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Educational Leadership

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.

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National Live Webinar On Educational LeadershipSaturday, 23rd May 2020 10.00a.m. to 12.00a.m. Re s o u r c e P e r s o n Dr.N.Asokan ntvasokan@gmail.com 94451 91369 www.Linkedin.com/asokan-n-dr-70781a35 www.slideshare.net/Asokanndr https://www.facebook.com/profile.php?id=100050849886980 Department of Mechanical Engineering
P u r p o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s H a p p i n e s s S a t u r d a y, 2 3 r d M a y 2 0 2 0 1 0 . 0 0 a . m . t o 1 2 . 0 0 a . m . N a t i o n a l L i v e W e b i n a r O n Educational Leadership Dr.N. Asokan ntvasokan@gmail.com 94451 91369 www.Linkedin.com/asokan-n-dr-70781a35 www.slideshare.net/Asokanndr https://www.facebook.com/profile.php?id=100050849886980
Teacher To Educational Administrator Educational Manager Educational Leader Purpose
06. VC/ ADVISOR Mission Impossible Think Unthinkable Fanatic Discipline Practical Intelligence Career Path in Teaching Profession 01 02 03 04 ASST.PROF. FRESH 1 - 3 y r s ASSOCIATE PROF. 3 - 1 0 y r s PROF. / HOD 1 0 - 2 0 y r s PRINCIPAL 2 0 - 2 5 y rs 03. PROF. / HOD Multi Tasking, Life long self learning Work for Money OR What? Developing next HOD Personal Mastery in one vertical System Thinking, service mindset Manager, Board of studies, academic Council Solving known problems 01. ASST.PROF. Teach Subjects for Results Work for Money Follow the Rules No idea of how system is working 02.ASSOCIATE PROF. Effective Teaching Work for Money Work for Dept. Sometimes Follow the Rules some idea of how system is working Administration Learning Cycle Self disciplined 04. PRINCIPAL Quality in every activity Policy Decisions Developing next Principal Change Management Solving unknown Problems Leading to next Level, Legacy Personal Mastery in different verticals Director/ COE / Registrar 2 5 - 3 0 y r s VC / Advisor / Policy Member Above 30 yrs 05. REGISTRAR/ COE Shared Vision Policy Making People First Problems Identification Disciplined Mind 05 06
Education Business Continually Changing Regulating Agencies UGC AICTE UNIVERSITY GOVT Local Authorities Students & Staff Outcomes Value Added Quality Culture Legacy Change Internal External Business Unit Income Vs Expense Profit Budget Capital Investment ROI Recurring Non Recurring Investors Purpose (Mission) Vision Core Values Culture Guidelines Rules & Regulations Parents/ Industries / Society Characteristics Best Practices Quality Finance Approval Profit Development Expectations Brand Image VUCA Post Pandemic
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 The thought that if you work hard every day, if you keep achieving results, your productivity grow by itself Organizational process and review are equal to individual process/review Experience is equal to time and can be measured in years. Time Spent at Work Equal Experience
What you do for yourself ? Have to Do Fulfil Institution's Mission, Vision Core Values Activities demanded by the authorities Want to Do How do you spend your effort, time & energy at work place, if no demand from any authorities? W h a t i s y o u r M i s s i o n , V i s i o n , C o r e Va l u e s ? What you want to do and what you feel is right Vs What the authority says you can do to receive another pay check S o m e T i m e s M o s t o f t h e T i m e s Activities Important Relevant Significant Engaged Not Engaged Actively Disengaged
MAPPING Culture Create Purpose Alignment MissionVisionCore Values Institutional / D e p t . / I n d i v i d u a l L e v e l What do we believe in???????? How What Why Why do I choose this profession beyond my salary/ making money?
SONY (1954) C O R E I D E O L O G Y Core Purpose To experience the sheer joy of innovation and the application of technology for the benefit and pleasure of the general public Core Values Elevation of the Japanese culture and national status Being a pioneer—not following others; doing the impossible Encouraging individual ability and creativity Vivid Description We will create products that become pervasive around the. ... We will be the first Japanese company to go into the American market and distribute directly. ... We will succeed with innovations like the transistor radio that American companies have failed at. ... Fifty years from now, our brand name will be as well known as any on Earth ... and will signify innovation and quality that rivals the most innovative companies anywhere. ... “Made in Japan” will mean something fine, not shoddy. 25-Year BHAG Become the company most known for changing the worldwide image of Japanese products as being of poor quality E N V I S I O N E D F U T U R E
Hewlett-Packard (1950s) CORE IDEOLOGY Core Purpose To make technical contributions for the advancement of science and welfare of humanity Core Values Respect for the individual Affordable quality and reliability Collaborative creativity Community contribution and responsibility Profitable growth E N V I S I O N E D F U T U R E 25-Year BHAG Become widely influential as a role model social institution and one of the best managed corporations in the world Vivid Description We will consistently deliver products that make a technical contribution and improve the lives of our customers. ... We will attract the best graduates from top universities and provide them an environment to be creative. ... We will maintain our entrepreneurial drive even as we attain significant size. ... HP people will share in the success of the company, making large numbers of them wealthy. ... HP people will be enthusiastic about, loyal to, and proud of their company to an unusual degree. ... They will feel that senior management works for them, not the other way around. ... We will maintain this spirit, even as we become a multi billion- dollar, profitable growth company with tens of thousands of people. ... By virtue of our success and progressive management methods, we will have a significant impact on the way companies are managed around the world.
Mission: Provide compassionate and quality eye care affordable to all Vision: To eliminate needless blindness…. Q u a l i t y P o l i c y : To ensure quality in every aspect of eye care, delivered in a timely manner with utmost safety to the patient and thus achieve high level of patient satisfaction
Talent Knowledge Skill Employability: Graduate Performance Strength / Potential / Competency a
Talent • Excellence • Innovation • Strategic thinking • Unteachable • Hard to transferable Skill • Arithmetic • Word, Excel • Give a safe Injection • Teachable Knowledge • Safety Rules • Teachable Limitation of Skill & Knowledge –Situation Specific When situation changes Talent only works When Context Changes Update Kn owle dge - Re-Learn Re-Skill & Up-Skill
We a k n e s s Activities that are effortless for some may be Frustratingly Difficult for others As soon as you find yourself in a ROLE that requires you to one of your nontalents - or area of low skills or knowledge – a weakness is born NOT Related to Person with respect to Role
Work place involves intense contacts with people, practical experience, working relationships with less capable colleagues, rivalry –driven people, gossiping people, self-centered people. Interdependent E x t r a o r d i n a r y O p p o r t u n i t i e s Independent Dependent
Wo r k : D ef i n i t i o n Any value we create that requires us to spend our time, focus, energy, and effort – whether in the context of occupation, relationship or parenting – is work Work is core to the human experience Meaningful to individual, Value to others Work is a reinforcement of that sense of being- of our sense of belonging- and a way to discover ourselves as we interact with the world around us
1 3 2 Making: A c t u a l l y d o i n g w o r k …I did that Making is what typically comes to mind when you think of work Executing tasks, Tackling objectives Creating value of any kind Engaging with reports Deliver tangible values Meshing: ‘w o r k b e t w e e n t h e w o r k ’ makes more effective Rarely tied directly to results Don’t get paid for it Doesn’t show up in anyone’s organizations priority Most important of long term success Getting best work out of individuals and team Mapping: “ W o r k b e f o r e t h e W o r k ” individually or with others Planning, Strategy meeting, Setting priorities Less tangible aspects of work, such as values, sense of why you do what you do, Fail to account for these, lose your focus and land in wrong direction Composed of activities that stretch and grow Acquiring and developing new skills Reinforcing and enhancing knowledge Cultivating curiosity Generating better understanding of the context for work Paying attention to the adjacent spaces in industries Most tactical of the three kinds of work, where it’s easiest to get distracted Must have some guiding principles to Have To Do WantToDo Meaningful Work
What is the F r e q u e n c y of priority change? What basis C o n t e x t change? What basis people B e h a v i o u r change? Organizational Departmental Individual
Meaningful Work / Work Satisfaction Work that fulfils four criteria 1. Autonomy 2. Complexity 3. Mastery 4. Purpose Satisfaction defines that one feels after having achieved a challenging goal that was in doubt
T h r e e Ty p e s o f G o a l s : Growth does not happen by accident Step Sprint Stretch Step goal help to accomplish Sprint, Sprint goal help to accomplish stretch goal It’s the result of intentional effort and consistent progress. Step, Sprint and Stretch nest within one another
Big and a major feat. Challenge you to grow. You can control and measure. If you can’t control, you can’t plan for it Make sure to celebrate when you achieve your goals What is the change? Long-arc goal forces you to go far beyond our comfort zone
Four Key Areas of Stretch Goals Personal/ SpiritualHealth Emotional growth Self-awareness Personal mastery Relational Cultivating and growing relationship MentalDeveloping Intellectual capacity Ability to process complex information Meta-Cognitive Business/ Work Competency Practical Intelligence Change Critical Business Skill Be Aware: the goals many people set are less practical or strategic and more like wishful thinking You cannot pursue greatness and comfort at the same time
Thumbs Up And Down for PowerPoint PERFROMANCE GOAL ×Purpose: to demonstrate ×Effective for staright forward problems ×Stop trying / Learning ×During adversity helpless ×New situations, blame lack of intelligence for diffculties ×Disdain efforts as a sign of weakness LEARNING GOAL Purpose: to develop Effective for applications in new situations Keep trying / Learning During adversity mastery oriented New situation, setbacks are guidepost to the mastery Welcomes efforts to improve Goals towards Mastery Both can fuel Achievement F i xe d M i n d s e t G r o w t h M i n d s e t L i fe L o n g S e l f L e a r n i n g
Learn to Work in Three Stages Initial years Known Target Known Resources Known Problems Known Solutions Middle Part of the Career Resources not entirely within the control Un Known Problems Known Solutions Senior Roles No control over Resources No control over People Un Known Problems Un Known Solutions E xe c u t i o n I m p l e m e n t a t i o n
P u r p o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s
Motivations @ Work Pyramid 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. If lead ers NOT operate at this level, become ineffective, dysfunctional Managers operate at this level Leadership: Make or break How you engage, motivate and lead others Allow team to learn, build their skill Allow team to achieve Hungry Beast Cannot be satisfied easily More you feed it, more it grows Administrators operate at this level More difficult to move on and operate at the next level Leaders operate at this level Administrators/ Managers / Leaders @ Work Pyramid Team achievement is more important than Leader (as individual) achievement Motivation 1 . 0 Motivation 2 . 0 Motivation 3 . 0
Employees Expecting from Boss 1. Feedback 2. Empowerment 3. Coaching 4. Transparency 5. Recognition 6. Opportunity 7. Clear Tasks 8. Access 9. Respect for Personal Time During a career, report to 10 direct bosses and 10 indirect bosses of those bosses D u r i n g P a n d e m i c T r u s t : H o n e s t y & I n t e g r i t y H o p e ; I d e a s & E n e r g y S t a b i l i t y : C l a r i t y & C o n f i d e n c e C o m p a s s i o n : C a r e & U n d e r s t o o d
Key person do not seem to have responsibility to decide or to deliver, but they seemed to have infinite authority to block people from doing anything Accept them as UNOFFICIAL Boss
Boss expecting from Employees 300% Effort, Energy, Time Loyalty Honesty Get-it-done Results Irrespective of what you think of the BOSS, you have to accept the BOSS
S e r v e I n t e r n a l C u s t o m e r s Bo ss Colleagues Team Work Relationship Subordinates 100% 100% 100%
Time Spent @ Work NOT Equal Experience Experience: Purpose, Learning Model, Success @ work Success @ work Ability to convert time and activity into experience Effectiveness with which convert time into experience 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 . Purpose of Experience Purpose of experience is not to measure what we have done in the past, but to use it to do better in the future What responds to situations in the future? = what I actually did? / what is maximum possible for me? Experience as Proxy for the Skills Employee / Employer are Seeing How many years of experience do you have Sleeping? How many years of experience do you have Walking? How many years of experience do you have in your field or Profession?
TMRR Model : Convert Time and Activity into Experience Having a TARGET for the activity PLAN & DO 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 Learning Cycle
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 T M R R + L e a r n i n g C y c l e
You don’t have to win all the time The Nature of the Organizational Pyramid First Half Second Half People are at the bottom of the pyramid, wider base Creates more opportunities Good enough to do the job of next level, opportunity is not a constraint 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 ou are relative to others Career Success: Easy in First Half, Difficult 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 The Preparation required to Succeed at Each Level Luxury to Fail
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? Are you managing your first half to succeed in the first half? / to succeed in the second half? / to build foundation to succeed in the second half?
Senior Position: Possess the necessary productivity to make a complex role work COMPLEXITY Simultaneous things you have to mange is far greater than what you have ever done. Complexity of the problems/issues you deal with vary CHANGE Exponential Changes /Fluctuations in day to day activities on hourly basis ABSTARCT & CONCERTE 1000hrs : Long term strategic plan meeting 1100 hrs; to deal with next week issue 1145hrs: to solve customer issue immediately MULTITASKING 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 NUMBER OF people want your time is far greater than you have things that need your attention is far greater than the number you have handled earlier Senior Position Things Change Productivity, create value and a favorable output The number/quantity/breadth of the issues
comprises things that impact you directly or indirectly, but you can’t influence All those things that you have an influence on. Circle of Influence Controlled Variables Circle of Concern Uncontrolled Variables Don’t waste time HERE. Productivity Killer Spend Max.time to produce Max.output / productive Spending time: Negative emotions Drains energy Like a poison, take small amount to have great negative impact T h e ‘ R o c k s F i r s t ’ M e t h o d 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 Sand and Rock DiseaseThe “ HOW” of Productivity
Leadership = (Position + Content) X Values L e a d e r great values leadership impact great change L e a d e r s h i p 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. Followership How large the number of their followers Leader: Leadership I n f l u e n c e The extent of influence the leader has on their followership Exemplary / Loadstar Values = trust, pristine honesty, simplicity, impact created Not spoken enough Content Strategy Based on what, decision Thinking process
Leadership Through Books Reading Change Management Level 1 Level 2 Level 3
Profit Goals increases Anxiety Depression Negative Indicators Love Attention Care Empathy i l l - b e i n g Purpose Goals W e l l b e i n g To learn To grow To improve other lives Higher levels of staisfaction Positive Indicators
P u r p o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s
What is your Thought Process??? D r . N . A s o k a n 9 4 4 5 1 9 1 3 6 9 ntvasokan@gmail.com www.slideshare.net/Asokandr www.Linkedin.com/asokan-n-dr-70781a35 www.facebook.com/profile.php?id=100050849886980
Administrator Work for money Discipline IQ Fixed Mindset Known Problems Known Solutions Physical M o ti v a ti o n 1 . 0 Step Goal Achieve ment Quality Knowl edge Pleasure Discip lined mind Managi ng Tasks Objecti ves Manager Work for what? Self- Discipline EQ Growth Mindset Un Known Problems Known Solutions Mental M o ti v a ti o n 2 . 0 Sprint Goal Mastery Excelle nce Skill Passion Synth esizin g & Creati ng Mind Relatio nships To Thoug hts Vision Leader Work for purpose Fanatic Discipline Practic al Intellig ence Other’s First Mindset Un Known Problems Un Known Solutions Emotional M o ti v a ti o n 3 . 0 Stretch Goal Purpose Legacy Talent Purpose Respe ctful & Ethica l Mind Thoug ht to Self- Aware ness Mission

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Educational Leadership

  • 1.
    National Live WebinarOn Educational LeadershipSaturday, 23rd May 2020 10.00a.m. to 12.00a.m. Re s o u r c e P e r s o n Dr.N.Asokan ntvasokan@gmail.com 94451 91369 www.Linkedin.com/asokan-n-dr-70781a35 www.slideshare.net/Asokanndr https://www.facebook.com/profile.php?id=100050849886980 Department of Mechanical Engineering
  • 2.
    P u rp o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s H a p p i n e s s S a t u r d a y, 2 3 r d M a y 2 0 2 0 1 0 . 0 0 a . m . t o 1 2 . 0 0 a . m . N a t i o n a l L i v e W e b i n a r O n Educational Leadership Dr.N. Asokan ntvasokan@gmail.com 94451 91369 www.Linkedin.com/asokan-n-dr-70781a35 www.slideshare.net/Asokanndr https://www.facebook.com/profile.php?id=100050849886980
  • 3.
    Teacher To Educational Administrator EducationalManager Educational Leader Purpose
  • 4.
    06. VC/ ADVISOR MissionImpossible Think Unthinkable Fanatic Discipline Practical Intelligence Career Path in Teaching Profession 01 02 03 04 ASST.PROF. FRESH 1 - 3 y r s ASSOCIATE PROF. 3 - 1 0 y r s PROF. / HOD 1 0 - 2 0 y r s PRINCIPAL 2 0 - 2 5 y rs 03. PROF. / HOD Multi Tasking, Life long self learning Work for Money OR What? Developing next HOD Personal Mastery in one vertical System Thinking, service mindset Manager, Board of studies, academic Council Solving known problems 01. ASST.PROF. Teach Subjects for Results Work for Money Follow the Rules No idea of how system is working 02.ASSOCIATE PROF. Effective Teaching Work for Money Work for Dept. Sometimes Follow the Rules some idea of how system is working Administration Learning Cycle Self disciplined 04. PRINCIPAL Quality in every activity Policy Decisions Developing next Principal Change Management Solving unknown Problems Leading to next Level, Legacy Personal Mastery in different verticals Director/ COE / Registrar 2 5 - 3 0 y r s VC / Advisor / Policy Member Above 30 yrs 05. REGISTRAR/ COE Shared Vision Policy Making People First Problems Identification Disciplined Mind 05 06
  • 5.
    Education Business ContinuallyChanging Regulating Agencies UGC AICTE UNIVERSITY GOVT Local Authorities Students & Staff Outcomes Value Added Quality Culture Legacy Change Internal External Business Unit Income Vs Expense Profit Budget Capital Investment ROI Recurring Non Recurring Investors Purpose (Mission) Vision Core Values Culture Guidelines Rules & Regulations Parents/ Industries / Society Characteristics Best Practices Quality Finance Approval Profit Development Expectations Brand Image VUCA Post Pandemic
  • 6.
    Most people assumethat 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 The thought that if you work hard every day, if you keep achieving results, your productivity grow by itself Organizational process and review are equal to individual process/review Experience is equal to time and can be measured in years. Time Spent at Work Equal Experience
  • 7.
    What you dofor yourself ? Have to Do Fulfil Institution's Mission, Vision Core Values Activities demanded by the authorities Want to Do How do you spend your effort, time & energy at work place, if no demand from any authorities? W h a t i s y o u r M i s s i o n , V i s i o n , C o r e Va l u e s ? What you want to do and what you feel is right Vs What the authority says you can do to receive another pay check S o m e T i m e s M o s t o f t h e T i m e s Activities Important Relevant Significant Engaged Not Engaged Actively Disengaged
  • 9.
    MAPPING Culture Create Purpose Alignment MissionVisionCoreValues Institutional / D e p t . / I n d i v i d u a l L e v e l What do we believe in???????? How What Why Why do I choose this profession beyond my salary/ making money?
  • 10.
    SONY (1954) C OR E I D E O L O G Y Core Purpose To experience the sheer joy of innovation and the application of technology for the benefit and pleasure of the general public Core Values Elevation of the Japanese culture and national status Being a pioneer—not following others; doing the impossible Encouraging individual ability and creativity Vivid Description We will create products that become pervasive around the. ... We will be the first Japanese company to go into the American market and distribute directly. ... We will succeed with innovations like the transistor radio that American companies have failed at. ... Fifty years from now, our brand name will be as well known as any on Earth ... and will signify innovation and quality that rivals the most innovative companies anywhere. ... “Made in Japan” will mean something fine, not shoddy. 25-Year BHAG Become the company most known for changing the worldwide image of Japanese products as being of poor quality E N V I S I O N E D F U T U R E
  • 11.
    Hewlett-Packard (1950s) CORE IDEOLOGY CorePurpose To make technical contributions for the advancement of science and welfare of humanity Core Values Respect for the individual Affordable quality and reliability Collaborative creativity Community contribution and responsibility Profitable growth E N V I S I O N E D F U T U R E 25-Year BHAG Become widely influential as a role model social institution and one of the best managed corporations in the world Vivid Description We will consistently deliver products that make a technical contribution and improve the lives of our customers. ... We will attract the best graduates from top universities and provide them an environment to be creative. ... We will maintain our entrepreneurial drive even as we attain significant size. ... HP people will share in the success of the company, making large numbers of them wealthy. ... HP people will be enthusiastic about, loyal to, and proud of their company to an unusual degree. ... They will feel that senior management works for them, not the other way around. ... We will maintain this spirit, even as we become a multi billion- dollar, profitable growth company with tens of thousands of people. ... By virtue of our success and progressive management methods, we will have a significant impact on the way companies are managed around the world.
  • 13.
    Mission: Provide compassionate andquality eye care affordable to all Vision: To eliminate needless blindness…. Q u a l i t y P o l i c y : To ensure quality in every aspect of eye care, delivered in a timely manner with utmost safety to the patient and thus achieve high level of patient satisfaction
  • 14.
  • 15.
    Talent • Excellence • Innovation •Strategic thinking • Unteachable • Hard to transferable Skill • Arithmetic • Word, Excel • Give a safe Injection • Teachable Knowledge • Safety Rules • Teachable Limitation of Skill & Knowledge –Situation Specific When situation changes Talent only works When Context Changes Update Kn owle dge - Re-Learn Re-Skill & Up-Skill
  • 16.
    We a kn e s s Activities that are effortless for some may be Frustratingly Difficult for others As soon as you find yourself in a ROLE that requires you to one of your nontalents - or area of low skills or knowledge – a weakness is born NOT Related to Person with respect to Role
  • 17.
    Work place involves intensecontacts with people, practical experience, working relationships with less capable colleagues, rivalry –driven people, gossiping people, self-centered people. Interdependent E x t r a o r d i n a r y O p p o r t u n i t i e s Independent Dependent
  • 19.
    Wo r k: D ef i n i t i o n Any value we create that requires us to spend our time, focus, energy, and effort – whether in the context of occupation, relationship or parenting – is work Work is core to the human experience Meaningful to individual, Value to others Work is a reinforcement of that sense of being- of our sense of belonging- and a way to discover ourselves as we interact with the world around us
  • 20.
    1 3 2 Making: Ac t u a l l y d o i n g w o r k …I did that Making is what typically comes to mind when you think of work Executing tasks, Tackling objectives Creating value of any kind Engaging with reports Deliver tangible values Meshing: ‘w o r k b e t w e e n t h e w o r k ’ makes more effective Rarely tied directly to results Don’t get paid for it Doesn’t show up in anyone’s organizations priority Most important of long term success Getting best work out of individuals and team Mapping: “ W o r k b e f o r e t h e W o r k ” individually or with others Planning, Strategy meeting, Setting priorities Less tangible aspects of work, such as values, sense of why you do what you do, Fail to account for these, lose your focus and land in wrong direction Composed of activities that stretch and grow Acquiring and developing new skills Reinforcing and enhancing knowledge Cultivating curiosity Generating better understanding of the context for work Paying attention to the adjacent spaces in industries Most tactical of the three kinds of work, where it’s easiest to get distracted Must have some guiding principles to Have To Do WantToDo Meaningful Work
  • 21.
    What is theF r e q u e n c y of priority change? What basis C o n t e x t change? What basis people B e h a v i o u r change? Organizational Departmental Individual
  • 22.
    Meaningful Work /Work Satisfaction Work that fulfils four criteria 1. Autonomy 2. Complexity 3. Mastery 4. Purpose Satisfaction defines that one feels after having achieved a challenging goal that was in doubt
  • 23.
    T h re e Ty p e s o f G o a l s : Growth does not happen by accident Step Sprint Stretch Step goal help to accomplish Sprint, Sprint goal help to accomplish stretch goal It’s the result of intentional effort and consistent progress. Step, Sprint and Stretch nest within one another
  • 24.
    Big and amajor feat. Challenge you to grow. You can control and measure. If you can’t control, you can’t plan for it Make sure to celebrate when you achieve your goals What is the change? Long-arc goal forces you to go far beyond our comfort zone
  • 25.
    Four Key Areasof Stretch Goals Personal/ SpiritualHealth Emotional growth Self-awareness Personal mastery Relational Cultivating and growing relationship MentalDeveloping Intellectual capacity Ability to process complex information Meta-Cognitive Business/ Work Competency Practical Intelligence Change Critical Business Skill Be Aware: the goals many people set are less practical or strategic and more like wishful thinking You cannot pursue greatness and comfort at the same time
  • 26.
    Thumbs Up AndDown for PowerPoint PERFROMANCE GOAL ×Purpose: to demonstrate ×Effective for staright forward problems ×Stop trying / Learning ×During adversity helpless ×New situations, blame lack of intelligence for diffculties ×Disdain efforts as a sign of weakness LEARNING GOAL Purpose: to develop Effective for applications in new situations Keep trying / Learning During adversity mastery oriented New situation, setbacks are guidepost to the mastery Welcomes efforts to improve Goals towards Mastery Both can fuel Achievement F i xe d M i n d s e t G r o w t h M i n d s e t L i fe L o n g S e l f L e a r n i n g
  • 27.
    Learn to Workin Three Stages Initial years Known Target Known Resources Known Problems Known Solutions Middle Part of the Career Resources not entirely within the control Un Known Problems Known Solutions Senior Roles No control over Resources No control over People Un Known Problems Un Known Solutions E xe c u t i o n I m p l e m e n t a t i o n
  • 28.
    P u rp o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s
  • 29.
    Motivations @ Work Pyramid Ac 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. If lead ers NOT operate at this level, become ineffective, dysfunctional Managers operate at this level Leadership: Make or break How you engage, motivate and lead others Allow team to learn, build their skill Allow team to achieve Hungry Beast Cannot be satisfied easily More you feed it, more it grows Administrators operate at this level More difficult to move on and operate at the next level Leaders operate at this level Administrators/ Managers / Leaders @ Work Pyramid Team achievement is more important than Leader (as individual) achievement Motivation 1 . 0 Motivation 2 . 0 Motivation 3 . 0
  • 30.
    Employees Expecting fromBoss 1. Feedback 2. Empowerment 3. Coaching 4. Transparency 5. Recognition 6. Opportunity 7. Clear Tasks 8. Access 9. Respect for Personal Time During a career, report to 10 direct bosses and 10 indirect bosses of those bosses D u r i n g P a n d e m i c T r u s t : H o n e s t y & I n t e g r i t y H o p e ; I d e a s & E n e r g y S t a b i l i t y : C l a r i t y & C o n f i d e n c e C o m p a s s i o n : C a r e & U n d e r s t o o d
  • 31.
    Key person donot seem to have responsibility to decide or to deliver, but they seemed to have infinite authority to block people from doing anything Accept them as UNOFFICIAL Boss
  • 32.
    Boss expecting from Employees 300%Effort, Energy, Time Loyalty Honesty Get-it-done Results Irrespective of what you think of the BOSS, you have to accept the BOSS
  • 33.
    S e rv e I n t e r n a l C u s t o m e r s Bo ss Colleagues Team Work Relationship Subordinates 100% 100% 100%
  • 34.
    Time Spent @Work NOT Equal Experience Experience: Purpose, Learning Model, Success @ work Success @ work Ability to convert time and activity into experience Effectiveness with which convert time into experience 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 . Purpose of Experience Purpose of experience is not to measure what we have done in the past, but to use it to do better in the future What responds to situations in the future? = what I actually did? / what is maximum possible for me? Experience as Proxy for the Skills Employee / Employer are Seeing How many years of experience do you have Sleeping? How many years of experience do you have Walking? How many years of experience do you have in your field or Profession?
  • 35.
    TMRR Model : ConvertTime and Activity into Experience Having a TARGET for the activity PLAN & DO 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 Learning Cycle
  • 36.
    Ability to respondto 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 T M R R + L e a r n i n g C y c l e
  • 37.
    You don’t haveto win all the time The Nature of the Organizational Pyramid First Half Second Half People are at the bottom of the pyramid, wider base Creates more opportunities Good enough to do the job of next level, opportunity is not a constraint 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 ou are relative to others Career Success: Easy in First Half, Difficult 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 The Preparation required to Succeed at Each Level Luxury to Fail
  • 38.
    Why it isnot 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? Are you managing your first half to succeed in the first half? / to succeed in the second half? / to build foundation to succeed in the second half?
  • 39.
    Senior Position: Possessthe necessary productivity to make a complex role work COMPLEXITY Simultaneous things you have to mange is far greater than what you have ever done. Complexity of the problems/issues you deal with vary CHANGE Exponential Changes /Fluctuations in day to day activities on hourly basis ABSTARCT & CONCERTE 1000hrs : Long term strategic plan meeting 1100 hrs; to deal with next week issue 1145hrs: to solve customer issue immediately MULTITASKING 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 NUMBER OF people want your time is far greater than you have things that need your attention is far greater than the number you have handled earlier Senior Position Things Change Productivity, create value and a favorable output The number/quantity/breadth of the issues
  • 40.
    comprises things thatimpact you directly or indirectly, but you can’t influence All those things that you have an influence on. Circle of Influence Controlled Variables Circle of Concern Uncontrolled Variables Don’t waste time HERE. Productivity Killer Spend Max.time to produce Max.output / productive Spending time: Negative emotions Drains energy Like a poison, take small amount to have great negative impact T h e ‘ R o c k s F i r s t ’ M e t h o d 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 Sand and Rock DiseaseThe “ HOW” of Productivity
  • 41.
    Leadership = (Position+ Content) X Values L e a d e r great values leadership impact great change L e a d e r s h i p 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. Followership How large the number of their followers Leader: Leadership I n f l u e n c e The extent of influence the leader has on their followership Exemplary / Loadstar Values = trust, pristine honesty, simplicity, impact created Not spoken enough Content Strategy Based on what, decision Thinking process
  • 42.
    Leadership Through BooksReading Change Management Level 1 Level 2 Level 3
  • 43.
    Profit Goals increases Anxiety Depression NegativeIndicators Love Attention Care Empathy i l l - b e i n g Purpose Goals W e l l b e i n g To learn To grow To improve other lives Higher levels of staisfaction Positive Indicators
  • 44.
    P u rp o s e C a r e e r P a t h S t a k e h o l d e r s M i s s i o n C o m p e t e n c y & W e a k n e s s W o r k & W o r k p l a c e G o a l s M o t i v a t i o n 3 . 0 F i r s t & S e c o n d h a l f o f t h e C a r e e r E x p e r i e n c e S e n i o r P o s i t i o n T h i n g s C h a n g e L e a d e r & L e a d e r s h i p L e a d e r s h i p t h r o ’ B o o k s
  • 45.
    What is your Thought Process??? D r. N . A s o k a n 9 4 4 5 1 9 1 3 6 9 ntvasokan@gmail.com www.slideshare.net/Asokandr www.Linkedin.com/asokan-n-dr-70781a35 www.facebook.com/profile.php?id=100050849886980
  • 46.
    Administrator Work for money Discipline IQ Fixed Mindset Known Problems Known Solutions Physical M o ti v a ti o n 1 . 0 Step Goal Achieve ment Quality Knowl edge Pleasure Discip lined mind Managi ng Tasks Objecti ves Manager Work for what? Self- Discipline EQ Growth Mindset Un Known Problems Known Solutions Mental M o ti v a ti o n 2 . 0 Sprint Goal Mastery Excelle nce SkillPassion Synth esizin g & Creati ng Mind Relatio nships To Thoug hts Vision Leader Work for purpose Fanatic Discipline Practic al Intellig ence Other’s First Mindset Un Known Problems Un Known Solutions Emotional M o ti v a ti o n 3 . 0 Stretch Goal Purpose Legacy Talent Purpose Respe ctful & Ethica l Mind Thoug ht to Self- Aware ness Mission

Editor's Notes

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