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THE ENABLER
P. K. MITRA
MARKETING MANAGER
EURODRUG LABORATORIES - INDIA
THE MISSION OF ENABLER
 To unlock the concealed potential in
people. Convert their dormant
inherent strengths into actuality.
 Leverage their latent energy to
achieve their goals and dreams and
enable them to emerge as winners.
Enabling ……….
 Swami Tejomayananda of Chinmaya Mission says:
“That which is needed foremost from the modern
youth is right thinking, leading to a clear vision of
life.
 We should remove all barriers of pettiness and
THINK BIG! Big things are achieved in the world,
first, by daring to conceive them in our mind.
 Man dared to think that he could fly like a bird -
and the first flying machine was invented!
Thinking Big is the key. Thinking big is thinking‟
Of how we can become the best, the finest and
The greatest in everything we do.
Can We Think Big
… like Him !
“ It is pardonable to aim high and miss, but it
is not pardonable to aim low ”.
Late U.N. Mehta s (founder of Torrent‟
Pharmaceuticals) profound statement:
 Richard David Bach in his widely acclaimed book
Jonathan Livingston Seagull says:
“Don t believe what your eyes are telling you. All they‟
show is limitation. Look with your understanding,
find out what you already know…”
The eyes can show us the horizon, the boundaries
and our constraints - but when we see with our
mind, they go out of sight.
The vibrations of big thoughts which we pick up get
embedded within us.
These vibrations modify our behavior and actions to
turn us into successful human beings. Sure enough,
success means different things to different people.
It may mean personal prosperity for some, prestige,
recognition and status in society for others.
For many it could mean leadership in business and
social groups, fat pay cheques, comfort, luxury social
and financial security.
 A person with winning edge becomes an effective
enabler / manager. In order to get the winning edge,
we need to strive for excellence, not perfection.
 Striving for perfection is neurotic but striving for
excellence is progressive , Knowing we have done a
job well & achieved our objective.
 Success is not measured by our position in life but by
the obstacles we overcame to get there.
 People who have overcome obstacles are more secure
than those who have never faced them.
 ''A smooth sea never made a skillful mariner.''
Everything is difficult before it becomes easy.
Winners see the potential; losers see the past.
Winners see the gain; losers see the pain.
The winner is always part of the answer;
the loser is always a part of the problem.’
Coaching is an important tool for an Enabler:
 Coaching brings about internal shifts in a person by
triggering insights, which later coalesce into behavioral
and attitudinal changes just like that magic moment
when we learn to balance on a bike.
 Right coaching changes the patterns in the brain, which
drive so much of human behavior, and to be able to do it
lightly and humorously.
 When participants can laugh at themselves, they are
more receptive to internal changes. Most people are
unsure of themselves and live in a state of insecurity.
This often causes them to be needlessly touchy and
unwilling to change. If greater confidence is cultivated,
they will learn to tolerate themselves and others better.
Enablers measure their effectiveness according
to the internal changes they bring in their
trainees. They keep evolving, learning how to
work with people sensitively, creatively, and
easily.
 Reason for our corporate managers fail to
deliver the goods in terms of growth and
global competition has been our failure to
develop an indigenous management style;
 A style that revolves around our own cultural
roots and upbringing. The exceptions are
those corporate houses that take their
Indian-ness seriously and make it work with
highly visible, profitable and positive results.
Foremost among these being the Tata, Birla
and Reliance groups.
For every successful man on earth will tell
you the only difference they made was that
they dared to undertake a journey they
believed in
MANAGER AS ENABLER
 Instrumental in the professional & personal objective
attainment of team-mates, with ownership for
creating new business .
 Innovation at workplace to overcome the issues
strategically and lead by delegation, demonstration,
and empathy with intact core values.
 Corporate Managers must shift from controlling to
enabling business groups with honesty & modesty to
connect with customers.
CORPORATE ENABLERS – 10
CHARACTERISTICS
1. Provide clear direction:
An effective manager needs to establish clear goals
and standards for people. He must communicate
group goals, not just individual goals. He must
involve people in setting these goals, and not
simply dictate them. He must be clear and thorough
in delegating responsibility and demonstrate
wherever required.
2. Encourage open communication:
The manager must be candid in dealing with people.
He must be honest, direct and to the point. People
want straight information from their bosses.
Managers must establish a climate of openness and
trust by being good listener and empathize with the
situations.
3. Willing to coach and support people:
Enablers help others, working constructively to
correct performance problems and bat for
subordinates with superiors. This last practice
"was consistently rated as one of the most
important aspects of effective leadership,” says
Robert Stringer, senior vice president of Harbridge.
4. Provide objective recognition:
Must recognize people for good performance more
often than criticizing them for performance
problems. Rewards must be related to the
excellence of job performance, not to seniority or
personal relationships. Convert smart mistakes into
business opportunities.
5. Establish on-going controls:
This means following up on important issues and
actions and giving teammates/subordinates
feedback on how they are doing, timely appraisals
and appropriate appreciation for them will enable a
better team excellence.
6. Ensuring right selection of staff:
An enabler in HRD selects the right people to staff
the organization and retain the best employees by
offering best of training, conducive growth
environment, timely appraisal followed by
appreciation & promotion.
7. Conflict resolution ability:
An enabler is capable of handling conflicts at the
work place with presence of mind & intelligence. He
spots the problems at the root as they form and nip
them in bud as well as deal with bigger conflicts
with a win-win attitude when they do arise.
8. Encourage innovation and new ideas:
Employers rate this quality important in even the
most traditional or conservative organizations.
Innovation, in its purest form, means change, the
kind that make an organization excellent, come
from the heart of a person.
9. Remain unpredictable:
Once you become predicable, you become
vulnerable. Great leaders keep their entire operation
on their toes, they never respond to the daily
situations the same way, everyday. Efficient and
effective leaders NEVER let anyone figure them out!
10. Consistently exhibits a high level of integrity:
The study shows that most employees want to work
for a manager they can respect on their merits of
consistent integrity & modesty. A manager, who
owns his mistakes, deals openly, and honestly with
others, earns the respect of those they are trying to
lead.
David J Schwartz, Author and Motivational Guru says:
 The size of our success is determined by the size of our belief.
 Let us set our own personal vision and discuss it with our
mentor or intimate friend.
 Decide the course of action to achieve our personal vision.
 Have we thought of a contingency plan if somewhere along
our path to big success, we have missed our track ?
An Enabler garners performance by greater
employee productivity & customer satisfaction
through:
 Individual Excellence
 Tactical Excellence (Team )
 Strategic Excellence
NARAYAN MURTHY’S TIPS AS ENABLER
 Openness to learn: Openness to subordinate ,
shed out ego to take ideas from others.
 Meritocracy: The best ideas are adopted and
implemented using data to arrive at the best
decision.
 Speed: Let us do things faster compared to
yesterday.
 Imagination: Let us continuously bring
better ideas and better innovation at work.
 Excellence in execution: That is implementation of
these great ideas with a higher level of excellence
today than yesterday.
WINNERS DO NOT DO DIFFERENT THINGS ,
THEY DO THE THINGS DIFFERENTLY
Management is efficiency in
climbing the ladder of success;
leadership determines whether the
ladder is leaning against the right
wall
Stephen R. Covey
THANK YOU

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The enabler 2.11. 10

  • 1. THE ENABLER P. K. MITRA MARKETING MANAGER EURODRUG LABORATORIES - INDIA
  • 2. THE MISSION OF ENABLER  To unlock the concealed potential in people. Convert their dormant inherent strengths into actuality.  Leverage their latent energy to achieve their goals and dreams and enable them to emerge as winners.
  • 3. Enabling ……….  Swami Tejomayananda of Chinmaya Mission says: “That which is needed foremost from the modern youth is right thinking, leading to a clear vision of life.  We should remove all barriers of pettiness and THINK BIG! Big things are achieved in the world, first, by daring to conceive them in our mind.  Man dared to think that he could fly like a bird - and the first flying machine was invented!
  • 4. Thinking Big is the key. Thinking big is thinking‟ Of how we can become the best, the finest and The greatest in everything we do. Can We Think Big … like Him !
  • 5. “ It is pardonable to aim high and miss, but it is not pardonable to aim low ”. Late U.N. Mehta s (founder of Torrent‟ Pharmaceuticals) profound statement:
  • 6.  Richard David Bach in his widely acclaimed book Jonathan Livingston Seagull says: “Don t believe what your eyes are telling you. All they‟ show is limitation. Look with your understanding, find out what you already know…” The eyes can show us the horizon, the boundaries and our constraints - but when we see with our mind, they go out of sight.
  • 7. The vibrations of big thoughts which we pick up get embedded within us. These vibrations modify our behavior and actions to turn us into successful human beings. Sure enough, success means different things to different people. It may mean personal prosperity for some, prestige, recognition and status in society for others. For many it could mean leadership in business and social groups, fat pay cheques, comfort, luxury social and financial security.
  • 8.  A person with winning edge becomes an effective enabler / manager. In order to get the winning edge, we need to strive for excellence, not perfection.  Striving for perfection is neurotic but striving for excellence is progressive , Knowing we have done a job well & achieved our objective.  Success is not measured by our position in life but by the obstacles we overcame to get there.  People who have overcome obstacles are more secure than those who have never faced them.  ''A smooth sea never made a skillful mariner.'' Everything is difficult before it becomes easy.
  • 9. Winners see the potential; losers see the past. Winners see the gain; losers see the pain. The winner is always part of the answer; the loser is always a part of the problem.’
  • 10. Coaching is an important tool for an Enabler:  Coaching brings about internal shifts in a person by triggering insights, which later coalesce into behavioral and attitudinal changes just like that magic moment when we learn to balance on a bike.  Right coaching changes the patterns in the brain, which drive so much of human behavior, and to be able to do it lightly and humorously.  When participants can laugh at themselves, they are more receptive to internal changes. Most people are unsure of themselves and live in a state of insecurity. This often causes them to be needlessly touchy and unwilling to change. If greater confidence is cultivated, they will learn to tolerate themselves and others better.
  • 11. Enablers measure their effectiveness according to the internal changes they bring in their trainees. They keep evolving, learning how to work with people sensitively, creatively, and easily.
  • 12.  Reason for our corporate managers fail to deliver the goods in terms of growth and global competition has been our failure to develop an indigenous management style;  A style that revolves around our own cultural roots and upbringing. The exceptions are those corporate houses that take their Indian-ness seriously and make it work with highly visible, profitable and positive results. Foremost among these being the Tata, Birla and Reliance groups.
  • 13. For every successful man on earth will tell you the only difference they made was that they dared to undertake a journey they believed in
  • 14. MANAGER AS ENABLER  Instrumental in the professional & personal objective attainment of team-mates, with ownership for creating new business .  Innovation at workplace to overcome the issues strategically and lead by delegation, demonstration, and empathy with intact core values.  Corporate Managers must shift from controlling to enabling business groups with honesty & modesty to connect with customers.
  • 15. CORPORATE ENABLERS – 10 CHARACTERISTICS 1. Provide clear direction: An effective manager needs to establish clear goals and standards for people. He must communicate group goals, not just individual goals. He must involve people in setting these goals, and not simply dictate them. He must be clear and thorough in delegating responsibility and demonstrate wherever required.
  • 16. 2. Encourage open communication: The manager must be candid in dealing with people. He must be honest, direct and to the point. People want straight information from their bosses. Managers must establish a climate of openness and trust by being good listener and empathize with the situations.
  • 17. 3. Willing to coach and support people: Enablers help others, working constructively to correct performance problems and bat for subordinates with superiors. This last practice "was consistently rated as one of the most important aspects of effective leadership,” says Robert Stringer, senior vice president of Harbridge.
  • 18. 4. Provide objective recognition: Must recognize people for good performance more often than criticizing them for performance problems. Rewards must be related to the excellence of job performance, not to seniority or personal relationships. Convert smart mistakes into business opportunities.
  • 19. 5. Establish on-going controls: This means following up on important issues and actions and giving teammates/subordinates feedback on how they are doing, timely appraisals and appropriate appreciation for them will enable a better team excellence.
  • 20. 6. Ensuring right selection of staff: An enabler in HRD selects the right people to staff the organization and retain the best employees by offering best of training, conducive growth environment, timely appraisal followed by appreciation & promotion.
  • 21. 7. Conflict resolution ability: An enabler is capable of handling conflicts at the work place with presence of mind & intelligence. He spots the problems at the root as they form and nip them in bud as well as deal with bigger conflicts with a win-win attitude when they do arise.
  • 22. 8. Encourage innovation and new ideas: Employers rate this quality important in even the most traditional or conservative organizations. Innovation, in its purest form, means change, the kind that make an organization excellent, come from the heart of a person.
  • 23. 9. Remain unpredictable: Once you become predicable, you become vulnerable. Great leaders keep their entire operation on their toes, they never respond to the daily situations the same way, everyday. Efficient and effective leaders NEVER let anyone figure them out!
  • 24. 10. Consistently exhibits a high level of integrity: The study shows that most employees want to work for a manager they can respect on their merits of consistent integrity & modesty. A manager, who owns his mistakes, deals openly, and honestly with others, earns the respect of those they are trying to lead.
  • 25. David J Schwartz, Author and Motivational Guru says:  The size of our success is determined by the size of our belief.  Let us set our own personal vision and discuss it with our mentor or intimate friend.  Decide the course of action to achieve our personal vision.  Have we thought of a contingency plan if somewhere along our path to big success, we have missed our track ?
  • 26. An Enabler garners performance by greater employee productivity & customer satisfaction through:  Individual Excellence  Tactical Excellence (Team )  Strategic Excellence
  • 27. NARAYAN MURTHY’S TIPS AS ENABLER  Openness to learn: Openness to subordinate , shed out ego to take ideas from others.  Meritocracy: The best ideas are adopted and implemented using data to arrive at the best decision.  Speed: Let us do things faster compared to yesterday.  Imagination: Let us continuously bring better ideas and better innovation at work.  Excellence in execution: That is implementation of these great ideas with a higher level of excellence today than yesterday.
  • 28. WINNERS DO NOT DO DIFFERENT THINGS , THEY DO THE THINGS DIFFERENTLY
  • 29. Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall Stephen R. Covey