environment and Development (APFED) Showcase for project Change the Bulb Campaign. http://www.apfedshowcase.net/showcase_detail.php?id=39) Navigator of the Year 2006/07, Rotary Club of Kathmandu Metro Youth Initiative Awards 2006 for Millennium Development Goals (MDGs) Youth Club Project, Youth Initiative www.youth.org.np

Referees

Hari Bastola Country Representative Canadian Centre for International Cooperation and Studies (CECI) Nepal Baluwatar, Kathmandu T: (977) 1-4414430/4419412 E: HariB@ceci.ca

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Deepandra Chaulagain Program Manager Samriddhi The Prosperity Foundation Mid-Baneshwor, Kathmandu M: 9851052781 E: deependradc@gmail.com

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