Personal Effectiveness Lab

- An Experiential Learning Platform

Personal Effectiveness LabC

HA

PTE

R 2

This document is authorized for internal use only at IBS campuses- Batch of 2012-2014 - Semester I. No part of this publication may be reproduced, stored in a retrieved system, used in a spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying or otherwise - without prior permission in writing from IBS Hyderabad.

Prologue...

Dear Future Manager

Hearty Welcome to the World of Soft Skills Training at IBS.

Training in Soft Skills is imparted to the Management Graduates through the Personal Effectiveness Lab (PEL). PEL is an experiential platform where kinesthetic learning takes place with the active involvement of students. It is an activity-based learning module where the emphasis is more on activity rather than theory.

The main focus of the module is to groom and transform the students into an employable human resource catering to the future needs and challenges of the corporate world. The training is aimed at transforming the students into CARPET (Confident, Adaptable, Realistic, Positive, Enthusiastic and Time & Target oriented) personalities. The expected result is to achieve the right blend of ASK - Attitude, Skills and Knowledge.

The pedagogy of PEL is an interesting combination of student presentations, role-plays, videos, exercises, games (in-house and outbound) and other instruments. It complements the domain knowledge by equipping the students with adequate life or personal skills.

Whatever may be the domain specialization, it is the skill set that matters. A manager irrespective of the domain has to be adequately equipped with the Soft Skills to become a complete and well-rounded personality. The Personal Effectiveness Lab is designed to empower you with the required Soft Skills and create a brand...YOU - a successful manager.

Have a wonderful learning experience...

CH

APT

ER

1

Source:www.t2.gstatic.com

Source:www.learning3pointzero.com

The Soft Skills Canopy @ IBS

Self Awareness

Perception & Attitudes

Body Language

Effective Presentation Skills - Input & Output Sessions

Listening Skills

Goal Setting

Time Management

Interpersonal Skills - Conversational & Assertive Skills

Leadership & Team Building

Social Skills, Netiquette, Dining Etiquette and Telephone Etiquettes

Stress Management

Negotiation Skills & Conflict Management

Structured Thinking

3

Source:www.ntuinspyre.files.wordpress.com

Video 1.2 - Dr. Monika

Source:www.youtube.com/watch?v=trZcL3Zy0k0&feature=youtu.be

4

Soft Skills - Are They Important...?

Video 1.5 - Prof T. Kalyana Chakravarthi

Source:www.youtube.com/watch?v=-coYoDkfmZM&feature=youtu.be

Video 1.4 - Prof S. Mahesh Kumar

Source:www.youtube.com/watch?v=phmkCuWObsk&feature=youtu.be

Video 1.3 - Prof. Srinivas Cheedi

Source:www.youtube.com/watch?v=uAsF2ljzUUQ&feature=youtu.be

Video 1.1- Prof R Vaidyanathan

Source:www.youtube.com/watch?v=qCQPINrl4V4

Self Awareness

CH

APT

ER

2

Source:www.lawrence.edu

Self Assessment

Source:www.profilingforsuccess.com

Self Awareness

Section 1

Self Awareness

“To know that we know what we know and that we don’t know what we don’t know is true knowledge”.

The exciting journey of personal effect iveness starts with knowing self i.e., Self Awareness. A person aspiring for success should dig into himself and try to better himself by identifying h i s s t r e n g t h s a n d weaknesses , spo t t ing opportunities and preparing to deal effectively with threats.

Every individual should pose a question to self - “ A m I L i v i n g o r j u s t existing?”

If you only ‘exist’, you are one of the trillion living creatures on the planet. But if you are ‘living’, you should be able to build the brand

YOU.

If you are passionately involved in the process of self development to build a brand YOU….. you should answer the following questions:

Do I know myself?

Have I set the right goals for myself?

Do I have the competencies and skills required in my chosen field of work?

Do I face any imperfections and shortcomings?

Am I aware of the fact that each shortcoming could become a threat or stumbling block in my career?

How do I plan to overcome those shortcomings?

What are the opportunities available to me?

What are the threats I am faced with?

6

Source:www.daletedder.files.wordpress.com

Video 2.1.2- Self Awareness Exercises

Source:www.youtube.com/watch?v=DmJpc0EiYZc

Video 2.1.1 - Self Awareness

Source:www.youtube.com/watch?v=vA2cDV4K9jg

Once I know where I should go, I should be aware of the skills and competencies required. Life is a continuous process of learning, unlearning and relearning.

SWOT Analysis

The simplest approach to Self Awareness is through the SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis.

Strengths or positive points would always produce a positive e m o t i o n t h a t i s invariably authentic. E n g a g i n g o r h a r n e s s i n g t h e strengths produces positive emotions like harmony, happiness, s a t i s f a c t i o n , j o y, sense of pride and fulf i l lment. Always identify your core strengths and harness them in a right way to produce win-win results.

Further, a person can also identify his “Signature Strengths”. According to Martin E. P Seligman, author of, ‘Authentic Happiness’, Signature Strengths are the strengths of character/personality which a person feels he is

authentic about. He owns them and feels a sense of joy, elation, satisfaction and pride while displaying them. There is a simple method to identify the Signature Strengths. List out twenty strengths and rate them on a scale of ten. The top four or five strengths could be called the Signature Strengths. A manager has to spot his Signature Strengths and see whether they are in tune with the overall goals and objectives.

Weaknesses or negative points in our personality should be identified and a committed plan of action made to overcome them. Many individuals try to camouflage their weak points or try to hide them under a carpet. As a successful manager you must develop a proactive approach to spot them and overcome the same. Remember that every weak point is a stumbling block in your career.

Successful individuals spot their opportunities and utilize them in the best possible way. For example, a person seeking finance as a specialization could look for national and international opportunities with a national corporation or a multi-national corporation in the areas of investment banking, portfolio management, wealth management, project consultancy and a host of other areas of finance.

Threats to an individual could be in terms of technology and competition. Always upgrade yourself with respect to the latest technology which is changing very fast. If you are not updated you are outdated; If you are outdated you are not dated (by the corporate to hire you). Remember to spot competition and try to meet it. It is rightly said, “If you are not

7

Source:www.permeative.com

meeting competition, you are fighting it”. Besides competition and technology, every weak point is a threat in your career path.

A SWOT grid is provided with suggested traits. For Example, in communication skills, a person can mention language, stage fear, body language, voice as a strength or weakness.

Self Awareness is the first step in personality enhancement and growth.

Tasks to Perform...

1. Prepare a SWOT chart referring to the SWOT grid (table 2.1.1).

2. Prepare an action plan to overcome the weaknesses in your personality.

Table 2.1.1 SWOT GridTable 2.1.1 SWOT GridStrengths Weaknesses

Communication Skills ------------------ Communication Skills ------------------

Interpersonal Skills ------------------ Interpersonal Skills ---------------------

Leadership Skills --------------------- Leadership Skills ------------------------

Emotional Aspects ---------------------- Emotional Aspects ---------------------

Social Skills ------------------------------- Social Skills -------------------------------

Family ---------------------------------- Family ----------------------------------

Physical ---------------------------------- Physical ----------------------------------

Health ---------------------------------- Health ----------------------------------

Stress ---------------------------------- Stress ----------------------------------

Finance ---------------------------------- Finance ----------------------------------

Spiritual ---------------------------------- Spiritual ----------------------------------

Behavioral --------------------------------- Behavioral ---------------------------------

Psychological ----------------------------- Psychological ----------------------------

Creativity ---------------------------------- Creativity --------------------------------

Others ---------------------------------- Others ----------------------------------

Opportunities Threats1 1

2 2

3 3

4 4

5 5

Source: IBS Hyderabad

8

Perception and Attitudes

CH

APT

ER

3

Source:www.my-ecoach.com

Source:www.vnaveen.wordpress.com

Perception Attitude

Section 1

Meaning and Significance of Perception

Perception may be defined as the process by which an individual selects, organizes and interprets stimuli into a meaningful and c o h e r e n t p i c t u r e o f t h e environment in which he lives. It is a complex cognitive process and differs from one individual to another, depending on the needs, values and expectations of the individual.

The perception of two individuals may differ even if they are exposed to the same stimuli, under the same conditions. If a manager, in an organization, comes to each employee’s desk and interacts with him, one employee may perceive the manager’s visit as friendly in na tu re wh i le ano ther may

perceive the visit as an attempt by the manager to keep an eye on them.

Sometimes, an individual’s perception may be far removed from the reality. Suppose, after a meeting with managers, a union leader decides to withdraw some of the demands of the union and asks his fellow employees to cooperate with the management. This may lead some employees to believe that the union leader might have been bribed by the management to act in their favor, though the reality may be that the union leader actually got convinced by the management about the inability of the organization to fulfill some of the demands of the workers’ union owing to the firm’s weak financial situation.

10

Source:www.lottolab.org

Source:www.files.fbstatic.com

Video 3.1.1:Perception

Source:www.youtube.com/watch?v=s2XLZsiCBsA

People respond to situations on the basis of their perceptions about reality rather than the reality itself. Hence it is important to recognize the differences in the perceptions of individuals to understand their behavior at the workplace. For example, most managers assume that all employees want to be empowered to make decisions, but in reality, some subordinates do not want to have decision-making power, because it will impose on them additional responsibilities and they will be accountable for even wrong decisions.

Here, the perceptions of the managers differ from that of the subordinates. Perceptual differences can sometimes lead to conflicts in the organization. Differences can be resolved and work environment can be improved by

understanding the processes and subprocesses of perception and the factors that influence perception. Perceptions may also differ from organization to organization. While some organizations perceive that it is

the aggressive and dominating culture as well as the maintenance of conformity (of all employees to certain beliefs and values) that are essential for their success, others perceive factors such as cooperation, team culture and preservation of individual identities crucial for their success.

The perception of an individual is influenced by several factors. While these factors help shape perception, they, however, sometimes can mislead the individuals by distorting their perception. The factors which influence perception include the perceiver himself, the object or target being perceived, the situation in which the perception occurs, the experience, education and the environment in which a person is brought up.

11

Perception vs Reality

Source:www.qvbrands.com

Task to Perform...

Refer to the keynote 3.1.1, follow the pictures or images and write on a paper the first impressions that appear in your mind.

Source: IBS Hyderabad, Adapted from various sources

Keynote 3.1.1: Perception

12

Section 2

Concept and Components of Attitudes

Concept of Attitude

Personality describes the whole person and attitude determines the personality. Attitude is a state of mind of an i nd i v idua l t owards someth ing . I t may be defined as a tendency to f ee l and behave i n a particular way towards objects, people or events. The characteristics of attitudes are described as follows:

The attitudes of an individual generally remain unchanged for a prolonged period of time unless he is influenced by external forces.

Attitudes are evaluative statements that can be either favorable or unfavorable. For example, if a person does not like a certain aspect of his job, he is said to have a negative attitude towards that assignment.

Attitudes refer to feelings and beliefs held by an individual towards an object (or event or a person).

Components of Attitudes

Attitudes consist of three components – cognitive, affective and behavioral. The cognitive component indicates the opinions, values or beliefs of an individual about something. For example, a person, say Rakesh, may believe that taking or giving a bribe is wrong. This is the cognitive component of Rakesh’s attitude. The affective component represents the feelings of a person toward something. For example, Rakesh may not like his colleague Deepak because he takes bribes. The behavioral component of a person indicates the intention of a person to behave in a particular way. For example, Rakesh may decide to avoid Deepak.

13

Source: www.i.istockimg.com

14

Video 3.2.1: Attitude

Source:www.youtube.com/watch?v=H8ZuKF3dxCY

Video 3.2.2: Inspirational Video

Source:www.youtube.com/watch?v=z_OCmWEEkcQ&feature=related

Source:www.4.bp.blogspot.com

Interactive 3.2.1: Jigsaw Puzzle on Extrasensory

Perception

Source:www.youtube.com/watch?v=jUhOU1LnXJ8

Video 3.2.3: Attitude Determines Altitudes

Source: www.4.bp.blogspot.com

Keynote 3.2.1:Attitude is Everything

Body Language

CH

APT

ER

4

Source:www.api.ning.com

Section 1

Various Aspects of Body Language

Body language is one of the key aspects of oral communication and it has a tremendous impact on the minds of communicants or receivers. It is the unspoken or non-verbal part of communication. Without speaking a single word we communicate something with our body. Some people call it bodily communication.

Oral communication comprises basically of three elements:

1. Body language (55%)

2. Paralanguage - tone of communication (38%)

3. Language (7%)

It is expected of communication learners to focus on body language and fine-tune it to create a better impact on the minds of listeners. It constitutes a solid 55% of oral communication.

The various aspects of body language are - postures, gestures, fac ia l expressions, eye-contact and mannerisms.

Posture is the way we present ourselves physically - the way we stand, the way we sit and the way we walk. We need to stand straight, chest up and wide open, shoulders not raised or drooping. It is a sign of

16

Source:www.cehjournal.org

confidence and composure. We have to walk briskly and show a lot of energy and enthusiasm. At all times, we have to avoid a bent posture. Further, we need to suppo r t ou r body uniformly on both legs, avoiding a slanting posture - support on right or left leg. Refer to the keynote 4.1.1 for the body postures and gestures.

Gestures/Emblems are the actions or movements of our hands as also that of the head (i.e., head nod). Our gestures should be simple, natural and should synchronize wi th w h a t w e s p e a k . There should be a perfect harmony in o u r s p e e c h a n d gestures. Open palm

gestures are very good and people tend to believe us when we showcase or display open palm gestures. Similarly, use of head nod is good in communication. Good gestures elevate the impact of our communication. Emblems are the signs we show by using the fingers e.g., a raised thumb indicates everything is alright, a “V” indicates victory.

Eye Contact forms a vital link between the communicator (sender) and communicant (receiver). We need to focus our vision on the listener or audience. People tend to look up, down or sideward while talking or making a presentation. It is a sign of nervousness. Therefore, we should always maintain a perfect eye contact while addressing a gathering or speaking to a group.

While making a presentation, three types of eye movements are suggested. They are as follows:

i. The X-type eye movement: Focus your vision at the left corner of the last row and bring it diagonally down to the right corner of the first row; similarly, focus your vision on the right side corner of the last row and bring it diagonally down to the left side corner of the first row.

17

www.etiquette-tips.com

Source: IBS Hyderabad

Keynote 4.1.1: Posture & Gestures

Source:www.handresearch.com/digit-ratio/george-clooney-hand-gesture.jpg

Al Gore Hand Gestures

ii. The Z-type eye movement: Focus your vision on the left corner of the last row; move it horizontally to the right corner of the last row and bring it diagonally down to the left corner of the first row; move it to the right corner of the first row.

iii. The Inverted U Type: Focus your vision on the left corner of the first row and bring it to the right corner of the first row moving it in the inverted U form, covering all the rows.

Facial Expression is also an important aspect of our body l a n g u a g e . T h e f e e l i n g s o r expressions that we display on the face are very much significant. It also includes the micro gestures (movement of eyebrows, nostrils, wrinkles on forehead). The micro gestures should elevate the communication rather than disrupt the impact of communication. Always maintain a sober, serene and natural expression. The face has to look radiant with a smile.

Mannerisms are some unique actions or gestures specific to an individual which either enhance or disturb the communication. Mannerisms are habitual gestures or a way of speaking/behaving that become abnormal through over-exaggeration and repetition. Hence we

should avoid gestures such as stroking the neck, twiddling with the fingers, playing with pen, tapping the thighs or scratching the head/forehead; rubbing the nose, chin, etc., and develop those mannerisms which create a positive impact to the extent possible.

Therefore body language is an important aspect of the communication eco system which has to be refined to create a positive impact. Remember, it constitutes 55 percent of our communication.

Source:www.bitstrips.com

Body Language

18

Source:www.nosweatpublicspeaking.com

Tasks to Perform...

1. Observe the Body Language of the Chairman & Marketing Manager of a company, a re la t ive, c lose f r iend and note the observations.

2. Keep reading people for their Body Language in different situations.

Video 4.1.2: Indra Nooyi

Source:www.youtube.com/watch?v=prM0jRIxC2I

Video 4.1.1: Importance of Smile

Source:www.youtube.com/watch?v=aWnVlV356r4

19

Source:www.youtube.com/watch?v=PYcID4KWKe4&feature=related

Video 4.1.3: Body Lan-guage: The Meanings of

Hand Gestures

Effective Presentation Skills

CH

APT

ER

5

Source: www.4.bp.blogspot.com

Section 1

Tips for Effective Presentations

Effective presentation is a p e r f e c t b l e n d o f b o d y language, paralanguage ( v o i c e a n d t o n e ) a n d language. Body language was discussed in the earlier chapter. In this section, the focus is on basic tips or tenets of making an effective presentation. The following points may be considered in delivering an effective presentation:

1. Content or subject matter is very important for communication. Probably, no communication is effective without the content. Proper salutation or greeting should precede the process. The content/subject should be organized into: 1. Opening, 2. Body and 3. Closing. Proper care should be taken to chose a topic/subject that suits the audience.

The opening should be effective. In the opening few lines, we should make it clear to the audience about the topic and the broad points to be covered. The

purpose or objective of the speech is conveyed to the audience. Ralph C. Smedley rightly stated, “A speech without a specific purpose is like a journey without a destination. It could be started by a “Quote”, followed by relating it to the subject. Sometimes a Joke could prove effective. One can share an anecdote or an incident and relate it to the subject.

In the body of presentation, the main points about the topic have to be covered with relevant examples and explanation.

In the closing part of the presentation, we should take care to convey to the audience the gist of the entire presentation. We should also highlight and ensure that the intended action or response is received. It is strongly recommended that we should first think of and write how to ‘close’ the presentation and then probably, think of the opening and body of the presentation.

Depending on the topic we could devote about 10% of the scheduled time for the opening and closing and

21

Source:www.learningnlptechniques.com.sg

balance time for the body. The overall impact should be powerful.

2. Voice Control is the key to any good presentation. When we talk of voice the following aspects are to be noted: 1. Pitch, 2. Modulation and 3. Tone or emotion.

Pitch is the intensity or the height at which we speak or communicate whereas modulation is the change of pitch. Voice inflection is very important and we should not make it monotonous and boring to the listeners.

A soft tone or emotion is very much needed. It should be appealing rather then conceited. The tone of our voice does the entire job of communicating and hence we have to select an appropriate tone that suits a situation. It is apt to quote Fredrick Nietzsche, who said, “We often refuse to accept an idea merely because the tone of voice in which it has been expressed is unsympathetic to us”. A cheerful and joyous tone is always welcome whereas a harsh/rigid tone doesn’t go well with the audience. Remember that the tone and voice constitute a whooping 38% of the communication.

3. Language or spoken word is important in terms of grammar, accent, vocabulary and expression. Effort should be made to develop the language to avoid grammatical errors and MTI (Mother Tongue Influence). The expression should be smooth and perfect. Avoid fillers like “Ahs and Uhs”. When you want to speak good English, think in English. That is to say, the

thought process has to take place in the English l a n g u a g e . M o s t people think in their mother tongue and c o n v e r t i t i n t o English while making a presentation. It h a m p e r s t h e expression and also the communication.

4. Positive Emphasis plays an important role in successful and effective communication. It refers to the positive words, syllables, sentences or the tone used in communicating with the people. By and large, positive th ink ing leads us to pos i t i ve emphas is in communication. Try to infuse a sense of positive thinking into the listener’s mind by using positive words, phrases and sentences. The following examples will illustrate the positive emphasis in communication:

Wrong - Our office closes at 6 pm.

Right - Our office is open till 6 pm.

Wrong - Ma, I am going to a movie with my friends. I will not come home till 11 pm.

Right - Ma, I will come home positively at 11 pm after watching a movie with my friends.

22

Source:www./t2.gstatic.com

Wrong - Sir, We will not be able to complete the report until Sunday.

Right - Sir, We will complete the report by Sunday.

Wrong - We don’t exchange goods which are damaged.

Right - We exchange only the good ones.

The listener will not be positively tuned or oriented to hear negative words and sentences from our communication. It will trigger negative emotions. It will lead to mood disturbances and anger in the people. Hearing positive words and phrases will have a better impact on the mind of the listener.

5. Correct Emphasis has a better impact on the readers/listeners.

More impact - Ravi is an intelligent investor who made investments at a proper time and could reap maximum profits.

Less impact - Ravi could reap maximum profits because he made investments at a proper time. He is an intelligent investor.

6. Pace, Pause & Emphasis They add a lot of variety to our speech and help in sustaining the interest of the audience.

Pace is the speed at which we speak, i.e., the number of words we speak per minute.

Pause in a spoken text is like a comma or a full stop of a written text. We should effectively use the pause to drive home the point perfectly. With effective use of pause, the pace can be maintained properly.

Emphasis is the stress we lay on important words, syllables or phrases. However, not each and every word should be emphasized. The following example demonstrates the use of emphasis in our speech:

He has gone to a MOVIE. (Here, movie is emphasized).

He has gone to a movie (Here, Syllable he is emphasized)

He has gone to a movie (Imagine, how it would appear if we emphasis each and every word or syllable of the sentence).

7. Body Orientation is a significant aspect of our presentation. We need to orient ourselves properly to the audience. That is, we should stand face to face to the audience. Avoid being left or right oriented.

8. Personal Grooming is also important. In formal situations and presentations, one has to dress up in formals. It is said that the way we dress up also influences our mind and the way we think. If we are dressed formally, our thought process also would be influenced to be formal rather than causal. It is rightly

23

said that we need to dress up to impress. Dark trouser and light shirt with black shoes and tie is recommended for gentlemen. A Business suit or light colored chudidar or sari is the formal attire recommended for ladies. We should remember, we are going to make a statement, about ourselves, by our attire.

9. Audio Visual (AV) Aids constitute an important aspect of presentations. The perfect use of AV aids enhances the overall impact of a presentation. It is dealt in detail in the Section: 8.

10. Presentation Supplements include handouts, questionnaires, articles, notes, take aways, powerpoint/keynote, collar mike, cue cards, etc. The notes, take aways, handouts should be handed over to the audience at an appropriate time. Handouts could be given at the end of the presentation to facilitate additional reading.

Cue cards of the size 3 inches by 2 inches are used to jot down main points of the presentation. They should comfortably fit into the palm of your hands. They should be properly numbered.

Presentation in a Nutshell

Important Ingredients of an Effective Presentation are:

Purpose

Plan

Procure

Prepare

Points

Practice

Preview

Perfect

Present

Presence - make it lively with humor and contemporary things

Passion - care and enthusiasm

Personality

24

Video 5.1.2: Dr. APJ Abdul Kalam’s Speech

Source:www.youtube.com/watch?v=7-bRmiKja2U

Video 5.1.1: Tips on Effec-tive Presentation Skills

Source:www.youtube.com/watch?v=ehFDeHHHIME

Section 2

Speech Purposes - General and SpecificT h e r e a r e t h r e e g e n e r a l s p e e c h purposes - to inform, to persuade, and to entertain (these three purposes apply equally to public or private communication). As we d i scuss t hese speech purposes, we should remember that we are in reality talking about responses we desire from our audience. Any discourse concerning this topic must take into account the obvious fact that all individuals are different and therefore what is intended by the speaker as a speech to inform may well persuade or entertain certain members of the audience. Let us now briefly examine these three types of speeches.

Informative Speeches

The purpose of informative communication is to increase the receiver’s knowledge and understanding of a subject. Informative speeches may also entertain or change

beliefs. A speaker whose immediate purpose is to impart information often uses amusing or dramatic illustrations to entertain his or her audience, thus holding their attention. Moreover, information, even it if consists only of facts, may lead to changes of beliefs, although such results may not be a part of the speaker’s purpose.

In informative speaking, your main concern is to make the audience understand and remember the information you present. The teacher talking to a class or the manager of a department store explaining the duties of a job to staff members are both engaged in informative speaking. How much the listener knows at the conclusion of a talk is the real test of the speech.

Some examples of informative subjects are:

The procedures to be followed for adding new courses to the college curriculum.

How to grow vegetables in a greenhouse.

The working of a pollution-free engine.

25

www.photos.auzzieimports.com

Persuasive Speeches

The major function of the persuasive speech is to induce the audience to think, feel or act in a manner selected by the speaker. You may want your listeners to discard old beliefs or form new ones; or you may merely want to strengthen opinions that they already hold. The salesperson uses the speech to persuade as a means of getting the customer to buy a coat. The person asking for a raise, the wife trying to get her husband to fix the tap, the teacher trying to get the class to study - all are trying to persuade someone to do something.

The following are examples of subjects that need persuasive treatment:

Final examinations in our colleges should be abolished.

The Indian Government should condemn the actions of Pakistan.

Students should be given time off to campaign on behalf of political candidates.

Entertaining Speeches

The third major type of speech has the purpose of entertaining the audience. Here the word “entertainment” is used in its broadest sense to include anything that stimulates a pleasurable response, whether it be humorous or dramatic.

Through such speeches the speaker wants the people present to have an enjoyable time. The speaker is not concerned with ensuring that they learn a great deal or that they change their

mind in one direction or another. Entertainment is the purpose of many after-dinner speeches.

Some subjects that lend themselves to humorous treatment are:

My first day as a college student.

The gourmet food served in the college cafeteria.

How to write a political speech.

26

Persuasive SpeechInformative Speech

Entertaining Speech

Interactive Image 5.2.1. General Speech Purposes

These, then, are the three major speech purposes. If you know exactly what the purpose of your speech is, you will have a guide for your preparation - a reminder that each bit of material contained in your presentation should contribute something to the accomplishment of your purpose.

Speech Purposes - Specific

The general reaction you want to secure from your audience may be stated in terms of informing, persuading, or entertaining. But the particular and immediate reaction that you seek must be precisely formulated into a specific purpose. The specific purpose describes the exact nature of the response you want from your audience. It states specifically what you want your audience to know, feel, believe, or do.

There are three requirements a purpose of a speech should meet: it should contain only one central idea; it should be clear and concise; and, most important, it should be worded in terms of the audience response desired.

When your general purpose is to inform, your specific purpose might be:

To have the audience understand the important aspects of ‘student government’.

To have the audience understand the fundamentals of boating safety.

To have the audience understand the history of the modern Animal Rights movement

If your general purpose is to persuade, your specific purpose might be:

To get the audience to give money to a college fund to beautify the campus.

To get the audience to agree that India should withdraw its soldiers from Kashmir.

To get the audience to agree that we should have a Department of Women’s Studies at our University.

If your general purpose is to entertain, your specific purpose might be:

To make the audience laugh at the “clear” statements of some political leaders.

To have the audience enjoy hearing about the best ways to escape the clutches of the hostel warden.

You might find it helpful to write down your specific purpose on a sheet of paper. This will give you a constant target at which to aim. It allows you, at a glance, to see if the material you have gathered, and the organization of that material, directly relates to your specific purpose.

27

Section 3

Methods of Speaking

The method of speaking or the type of delivery should suit the subject, audience and occasion.

There are different methods of presenting a speech: (1) reading from a manuscript, (2) speaking from memory, and (3) delivering in an impromptu/extemporaneous manner. Sometimes, a situation may call for a combination of two or three methods. The methods of speaking are briefed in the keynote 5.3.1 annexed.

28

Video 5.3.2: Killer Presentation Skills

Source:www.youtube.com/watch?v=whTwjG4ZIJg

Source: Internal

Keynote 5.3.1: Methods of Speaking

Section 4

Analyzing the Audience

To communicate your purpose effectively, you need to understand the audience. Audience analysis means, in a very practical sense, finding out all you can about the people you are talking to or will be talking to. You discover what your receivers are like so that you can adapt your material directly to their n e e d s , w a n t s , e x p e r i e n c e s a n d attitudes. Only by seeing t h i n g s f r o m t h e i r viewpoint you can deal d i r e c t l y w i t h t h e i r p r e d i s p o s i t i o n s . R e m e m b e r t h a t communication is a two-way process involving sender and receiver.

As a public speaker you must also make an analysis of your audience if your speech is to be meaningful. The speaker who presents a speech without considering the audience has very little chance of gaining support or being understood. Audience analysis enables you to establish a

rapport with your listeners. By understanding your audience you can adapt your materials - and yourself - to the people with whom you want to communicate. Audience analysis is dealt in detail in the keynote 5.4.1.

29

Source:www.farm4.static.flickr.com

Source: Internal

Keynote 5.4.1: Audience Analysis

Section 5

Why Organize a Speech?

The organizational process benefits speakers in several ways. It helps them detect any weaknesses in the fabric of their logic and any inadequacies in the amount and quality of their evidence (for supporting their argument). It enables them to juxtapose ideas in a variety of ways and determine the sequence that is best suited to their audience and the accomplishment of the purpose. Clear organization also helps speakers to retain ideas with greater ease during a presentation. Finally, they benefit from the added credibility gained.

The message must be understood at the moment of encounter because the listener, unlike the reader, cannot freeze the message and study it at leisure. Clear organization facilitates understanding and encourages the listener to remain attentive. Whether the message is a formal speech or an informal presentation, whether it is prepared in advance or composed instantly, it will be more effective and have a greater impact on the listeners if it has organizational clarity.

While there are a variety of ways to approach the task of organizing the message, the basic approach involves

formulating a core statement which expresses the central idea of the message, phrasing main points to support the core statement (and sub-points to support the main points, if needed), and choosing appropriate patterns to show relationships among the points.

The traditional three-fold division of the presentation - the introduction, the body and the conclusion - will be followed on most occasions. Although this division may not be applicable to all situations, it is a useful approach for studying organizational structure. This three-fold division has also been humorously but appropriately expressed as:

1) Tell them what you are going to tell them

2) Tell them

3) Tell them what you told them.

The various main points and sub points of the presentation that clarify, amplify, or prove the core statement have to be organized systematically so that they can be easily understood by the listener.

30

Innumerable patterns of organization are available since each speaking situation is unique. So, let us restrict our survey of organizational patterns to those that are found most commonly in informative and persuasive speeches.

Systematic arrangement of material is crucial in informative speaking if the listener is to retain the information presented. Speeches that seem to leap from point to point without any sense of direction seldom leave the listener with anything meaningful to focus on.

The body of the speech could be organized in one or a combination of the methods mentioned in the keynote attached:

31

Source: Internal

Keynote 5.5.1: Methods to Organize the Body of Speech

Section 6

Supporting Your Ideas

Supporting material or evidence is an essential part of a presentation.

Simply stating a point does not necessarily make it believable. There may be some assertions that listeners will accept at face value because the assertions are consistent with their beliefs and prejudices. But more frequently, listeners want the assertions to be supported with proof or facts. Suppose a speaker at the college campus advocated that the cricket team be disbanded on the ground that it was a financial burden to the student body. Would anyone believe him in the absence of proof to support his charge?

Some of the best ways of supporting the presentation are:

Illustration (example)

Statistics

Expert testimony

Analogies

Anecdotes, fables, parables

Best ways of supporting the presentations are further discussed in detail in the keynote 5.6.1.

Whatever technique is adapted, it should be remembered that the argument is to be supported adequately to convince the audience.

32

Source: Internal

Keynote 5.6.1: Supporting Ideas for Presentations

Section 7

Visual Aids

Most formal speeches and presentations incorporate visual aids. From a purely practical standpoint, they are a convenience to the speaker, who can use them as a tool for remembering the details of the message. Visual aids also dramatically increase the audience’s ability to absorb and remember information. In a sense, they support the “support” or “proof” used in the oral presentation.

Designing and Presenting Visual Aids

Two types of visual aids are used to supplement speeches and presentations: Text and Graphic. Text visuals consist of words and help the audience follow the flow of ideas. Because text visuals are simplified outlines of a presentation, they can be used to summarize and preview the message and to signal major shifts in thought. Graphic visuals, on the other hand, illustrate the main points. They help the audience grasp numerical data and other information that would be hard to follow if presented orally.

Because people can’t read and listen at the same time, the visual aids have to be simple enough for the audience to understand within a moment or two. Visual aids should

be just “aids.” They should enhance the speech by explaining and emphasizing key points. Too many or too flashy visuals can distract the message.

As a rule, text visuals are more effective when they consist of no more than six lines, with a maximum of six words per line. They should be typed in large, clear type (using u p p e r c a s e a n d l o w e r c a s e letters), with ex t ra whi te s p a c e between lines of type. List items should be phrased in p a r a l l e l grammatical f o r m . T h e w o r d i n g s h o u l d b e t e l e g r a p h i c

33

Source:www.o5.com

(i.e., brief) but not cryptic.

Many presentations begin with several text visuals. The first is usually the equivalent of a title page: it announces the subject and signals the audience that the presentation is underway. The second typically lists the three or four major points that will be covered, thus providing a road map of what is to come. The remaining text visuals are used to emphasize the transitions between main points.

A variety of graphic visuals can be used: line, pie and bar charts; flow charts and organization charts; diagrams, maps, drawings and tables. Simplify the graphics so that they can be grasped easily by the audience. To help the audience focus immediately on the point of each graphic visual, use headings that state the message in one clear phrase or sentence.

Visual aids should be such that (a) they can be understood quickly by the audience and (b) they do not detract from the presentation. The following guidelines are suggested:

Be sure that all members of the audience can see the visual aids.

Allow the audience time to read a visual aid before providing an explanation.

Limit each visual aid to one idea.

Illustrate only the main points, not the entire presentation.

Paraphrase the text of the visual aid; don’t read it word for word.

After discussing the point illustrated by the visual, it should be removed from the audience’s view. The speaker should remember that the audience is there to listen to him, not to study the visual aids. The visual aids are there to supplement the speech, not the other way.

Selecting the Right Medium

There are a variety of media to choose from, so select those that are best suited to your speaking occasion.

Handouts: You may choose to distribute sheets of paper bearing an agenda, an outline of the program, an abstract, a written report, or supplementary material such as tables, charts and graphs. Handouts can help the listeners by reminding them of the subject and the main ideas of the presentation. In addition, listeners can refer to them while y o u a r e s p e a k i n g . Handouts work well in informal situations where t h e a u d i e n c e takes an active role; they often make their own notes on the handouts. However, handouts can be distracting because people are inclined to read the material

34

Source:www.20070322_presentation_handouts_recall.jpg

rather than listen to the presentation, so many speakers distribute handouts after the presentation.

Chalkboards and whiteboards: When addressing a small group of people, and when you want to draw out their ideas, use a board to list points as they

are mentioned. Using multiple boards, text or graphics can also be prepared in advance and

revealed when required. Such boards provide flexibility because they can be altered on the spot. However, they are too informal (and messy) for certain situations.

Flip charts: Large sheets of paper are attached at the top so that you can “flip” or turn the pages as you speak. Each chart illustrates or clarifies a point. You might have a few lines from your outline on one, a graph or diagram on another and so on. By using different colored markers you can highlight ideas as you go along. This technique is effective in small, informal groups.

Overheads: One of the most c o m m o n v i s u a l a i d s i n business is the overhead transparency, which can be projected on a screen in full daylight. Because you don’t

have to dim the lights, you don’t lose contact with the audience. Transparencies are easy to make using a typed original on regular paper, a copying machine or a paper-size sheet of plastic. Opaque projections are similar to transparencies but do not require as much preparation. You can use an opaque projector to show the audience a photograph or an excerpt from a report.

Slides: The content of slides may be text, graphics or pictures. If you are trying to create a polished, professional a t m o s p h e r e , y o u m i g h t f i n d t h i s approach worthwhile. However, bear in mind that you will have to speak in a darkened room. Moreover, you m a y need someone to operate the projector, so you will have to coordinate the slide presentation with your speech.

Computers: With a special projector, a personal computer can be turned into a large-screen “intelligent chalkboard” that allows you to create and modify your visual aids as the presentation unfolds. For example, if you are discussing financial projections, you can show how a change in sales forecasts will affect profits by typing in a new number. When the presentation is over, you can print out hard copies of the visual aids for interested members of the audience. You can also make a computer-generated slide show, for instance, by

35

Source:www.spiralofcanada.com

Source:www.europa.eu

Source:www.businessmachinesonline.com

Source:www.web.tradek

orea.com

using Microsoft Powerpoint software, which gives you the opportunity to make changes right up to the minute you start speaking. Using this technology, you can incorporate both animation and photos in your presentation. Computer presentations can also be mailed (email or snail mail) to potential customers .

Videotapes, Audiotapes, Filmstrips and Films: These can be used to illustrate major points. For example, a videotape showing mock interviews would be an effective aid in illustrating effective interviewing strategies in a human resources management training seminar. In today’s visual age, an audience relates well to the color and elaborate production provided by these visuals. However, remember that visuals are intended to support the speech, not replace it. Like computer presentations, these tapes can be mailed to different people (if required), both customers and employees.

Models and Physical Objects: A sample of a product or a replica to exact scale allows the audience to visualize and become involved with the idea being presented. A scale model of a proposed office building can give the audience a clear idea of its spaciousness.

The accompanying table 5.7.1 summarizes some of the factors to consider when selecting a visual medium.

With all visual aids, the crucial factor is how you use them. Properly integrated into a presentation, they can save time, create interest, add variety, make an impression and illustrate ideas and concepts that are difficult to express in words alone.

36

Table 5.7.1 - Guidelines for Selecting Visuals

Visual Optimum Audience Size Degree of FormalityDesign ComplexityEquipment and Room RequirementsProduction TimeCost HandoutsFewer than 110Informal Simple Typed text and photocopying machine Typing or drawing time; photocopying time Inexpensive Boards and Flip Charts Fewer than 20 Informal Simple Chalkboard or whiteboard or easel and chart, with writing implements Drawing time only InexpensiveOver Heads About 100Formal or informal Simple Text, photocopying machine, plastic sheets, and projector screenDrawing or typing time; photocopying timeInexpensive unless professionally designed or typesetSlides Several hundred Formal Anything that can be photo-graphed Slides, projector, and screen; dim lighting Design and photographing time; at least 24 hours production timeRelatively expensive

Source: C. L. Bovee and J.V Thill, Business Communication Today, IV Edition. ( New York: McGraw Hill, 1995)

Post-Presentation

On all but the most formal occasions, an oral presentation is followed by a question-and-answer session. Don’t be intimidated by questions. Questions from the audience indicate that people have listened to you and are interested in your presentation.

When fielding questions, make sure that everyone in the audience has heard the question. If there is no moderator to do this job, you should ask if everyone has heard the question. If they haven’t, repeat or paraphrase it yourself. Sometimes this can be done as an introduction to your response: “Your question about the efficiency of these three techniques....”

If you hear the question but don’t understand it, ask for a clarification. After responding, ask if you understood the question correctly.

If you understand the question but don’t know the answer, tell the truth. No one expects you to know the answer to every question. If you have some ideas about how to find the answer - by checking a certain reference text, for example - share them. If the question is obviously important to the person who asked it, you might offer to meet him afterwards to discuss the answer. Or you could offer to research the issue and get back by a certain time with the answer.

If you are unfortunate enough to have a belligerent character in the audience who is not content with your response and insists on restating his original point, a useful technique is to offer politely to discuss the matter further after the session.

This will prevent the person from boring or annoying the rest of the audience. If it is appropriate to stay after the session to talk individually with members of the audience, offer to do so. Don’t forget to thank them for their courtesy in listening to you.

37

IBS Hyderabad

Interactive 5.7.1 - Crossword

Presentation Skills

Source: IBS Hyderabad, Adapted from various sources

Keynote 5. 7.1 - Effective Presentation Skills (EPS)

Video Case Analysis

The students are expected to watch the videos and critically analyze them in terms of body language, paralanguage and language, organization of content, body orientation, pace, pause and emphasis.

Video cases

Discussion will be made in the classrooms on communication and presentation skills.

38

Video 5.7.2 - Barack Obama’s Speech

Source:www.youtube.com/watch?v=Jll5baCAaQU

Video 5.7.1 - Rahul Dravid’s farewell Speech

Source:www.youtube.com/watch?v=Q3MAgkHHIaY

Video 5.7.3 - Effective Presentation

Skills

Source:www.youtube.com/watch?v=4x-kcvcOH10&feature=fvsr

Tasks to Perform...

Student Presentations - Individual and Group

Students will make presentations on:

1. Current Corporate Analysis (CCA) - Students will be given topic on current corporate issues/problems/situations and are expected to make three minute presentations, which are throughly evaluated by the faculty and feedback given.

2. Movie Review (MR) - Students are formed into groups of four and are given some select movies. Each group has to make movie reviews which are evaluated by the faculty and feedback given. Each group has to make a 12-minute presentation.

39

Listening Skills

CH

APT

ER

6

Source:www.p2w2.com

What do you think happened in this case? Amit was present throughout the meeting. Yet, he didn’t really hear what the speaker was saying. Why? Because he wasn’t listening.

If research studies are anything to go by, Amit is certainly not an oddity in the business world. According to some researchers, the average listening efficiency rate is only 25 percent. Further, immediately after a ten-minute presentation, a normal listener can recall only 50 percent of the information conveyed. And after 24 hours, the recall level is only 25 percent! Does this bode well for organizations? No. Why? Let us see why listening is so important in a modern-day organization.

41

Listening Skills

Amit Suri was asked to represent his department at the Benefits Committee meeting. The purpose of the meeting was to announce changes in the company’s home loan schemes. Amit and the others in his department were unanimous in their support of the OTP (one-time-payment) scheme. But he knew that there were some in the other departments who favored the MIP (monthly-installment-payment) scheme. He walked into the room, hoping the OTP scheme would be adopted.

The head of the committee entered the room, walked up to the podium, put his papers in front, and began to speak.

“I know you are all here to learn about our new home loan scheme, and I won’t keep you in suspense. We have decided that the MIP scheme will be our primary scheme.”

As he continued to talk, Amit fumed. As soon as the meeting ended, he rushed back to his department with the news. Everyone was upset.

Twenty minutes later Amit’s colleagues walked up to his desk. “Are you sure the MIP is the only scheme the company is adopting? I just spoke to a friend in the Accounts Department. He says the MIP will be the primary scheme, but those who wish to do so, can opt for the OTP.”

Amit couldn’t believe his ears. He called up another colleague, who confirmed what he had just heard.

Various Facets to Effective Listening

Source:www.finntrack.co.uk

Section 1

The Importance of Listening

One primary reason why listening is so important is the amount of time people spend doing just that – listening. Listening is the most frequent, perhaps the most important type of on-the-job communication. Studies indicate that adults spend about 29.5 percent of their waking hours listening.

Recent studies that focus on the workplace show that, on an average, personnel at all levels spend about 32.7% of their time listening, while speaking takes up 25.8% of their time and writing 22.6%. Top executives spend even more time listening than other employees.

Listening on the job is not only frequent, it is very important as well. In fact, most managers agree that “active listening” is the most crucial skill for becoming a successful manager. Stephen Covey identifies listening as one of the “seven habits of highly effective people.” Listening can improve work quality and boost productivity. Poor listening leads to innumerable mistakes because of which letters have to be retyped, meetings have to be rescheduled, shipments have to be

rerouted, etc. All this affects productivity and hence profits. Apart from the obvious benefits, good listening helps employees to update and revise their collection of facts, skills and attitudes. Good listening also helps them to improve their speaking.

Good listening skills are needed in the business world today because of the benefits stated. A number of studies have revealed why people listen poorly, despite the advantages of doing just the opposite.

42

Source:www.nettekconsultants.com

Section 2

Barriers to Effective Listening

When we hear, we only perceive sounds, but when we listen, this hearing is accompanied by a deliberate and purposeful act of the mind. To listen means to get meaning from what is heard. One may hear the words another person utters, without really understanding them. Let us look at some of the factors that impede effective hearing.

Physiological Barriers

Hearing impairment

Sometimes poor listening can be traced to hearing deficiencies. However, once these deficiencies are detected, they can usually be treated.

Speaking-Thinking rate

According to an estimate, we speak at an average of 125 to 150 words a minute. Our mind, however, can process

nearly 500 words per minute. This gives listeners a good deal of spare time, which is often used for mental excursions ranging from daydreaming to thinking about the speaker’s hairstyle! Spending this time for analyzing the message would make for better listening.

Environmental Barriers

Physical distractions

Distracting sounds, poor acoustics, uncomfortable seating arrangements can all hamper effective listening. But then it is not impossible to counter these distractions through concentration.

When all your attention is focused on what is being said, the other noises take backseat in your consciousness. Unless of course, the noises are too powerful.

Message overload

When you are forced to listen to a quick succession of messages, then after a point your receptivity dulls. You find

43

Source:www.collectormentor.com

it impossible to listen attentively. Coping with a deluge of information is like juggling – you can keep only a few things going at a time.

Attitudinal Barriers

Prejudices

Sometimes our prejudices and deep-seated beliefs make it impossible for us to be receptive to the speaker. For instance, when politicians of two different political parties argue an issue, they do not give each other a fair hearing, because of their preconceived attitudes. To break down this barrier, we must achieve some control over our instinctive responses and learn to postpone judgement until we have listened to exactly what is being said.

Preoccupation

Sometimes we are preoccupied with other concerns. As students, all of you must have had days when you registered nothing of what was said in class, because your thoughts were on the freshers’ party you had to arrange the next evening.

A Casual Attitude

Because hearing is relatively easy, we assume that we can do it without much concentration and effort. This attitude is often a major barrier to listening.

44

Figure 6.2.1: Barriers to Effective Listening

Egocentrism

Many people are poor listeners, because they are overly concerned with themselves. Three personal concerns dominate their listening behavior. These can be summed up in three sentences:

1) I must defend my position.

2) I already know what you have to say.

3) How am I coming through?

These concerns set up effective barriers that destroy the critical link between speaker and listener.

Poor Listening Habits

Listening, like much of human behavior, tends to follow consistent patterns. Most of us develop certain bad listening habits that eventually create a pattern. Four of the most common bad habits are:

Faking Attention: Many of us fake attention so as not to appear discourteous. However, this can become habitual and turn out to be a barrier to effective listening.

Listening Only for Facts: In looking only for the facts, we often forget to locate the main idea.

Selective Listening and avoiding difficult and uninteresting material: Sometimes we switch off our attention when what is being said is difficult, unfamiliar,

or simply uninteresting. If we do this often, this turning off becomes a consistent pattern.

Focusing on Delivery: Sometimes we are so concerned with how someone says something that we pay scant attention to what he or she is actually saying.

Lack of Common Experiences

It is difficult for a person to understand what is being said, if he or she has no experience, either direct or indirect, of the concepts being discussed. Can you imagine a farmer, who has lived all his life in a small village, trying to understand the message of a VJ of a television channel?

45

Tips for Effective Listening

Source:www.faculty.londondeanery.ac.uk

Section 3

Approaches to Listening

Now that we’ve considered some of the barriers to effective listening, let us look at another question: Why do people listen at all? Well, the answers to this question are many and varied. Sometimes people listen because they want some information from the speaker; sometimes they listen, because they enjoy what they’re hearing. Depending on the purpose, a listener adopts one of the following listening approaches discussed here.

Discriminative Listening

Discriminative listening involves an attempt to distinguish one sound from al l the others. Stopping work to determine whether the phone is ringing is an example. We learn how to discriminate among sounds at an early age. Eventually, we come to recognize not only the sounds that make up our language, we also learn to identify vocal cues such as tone of voice,

volume, pitch and rate, all of which contribute to the total meaning of a message.

Comprehensive Listening

A person trying to understand a speaker’s message in totality, to interpret the meaning as precisely as possible, i s e n g a g e d i n comprehensive listening. This kind of listening is generally practiced in the classroom when we must remember what we have heard in a lecture and rely upon it for future use.

Critical Listening

When a person wants to sift through what he has heard and come to a decision, he must listen critically. This involves judging the clarity, accuracy and reliability of the evidence that is presented

46

Source:t0.gstatic.com

Source:www.lh3.ggpht.com

Source:static.guim.co.uk

and being alert to the effects of emotional appeals.

Active Listening

Active listening is also called empathic listening. This kind of listening goes beyond just paying attention or listening critically. It entails supportive behavior that tells the speaker, “I understand. Please go on.”

When you listen actively, you encourage the speaker to express himself fully. Sometimes active listeners provide the speakers with neutral summaries of what they have heard in order to affirm that they have understood what they h a v e h e a r d . A c t i v e l i s t e n i n g i n v o l v e s responding to the emotional content as well, apart from the b a r e v e r b a l message. An active listener is alert to all cues and careful ly observes the n o n v e r b a l behavior of the speaker to get the t o t a l picture.

47

Source:www.provenmodels.com

Section 4

How to be a better listener?

Listening skills can be improved with a conscious effort regardless of whether the situation calls for appreciative, critical, discriminative or active listening.

Be Motivated to Listen

When you resolve that you will listen, an improvement in your listening skills will become i m m e d i a t e l y n o t i c e a b l e . Researchers have concluded that the more motivated a listener is, the more active and alert he becomes as a receiver. Though mot ivat ion a lone cannot solve all problems in l i s t e n i n g , i t i s t h e f i r s t prerequisite to becoming a good listener.

Be Prepared to Listen

Sometimes you need to make some preparation beforehand in order to listen effectively to a particular

piece of communication. It is helpful to gather as much relevant information as you can about the subject, the speaker, and the situation. This will help you to better understand and appraise what the speaker is saying. Preparations could also include attempts to minimize physical barriers between yourself and the speaker and to eliminate all distractions in the environment.

Be Objective

From your own experiences, you would have noticed that you are more receptive to a message when you approach it with an open mind.

48

Video 6.4.1: NR Narayana Murthy’s

Speech

Source:www.youtube.com/watch?v=c_dtRSJl2W4

Source: IBS Hyderabad, Adapted from various sources

Keynote 6.4.1: Listening Skills

To be objective, one must avoid jumping to conclusions. Keep your critical faculties on the alert, but do not make a judgement until all points are fully developed. If you make a judgement too fast, there is always the danger that you may fail to register things the speaker says that may not exactly tie in with your judgement. Objective listening entails a conscious effort to keep our emotions and prejudices at bay. The example given at the beginning of the chapter shows how you can miss important facts, when your emotional responses pull down the shutters over your receptivity.

Be Alert to all Cues

Look for the speaker’s main ideas. The speaker’s voice quality, inflection, emphasis and body movement can all offer vital clues to what the speaker feels is most important. Besides, these cues also give you insights into the emotional content of the speaker’s message, which must be taken into consideration if the message is to be fully understood.

Make Good Use of the Thinking-Speaking Time Difference

As mentioned earlier, we normally think much faster than we speak. If you are a listener you can use this gap to your advantage by mentally summarizing and reviewing what the speaker has said. Focus on what the speaker is saying, rather than on what would be the appropriate response to the message.

Use Feedback

Using feedback is one way we can get more from our communication encounters. Sometimes this feedback may be as simple as telling the speaker that you don’t understand. This lets you hear the message again. While using feedback, make sure that the speaker receives your message, that there’s no ambiguity about your feedback and that your feedback is related to what is going on.

Use Verbal and Nonverbal Cues to Encourage the Speaker

The listener can use a number of verbal and nonverbal cues to aid the speaker in communicating. Establishing eye contact with the speaker can go a long way in reassuring him or her. Looking out the window while somebody is speaking affects the morale of the speaker. Sometimes nodding the head slightly or casual remarks like ‘I see’ can tell the speaker that you’re actively involved in the communication process. Even an act as simple as smiling can offer warmth and support to the speaker and help him to get over his nervousness.

49

Source:www1.webng.com

Tasks to Perform...

Simple Tips to Practice Listening

Proficiency in listening, like in any other skill, is the result of conscious effort. Many of the barriers to effective listening can be successfully overcome through practice.

Commit and force yourself to listen to speeches and lectures that seem to hold no obvious interest value. Doing this will help you overcome the temptation to “switch off” when the messages seem dull or difficult.

Listen to a news capsule on the TV and try to recollect what is heard.

Watch a movie or a TV serial and summarize the total content and also, character wise.

Have a group discussion in the peer group and summarize the discussion.

50

Goal Setting

CH

APT

ER

7

Source: www.benbruno.com

Section 1

Setting Goals and Objectives

Personal Effectiveness depends on setting goals and objectives according to long-term and short-term plans. It is ideal to have separate goals for long and short-term plans. However, goals and objectives should be in accordance with the plans. The goals should be achievable so that they act as motivators for the setting up of higher goals. Goals must be set in such a way that there is enough time left to take care of deviations if any. It is vital to allow time for a deviation or an unforeseen situation. Anticipating and making time for such situations would help in avoiding confusion.

Advantages of Goal Setting

Many managers believe that setting goals improves the productivity of the employees and the organization. A goal is defined as a desired result. It specifies a performance, result or outcome. Goals provide a standard way to measure an outcome or result or an accomplishment. Goals and objectives should be measurable. An abstract goal such as ‘to become

successful’ is not effective. On the other hand, a goal like “to become a CEO of an FMCG company in 25 years” is clearer and more effective. A manager may have the goal of increasing productivity. However, this is vague since a goal must have a numerical or quantitative value related to the desired result. The goal can be redefined as improving productivity by 2% within the next four weeks.

Goal setting can improve the performance of managers for a number of reasons. A goal provides managers with regular feedback on their performance. It enables them to work better. They can identify the areas to which resources and efforts need to be channeled. The goal setting makes managers feel more responsible and accountable for their work and activities. Achievement of goals is a good motivator to the managers to set bigger and higher goals and achieve them. Refer to table 7.1.1 for stretch goals.

52

Setting Goals

A goal is a powerful tool to focus energy and resources. Goals play a vital role in the time management process. Manager learns to overcome obstacles, develop strengths and discover new objectives in the process. This process gives long-lasting fulfillment and motivates them to

achieve higher goals. Managers often find greater fulfillment in achieving goals which they set themselves, than by achieving goals set by others. A worthwhile goal gives a manager something he/she personally cares about having or being. Managers should set goals that are in harmony with the organization’s long-term plans and objectives. The manager must set Specific, Measurable, Achievable, Reviewable and Timed (SMART) goals.

Specific

The goals must be specific. They should answer the questions of what, why, when, who and where and relate well to both the manager as well as the organization. For example, a short-term goal for a manager could be “to earn 1 lakh per month” and a long-term goal could be “to buy a home in a desired place in the next 15 years”. Always, the short and medium-term goals should be framed in tune with the long-term goals. For an organization, a short-term goal could be “to meet the sales target of 10 crore in one year ” and the long-term goal could be “to capture 2% of the global market share in five years.”

Measurable

The goals must be measurable. If they are not, then it is difficult to achieve them. Managers must be able to measure their goals. The goals can be measured by the amount of time required to achieve them. Then the managers can decide the amount of time they would like to spend on that particular goal. For example, a manager may have a goal of “getting two new

53

Table 7. 1.1 Stretch Goals

A goal can act as a motivator. Initially, a manager should set small, simple goals. On achieving these goals, he/she feels motivated to set bigger goals and higher targets. The stretch goal pushes people to stretch their capabilities to the limit and hence helps them to achieve more. For example, a manager has the goal of finishing a project within fifteen months; he/she can set a stretch goal of 12 months. This enables the manager to fully utilize his/her capabilities and resources.

Jack Welch, the former CEO of GE and author of various books, is known for the tough goals that he had set for both the organization and employees. He was successful in turning around the fate of GE. Welch believed in pushing the employees to give their best by stretching goals.

Adapted from <http://www.askmen.com/money/successful/47_success.html>

Source:www.activegarage.com

clients in a month.” The best course of action to achieve this goal should be selected so as to avoid wastage of time. Besides time, goals could be defined in terms of money or rank or position or percentage. For example, to earn 5 crore in 5 years, to become the top most CEO of the country at the age of 40.

Achievable

The goals should be achievable and ideally be practical and realistic. An achievable goal helps managers to accomplish it easily and hence motivates them to set even higher goals.

Reviewable

The goals should be reviewable. The manager should be able to review the goals at specific time intervals - weekly, monthly, quarterly, half-yearly and yearly - to review the progress in terms of achievement of the goal. For example, a person sets a financial goal of earning Rs. 5 crores in 5 years. He should be reviewing the goal each year to accomplish the goal attainment, i.e., earning one, two, three, four and five crores at the end of each year.

Timed

The goals should have a time target or deadline. A target helps in keeping track of the goals achieved till then. A manager should set time limits and deadlines for realizing the goals. These deadlines act as reminders of what else needs to be achieved. The deadlines need to be reviewed without any changes in the goals.

54

Section 2

Goal Areas

A manager has to set SMART goals in the following areas:

1. Personal goals - Financial, Skills development, Health, Physical and Pleasure

2. Professional goals - Career and Financial

3. Family goals

4. Social goals

5. Spiritual goals

Types of goals

1. Immediate goals (within 6 months)

2. Short-term goals (6 months to one year)

3. Mid-term goals (2 to 4 years)

4. Long-term goals (more than 4 years)

Goal Chart

An effective manager can prepare a goal chart which is in essence a plan of action for success. The suggested goal chart (table 7.2.1) is as follows:

Students are expected to prepare their goal chart and come to the classroom to discuss the same.

55

Table 7.2.1 Goal Chart Table 7.2.1 Goal Chart Table 7.2.1 Goal Chart Table 7.2.1 Goal Chart Table 7.2.1 Goal Chart Table 7.2.1 Goal Chart

S. No. Goal type/ Goal area

Action area

Action taken Time Remarks

Source: IBS Hyderabad

Role Model

A manager can draw inspiration by following a role model who could be a person whom the manager tries to follow, emulate or get influenced. A role model could be a parent, sibling, relative, teacher, friend or any celebrity. A role model need not be from the same profession or chosen goal area. He is just an individual who wields a considerable influence on the person. The manager always looks to the role model as a source of tremendous inspiration.

Goal Model

A manager can also select or follow a goal model who is a person who excels in the chosen goal area. For example, a person aspiring to become a cricketer can choose a leading cricketer as a goal model and follow his rigor, preparation, training, planning and his commitment to the profession.

Similarly, an aspiring CEO can choose a leading CEO of a company as a goal model and emulate the CEO for his integrity, honesty, planning and decision-making.

Task to Perform...

Prepare goal chart duly referring to the table (7.2.2) of goal setting in action.

56

Table 7.2.2 Goal Setting in ActionTable 7.2.2 Goal Setting in ActionSteps Action

1 Analyze selfWrite your strengths & weaknesses.Refer chapter no. 1.

2 Make a Goal StatementFor example, I want to become one of the top ten portfolio managers in the country by 2020.

3 Check whether the goal statement satisfies the SMART principle.

4 Write a self-affirmative statementFor example, I want to become one of the top ten portfolio managers in the country by 2020 by imbibing or learning the requisite traits/competencies.

5 List out the traits/competencies required for the goalFor example, Finance - Portfolio Management, Analytical Skills and Risk-Taking ability.

6 Check the traits required for the goal achievement with the traits in your personality. Refer Chapter no. 1.

7 Check whether your strong points are suited or redundant for a particular goal.

8 What additional strengths/ competencies should be learnt to achieve the goal.

9 What weak points or negatives should be unlearnt.

10 Prepare goal chart

11 ACT (Action with Commitment to Time) to succeed.

Source: IBS Hyderabad

Goal Setting-some inspirational quotes

If you are born poor it is not your mistake, but if you die poor it’s surely your mistake.

Set your goals high and don’t stop till you get there...Bo Jackson

A goal is essentially an end towards which an effort is directed.

You cannot hit the target if you cannot see it.

This is one quality one must posses to win...and that is definiteness of purpose, the knowledge of what one wants and a burning desire to possess it. -Napoleon Hill

My philosophy of life is that if we make up our mind about what are we going to make of our lives, then work hard towards that goal, we never lose. -Ronald Reagan

Stand up; be bold and take the whole responsibility on your shoulders and know that you are the creator of your destiny. All the success and strength that you want are within yourself. -Swami Vivekananda

Shoot for the moon. Even if you miss, you will land up among the stars.

One half of knowing what you want is knowing what you must give up before you get it.

The impossible is often the untried.

If you want to make your dreams come true, the first thing you should do is to wake up.

You control your destiny. What you think about comes about. By recording your dreams and goals on paper, you set in motion the process of becoming the person you most want to be. Put your future in good hands: your own.

A dream is just a dream. A goal is a dream with a plan and a deadline.

If one does not dream and plan, one may not go far, but if one does not plan and only dream, one may go nowhere at all.

KASH is KING - Knowledge, Attitude, Skills and Habits.

57

Video 7.2.1: Goal Setting

Source:www.youtube.com/watch?v=RNPbamAf9r4

Time ManagementCH

APT

ER

8

Source: www.timesheetscript.com

Time management is very important for personal effectiveness. It is said that a successful man has time for everything. But to achieve success, time management is an essential skill a manager has to learn and practice with a sense of dedication and commitment.

According to the CEO of GE, Jeff Immelt, time management is a very important skill for any manager or leader to have, since proper time management improves the efficiency of a manager. A manager, an employee, or a leader needs to spend time on important things by setting priorities. Many organizations provide training to help employees manage their time better. Companies like Essar, Wipro, Motorola, organize time management workshops for their employees. TCS provides mandatory training in time management for every employee.

59

Video 8.1: Effective Time Management Techniques

Source:www.youtube.com/watch?v=rM1A9zFkfHw

Source;www.productivityjunkies.com

Section 1

Importance of Time Management

Time is a very precious resource – something that cannot be stored. It is therefore important to plan time well and spend it wisely. Time management is important in every facet of life, especially in the professional area. Many people believe in working faster or for long stretches of time. But both cases reflect poor time management. Working faster may r e s u l t i n m a n y e r r o r s w h i l e working for long h o u r s m a y exhaust the p e r s o n . E f f e c t i v e m a n a g e r s can juggle b e t w e e n d i f f e r e n t roles without feeling the pressure of lack of time. S u c c e s s f u l m a n a g e r s treat time as a very va luab le resource.

It helps to balance various aspects of life and analyze time-wasters and interruptions. The focus is not so much on ‘managing’ or ‘spending time’ as on ‘investing time’ in activities or tasks that are important. Time management is not just about utilizing time appropriately, it is also about identifying and avoiding time-wasting activities. People

have many tasks to perform and many roles to play in both their personal as well as professional lives. Time management starts with analyzing the pattern of spending time both in personal and work life. Developing long-term and short-term goals and planning to achieve them is one of the essential elements of efficient time management.

Improvement in technology has changed the approach to time management. There is a constant flow of information from the Internet, e-mails, mobiles, and the intranet, which is helping managers to take decisions quickly. However, technology has not made time management any easier. In fact, the time pressure has increased with tougher deadlines and targets having to be met.

Time management has become more important in organizations due to the flatter organization structure. A flatter structure means a broader span of control for managers. This means that the managers have to spend the same amount of time handling more responsibilities. They have to manage time more effectively and efficiently. The flatter structure also integrates multiple roles for the managers. This results in an increased workload and also greater need for effective time management.

60

Source:www.csdiary.org

Section 2

Analysis of Time

Effective time management starts with analyzing where and how time is spent. An effective manager has the ability to gain control over time and make the best use of it.

Many managers may feel that they are working hard and making optimum utilization of their time. For instance, a manager skipping his/her lunch may feel that he/she is working hard. However, the truth is that he/she may be poor at time management. It is therefore necessary to analyze where the time is spent. It involves identifying the time-wasters and time abusers with the help of time logs.

Time Logs

Time logs (refer to table 8.2.1) are used by employees to fill in a detailed account of the time spent at the workplace. They can be designed for daily, weekly or fortnightly use and can help in identifying how many hours an individual spends on actual work. After maintaining time logs for a period (say four or five weeks), managers can analyze their pattern of spending time. Time logs help managers in identifying activities that waste time and the amount of time wasted. For instance, a manager may

spend most of his/her time arranging documents and searching for files and this may cause significant wastage of time. Another manager may spend time by starting to do too many things and finishing none.

Once the major time spending patterns have been identified on a broad scale, daily time logs can be prepared. A daily time log allows managers to evaluate how productively a day has been spent. It is important to update the time log at regular intervals and to make entries of the various tasks performed through the day. The description should, however, be very brief, containing only about one to four words. The number of minutes spent on each activity should also be included. Some managers feel that maintaining time logs is a time consuming activity. It is true that it may take some time initially, but once they get used to it,

61

Video 8.2.1: Time Management

Source:www.youtube.com/watch?v=SLibyXxsUdY&feature=related

Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)Table 8.2.1 Time Log (From d/m/y To d/m/y) Time Spent Each Day at Workplace (Hrs/Min)

Tasks Mon Tue Wed Thurs Fri

Working on the actual task

Use of telephone (work related)

Use of telephone (personal use)

Use of Internet (work related)

Use of Internet (personal use)

Meetings/seminars attended

Tea/Coffee breaks/Lunch at work

Preparing for seminars/presentations

Socializing with colleagues

Meeting visitors

Filing and maintaining records

Time spent on solving others’ problems

Work related travels (to meet clients/customers)

Reading and analyzing Reports

Total Hours Spent at Workplace.

Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19Adapted from Fontana, David, “Your Current use of Time.” Managing Time. First Edition, BPS Books, New Delhi 1996, p19

62

each entry will take less than 15 seconds and the whole process, only 5 to 10 minutes a day. Regular maintenance of time logs gives the managers an idea of the time required for performing any given task. This enables them to plan accordingly.

Time logs improve the performance of managers and increase the organization’s productivity. Managers start feeling accountable for the way they spend their time. However, time logs should be used only to improve performance and effectiveness and not to monitor employees. It must be a productivity tool and not a monitoring tool. Moreover, time logs alone cannot help to bring about efficient time management. They should be used along with planning, scheduling and delegating to overcome potential wastage of time and help in effective time management.

Time Budget

Budgeting of time is an important aspect for a successful manager. The manager has to allocate time to various goal areas as discussed in goal setting.

The time budget (refer table 8.2.2 and keynote 8.2.1) should be prepared on a weekly basis and be reviewed every week to find out whether the budgeted time is spent as per the plan. Sincere efforts should be made to stick to the plan and avoid time wasters.

The time budget for various goal areas can be prepared as follows:

1. Personal goals - personal time

2. Professional goals - professional time

3. Family goals - family time

4. Social goals - social time

5. Spiritual goals - spiritual time.

Tasks to Perform...

1. Prepare your time log for the last 30 days

2. Prepare your time budget

63

Source: IBS Hyderabad

Keynote 8.2.1: Time Budget

64

Table 8.2.2 Time BudgetTable 8.2.2 Time BudgetTable 8.2.2 Time BudgetTable 8.2.2 Time BudgetArea Time per day Time per week Remarks

Personal goals - personal timeSleep ExerciseGetting readyBreakfast/lunch/dinnerWatching TVNewspapersInternet/networkingHobbiesFriendsCommuting timeOthers

Professional goals - professional time

Classroom/lectureHomeworkLibraryInternetProfessional magazinesOthers

Family goals - family timeSocial goals - social timeFriendsMovies/HotelsClubsChatting

Spiritual goals - spiritual timePrayer and meditation

Total time per week

Interpersonal Skills

CH

APT

ER

9

Source:www.learning3pointzero.com

In 2004, a survey was conducted among 1,420 Chief Information Officers of various American companies which had 100 or more employees. The major objective of the survey, conducted by an independent research group for Robert Half Technology, was to find out how many of these companies offered their IT staff soft skills training in areas like leadership, communication, etc. The results showed that 53 percent of the companies provided soft- skills training to their employees. It was found that 70 percent of the companies in the business services also gave soft skills training to their employees – a higher percentage than any other sector. Interpersonal skill was the most important soft skill required by people in the information technology business, according to the survey results. Communication skills came next, followed by skills like aptitude to work under pressure, business aptitude and professional conduct.

The company also conducted a survey of the top 100 organizations in Canada to find out the most important skills required by managers. Senior managers from various departments like personnel, marketing, sales and finance participated in the survey. It was found that 32% of the respondents considered interpersonal skills as the most essential attribute for managers. Honesty (28%) and open mindedness (23%) were the second and third preference, respectively. Only 11% percent of the respondents believed that hard work was the most important quality. The findings of the survey concluded that interpersonal skills were very important for managers at all levels. According to Paul McDonald, executive director, RHI Management Resources, “While strong interpersonal skills are essential at all levels,

they’re particularly critical for managers, whose primary job responsibilities include hiring, supervising, mentoring, and retaining employees.” In this chapter, we will examine the importance of interpersonal skills and the various ways to improve them.

66

Source:www.adelphi-associates.co.uk

Interpersonal Skills

Section 1

Introduction to Interpersonal Skills

Interpersonal skills are the essential skills required for interacting and connecting with others. In other words, it is the capability to interpret and manage one’s own feelings, actions and motivations and those of others in social contacts. In the organizational context, interpersonal skills refer to a person’s ability to interact effectively with other members of the organization like subordinates, peers and superiors. For example, a manager would have to interact

with employees, who report directly to him/her. In various job situations like providing training, directing, commending a good performance, giving a warning, taking a decision, solving a problem, etc., the manager would require better interpersonal skills.

An employee with good interpersonal skills would essentially have the following qualities:

Ability to treat everyone in the organization with respect

Ability to get along with others

Readiness to share knowledge with others

Willingness to train others in the organization

Good negotiation skills

Ability to resolve conflicts in time

Readiness to accept feedback

67

Source:www.job-interview-site.com

Ability to learn from mistakes

Readiness to accept responsibility for his/her actions

Ability to manage behavior in personal interactions

Ability to align with team goals in shared activities while pursuing own goals

Ability to listen to others

Ability to influence the behavior of others positively

A team usually contains members who are from diverse backgrounds and who have diverse values. To succeed in team-based organizations, it is important to have good interpersonal skills.

68

Source:www.learningdesigns.uow.edu.au

Video 9.1.1: Conversational Skills

Source:www.youtube.com/watch?v=gw5bkBk0gz4&feature=related

Section 2

Developing Interpersonal Skills

Developing Assertiveness

Assertiveness can be defined as the ability to state your point clearly without being aggressive. Assertive people are able to engage in discussions where they respect the viewpoints of others without losing their own point of view. People who fail to use their assertive skills are likely to be manipulative and try to make others do what they do not really want to do. Others may be extremely aggressive and tend to provide over-directions in the workp lace. St i l l others may adopt passive positions at the workplace j u s t t o a v o i d confrontations. But assertive people would be able to take a middle path in such situations.

Assertiveness is essential for a manager to work effectively in organizations. It helps a person to cope effectively with uneasy people and uneasy situations. Assertiveness is essential in solving problems in organizations in such a way that all the parties concerned are able to come out of the situation reasonably satisfied.

Managers who want to develop assertiveness should think about how they would want to be treated by others at the workplace and try to treat all others in the organization the same way. When trying to communicate assertively, their body language is very important. It should not give the impression that they are aggressive. What they are trying to say should correspond with how they are saying it. If they are anxious, it affects the way they put across things. They should avoid all disturbing gestures while they communicate and try to look friendly. The tone of their voices should be appropriate to what they are trying to communicate.

69

Source: www.totaldiplomacy.com

Factors Hampering Interpersonal Interactions

There are many hindrances to effective interpersonal interactions. An understanding of these will go a long way in developing interpersonal skills. The most common causes are:

Poor Listening

Listening attentively to what the other person says ensures the e f f e c t i v e n e s s o f i n t e r p e r s o n a l i n t e r a c t i o n s . I n i n t e r p e r s o n a l communication, if one person is talking and the other person is not listening to what is being said, then all the c o m m u n i c a t i o n attempts of the first person would go waste. Another problem is of the listener jumping to conclusions. For example, when a manager is communicating with a subordinate, the subordinate may give the impression that he/she has fully understood what is being said even if that is not actually the case.

In such a situation, the manager should ask for immediate feedback from the subordinate. Instead of asking the subordinate whether he/she has understood the matter, the manager should ask the person to explain in his/her own words what was said.

Emotional Arousal

In excess, negative emotions can prove to be another major block to interpersonal interactions. This applies primarily in the case of negative emotion like anger. For example, when a person is excessively angry, he/she may not be able to understand the perspective of another person fully. In addition, it may also cause a dent in the relationship. An angry manager may say something unpleasant to an employee on the spur of the moment. This will not only affect the positive outcome of that interaction, it is also likely to affect future interactions between them. Anger often breeds anger and may lead to arguments between the persons concerned. The best possible course of action in such a situation would be to stop the interaction till the people involved are able to get their emotions under control.

Lack of Time

Time pressure can affect the interpersonal interactions between two persons to a great extent. This is especially true in organizations where everyone is busy and has no time to get feedback on what they have said. For example, a manager may move around giving instructions to everyone. But he/she may not wait for the feedback. However, it is essential to obtain feedback as a fa i l u re to do so cou ld resu l t i n misunderstandings and prove costly at a later stage.

70

Source:www.itechsolutions.in

Differences in objectives

In interpersonal interactions, the parties involved may sometimes have differences in objectives or interests. For example, take the case of an interaction between a manager and a subordinate. The objective of the manager may be to find a solution to a problem related to the loss of work hours due to machine failure. The objective of the subordinate may be to avoid being criticized for that problem. They both have different objectives. Such interpersonal interactions can be fruitful only when both the parties involved have a common objective.

Task to Perform...

Enact role plays within your peer group by assuming corporate situations. For example, as a Marketing Manager of a construction company, explain the features of your gated community of houses to the customer.

71

Source: Soft Skills Handbook, IBS HO

Keynote 9.2.1: Conversational Leads

Leadership and Team-Building

CH

APT

ER

10

Source:www.cdlib.orgSource:www.respectandleadership.net

Section 1

Leadership Skills

Leadership is an essential trait for personal effectiveness. leadership in itself is a set of qualities and traits that guide an individual, his team and his organizat ion towards the ach ievement o f success. Leaders are not just born, but they can be made by proper grooming and training.

Leadership can be defined as the act of influencing the behavior of another person. In organizations, leaders have to influence all the members to carry out the tasks of the organization. They have a vision about the organization; they motivate, persuade and usually get work done in the way they want it done because o f a c e r t a i n s e t o f characteristics they exhibit.

They are able to focus on the value of their people and to empower them. It is the leadership factor which differentiates a successful organization from others.

Effective leaders use different methods to direct an organization. The effectiveness of a leadership style depends on the situation. And there is no single leadership style which is applicable to all situations. Some leaders are charismatic while some others maintain a low profile; some are methodical, others are instinctive. For example, to turn around an organization requires a leader with a very powerful personality, while an organization which is planning a merger needs a sensitive negotiator as the leader. In this chapter, we will discuss how to develop leadership ski l ls and the various skills that effective leaders need to have like vision, persuasion, motivation, c o n f l i c t r e s o l u t i o n a n d leadership tactics.

73

Source:www.art.com

Video - Leadership

Source:www.youtube.com/watch?v=GPeeZ6viNgY

Source:www.4.bp.blogspot.com

Aspiring leaders are rated on the basis of the ‘Nine Facets of Leadership’, which are as follows:

Charisma: The ability to instill faith, respect and trust. A charismatic leader has the ability to convey a strong sense of purpose and vision and is aware of the requirements of others.

Individual Consideration: The ability to coach, advise and teach people and to help the newcomers in the organization. It also includes the skill to listen actively.

Intellectual Stimulation: The ability to make others in the organization use logic and facts in order to evolve new ways to solve problems. It also includes the ability to help others think differently.

Courage: The ability to do what is good for the organization and workforce even in the face of difficulties. It is also the ability to withstand the pressure tactics of others and stand firm on matters that one feels is right.

Dependability: The ability to work independently, assuming responsibility for actions done and also for mistakes committed and the ability to keep promises.

Flexibility: The ability to change as per the demands of the situation and to manage various tasks at a time.

Integrity: The ability to honor position or authority and to act as a role model, doing what is morally correct.

Judgment: The ability to evaluate all possible courses of action and use that ability to make decisions based on previous experiences and logic.

Respect for others: The ability to honor and consider the opinion of others, in spite of their position in the organizational hierarchy.

Leadership style is unique to a person or situation and the objective of any leadership styles is to accomplish success in terms of achieving organizational goals.

74

Leadership style

Section 2

Team-Building

“Together Everyone Achieves More.” “Togetherness Energizes All Members.”

These two quotes on ‘team’ highlight the importance of designing teams for all occasions.

Team building is the crux of all managerial effort. All efforts must be directed in building functional and responsive teams that could work efficiently and effectively towards the organizational goals and objectives.

The objective of any corporate should be to design and build teams of individuals who should be highly responsive and result-oriented with a positive outlook and a perspective to work shoulder to shoulder with the other team members.

Team Building is a process of enabling people to reach their goals and objectives. Each and every member of the team should be thorough in terms of responsibility and role clarity. The following sterling qualities, represented by ‘14Ps’, are expected of a team.

Purpose

Priorities

Personal Traits

Procedures

Positive approach

Passion for work

Perfection (in the respective field)

Patience

Problem-solving

Powerful (sufficient authority to be vested)

Professional

Pragmatic

Proactive

75

Source:www.dreamstime.com

People-friendly

Once the people are selected, the task of creating teams that endeavor and endure for all seasons is done. Good management of teams calls for an effective supervision, leadership, networking, building relationships and above all, to influence and inspire people to work as team players and foster a sense of team spirit.

There is no substitute for the age old adage, “working together always works”.

Team Building Module is executed through games and activities ...

Keynote 10.2.2: Team Building

Source: IBS Hyderabad

Gallery 10.2.1: Team Building in Action @ IBS

76

Source:www.slideshare.net

Source: IBS Hyderabad, Adapted from various sources

Keynote 10.2.1: Team Building

Task to Perform...

Attend the outbound training session on Leadership and Team Building executed through games.

Video 10.2.1: The Hare and the Tortoise story

Source:www.youtube.com/watch?v=uEjynrk66CU

Source:www.aymexco.eu

Interactive 10.2.1: Jigsaw Puzzle on TeamBuilding

77

Source:www.teamlearning.wikispaces.com/file/view/Flight+of+geese.ppt

Keynote 10.2.3: Team Building

Social Skills

CH

APT

ER

11

Source:www.thingsthatcheermeup.wordpress.com

Section 1

Social Skills

Personal Effectiveness of a manager is not limited to knowing or ingraining some skills or traits that help in the attainment of personal, team or organizational success. A successful manager has to learn and imbibe certain social skills which are indispensable on the corporate platform.

The social skills are essential to develop and enhance good relationships with clients and customers and sometimes in clinching important business deals. A manager showcasing refined manners is paid a lot of attention by a guest or a client. Hence, the social skills form an important facet of personal effectiveness.

Some of the social skills that a manager has to learn are introducing self and others, receiving guests and seeing of guests, extending invitations for formal events, exchanging business cards, some pleasantries and niceties, gifting, table manners and dining etiquettes, telephone and e-mail etiquettes (refer to keynote 11.1.2) (netiquette), etc.

79

Source: IBS Hyderabad, Adapted from various sources

Keynote 11.1.2: E-Mail Etiquette

Source: IBS Hyderabad, Adapted from various sources

Keynote 11.1.1: Corporate Etiquette

80

Video 11.1.3: E-mail Etiquette

Source:www.youtube.com/watch?v=0-Mmp_hGVRY

Video 11.1.4: Tips on Handshake

Source:www.youtube.com/watch?v=AUSVhUFmBT8&feature=related

Video 11.1.1: Telephone Etiquette

Source:www.youtube.com/watch?v=Sizse4t4Su4

Video 11.1.2: Why Do We Shake Hands

Source:www.youtube.com/watch?v=RYCCec0FHZc&feature=fvwrel

Section 2

Practical Session on Dining Etiquette

Dining Etiquette is one of the most sought after sessions at IBS. It is executed as a theory or input session followed by a practical session.

The menu is designed in such a way that the students will use all the items of silverware or cutlery. It is closely

watched or observed by the faculty and appropriate advice is given on the spot.

81

Source: IBS Hyderabad

Gallery 11.2.1: Dining Etiquette Sessions @ IBS

Source:www.listverse.files.wordpress.comns-grill-place-setting.jpg

Eating Difficult foods

www.youtube.com/watch?v=ZKdu9YYSiRs&feature=related

Task to Perform...

Attend the Dining Etiquette session in formal attire (full suit with tie) to practice the usage of silverware/cutlery.

82

Stress Management

CH

APT

ER

12

Source:us.cdn3.123rf.com

Section 1

Stress - Pressures on an Individual

Stress is one of the offshoots of globalization and it affects everyone. In spite of the tremendous advancements,

luxuries and comforts of the modern world, man is not l ead ing a sa t i s f i ed and comfortable life. There is a lot

of pressure per se on the human beings. It is very important to know the sources of stress and also to manage it because the long term ill-effects of stress are very disastrous leading to a plethora of psycho-somatic disorders. Simply stated, stress leads to an imbalance in the body’s immunological system. As a result, the body’s resistance is weakened and leads to a number of diseases. Prolonged periods of stress and strain lead to what is known as BOSS (Burn Out Stress Syndrome), .i.e., a person feeling helpless, hopeless and worthless with low energy levels, feeling depressed, nervous breakdown and in some cases suicidal tendencies.

Types of Pressures on an Individual

An individual is subjected to three types of pressures viz., time pressures, money pressures and emotional pressures.

Time Pressure: We are poor managers of time and invariably put ourselves to time-related pressures. We never plan our time properly. We don’t properly estimate the time or sometimes we start late and want to rush through and accomplish the things in a haste, in the process, exerting a lot of stress on ourselves.

Financial Pressures or Money Pressures: One of the greatest pressures on an individual is money or finance. In most cases, poor management of finances leads to a mismatch between income and expenditure.

Emotional Pressures: Ego, a n g e r , e n v y , j e a l o u s y , prejudices, attitudes and the way of thinking determine the stress levels on an individual.

84

Source:www.healblog.net

Source:www.static5.depositphotos.com

Source:www.improve-the-self.com

www.stress-and-relaxation.com

Section 2

Sources of Stress

The primary sources of stress could be Government, society, family, job or profession and the person himself or herself.

Government: Our lives are controlled by the government directly or indirectly. We are very much affected by the controls, policies, procedures, rules, regulations, laws and enactments formulated by the government from time to time. The bureaucratic behemoth is perhaps the greatest stressor for people dealing with the government departments. An entrepreneur has to comply with almost 15 to 20 Government departments and the cumbersome procedures take a heavy toll on the individual.

Society: The society exerts a lot of stress on an individual in various ways. Our relations with friends, neighbors, relatives and the numerous new acquaintances that we make everyday put us to a lot of pressure. Under the influence of the western society, we subject ourselves to what is known as social status stress. There are many people who put up a false show to the society especially in terms of display of valuables, vehicles and other possessions. It is easy to enhance the status and is very difficult to

maintain. Religion, ethics, morals, codes, mores and social commitments are the other stressors.

Family: Relations between the family members and health and wealth of the family determine the pressure on the individuals in the family. In families, where the “Hidden Contract of Marriage” is altered, there is a lot of pressure on the members of a family. According to the social scientists, the hidden contract of marriage is the simple and implied understanding that goes with the marriage that the male member is an earning member and also provides the security to the family while the female member brings up the children and looks after the family. In those families where the female member plays the dual role of the house wife and that o f b read-earner (Hidden Contract Altered) there is a lot of pressure on her. Perhaps, the same pressure gets

85

Source:www.hot100tips.com

transmitted to the other family members.

Job or Profession: It is p e r h a p s t h e m o s t important source of stress on an individual. Type of job, workload, remunera t i on , r o l e clar i ty, competi t ion, d e a d l i n e s , s k i l l u p gradation, relations with the colleagues, subordinates and the superiors, work ambience or environment, promotion and transfers, etc., are the various factors that contribute to a person’s stress.

Person: In most cases, the person himself or herself is the cause of stress. Attitudes, beliefs, type of thinking, emotional make up, decisions and the choices to be made among the available alternatives, interpersonal skills, etc., could be the cause of stress on an individual. An impatient and a hasty person is prone to stress. A person who worries more is also subjected to a lot of tension and pressure. Worry often casts a big shadow of a small problem. Based o n t h e b e h a v i o r a l response, the persons are categorized into different personality types. A-Type personalities, who are v e r y a g g r e s s i v e ,

ambitious, action oriented go-getters, are prone to more tension and stress. B-Type personalities, who are relatively cool, calm and composed, are relatively less prone to stress than the A-Type individuals. A polyphasic individual (a person doing two or more things at a time) is subjected to a lot of stress.

86

Source:www.images.theage.com.au

Source;www.mrsguided.com

Source:/www.stress-management-for-peak-performance.com

87

Source:www.apa.org

Section 3

Symptoms of Stress

The symptoms of stress could be categorized into four groups.

Physical Symptoms : Headache, Insomnia (sleeplessness), muscle and joint pains, back pain, premature greying of hair, falling of hair, wrinkles on the fore head, dark circles around the eyes, obesity, etc.

Physiological Symptoms: Indigestion, diarrohea, Cardio-vascular Heart Disease (CHD), high blood pressure, ulcers, excessive heart beat and excessive sweating, nervous break down

Behavioral or Psychological Symptoms: Irritation, anger, isolation (unable to interact with the other people), feeling helpless, hopeless and worthless, smoking and escapist drinking and in extreme cases, suicidal tendencies

Personal or Professional Symptoms: Poor personal hygiene, lack of morale, lack of interest on the job, reduced efficiency, racy thoughts, impatience, poor self esteem.

88

Source:www.apa.org

Section 4

Stress Management

The objective of any stress management program is “Add life to years, not years to life”. No doubt, as managers we are highly focused on success. But then, let us keep ourselves fit and fine to enjoy the fruits of success. Hence success coupled with satisfaction and good health should be our objective.

It should be remembered that some amount of stress or tension is needed in our lives. Man is inherently lazy and does not move or get charged to work without some pressure. This tension which propels us to work is called positive stress or Eustress. However, we have o u r o w n a b i l i t i e s a n d capabilities and cannot work beyond a point. It is then that the negative stress or Dystress begins to operate. As we get stressed, we should have some m e c h a n i s m t o D e s t r e s s (coming out of the stress).

Hence we need to manage the stress in such a way that we always operate at the positive levels by a systemic and sustained process of stress busting or de-stressing.

We prescribe a Psychosomatic (body-mind) approach at three levels:

1. Body level (strengthening of the body)

2. Mind Level (controlling of mind)

3. Intellectual Level (review of the intellect)

89

Video 12.4.1: Stress Management

Source:www.youtube.com/watch?v=xOpZU320v5E

Source:www.stress-management-for-peak-performance.com

Body Level

Physical Exercise: Half an hour of rigorous physical exercise, every day, is a must. After a work-out we sweat a lot and we will be in a feel good state. This state is called ‘Exercise Euphoria’. During this stage, the anti-depressants or anti-stress enzymes or endorphins (sedative/comatose substances produced inside the body) are released into the blood stream which take care of the daily stress and strain.

Stress Exercise: A simple two-minute exercise to release the tension from the muscles and joints of the body. Stress percolates down to the body’s muscles and jo in ts as a result of which they become very stiff and hard, leading to j o i n t p a i n s a n d muscular pains.

(Repeat each movement six times) Fingers - bend and release, wrists - rolling to the left and right, shoulder roll - forward and backward, head roll - move the head to the left and right, up and down, rotate left, rotate right, waist - move the torso to the left and right,

feet - bend and release fingers, move the ankle or foot joint, bend and release the knee-joint.

Body Stretching: raise both hands above the head, clasp them, slowly bend backwards for a count of 10 (repeat six times); follow it with side stretching (six times).

Food and Food Habits: Supplement the food intake by fruits and vegetables (at least 20%).

Avoid coffee and tea to the extent possible and take fruit juices; follow a routine of heavy breakfast, light lunch and heavy early dinner.

90

Source:www.myhousecallmd.com

Stress Management Food PyramidVideo 12.4.2: Endorphin Re-lease through Brainwave

Entrainment

Source:www.youtube.com/watch?v=BSBbQ9vnIi8&feature=related

Deep Breathing: It is the most energizing exercise. Take a deep breath (counting 1 to 10), hold the breath (counting 1 to 20), slowly release the breath (counting 1 to 10). Repeat at least 10 times.

Mind Level (Controlling of Mind)

Much of the stress and tension is caused by the thought process, especially the negative one and too much thinking of the problem on hand without a modicum of concentration on the solution.

Mind Exercises:

Sit with a straight posture and be in a cool and composed state. Recite the exercises within mind, without any lip movement. Sometimes the mind goes offtrack. Bring it back and repeat.

1. Recite alphabets backwards from Z to A

2. First and last alphabet, second and second last alphabet, i.e., AZ, BY, CX..And so on.

3. Repeat the numbers backwards, 100 to 1

4. Only odd numbers backwards

5. Only even numbers backwards

6. Alphabets and numbers, alternatively, backwards, i.e., Z 26, Y 25, X 24

7. 100…shreem, 99…shreem, 98. . .shreem 97 ...shreem and so on (recite the word “shreem” loudly and the numbers to be recited within mind).

Prayer and Meditation: Minimum ten minutes of prayer and meditation is recommended. You may be an atheist or a theist, it is better to spend sometime on prayer and meditation. Someone has rightly said, “If there is no God, we have to invent one.”

Rhythmic chanting of the shlokas and the mantras triggers the release of anti-stress hormones. Stress is basically a chemical/hormonal reaction. Increased levels of the hormone Cortisol causes stress and bad mood. On the contrary, the release of hormone Seritonin reduces stress and leads to a pleasant mood. Prayer and meditation triggers the release of Seritonin.

Autogenic Training: It is a powerful technique wherein we focus on the self - breathing, heart-beat, feeling the pulse or any other part of the body.

Lie flat on the floor, close the eyes and concentrate on the breathing or on the pulse. A simple way is to count the breath for ten times. You can concentrate only on exhaling, for ten times. If you lose the track, start from one.

91

Source:www.stress-problems.com

Scanning Relaxation Technique: Take a deep breath, close the eyes, focus the vision between the two eye-brows, and start imagining a symbol or an image. The mind is fixed or focused on the symbol or the image. If the mind side tracks or gets diverted, bring it back and concentrate on the image or symbol. Images or symbols like yellow rose, letter ‘S’, ‘Z’ could be focused upon. There are a lot of images or symbols that could be concentrated on.

Creative Imagery or Visualization: Instead of focusing the mind on one symbol or an image, it is directed to concentrate or focus on a series of creative images pertaining to a subject or a situation. It means, the mind is on a guided tour. Someone has rightly said that visualization is like a ‘short mental vacation’ before embarking on the assigned job/work.

Sit in a relaxed posture and imagine being in a jungle or a forest. Imagine the long path with trees on either side. Feel the beauty of the forest with its beautiful flora (flowers) and fauna (Animals). Imagine the flowing river, visualize the sounds of the chirping of birds and Relax….

Intellectual Level (Review of the Intellect)

Self Directed Study: Make a SWOT analysis of your personality and take up projects accordingly.

Active and Creative Diversions: Associate with a hobby where you are actively involved. Dancing, tennis, badminton are good both for the mind and the body.

Foster Friendships

Socialize but not over socialize

Relax: It is very much different from rest. Rest is forced on us where as relaxation is by choice. Give a break to the monotonous routine and enjoy an outing in the company of family or friends, at least once in a month.

Sleep: It is an intelligent decision and hence included in the intellectual category. Minimum six hours of sleep everyday is suggested. Extra hours of sleep lead to body pains.

Attitude: Develop a positive mindset and always think positively and develop a positive attitude to life and profession. If you cannot get a job you like, then like the job you get. If you don’t like the job, you have to work every minute. If you love your job or profession, you need not work for a minute.

Work-Life Balance: Depending on the type of profession, maintain a proper work-life balance. All work and no play leads to burn out in the long run with the concomitant stress disorders. All play and no work would lead to hedonistic paradox.

Humor and Entertainment: Humor and lots of laughter lead to a positive neuro-endocrine response. Many studies have proved that laughter reduces the levels of stress hormones (Cortisol and Epinephrine) in the blood.

92

Auto Suggestion: Always, try to reinforce yourself with positive thoughts and feelings like, I am fine, I can do it, this problem is nothing and I can overcome it with little bit of attention, concentration and a concerted effort.

Proper Planning and Time Management: Plan the 5 ‘M’s of men, money, methods, machines and materials. We never plan to fail, but we always fail to plan.

ADD LIFE TO YEARS …. NOT YEARS TO LIFE

93Source:www.bettycjung.net

Video 12.4.3: Deep Medita-tion Music

Source:www.youtube.com/watch?v=FrsOco9Hbu0&feature=related

Source: IBS Hyderabad

Keynote 12.4.1: Stress Management

Tasks to Perform...

1. Check your stress levels instantly

2. Prepare a list of stressors bugging you - Government, society, family, job and personal sources.

3. Prepare an action plan to combat them (refer Goal Chart).

4. Attend the practical / workout session on Stress Management.

94

Stress levels

http://www.stress-management.net/stress-test.htm

Negotiation Skills and Conflict Management

CH

APT

ER

13

Source:www.youthempowermentsolutions.org

Source:www.insideoutimpact.com

Section 1

Approaches to Negotiation & Conflict Management

Negotiation is one of the important communication skill in personal effectiveness training. Negotiation involves communicating or discussing with one or more individuals about an issue, problem, business deal or any transaction where two or more ind iv idua ls /pa r t i es have to come to a negotiated settlement. Post-negotiation, all the parties involved in the negotiation should b e h a p p y a n d satisfied. There should n o t b e a n y d i s s a t i s f a c t i o n o r dissonance in any one of the parties involved in the negotiations. The objective of any negotiation should be such that the conflicts are removed and a better understanding is reached between the parties.

There are various approaches to negotiation.

Some of them are as follows:

Avoiding/Ignoring

This approach involves avoiding the conflict when confronted by it. Avoidance can be physical or psychological. Physical avoidance could be in the form of refusing to take a phone call, refusing to meet the parties involved in the conflict, etc. Psychological avoidance involves refusing to acknowledge the existence of a problem or its seriousness. Avoidance, however, can only be used as a short- term approach to conflict management. Sometimes, when both the negotiating parties are strong and do not foresee any loss, they avoid or ignore each other.

Accommodating

This approach involves sacrificing one’s own position and paying more importance to reaching an agreement. Some of the situations where the accommodating approach can be used are: a). when a person is sure that he/she is wrong, b). when the person wants to reduce the extent of loss in a losing situation, c). when the issue is not as important to the person as it is to the other party. When one party is weak and another party is strong, the weak

96

Source:www.think8.net

party tries to accept and accommodate the proposals of the stronger party. This is called lose-win approach. Some benefit is better than no benefit.

Competing/Confrontation/Aggressive

This approach to conflict involves not paying any heed to the concerns of the other person/party. While this approach creates animosity in most cases, it may be necessary in some situations. For example, in case of an emergency, it is necessary to take quick action. In such cases, this approach is required. For some organizational issues like reducing costs or imposing certain unpopular decisions which are in the interests of the organization, this approach may be preferred.

Collaborating

In the collaborative approach, the needs of b o t h t h e p a r t i e s involved in the conflict a r e m e t . I n t h i s approach, the basic assumpt ion is tha t conflict is a natural part of life and that it can be solved. Through this a p p r o a c h , t h e relationship between the parties involved can b e i m p r o v e d w h i l e

resolving the conflict at the same time. This approach is necessary when it is necessary to ensure a long term relationship between the parties involved in the conflict. Both the parties are strong and realize the importance of the other party to strengthen themselves individually. This is called win-win approach.

Compromising

In compromise, both the parties involved in the conflict forgo something that they were trying to achieve in order to reach an agreement. This approach can be considered as a backup when attempts for collaboration fail. Both the parties are strong and realize that they stand to loose something by not reaching a negotiated settlement. Hence they are prepared to give in or loose something to solve the issue. This is lose-lose approach.

While trying to avoid conflict or accommodate the demand of another person, interpersonal skills are very critical. But, while trying to use the other three approaches – collaborating, competing, or compromising – the way people conduct themselves is very important. They should be specific, objective and non-emotional while describing the issue at hand. It is better for them to convey their feelings about an incident rather than accuse a person directly. For example, instead of saying, “You are never on target”, it is better if they start with “I am disappointed because…” In short, an aggressive approach has to be avoided as this only serves to alienate the other party involved in the

97

Source:www.youthempowermentsolutions.org

conflict. An assertive communication style helps in getting the point across without showing any disrespect.

The objective of a successful manager is to avoid conflicts and legal wrangles and aim for a negotiated settlement. Refer to the keynote 13.1.1. for further explanation on negotiation skills and conflict management

98

Video 13.1.2: Negotiation Styles

Source:www.youtube.com/watch?v=cixhfR17TxQ

Source: IBS Hyderabad

Keynote 13.1.1: Negotiation Skills and Conflict Management

Video 13.1.1: Thomas Kilman on Conflict Management

Source:www.youtube.com/watch?v=w2P9jW4_Q8s&feature=related

Interactive 13.1.1: Crossword: Negotiation

Skills

Source: IBS Hyderabad

Task to Perform...

Enact role plays within the peer group. For example, you are Marketing Manager of ABC Ltd., selling computers to a client. Negotiate the terms and conditions.

99

Structured ThinkingCH

APT

ER

14

Source:www.gapscoach.co.za

Structured Thinking is one of the important aspects of personal effectiveness. A manager has to enrich and empower himself with the structured thinking to get a panoramic view of an issue, problem or situation to come out with an effective decision.

Decision Making is the essence of any profession, especially business and management. Choices, decisions and the consequences or results constitute the hallmark of a manager’s personal or professional life. Making career choices, selecting the profile of a company, investment decisions are sometimes baffling and put a manager in a state of indecision. In fact, these are the occasions when a manager has to think in a rational, pragmatic and methodical way to arrive at good decisions. Managers rely on a set of decision making tools that are scientific, practical, rational and methodical in all respects.

It is rightly said that confusion is the biggest enemy of one’s thinking. Thinking big should be preceded by thinking good. Thinking good always leads to good and effective decision making. Thinking good encompasses different facets of being clear, rational, logical, factual and emotional. Many a time, individuals take decisions that do not have a 360 degree perspective as a result of which they encounter problems, bottlenecks, opposition, discouragement to their ideas and plans. Sometimes, it could happen in choosing a business or project. The challenge before a person or a professional is to take a decision which is foolproof and failsafe. There are numerous techniques or tools which help a manager in decision making.

Six Thinking Hats is a powerful decision-making tool which allows structured thinking.

101

Source:www.challengenes.com

Six Thinking Hats

Section 1

Structured Thinking with Six Thinking Hats

Six Thinking Hats is a powerful tool in decision making followed by many individuals and organizations the world over. It was propounded by the legendary Edward De Bono in his widely acclaimed book of the same title, Six Thinking Hats. This method of Six Thinking Hats is very simple to understand, implement and reap good results. This decision making tool could be used by individuals, managers or organizations to address a plethora of problems and issues, both personal and organizational.

It is a process of structured thinking which guides a manager to take a decision after taking into consideration six important facets of thought. In fact, the six hats represent six facets of thought or thinking in six different angles. It is a comprehensive approach which avoids the pitfalls by identifying the lacunae or gaps in an individuals thinking or approach to various issues.

The person is encouraged to use his brain by wearing a hat of a particular color. Each hat is a metaphor for a thinking state. ‘Wearing a particular Hat’ is a symbolic representation of thinking in a particular direction. For

example, putting a red hat or red hat thinking enables a manager to think of emotional issues of a problem. Sometimes, a manager is puzzled with the complexity of a problem or situation and does not know how to proceed in a given situation. Six Thinking Hats is a perfect tool which bestows on a manager, a definite approach by thinking in a set pattern. The process allows the manager to consider all the perspectives. Therefore, it is a perfect guide in the decision making process. It can be put into action by an individual or a group of people.

A hat is something one can easily put on and take off. The hats are visual cues for a manager to allow an easy switch in his mode of thinking. The b e s t a n d t h e beautiful aspect of

102

Source:www.johnkapeleris.com

Keynote 14.1.1: Six Thinking Hats

this method is that it can be taught to children as well as top managers.

The ‘Six Hats’ being considered are: 1. White Hat 2. Red Hat 3.Yellow Hat 4. Black Hat 5.Green Hat and 6.Blue Hat.

White Hat is the information hat. The person or group wearing the White Hat is entrusted with the job of collecting the data and information relating to a problem, project or issue on which a decision has to be taken. This will help to identify the gaps or lacunae in the knowledge. Besides, it will help to analyze the past and also extrapolate the future trends. The white Hat thinking revolves around three important aspects viz., information already known, information needed and sources of information.

Red Hat is the emotional hat. The person or group will concentrate on feelings, instincts, gut reactions, emotional aspects or the intuitions.

Yellow Hat is about the positives or strong points. All the advantages are focused upon. In times of crisis, wearing a yellow hat or yellow hat thinking offers the motivational tonic.

Black Hat is a hat of judgment and caution. Black hat thinking focuses on problems, negatives, barriers, hurdles and obstructions. All the weak points or the

negatives of taking a decision are considered. Identification of the weak points helps a manager in preparing the contingency plan or be ready with an action plan for a detour. During the Black Hat thinking the following points or questions could be raised: What could be problems, where can we go wrong, etc.

Green Hat is the creative hat and focuses on the creative solutions to the problems. Person or group putting on the green hat will come out with creative ideas of implementing the decision. No criticism is put forth to encourage an incessant flow of ideas from the people. Of course, the practicality of the solutions is considered at a later time by the implementation team. Green Hat thinking focuses on better ways of doing a particular thing or choosing alternatives.

Blue Hat focuses on the implementation aspects of the plans. Generally, the blue hat people are the top managers or the people chairing the meetings. Operational focus is the important aspect of the blue hat thinking.

103

Source:www.triz-journal.com

The advantages of the six thinking hats approach are listed below:

Different view points are considered

Creative decision making is involved

Plans are sound and resilient

Saves a lot of time

Team building

Addresses the ego problems

Logical decisions are arrived at

Execution of Six Thinking Hats

It can be adopted by an individual manager or a group of managers in arriving at a decision.

When a manager has to decide individually, he can direct his thinking in a particular dimension and the points are noted. For example, when the manager has to decide the positives of a decision, he has to put on the ‘Yellow Hat’. It is possible that while thinking the positive aspects of an issue the negative points could flash. They are recorded by the manager immediately.

When using the Six Hats method in a group, all the members are involved in the role-play at the appointed time. No person is asked to wear a single hat for the entire

time. Everyone wears a different hat and switches to another at the same time.

A better way is to allow the person to wear a hat according to his attitude or thinking style. The pessimists in a group are asked to wear the Black Hat and the optimists are allowed to wear the Yellow Hat. A trouble-shooting manager or a doubter is asked to wear the Black Hat and play a devil’s advocate. Similarly emotional managers are provided with the red hat and creative geniuses are encouraged to go the green way. A person having leadership traits is encouraged to put on the blue hat.

Tasks to Perform...

1. Becoming an entrepreneur or taking up a job in a top IT company - analyze the situation using Six Thinking Hats decision tool.

2. Analyze a problem faced by you using the decision tool of Six Thinking Hats.

104

Epilogue...

In today’s corporate world, being a good team player is essential for everyone. All managers agree that they need to work in teams. At the same time, as a leader one needs to understand what drives the people and the implications for the job. Managers constantly face employees who for some reason or the other do not perform their jobs satisfactorily and it is here that soft skills become useful to overcome such practical problems.

The soft skills module has many real-life simulations which may possibly occur both at professional as well as personal levels. One cannot deny the fact that the soft skills are hard to acquire and acquiring such skills is a continuous process throughout one’s career.

Soft skills should not be treated as a capsule of medicine or an instant k e y t o m a n a g e r i a l success. Soft skills are to b e i m b i b e d a n d internalized in such a way that they become part and parcel of one’s personality. Soft skills are

not bound by any limits. Neither are they static. Learning in this field is a continuous cycle of unlearning and relearning. It is ever dynamic. Hence once you finish the soft skills course at IBS, you would have taken the final step of the course but, in reality, it is the f i r s t s t e p i n professional life.

We are sure that the soft skills training at IBS would certainly help you to unlock your hidden leadership qualities to put you on the track to become successful managers.

Wishing you

All the Best to be the Best

in creating the Brand YOU...

CH

APT

ER

15

Video 15.1: Shiv Khera’s Success Secrets

Source:www.youtube.com/watch?v=gEpe7Czlmjk&feature=related

Source:www.changingwork.com

References

Attitude is Everything: Keith Harrel.

Authentic happiness by Martin E.p. Seligman

The art of reading minds- Henrik Fexeus

Soft Skills Labs faculty handbook-IBS 2009

Business Communication by Mallika Nawal

Kalpana Kochhar-http://www.youtube.com/watch?v=MkvcCz3jP2E

nandan Nilekani-http://www.youtube.com/watch?v=UIO7lRNgQCc

Samarajiva, Rohan, Knight-John, Malathy, Anderson, Peter, et al. (2005, March 17). National Early Warning System Sri Lanka: A Participatory Concept Paper for the Design of an Effective All Hazard Public Warning System Version 2.1. LIRNEasia and Vanguard Foundation, 2006. Available http://www.lirneasia.net/projects/completed-projects/national-early-warning-system/

Organizational Behavior (2004), ICMR: Hyderabad

“Team building for disaster management”, prof. Mahesh Kumar

http://jibc.ca/library

http://www.itu.int/plenipotentiary/2006/pd/final-acts.doc

Stress and coping-D.M.Pestonjee

Managing stress-Cooper & Dewe

Executive stress-Frederick Betz

Soft Skills for Managers, Dr. Kalyana Chakravarthi

Understanding executive stress-Cary L. cooper & Judi Marshall

“Understand stress and improve quality of life”, Prof. Mahesh Kumar

Six Thinking Hats, Edward De Bono

Six Thinking Hats- A decision-making tool for managers, Prof. Mahesh Kumar

http://www.bizsum.com/2pagel/b_SixThinkingHats.php?c1=ppc&source=google&kw=sixthinkinghats&gclid=COe

A Summary by Sylvie Labelle-http://members.optusnet.com.au/charles57/Creative/Techniques/sixhats.htm-(dated Jan 11, 2012).

http://www.foodsec.org/DL/course/shortcourseFK/en/pdf/trainerresources/PG_SixThinkingHats.pdf(dated January 9, 2012)

106

Source:www.tchin58.files.wordpress.com

http://www.edwarddebono.com/index.php/six-thinking-hats/(dated January 9, 2012)

http://www.learnerslink.com/impact_in_the_classroom.htm( dated January 22, 2012)

http://www.learnerslink.com/Six%20Thinking%20Hats.pdf( dated January 24, 2012)

http://www.adb.org/documents/information/knowledge-solutions/wearing-six-thinking-hats.pdf( dated January 24, 2012)

http://schoolnet.gov.mt/tsmiddle/White%20Hat.htm( dated January 25, 2012)

http://www.stress-management.net/stress-test.htm

http://www.success-attitude.com/goals/goals1.html

http://www.getsetgrow.org/2009/09/tips-to-a-perfect-presentation-the-five-p%E2%80%99s-of-perfect-presentation/

http://fcg.cof.orst.edu/workshop/scitalk.htm

http://voices.yahoo.com/the-five-ps-effective-business-communication-and-26241.html?cat=3

107

CH

AP

TER

2

This document is authorized for internal use only at IBS campuses- Batch of 2012-2014 - Semester I. No part of this publication may be reproduced, stored in a retrieved system, used in a spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying or otherwise - without prior permission in writing from IBS Hyderabad.

Hedonistic paradox

If all the days in a year were playing holidays, then, to play would be as difficult as to work- Shakespeare.

Related Glossary Terms

Index

Chapter 12 - Stress Management

Drag related terms here

Find Term

Kinesthetic learning

Kinesthetic learning is a learning style in which learning takes place by the student ac-tually carrying out a physical activity, rather than listening to a lecture or merely watch-ing a demonstration. It is also referred to as tactile learning. People with a kinesthetic learning style are also commonly known as do-ers.

Related Glossary Terms

Index

Chapter 1 - Prologue

Drag related terms here

Find Term

Self Awareness

Self Awareness is the capacity for introspection and the ability to reconcile oneself as an individual separate from the environment and other individuals. Self Awareness, though similar to sentience in concept, includes the experience of the self, and has been argued as implicit to the hard problem of consciousness.

Related Glossary Terms

Index

Drag related terms here

Find Term

SWOT

SWOT analysis (alternately SLOT analysis) is a strategic planning method used to evaluate the Strengths, Weaknesses/Limitations, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the busi-ness venture or project and identifying the internal and external factors that are favor-able and unfavorable to achieve that objective.

Related Glossary Terms

Index

Drag related terms here

Find Term

Twiddling

Thumb twiddling is an activity that is done with the hands of an individual whereby the fingers are interlocked and the thumbs circle around a common focal point, usually in the middle of the distance between the two thumbs.

Related Glossary Terms

Index

Chapter 4 - Various Aspects of Body Language

Drag related terms here

Find Term