Real Individual Growth, learning model, Target Measure Review Reflect, Experience, Senior Position, First Half and Second Half of Career, Work Pyramid, Career Decision, success,good boss
The 7-habits-of-highly-effective-people (summary)nsziszo
The document summarizes Stephen R. Covey's book "The 7 Habits of Highly Effective People". It describes the 7 habits that Covey says are essential for success: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The summary emphasizes that adopting these habits can help one replace bad habits with habits that lead to effectiveness, happiness, and trust-based relationships.
Energy management is taking time management to the next step, It's finding the peaks and valleys of the day and exploiting them for all their worth. Here are 8 tips for maximizing your energy- and making your day more productive and fulfilling.
The document discusses how Firmenich, a fragrance and flavor company, uses metrics and key performance indicators (KPIs) to achieve supply chain excellence. It outlines Firmenich's S&OP process hierarchy and describes how they developed a KPI scorecard to measure metrics like forecast accuracy, supply plan adherence, and inventory levels. The case study shows how Firmenich improved forecast accuracy by 44% annually and reduced forecast bias and inventory through their focus on performance metrics.
This document discusses 5 powerful life lessons that can be learned from failure: 1) Experience, as failure provides firsthand knowledge; 2) Knowledge, as the knowledge gained from failure can be applied to overcome future failures; 3) Resilience, as failing builds resilience to face future challenges; 4) Growth, as failure allows one to mature and gain deeper understanding; 5) Value, as failure teaches the importance of creating and providing value. It also provides 5 ways to recover from failure: 1) Ignore naysayers; 2) Understand that failure is okay; 3) Use failure as leverage to propel growth; 4) Revisit goals to learn from past failures; 5) Create a massive action plan to overcome future
The seven habits are a framework for personal effectiveness and success. The first three habits - be proactive, begin with the end in mind, and put first things first - focus on self-mastery and independence. Habits 4, 5, and 6 address interdependence through thinking win-win, seeking first to understand then to be understood, and synergizing. The seventh habit is to sharpen the saw, which means renewing oneself physically, socially, mentally, and spiritually to sustain the other habits. Mastering the seven habits involves understanding how habits, character, and paradigms shape one's effectiveness.
This document discusses key performance indicators (KPIs) and how to calculate them graphically. [1] KPIs measure output levels given a certain input, like return on equity (ROE) which shows profit per RM1 of equity. [2] Graphs can show the relationship between inputs and outputs, with KPI lines depicting the output-input ratio. [3] Calculating KPIs graphically allows understanding how inputs affect outputs, quantifying changes, and justifying interventions by their impact on the output-input ratio.
The 7-habits-of-highly-effective-people (summary)nsziszo
The document summarizes Stephen R. Covey's book "The 7 Habits of Highly Effective People". It describes the 7 habits that Covey says are essential for success: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The summary emphasizes that adopting these habits can help one replace bad habits with habits that lead to effectiveness, happiness, and trust-based relationships.
Energy management is taking time management to the next step, It's finding the peaks and valleys of the day and exploiting them for all their worth. Here are 8 tips for maximizing your energy- and making your day more productive and fulfilling.
The document discusses how Firmenich, a fragrance and flavor company, uses metrics and key performance indicators (KPIs) to achieve supply chain excellence. It outlines Firmenich's S&OP process hierarchy and describes how they developed a KPI scorecard to measure metrics like forecast accuracy, supply plan adherence, and inventory levels. The case study shows how Firmenich improved forecast accuracy by 44% annually and reduced forecast bias and inventory through their focus on performance metrics.
This document discusses 5 powerful life lessons that can be learned from failure: 1) Experience, as failure provides firsthand knowledge; 2) Knowledge, as the knowledge gained from failure can be applied to overcome future failures; 3) Resilience, as failing builds resilience to face future challenges; 4) Growth, as failure allows one to mature and gain deeper understanding; 5) Value, as failure teaches the importance of creating and providing value. It also provides 5 ways to recover from failure: 1) Ignore naysayers; 2) Understand that failure is okay; 3) Use failure as leverage to propel growth; 4) Revisit goals to learn from past failures; 5) Create a massive action plan to overcome future
The seven habits are a framework for personal effectiveness and success. The first three habits - be proactive, begin with the end in mind, and put first things first - focus on self-mastery and independence. Habits 4, 5, and 6 address interdependence through thinking win-win, seeking first to understand then to be understood, and synergizing. The seventh habit is to sharpen the saw, which means renewing oneself physically, socially, mentally, and spiritually to sustain the other habits. Mastering the seven habits involves understanding how habits, character, and paradigms shape one's effectiveness.
This document discusses key performance indicators (KPIs) and how to calculate them graphically. [1] KPIs measure output levels given a certain input, like return on equity (ROE) which shows profit per RM1 of equity. [2] Graphs can show the relationship between inputs and outputs, with KPI lines depicting the output-input ratio. [3] Calculating KPIs graphically allows understanding how inputs affect outputs, quantifying changes, and justifying interventions by their impact on the output-input ratio.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits help develop character, manage self effectively, and build strong interdependent relationships.
Time management is the process of planning and exercising conscious control of time spent on specific activities, especially to increase effectiveness, efficiency, and productivity.
The document discusses Key Performance Indicators (KPIs), which are quantifiable measurements that reflect an organization's critical success factors. KPIs must be clearly defined, measurable, and directly linked to organizational goals. They should be limited in number and focused on factors most important for success. Properly defined KPIs can be used to manage performance by ensuring all employees work towards meeting targets.
This document discusses key performance indicator (KPI) calculation formulas and how to design effective KPIs. It provides steps for creating KPIs for a construction technician position, including defining objectives, identifying key result areas and tasks, and determining measurement methods. The document also outlines common mistakes to avoid when developing KPIs, such as creating too many KPIs or not linking them to strategy. Finally, it describes different types of KPIs like process, input, output, leading, lagging, outcome, qualitative and quantitative.
KRA KPI ( Key results area and Key performance indicators)Sagar Paul
A key result area (KRA) is a strategic factor critical for an organization to achieve its goals. KRAs identify important areas where strong positive results must be realized. Examples of KRAs include customer satisfaction, product management, and operational cost control. Key performance indicators (KPIs) provide leadership with metrics to measure progress towards objectives in the KRAs. Careful attention should be given to defining KRAs, key performance areas (KPAs), and KPIs in strategic planning and performance management.
Project Report on Industrial Summer Training at NTPC SimhadriAshish Uppu
The following pdf is a Project Report about my Industrial Training at NTPC Limited Simhadri, Visakhapatnam, Andhra Pradesh, India. It includes all the fundamentals of a Thermal Power Plant: its layout, various departments, principal components etc. It also contains a brief profile about the company.
Procrastination is the avoidance of tasks that need to be completed, which can lead to negative feelings. It interferes with academic and personal success. There are many excuses people use to procrastinate, such as thinking a task is too difficult or time-consuming. Overcoming procrastination provides benefits like peace of mind and feeling in control. Steps to cure procrastination include realizing you are delaying unnecessarily, discovering the real reasons, disputing those reasons, and beginning the task.
This document provides tips for increasing productivity in the workplace. It recommends (1) using Facebook appropriately and avoiding distractions, (2) setting deadlines to increase motivation and work speed, (3) turning off notification sounds to better concentrate, and (4) arranging to work from home to work more efficiently if the proper environment can be set up.
Outline this presentation
Introduction of the company
What is the stress
What is Stress Management
Work stress and its management
Managing stress
Tips for reducing stress
Reducing stress in the work workplace
Conclusion
The document provides responses from several candidates answering the question "Why should we hire you?". Some of the key reasons candidates provide include: their experience in the field and formal training providing the skills for the position; their caring attitude and compassion meeting the requirements of the work; believing they are the best candidate; wanting to prove their worth; having the right attitude to succeed in the role; being an asset due to their knowledge and abilities; being a hard worker and always looking to learn; and having strong communication skills. One candidate emphasizes their desire to apply their degree knowledge and help the company grow through sharing ideas, while working dependably and efficiently.
The document discusses how people often give up too easily after failing once and adopt negative attitudes like pessimism, fear of failure, and believing in their own weaknesses. It encourages the reader to keep trying again and again, maintain hope even in the face of failure, and believe in their own abilities rather than listening to discouraging voices. It provides examples from religious figures like the Prophet Muhammad and leaders like Jinnah who overcame challenges through determination and perseverance.
The document provides 45 quick sales tips from the book "SNAP Selling" by Jill Konrath. The book offers strategies for engaging busy prospects and winning sales faster. It has received numerous awards and high reviews on Amazon for providing practical advice to help sellers stand out from competitors by understanding prospects' needs and challenges. The snippets highlight tips such as focusing on the customer's perspective, using trigger events to create opportunities, bringing value as an expert resource, and aligning offerings with customer objectives.
Tony robbins unlimited power home study course 180p manualKiechelle Degale
The document discusses the history and development of artificial intelligence over the past 70 years. It outlines some of the key milestones in AI research from the early work in the 1950s to modern advances in machine learning using neural networks. While progress has been made, fully general human-level artificial intelligence remains an ongoing challenge being worked on by researchers.
The document summarizes the key principles from Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses the importance of having absolute principles like fairness and integrity. It also explains the difference between personality traits and character traits, and how both are needed for long-term success. Additionally, it outlines Covey's maturity continuum from dependence to independence to interdependence. The seven habits that Covey proposes are also briefly introduced: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw.
Work life balance - Myth or reality (WLB) PresentationNishad Showkath
The document discusses work-life balance, including definitions, evolution of the concept, components, determinants, models and theories. It addresses myths versus realities of work-life balance and provides tips to improve balance, such as setting goals, time management, self-care, and enjoying both work and life. The key outcomes are better productivity, lower turnover and absenteeism, and increased loyalty when organizations support employee work-life balance.
Procrastination PowerPoint Slides include topics such as: overcoming procrastination, the 8 causes of procrastination, recognition and signs of procrastination, remedies, approaching procrastinators, 9 rationalizations to avoid, behavioral solutions, do's and don'ts, solving procrastination, 14 remedies for procrastination, the self motivation option, how to's and much more.
The document discusses the seven habits of highly effective people according to Stephen Covey. It describes each of the seven habits and principles they are based on. The habits include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then be understood, synergizing, and sharpening the saw.
This document provides an overview of an industrial in-plant training report submitted by Batch-8 at the Dr. NARLA TATA RAO Thermal Power Station. It includes an acknowledgment, index, abstract on thermal power and coal, introduction to the power station, purpose of the visit, working of the power station, details of the units, and descriptions of the coal handling plant, boiler, and boiler auxiliaries like the economizer and superheater. The report aims to provide trainees knowledge about the practical workings of a thermal power generation plant through their visit.
This document provides information about verb tenses in English grammar. It defines what a verb is and explains several common verb tenses including the simple present, present progressive, simple past, past progressive, present perfect, present perfect progressive, past perfect, future, and future progressive tenses. Examples are given for how each tense is used. The document concludes with exercises for the reader to practice identifying verb tenses.
The document tells the story of a man who struggled with time management until he focused on making one tip work - getting one important task done each day. He had to change how he worked by blocking time for important tasks and separating urgent tasks. He also learned to identify truly important tasks and stop doing unimportant ones. Making just one tip work opened new opportunities for growth in his career.
Internships can be a win-win proposition for both students and employers. To help interested organizations launch successful internship programs, the Columbus Chamber will offer a series of workshops for local business leaders. The Columbus Chamber supports internships because they strengthen the business community.
The Columbus Chamber’s intern consultant, Dave Cofer's introductory workshop provides tips on how to best to leverage interns in your business. This is the ideal session for any organization that is considering the use of interns.
This document provides guidance on time management and delegation. It examines different views of time, reviews processes for using time effectively, and identifies elements of empowering work environments. The document outlines steps for successful delegation, including establishing desired results, guidelines, accountability, and consequences. It also discusses managing meetings, emails, interruptions, and common time consumers effectively.
The document summarizes Stephen Covey's book "The 7 Habits of Highly Effective People". It discusses the 7 habits which are: 1) Be Proactive, 2) Begin with the End in Mind, 3) Put First Things First, 4) Think Win-Win, 5) Seek First to Understand, Then to Be Understood, 6) Synergize, and 7) Sharpen the Saw. The habits help develop character, manage self effectively, and build strong interdependent relationships.
Time management is the process of planning and exercising conscious control of time spent on specific activities, especially to increase effectiveness, efficiency, and productivity.
The document discusses Key Performance Indicators (KPIs), which are quantifiable measurements that reflect an organization's critical success factors. KPIs must be clearly defined, measurable, and directly linked to organizational goals. They should be limited in number and focused on factors most important for success. Properly defined KPIs can be used to manage performance by ensuring all employees work towards meeting targets.
This document discusses key performance indicator (KPI) calculation formulas and how to design effective KPIs. It provides steps for creating KPIs for a construction technician position, including defining objectives, identifying key result areas and tasks, and determining measurement methods. The document also outlines common mistakes to avoid when developing KPIs, such as creating too many KPIs or not linking them to strategy. Finally, it describes different types of KPIs like process, input, output, leading, lagging, outcome, qualitative and quantitative.
KRA KPI ( Key results area and Key performance indicators)Sagar Paul
A key result area (KRA) is a strategic factor critical for an organization to achieve its goals. KRAs identify important areas where strong positive results must be realized. Examples of KRAs include customer satisfaction, product management, and operational cost control. Key performance indicators (KPIs) provide leadership with metrics to measure progress towards objectives in the KRAs. Careful attention should be given to defining KRAs, key performance areas (KPAs), and KPIs in strategic planning and performance management.
Project Report on Industrial Summer Training at NTPC SimhadriAshish Uppu
The following pdf is a Project Report about my Industrial Training at NTPC Limited Simhadri, Visakhapatnam, Andhra Pradesh, India. It includes all the fundamentals of a Thermal Power Plant: its layout, various departments, principal components etc. It also contains a brief profile about the company.
Procrastination is the avoidance of tasks that need to be completed, which can lead to negative feelings. It interferes with academic and personal success. There are many excuses people use to procrastinate, such as thinking a task is too difficult or time-consuming. Overcoming procrastination provides benefits like peace of mind and feeling in control. Steps to cure procrastination include realizing you are delaying unnecessarily, discovering the real reasons, disputing those reasons, and beginning the task.
This document provides tips for increasing productivity in the workplace. It recommends (1) using Facebook appropriately and avoiding distractions, (2) setting deadlines to increase motivation and work speed, (3) turning off notification sounds to better concentrate, and (4) arranging to work from home to work more efficiently if the proper environment can be set up.
Outline this presentation
Introduction of the company
What is the stress
What is Stress Management
Work stress and its management
Managing stress
Tips for reducing stress
Reducing stress in the work workplace
Conclusion
The document provides responses from several candidates answering the question "Why should we hire you?". Some of the key reasons candidates provide include: their experience in the field and formal training providing the skills for the position; their caring attitude and compassion meeting the requirements of the work; believing they are the best candidate; wanting to prove their worth; having the right attitude to succeed in the role; being an asset due to their knowledge and abilities; being a hard worker and always looking to learn; and having strong communication skills. One candidate emphasizes their desire to apply their degree knowledge and help the company grow through sharing ideas, while working dependably and efficiently.
The document discusses how people often give up too easily after failing once and adopt negative attitudes like pessimism, fear of failure, and believing in their own weaknesses. It encourages the reader to keep trying again and again, maintain hope even in the face of failure, and believe in their own abilities rather than listening to discouraging voices. It provides examples from religious figures like the Prophet Muhammad and leaders like Jinnah who overcame challenges through determination and perseverance.
The document provides 45 quick sales tips from the book "SNAP Selling" by Jill Konrath. The book offers strategies for engaging busy prospects and winning sales faster. It has received numerous awards and high reviews on Amazon for providing practical advice to help sellers stand out from competitors by understanding prospects' needs and challenges. The snippets highlight tips such as focusing on the customer's perspective, using trigger events to create opportunities, bringing value as an expert resource, and aligning offerings with customer objectives.
Tony robbins unlimited power home study course 180p manualKiechelle Degale
The document discusses the history and development of artificial intelligence over the past 70 years. It outlines some of the key milestones in AI research from the early work in the 1950s to modern advances in machine learning using neural networks. While progress has been made, fully general human-level artificial intelligence remains an ongoing challenge being worked on by researchers.
The document summarizes the key principles from Stephen Covey's book "The Seven Habits of Highly Effective People". It discusses the importance of having absolute principles like fairness and integrity. It also explains the difference between personality traits and character traits, and how both are needed for long-term success. Additionally, it outlines Covey's maturity continuum from dependence to independence to interdependence. The seven habits that Covey proposes are also briefly introduced: be proactive, begin with the end in mind, put first things first, think win-win, seek first to understand then to be understood, synergize, and sharpen the saw.
Work life balance - Myth or reality (WLB) PresentationNishad Showkath
The document discusses work-life balance, including definitions, evolution of the concept, components, determinants, models and theories. It addresses myths versus realities of work-life balance and provides tips to improve balance, such as setting goals, time management, self-care, and enjoying both work and life. The key outcomes are better productivity, lower turnover and absenteeism, and increased loyalty when organizations support employee work-life balance.
Procrastination PowerPoint Slides include topics such as: overcoming procrastination, the 8 causes of procrastination, recognition and signs of procrastination, remedies, approaching procrastinators, 9 rationalizations to avoid, behavioral solutions, do's and don'ts, solving procrastination, 14 remedies for procrastination, the self motivation option, how to's and much more.
The document discusses the seven habits of highly effective people according to Stephen Covey. It describes each of the seven habits and principles they are based on. The habits include being proactive, beginning with the end in mind, putting first things first, thinking win-win, seeking first to understand then be understood, synergizing, and sharpening the saw.
This document provides an overview of an industrial in-plant training report submitted by Batch-8 at the Dr. NARLA TATA RAO Thermal Power Station. It includes an acknowledgment, index, abstract on thermal power and coal, introduction to the power station, purpose of the visit, working of the power station, details of the units, and descriptions of the coal handling plant, boiler, and boiler auxiliaries like the economizer and superheater. The report aims to provide trainees knowledge about the practical workings of a thermal power generation plant through their visit.
This document provides information about verb tenses in English grammar. It defines what a verb is and explains several common verb tenses including the simple present, present progressive, simple past, past progressive, present perfect, present perfect progressive, past perfect, future, and future progressive tenses. Examples are given for how each tense is used. The document concludes with exercises for the reader to practice identifying verb tenses.
The document tells the story of a man who struggled with time management until he focused on making one tip work - getting one important task done each day. He had to change how he worked by blocking time for important tasks and separating urgent tasks. He also learned to identify truly important tasks and stop doing unimportant ones. Making just one tip work opened new opportunities for growth in his career.
Internships can be a win-win proposition for both students and employers. To help interested organizations launch successful internship programs, the Columbus Chamber will offer a series of workshops for local business leaders. The Columbus Chamber supports internships because they strengthen the business community.
The Columbus Chamber’s intern consultant, Dave Cofer's introductory workshop provides tips on how to best to leverage interns in your business. This is the ideal session for any organization that is considering the use of interns.
This document provides guidance on time management and delegation. It examines different views of time, reviews processes for using time effectively, and identifies elements of empowering work environments. The document outlines steps for successful delegation, including establishing desired results, guidelines, accountability, and consequences. It also discusses managing meetings, emails, interruptions, and common time consumers effectively.
Landing an Executive Level Job -- Middletown5 Tool Group
You are either moving up, nowhere or out. To get to the top, you have to be a business "ninja" warrior moving from one obstacle to the next difficult obstacle till you get to the top.
To land an executive level job, you have to think, speak and act like an executive.
If you need help landing an executive level job, please contact me at joza@winningspeechmoments.com.
You can watch the presentation that goes with this on YouTube:
https://youtu.be/y7Nh9fkfHLs
Create a Sustainable Career Into PM by Meta Product LeaderProduct School
This document discusses how to build a sustainable career in product management through applying human-centered design principles. It recommends starting with empathy for yourself by understanding your values and goals. When problems arise, it's important to reframe them into actionable issues and find solutions. Building resilience, prioritizing relationships over just products, and practicing self-compassion can help prevent burnout. Overall, focusing on happiness and well-being at work is key to a sustainable PM career.
This document discusses effective time management. It defines time and describes the importance of managing time to accomplish goals and reduce stress. Some key points include prioritizing tasks, focusing on the 20% of work that produces 80% of results, avoiding time wasters like procrastination and multitasking, keeping mornings for important tasks, and periodically assessing one's time management habits. Effective time management involves setting goals, staying organized, limiting distractions, and focusing on one task at a time.
This document discusses factors related to career development in the 21st century. It notes that career paths are increasingly non-linear and that career development can be facilitated through lateral or downward moves. It emphasizes taking responsibility for one's own career and investing in continual learning. Several aspects of career development are covered, including optimizing one's situation by understanding career anchors, engaging in career planning and using tactics to advance one's career, balancing work and non-work responsibilities, and engaging in personal development.
Change Management: How to Enable Organizational Change for Real & Lasting Res...PerfectMind
Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
Create An Accountability Culture Handout1.2010Kristiejones
The document discusses how to create an accountability culture within an organization. It outlines that employees want meaningful work, authority, competence and progress. Companies want engagement from employees. The document recommends clearly communicating expectations and involving leaders to set goals, provide feedback and reward employees to improve accountability. Regular follow-up is important to ensure learning and changes in behavior.
The document outlines 11 potential video topics for course content on various business and professional development subjects. These include communicating effectively using body language and tone of voice, managing time effectively using the Covey time management matrix, understanding the marketing mix, learning styles and team development models, setting SMART goals and objectives, developing a business strategy, leadership and motivation theories. The final topic discusses the key components of an income statement for accounting purposes. The videos could be used in courses on effective teams, customer service, marketing, training, leadership, management, business planning, personal effectiveness and basic accounting.
This presentation, originally delivered as a webinar, outlined the latest in thinking around employee feedback programs, specifically looking at pulse surveys and innovative ways organisations can use them.
The 2nd Most Powerful Time Management Tool: Delegatingbusinesswhitt
The document discusses delegation as the 2nd most powerful time management tool. It outlines 11 keys to effective delegation, including focusing on high value activities, delegating tasks based on competence, defining tasks clearly with deadlines and milestones, agreeing on resources and consequences, putting agreements in writing, and inspecting expected work. It also discusses adjusting management style based on an employee's task relevant maturity from directive to independent. The presentation encourages committing to delegation, identifying tasks to delegate, and offers a complimentary delegation diagnostic session.
Initially presented in 2005
Management training session to make sure that they manage performance issues competently and fairly and without incurring unnecessary cost.
Managers will be able to differentiate between a poor and a satisfactory performance.
Managers will know how to deal with poor performance.
Managers will recognise the skills needed to deal with performance issues professionally and in a timely manner.
The 5-day training program provides an overview of its daily activities which are aimed at helping participants with their job search and career success. The schedule includes sessions on building self-marketing skills, networking, resume and cover letter preparation, mock interviews, and goal setting. The document also discusses concepts like emotional intelligence, dealing with fears, and using accomplishments to showcase value to potential employers during the hiring process.
HMZbiz - Humanized Business 4 Human Potential DevelopmentThais Mendes
It is very common to absorb the activities that come up or take advantage of opportunities that require quick decision.
But which ones are in alignment with realization and self-realization?
What is the collaborative positioning in the best alignment with satisfaction?
After clarity of purpose and differential as potential delivery, we follow a constant mapping of all activities that are part of life, including personal and family. When the leader performs best in all areas, becomes more accomplished and enhances performance.
Development Career Planning Slides Nov 2009.Ppssleggett
The document discusses development and career planning between managers and employees. It provides frameworks to guide career conversations, including short and long term career objectives from both the employee and manager's perspective. It also identifies reasons why employees stay or leave organizations, and suggests development approaches for different employee situations based on their work abilities, interests, and attitudes. The overall message is that ongoing, quality career discussions between managers and employees can drive higher performance and engagement.
This document discusses effective vs ineffective coaching practices and their results. An emotional response such as anger or blame leads to unhealthy results like negativity and focusing on imperfections. A strategic response involves being reflective, asking for causes and solutions, revising strategies, setting goals, inspiring confidence, and communicating progress, which leads to healthy results. It also discusses self-esteem variables and how factors like upbringing, education, relationships, and success impact self-esteem.
How to Improve Communication Skills, Effective Communication Skills, Soft SkillsProfit Transformations
This training is on how to improve communication skills with little know soft skills insights. It will provide you with tips on effective communication strategies including DISC Profiles, effective delegation, leadership skills and more.
The slideshow is from a 1 hour webinar. Watch the video to learn become a better person with more on more effective communication skills from this training.
Find out more about improving your people skills by registering for our information packed half day workshop. Subscribe to http://profittrans4mations.com/people-skills
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
This document provides information about Dr. N. Asokan as a resource person, including his contact details and online profiles. It then discusses several topics relevant to Industry 4.0 including skills, knowledge, talent, competencies, technology, higher-order thinking, problem-solving, critical thinking, creativity, and the digital skills divide. It notes that markets are volatile, products have short lifecycles, and complexity is increasing, necessitating Industry 4.0's aim to help companies use data for quicker results and more agility. Key skills for Industry 4.0 include systems thinking, relationships, learning agility, problem identification and solving. The document emphasizes lifelong learning, self-discipline, emotional and practical intelligence,
Workshop on Taxonomy of Teaching Learning and AssessingDr. N. Asokan
Workshop on Taxonomy of Teaching Learning and Assessing, Bangladesh Psychometric Society (BPS)
, Revised Bloom Taxonomy, Instructional Objectives, Lower order thinking, higher order thinking, Dhaka University
Preview of Taxonomy of Teaching Learning and Assessing WorkshopDr. N. Asokan
The document discusses learning in higher education. It states that learning involves developing analytical skills, critically evaluating knowledge, and making new connections. It also involves acquiring practical skills, exploring problems, and learning to work in teams. All of this assumes direct human engagement, including teacher-student and peer interactions, as learning often occurs informally through social settings.
Dr.N.Asokan, Entrepreneur Characteristics, Purpose, Fanatic Discipline, Life Long Self Learning, Competency, Service Mindset, Personal Mastery, High Energy, Trusted Relationship, Story Telling, System Thinking, Mentor, Grey Area, Complexity
Simplicity, MACAPPSTUDIO, Rethink
The Mckinsey Way Book Summary by Dr.N.AsokanDr. N. Asokan
This document summarizes key concepts from the book "The McKinsey Way" about how McKinsey Consulting approaches problem solving. Some of the main ideas discussed include developing an initial hypothesis to structure problem solving, testing hypotheses with facts, leveraging past solutions but tailoring approaches to individual clients, and assembling effective teams. The document also provides tips for managing hierarchy by making one's boss look good through high quality work.
Economic Uncertainty by RAM CHARAN Book summaryDr. N. Asokan
The document discusses the challenges of leadership during economic uncertainty and volatility. It provides advice for CEOs and other leaders on how to manage their companies during difficult times. Some of the key points made include:
1) Leaders must make bold changes, including cutting costs and raising cash, to prepare their companies for potential worst-case scenarios. They need to continuously monitor the situation and be willing to change strategies quickly.
2) CEOs should communicate frequently with employees, be highly involved in operations, and make decisions with speed. They must also inspire confidence during uncertain times.
3) Financial managers must focus intensely on cash generation and conservation. All parts of the company need to work together towards this goal of cutting
Execution Book by Larry Bossidy and Ram Charan SummaryDr. N. Asokan
The document discusses the importance of execution in business. It defines execution as the systematic process of rigorously implementing strategy through questioning, analysis, and follow-through. The key to execution is linking strategy to operations and people. Execution requires clear goals, accountability, expanding capabilities, and rewarding performance. It is the job of leaders to execute through behaviors like knowing the business, insisting on realism, following through on commitments, and coaching others.
The document announces a national live webinar on educational leadership to take place on May 23rd, 2020 from 10am to 12pm. The resource person will be Dr. N. Asokan who will discuss various topics related to career paths, competencies, goals, leadership, and motivation in the teaching profession. The webinar aims to provide guidance to teachers on their professional development from early to senior roles in their careers.
lock down, Next new normal, new normal, dr.n.asokan, rethink, revisit, social distance, hand wash, sanitize, fittest, quickest, habits, mindset, immune system, hygiene, new global handshake
Webinar on Teachers to Educational LeaderDr. N. Asokan
webinar on Teachers to Educational Leader, CPSC, Dr.N.Asokan, Career Path in Teaching Profession
Different Verticals Education Business
Synchronization of Mission, Vision & Core Values
Competency = Knowledge X Skill X Talent X Other’s First Mindset
Work & Work Place
Stretch Goal, Sprint Goal & Step Goal
Motivations , Administrator, Manager & Leader @ Work Pyramid
Expectations of Boss & Employee
Time Spent @ Work NOT Equal Experience
First half of the Career NOT EQUAL TO Second Half of the Career
TMRR Learning Model : Target, Measure, Review ,Reflex
Leader : Leadership = (Position + Content) X Values
Senior Position: Things Change
Books Reading
Ground Reality of Research Issues and Concerns of Research ScholarsDr. N. Asokan
Dr.N.Asokan, Kalashalingam University, Purpose
Research Definition
Thinking Process
Issues Related to Research
Issues related to Guide – Student Relationship
Characteristics of Research scholars
Knowledge, Skill, Talent, Life Long Self Learning, Problem Solving Skills, Lower & Higher Order Thinking Skills, Fanatic Discipline
Class Room Research
Research Outcomes from Books
Dr.N.Asokan, Educational administrator, Educational Manager, Career Path in Teaching Profession
Different Verticals Education Business
Synchronization of Mission, Vision & Core Values
Competency = Knowledge X Skill X Talent X Other’s First Mindset
Work & Work Place
Stretch Goal, Sprint Goal & Step Goal
Motivations , Administrator, Manager & Leader @ Work Pyramid
Expectations of Boss & Employee
Time Spent @ Work NOT Equal Experience
First half of the Career NOT EQUAL TO Second Half of the Career
TMRR Learning Model : Target, Measure, Review ,Reflex
Leader : Leadership = (Position + Content) X Values
Senior Position: Things Change
Books Reading
online FDP, webinar, online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP online FDP SEED, SEED SEED SEED
Non Obvious, Future Predicting Skills, curating ideas, INSTANT KNOWLEDGE, ATTENTION WEALTH, HUMAN MODE, Light- Speed Learning, deep expert, fear of missing out
Rohit Bhargava is a trend curator and author who helps companies understand present trends to predict future trends. His book Non-Obvious discusses developing a "non-obvious" way of thinking to see what others miss. It identifies 10 megatrends, such as amplified identity and instant knowledge. The book reviews past trend predictions and discusses curating trends through the Haystack Method. It aims to help readers anticipate and win the future through creative, non-obvious thinking.
National Education Policy 2019, Rashtriya Shiksha Aayog
School Education, Higher Education, Professional Education,National Research Foundation, Teacher Education,Education Technology,Vocational Education,Promotion of Indian Languages Adult Education
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Catalyst Book Review
1. Catalyst
The ultimate strategies on how to win
at work and in life
Chandramouli Venkatesan
Penguin Random House India, 2018
Prepared by
D r. N . A s o k a n
2. Many people have the
ingredients for success,
but they mistakenly assume that
the presence of those
will guarantee success.
3. Real Individual Growth
Your career will grow only as much as you are
able to grow as an individual and as a
professional.
Career Growth = Real Individual Growth
Manage to grow your skills
Your knowledge
Decision making ability
Your judgment
Your influence on others
Communication skills etc
Towards deserving more, experience greater career growth
4. Focus on Deeds, don’t Worry about the Results
The probability of
getting the result
you want increases
when you stop
thinking about the
results and
start focusing on
the deeds
(actions) for
getting that
results
5. Most people assume that if they work hard and
spend years at work, then they are growing
their skills, knowledge and capabilities
If we succeed in the first halves of our carriers,
we will automatically succeed in the second
halves as well
6. Experience is equal to time and can be
measured in years.
Time Spent at Work Equal Experience
Organizational process and review are equal to
individual process/review
Productivity grows by itself
The thought that if you work hard every day, if
you keep achieving results, your productivity
grow by itself
7. Many people get to senior level or even higher
levels and FAIL ,
not because of a
lack of capabilities,
but because their
productivity
has not grown by
itself over the years.
8. The impact of work on life is
than the impact of life on work
lower
Life is a force that defines your
personality and how you come
across as a person at work
The values, Beliefs, Integrity, and
other human characteristics you
daily bring at work
Impact of Life on work is fundamental to success at work
Focus on how we lead our lives Focus on how we lead our lives
9. Time Spent at Work Does Not Equal
Experience
• How many years of
experience do you have
walking?
• How many years of
experience do you have
sleeping?
• How many years of
experience do you have in
finance/sales/production/
teaching?
Walking, sleeping we perform in a highly mechanical/thoughtless way.
We do not have active learning model associated with walk/sleep
10. Experience: Learning Model
• The presence of a learning model determines
whether the activity becomes experience or
not.
• Time is not an accurate measure of experience
• Time does not become experience by itself
11. Purpose of experience
What responds to situations in the future?
Purpose of experience is N O T
to measure what we have done in the past,
but to use it to do better in the future
12. Success at work
Effectiveness with
which convert
time into
experience
Ability to
convert time
and activity
into
experience
13. Convert Time and Activity
into Experience
Having a TARGET for the activity, measuring the
actual performance (effectiveness), and then
reviewing the performance to understand why it
was the way it was,
Reflection: What could I have done better?
I: will strengthen the individual experience
Better: build the experience that will enable you to
respond to situation in the future
TMRR is the learning model, Convert Time and Activity into Experience
14. Learning Cycle
• Any project, imitative or transformation that happens
routinely in organization.
• E.g. A new product launch
• Learning cycle starts with the process of identifying the
need for a new product, building a business proposal,
going thro the product development cycle, including
prototyping, researching, and testing as required,
building the manufacturing or service capabilities
required and launching into the market.
• Corrective action required after launching, stabilizing
the market
• End to End one learning cycle
15. Ability to respond to a situation and
get to the right answer
• TMRR is the HOW of
building experience and
real individual growth
• TMRR is a process by
which you extract that
experience building
opportunity
• Learning cycle is WHAT
of it
• On what opportunity do
you apply the TMRR
• Represents the
potential of experience
building in a project
Ability to generate solutions to
complex problems
TMRR
+
Learning Cycle
16. Senior Position: possess the necessary
productivity to make a complex role work
• Handle the multitasking the complex role
required
• Decide which meeting to spend time on
• Which issue should not be allowed to take
more than five minutes
• Senior Position: Able to finally create value
and a favorable output
17. Senior Position
• Output
• Ability to get things
done
• Manage complexity
• To be productive in a
complex environment
• To organize oneself and
manage your energy
and time
18. Senior Position: Things Change
Complexity of the
problems/issues you deal with
• The number of people want
your time is far greater than
you have
• The number of things that
need your attention is far
greater than the number you
have handled earlier
• The number of simultaneous
things you have to mange is
far greater than what you have
ever done.
The number/quantity/breadth of
the issues
• 1000hrs : Long term
strategic plan meeting
• 1100 hrs; to deal with next
week issue
• 1145hrs: to solve customer
issue immediately
Exponential Changes /Fluctuations in day to day activities
19. The “ HOW” of productivity
Circle of Concern: comprises things that impact you
directly or indirectly, but you can’t influence
Circle of Influence :
All those things that you
have an influence on.
Stephen Covey’s The seven Habits of Highly Effective People
Spend
Max.time to
produce
Max.output /
productive
Don’t waste time HERE.
Productivity Killer Spending time:
Negative emotions
Drains energy
Like a poison, take
small amount to
have great
negative impact
Controlled
Variables
Uncontrolled
Variables
20. The “ HOW” of productivity
The ‘Rocks First’ Method
Rock : Very Important Things
Sand: Trivial Things
The tragedy is that despite
knowing that most people
do not spend their time,
energy, resources at work
on ROCK things, and hence
NEVER achieve the success
THEY ARE CAPABLE OF
Sand and Rock disease: you are doing your best and yet things are not moving ahead: Frustration
21. Win Where It Matters: Second Half
• You don’t have to win
all the time
• Most people succeed in
the first halves of their
careers, very few in the
second half
• The most significant
career achievements
are often in the second
half of the career
45-55 age group: Career Stagnate: Unable to Contribute Meaningfully
Where you need to succeed is, where it is more difficult to succeed
22. Career Success: Easy in First Half,
Difficult in the Second Half
The Nature of the Organizational Pyramid
The Impact of the Boss and Supervisors
The Preparation required to Succeed at Each
Level
23. The Nature of the Organizational Pyramid
First Half Second Half
Creates more opportunities
Good enough to do the job
of next level, opportunity is
not a constraint
People are at the bottom of the pyramid,
wider base
Career
Progress
is a fn. of
absolute,
not the relative
Narrow part of the pyramid
Fewer opportunities,
more claimants
Career progress
is a fn. of
how good you are
relative to others
Stay for 4-5 years, next
opportunity does not
come immediately
24. The Impact of the Boss and Supervisors
First Half
• Results is a fn. of
capabilities and also a
fn. of very active
supervision
• Organization make up
for individual weakness
Second Half
• Results only due to your
capabilities and
measured far more
accurately
• Limited supervision
• Nobody to compensate
weakness, exposed at
this stage, failed
25. The Preparation required to Succeed at Each Level
First Half
The next, higher role is
somewhat similar to the
current role, and so the
current role often
allows a degree of
preparation for the next
Second Half
The next job is often
fundamentally different
from previous one
Current job of the individual does not prepare them
adequately to succeed at the next level,
start learning after getting there, failed
26. Why it is not Practiced?
Are you managing your first
half to succeed in the first
half?
Are you managing your first
half to succeed in the
second half?
Are you managing your first
half to build foundation
to succeed in the second
half?
Greater Career
Achievements are often
in the Second Half
Tremendous ROI in focusing
on Foundation- Building
in the First Half rather
than Chasing Short-Term
Career Success.
27. Why it is not Practiced?
Mindset
I can live without recognition for
a few more years
The Pressure to Be the
Best ‘RAT’ in the Race
Review NOT defined by
How we are learning
What Experience we are
Building
Which Skill we are acquiring
How we setting ourselves up
for sustainable success thro’
Foundation building
Lack of
Knowledge and
Guidance
How does one
make the right
choices?
What does
Foundation –
Building mean?
Which Skills &
Knowledge are
Relevant?
What is Right
Balance
between Width
& Depth?
28. Three Career Management Principles in First Half
1. Depth Over Width
Get Long periods in roles,
you acquire significant dept in functional area
Depth Builds Skills
Width Builds Knowledge ,
No longer the driver of Long-term success
Too much knowledge can a barrier at times
Prisoner of Past knowledge:
unable to accept new knowledge
What skills gives you
the ability to analyse
any knowledge pool
you have to face?
2. Complete Major Learning Cycles
….Which are Career Defining
The greatest impact of a major learning
cycle is when it changes you as a
Human Being
Building business Understanding from
the trenches
Understand the nuts and bolts of how
business happens
Understand and Relate to the bowels of
the business
Understand how strategy actually
works
3. Get out there when you can
29. Striving Sports: Aiming at
Self-Improvement, NOT winning
• You don’t necessarily
play to win
• About competing with
yourself
• Continually improving
yourself
• Competing with your
own previous records
To keep working very hard and where you need a high degree of perseverance and
commitment to stay where you are and improve incrementally
30. Motivations at Work
A c h i e v e m e n t
Large portion of career is spent
M a s t e r y
Purpose
Our Need to achieve:
Wealth
Comfortable living standards
Respect
Recognition
Our Need for being the Master of our Trade:
Ability to say our personal stamp of quality
Sense of representing high std. of excellence in what we do
Being a ref.std for the world in our area of work
Sense of purpose at work
Beyond our achievements and mastery
“WHY” of work
Beyond our personal needs
Higher in the
pyramid you
operate,
the better it is.
Work Pyramid
31. Managers / Leaders at Work
A c h i e v e m e n t
More difficult to move on and operate at the next level
M a s t e r y
Purpose
Hungry Beast
Cannot be satisfied easily
More you feed it, more it grows
Leadership: Make or break
How you engage, motivate and lead others
Allow team to learn, build their skill
Allow team to achieve
If leaders NOT operate at this level,
become ineffective, dysfunctional Leaders operate
at this level
Work Pyramid
Managers operate
at this level
Team achievement is more important than Leader (as individual) achievement
32. Values
Poor values
• If you
• cheat
• Have conflict of
interest
• Indulge any of sexual
or other harassment
• Misrepresent fact for your
advantage
• Practice favoritism
• Demonstrated precedents for
breach of values
• Disciplinary actions more
Upside of good values
If you
Have excellent values
+ve exemplar of good values
Difficult to find Demonstrated precedents
for reward good values
No carrier advancement due to
practicing good values
Not spoken enough
33. Leader: Leadership
Followership
How large the number of their
followers
Influence
The extent of influence the leader
has on their followership
Leadership = (Position + Content) X Values
Great success requires you to drive great change,
great change requires you to have great leadership impact and
to have great leadership impact you need to have great values.
Exemplary / Loadstar Values = trust, pristine honesty, simplicity, impact created
34. No Set Standard for it
• Each one of us believe that we are honest
• We always set the standard lower than our
current personal hone sty level
Honest Person
No Set Standard
Dishonest Person
35. Majority
Honesty
Pristine
Honesty
Deviants
Majority
DisHonesty
O t h e r s
D o R i g h t D o W r o n gDoRightDoWrong
I
I do Wrong Even
Others do Right
We do Right when
Everybody else does Right
Majority Honesty/ Dishonesty: We do Wrong when Everybody else does Wrong,
we don’t think We are Dishonest, we think acceptable.
Signal, Street of Singapore, not
standing in a line, toilet dirty
Indian Biological
Constitution changes
Std. of honesty
set by others,
NOT our own
I do Right,
Even Everybody else does Wrong
Change the Ref.Std. of
What is honesty from
“what the majority does’ to
“What I think is Right”
T r u l y H o n e s t
36. Develop Loadstar Values
• Living Life every day does not improve values
• To improve Physical Fitness, we work on it
• To improve Technical Skill, we work on it
• To improve Values, we need to work on it
• It is easier to be a smart electrical engineer than
to practice Pristine Honesty
• It is easier to be a marketing genius than it is to
be Truly Humble
Values improvement to a loadstar level thro’ an Improvement Plan, NOT happen by itself
37. What could I have done
better on values?
Every day Question
Stage 1: Sensitivity: Creating
Self Awareness of how fare at
the loadstar value std. of that
value.
Stage 2: Practice: Forcing
yourself to disciplined
practice, help to build
consciousness of the loadstar
value
Stage 3: Habits: Embedding into
you, become who you are
38. To find Answers to the Questions:
• How long should one work in one company?:
Career Decision
• Who is a good boss?
• Why so many senior and successful people
were gravitating to Golf/Cycling/ Marathon?
• How do you develop loadstar values?
• Why do you want to succeed in your career?