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Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
Yes I belong here ! Carving a strengths-Path By Krishnan Unni
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Yes I belong here ! Carving a strengths-Path By Krishnan Unni

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Great Managers understand that those who are unlike them are not to be labelled incompetent. They possess different strengths which should be tapped in for team performance. …

Great Managers understand that those who are unlike them are not to be labelled incompetent. They possess different strengths which should be tapped in for team performance.
Krishnan Unni ; MBTI & Strength Strategist
Helping people become powerful, worthful & fulfilled version of themselves
th.linkedin.com/in/krishnanunnips/

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  • Focus on strengths and not weaknessesHold accountable for achieving defined outcomesAcknowledge that the successof Q12 is heavily influenced by managerBuild on strengths and don’t stop the processEVALUATE THE PERFORMANCE and not the PERSONTRY to bring out what is LEFT in instead of putting in what is left out
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    • 1. Great Managers understand that those who are unlike themare not to be labeled incompetent.They possess different strengths which shouldbe tapped in for team performanceKrishnan Unni ; MBTI & Strength StrategistHelping people become powerful, worthful & fulfilled version of themselves Yes, I belong here ! Carving a Strengths-Path. Posted on February 12, 2013by Krishnan Unni . linkedin.com/in/krishnanunnips @pskrishnanunni
    • 2. Courtsey: http://simplerwork.blogspot.com/2012/12/2013-year-of-banishing-barriers.html#!/2012/12/2013-year-of-banishing-barriers.html
    • 3. A person can perform only from strength. One cannot build performance on weaknesses, let alone on something one cannot do at all. Throughout history, people had little need to know their strengths. A person was born into a position and a line of work: The peasant’s son would also be a peasant; the artisan’s daughter, an artisan’s wife; and so on. But now people Source: have choices. Harvard Business Review Article We need to know our strengths in order to know where Managing Oneself (HBR we belong . Classic) by Peter F. Drucker Source: Harvard Business Reviewhttp://hbr.org/2005/01/mana ging-oneself/ar/1
    • 4. Source: http://www.imd.org/news/Secrets-of-success-from-Usain-Bolt.cfm
    • 5. Usain Bolt explained how he focused on his strengths rather than his weaknesses, especially in the 100 meters where the start is normally seen as crucial.Image courtesy : http://www.iaaf.org/news/news/bolt-six-other-beijing-olympic-champions-and
    • 6. “I was always a bad starter. I’m still not great,” he said, to laughter from the audience. “My coach Glen Mills told me the last 50 meters is the best part of my race, so I should just concentrate on getting to top speed.” Secrets of success from Usain Bolt http://www.imd.org/news/Secrets-of-success-from-Usain-Bolt.cfm
    • 7. A number of experts contributed to such thinking
    • 8. Strength Ideas …Flow by Mihaly CsikszentmihalyiSoar With Your Strengths by Don CliftonMartin Seligman reinforced the idea through positive psychology in books such as Authentic Happiness and Flourish.Marcus Buckingham & Curt Coffman wrote what great managers do differently in their book First Break all the rules.
    • 9. “ You need to improve your communication skills – Find one and get trained” says a manager.
    • 10. Training may yield improvement in areas of weaknesses But it may yield better results if the same effort is spend on developing the natural talents. Imagine you send a good communicator for sharpening his skills and knowledge in communication, yes the magic happens!“Give me a lever long enough and a place to stand and I will move the entire earth." Archimedes.
    • 11. Today you see finding faultand pointing weaknesses at all levels .
    • 12. Someone who ishighly organized and structured (as per Judging type of MBTI) can easily notice that another person is disorganized.They may completely overlook his or her natural strengths.
    • 13. Someone who is an extrovert (as per Dr.Jung’spersonality type)may findan introvertto beincompetent.
    • 14. Great Managers understand thatthose who are unlike them are notto be labeled incompetent.They possess different strengthswhich shouldbe tapped in forteam performance.
    • 15. Managers should be trained to identify, focus and build on strengths.( This is what coach Glen Mills did for Bolt).This helps managers to build strength based teams right from selection and provide opportunities for individuals to become a fulfilled version of themselves.
    • 16. There is a need for a paradigm shift in the mindset of managers to move the needle from trying to improve the weaknesses to accelerating and multiplying strengths.
    • 17. In talent/strengths development ? Are you a Talent Champion?
    • 18. Strivers Talent Champions 42% 19% Committed but ineffective Committed and effective LOW COMMITMENT TO TALENT MANAGEMENT HIGH Strivers believe in the importance of talent Employee effort levels are 25% management but lack effectiveness at greater than average. critical talent management activities. 6% of employees are at risk of turnover.Distribution of Business leaders Business unit profit is 6% greater than average. Business unit revenue is 7% greater than average. Talent Rejectors The Half-Hearted 31% 8% Neither Committed nor Effective Effective but Not Committed • Employee effort levels are 20% lower than The Half-Hearted are not convinced that average. talent management solves business • 32% of employees are at risk of turnover. challenges, but they are effective at critical • Business unit profit is 6% lower than talent management activities. average. • Business unit revenue is 7% less than average. LOW EFFECTIVENESS AT TALENT MANAGEMENT HIGH Source: Research. Talent management effectiveness survey . Corporate leadership council:.
    • 19. Take the next step to carve a Strengths- Path Click on the heading below to read the article online: Yes, I belong here ! Carving a Strengths-Path. Posted on February 12, 2013by Krishnan Unni .References:• Classic Drucker: Essential Wisdom of Peter Drucker from the Pages of Harvard Business Review. Managing oneself : http://hbr.org/2005/01/managing-oneself/ar/1• Secrets of success from Usain Bolt http://www.imd.org/news/Secrets-of-success-from-Usain-Bolt.cfm• MBTI® Basics http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/Books:• First Break al the rules by Marcus Buckingham and Curt Coffman• Now Discover your strengths by Marcus Buckingham• Strength Finder By Tom Rath• Go Put Your strengths to work By Marcus BuckinghamImages used in this presentation; Image courtesy: ultimategerardm.blogspot.com , the strength foundation.org, amazon.com, 317am.net , tmbc.com,indianashrm.org,teekhapan.wordpress.com,varatech.com, the dayintech.wordpress.com,askanorganizer.files.wordpress.com,rlv.zcache.com,mindmill.co.uk,sas-origin.onstreammedia.com, tnmediasolutions.com, 1.bp.blogspot.com

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