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48 SMT Magazine • October 2016 chemistry. This is key when conditions are get- ting tougher. At the end of year, when reaching your objectives in such conditions, you are not just achieving, you are accomplishing. Las Marias: From your perspective, what is the dif- ference between a leader and a manager? Peallat: For me, the main difference is the vi- sion and the way a leader inspires others. Man- agement is more technical in the way that you organize and prepare the team. Management brings a degree of order and consistency. We are in the delegate-control modus operandi. A leader sets directions and develops a vision for the fu- ture, not necessary long term. He enables tools to achieve that vision. Impacts on the team are about motivation, ability to accomplish more to- gether and development of the individuals. Las Marias: Do you think leadership has evolved over the past decade? Peallat: Yes, management has evolved, but lead- ership has evolved also. Not in the way that the leader acts, but by the way that other people see the leaders. For me, the leader is always the guy who gets the flag and moves with the flag, but the younger generations have different values in life. Twenty or 30 years ago, that generation was work centric. They put a lot of energy into work, so the leader, at the work place, was more about work. Today, the younger generations look at the leader as someone who has value in life as well. The way you act in your personal life, I think for the millennials, is important. Their leader has to also have a life that is inspiring, with value and with contribution to the community and not just work. Las Marias: You mentioned the younger genera - tions—the millennials. Some of the analysts are say- ing most businesses are wary of the millennial be- cause they are the generation that doesn't want to be managed. From your perspective, how do you motivate the younger people who have joined the workforce? Peallat: You're right to say that this new gener- ation has a new approach to work. A hundred years ago, management was hierarchical: "You do what I say." After world war II, it did evolve gradualy to be more participative, more centered on people. It looks like the new generations are more in the freelance mood when they work with you, but they still need leadership. Their management has changed, but the leadership, and the person who will inspire them, is still needed. I think again even if the management changes, the way that you inspire is just a ques - tion of showing them the way to success in their life and not only at work. That doesn't change. As I just mentioned, life values, caring about the community and the planet are key. More and more, you have to show that you take care of global impact on the society. For me, that's the way we lead, by example. Las Marias: What is the role of a leader when it comes to training your staff or making sure that your staff are up to date when it comes to the knowl - edge base in what they do? Peallat: I would say training is more of a manage- ment role because it's more about making sure that your team is operational. Even if you are not a great leader, being a great manager ensures that your team is up to speed. I think the leadership portion in that is just again showing the way and making sure that they understand the big pic- ture. In today's world, training and education are key along your career. World is changing so fast INSPIRING OTHERS: THE KEY TO LEADERSHIP Jean-Marc Peallat

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