1. 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

2. Name the disease that retards relationships.. SELF-RIGHTEOUSNESS I am right you are not Right

3. 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

4. 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 )

5. 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

6. Professional Skills The Harder I work, Easier life becomes, Easier I work, Harder life becomes

7. Stages of Learning 1.Unconscious Unlearned 2.Conscious Unlearned 3.Conscious Learned 4.Unconscious Learned 5.Mastery 6.Coach, Mentor, Model, Guru

8. 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

9. 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 ____________ LeftRight

10. 2.POSITIVE ATTITUDE Are you optimistic enthusiastic and upbeat? Will you generate good energy, good will are you courteous ? Do a self rating ____________

11. 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? Do a self rating ____________

12. ELEMENTS IN COMMUNICATION Read Write Speak Listen Think Feedback Do a self rating ____________

13. 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? Do a self rating ____________

14. THE TIME MANAGEMENT MATRIX URGENT NOT URGENT IMPORTANT QUADRANT IQUADRANT II NOT IMPORTANT QUADRANT IIIQUADRANT 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 First

15. 5.ACTING AS A TEAM PLAYER Will you work well in teams? Will you be cooperative and take a leadership role when appropriate? Do a self rating ____________

16. 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? Do a self rating ____________

17. 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? Do a self rating ____________

18. 8.FLEXIBILTY/ADAPTABILITY Are you able to adapt to new situations and challenges? Will you embrace change and be open to new ideas? Do a self rating ____________

19. 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? Do a self rating ____________

20. 10. NUMERICAL ABILITIES & FINANCE MANAGEMENT Understands numbers growth, de-growth patterns? Will you be able manage financial elements Do a self rating ____________

21. 11. ORAL PERSUASION Most difficult thing in organization is to change people attitude Technique used is Oral Persuasion Do a self rating ____________

22. QUOTE Everything that irritates us about others can lead us to an understanding of ourselves. - Carl Jung

23. 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

24. 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

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

26. 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

27. 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

28. Some Key Words Associated with Extraversion Action Outward People Interaction Many Expressive Do-Think-Do Introversion Reflection Inward Privacy Concentration Few Quiet Think-Do-Think

29. 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

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

31. 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.

32. 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

33. 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

34. Some Key Words Associated with Sensing Facts Realistic Specific Present Keep Practical What is Intuition Ideas Imaginative General Future Change Theoretical What could be

35. Self-Assessment Given the choice, which do you prefer: Sensing or Intuition? How clear are you about your preference? Very Clear Fairly Clear Slight Fairly Clear Very Clear

36. The Thinking or Feeling Dichotomy The way we make decisions

37. 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.

38. 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

39. 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

40. Some Key Words Associated with Thinking Head Distant Things Objective Critique Analyze Firm but fair Feeling Heart Personal People Subjective Praise Understand Merciful

41. Self-Assessment Given the choice, which do you prefer: Thinking or Feeling? How clear are you about your preference? Very Clear Fairly Clear SlightFairly Clear Slight Very Clear

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

43. 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.

44. 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

45. 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

46. Some Key Words Associated with Judging Organized Decision Control Now Closure Deliberate Plan Perceiving Flexible Information Experience Later Options Spontaneous Wait

47. 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

48. Personality Type When combined, your preferences indicate your personality type.

49. Validating your Type I believe my type preferences are ___________________________________

50. The New Leadership Role ‘Leaders are people who change minds’

51. The Leadership Lesson 1.Being FIRST 2.Being FAIR 3.Being FIRM 4.Being FLEXIBLE You Only Succeed when They do!

52. The Leadership Lesson 1.Being FIRST - Set the Pace - Set the Standard - Set the Mood You Only Succeed when They do!

53. The Leadership Lesson 2. Being FAIR - Don’t play Favorites - Give the Credit - Take the Heat You Only Succeed when They do!

54. The Leadership Lesson 3. Being FIRM - State the facts & reach an Agreement - Explore the Solutions - Explain the Consequences You Only Succeed when They do!

55. The Leadership Lesson 4. Being FLEXIBLE - Assume the best- the Y Theory - Make room for good ideas - Admit when you are wrong You Only Succeed when They do!

56. 520,Anriksh Bhawan,K G Marg,Connaught Place, New Delhi-110001 Landline: +91-11-41517751,Cell:+919811058689 (surya) E-mail: confluence.training@gmail.com surya.training@gmail.com Whale Done!