This document discusses various soft skills including leadership, group discussions, meeting management, adaptability, and work ethics. It provides definitions and explanations of these skills. For leadership, it discusses the importance of interpersonal effectiveness, awareness, ability, and commitment. For group discussions, it outlines skills needed, types of discussions, and dos and don'ts. Meeting management tips include communicating purpose, encouraging participation, and pressing for closure. Adaptability involves being flexible, improving communication and problem-solving skills, and highlighting examples through resumes and interviews.

1. Leadership Skills, Group Discussion, Meeting Management,
Adaptability & Work Ethics
~SHRUTI PANCHALWAR
(21ME322)

2. CONTENT :
 LEADERSHIP SKILLS
 GROUP DISCUSSIONS
 MEETING MANAGEMENT
 ADATABILITY
 WORK ETHICS

3. LEADERSHIP:-
Leadership is the ability to develop a vision that
motivates others to move with a passion toward a
common goal.

4. LEADERSHIP:-
DEFINITION OF LEADERSHIP
Leadership, according to Peter DeLisle, is the ability to
influence others, with or without authority.
All successful endeavors are the result of human effort;
thus, the ability to influence others is a derivation of
 Interpersonal Communications
 Conflict Management
 Problem solving

5. INTERPERSONAL EFFECTIVENESS
Interpersonal effectiveness is the capability of an individual
to do this, influence others, competently.
Leadership is a direct function of three elements of
interpersonal effectiveness
 Awareness
 Ability
 Commitment

6. AWARENESS
Awareness is a state of consciousness.
It is the ability to recognize yourself, others, events and
situations in real time.
It is the ability to assess the impact of actions on situations
and others, and be critically self-reflective.
It is a development process that is a function of experience,
communication, self discovery and feedback.

7. ABILITY
Ability to learn and understand technical issues is
the basis of our careers.
Ability to lead is a function of influence:
 Ability to communicate
 Ability to resolve conflicts
 Ability to solve problems and make decisions
As a member of a team, we influence others in a
collaborative effort to find better ideas or solve
problems.

8. COMMITMENT
For leaders, the “one thing” that leads to maturity is the fully
aware recognition that one’s decisions make a difference,
both positively and negatively, in the lives of others, and
that any attempt to solve a problem might have a decided
negative impact on some, while helping others.
In no-win scenarios, one must still make a hard decision.

9. LEADERSHIP STYLES

10. LEADERSHIP SOFT SKILL INCLUDES :
Leadership – soft skills
 Communications
 Motivation
 Stress Management
 Team Building
 Change Management

11. BEING A LEADER
 If you want to get ahead, be a leader, you must
assume:
 That everything that happens to you results in a situation that is
in your control
 That the attitude you convey is what you are judged on
 That what you think and do in your private life is what you will
reap in your public or corporate life
 You are what you think and believe
 If you never meet a challenge you will never find out what you
are worth

12. RECIPE FOR BEING A LEADER
 Take control of your life
 Assume responsibility for who you are
 Convey a positive and dynamic attitude in
everything you do
 Accept blame: learn from your own mistakes as
well as those of others. Take blame for
everything that happens in your unit
 Give credit wherever it is due
 Be compassionate when you review your team
members' progress or lack thereof

13. RECIPE FOR BEING A LEADER
 Think great thoughts. Small thinking is why
companies go broke
 Turn disasters into opportunities. Turn every
obstacle into a personal triumph
 Determine your "real" goals then strive to achieve
them
 When you want to tell someone something
important, do it personally
 Don’t be afraid to get your hands dirty doing what
you ask others to do. Make coffee

14. RECIPE FOR BEING A LEADER
 Listen effectively
 Encourage teamwork and participation
 Empower team members
 Communicate effectively
 Emphasize long-term productivity
 Make sound and timely decisions
 Treat each person as an individual
 Know yourself and your team
 Protect your team
 Have vision, courage and commitment

15. ALWAYS REMEMBER

16. GROUP DISCUSSIONS

17. WHAT IS GROUP DISCUSSION?
 Group discussion is formed by combining two
different words i.e. group and discussion. Here,
group means a number of people or things that are
put together considered as a unit whereas the word
‘discuss’ is derived from the Latin ‘discutere’, which
means to shake or strike. Thus ‘discussion’ refers to
examine the topic thoroughly to reach a conclusion.
Collectively, it is called Group discussion which
means the exchange of ideas by participated
candidates on a specific subject or topic. The whole
concept is to bring collectively a unit of people on a
common platform to share their ideas.

18. SKILLS NEEDED IN GROUP DISCUSSION
 Confidence.
 Effective Communication.
 Quality of Language.
 Listening Skills.
 Assertive Attitude.
 Paraphrasing Skills.
 Leadership.

19. TYPES OF GROUP DISCUSSION
Generally, group discussion categorized into two
categories i.e. Topic-based group discussion and
Case-based group discussion as discussed below

20. TYPE OF GROUP DISCUSSION:
 Topic-Based Group
Discussion:
In this discussion, a topic is
provided to the candidates
about what they have to
perform the discussion. This
logic has been drawn from
the actual work scenarios.
In this discussion, the given
topics are of three kinds i.e.
Factual topics,
Controversial topics and
Abstract topics (related to
intangible things)
 Topic-Based Group
Discussion:
Instead of the topics, small
cases are handover to the
candidates which leads to
the questions and they have
to discuss those questions.
This will help in finding out
the problem-solving abilities
of the candidates.

21. PURPOSE OF GROUP DISCUSSION
 to reach a solution on an issue of concern.
 To generate new ideas for solving a problem.
 For choosing the applicants after the written test for
a job or for admission to educational institutes.
 To train ourselves in various interpersonal skills.

22. DO’S OF GROUP DISCUSSION
 Speak pleasantly and politely in the group.
 Respect and recognize the contribution of every
member and represent it with a nod or a smile.
 Agree and acknowledge whatever you find interesting.
 Disagree politely because it is a discussion and not an
argument.
 Do a mental revision of what you are going to say. Think
of how you can best answer the question or contribute
to the topic.
 Stick to the theme of discussion and not get engaged in
other irrelevant discussions.
 Follow etiquettes while speaking.
 Be confident.

23. DON’TS OF GROUP DISCUSSION
 Don’t lose your temper. It is a group discussion, not
an argument.
 Don’t speak loudly or aggressively. Always use a
moderate tone and a medium pitch.
 Don’t do gestures like finger pointing and table
thumping. This can appear aggressive, so limit your
body gestures.
 Don’t dominate the discussion. As confident
speakers should allow the quieter, a chance to
speak up and contribute to the discussion.
 Don’t draw too much on personal experience.
 Don’t interrupt when someone else is speaking.
Wait for a speaker to finish before you speak.

24. MEETING MANAGEMENT

25. BASIC:
 All of us have probably had the experience of attending
a meeting where there were no outcomes, and the
conversation drifted way off the subject of the original
intent of the meeting. Participants leave meetings like
this feeling de-energized and perhaps even angry that
their time has been wasted. It can become difficult to
maintain enthusiasm and engagement when this
occurs. Unproductive meetings are also costly to
organizations in terms of staff time. Meeting
management skills are an important nursing leadership
competency. There is both an art and science to
the effective management of team, task force or
committee meetings. Effective meeting management is
a very visible way that one’s leadership skills are judged
by both peer and supervisors.

26. WHY IS MEETING MANAGEMENT IMPORTANT?
 According to studies conducted, about 30% of the
work time of an average employee is spent in
meetings. Wondering why? It is believed that
only 38%of the true meaning and feeling of any
message is conveyed by the manner in which
things are said, 7% is carried by the choice of
words and the remaining 55%, which is the largest
fraction, is carried by facial expressions and other
non-verbal cues. These statistics obviously make
written memos and telephonic conferences
relatively less important than face-to-face meetings.

27. Therefore, if meetings are so important, so is the
ability to manage them effectively. Cost efficiency
serves as the primary importance of meeting
management skills. The more organized a meeting
is, the lesser time will be wasted by employees,
resulting in increased productivity and revenues for
the organization.
 Good meeting management skills also ensure
valuable contribution by all team members, which
helps in finding the optimum solutions for issues at
hand. Meeting management also plays an
important role in improving communication,
interpersonal relationships, teamwork, as well as
employee morale and satisfaction.

28. WHAT IS THE OBJECTIVE OR PURPOSE OF
THE MEETING?
 Effective meetings start with good planning. Some
meetings may be required monthly staff or
committee meetings. These meetings often have
set agendas with specific topics/information that is
discussed. Other meetings have a specific purpose
such as a review of a sentinel event or selection of
a product vendor. Prior to planning a meeting, you
should have a very clear idea of the meeting focus.

29. GROUND RULES
 Meetings begin and end on time.
 The time frames on the agenda will be followed.
 All members are expected to arrive on time so
timely discussion can begin.
 Only one team member should be talking at any
given time.
 All viewpoints should be honored.
 Everyone needs to participate.
 Participants should refrain from reading email and
checking phone messages.
 Confidentiality should be maintained depending on
the topic of discussion.

30. HOW TO IMPROVE MEETING MANAGEMENT SKILLS?
 Since effective meetings are indispensable to the
success of an organization, the success of your job
as well as your career depends to a great extent on
your meeting management skills.

31. BEGIN BY COMMUNICATING THE PURPOSE.
Within the first five to seven minutes, outline the
purpose of the meeting very clearly by telling what
goals and objectives you wish to accomplish
through this meeting. Also use this time to set a
foundation, establish certain parameters, and
decide a timeframe to run the meeting in.

32. ENCOURAGE PARTICIPATION BY ALL
In order to make a meeting more effective, you
must be able to manage it in a way that allows for
open discussions. The participants of the meeting
who are shy or reluctant should be given equal
opportunity and encouragement to share their
opinions and contribute their ideas.

33. PRESS FOR CLOSURE
A decision is not necessarily made at the end of the
meeting only. There can be several items on the
agenda of a meeting. To ensure that the members
do not lose track of time or topic, press for closure
after a decision is made for each and every item on
the agenda. Summarize the main point at each step
i.e. the end of every discussion, as well as at the
end of the meeting. Allocate the roles and
responsibilities and have everyone acknowledge
their agreement.

34. ADATABILITY

35. WHAT DOES ADAPTABILITY MEAN?
Adaptability means the ability to be flexible and
adjust to changing factors, conditions or
environments. Being adaptable is highly valued in
almost all workplaces, since every industry and
business can be unpredictable

36. HOW TO IMPROVE ADAPTABILITY SKILLS
 Be aware of changes in your environment
 Develop a growth mindset
 Set goals for yourself
 Ask for feedback
 Learn to acknowledge and accept change

37. ADAPTABILITY SKILLS IN THE WORKPLACE
 If there are changes to processes, procedures or operational
practices, you can ask for clarification from teammates and
managers to help you better plan for transitions.
 You might request opportunities to work on tasks that may be
new to you or offer to take on responsibilities that require
creative approaches.
 If sharing your ideas with your colleagues is something that
makes you anxious, you could set a goal to contribute to team
meetings and collaborations.
 Try getting all aspects of your work organized, such as
documents, required paperwork, projects and other work
information, so you're prepared in case there are transitions
within your job.

38. EXAMPLES OF ADAPTABILITY SKILLS
Adaptability skills require various numbers of soft
skills to be applied successfully. It would be best if
you learned about these skills to put your learning
in practice.

39. INTERPERSONAL SKILLS
Interpersonal skills are the practices and strategies
an individual uses to interact with others viably. In
the professional world, the phrase refers to an
employee’s capacity to cooperate with other
people. It plays a crucial role in depicting your
overall adaptability. Being able to interact with
others can help you to neglect conflict and
miscommunication.

40. COMMUNICATION SKILLS
Your adaptability skills depend on how effectively
you can communicate with your managers and
teammates. Active listening and other modes of
communication are equal and essential aspects of
adaptability. It can also help you to direct changes
in your office dynamics or team relationships.

41. PROBLEM-SOLVING SKILLS
Your adaptable nature also depends on problem-
solving skills. You might use this skill to look out for
creative ideas and ways to solve challenging
issues. It also means to analyze and observe your
approach to solve a new problem which can show
managers to make improvements and alterations in
the way you solve problems at work.

42. TEAMWORK SKILLS
Teamwork skills are vital for succeeding at work
with no reference to your job title and industry.
Working and coordinating well with your managers,
clients and colleagues during meetings,
conversations, and other collaboration can help you
to complete the tasks differently while creating an
enjoyable environment for both yourself and others.

43. ORGANIZATIONAL SKILLS
 Organizational skills depict your abilities which let
you stay focused on various tasks and utilize your
strength, time and energy effectively and efficiently
to achieve the desired outcome. When you prepare
for your upcoming event in advance with prepared
paperwork, organized work area and other aspects
of the job, you can perform better with all those
operational changes at work

44. HOW TO HIGHLIGHT ADAPTABILITY SKILLS ON
YOUR RESUME AND INTERVIEW???
You can very well highlight your adaptability skills
on your resume by highlighting some of the skills
and providing examples of skills like leadership,
communication, and teamwork. When heading for
an interview, you can highlight your adaptability
skills by providing the interviewer with instances
that you have applied in your previous organization.
You can use your past achievements and
experiences which can help you to answer the
interviewer's question effectively