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Te a c h e r M a n a g e r L e a d e r
Dr. N.Asokan M.Sc., M.E.,Ph.D
Faculty Trainer & Former Principal9445191369 [email protected]
H i g h l y Eff e c ti v e Te a c h e r
R e s e a r c h F i n d i n g s
• Teacher has not only no claims to an intellectual life of his own, but an adequate workmanlike competence in the skills he/she to impart
• IAS, IPS, UPSC, TNPSC exams scores very low rank• UGC-NET, SLET Exams low pass %• Attending FDP, presenting Papers in
Conference/Journals in their subjects only• No idea of Pedagogy, Administration,
Management & Leadership
• Teachers do not read much• Teachers prefer popularity rather than Scholar / Professional
Those who can, do Those who can’t Teach
If you are so smart…. then why are you teaching?
There are lots of people who think that teaching is a job for people who are not that smart
Three kinds of Teachers
Born and should not TeachShould never have been BornBorn to Teach
Definition of Effective Teacher
• Able to adjust to the shifting tides of classroom life and students needs
• To do what has to be done to reach, and
• There by teach, different students in a variety of circumstances
• Highly effective teachers assume that if the skills, concepts, information or ideas they have taught are not acquired, mastered, or retained then there must have been something amiss with the instructional delivery system.
• They keep looking for answers until they find them
Teaching
• Teaching is a complex cognitive skill• Teaching is problem solving in a relatively ill-
structured, dynamic environment• Classroom teaching consists of a number of
linked problem situations: the solution of the problem situations directly influences the next problem situation
A job with a Ceiling OR
A Career with a Calling
Without a Mission and a Calling, teaching is just another job
Deep desire to Serve others - Altruism
Think about the people with whom you like to spend your time
Individuals who build you up
Affirm your strengthUnderstand your
problemsRespect your unique
qualitiesTell you the truth in loveThey are Positive and
Real
X Critical
X Angry
X Hostile
X Cold
X Unfriendly
X Self-centered
Teaching look effortless
Teaching look effortless in a well managed classroom where procedures, schedules, expectations and routines have been taught, modeled, practiced and reinforced.
Develop a set of procedures that “ demonstrate how
people are to function in an acceptable and organized
manner”
Unless students (no matter what their ability level) feel the power, press and urgency
of their teachers expectations, they are unlikely to be motivated
to do even the minimum that is needed to make it in school,
much less excel to the highest levels.
Efficacy
• Strong personal belief in one’s ability to make
a difference in the lives of students is called
Efficacy.
• There is a strong Positive relationship between
teacher’s efficacy and their students
achievement
Stumbling block of a new teacher
• Teachers are unable to either develop a sense of efficacy or reinforce the feelings of efficacy they do have unless they can see the results of their teaching evidenced in the achievement of students
• Graduate from college believing that all students are capable of learning, but suddenly discovered that they don’t have the instructional tool to translate that belief into reality
Stumbling block of a new teacher
• To reconcile their growing loss of efficacy, they begin to blame the problems they face on the learner’s ability, learning style, motivation or learning history.
• Gradually teacher feels less and less able to make a difference
• Problem is framed as being outside of the teacher’s control
Good Behavior & Respect
Good Behavior• It is the natural consequence of
Engaged Students
Meaningful Curriculum
A well organized and managed
class room
Clearly stated Expectations
Respect• If they students know their
teachers respect them,
They work harder
Take corrections more readily
More willingness to take
responsibility for their actions
Lack of respect – Arrogance, Self-
centeredness, Sarcasm and Cruelty
The most profound indicator of lack of respect is Total Disregard
• Low Expectations Trap:
• Teachers who have put a ceiling on how much “smart” students can learn.
Low
Expectations
Trap
There are lots of very bright students coming to school and NOT learning much of anything they did not know before they arrived, because their teachers have failed to push them
“I won’t bother you i f you don’t bother me”
No matter what you teach or how you present yourself to students, you have to be on the learner’s
side and to believe that they can and will grow during the time you
are together
Can my students do things they couldn’t do
last year, last week or yesterday?
Is my teaching effective?
Teacher do know a great deal about what works
To perfect and polish a teaching repertoire takes
time, experience, practice, quality staff
development, and highly skilled classroom
supervision from peers and administrators
Instructional Eclectics
• Able to move back and forth with
ease along a continuum of
teaching models that ranges from
Teacher Centered at one end
to Students Centered at the
other end, but they are always
Subject Centered no matter
how they are teaching
• Able to select the model or
approach that best meets the
demands of
• their Content,
• their Students, and
• their Learning Outcomes
• And then execute it successfully
with studentsTeacher Centered
Student Centered
S u b j e c t C e n t e r e d
Reflections
• What is my teaching like?• Why is it like this?• How has it come to be this way?• What are the effects of my teaching on my
students?• What would I like to improve and why?• How can I improve what I do?
M e t a c o g n ti v e Te a c h e r Very Active, Independent
Self-directed Learners
Active Self-directed Teachers
They question, think, discuss, create, plan
They stir things up and are always pushing
Their minds are always at work
They keep administrators on their toes
They are on –task and focused
They have big pictures and big ideas of teaching and learning They hold concept focused conversations with Mentors, Principals and
Professionals
Teacher must become students of their students
able to read one’s own mental state and then assess how that state will affect one’s present and future performance
I n n e r C o a c h
Highly Effective Teacher Adapt
• To new Principals, & new administrators• To new boundary changes• To new Curricular upheaval• To angry parents, & violent students• To reassignments & relocations• To subject changes, room changes• To school closing and opening• To lack of materials, & instructional leadership• To loss of jobs, loss of face
• They come to work through hot sun, rain & floods
• They show up with broken legs, toothaches• They walk, ride the bikes, take the train/bus to
get to school• They teach through suffocating heat, under tree,
falling asbestos, peeling paint and broken toilets• They teach without textbooks
They are as flexible as ---- when it comes to the demands of the
profession lays upon them.
Yet they remain firm as ---- when it comes to their values and beliefs
It is not how much you know, but how much you care
If there is not any caring, ‘then the knowledge will
never be transmitted’
• Students do not understand and the teachers do not explain better
• Teacher does not know who students really is inside
• Calculus need not be made easy; it is easy already
Visionary ExerciseMission – Vision – Core Values -
Objectives
Prepared by Dr.N.Asokan
W h y ?
Purpose Defines the enduring character of college –
its self identity consistent through time and transcends market life cycles,
technological breakthroughs, management fads and individual leaders.
WHY?
Why do we run the College of Engineering
and Technology?
Direction –continually pursues
but never fully achieves or completes
its purpose.“Why we exists and What we stand for” that does not change even after 100 years
“This who we are; this is what we stand for; this is what we are all about”
Examples of core purposeCompany Name Core purpose
3M To solve unsolved problems innovatively
HP To make technical contributions for the advancement and welfare of humanity
McKinsey To help leading corporations and governments be more successful
Merck To preserve and improve human life
Nike To experience the emotions of competitions, winning, and crushing competitors
Why do we run the College of
Engineering and Technology?
1. Why is that important?
2. Why is that important?
3. Why is that important?
4. Why is that important?
5. Why is that important?
To guide and inspire people inside the College
Purpose- Discovery process To prepare the engineers to live and to face the challenges and opportunities in the
work place
To prepare the engineers to compete in the world markets in the “Knowledge Age” as engineering leaders and global citizens.
To implement the teaching learning and assessment process that move a student from one state of knowledge and professional preparation to another state.
To provide and facilitate lifelong learning opportunities of the highest quality
To continually improve the faculty skill sets with those needed to deliver the desired curriculum in the light of the different learning styles of students.
To give a basic understanding of business process and organizations To provide quality education to all at a reasonable cost.
To think clearly about professional ethics and social responsibility
W h a t ?
What do we want to create within next three years / five years /ten years? –
• The picture of the envisioned future we seek to CREATE
• Specific destination –once we reach, we have to change
• Far more important to know who we are than where we are going, for where we are going will certainly changes as the world about us changes
“what we aspire to become, to achieve, to create” that will require significant change and progress to attain
C R E A T E
Creative ProcessThinking beyond the current capabilities of the college, current environments trends, forces, and conditions. 1. Become 100 crores in 2020
2. Crush ------ college2. Knock of --- college as the
number one Engg.college in Tamilnadu
3. Become the MIT of India
4. Become No.1 in Marine Engg.
Education
1.Target 2. common enemy 3. Role model 4. Internal Transformation
Creative Questions
• Does it get our juices
flowing?
• Do we find it stimulating?
• Does it stimulate forward
momentum?
• Does it get people going?
In next 5/10/15/20 years
What would we love to see?What would College look
like?What would it feel like to staff
and students?What would it have
achieved?
Task is to create future NOT to predict the future
CREATIVE
What to create at College?• to create an environment where teachers and students can
feel the joy of student – centered teaching learning process. • to create an intellectually enriched environment that
empowers learners to transform their lives.
• to merge the physical, life, and information sciences when working at the micro and nano scales and to conceive, design, and operate engineering systems of greater complexity.
• to create a work environment where students and staff feel valued, and encouraged to do what they are good at all the time.
Possible attitudes towards a visionCommitment Wants it. Will make it happen. Creates whatever ”laws”
(structure) are neededEnrollment Wants it. Will do whatever can be done within the “sprit of
the law”Genuine Compliance Sees the benefits of the vision. Does everything expected
and more. Follows the “letter of the law” ‘Good solider’Formal Compliance On the whole, sees the benefits of the vision. Does what’s
expected and no more. “Pretty good soldier”Grudging Compliance Does not see the benefits of the vision. But also, does not
want to loose the job. Does enough of what is expected because he has to do, but also let it be known that he is not really on board
Noncompliance Does not see the benefits of the vision and will not do what’s expected. I won’t do it; you can’t make me.
Apathy Neither for nor against vision. No interest. No energy. “ is it five o’clock yet?”
H o w ?
How do we want to act, consistent with purpose?Along the path toward achieving
what do we want to create
Describe how the college wants life to be on a day – to day basis: Culture
• Largely independent of the current environment, competitive requirements, or management fads
• Culture stands the test of time
If the circumstances changed and penalized us for holding this culture, would we still keep it? If YES, it is not culture, should be dropped
CultureOrganization culture is an emergent result of continuing negotiations about values, meanings and properties between the members of that organization and with its environment.
If we want to change a culture we have to change all these conversations or at least the majority of them.
Culture is the result of all the daily conversations and negotiations between the members of an organization.
Cultural Transformation
Culture Questions• Can we envision these cultures being equally valid for
us 100 years from now as they are today?
• Would we want hold these cultures, even if at some point one or more of them became a competitive disadvantage?
• If we were to start a new organization tomorrow in a different line of work, what culture would we build into the new organization regardless of its industry?
How day –to-day life at College?• We shall place our main emphasis on ability, performance, and personal
character so that each individual can show the best in ability and skill
• Service to the students comes first, service to Staff second and service to other stakeholders last.
• Students and staff are #1 – their development, loyalty, interest, team sprit are our prime responsibility, We teach them, help them and care about them, Give them knowledge, skills, help them succeed, make winners out of them.
• Hard work and Continual Self – improvement / self renewal in teaching, learning and assessing
• We are committed to the realization of the potential of each learner.
MAPPINGHow
What
Why
Culture Create Purpose
Alignment
Core values (Culture)How How the college wants life to be
on a day-to-day basis
Vision (Create)
What Painting a picture of future
Mission (Purpose)
Why Why do we exists?
What do we believe in????????
+ve Vs -ve vision+ve vision
• What do we want?• Long Term• The power of ASPIRATION
drives.• ASPIRATION endures as a
continuing source of learning and growth.
- ve vision• What do we want to avoid?
• (Survival Threatened)• Short term• The power of FEAR
underlies.• FEAR can produce
extraordinary changes in short periods.
Actions / Activity
Objective• The ACTION taken to fill up
the gap between vision and the current reality.
• Measurable within a time frame.
Goal /Aim• Specific desired result /
outcome of the objectives
Objectives• To increase 15% pass percentage every semester• To increase the placement of students 10% every year• To increase the number of students enrolled for higher studies 10% ever year• To develop 1% of students as entrepreneurs every year• To encourage the faculty to attend one faculty development programme per
semester• To facilitate the faculty to participate or present one research paper in the
National or International conference per year • To facilitate the faculty to publish one research paper in the National or
International journal per year • To arrange one Guest Lecture per subject per semester• To arrange one Industrial visit per semester• To enroll one professional body membership every year• To provide consultancy to one industry by every department every year
If we do not know where to go, any road will do
If we do not know where we are NOW,
no road will do
Five Fears, Five Needs
and One Focus
What are the universals of human nature?
What, exactly, do we all share? Why leaders are required?What followers require of a
leader?
All Societies reflects shared Nature JokingTicklingBaby-talkingHabit of Sucking a
woundPreference for sweetsFear of snakes, not of
flowers
Reserves a formal style of speech for special occasions
Toilet Training for children
Husband is older than wife
Trade, ToysWeapon, Rape, Murder
Every society have a word for “String” and “Pain“
Good
& Bad
1. Fear of Death (our own and our family) 1. The Need for Security
• Fear of Death• Rituals to
commemorate death• Prohibitions against
murder and suicide
• Rituals to celebrate our fertility
• Marriage• Strong preference to
our own children and our kin
Most basic needs, to secure our lives and the lives of our loved ones
2. Fear of Outsider2. The Need for Community
• Children in every society fear strangers• All society live in groups• These groups are not based on family or blood ties• All societies distinctions between part of the group and not
part of the group• Always favor the part of the group• Chief purpose of the law in all society is to define the rules
of membership for the group• Punishment or sanction for law breakers
Humans are bonding animals, we organize ourselves to keep the bond strong
3. Fear of the Future3. The Need for Clarity
• Every society has a concept of the Future• Word for Hope, Anticipation, Capacity• ‘Conjectural Reasoning’ – “If this happens
then that will follow”• Anxious about Future• Future is unstable, unknown, potentially
danger – fear of Future
• We give prestige / special status to those who able to predict Future
• Economists, Share Brokers, etc.,
• Perform rituals to help us divine what might happen tomorrow
4. Fear of Chaos 4. The Need for Authority• The most universal of human traits is our
Need to Classify Things• Sex, Age, Kin, Body Parts, colours, Fauna,
Flora, Space, Tools and Weather conditions• Convince ourselves, keeping the chaos at bay
and under control• Having someone in-charge is more organized
than a chaotic-free-for-all
Every society has word for LEADER
It implies that sometimes we have to submit ourselves to this in-charge’s decision
We are comfortable with this trade-off
Every society has a concept of the need to
balance Dominance with submission
We dislike chaos, we like Strong Leaders
5. Fear of Insignificance5. The Need for Respect
• Every society sees the individual person a shaving a worth and value that is distinct from the group’s
• Word: Self-image• Concept: Positive self-image better than negative• Our self-image is in the hands of other people• All of us pay attention to what other people think
of us
The most effective way to earn respect
of others is
to show yourself ready to sacrifice
virtually everything
for the sake of
Pure Prestige
The level or intensity of sacrifice make the difference between
Leader and Follower
Few Leaders with lots of RespectMany Followers with less Respect
Our need for respect is usually attended by intermediary who deals with people one-on-one.
Pastor/Priest / Rabbi personally assure you that you are still
worthy in the eyes of the GOD
Following the Religion, still have the chance to earn Prestige and Respect
In the work place,
Great managers identify the each
employees natural talents and
shows how to earn
the respect and prestige that
accompanies Excellence
The job of a leader is to rally people toward a better future
The most effective way to turn the fear of unknown (future) into
spiritedness and confidence is to be CLEAR
To define the future in such vivid terms, through leaders action,
words, images, pictures, heroes, and scores that every one can
see where leader and followers are headed.
Clear Better Future
The Points of Clarity
• Who do we serve?• What is our Core Strength?• What is our core score?• What actions can we take Today?
Strength
Attitude
TalentKnowledge
Skill
Potential
competency
O b j e c ti v eTo capitalize on your strength, and manage around your weakness
To be what we are, and to become what we are capable of becoming
S t r e n g t h
• Consistent near perfect performance in an activity
• For an activity to be a strength you must be able to do it consistently
• You do not have to have strength in every aspect of your role in order to excel
• You will excel only by maximizing your strengths, never fixing your weakness
S t r e n g t h
Talent
Knowledge Skill
K n o w l e d g e
Factual Knowledge
• What you aware of
• Things you know
• Can and Should be Taught
Experimental Knowledge• Understandings you have
picked up along the way – Experience
• Less Tangible and much harder to teach
• Acquiring is individual responsibility
• Comes with Time, if you are Listening
Skill
Skills are the how-to’s of a ROLE
They are capabilities that can be transferred from one person to
another
P r o c e d u r a l K n o w l e d g e
Skill
The Best way to teach a skill is to break down the
total performance into steps, which the student then reassembles
The Best Way to develop a skill is to P R A C T I C E
As we ‘learn’ the skills required of the task,
the whole activity gradually shifts from conscious attention to
subconscious control
Values
Those aspects of life that you hold dear
Experimental Knowledge
As you make choices, sometimes compromising, sometimes holding firm,
you come to realize that certain aspects of your life are
more importatant than others
These critical aspects, guiding the choices you make in the future.
Some of these values will remain constant throughout your life.
Others will change with time and reflection
Talent
Recurring pattern of thought, feeling,
action or behaviour that can be productively applied
Every role, performed at excellence, requires talent
because
every role performed at excellence, requires certain recurring pattern of
thought, feeling or behaviour
Filter (Finger Print)
A characteristic way of responding to the world around you
•Which stimuli to notice and which to ignore•Which to love and which to hate
Tells you
•Are you competitive? / ego driven? / altruistic?
Creates your innate
motivations
•Are you disciplined/laissez-faire/ practical / strategicDefines how you
think
Forges your prevailing attitudes
Are you Optimistic or cynical?Are you Calm or anxious?Are you Empathetic or Cold?
FILTER
Filter
Creates in you all of your distinct patterns, feelings and behaviors
Your Filter is the source of your Talents
Because every humane being is guided by his unique filter,
the same situation produces very different reactions
Same stimuli, different reactions, very different performances
Your filter is constantly at work, Sorting, Shifting, Creating your
World in Real Time
Your filter is constantly telling you the few things
YOU MUST Do or Feel or Think
Your Filter, more than your
Race, Sex,
Age, or Nationality,
is YO U
Talent - Examples
• Instinctively inquisitive• Competitive• Charming• Persistent
• Nervousness? -Along with What If?
Talent so important to Strength Building
• Every day you have small decisions to make • Talent influence every small decisions you make• Thousands of small decisions that confront you
throughout the day• Unable to intellectualize every minute decision• You are compelled to react instinctively• Brain finds and follow the path of least resistance – your
Talent• Sum of these tiny decisions – your performance for the
day
• Skill determine if you can do something
• Talent reveals something more important: how well and how often you do it
Traces of Talents
• Spontaneous, top-of-the mind reactions• Reactions under extreme stress• Yearnings• Rapid Learning• Satisfactions
Yearnings
• Early days in life • Child drawn to some activities and repelled by
others• Differences between siblings
• You should pay attention, notice it
Rapid Learning
• Sometimes doesn’t signal through yearning• Notice it comparatively late in life• Start to learn new skill • in the context of new job• new challenges• new environment• Immediately your brain light up, switch on• Skipping the steps to achieve, ahead of others
If you learn rapidly, look deeper, that is your talent
Satisfaction
• Feels good, when perform an activity, do it• You either feel it or you don’t• When can I do this again
• Bringing order to chaos• Host an event• Delighted in Cleanliness, maintain discipline • Finding the truth
S t r e n g t h
Talent
Knowledge Skill
Habits / Attitude/Drive
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
Range in Performance
• Same Education, Same Experience, Same Brain Power, Same Willpower will end up with a range in performance
• Talent is more important than
• Talent only can explain why, all other factors being equal, some people excel in the role and some struggle
Same Stimuli, different reaction due to talents, very different performances
C o m p e t e n c y
Part Talent
PartKnowledge
Part Skill
Ta l e nt
Atti t u d e sH a b i t sD r i v e
Themes of StrengthsPerson Category Quality
Achiever Adaptability Analytical
Activator Arranger Belief
Command Competition Communication
Deliberative Connectedness Discipline
Developer Context Empathy
Focus Fairness Futuristic
Learner Ideation Harmony
Maximizer Inclusiveness Individualization
Relator Input positivity
Self-assurance Intellection Significance
Responsibility strategic
Restorative
Woo
Obstacles to Building Strengths
• Fear of Weakness• Fear of Failure• Fear of One’s True Self
Weakness
Activities that are effortless for some may be
Frustratingly Difficult for others
Weakness - Definition
• Anything that gets in the way of excellent performance
• 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
Focus on your strengths and
find ways to manage your weakness
Identify weakness
• Knowledge weakness
• Skill weakness
• Talent weakness – definitely YES
YESGAIN
NO
YESPractice
NO
Confessing your unfixable weakness,
you may win the trust and respect of the
people around you
Fear of Failure
• All failures are not equal, some are easy to digest
• When the cause of the failure seems to have nothing to do with who we really are, we can accept it
• Our basic insticts encourages us to take pleasure in another’s misfortunes;unfortunatly, the pleasure seems to incraes in direct propotion to the other perosn’s ego. The bigger his ego, the greater our pleasure in his failure.
Act, Learn, refine, Act, Learn, refine
• To be bold• To be perceptive (sharp, aware,
understanding, keen, observant)• To listen for performance feedback from the
outside world• To keep investigating your strengths despite
the many influences pulling you away from them
If at first you don’t succeed, try again. Then quit. There is no point making a fool of yourself. You might be searching for your strengths in the wrong places.
It is your opportunity to take your natural talents and transform
them through focus and practice and learning into consistent near
perfect performance
To be what we are, and to become what we are capable of becoming, is the only end of life
Baruch Spinoza, Philospher
Delusion:
Keep actingKeep failing
and do not realize it
Delusion and denial is a lethal combination
Fear of One’s True Self
Symptoms:
Plain old insecurity
A feeling of inadequacy
Flip side of insecurity is complacency
Suspect Luck and circumstances for Success NOT Strength
Feel strength is Degrees, certificates as proof.
Natural Talents is Strength
We live with our strengths everyday without realizing / take it granted. We have to REMAIND
You will be most Successful
when you craft your Role to
play to your signature talents
most of the time
M a n a g e r / L e a d e rP e r f o r m a n c e
Purpose: Performance
• An Organization exists for a purpose and that purpose is performance
• Performance defined as any outcome that is deemed valuable by either an external or internal customer
Performance for the Day
Thousand of tiny choices, in an endless
procession, that confronts us every minute,
unable to intellectualize, compelled us to react
instinctively (decisions), follows the path of
least resistance.
Sum of these tiny decisions is the performance of the day
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
A c c e p t t h e m a s U N O F F I C I A L B o s s
Learn to work in Three Stages
Initial years
•Known Target•Known ResourcesMiddle
Part of the
Career
•Resources not entirely within the control
Senior Roles
•No control over Resources•No control over People
Known ProblemsKnown Solutions
Un Known ProblemsKnown Solutions
Un Known ProblemsUn Known Solutions
Administrator
Manager
Leader
Practical Intelligence
IQ1904, Alfred Binet
Testing: Judgment,
Comprehension, Reasoning
Emotional Intelligence1995, Daniel
GolemanTesting: Tact, Human
Interactions, Emotional & Social
Variables
Social IntelligenceGoleman
Testing: Neurons of your brain connects with the brains of those around you
Political IntelligenceRoderick Kramer,
Standford Business SchoolSizing up people for their
weakness rather than strengths and playing on
weakness
Multiple IntelligenceProf. Howard
GardnerEvaluate Intelligence
and Achievement
1. Disciplined Mind2. Synthesizing Mind3. Creating Mind4. Respectful Mind5. Ethical Mind
Personal Development
Managing Tasks Tasks to Relationships
Relationshipsto Thoughts
ThoughttoSelf- Awareness
Initial Period of Career
Mid Part of the Career
Mid Part of the Career
AuthenticLeader
Get the Things Done purely on Relationship
D i s c i p l i n e d M i n d
Synthesizing & Creating Mind
Respectful &Ethical Mind
Administrator Manager Leader
Fixed MindsetYour abilities are fixed and success comes out of repeatedly using the same abilities
Growing MindsetYour abilities can change if you learn from mistakes and are willing to put in the effort
Signature of mediocrity is NOT an unwillingness to changeIt is chronic inconsistency
M i n d s e t
Employees Expecting from Boss
1. Feedback2. Empowerment3. Coaching4. Transparency5. Recognition6. Opportunity7. Clear Tasks8. Access9. Respect for Personal Time
During a career, report to 10 direct bosses and 10 indirect bosses of those bosses
Boss expecting from Employees
1. 100% effort2. Loyalty3. Honesty4. Get-it-done Results
Irrespective of what you think of the BOSS, you have to accept the BOSS
Self DisciplineSelf Discipline is conscious practice of
controls, habits and restraints,
imposed by one self and
demanded by the profession
Responsibility Meter
Freedom• Be Free
• Enjoy the moment
• Be widely passionate
• Have a fabulous time
• Live in the now
Responsibility
• Be Responsible
• Set your goals
• Keep your promises
• Get important things done
• Fulfill your duties
Work Place /Living Place / World
Future is
• Highly complex
• More Interdependent
• More uncertain
• More ambiguous
• Tumultuous Opportunity
• System Thinking
• Relationship
• Problem Solving
• Problem Solving
There is NO one perfect person, family, industry, or country
Accept as it is, unconditionally. You are lucky, if any changes happens.
Work place involves intense contacts with people,
practical experience,working relationships with less
capable colleagues,rivalry –driven people,
gossiping people,self-centered people.
Every day work means that youare taking number of
tiny decisions and
are swimming in an ocean full of small mistakes by you and by others
S e r v eC u s t o m e r s
B o s s
ColleaguesTeam WorkRelationship
Subordinates
Deep Learning Cycle reinforces the Learning Culture
Deep Learni
ng Cycle
P E R F O R M A N C E
Learn Practice
Performance
DisciplinePurpose
Number of very small wise decisions taken daily towards the purpose
Process
Things that are bad for you seduce you easily; you run towards them
impatiently.
But things are actually good for you fail to attract you; you shun them
creatively, finding powerful excuses to justify your procrastination.
1. Keep physically fit because it is linked to emotional fitness
2. Accept uncertainty and ambiguity as natural to the workplace
3. Confront reality4. You are paid to solve problems5. Lean from your and other’s mistakes6. Develop the capacity to bounce back after
near death7. Enjoy what you do and do what you enjoy
Happiness comes out of Good Health and Warm Relationships
Every day, are you using your energy
OR wasting you energy?
Thank you