Top Level Management

Management

The reality of the modern workplace is that it is unpredictable and it is complex. J.R.D.TATA

“Leaders aren’t born they are made…and they are made just like anything else, through hard work.”

Coach Vince Lombardi

The most essential element of success in high risk work environments is competent and confident leadership

Supervision – Management – Leadership Are they the same? Are they different?

What is leadership?

Leading people

Influencing people

Commanding people

Guiding people

The Nuts and Bolts

Values and Principles “Not everything that is

countable counts, and not everything that counts is countable”

Albert Einstein

The Nuts and Bolts

Values and Principles Lead By Example :- A way to recognize field level leaders who model the values and

principles .

The Nuts and Bolts

Follower concepts• Situation awareness• Stress and attitude barriers

Leader of People concepts• Decision-making and communication• Teambuilding

Leader of Leaders concepts• Managing group dynamics• Detecting operational error

Leader of Organizations concepts• Imparting command presence and intent• Integration into team decision process

Leadership Principles Know your job: People will follow a

competent person. Know what you do not know and take corrective action.

Know yourself: Effective leaders know their strengths and weaknesses, and must recognize personal capabilities and limitations.

Set the example: Must set the standard for positive conduct and appearance both on and off duty.

Leadership Principles Care for people: If people believe they

are cared for, the leader is in a position to earn their confidence, respect and loyalty.

Communicate: Up, down and across. Educate: People should be properly

trained to do their jobs. Equip: Ensure team is equipped

properly.

Leadership Principles

Motivate: Greatest challenge is motivating people to achieve high standards--motivation is the force behind effective leaders. Goal: Leaders must provide an environment

that fosters and rewards self-motivation. Accept your responsibility: Leaders are

responsible for performing the unit’s mission--if the unit fails, the leader is accountable for the consequences. Leaders must have the authority to match their

responsibility.

Leadership Principles

Develop teamwork: Leaders must mold a collection of individual performers into a cohesive team which works together to accomplish the mission. Teamwork results when people are willing to

put the mission before all else.

Four Realities of Managing Today

The only certainty today is change. Speed, teamwork, and flexibility are

the orders of the day. Managers at all levels need to stay

close to the customer. Without continuous improvement

and lifelong learning, there can be no true economic progress.

Working with and Through Others

Management is a social process in which managers get things done by working with and through others.

Shortcomings of “derailed” managers Problems with interpersonal relationships Failure to meet business objectives Failure to build and lead a team Inability to change and adapt during a

transition

Balancing Effectiveness and Efficiency

Effectiveness Entails promptly

achieving a stated organizational objective

Managers are held responsible for attaining objectives.

Efficiency Entails balancing the

amount of resources used to achieve an objective against what was actually accomplished

Managers must not waste scarce and costly resources.

Some Managerial Facts of Life(with No Sugar Coating)

What Managers Lose the Right to Do Lose their temper Be one of the gang Bring personal problems to work Vent frustrations and express opinions at

work Resist change Pass the buck on tough assignments Get even with adversaries Play favorites

Some Managerial Facts of Life(with No Sugar Coating)

What Managers Lose the Right to Do (cont’d) Put self-interests first Ask others to do what they wouldn’t do Expect to be immediately recognized

and rewarded for doing a good job

Learning to Manage

How Do Managers Learn to Manage? By attending the school of “hard-knocks”

Making a big mistake Being overstretched by a difficult assignment Feeling threatened Being stuck in an impasse or dilemma Suffering an injustice at work Losing out to someone else Being personally attacked

The Honeymoon Study: How Managers Learn to Manage

Setting priorities:The steps in a process

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Time Management

Requires a shift from being busy to getting things done

Pareto principle = 80% of unfocused effort results in 20% of the results or 20% of focused efforts results in 80% of the outcomes

Why Team?

•The power of team is greater than the individual•Good team work will produce synergy

What is a good team?

•Good teams define the problem before jumping to solutions•Good teams have some type of structure with defined roles•Good teams encourage new ideas and allow issue related conflict

Ten Characteristics of a Team

Members understand why the team exists.

Members must know what needs to be done next.

Members know their individual roles. Authority and decision-making lines

are clear and understood. Conflict is managed carefully. Dealt

with openly with an attitude toward a team member’s personal growth.

Ten Characteristics of a Team

Members feel their unique personalities are appreciated and well utilized.

Group norms for working together are set and seen as standards for every one in the groups.

Members find team meetings efficient and productive and look forward to this time together.

Members know clearly when the team has met with success and share in this equally and proudly.

Opportunities for feedback and updating skills are provided and taken advantage of by team members.

Guidelines for Effective Team Membership

Contribute ideas and solutions Recognize and respect differences in others Value the ideas and contributions of others

(Make it a joy to meet and solve issues). Listen and share information (The more each

members knows, the better chance of a solution).

Ask questions and get clarification (If you don’t understand, find out why. Remember the King who had no clothes. Better to discover a problem before you begin the make 1,000,000 copies).

More Guidelines for Effective Team Membership

Participate fully and keep your commitments

Be flexible and respect the partnership created by a team -- strive for the "win-win" (Teams will support a solution if they are part of the solution. Value the difference in members).

Have fun and care about the team and the outcomes. (Celebrate success).

Characteristics of a High-Performance Team

Participative leadership - creating interdependence by empowering, freeing up and serving others.

Shared responsibility - establishing an environment in which all team members feel responsibility as the manager for the performance team.

Aligned on purpose - having a sense of common purpose about why the team exists and the function it serves.

High communication - creating a climate of trust and open, honest communication.

More Characteristics of a High-Performance Team

Future focused - seeing change as an opportunity for growth.

Focused on task - keeping meetings and interactions focused on results.

Creative talents - applying individual talents and creativity.

Rapid response - identifying and acting on opportunities.

Characteristics of a Good Team

Everyone participates actively and positively in meetings and projects. Everyone understands team goals. Individual members have thought hard

about creative solutions to the problem. Members are carefully listened to and

receive thoughtful feedback. Everyone takes initiative to get things

done.


Each team mate trusts the judgment of the others.

The team is willing to take risks. Everyone is supportive of the project and of

others. There is plenty of communication between

team members. Team decisions are made using organized,

logical methods.


Everyone participates actively and positively in meetings and projects.

Full team acceptance is expected as decisions are made.

Dissenting opinions are recorded, and may be revisited if future situations dictate.

Team goals are given realistic time frames.

Everyone is focused on the ultimate goal of the project, while also digging into the underlying details.

Secrets Of Successful Teams

COMMUNICATION EXCELLENCE FOLLOWERSHIP UNDERSTANDING RULES STRENGTHS & WEAKNESSES FUN COMMON GOAL AND VISION APPRECIATION

“Successful Teams” Checklist Evaluation

Is there communication between coach and players and from player to player?

Is your team committed to excellence? Do those on the team know what it means to follow? Does everyone on my team know their specific role? Do the individuals on our team regularly operate out of

their strengths as opposed to their weaknesses? Does our team take a break from time to time to just

have fun together? Do we understand our common goals and vision? Can

we all state it (them)? Is there a sense of and communication of genuine

appreciation among my team?

Final Thoughts… Remember, there is no I in TEAM

Peter Drucker said, “The leaders who work most effectively, it seems to me, never say "I." And that's not because they have trained themselves not to say "I." They don't think "I." They think "we"; they think "team." They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but "we" gets the credit. This is what creates trust, what enables you to get the task done.”

Stages in Team Building

FormingForming

StormingStorming

NormingNorming

PerformingPerforming

Leadership Traits Intelligence

More intelligent than non-leaders

Scholarship Knowledge Being able to

get things done

Physical Doesn’t see to

be correlated

Personality Verbal facility Honesty Initiative Aggressive Self-confident Ambitious Originality Sociability Adaptability

Leadership Styles Delegating

Low relationship/ low task

Responsibility Willing employees

Participating High relationship/

low task Facilitate

decisions Able but unwilling

Selling High task/high

relationship Explain decisions Willing but unable

Telling High Task/Low

relationship Provide instruction Closely supervise

New Leaders Take Note

General Advice Take advantage of

the transition period

Get advice and counsel

Show empathy to predecessor

Learn leadership

Challenges Need

knowledge quickly

Establish new relationships

Expectations Personal

equilibrium

New Leader Traps

Not learning quickly

Isolation Know-it-all Keeping

existing team Taking on too

much

Captured by wrong people

Successor syndrome

Core Tasks

Create Momentum

Master technologies of learning, visioning, and coalition building

Manage oneself

Master The Art & Science

Learn from internal and external sources

Visioning - develop strategy Push vs. pull tools What values does the strategy

embrace? What behaviors are needed?

Communicate the vision Simple text - Best channels Clear meaning - Do it yourself!

Manage Oneself

Be self-aware Define your

leadership style Get advice and

counsel Advice is from

expert to leader

Counsel is insight

Types of help Technical Political Personal

Advisor traits Competent Trustworthy Enhance your status

Leadership Styles

Leadership Leadership styles are styles are described as:described as: Task motivatedTask motivated Relationship Relationship

motivatedmotivated

Task-motivated leadersTask-motivated leaders - -Concerned primarily with Concerned primarily with reaching a goalreaching a goal

Relationship-motivated Relationship-motivated leadersleaders - Concerned with developing close interpersonal relationships

DefinitionDefinitionDefinitionDefinition Dimension Dimension DefinitionsDefinitionsDimension Dimension DefinitionsDefinitions

Least Preferred Co-Worker (LPC) ScaleLeast Preferred Co-Worker (LPC) ScaleLeader Style Measurement ScaleLeader Style Measurement Scale

High = Relationship-motivated leaderHigh = Relationship-motivated leaderLow = Task-motivated leaderLow = Task-motivated leader

Path-Goal Theory Approach

Path-goal theory is a Path-goal theory is a complex but also complex but also pragmatic approachpragmatic approach

Leaders should Leaders should choose a leadership choose a leadership style that best fits style that best fits the needs of the needs of subordinates and subordinates and their worktheir work

Path-goal theory Path-goal theory provides a set of provides a set of assumptionsassumptions about how about how different leadership different leadership styles will interact with styles will interact with subordinate subordinate characteristics and the characteristics and the work situation to affect work situation to affect employee motivationemployee motivation

FocusFocusFocusFocus Overall ScopeOverall ScopeOverall ScopeOverall Scope

Phases in Leadership MakingGraen & Uhl-Bien (1995)

StrangerStranger

ScriptedScripted

AcquaintanceAcquaintance PartnerPartner

RolesRoles

InfluencesInfluences

ExchangesExchanges

InterestsInterests

One WayOne Way

Low QualityLow Quality

SelfSelf

TestedTested

MixedMixed

Medium QualityMedium Quality

Self / OtherSelf / Other

NegotiatedNegotiated

ReciprocalReciprocal

High QualityHigh Quality

GroupGroup

TIMETIME

Phase 1Phase 1 Phase 2Phase 2 Phase 3Phase 3

Transformational Leadership Factors:-The 4 “I”s

Idealized InfluenceIdealized Influence

Describes leaders who act as strong role models for followersDescribes leaders who act as strong role models for followers

Inspirational MotivationInspirational Motivation

Leaders who communicate high expectations to followers, inspiring them Leaders who communicate high expectations to followers, inspiring them through motivation to commitment and engagement in the shared vision of through motivation to commitment and engagement in the shared vision of the organizationthe organization

Intellectual StimulationIntellectual Stimulation

Stimulates followers to be creative and innovative; challengesStimulates followers to be creative and innovative; challengestheir own beliefs and values and those of leader and organizationtheir own beliefs and values and those of leader and organization

Individualized ConsiderationIndividualized Consideration

Leaders who provide a supportive climate in which they listen carefullyLeaders who provide a supportive climate in which they listen carefullyto the needs of followersto the needs of followers

Leadership v/s. Management

Working in the system

React

Control risks

Enforce organizational rules

Seek and then follow direction

Control people by pushing them in the right direction

Coordinate effort

Provide instructions

Working on the system

Create opportunities

Seek opportunities

Change organizational rules

Provide a vision to believe in and strategic alignment

Motivate people by satisfying basic human needs

Inspire achievement and energize people

Coach followers, create self-leaders and empower them

Agenda

Network Development for Agenda Achievement

Execution

Outcomes

Leadership Management

Establishing Direction

Develop future vision

Develop change strategies to achieve vision

Aligning People

Communicate directly by words & deeds to those whose cooperation needed

Influence creation of coalition/teams that understand & accept vision and strategies

Motivating/inspiring

Energy to overcome barriers (ex. Political resource, bureaucratic) to change by satisfying basic needs

Tends to Produce

Change often dramatic

Provides potential for very useful change (ex. New products)

Planning/Budgeting

Develop detailed steps/ timetables for results

Allocate necessary resources

Organizing/Staffing

Develop necessary planning, staffing, delegation structures

Provide policies/procedures for guidance and methods/systems for monitoring

Control/Problem Solving

Monitor results vs. plan in detail

Identify results/plan deviations and plan and organize to correct

Tends to Produce

Order/predictability

Key results expected by stakeholders

The manager administers; the leader innovates. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it.

The manager focuses on systems and structures; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his

or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person.

The manager…; The leader…

Managers Versus Leaders –a 3rd person’s view

Managers Are appointed to their

position. Can influence people

only to the extent of the formal authority of their position.

Do not necessarily have the skills and capabilities to be leaders.

Leaders Are appointed or

emerge from within a work group.

Can influence other people and have managerial authority.

Do not necessarily have the skills and capabilities to be managers.

Leadership is the process of influencing a group toward the achievement of goals.

Leadership Theories

TransformationalTransformationalLeadershipLeadership

CommunicatingCommunicatingthe Visionthe Vision

Modeling Modeling the Visionthe Vision

CreatingCreatinga Strategica Strategic

VisionVision

BuildingBuildingCommitmentCommitment

Elements of Transformational Leadership

Transformational LeadersTransformational Leaders……

Do not accept the status quo Create a graphic and compelling vision of the

future Act as role models Are often referred to as “tough” Energise and inspire others Are said to be “charismatic” Are very instrumental in times of turbulence /

crises Provide sense of individual consideration Provide stimulation (intellectual and emotional)

Level 5 Leadership HierarchyLevel 5 Leadership Hierarchy Level 5: Executive builds enduring greatness through a

paradoxical blend of personal humility and professional will

Level 4: Effective Leader catalyses commitment to vigorous pursuit of a clear and compelling vision, stimulating higher performance standards

Level 3: Competent Manager organises people and resources toward the effective and efficient pursuit of predetermined objectives

Level 2: Contributing Team Member contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting

Level 1: Highly Capable Individual makes productive contributions through talent, knowledge, skills and good work habits

Leadership Styles at a Glance

Leadership Styles at a Glance (cont’d)

Leadership Styles at a Glance (cont’d)

Job , Role & Responsibility of a ManagerJOB:-System Implementation & System Enforcement.

ROLE :- Develop People , Product & Market . Modulate team’s behavior – - Make them more predictable.

RESPONSIBILITY :- a) Deliver Results on consistent basis.

b) Improve productivity & market share . c) Lead & guide the team(You are on the job trainer). d) Minimizing losses/wastage & increasing profits . e) Ensure proper discipline & system is maintained. f) Data/Reports analysis & give feedback . g) Filling up vacancy with A Class people . h) Team is no accident , it’s by product of Good Leadership.

AIM,PURPOSE,GOALS & EXPECTATIONS

AIM :- To Deliver Results .

PURPOSE :- Making People Effective .

GOALS :- Responsible for Leading & Team Building . Reducing Attrition Rate .

EXPECTATIONS :-Strong commercial acumen .Analytical Skills . Developing & expanding the distribution-channel to enhance product reach & business targets .Produce more and more managers and leaders.

Skills Science, pharmacy or

life sciences background

Team player Communication skills Training skills

Strategic Commercial focus Customer focus Attention to detail Writing skills Presentation skills

A manager is a person in an organization who directly supports and helps activate the work efforts and performance accomplishments of others.

The people who managers help are the ones whose tasks represent the real work of the organization.

Levels of management Top managers — responsible for

performance of an organization as a whole or for one of its larger parts.

Middle managers — in charge of relatively large departments or divisions.

Team leaders or supervisors — in charge of a small work group of non-managerial workers.

Responsibilities of team leaders:Plan meetings and work schedules.Clarify goals and tasks, and gather ideas

for improvement.Appraise performance and counsel team

members.Recommend pay raises and new

assignments.Recruit, develop, and train team

members.

Responsibilities of team leaders (cont.):-Encourage high performance and

teamwork.Inform team members about

organizational goals and expectations.Inform higher levels of work unit needs

and accomplishments.Coordinate with others teams and support

the rest of the organization.

Effective & Successful Managers

Successful managers – defined operationally in terms of the speed of their performance within the organisation

Effective managers – defined in terms of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates

The golden rule management philosophy

Trust people fairly but according to meritMake others feel importantMotivate people by praiseEncourage feedbackSandwich every bit of criticism between

two layers of heavy praiseHave an open-door philosophyHelp other people get what they wantNever hide behind policy or pomposity

The effective management of people

High performing managers …Are well informed of their team’s

needs.

Work alongside those they supervise.

Provide advice and develop support for their team.

Help their people perform to the best of their abilities.

The organization viewed as an upside-down pyramid.

Four functions of management.

Mint berg's 10 Managerial Roles.

OldManager Thinks of self

as manager or boss

Follows chain of command

Works within a set organizational structure

New Manager Thinks of self as

sponsor, team leader, or internal consultant

Deals with anyone necessary to get job done

Changes organizational structure in response to market change

Old Manager

Makes most decisions alone

Hoards information

Tries to master one major discipline

Demands long hours

New Manager Invites others to

join in decision making

Shares information

Tries to master broad array of disciplines

Demands results

Assessing a manager’s effectiveness

The strength of motivation & the morale of staff

The success of their training & development

The creation of an organisational environment in which staff work willingly & effectively

Meeting important deadlines

Accuracy of work

Level of complaints

Adherence to quality standards

Productivity

Adhering to set budgets

Essential managerial skills Skill — the ability to translate knowledge into

action that results in desired performance. Technical skill — the ability to apply a special

proficiency or expertise to perform particular tasks.

Human skill — the ability to work well in cooperation with others.

Conceptual skill — the ability to think critically and analytically to solve complex problems.

Katz’s Essential Managerial Skills.

Managerial Skills

Conceptual SkillsConceptual Skills

A manager’s ability to view the organization as a whole, understandthe interdependencies, and itsrelation to external environment

A manager’s ability to view the organization as a whole, understandthe interdependencies, and itsrelation to external environment

Human RelationsSkillsHuman RelationsSkills

A manager’s interpersonal skills used to accomplish goals through the use of human resources

A manager’s interpersonal skills used to accomplish goals through the use of human resources

Technical SkillsTechnical Skills

A manager’s specialized areasof knowledge and expertise, andthe ability to apply that knowledge

A manager’s specialized areasof knowledge and expertise, andthe ability to apply that knowledge

The Importance of Managerial Skills

Conceptual SkillsHuman Skills Technical Skills

Top Management

MiddleManagement

SupervisoryManagement

Very important Not as important

Managerial competency … A skill-based capability that contributes

to high performance in a management job.

Managerial competencies are implicit in: Planning, organizing, leading, and

controlling. Informational, interpersonal, and decisional

roles. Agenda setting and networking.

Competencies for managerial success: Communication Teamwork Self-management Leadership Critical thinking Professionalism

Understanding Management from Theory to Practice.

Managerial Roles

Liaison Role Interpersonal relationships outside of authority area

Information Roles Monitor Disseminator Spokesperson

Decision Roles Entrepreneur Disturbance handler Resource allocator Negotiator

Managerial RolesInformational Roles

Monitor

Disseminator

Spokesperson

Interpersonal Roles

Figurehead

Leader

Liaison

Decisional Roles

Entrepreneur

Disturbance Handler

Gathers information relevant to organization

Provides information where it is needed

Transmits information to people outside the organization

Represents the company in a symbolic way

Guides and motivates employees to achieve goals

Acts as a go-between among individuals, inside and outside

Searches out new opportunities and initiates change

Handles unexpected events and crises

Resource Allocator

Negotiator

Designates use of organizational resources

Represents the company at negotiating processes

90

The Managerial Process

1

ManagerialProcessCycle

Anticipating

Problems

Coordin

ating

Resourc

es

GuidingPersonnel

Reviewin

g/

Changing

Leadership

The process of guiding and motivating others toward the achievement of organizational goals.

Leadership

Leadership Styles of Managers

Autocratic StyleAutocratic Style Participative StyleParticipative Style Free-Rein(Laissez-Faire) Style

Free-Rein(Laissez-Faire) Style

Amount of authority held by the leader

Amount of authority held by group members

Leadership Style

The most effective leadership style depends on:-

Characteristics of the subordinates Complexity of the task Source of the leader’s power Stability of the environment

94

The Control Process

5

1.

Set performance standards and goals

2. Measure performance

3. Compare actual performance to established standards

4.Takecorrectiveaction

5. Use information to set up future performance standards

The Rational Model

External and internal Environ. forces

1. Define and diagnose the

problem 2. Set goals

3. Search for alternative solutions

4. Compare and evaluate solution

5. Choose among

alternative solutions

6. Implement the solution selected

7. Follow up and control

Importance of Control Process

1. Helps manager determine planning , organizing & leading .

2. Directs employees behavior towards achieving organizational goals.3. Provides a mean of co-ordinating

employees activity & integrating resources .

The Decision-Making Process

3. Select one or more alternatives3. Select one or more alternatives

1. Define the problem1. Define the problem

2. Identify possible solutions2. Identify possible solutions

4. Put the plan into action4. Put the plan into action

5. Follow up to see if problem is solved5. Follow up to see if problem is solved

Decision Types

Effective managers make various kinds of decisions. In general, these decisions are either

Programmed decisions

Non-programmed decisions

Programmed Decisions

A decision that is repetitive and routine

A definite method for its solution can be established

Does not have to be treated a new each time it occurs

Procedures are often already laid out

Examples: pricing standard customer orders, determining billing dates, recording office supplies etc.

Non-programmed Decisions

A decision that is novel (new or unique) or Ill structured

No established methods exist, because it has never occurred before or because

It is too complex


Organizational Levels

Nature ofProblems

Nature ofDecision-making


Are “tough” decisions that involve risk and uncertainty and

call for entrepreneurial abilities

Such decisions draw heavily on the analytical abilities of the manager

Examples: Moving into a new market, investing in a new unproven technology, changing strategic direction

Time is a Valuable Resource, A Most Precious Commodity

Every human on earth – Bill Gates, Barak Obama, and you – all have the same amount of time:

60 seconds in a minute 60 minutes in an hour 24 hours in a day Time cannot be saved or stored. It is not how much we have, but rather the way we use it.

The bottom line is how well we use it.

The Heart of Time Management is Management of Yourself.

Time management is more than just managing our time; it is managing ourselves in relation to time.

It is setting priorities and taking charge of your situation and time utilization.

It means changing those habits or activities that cause us to waste time.

It is being willing to experiment with different methods and ideas to enable you to find the best way to make maximum use of time.

Time Management is the Act of Controlling Events.

Essentially everything we do requires time.

Some events/activities are externally controlled: meetings, family obligations, work duties.

Other activities are internally controlled: chatting on the phone, commitment to a club or project, or just “messing around.”

Good Time Management is:

Setting smart goals that can be realistically accomplished.

Establishing priorities. Assuming full responsibility for your

use or abuse of the valuable resource known as time.

Challenges of Managing Time

Do Not Create Impossible Situations:

Attempting to work a full 40-hour week and taking a full academic load.

Review your outside obligations. Examine each of these realistically as you

prepare for each semester’s schedule.


Define your priorities All successful time management begins with planning. Use a weekly calendar and a daily “To Do” list. Write down all of the things you want to accomplish

today, including personal activities such as phone calls and shopping.

This list is a reminder. Use it to set daily priorities – what must be done today?

What can wait? Write a new list each morning. Use it to visualize what you must do in that new day,

providing focus for your day’s activities.


Avoid distractions and lack of focus

Identify areas of wasteful use of time.

Do you put off doing important tasks?

If you do-That is called procrastination.


Are you overwhelmed by the current crisis of imminent deadline?

1. Crisis management, or lack of, leaves no time for routine matters or enjoyment of the simpler things in life.


Are you plagued by lack of concentration and focus?

This constant floundering could be offset by creating daily “To Do” lists and lists of weekly, monthly and long-term goals.


What about emotional blocks that interfere with academic success?

These include boredom, daydreaming, stress, guilt, anger and frustration.

These emotions can all reduce concentration in the classroom.

Assume Full Responsibility for Managing your Time

Avoid a noisy or disruptive atmosphere when you study.

Discipline yourself to limit “time monsters” like the telephone or the T.V.

Establish priorities and do not let others distract you from completing your tasks. Sometimes you have to tell family and friends “no.”

Keep your “To Do” list handy, and stick to it!

Time Management

Please keep in mind that practice makes perfect. Try to make these time management tips part of your everyday habits.

DOCTOR CONVERSION

Human Beings are change resistant .

Identify Dr’s need ….. (Emotional/Materialistic.)

Customer trust is not an option … it is an matter of survival.

Trust can’t be copied, duplicated or taken away by competitors .

Build trust through :- a) Consistency, b) Need Satisfaction, c) Effective Communication, d) Reliability .

DOCTOR CONVERSION (Contd.)

Walk the Talk (Match your behavior & words).

Sell yourself first . Don’t be product centric. Ascertain his need . Be honest , humble & sincere . Be upfront-even if the answer is

negative . Adhere to your commitment . Accept onus & responsibility . Be there with customer in “crisis” . Get approval from influencers-

increase reliability . Keep adding value to yourself

(develop your knowledge & skills).

DOCTOR CONVERSION (Contd.)

The phases of Dr. Conversion are as follows :-

SUSPECT PROSPECT CUSTOMER CLIENT SUPPORTER ADVOCATE PARTNER. Your job is maintaining the

customer loyal ; and, at a level “beyond the reach of your competitors”.

Strike a balance between conversion v/s retention.

“ The woods are lovely, dark and deep . But I have promises to keep,and miles to go before I sleep. ”

- Robert Frost

How Far Can You Go?

Education

Top Level Management