Objective of the programme Taking our skills for leadership effectiveness to the next level Understand the ideas underlying self-awareness and pathways

Objective of the programme

• Taking our skills for leadership effectiveness to the next level

• Understand the ideas underlying self-awareness and pathways for higher effectiveness

• Understanding the new leadership stance

Name the disease that retardsrelationships..

SELF-RIGHTEOUSNESSSELF-RIGHTEOUSNESSI am right you are not Right

Research findings with 1 Lakh Indian employees spread across 97 organisations and 1800 work groups:

THE WORK PLACE REALITY

•16% actively disengaged

•28% actively engaged

•56% not engaged

(Unhappy and Spreading Unhappiness)

(Passionate, Connected to the company & are Innovative)

These do what is told only & like one instruction-they put in time but not Energy & Passion

1. TTT

2. PTB

3. MFA

4. RG

5. PO

6. SR

7. SM

Working on the above would make Our country so much more competitive

(Talk, Talk, Talk)(Pass The Buck-Shift Responsibility)

(Me First Attitude, Than the Customer first )

(Respect Guru-Supervised working)(Process Oriented, not Result Oriented- Operation Successful, Patient Dead)

(Self-Righteousness, Rather the Second/Third Option- only my option )

(Silos Metaphor- Fixed perception about others and everything )

The Whale done Approach 1.BUILD TRUST:

1. Being Sincere & Honest

2. Words & Action do no harm-when we criticize performance we

harm relationship

3.Have patience and invest the time to earn trust

2. ACCENTUATE THE POSITIVES:

1. Take time to find out what motivates each individual

2. Treat everyone as individual with unlimited potential for

development & accomplishment

3. Keep things interesting & not following old patterns

4. Praise progress

3. REDIRECT:

1. Make sure that employees are aware that a mistake has

happened & that something is wrong

2. Don’t place blame

3. Redirect employee’s focus back towards positive results

Professional Skills

The Harder I work,

Easier life becomes,

Easier I work,

Harder life becomes

Stages of Learning

1. Unconscious Unlearned

2. Conscious Unlearned

3. Conscious Learned

4. Unconscious Learned

5. Mastery

6. Coach, Mentor, Model , Guru

How do we do something –The driving force

1. Hesitation - Overt, Covert

2. Frustration-fed-up, bored

3. Impatience- 80:20 Pareto principle

4. Willful/wanton desire

5. Go for it -To a level of Commitment

1.STRONG WORK ETHIC

• Are you self-motivated

• dedicated

• responsible to getting the job done, no matter what?

• Will you be ready to learn and do your best work?

Do a self rating ____________

Left Right

2.POSITIVE ATTITUDE

• Are you optimistic

• enthusiastic and upbeat?

• Will you generate good energy, good will

• are you courteous ?


3.GOOD COMMUNICATION SKILLS

• Are you both verbally articulate and a good listener?

• Can you make your case and express your needs in a way that builds bridges with colleagues, customers and vendors?


ELEMENTS IN COMMUNICATION

• Read

• Write

• Speak

• Listen

• Think

• FeedbackDo a self rating ____________

4.TIME MANAGEMENT ABILITIES

• Do you know how to prioritize tasks and work on a number of different projects at a time?

• Will you use your time on the job that is important/unimportant or urgent /not urgent?


THE TIME MANAGEMENT MATRIX

URGENTURGENT NOT URGENTNOT URGENT

IMPORTANTIMPORTANT

QUADRANT I QUADRANT II

NOT NOT IMPORTANTIMPORTANT

QUADRANT III QUADRANT IV

•Daily work•Crises•Pressing problem•Deadline-driven projects

•Prevention, Dev. Activities•Customer enthusiasm•Inventory management•Relationship building•Planning•Recreation

•Interruptions•Some phone calls•Some mail, reports•Meetings•Discussing Home problems at work•Gossip

• Trivia, busy work•Time wasters•Procrastination•Some pleasant activities•Some phone calls

Put First Things FirstPut First Things First

5.ACTING AS A TEAM PLAYER

• Will you work well in teams?

• Will you be cooperative and take a leadership role when appropriate?


6.SELF-CONFIDENCE• Do you truly believe that you can do

the job?

• Will you project a sense of calm and empower others?

• Will you have the courage to ask questions that need to be asked and to freely contribute your ideas?


7.ABILITY TO ACCEPT & LEARN FROM CRITICISM

• Will you be able to handle criticism?

• Are you coachable and open to learning and growing as a person and as a professional?


8.FLEXIBILTY/ADAPTABILITY

• Are you able to adapt to new situations and challenges?

• Will you embrace change and be open to new ideas?


9.WORKING WELL UNDER PRESSURE

• Can you handle the stress that accompanies deadlines and crises?

• Will you be able to do your best work and come through in a pinch?


10. NUMERICAL ABILITIES & FINANCE MANAGEMENT

• Understands numbers growth, de-growth patterns?

• Will you be able manage financial elements


11. ORAL PERSUASION

• Most difficult thing in organization is to change people attitude

• Technique used is Oral Persuasion


QUOTE

• Everything that irritates us about others can lead us to an understanding of ourselves.

- Carl Jung

First, sign your name in the box below as you

normally do.

Now, sign your name again on the line below,

but this time use your other hand.

Let’s try and Understand

Jungian Theory

2.The way we take in information and the kind of information we like and trust Sensing or Intuition

1.The direction in which we focus our attention and energy Extraversion or Introversion

3.The way we make decisions Thinking or Feeling

4.Our attitude toward the external world and how we orient ourselves to it Judging or Perceiving

The Extraversion or Introversion Dichotomy

The direction in which we focus our attention

and energy

• Are attracted to the outer world of people and events • Enjoy meeting and talking with new people • Are friendly, often verbally skilled, and easy to know • Tend to speak out easily and often at meetings• May not be as aware of what is going on inside themselves• May act and/or speak first, then (possibly) think• Tell you about themselves, speaking rapidly• Give breadth to life • Can get bored and restless if they’re alone too long • Can seem shallow and intruding to Introverts • Need Introversion for balance

The E- I Dichotomy

People Who Prefer Extraversion

People Who Prefer Introversion• Are attracted to the inner world of thoughts, feelings, and

reflections • Prefer to interact with people they know • Are often quiet in meetings and seem uninvolved• Are often reserved and harder to get to know• May not be as aware of the outer world around them• Need time to gather their thoughts before speaking • Want to know you before self-disclosing• Become drained and tired interacting with people (particularly

strangers) • Give depth to life• Can seem withdrawn and secretive to Extraverts • Need Extraversion for balance

Some Key Words Associated with

ExtraversionAction

OutwardPeople

InteractionMany

ExpressiveDo-Think-Do

IntroversionReflectionInwardPrivacyConcentrationFewQuietThink-Do-Think

Self-Assessment

• Given the choice, which do you prefer: Extraversion or Introversion? How clear are you about your preference?

Very

Clear

Fairly

Clear

Slight Very

Clear

Fairly

Clear

Slight

The Sensing or IntuitionDichotomy

The way we take in information and the kind of information we like and trust

S–N

People who prefer Sensing: • Prefer to take in information using their five senses

—sight, sound, smell, touch, and taste

People who prefer Intuition:• Go beyond what is real or concrete and focus on

meaning, associations, and relationships

We all use both ways of perceiving, but we typically prefer and trust one more.

People Who Prefer Sensing

• See and collect facts and details, are practical and realistic

• Start at the beginning and take one step at a time

• Are specific and literal when speaking, writing, and listening

• Live in the present, dealing with the here and now

• Prefer reality to fantasy

• Like to work with the parts to see the overall design

• Like set procedures, established routines

• Prefer practical, concrete problems and dislike theoretical or abstract problems

• Need Intuition for balance

People Who Prefer Intuition

• See patterns, possibilities, connections, and meanings in information, are conceptual and abstract

• Start anywhere and may leap over basic steps

• Speak and write in general, metaphorical terms

• Live in the future—the possibilities

• Prefer imagination and ingenuity to reality

• Study the overall design to see how the parts fit

• Thrive on change, new ideas, and variety

• Prefer imaginative new solutions to problems and become impatient with details

• Need Sensing for balance


Sensing

Facts

Realistic

Specific

Present

Keep

Practical

What is

Intuition

Ideas

Imaginative

General

Future

Change

Theoretical

What could be

Self-Assessment

• Given the choice, which do you prefer: Sensing or Intuition? How clear are you about your preference?

Very

Clear

Fairly

Clear

Slight Slight Fairly

Clear

Very

Clear

The Thinking or Feeling Dichotomy

The way we make decisions

T–F

People who prefer Thinking: • Make their decisions based on impersonal,

objective logic

People who prefer Feeling:• Make their decisions with a person-centered,

values-based process

Both processes are rational and we use both often, but usually not equally easily.

People Who Prefer Thinking

• Use logic to analyze the problem, assess pros and cons

• Focus on the facts and the principles, are good at analyzing a situation

• Focus on problems and tasks—not relationships

• May not include the impacts on people or people’s emotions in their decision making

• Take a long-term view, seeing things as an onlooker

• Are good at spotting flaws and inconsistencies and stating them clearly

• When required, can reprimand or fire people

• Believe fairness, justice, and equitability are very important

• May seem cold and detached to Feeling types

• Need Feeling for balance

People Who Prefer Feeling• Use their personal values to understand the situation• Focus on the values of the group or organization• Are good at understanding people and their viewpoints • Concentrate on relationships and harmony• May overlook logical consequences of individual decisions• Take an immediate and personal view of situations • Like to show appreciation and caring for others • Have difficulty telling people unpleasant things• Believe fairness means treating each individual as a whole

person• May seem overly emotional and irrational to Thinking types • Need Thinking for balance


Thinking

Head

Distant

Things

Objective

Critique

Analyze

Firm but fair

Feeling

Heart

Personal

People

Subjective

Praise

Understand

Merciful

Self-Assessment

• Given the choice, which do you prefer: Thinking or Feeling? How clear are you about your preference?

Very

Clear

Fairly

Clear

Slight Fairly

Clear

Slight Very

Clear

The Judging or Perceiving Dichotomy

Our attitude toward the external world and how we orient ourselves to it

J–P

People who prefer Judging: • Want the external world to be organized and orderly • Look at the world and see decisions that need to be

made

People who prefer Perceiving:• Seek to experience the world, not organize it • Look at the world and see options that need to be

explored

We all use both attitudes, but usually not with equal comfort.

People Who Prefer Judging

• Like to make plans and follow them

• Like to get things settled and finished

• Like environments with structure and clear limits

• Enjoy being decisive and organizing others

• Handle deadlines and time limits comfortably, Plan ahead

• Like rapidly getting to the bottom line and deciding

• Dislike being interrupted on a project, even for a more urgent one

• May make decisions too quickly, or cling to a plan

• May seem rigid, demanding and inflexible to Perceiving types

• Need Perceiving for balance

People Who Prefer Perceiving• Like to respond resourcefully to changing situations• Like to leave things open, gather more information• Like environments that are flexible; dislike rules and limits• May not like making decisions, even when pressed • Tend to think there is plenty of time to do things• Often have to rush to complete things at the last minute• Want to explore all the options before deciding• May start too many projects and have difficulty finishing them• May have trouble making decisions, or have no plan• May spontaneously change plans• May seem disorganized and irresponsible to Judging types• Need Judging for balance


Judging

Organized

Decision

Control

Now

Closure

Deliberate

Plan

Perceiving

Flexible

Information

Experience

Later

Options

Spontaneous

Wait

Self-Assessment

• Given the choice, which do you prefer: Judging or Perceiving? How clear are you about your preference?

• Very• Clear

Very

Clear

Very

Clear

Fairly

Clear

Fairly

Clear

Slight Slight

Personality Type

• When combined, your preferences indicate your personality type.

Validating your Type

• I believe my type preferences are

___________________________________

The New Leadership RoleThe New Leadership Role

‘Leaders are people who change minds’

The Leadership Lesson

1. Being FIRST2. Being FAIR3. Being FIRM4. Being FLEXIBLE

You Only Succeed when They do!


1. Being FIRST- Set the Pace- Set the Standard- Set the Mood



2. Being FAIR- Don’t play Favorites- Give the Credit- Take the Heat



3. Being FIRM- State the facts & reach an Agreement- Explore the Solutions- Explain the Consequences



4. Being FLEXIBLE- Assume the best- the Y Theory- Make room for good ideas- Admit when you are wrong


520,Anriksh Bhawan,K G Marg,Connaught Place, New Delhi-110001 Landline: +91-11-41517751,Cell:+919811058689 (surya)

E-mail: [email protected]@gmail.com

Whale Done!

Documents

Objective of the programme Taking our skills for leadership effectiveness to the next level Understand the ideas underlying self-awareness and pathways