1. The document discusses guidelines for a workshop, including requesting that participants refrain from cross-talk, keep mobile phones silent, and direct questions to the trainer during breaks.
2. It explains that the workshop aims for introspection and self-investigation rather than finger-pointing. The workshop is interactive but not a brainstorming session.
3. Participants can stop the trainer anytime to request further explanation of a point, but detailed discussions should occur during breaks or dinner. All feedback on the content and overview is welcome.
Based on Book: People Pattern Power: P3 : The Nine Keys to Busi... by Marilyne Woodsmall http://www.amazon.com/gp/product/1892876000?ie=UTF8&camp=213733&creative=393177&linkCode=shr&=books&qid=1407827093&sr=1-1&keywords=people+pattern+power (Affiliation link)
This was the first webinar on the https://www.bigmarker.com/communities/doctoralnet/bulletin channel. the research on grit is clear that having it helps you finish hard tasks - Covey's 7 habits play into these ideas as well.
Based on Book: People Pattern Power: P3 : The Nine Keys to Busi... by Marilyne Woodsmall http://www.amazon.com/gp/product/1892876000?ie=UTF8&camp=213733&creative=393177&linkCode=shr&=books&qid=1407827093&sr=1-1&keywords=people+pattern+power (Affiliation link)
This was the first webinar on the https://www.bigmarker.com/communities/doctoralnet/bulletin channel. the research on grit is clear that having it helps you finish hard tasks - Covey's 7 habits play into these ideas as well.
Feixas, G. (2015, Marzo). Conflict in Meaning Systems: Perspectives and Implications for Mental Health and Psychotherapy. Symposium Chair en el International Convention of Psychological Science, de la APS (Association for Psychological Science), Amsterdam, Holanda.
Understanding and Treating Dental Caries in Young Children and Young AdultsDr Marielle Pariseau
Tooth decay is the end result of a transmissible bacterial infection that is preventable. This disease is called caries. Yet just placing fillings on teeth, which is what dentists have been doing all along, does not in the long haul stop this disease process.
The bacteria responsible for tooth decay generate acids from the fermentable carbohydrates we eat every day.
Feixas, G. (2015, Marzo). Conflict in Meaning Systems: Perspectives and Implications for Mental Health and Psychotherapy. Symposium Chair en el International Convention of Psychological Science, de la APS (Association for Psychological Science), Amsterdam, Holanda.
Understanding and Treating Dental Caries in Young Children and Young AdultsDr Marielle Pariseau
Tooth decay is the end result of a transmissible bacterial infection that is preventable. This disease is called caries. Yet just placing fillings on teeth, which is what dentists have been doing all along, does not in the long haul stop this disease process.
The bacteria responsible for tooth decay generate acids from the fermentable carbohydrates we eat every day.
This is part of an overall series of Training & Development methodology beliefs and the want for verification & Validation as well as further understanding
Leadership - emotional intelligence - spiritual intelligence - cultureLes morgan
A mixture to challenge old Newtonian thinking and start to deal with the quantum world and the fact that is we place people before profit - you gain twice as nuch profit!!! Sunday Times Top 100 Companies to Work For List
The day I realized I was not (yet) an agile coachSylvain Mahe
I remember that morning, 6 or 7 years ago. I had been practicing Agile for a couple of years and I had decided to update my LinkedIn profile. I opened my profile, edited my headline and replaced “Scrum Master” with “Agile Coach”.
That was a lie. But I didn’t know it at that time. I really believed I had become a coach. In reality I was a consultant, a trainer, sometimes a mentor.
A few years later I decided to go back to school -a coaching school- and it changed my life.
In this talk, I will share my personal journey to become an (Agile) Coach and share what I’ve learned along the way:
• What is the difference between consulting, training, coaching and why we should care?
• Why by calling ourselves coaches we are not doing any good to the coach profession?
• What can we do about it?
• How did I become a coach?
• What are my coaching tools?
• Does your organization really need a coach?
The Day I Realized I Was Not Yet An Agile Coach : Presented by Sylvain MaheoGuild .
I remember that morning, 6 or 7 years ago. I had been practicing Agile for a couple of years and I had decided to update my LinkedIn profile. I opened my profile, edited my headline and replaced “Scrum Master” with “Agile Coach”.
That was a lie. But I didn’t know it at that time. I really believed I had become a coach. In reality I was a consultant, a trainer, sometimes a mentor.
A few years later I decided to go back to school -a coaching school- and it changed my life.
In this talk, I shared my personal journey to become an (Agile) Coach and shared what I’ve learned along the way:
• What is the difference between consulting, training, coaching and why we should care?
• Why by calling ourselves coaches we are not doing any good to the coach profession?
• What can we do about it?
• How did I become a coach?
• What are my coaching tools?
• Does your organization really need a coach?
This is my personal view and summary on the thoughts and ideas behind the successful book of Stephen R. Covey, "7 habits of highly effective people".
All credits go to Stephen R Covey.
Sources:
YOUTUBE: https://www.youtube.com/watch?v=RygDHsK2a70 - 2014;
https://www.stephencovey.com/7habits/7habits.php - 2014
http://www.amazon.com/The-Habits-Highly-Effective-People/dp/1455892823
Communicating in uncertain times webinar
Tuesday 14 April 2020
presented by: Ann Pilkington and Tim Lyons
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/communicating-in-uncertain-times-webinar/
I am a very strong believer that the future of a nation is in the hands of its youth. The quality of a nation is therefore truly demonstrated through the quality of its youth.
I have often been the bonafide Mentor to several hundreds of youngsters in their careers & I must admit that I learnt more while mentoring them then I learnt from the books I read.
This is a small tribute in terms of helping many more hundreds of youngsters in their footsteps to hall of fame. May all you young business enthusiasts shine bright & make your businesses prosper even further.....Amen
Demystifying Talent mgmt (Assessment & Development Centers)ASHUTOSH LABROO
A lot is written & freely available on Talent Management on the web. This presentation however is a very personal & deeper insight into the Subject of Talent Management as well as Assessment & Development Centers & finally Career Planning.
I have tried to offer greater clarity in terms of what all these steps mean & I hope this clarifies doubts & queries people usually have on this subject.
Strength is within us learnings from the Life & Times of Bruce LeeASHUTOSH LABROO
I had written this piece in 2003. Long back indeed but I never shared it with others since it was very personal & I wrote this for a spiritual reason. I am a very strong believer that we as Human Beings decide our fate. We decide what we can & what we can't do.
It is we who also can decide whether people will remember us with a smile on their face & with a tear in their eyes. Here is a tribute to one of my favourite person in the whole world.
I admired him as an actor, as a fighter but this is a glorified tribute to the Teacher, The Guru called Bruce Lee through his momentous life story. Hope you like it.
This is an "About 360 Degree Feedback" presentation & it deals with how 360 Degree Feedback Tools are used in organizations.
Most of this is widely available on the web but the simplest of things are often not understood properly so I have tried to share what I have often taught & coached people on 360 Degree Feedbacks.
Hopefully, this should help any of the aspirants of 360 Degree Feedbacks as well as any companies who are interested in exploring this further.
I have often been asked about explaining these two very pertinent aspects that governs any business and they can invisible to the naked eye......In many ways Vision & Values builds the Organization's Culture & that is the secret sauce of success.....Again a personal take on this.
I am sure you will find something of interest here....
Cheers!!!!
Ashutosh.
A write up from my inside voice on Leadership. This is published in our National Newsletter (My current employer).
Hope that people find some amount of wisdom in it. :)
Keep Learning, Keep Growing......
Ashutosh Labroo
This presentation is a part of my coaching on a workout for a team of wannabe moderators within ISS.
It was well researched as well as backed by my own experiences & expertise. I feel any wannabe moderators & or anyone who is invited as a moderator will benefit a lot from this.................
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Challenge your paradigm
1. 1. We are supposed to wear no HAT right now of our roles played in our company & yet stay
connected.
2. During the workshop, we request no cross talking & interactions with except the trainer.
3. Whenever we are discussing any particular Concept or Behaviour; all of us are requested to
stay on the same subject & not move their concentration on another concept or behaviour.
4. Kindly keep your mobile phones switched off or on SILENT mode during the workshop.
5. There are no “WRONG QUESTIONS” in the world. You can ask as many questions as you
want from the TRAINER but during the breaks so that we maximize the learning time.
6. This workshop is not to point fingers or question any one of us & yet it aims to questions the
way we do things in simplest example terms. Its aimed at INTROSPECTION & SELF –
INVESTIGATION.
7. The workshop is inter-active (NOT BRAINSTORMING) & you can stop the TRAINER anytime
to request any point which you want to be explained further. However, to discuss details we
request you to discuss the same anytime during BREAKS or during DINNER time.
6. All suggestions on Contents, Overview, Usage are welcome to the TRAINER on email.
2. PARADIGMS
• DEEP ROOTED – CONDITIONING
• A FIXED (RIGID) PATTERN of THINKING, FEELING &
DOING
PARADIGM SHIFT
•
In 1962, Thomas Kuhn fathered, defined and popularized the
concept of "paradigm shift".
•
Think of a Paradigm Shift as a change from one way of
thinking to another.
•
It's a revolution, a complete transformation.
•
It just does not happen, but rather it is driven by agents of
change.
5. De-Mystifying Paradigms
All Paradigms comprises of the following 4 Strong Ps:1.
2.
3.
4.
PEOPLE – PARENTS, PEERS, TEAM, TEACHERS, GUIDE etc.
PROFESSION – WORK CULTURE, ORGANIZATION (N YEARS)
PHILOSPHY – VALUE SYSTEM, BELIEFS & FAITH etc.
PERCEPTION – CULTURE, UP-BRINGING, SITUATION etc.
1.
There are no perfect PARDIGMS. PARADIGMS can’t be perfect. If they are
GROWTH will stop. It has to always be about progress & continuous
change.
Any individual after “N” years of conditioning becomes arrogant about
his/ her RIGHTS & WRONGS. This can be the beginning of “GROSSLY
MISSING” on what they obviously need to CORRECT.
Every Individual be it a SENIOR LEADER or a MANAGER or a
SUPERVISOR must allow questioning their PARADIGMS after “N” years.
The N has to be decided based upon their PERFORMANCE/ RESULTS
Versus AMBITIONS/ INSIRATION.
The Higher the Individual would be in his/ her career, the tougher the
challenge of PARADIGMS.
2.
3.
4.
5.
7. A group of scientists placed 5 monkeys in a
cage and in the middle, a ladder with bananas
on the top.
8. Every time a monkey went up the ladder, the
scientists soaked the rest of the monkeys with
cold water.
9. After a while, every time a monkey went up the
ladder, the others beat up the one on the
ladder.
10. After some time, no monkey dare to go up
the ladder regardless of the temptation.
11. Scientists then decided to substitute one of the
monkeys. The 1st thing this new monkey did was to
go up the ladder. Immediately the other monkeys
beat him up.
After several beatings,
the new member learned
not to climb the ladder
even though never knew
why.
12. A 2nd monkey was substituted and the same occurred.
The 1st monkey participated on the beating for the 2nd
monkey. A 3rd monkey was changed and the same was
repeated (beating). The 4th was substituted and the
beating was repeated and finally the 5th monkey was
replaced.
13. What was left was a group of 5 monkeys that
even though never received a cold shower,
continued to beat up any monkey who
attempted to climb the ladder.
14. If it was possible to ask the monkeys why they would beat up
all those who attempted to go up the ladder…..
I bet you the answer would be….
“I don’t know – that’s how things are done around here”
Does it sounds familiar?
15. "Only two things are infinite:
The universe and human
stupidity. And I am not so sure
about the former."
Albert Einstein
17. ASPIRATION & ATTITUDE –
IDEAL SITUATION
ATTIUDE
BALL –
The
Enabler or
The Enemy
1.
2.
3.
4.
5.
6.
ASPIRATION–
THE BIG PICTURE
ATTITUDE & ASPIRATION – EXTREME SYNERGY.
Enables actions to accomplish VISION.
PERFORMANCE is ABOVE AVERAGE to EXCEPTIONAL.
The Person is ALIGNED with ASPIRATION.
ATTITUDE ensures a perfect alignment in PERFORMANCE & ASPIRATIONS.
An individual bound to succeed with his/ her ASPIRATION.
18. ASPIRATION & ATTITUDE –
ASPIRATION –
CHALLENGE SITUATION
THE BIG
PICTURE
ATTITUDE
– The
Enabler or
The Enemy
1.
2.
3.
ASPIRATION –
THE TWISTED
&
COMPRESSED
PICTURE
4.
5.
ASPIRATION &
ATTITUDE – LITTLE
or NO SYNERGY.
ATTITUDE disables
actions to
accomplish
ASPIRATION.
PERFORMANCE is
BELOW AVERAGE
to ABOVE
AVERAGE.
ATTITUDE disrupts
alignment in
PERFORMANCE &
RESULTS.
An individual bound
to fail with his her
ASPIRATION.
19. CHALLENGE - PARADIGMS
•
•
•
•
•
PARADIGM of COMMUNICATION
PARADIGM of CAPACITY & CHANGE
PARADIGM of ATTITUDE
PARADIGM of LEADERSHIP
PARADIGM of EQ – Emotional Intelligence
20.
21. Communication is a Series of Experiences of
Hearing
Smell
Seeing
Touch
Taste
22. Non-verbal
We learn :-
* By touch -1.5%
* By taste - 1.0%
* By Smell - 3.5%
* By hearing - 7.0%
* By Sight
- 87%
26. How the LISTENER infers you on what is
being said?
• 7% WORDS
– Words are only labels and the listeners put their
own interpretation on speakers words
• 38% PARALINGUISTIC
– The way in which something is said - the accent,
tone, dressing sense, perceptions, tone and
voice modulation is important to the listener.
• 55% BODY LANGUAGE
– Speaker’s usage of the body parts while
delivering a message affects the listener’s
understanding the most & at the highest level.
28. Fast Facts
• We listen at 125-250 wpm, think at 10003000 wpm
• 75% of the time we are distracted,
preoccupied or forgetful
• 20% of the time, we remember what we
hear
• More than 35% of businesses think
listening is a top skill for success
• Less than 2% of people have had formal
education with listening
29. Spread of your Average Mode
of Communication in a Day
Mode of
Communication
Percentage of
Time Used
Formal Years
of Training
Writing
9%
12 years
Reading
16 %
6-8 years
Speaking
30%
1-2 years
Listening
45%
0-few hours
30. 5 Basic reasons we Do Not Listen
•
•
•
•
•
Listening is Hard Work
Competition
The Rush for Action
Speed differences
Lack of Training
Hearing = physiological
Listening = psychological
31. 4 Types of Listeners
•
•
•
•
The Non-Listener
The Marginal Listener
The Evaluative Listener
The Active Listener
32. Active Listening (4 Steps)
1. Listen
2. Question
3. ReflectParaphrase
4. Agree/ Dis-Agree
(Negotiate – WinWin) – LATERAL
THINKING is
POSSIBLE
33. Step 1: Listen
• To Feelings As Well As Words
– Words – Emotions -- Implications
• Focus on Speaker
– Don’t plan, speak, or get distracted
• What Is Speaker Talking About?
– Topic? Speaker? Listener? Others?
• Look At Speaker
• Use Verbal & Non-Verbal Encouragers
34. Step 2: Question
• 3 Purposes
– Demonstrates you are listening
– Gather information
– Clarification
• Open-ended
– Tell me more?
– How did you feel?
– Then what happened?
35. Step 3: Reflect-Paraphrase
• Reflect What Is Said (In your words)
• Reflect Feelings
• Reframe
– Capture the essence of the communication
– Remove negative framing
– Move toward problem solving
36. Step 4: Agree
• Get Speaker’s Consent to Your Reframing
• Speaker Has Been Heard and Knows It!
• Solution Is Near!
37. The Power of Listening
ACTIVE LISTENING & LATERAL THINKING ABILITY
TIME FOR A TEST!!!!
38. Activity
• Speaker – talk for 2
min.
• Listener – listen using
the skills we’ve
discussed
• Observer – observe
the application of the
skills and take notes
39. Obstacles to Listening
• Selective Listening –
– Pay attention to interests
– Sort info on basis of what already know schemata
• External Obstacles
– Overload, complexity, noise
• Internal Obstacles
– Preoccupation, prejudgment, lack of effort, not
recognizing diverse listening styles
• Non- listening
40. TYPES OF BODY LANGUAGE
Remember that you are dealing with “PEOPLE”
• (P)OSTURES & GESTURES
– How do you use hand gestures? Stance?
• (E)YE CONTACT
– How’s your “Lighthouse”?
• (O)RIENTATION
– How do you position yourself?
• (P)RESENTATION
– How do you deliver your message?
• (L)OOKS
– Are your looks, appearance, dress important?
• (E)XPRESSIONS OF EMOTION
– Are you using eye movements/ facial expressions/ hand
movements to express emotion?
Power
41. “Everyone is a mirror image of yourself—
your own thinking coming back to
you”
- Byron Katie
Home
44. Capacity of Thinking (IQ)
Capacity to think comprises of analysis,
creativity & innovation and a
combination of both i.e. judgment
Analysis is about
asking the right
questions and breaking
complex things into
simpler things
Creativity and
Innovation is about
generating new thoughts
and breaking the existing
patterns of thought
Judgment requires a combination of
both, this is what helps us take quality
decisions
45. Capacity Of Relating (EQ)
The capacity to relate requires the ability to
empathize, the ability to listen with warmth and
respect, and a combination of both i.e, the
capacity to build trust
Ability to Listen with
warmth and respect.
Active listening is free of
biases,evaluation and
pre-conceived notions
Trust requires a combination of both
empathizing and listening. It’s about
authenticity, openness and genuineness
Empathizing is the
ability to put
oneself in someone
else’s shoes(by
getting out of our
own shoes)
46. Capacity of Actions (Doing)
The capacity to act is about organizing one’s time
and resources so that we convert our intentions into
reality (planning)
Organizing one’s
time and resources
so that we convert
our intentions into
reality
delegation,attention
to detail and focus on
the right process
build capacity to
implement
Working under pressure and time constraints and the
ability to handle multiple tasks without negative stress
47. Capacity of Learning or Being (SQ)
This capacity consists of three dimensions, namely introspection,
reflection & contemplation and flow.
Willingness to look back
and learn; ability to learn
from mistakes and
identify areas of
improvement
Observing one’s own
thoughts, actions and
emotions/feelings and
using the awareness to
improve further and
perform better
Ability to get into a new experience with
an open mind and flow with the
experience. The child like ability to derive
joy out of learning
49. PARADIGMS are CHALLENGED when:1. There is a a life changing event
2. The CONDITIONING is QUESTIONED
3. There is a STRUGGLE
• CATERPILLAR – BUTTERFLY
• BEETHOVEN – MUSIC
4. Create a Mis-Match by Design - Aspirations are
ahead of Resources
5. There is INTERNAL MOTIVATION
50. “Remember, training is not
what is ultimately important…
Change is.”
ARE YOU CHANGE READY!!!
TIME FOR ANOTHER TEST!!!!
55. Paradigm Shift – The Process
Politics/ Attempt to
De-Rail Change
Denial/
Resistance
Awareness & Planning
What is expected of me post
CHANGE?
CHANGE
What is next for me?
Gossip/
Rumours
Development Planning
What should I develop?
Reactions/
Emotional
Outbursts
Coaching & Feedback
How am I doing?
Recognition & Appreciation or
Criticism – Learn & Un-Learn
Have I understood CHANGE?
Assessment
How did I do?
Home
56.
57.
58. JOHARI WINDOW - Blind & Hidden Areas are your
enemies
Known to Self
Known
to Others
Not
Known
to Others
Not Known to Self
Open
Blind
Hidden
Unknown
65. THE ICEBERG
KNOWN
TO OTHERS & SELF
BEHAVIOR
SEA LEVEL
UNKNOWN to
OTHERS &
sometimes to SELF
VALUES – STANDARDS – JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS
66. Don’t Forget - JOHARI WINDOW
Known to Self
Not Known to Self
Known
to
Others
Open
Blind
Not
Known
to
Others
Hidden
Unknown
Home
67.
68. YOU CAN BE A LEADER
Ir-respective of:1.Zero Team
2.Your Age
3.Your Grade/ Level
4.Your Experience
5.Your In-Experience
6.Your Designation
69. Leadership Qualities
1. Never say “I Quit”
• Do you have the ability to persist & persevere?
• Do you have the courage to withstand all failures & roadblocks?
• Would you in a crisis - Step up, Rise and defeat the crisis?
2. Build Team (People who will stand together during good or
bad times)
• Getting people to work together can be done by anyone.
• To make them work as a team is what matters in any game of life –
profession or sport or anywhere with people at the backdrop.
• Building a team is no cake walk & certainly not the easiest of goals. It
requires a leader to take risks. Risk of personal sacrifice & doing the undone & thinking the un-thinkable.
• Team Building requires taking risks & the first principle of leadership is
making different people un-like each other work as a unit, as a family as a
cohesive force called as a “Team”.
70. Leadership Qualities
•
•
•
•
3. Raise the bar – Forever
– Who said there is something called as a TARGET/ GOAL?
– Once you reach a goal, it doesn’t mean “The End”, it just means a
milestone is finished but then that’s not all.
– After a goal, you can enjoy, reflect, learn, un-learn & move on to
set another goal.
– The pursuit of perfection is not in its attainment but in the journey
4. Stand by your convictions
Leadership is not always about consensus.
It is also about suspending popular judgments for a strong personal
vision.
It is about standing up for the belief you strongly possess &
recognizing the talent within the un-explored facets of your team.
It is about doing the right thing even when the consensus is against
the same.
71. Leadership Qualities
5. Leadership is more about
“Pull” than “Push”
• Are you able to respond with Patience to aggressive behavior?
• Is your usual approach to aggression - more responsive aggression?
• Do you think you can always get work done only by pushing people?
• Metaphor of Push Versus Pull – Volunteers Please!!!
6. Leadership’s most critical aspect - Problem Solving Ability
– Do you find PROBLEMS or do you look for SOLUTIONS?
– Do you look for ALTERNATIVES when blocked by any issues or wait
for seniors to act?
72. Leadership Qualities
7. Have Faith in people & Believe in them
– Surprisingly, everyone of us has a small child hidden inside.
– Everyone of us likes to be acknowledged, recognized, appreciated &
loved for.
– You’d be pleasantly surprised with what your people can do for you if
you have faith in them.
– A good leader doesn’t get in-secure if his/ her team member is
appreciated.
– People don’t leave us for money, they find money as the reason when
we don’t give them anything else in abundance.
– The anything else is care, appreciation, acknowledgement,
recognition & support.
73. Leadership Qualities
8. Passion
– Are you Passionate about something?
– Are you really in touch with your SPIRIT,
THOUGHTS, FEELINGS & ACTIONS?
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74.
75. Before we move ahead please note that:
• IQ means intelligence quotient
• EQ means emotional quotient
• EI means emotional intelligence
77. EMOTIONAL INTELLIGENCE IS: -
1. OUR CAPACITY TO RECOGNIZE OUR OWN FEELINGS FOR OTHERS
2. AND HOW WE MANAGE OUR OWN FEELINGS WITHIN OUR SELF
78. Are we giving EQ education in schools /colleges
• NO. Our educational system gives stress on IQ and not on EQ. We are
taught History, Hindi, English, Geography, Physics, anthropology,
Botany, Computers, Medicine, Engineering etc.
• We are NOT TAUGHT how to handle frustration, anxieties, stress,
failure, depression, burnout, inferiority complexes, ego problems
• We are not told to learn how to manage emotions i.e.; interaction,
coordination, Adjustment, communication
WE ARE EXPECTED TO LEARN ALL THESE FROM OUR PARENTS, PEER
GROUP OF OTHER ROLE MODELS who in turn might themselves have
EQ as a major challenge of their PERSONALITY
At the later stages of our lives we are told to master emotional
competencies to be SUCCESSFUL.
We are not taught how to fight Recession, Job Loss, Death, Depression,
De-Motivation, Fear etc.
79. IQ v/s EQ
(Intelligence Quotient v/s Emotional Quotient)
• The research shows that IQ
can help you to be
successful to the extent of
20 percent only in life. The
rest of 80 percent success
depends on your EQ & SQ
20%
IQ
80% EQ
Then What is Success ????
81. IQ versus EQ
• IQ predicts success at school
• IQ on average predicts only 10% of
success on the job
• IQ is fixed, and peaks in the late teens
and early twenties.
• IQ is culturally bound
• IQ cannot be developed
82. Characteristics of a low EQ Person
“If only I had a different job … …”
“If only I had finished graduation … …”
“If only I had been handsome/beautiful …”
“If only my spouse had stopped drinking …”
“If only I had been born rich and famous…”
“If only I had good contacts…”
“If only I had better friends …”
“If only I had married someone else …”
83. Characteristics of a High EQ Person
• A time to wait and a time to watch,
• A time to be aggressive and a time to be passive,
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•
•
•
•
•
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A time to be together and a time to be alone,
A time to fight and a time to love,
A time to work and a time to play,
A time to cry and a time to laugh,
A time to confront and a time to withdraw,
A time to speak and a time to be silent,
A time to be patient and a time to decide.
84. Two battleships assigned to the training squadron had been at sea on maneuvers in heavy
weather for several days.
I was serving on the lead battleship and was on watch on the bridge as night fell.
The visibility was poor with patchy fog, so the captain remained on the bridge keeping an
eye on all activities.
Shortly after dark, the lookout on the wing of the bridge reported, "Light, bearing on the
starboard bow." "Is it steady or moving astern?" the captain called out.
Lookout replied, "Steady, captain," which meant we were on a dangerous collision course
with that ship.
The captain then called to the signalman, "Signal that ship: We are on a collision course,
advise you change course 20 degrees.“
Back came the signal, "Advisable for you to change course 20 degrees.“
The captain said, "Send, I'm a captain, change course 20 degrees."
"I'm a seaman second class," came the reply. You had better change course 20 degrees."
By that time the captain was furious. He spat out, "Send, I'm a battleship. Change course 20
degrees.“
Back came the flashing light, "I'm a lighthouse.“
We changed course.
85. Make a difference wherever you go?
Be significant – stand firm & yet allow the storms
to pass by “YOU”. Be a Lighthouse
86.
87. Real capacity is explored when
THINKING-HEAD
there is an alignment between
IQ
BEING-SPIRIT
SQ
DOING-BODY
Actions
FEELING-HEART
EQ
88. “Learning how to learn
is life's most
important skill.”
– Tony Buzan
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