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POSSIBILITIES
INFINITE
WORKFORCE KA JINGALALA
EXECUTION EXCELLENCE -2
WHAT ARE YOUR
EXPECTATIONS FROM
TODAY’S TOPIC ?
EXECUTION EXCELLENCE
It is a commitment to raise the
level of productivity that you
produce during execution.
WHAT WILL WE LEARN TODAY?
DECISION
MAKING
OWNERSHIP
TEAMS
SAMURAIS GLADIATORS WARRIORS
Correct answer for each question will get that team 15 points.
First response to any question will get that team 10 points.
Answering bonus questions will get that team 20 points.
Team with the most participation will gain 50 points.
VIKINGS TITANS
TEAMS
SAMURAIS GLADIATORS WARRIORS
TEAMS
VIKINGS TITANS
LEADER BOARD
SAMURAIS GLADIATORS WARRIORS VIKINGS TITANS
GRAB IT
LET’S BREAK THE ICE
How do you decide to
buy a mobile phone?
VIDEO
Decision-making is the act
of choosing between two
or more courses of action.
5 questions that lead to action
How is this [decision] relevant to what I do?
What, specifically should I do?
How will I be measured, and what are the
consequences?
What tools and support are available?
WIIFM - What's In It For Me? For us?
TYPES OF DECISIONS
PROGRAMMED
Programmed decisions relate to those functions that are
repetitive in nature. These decisions are dealt with by following
a specific standard procedure.
NON-PROGRAMMED
Non-programmed decisions arise out of unstructured
problems, i.e. these are not routine or daily occurrences. So
there is no standard procedure or process to deal with such
issues.
POLICY
Tactical decisions pertaining to the policy and planning of the
firm are known as policy decisions. They have a long term
impact on the firm and require a great deal of analysis.
TYPES OF DECISIONS CONTD,..
OPERATING
Operating decisions are the decisions necessary to put the
policy decisions into action. These decisions help implement
the plans and policies taken by the high-level managers.
ORGANIZATIONAL
When an executive takes a decision in an official capacity,
on behalf of the organization, this is
an organizational decision.
PERSONAL This type of conflict arises out of the difference of
opinion on an idea or ideas.
TYPES OF DECISIONS CONTD,..
INDIVIDUAL
Any decision taken by an individual in an official capacity it is
an individual decision. Organizations that are smaller and
have an autocratic style of management rely on such
decisions.
GROUP
Group decisions are taken by a group or a collective of the
firm’s employees and management.
LOST IN SEA
• Each team will be put into breakout rooms and
given the entire list of items
• Each team can only choose 4 items from the
main list that is needed for their survival
• The teams will have 10 mins to discuss and
decide
• After coming back to the main room, the teams
must give an explanation as to how did they
decide on the 4 items and why did they choose
You have been lost at sea and are washed ashore at
an island. You have with you a list of items that are
going to help you to survive.
The 7 Step Decision Making Process
01
02
03 04
05
06
07
Identify a problem or
opportunity
Gather information
Develop options
Analyze the situation
Evaluate alternatives
Select a preferred
alternative
Act on the decision
STEP
STEP
STEP
STEP
STEP
STEP
STEP
VIDEO
Brainstorming
Four rules of brainstorming
No Judgements Think Freely Big Numbers Many heads are
better than one
Brainstorming Session
Set Up
• Frame a
question
grounded in
insight
• Share
inspiration and
insights
• Embrace a
mindset of
curiosity
Facilitation
• Start with
heads-down
individual
brainstorming.
• Share ideas as
a group and
build on each
other’s
concepts.
01 02 03 Follow Up
• Share insights
and gather
feedback
• Create a
collaborative
enviroment
Decision Grid
A tool that helps you to evaluate your options with greater clarity and objectivity.
Outline the criteria for making a decision and rank them based on the most important factors.
Provide a measurable method for evaluating options systematically.
Using a Decision Grid
Create Your
Matrix
Score Your
Choices
Assign
Weights to
Your Criteria
Calculate Your
Weighted
Scores
Add the
Weighted
Scores
Make Your
Choice
CASE STUDY
It is Monday morning. You reach your office at 9:30 am. In
your mind you have mentally planned your schedule. You
are in full control of your day – or so you think!
While browsing through your mails, you find an email form
your Manager marked Urgent. On reading the mail you
realize that there is a sudden client requirement where
you have to create and send 60 reports before 4 pm.
You also have several appointments and meetings that day.
Based on your experience, you know that each report
takes at least 45 mins to be made.
How will you decide what needs to be done?
Manish has been given the responsibility of providing seamless
network service to the rural areas of Karnataka. It is the aim of
the company to be a pioneer in network services and to be the
best brand for connectivity.
Manish does his research and decides that it is not possible for
the company to have a direct outlet due to space issues. But
observes that there are lots of local dealers who deal with
similar products.
But Manish is hesitant in using the dealers as he believes that
the company’s vision might not be understood by the dealers
and since they deal with other products they might not give
preference to Manish’s network service.
How can Manish arrive at a better decision that is beneficial?
Execution excellence 2
OWNERSHIP
VIDEO
VIDEO
ACTIVITY – WHAT WILL YOU DO?
• This is an individual activity where
participants are given a random object
– a ship.
• Participants will have 5 mins to
perform the activity and after 5 mins
they will be presenting their ships on
camera.
• Participants can present their ships in
anyway.
OWNERSHIP IS
• Taking the initiative to bring about positive results.
• Not waiting for others to act.
• Caring about the outcome as much as an owner of the
company would.
• Being accountable for the results of your actions.
• Shows others that they can trust you to do the right
thing.
• Having an obligation to the organization in terms of
results and impact on it through actions.
This is a true story and you can even see this on video on the program
“Amazing Hotels – life beyond the lobby – Marina Bay Sands”
There is a certain housekeeping staff at Marina Bay Sands Hotel who takes
very much pride in his job.
Mr. Chen Hong spends most of his day cleaning and arranging the hotel
rooms to offer an amazing experience for the guests staying there. But Mr.
Chen does not leave the room making it look only clean and tidy.
He leaves behind an “Animal Towel Art” which is something he does very
well along with a message card where he writes small messages such as
“Enjoy your vacation Home , Stay happy” etc.
This is something that no other staff does at the hotel and this gesture by Mr.
Chen has been widely appreciated by the hotel management.
This unique quality of Mr. Chen’s made him appear on a global show and was
viewed by many around the world.
What do you think made Mr. Chen put in that extra effort?
KEY OWNERSHIP BEHAVIOURS
RESILIENCE RESULT ORIENTATION
RESILIENCE
The capacity to recover quickly from difficulties and toughness.
How’s your ownership ?
1. = Strongly Disagree.
2. = Disagree.
3. = Neither Disagree nor
Agree.
4. = Agree.
5. = Strongly Agree.
SCORING KEY
HOW RESILIENT ARE YOU?
SCORING KEY
For statements: 4, 5, 6, 10, 11, 12, 16
For statements: 1, 2, 3, 7, 8, 9, 13, 14, 15
Strongly Disagree
Neither Disagree
nor Agree
Agree Strongly Agree
1 2 3 4 5
Strongly Disagree
Neither Disagree
nor Agree
Agree Strongly Agree
5 4 3 2 1
HOW RESILIENT ARE YOU?
When given a new task, I'm confident that I'll succeed.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
1
HOW RESILIENT ARE YOU?
When one attempt fails, I learn from it and change my approach next time.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
2
HOW RESILIENT ARE YOU?
When a task doesn't go to plan, it affects my self belief.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
3
HOW RESILIENT ARE YOU?
I have few people at work who I can speak to about issues in the office.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
4
HOW RESILIENT ARE YOU?
When I encounter a difficulty, I lose sight of my goal quickly.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
5
HOW RESILIENT ARE YOU?
Sometimes I question my commitment to my job.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
6
HOW RESILIENT ARE YOU?
I have strategies in place for dealing with stress.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
7
HOW RESILIENT ARE YOU?
I find it easy to ask my colleagues for help.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
8
HOW RESILIENT ARE YOU?
I feel positive about the future.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
9
HOW RESILIENT ARE YOU?
I worry about issues that I have no control over.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
10
HOW RESILIENT ARE YOU?
Asking for assistance reveals weakness.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
11
HOW RESILIENT ARE YOU?
When there is fundamental change, I struggle to come around to new
ways of thinking.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
12
HOW RESILIENT ARE YOU?
I have strong goals that are clear in my mind.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
13
HOW RESILIENT ARE YOU?
I am able to discuss my job and its challenges with people outside of work,
such as family members and close friends.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
14
HOW RESILIENT ARE YOU?
I am more likely to say “YES" than “NO“.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
15
HOW RESILIENT ARE YOU?
Failures are hard to forget and successes are hard to remember.
1. Strongly Disagree.
2. Disagree.
3. Neither Disagree nor
Agree.
4. Agree.
5. Strongly Agree.
16
WHERE DO YOU STAND?
SCORE COMMENT
16 - 37
You have little resilience in the workplace, and this may affect your ability to do your job. However,
don't let this get the better of you! It's important to identify the causes of this, so that you can take
specific action. Perhaps your confidence is shaky, or you have a negative outlook. Maybe you don't have
effective strategies to cope with stress, or you're trying to deal with issues that are beyond your control.
Don't give up - there are lots of tools that you can use to unlock resilience and become a positive,
productive team member.
38 - 59
You're not easily defeated, but there's still plenty of room for improvement. Perhaps you need strong
goals to focus your efforts, or it could help to reframe your problems as challenges. Maybe you need to
address the strength of your working relationships.
60 - 80
Well done, you're a resilient team member and you're prepared to keep trying until you succeed! You
most likely have a solid network of colleagues who you can rely on for support, you deal effectively with
stress, and you're flexible in your approach. You're goal oriented, you have a positive disposition and
strong values, and you're willing to take on challenges and help people out. However, there's always
room for improvement.
CHARACTERISTICS OF RESILIENT PEOPLE
SOCIAL SUPPORT ADAPTABILITY
CONFIDENCE PURPOSEFULNESS
VIDEO
Suzy is a representative of “XYX” Internet provider. Suzy deals
with one of the largest customer territories with multiple third
party dealers.
Suzy’s territory is scheduled for a third party audit in a week.
The audit happens and when the report is provided Suzy is
informed that her territory has a high number of service related
complaints.
Suzy realizes that she needs to address this immediately as this is
one of the largest customer territories and losing any business
here would result in huge loss for the company.
What steps can Suzy take to address the complaints and figure
out the cause?
How can Suzy display ownership in her actions?
TELUS is a Canadian telecom company and this is their story….
When a TELUS call centre representative received a query from an
elderly customer in Victoria asking for help programming her phone so
she could use the speed dial feature, there was a seemingly simple
solution: the phone’s operation manual was available online.
But there was a slight hitch; the customer did not own a computer, nor did
she have access to one. The customer service rep, Jay Dey, had an idea.
A creative problem solver at heart, Jay made a copy of the phone manual
and then made a surprise visit to the customer’s house to help take her
through the steps of programming the phone.
But Jay wasn’t done; during his visit he spoke with the customer about
her phone package and realized he could help simplify her long-distance
plan so it better matched her needs. By the time he left, she had a new,
less expensive phone plan, a phone manual and she was ready to make
her first speed-dial call.
RESULT ORIENTATION
Ability to recognise what results are important – and what steps
need to be taken to achieve them
CHARACTERISTICS OF RESULTS ORIENTED PEOPLE
01
02
03
04
Ability to Execute Plans
Look for ways to Improve
Performance
Display Strong Commitment
Motivated by Success
CONNECTING RESULT ORIENTATION WITH OWNERSHIP
Your company has decided to replace the old setup boxes with the
new version HD setup boxes free of cost to all the customers.
The installation will be done free and the replacement must be done
within new year.
You start talking to your dealers, vendors and other third parties
regarding this. You face a lot of questions and backlash saying that
“How can it be done within new year?”
“What’s in it for us?”
“We do not have the required manpower to do this”
“Our territory has a lot of network issues, HD setup boxes will create
more issues”
You know that this is the company’s strategy but how will you
overcome such challenges in executing strategy?
Execution excellence is a commitment
Time Management is an important aspect of execution excellen
Goal setting helps achieve execution excellence
Effective decision making helps in focusing
Ownership is what makes you stand out
SUMMARIZE
What were your major learnings
today?
THANK YOU
Mumbai Ph. No. : 9833178494
Chennai Ph. No. : 9677148864
www.ableventures.in
MUMBAI
Raheja Centre Level 2, 294, CST
Road, Off Bandra Kurla Complex,
Santa Cruz (E), Mumbai 4000098.
CHENNAI
Cenotaph Elite No.5,
Cenotaph Road First Street,
Teynampet, Chennai 600018.
Get in touch with us:
info@ableventures.in

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Execution excellence 2

  • 3. WHAT ARE YOUR EXPECTATIONS FROM TODAY’S TOPIC ?
  • 4. EXECUTION EXCELLENCE It is a commitment to raise the level of productivity that you produce during execution.
  • 5. WHAT WILL WE LEARN TODAY? DECISION MAKING OWNERSHIP
  • 6. TEAMS SAMURAIS GLADIATORS WARRIORS Correct answer for each question will get that team 15 points. First response to any question will get that team 10 points. Answering bonus questions will get that team 20 points. Team with the most participation will gain 50 points. VIKINGS TITANS
  • 9. LEADER BOARD SAMURAIS GLADIATORS WARRIORS VIKINGS TITANS
  • 11. How do you decide to buy a mobile phone?
  • 12. VIDEO
  • 13. Decision-making is the act of choosing between two or more courses of action.
  • 14. 5 questions that lead to action How is this [decision] relevant to what I do? What, specifically should I do? How will I be measured, and what are the consequences? What tools and support are available? WIIFM - What's In It For Me? For us?
  • 15. TYPES OF DECISIONS PROGRAMMED Programmed decisions relate to those functions that are repetitive in nature. These decisions are dealt with by following a specific standard procedure. NON-PROGRAMMED Non-programmed decisions arise out of unstructured problems, i.e. these are not routine or daily occurrences. So there is no standard procedure or process to deal with such issues. POLICY Tactical decisions pertaining to the policy and planning of the firm are known as policy decisions. They have a long term impact on the firm and require a great deal of analysis.
  • 16. TYPES OF DECISIONS CONTD,.. OPERATING Operating decisions are the decisions necessary to put the policy decisions into action. These decisions help implement the plans and policies taken by the high-level managers. ORGANIZATIONAL When an executive takes a decision in an official capacity, on behalf of the organization, this is an organizational decision. PERSONAL This type of conflict arises out of the difference of opinion on an idea or ideas.
  • 17. TYPES OF DECISIONS CONTD,.. INDIVIDUAL Any decision taken by an individual in an official capacity it is an individual decision. Organizations that are smaller and have an autocratic style of management rely on such decisions. GROUP Group decisions are taken by a group or a collective of the firm’s employees and management.
  • 18. LOST IN SEA • Each team will be put into breakout rooms and given the entire list of items • Each team can only choose 4 items from the main list that is needed for their survival • The teams will have 10 mins to discuss and decide • After coming back to the main room, the teams must give an explanation as to how did they decide on the 4 items and why did they choose You have been lost at sea and are washed ashore at an island. You have with you a list of items that are going to help you to survive.
  • 19. The 7 Step Decision Making Process 01 02 03 04 05 06 07 Identify a problem or opportunity Gather information Develop options Analyze the situation Evaluate alternatives Select a preferred alternative Act on the decision STEP STEP STEP STEP STEP STEP STEP
  • 20. VIDEO
  • 22. Four rules of brainstorming No Judgements Think Freely Big Numbers Many heads are better than one
  • 23. Brainstorming Session Set Up • Frame a question grounded in insight • Share inspiration and insights • Embrace a mindset of curiosity Facilitation • Start with heads-down individual brainstorming. • Share ideas as a group and build on each other’s concepts. 01 02 03 Follow Up • Share insights and gather feedback • Create a collaborative enviroment
  • 24. Decision Grid A tool that helps you to evaluate your options with greater clarity and objectivity. Outline the criteria for making a decision and rank them based on the most important factors. Provide a measurable method for evaluating options systematically.
  • 25. Using a Decision Grid Create Your Matrix Score Your Choices Assign Weights to Your Criteria Calculate Your Weighted Scores Add the Weighted Scores Make Your Choice
  • 26. CASE STUDY It is Monday morning. You reach your office at 9:30 am. In your mind you have mentally planned your schedule. You are in full control of your day – or so you think! While browsing through your mails, you find an email form your Manager marked Urgent. On reading the mail you realize that there is a sudden client requirement where you have to create and send 60 reports before 4 pm. You also have several appointments and meetings that day. Based on your experience, you know that each report takes at least 45 mins to be made. How will you decide what needs to be done?
  • 27. Manish has been given the responsibility of providing seamless network service to the rural areas of Karnataka. It is the aim of the company to be a pioneer in network services and to be the best brand for connectivity. Manish does his research and decides that it is not possible for the company to have a direct outlet due to space issues. But observes that there are lots of local dealers who deal with similar products. But Manish is hesitant in using the dealers as he believes that the company’s vision might not be understood by the dealers and since they deal with other products they might not give preference to Manish’s network service. How can Manish arrive at a better decision that is beneficial?
  • 30. VIDEO
  • 31. VIDEO
  • 32. ACTIVITY – WHAT WILL YOU DO? • This is an individual activity where participants are given a random object – a ship. • Participants will have 5 mins to perform the activity and after 5 mins they will be presenting their ships on camera. • Participants can present their ships in anyway.
  • 33. OWNERSHIP IS • Taking the initiative to bring about positive results. • Not waiting for others to act. • Caring about the outcome as much as an owner of the company would. • Being accountable for the results of your actions. • Shows others that they can trust you to do the right thing. • Having an obligation to the organization in terms of results and impact on it through actions.
  • 34. This is a true story and you can even see this on video on the program “Amazing Hotels – life beyond the lobby – Marina Bay Sands” There is a certain housekeeping staff at Marina Bay Sands Hotel who takes very much pride in his job. Mr. Chen Hong spends most of his day cleaning and arranging the hotel rooms to offer an amazing experience for the guests staying there. But Mr. Chen does not leave the room making it look only clean and tidy. He leaves behind an “Animal Towel Art” which is something he does very well along with a message card where he writes small messages such as “Enjoy your vacation Home , Stay happy” etc. This is something that no other staff does at the hotel and this gesture by Mr. Chen has been widely appreciated by the hotel management. This unique quality of Mr. Chen’s made him appear on a global show and was viewed by many around the world. What do you think made Mr. Chen put in that extra effort?
  • 36. RESILIENCE The capacity to recover quickly from difficulties and toughness.
  • 37. How’s your ownership ? 1. = Strongly Disagree. 2. = Disagree. 3. = Neither Disagree nor Agree. 4. = Agree. 5. = Strongly Agree. SCORING KEY
  • 38. HOW RESILIENT ARE YOU? SCORING KEY For statements: 4, 5, 6, 10, 11, 12, 16 For statements: 1, 2, 3, 7, 8, 9, 13, 14, 15 Strongly Disagree Neither Disagree nor Agree Agree Strongly Agree 1 2 3 4 5 Strongly Disagree Neither Disagree nor Agree Agree Strongly Agree 5 4 3 2 1
  • 39. HOW RESILIENT ARE YOU? When given a new task, I'm confident that I'll succeed. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 1
  • 40. HOW RESILIENT ARE YOU? When one attempt fails, I learn from it and change my approach next time. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 2
  • 41. HOW RESILIENT ARE YOU? When a task doesn't go to plan, it affects my self belief. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 3
  • 42. HOW RESILIENT ARE YOU? I have few people at work who I can speak to about issues in the office. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 4
  • 43. HOW RESILIENT ARE YOU? When I encounter a difficulty, I lose sight of my goal quickly. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 5
  • 44. HOW RESILIENT ARE YOU? Sometimes I question my commitment to my job. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 6
  • 45. HOW RESILIENT ARE YOU? I have strategies in place for dealing with stress. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 7
  • 46. HOW RESILIENT ARE YOU? I find it easy to ask my colleagues for help. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 8
  • 47. HOW RESILIENT ARE YOU? I feel positive about the future. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 9
  • 48. HOW RESILIENT ARE YOU? I worry about issues that I have no control over. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 10
  • 49. HOW RESILIENT ARE YOU? Asking for assistance reveals weakness. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 11
  • 50. HOW RESILIENT ARE YOU? When there is fundamental change, I struggle to come around to new ways of thinking. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 12
  • 51. HOW RESILIENT ARE YOU? I have strong goals that are clear in my mind. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 13
  • 52. HOW RESILIENT ARE YOU? I am able to discuss my job and its challenges with people outside of work, such as family members and close friends. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 14
  • 53. HOW RESILIENT ARE YOU? I am more likely to say “YES" than “NO“. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 15
  • 54. HOW RESILIENT ARE YOU? Failures are hard to forget and successes are hard to remember. 1. Strongly Disagree. 2. Disagree. 3. Neither Disagree nor Agree. 4. Agree. 5. Strongly Agree. 16
  • 55. WHERE DO YOU STAND? SCORE COMMENT 16 - 37 You have little resilience in the workplace, and this may affect your ability to do your job. However, don't let this get the better of you! It's important to identify the causes of this, so that you can take specific action. Perhaps your confidence is shaky, or you have a negative outlook. Maybe you don't have effective strategies to cope with stress, or you're trying to deal with issues that are beyond your control. Don't give up - there are lots of tools that you can use to unlock resilience and become a positive, productive team member. 38 - 59 You're not easily defeated, but there's still plenty of room for improvement. Perhaps you need strong goals to focus your efforts, or it could help to reframe your problems as challenges. Maybe you need to address the strength of your working relationships. 60 - 80 Well done, you're a resilient team member and you're prepared to keep trying until you succeed! You most likely have a solid network of colleagues who you can rely on for support, you deal effectively with stress, and you're flexible in your approach. You're goal oriented, you have a positive disposition and strong values, and you're willing to take on challenges and help people out. However, there's always room for improvement.
  • 56. CHARACTERISTICS OF RESILIENT PEOPLE SOCIAL SUPPORT ADAPTABILITY CONFIDENCE PURPOSEFULNESS
  • 57. VIDEO
  • 58. Suzy is a representative of “XYX” Internet provider. Suzy deals with one of the largest customer territories with multiple third party dealers. Suzy’s territory is scheduled for a third party audit in a week. The audit happens and when the report is provided Suzy is informed that her territory has a high number of service related complaints. Suzy realizes that she needs to address this immediately as this is one of the largest customer territories and losing any business here would result in huge loss for the company. What steps can Suzy take to address the complaints and figure out the cause? How can Suzy display ownership in her actions?
  • 59. TELUS is a Canadian telecom company and this is their story…. When a TELUS call centre representative received a query from an elderly customer in Victoria asking for help programming her phone so she could use the speed dial feature, there was a seemingly simple solution: the phone’s operation manual was available online. But there was a slight hitch; the customer did not own a computer, nor did she have access to one. The customer service rep, Jay Dey, had an idea. A creative problem solver at heart, Jay made a copy of the phone manual and then made a surprise visit to the customer’s house to help take her through the steps of programming the phone. But Jay wasn’t done; during his visit he spoke with the customer about her phone package and realized he could help simplify her long-distance plan so it better matched her needs. By the time he left, she had a new, less expensive phone plan, a phone manual and she was ready to make her first speed-dial call.
  • 60. RESULT ORIENTATION Ability to recognise what results are important – and what steps need to be taken to achieve them
  • 61. CHARACTERISTICS OF RESULTS ORIENTED PEOPLE 01 02 03 04 Ability to Execute Plans Look for ways to Improve Performance Display Strong Commitment Motivated by Success
  • 63. Your company has decided to replace the old setup boxes with the new version HD setup boxes free of cost to all the customers. The installation will be done free and the replacement must be done within new year. You start talking to your dealers, vendors and other third parties regarding this. You face a lot of questions and backlash saying that “How can it be done within new year?” “What’s in it for us?” “We do not have the required manpower to do this” “Our territory has a lot of network issues, HD setup boxes will create more issues” You know that this is the company’s strategy but how will you overcome such challenges in executing strategy?
  • 64. Execution excellence is a commitment Time Management is an important aspect of execution excellen Goal setting helps achieve execution excellence Effective decision making helps in focusing Ownership is what makes you stand out SUMMARIZE
  • 65. What were your major learnings today?
  • 66. THANK YOU Mumbai Ph. No. : 9833178494 Chennai Ph. No. : 9677148864 www.ableventures.in MUMBAI Raheja Centre Level 2, 294, CST Road, Off Bandra Kurla Complex, Santa Cruz (E), Mumbai 4000098. CHENNAI Cenotaph Elite No.5, Cenotaph Road First Street, Teynampet, Chennai 600018. Get in touch with us: info@ableventures.in

Editor's Notes

  1. Every team must decide on an object and sell it to the audience within 2 mins. Participants will have 5 mins to discuss
  2. Individual Activity
  3. Engage with each sentence
  4. Engage with each sentence
  5. Brainstorming is a method of generating ideas and sharing knowledge to solve a particular commercial or technical problem, in which participants are encouraged to think without interruption. Brainstorming is a group activity where each participant shares their ideas as soon as they come to mind.
  6. https://medium.com/@miha_matlievski/four-rules-of-brainstorming-9c1561dcd9de
  7. Engage with each sentence
  8. Engage with each sentence