Individual Change Personal Effectiveness Prof Bharat Nadkarni If

Individual Change Personal Effectiveness Prof Bharat Nadkarni

“If your emotional abilities aren’t in hand, if you don’t have self awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far. ”

Personal Effectiveness Our effectiveness and performance at work is related to how we work with other people. Especially for managers, technical competence and formal authority are rarely enough. Our effectiveness comes from how well we know and manage ourselves in our working relationships, as well as how others perceive us; our credibility, reputation, and how well we influence. Business benefits Organisational performance and individual performance relies on personal effectiveness, communication ability, and effective working relationships. That in turn requires the well developed self-awareness, understanding of our impact on others, personal presence, and influencing skills.

Having the influencing skills and communication strategies to effectively deal with a range of situations improves individuals’ effectiveness in their role. More effective relationships to enhance performance of teams and hence better performing organisations Managers’ increased understanding of themselves and their impact on others leads to more influential behaviours. Interpersonal Relationships in Organisation Success in a complex and uncertain world demands great relationship skills. Working effectively within any organisation demands great interpersonal skills. Our ability to successfully engage with others is ultimately influenced by the patterns of behaviours, beliefs, and attitudes that shape how we are with others. Interpersonal Relationships in Organisations provides a challenging format to explore how these impact on our ability to build effective relationships.

Personality Definition 1. Personality can be described as how a person understands and views himself, how he affects others, and his pattern of inner and outer measurable traits. 2. Personality may be understood as the characteristic patterns of behaviour and modes of thinking that determines a person’s adjustment to the environment.

Excellence Behaviour Habits Attitude Thoughts Values en h t g n e r St es u l Va

CONCEPT OF ‘ I ‘

Positive Approach at Workplace 1. Personal Efficacy a. The belief that one can make a difference. b. Ownership and Responsibility 2. Openness a. Open to new ideas and trends b. Encourage and anticipate change. Rather than fight change, they learn how to accommodate, create and benefit from it. c. Sharing knowledge on continuous basis. 3. Creativity & Innovation a. Two important attributes of creativity are (1) Personal flexibility and (2) Willingness to take risks. (3) Innovation is NDB. (New, Different, Better)

Motivational Theories & Self Motivation 1. Maslow’s Hierarchical Need Theory • Basic needs • Security needs • Affiliation needs • Esteem needs • Self actualisation

Esteem Need / Need for achievement • Have an intense desire for success and an equally intense fear of failure • Want to be challenged • Set moderately difficult goals for themselves • Take realistic approach to life and situation • Would analyse and assess problems and take personal responsibility of completing a job • Like specific and prompt feedback on how they are doing

Being Competitive

Being Competitive Goal/ Objective ----- Tension ------ Energy ----- Drive ---- Barrier ------- Goal/ Objective. Drive derives Approach. 1. Aggression 2. Fixation 3. Compromise 4. Avoidance

Competency Clusters Business Knowledge Customer Focus Communication Result Focus Leadership Proactivity Innovation Collaboration Stamina & Adaptability Conceptual Thinking (Futuristic, DM, PS)

Johari Window

Johari Window • Open window • Hidden window • Blind window • Unknown window

Situational Case Study

Being Competitive & Collaborative

Collaboration can be defined in terms of a person working with another person or other people for the attainment of a goal that is seen as sharable. The basic criterion of collaborative behaviour is the perception of the goal. If the goal is seen as sharable, working with other people for the attainment of goal is collaborative behaviour. When the goal is seen as unsharable, that is in a situation where two people are involved but only one of them can attain the goal, working for exclusive attainment of the goal is competitive behaviour. Collaboration between individuals, between groups within organisations, between industrial and business sectors, and between nations has increased and assumes great importance today. Both collaborative and competitive behaviours have their uses.

Relationship Building (Active Listening) • Being completely with the person suspending our Field of Reference (FOR) • Suspend Judgement / Evaluation • Accept the person • LUNA: (Listening to Understand, Not for Action) Listening to – a. Content b. Feeling • Empathy • See connectedness rather than separatedness • Develop ability to integrate with opposite i. e. Truth is coexistence of opposite

Questioning Skills 5 Ws and 1 H : Best friends of manager • • • Why? What? When? Who? Where? How? Why Analysis

Assertive Behavior Meaning of Assertiveness According to Webster’s Third International Dictionary, the verbs “assert” means “to state or affirm positively, assuredly, plainly or strongly. ” It is the extent of forcefulness a person (or leader) uses with a view to express himself. Assertiveness is a term meant to describe the extent of control; the leader tries to exercise over both the followers as well as the situation. It means expressing what you think or feel without endangering the ego of others. It is saying what you mean and having self-respect and respect for others. Assertiveness is a skill you can acquire – not a personality trait. It is an essential skill for a leader.

The Assertive Personality The assertive person possesses four characteristics: 1. He feels free to reveal himself. Through words and actions he makes the statement “This is me. This is what I feel, think and want. ” 2. He can communicate with people on all levels – with strangers, friends and family. This communication is open, direct, honest and appropriate. 3. He has an active orientation to life. He pursues what he desires. In contrast to the passive person who waits for things to happen, he attempts to make things happen. 4. He acts in a way that he respects himself. Aware that he cannot always win, he accepts his limitations. However, he always strives to make the good try so that win, lose or draw, he maintains his self-respect.

What is so good about being Assertive? The ability to express our feelings constructively, and to be open with others about what we want, maximizes our chances of getting the kind of relationships we want, the job we want, the friends we want, the life we want. Assertive people are more confident, less punishing of others, less frustrated, less anxious. All of this is well documented in research findings. Being assertive is another facet of being proactive. By proactive we mean making things happen, rather than letting them happen to you. Proactivity is the dimension which is most correlated with high self –esteem and consequently with mental health.

Leadership Prof Bharat Nadkarni

Definitions As per Keith Davis : “the process of influencing and supporting others to work enthusiastically toward achieving objectives. ” According to Baron & Greenberg : “Leadership is the process whereby one individual influences other group members toward the attainment of defined group or organisational goals. ” Buck Rodgers states : “a real leader has the ability to motivate others to their highest level of achievement; then gives them the opportunity and the freedom to grow. ”

Leadership Styles 1. Autocratic 2. Participative 3. Laissez-faire – Free rein, avoid power and authority, they don’t set goals, neither motivate nor guide, Chaos is the common outcome generally but works effectively when a group is composed of highly committed members.

Blake & Mouton’s Leadership / Managerial Grid a. Concern for People b. Concern for Task Hersey and Blanchard Model a. Telling style b. Selling style c. Participating style d. Delegating style

Fred Fiedler’s Contingency Model a. Leader-member relationship b. Degree of task structure c. Leader position power

Sources of Power Reward Power Legitimate Power Coercive Power Enable managers to be leaders & influence subordinates to achieve goals Expert Power Referent Power

Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Expert Power: based on special skills of leader. First & middle managers have most expert power. Often found in technical ability.

Referent Power: results from personal characteristics of the leader which earn worker’s respect, loyalty and admiration. Usually held by likable managers who are concerned about their workers. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. Coercive Power: based in ability to punish others. Ranges from verbal reprimand to pay cuts to firing. Can have serious negative side effects.

Transformational Leadership Started with von Pierer, CEO of Siemens, and allows dramatic improvements in management effectiveness. Transformational managers: Make subordinates aware of how important their jobs are by providing feedback to the worker. Make subordinates aware of their own need for personal growth and development. Empowerment of workers, added training help. Motivate workers to work for the good of the organization, not just themselves.

Transformational Leaders Transformational leaders are charismatic and have a vision of how good things can be. They are excited and clearly communicate this to subordinates. Transformational leaders openly share information with workers. Everyone is aware of problems and the need for change. Empowers workers to help with solutions. Transformational leaders engage in development of workers. Manager works hard to help them build skills.

Transactional Leadership Involves managers using the reward and coercive power to encourage high performance. Managers who push subordinates to change but do not seem to change themselves are transactional. The transactional manager does not have the “vision” of the Transformational leader.

Visionary Leadership Traits Set direction Create customer focus Clear & visible values and high performance expectations Balance the needs of all stakeholders Create strategies & systems Inspire, motivate & encourage all employees Responsible for ethics, vision and actions of the organization Be a role model Developing future leaders

Leadership Pentagon Set Directions Co Activities a Leader must mm ensure are u Co nica accomplished mm te & itm B en uild t r e ais th a e. B R Learn & Improve Plan Align & Integrate Agility Mo ti Pe vate rfo & rm Dr an ive ce e s itiz ent ior m Pr ove pr Im Stakeholders Requirement s and Expectations Reward & Develop Values : Integrity Engage & Understand Perform to Plan Review & Appreciate Respect for People Collaboration TATA Code of Conduct Activities a Leader cannot delegate Empowerment Trust

Strategies for Increasing Power Be Normative Control Uncertainty Be Irreplaceable Generate/ Optimise Resources Build Alliances Increase a manager’s power in the organization

Serving Leadership 1. Is the leader meant to be a ‘boss’ or is he meant to be a ‘serving leader’? 2. Leadership is about responsibility---not self. 3. The acid test of your leadership: have the people you lead grown as persons---and become wiser, healthier, happier, freer, more creative / productive? 4. Serving leadership deals with the reality of power: its legitimacy, the ethical restraints upon it, and the beneficial results that can be attained through the appropriate use of power.

10 Characteristics of the Serving Leader 1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of people 10. Building community

The Concept of “Six Thinking Hats”

Lateral Thinking The Concept of “Six Thinking Hats” developed by Ed de Bono Prof Bharat Nadkarni

Lateral thinking is a term coined by Edward de Bono, for the solution of problems through an indirect and creative approach. Lateral thinking is about reasoning that is not immediately obvious and about ideas that may not be obtainable by using only traditional step-by step logic. The term first appeared in the title of de Bono’s book, New Think : The Use of Lateral Thinking, published in 1967. “Creativity involves breaking out of established patterns in order to look at things in a different way. ” Ed de Bono Lateral thinking can be learned. Dr de Bono has created several techniques to help apply lateral thinking to problem solving and idea generation. Some of these are the following: 1. Think of as many different alternatives for solving a problem as you possibly can

2. Challenge any assumptions you may have about your problem; and insert random elements which will encourage you to look at the problem from a different and unexpected perspective. Six Thinking Hats Looking at a decision from all points of view: “Six thinking hats” is a powerful technique that helps you look at important decisions from a number of different perspectives. It helps you make better decisions by pushing you to move outside your habitual ways of thinking. As such, it helps you understand the full complexity of a decision, and spot issues and opportunities which you might otherwise notice. Many successful people think from a very rational,

positive viewpoint, and this is part of the reason that they are successful. Often, though, they may fail to look at problems from emotional, intuitive, creative or negative viewpoints. This can mean that they underestimate resistance to change, don’t make creative leaps, and fail to make essential contingency plans. Similarly, pessimists may be excessively defensive, and people used to a very logical approach to problem solving may fail to engage their creativity or listen to their intuition. If you look at a problem using the six thinking hats technique, then you will use all of these approaches to develop your best solution. Your decisions and plans will mix ambition, skill in execution, sensitivity, creativity and good contingency planning.

Methodology to use the technique. To use Six Thinking Hats to improve the quality of your decision making, look at the decision ”wearing” each of the thinking hats in turn. Each “Thinking Hat” is a different style of thinking. These are explained below: 1. White Hat : With this thinking hat, you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyse past trends, and try to extrapolate from historical data.

2. Red Hat Wearing the red hat, you look at the decision using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally, and try to understand the intuitive responses of people who do not fully know your reasoning. 3. Black Hat When using black hat thinking, look at things pessimistically, cautiously and defensively. Try to see why ideas and approaches might not work. This is important because it highlights the weak points in a plan or course of action. It allows you to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. Black hat thinking helps to make your plans tougher and more resilient.

It can also help you to spot fatal flaws and risks before you embark on a course of action. Black hat thinking is one of the real benefits of this technique, as many successful people get used to thinking positively that often they can not see problems in advance, leaving them under prepared for difficulties. 4. Yellow Hat The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it, and spot the opportunities that arise from it. Yellow hat thinking helps you to keep going when everything looks gloomy and difficult.

5. Green Hat The Green hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here. 6. Blue Hat The Blue hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into green hat thinking. When contingency plans are needed, they will ask for black hat thinking, and so on. You can use Six Thinking Hats in meetings or on your own.

In meeting it has the benefit of defusing the disagreements that can happen when people with different thinking styles discuss the same problem. A similar approach is to look at problems from the point of view of different professionals (e. g. doctors, architects, sales directors) or different customers.

Survival Rate of Global Corporates Age (yrs) Percentage Perish Percentage surviving 5 62 38 10 79 21 15 86 14 20 90 10 25 93 7 50 98 2 75 99 1 100 99. 50 0. 50

Managing Environment - An approach Stakeholder Concept

Who are the Stakeholders of Business? • Shareholders and Promoters • Customers • Employees • Suppliers and Partners (contractors, consultants etc) • Government • Society

Most Admired Business / World Class Business “Balancing and Exceeding the expectations of all it’s Stakeholders. ”

Thank You