Madam Ranjana Kumar

8/3/2019 Madam Ranjana Kumar

1/36

1

Focus onStrength

ManagementSecrets

A story of anEagle

Mrs. Ranjana Kumar


2/36

2


3/36


4/36

Concepts of strategy, tactics, immaculate execution,

review and continuous improvement cannot be

practiced effectively unless it is clear who will play

what role in the entire chain of tasks. It is said, "It

takes 20 percent of our time to decide 'what 'to do and

the we spend 80 percent of our time deciding 'who'

will do the task." Needless to say, it is imperative for

managers to know the strengths of team members

and understand who is suited to what role.

4


5/36

Those who have read about the work done byMarcus Buckingham on the strengths-based

approach will know how crucial it is to identify

the strengths of the team and best deploy

resources where there is a possibility of

optimally using each individual's strengths for

superlative results.

5


6/36

According to Buckingham, the best managers

share one talent - the ability to find and then

capitalize on their employees' unique traits.

The guiding principle is, 'How can I take this

person's talent and turn it into performance?'

That's the only way success is possible.

6


7/36

So should we not focus on weakness at all? Yes, we

should? Actually, no rulebook says one should not,

but it defies logic and common sense. Hence, it

makes more sense to allow a person to play to his

strengths rather than focus on his weakness.

Therefore, an organization concentrating on

weaknesses needs a cultural swing towards

strengths since Strengths are the foundation of

exceptional performance.

7


8/36

We are often told that less than 20% of employees

play to their strengths every day at work. It surely

makes us wonder "So what do the other 80% do

every day?" Even a cursory glance at the situation

points towards the colossal possibility to improve

the productivity of any organization if all

employees can be channelized to play to their

strengths.

8


9/36

Continuous focus on strengths with 'military

precision' will prove to be the fulcrum of success

across the gamut of HR interventions anorganization adopts for responding to today's

changing business needs.

9


10/36

As Jack Welch said: "If you pick the rightpeople and give them the opportunity to spread

their wings... you almost don't have to manage

them." Giving people this opportunity is

nothing but letting them play to their strengths.

It is this approach which brings the competitive

advantage to any organization.

10


11/36

11


12/36


13/36

It destroys any kind of Productive Relationship

We often dislike those who criticize us, more so , whenwe know that we had been consciously doing our job ---so we literally Shut them up

Instead of criticizing the managers when they make

mistakes we should try to understand what went wrongand why there was an Error of Judgment.

Importantly Pay Attention to Managers and their workenvironment

Learn to Empathize As long as they ( Managers) are taking Intelligence

Risks, afford them the luxury of making the OccasionalError / Mistake

13

Dangers of Criticism


14/36

herefore using Criticism to motivate is futile because it :-

A) Puts the person on the Defensive

B) Wounds Precious Pride

C) Hurts his Sense of Importance

D) Causes Resentment

Give a person or a nation a fine reputation to live up to. Make

them guilty and ashamed and they will disappoint you

Using guilt is not Productive . Appealing to the greatness of the

others is what works , and it will work for you.

Instead of Criticizing Managers when they make mistakes, try to

understand what went wrong and why there is an error in

judgment

14

Dangers of Criticism


15/36

We all have the need to feel Important, It is almost Biological

The Deepest principle in Human Nature is the need to beappreciated

What made Mr. Charles Schwab, the former head of UnitedStates Steel Company the most Revered Manager of the day,was not only his knowledge of the steel industry ---- but ratherhis ability to inspire Enthusiasm in his Employees throughEncouragement and Appreciation

Quote I consider my ability to arouse Enthusiasm to be myGreatest Asset and to develop the Best that is in a person

There is nothing that the ambitions of the person as much asCriticism from the Superiors

We must believe in giving people incentive to work , betherefore Spontaneous in your Appreciation and Praise

15

Power of Praise


16/36

What is learnt here is that if you praise people for Little

Things, they would give even bigger things to praise them

at a later date

Praise and Criticism are two of the most Important Tools a

Manager has at his disposal

When used correctly, these tools can Inspire Employees to

work hard, be Creative and to achieve Great Success

Used incorrectly, They can destroy Drive, Ambition,

Creativity, and almost certainly ensure Failure.

Therefore learning how to effectively using Praise and

Criticism is the Primary Motivational task of a Manager

16

Power of Praise


17/36

We all crave for praise.

Nothing makes us feel better about ourselves , Or inspire us to

do better , beginning from childhood, Adulthood and finally at

the work place

We need praise : It tells us that We are on the Right Path and

inspires us to stay on that Path and to do even Better

Praise and Spontaneous Praise elevates the work force --- your

managers to a Lofty Positions and makes them feel Special

Work, then becomes more than just a place to earn your salary ,

it becomes a place to Boost Self Esteem

17

Power of Praise


18/36

Recognize that no one likes to get a Direct Order, Just as no

one likes being told what to do Bossy Managers are usually not liked, and are the least

likely to Inspire workers to Excel

A direct order might work in the Military, but in Civilian life

it can cause Lingering Bitterness that Drags onPerformance

Great Managers give their orders indirectly by way ofmaking suggestions

One way to do so is to simply ask questions , for this makesyour suggestions more palatable, often stimulatesemployees to come up with their own ideas for solving theproblem

18

Ask Questions instead of giving direct orders


19/36

y Direct order: I want that job done by Monday

y Suggestion: It would be great if we could get that job done byMonday; Do you think you can come up with a way to do that?

y Direct order: Slow down, you are driving too fast!

y Suggestion: You know the roads are rather slick; do you think thatif we slowed down that that would make it safer?

y Direct order: That is not the way to do it?

y Suggestion: can you think of a better way to do that?

y Direct Order: I want you to do it this way.

y Suggestion: Do you think that if we did it this way that it wouldturn out better?

y Direct Order: When we go to the Zoo, I want you to stay my side.

y Suggestion: When we go to the Zoo, Can you think of any reasonswhy you should stay by my side?

19

A few examples of how to use a question to convert a direct

order which will offend employees , into a suggestion which will

Stimulate them to act Willingly


20/36

Leaders love to be loved, and in the process of needing to beloved, they surround themselves with Yes People. Yes People

make their living telling the boss how wonderful he / she is andhow great his or her ideas are, even when that is not true. Whydont they tell the truth? Because that isnt their job. Their job isto say Yes to the Boss. For that they are handsomely rewarded.

Every business has sycophants, creeping around and cornerssucking up to the boss and Reinventing the Truth. Hire an Advisorand his job likely becomes to advice you to do what you wanted todo in the first place. Advisors who voice Dissent to often are soonout of a job. Most people dont keep No men around.

Whats wrong with surrounding yourself with Yes Man? Nothing,until the disaster that could have been foreseen drops in to your

lap and your Board of Directors is asking you to resign. Wall Streetis littered with remains of CEOs who let their Yes Man convincethem that their companys could manage the Risk of Derivatives.When the CEOs figured out that the risk could not be managed, itwas too late for them and their companies.

20

Sycophants- Are they an Asset or Liability


21/36

THE STORY OF THE EAGLE

21


22/36

Never let you ego get so close to your position that

when your position goes, your ego goes with it.

Too often, change is stifled by people who cling to familiar turfs andjob descriptions. One reason that even large organizations wither is

that managers wont challenge old, comfortable ways of doing

things.

Real leaders understand that, nowadays, every one of our jobs isbecoming obsolete. The proper response is to obsolete our

activities before someone else does.

Effective leaders create a climate where peoples worth is

determined by their willingness to learn new skills and grab new

responsibilities, thus perpetually reinventing their jobs. The most

important question in performance evaluation becomes not, How

well did you perform your job since the last time we met? but, How

much did you change it?

22


23/36

The story of the eagle

23


24/36

The eagle has the longest life-span of

its species 24


25/36


26/36

Its long and flexible talons can no

longer grab prey which serves as food

In its 40s

26


27/36

Its long and sharp beak becomes bent

27


28/36

Its old-aged and heavy wings, due to

their thick feathers, become stuck to

its chest and make it difficult to fly

28


29/36

Then, the eagle is left with only two options:

die or go through a painful process of change

which lasts 150 days. 29


30/36

The process requires that the eagle fly

to a mountain top and sit on its nest

30


31/36

There the eagle knocks its beak

against a rock until it plucks it out

31


32/36

After plucking it out, the eagle will wait

for a new beak to grow back and then it

will pluck out its talons

32


33/36

When its new talons grow back, the

eagle starts plucking its old-aged

feathers 33


34/36

30 more years

And afterfive months, the eagle takes

its famous flight of rebirth and lives for

...

34


35/36

Many times, in order to survivewe have to start a change process.

Why is change needed?

We sometimes need to get rid of old memories, habits and other past

traditions.

Only freed from past burdens, can we take advantage of the

present

35


36/36

36

Madam Ranjana Kumar

Documents

Transcript of Madam Ranjana Kumar