a leading newspaper recently held leadership summit in which many noted leader participated . write letter to editor suggesting that newspaper should hold a similar summit for school children ,too
write letter to municipal commissioner of your city to promote the use of bicycles in city
write letter to president of RWA of your area requesting him to develop an exclusive area of children's play
pls answer this questions I will mark u as brainliest
pls it is urgent
pls
Answers
Circular Road
Vijay Nagar
Delhi
14 October 2017
The Commissioner,
Municipal Corporation of Delhi
New Delhi
Sir,
Subject: Request for increase in usage of bicycles in the city
On behalf of the citizens of our nation, I wish to draw your attention to the problem of pollution in our city. A solution to this is usage of bicycles in our everyday life. The exhaust gases from the cars and bikes are increasing the problem of asthma and stress here.
Answer:
ry year, in virtually all large and midsize companies, high-level leaders come together for a leadership summit.
These events usually last two to four days and can rack up millions of dollars in costs: airfare and accommodations for the 50 to 500 or so attendees, fees for outside speakers, production expenses, the many person-days that go into planning, and the enormous opportunity cost incurred by taking so many top managers away from their normal duties for several days.
When executed well, these meetings are certainly worth the time and expense. They can serve as a powerful catalyst to align leaders, develop solutions to problems, introduce new strategies, and fuel collaboration across the organization. But many companies squander this rare opportunity to harness the collective knowledge of their frontline leaders.
The typical summit begins with a numbing sequence of platform presentations from a parade of C-level executives. Later sessions address topics, such as a new ad campaign or a product rollout schedule, that concern only a portion of the people in the room. A motivational speaker adds a dollop of entertainment. Some breakout sessions and an open-mic Q&A with the top team, emceed by the CEO, pass for an exchange of ideas.
Information, proposals, and solutions flow in only one direction—from the top down—and not all that coherently. Attendees leave only slightly better informed and better networked than when they arrived. It’s usually not clear whether they’ve understood the messages they’re supposed to take back to their people, much less what anyone would be expected to do as a result. A huge opportunity has been missed.
Most leaders assume that summits won’t allow for much more than an update and marching orders.
Contrary to what leaders and planners assume, you can have genuine and productive conversations with hundreds of people at once. Over the past decade we have designed and conducted leadership summits for thousands of executives in scores of companies, ranging from Fortune50 multinationals to German Mittelstandfamily businesses, and we’ve seen such conversations take place. Remarkably straightforward strategies and practices can ensure that information flows not only down from the top but also up from the group, and across it, in a way that allows leaders to direct the conversation without inhibiting creative responses. By applying the appropriate techniques before, during, and after the meeting, C-level leaders can get the full value of the knowledge of their frontline executives; see to it that participants leave with unambiguous messages that their employees can turn into action; and transform a meeting that often lulls people to sleep into an event that gets the organization’s synapses firing.

Before the Summit
Why do CEOs and their top teams settle for less-than-optimal leadership conferences? A few executives may shy away from a real exchange of ideas for fear of losing control of the meeting. But most leaders and meeting planners simply assume that the events are too unwieldy to allow for much more than an annual update and marching orders from the top