Realising Your Potential
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Transcript of Realising Your Potential
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Welcome
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Purpose
l' To further develop your management andleadership skills
To ensure that you are best positioned totake real advantage of your partnershipswithin the Microsoft family
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Microsoft Confidential VISION2RESUL TS
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Vision2Results' Clients
""Global Brands - EgyptMicrosoft
Ireland, UK, France, Germany- Egypt, Cyprus, Kuwait, Bahrain, Qatar, Saudi Arabia, Dubai, Pakistan,
Lebanon, Turkey, Jordan
India, Singapore, Malaysia
IBMKimberly-ClarkBristol-Myers SquibbNovartisBechtelCanada LifeDeloitte & ToucheUtilities - Electricity Supply BoardEU Contracts
""""""""""Microsoft Confidential VISION2RESUL TS
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Training Philosophy I Style
" Relevant
" Simple
" Practical
" Transferable
11 and Fun!Microsoft Confidential VISION2RESUL TS
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There is no such thingas teaching,
Only learning!
Microsoft Confidential VISION2RESUL TS
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Martin Sawyer
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1967-'71 Psychology, QUB Belfast1972-'81 Burroughs (Unisys)
- Sales / Sales management- Branch management- National marketing
1981-'85 L.M. Ericsson1985-'96 Sabre Business Systems (M.D.)1987-'96 MaST (Partner)1996 - Vision2Resuits (Founder)
""""
VISION2RESUL TSMicrosoft Confidential
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Our Decision MakingMiCIosoIt.! ... . .....~ : itKf."{itiiA!:.(J!XMt,. .
Do we base our decisions on
" 'Beliefs' or,
" 'Truths'?
Are these
" Conscious or Unconscious?
Microsoft Confidential VISION2RESUL TS
MicI'O$ofI".. ..-W£_;_NU(~(1!f;1fAt. .
Our Key Message
For success in career, in life, ...
" IQ counts for max 250/0
" EQi accounts for at least 75% !!
So, let's develop our EQi
Microsoft Confidentia I VISION2RESUL TS
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Emotional IntelligenceMictosoft: .
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Vision
Microsoft Confidential
Social Skills Empathy
U)--.-~en-co.-(.)0en
Personal Skills
Results
Motivation
Self Control
Self Awareness
VISION2RESUL TS
The Opportunity.. Mict'osofI'm ..
. fAt":!\fi?A(Ar::t~A~"
You cannotchange the wind
But, you canadjust the sails!
Microsoft Confidential VI810N2RE8UL T8
Organisation SkillsMiClO$t)ttL .. ...
.. .h1t<tHfKdrl!'~Ar( .
ICustomers
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PUSH c==)Microsoft Confidential
Competences
Processes
Systems
Resources
ENABLERS
m !flID Setting 00i Vision @)~ ~~. ~.
~ Planning]
i Strategy~.
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c==) PULL
VISION2RESUL TS
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Road Map
I" " Self Awareness (Today)- We have unlimitedpotential- We have choice(s) - Ifit's to be, it's up to me!'
" Self Control (Today and Day 2)- Personal Effectiveness
" Motivation (Day 2)- MyWorkI Lifebalance
" Empathy (Day 2)- Understanding others
" Communicating with Others (Day 2)- Social Skills
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Microsoft Confidential VISION2RESUL TS
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MicrosoIt, ..?I<ffi,i';'fi?!.rA.t~t},.,,1'.
Our Brain
Data-bank-Info-Beliefs-Emotions
Maintains-Our beliefs-Looks forevidence
Microsoft Confidential Vl510N2RE5UL 15
RAS - Filter System. .MictosoIt.1 .
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Reticular Activating System
" Itcan be limiting
" It can be highly supportive
Microsoft Confidential VISION2RESUL TS
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Cognitive Dissonance
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Current RealityI
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What are the 'have tos'in your life?
Microsoft Confidential VISION2RESUL TS
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"Want to" v "Have to"
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~ 'Have to' focuses on theevent
" 'Want to' focuses on thereward - your desiredoutcome
Microsoft Confidential VISION2RESUL TS
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Motivation
Restrictive
Get people to behave in acertain way until itbecomes natural
Coercive
Do this or ELSE!
Microsoft Confidential VISION2RESUL TS
I truly am in control/tficI'DSOIl~
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" I want to
" I choose to
" I like to
" I love to
" It's my ideaand 1'mpassionate about it!
Microsoft Confidential VISION2RESUL TS
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Positive Language
"Houston we have a problem""We will not lose anyone"
"This could be our worst disaster"
"This will be our finest hour"Apollo13
Microsoft Confidential VI510N2RE5UL T5
ATTITUDEMictosott',
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. ... .. we have a choice every day regarding the attitudewe will embrace for that day. We cannot change ourpast. We cannot change the fact that people will actin a certain way. We cannot change the inevitable.The only thing we can do is play on the one stringwe have, and that is OUR attitude. I am convincedthat life is 10% what happens to me and 90% how Ireact to it. And so it is with you.
We are in charge of our ATTITUDES!"
Charles Swindall
Microsoft Confidential VISlaN2RESUL TS
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Circumstances
" People are always blaming theircircumstances for what they are.
I don't believe in circumstances.
The people who get on in this world arethe people who get up and look for thecircumstances they want and, if theydon't find them, make them."
George Bernard Shaw
Microsoft Confidential VISION2RESUL TS
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YOU CAN IF YOU THINK YOU CAN
If you THINK you are beaten, you are;
If you THINK you dare not, you don't.
If you like to win, but THINK you can't
It is almost certain you won't.
If you THINK you'll lose, you're lost.
For out in the world we find
Success begins with a fellow's WILL
It's all in the state of MIND.
Microsoft Confidential VISION2RESUL TS
Mictosoft. ..f6.'1i,fj{~AiZl;:tf1L .
If you THINK you're outclassed, you are.You've got to THINK high to rise.You've got to be sure of yourself beforeYou can ever win a prize.
Life's battles don't always goTo the stronger or faster man,But sooner or later the man who winsIs the man who THINKShe can!
Microsoft Confidential VISION2RESUL TS
m Mictosoft'.; ,.:".,.:.:...,.Ji'1{.fiftf./{At>V:~1t.
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The only spacewe need to conquer
is the spacebetween our
own ears
Microsoft Confidential VISION2RESUL TS
RATIONAL THINKING. .NIictosoIl"m ..
.;... .f:'t)mh'fftK,~~:'V&~:.....
"I never came upon any
of my discoveriesthrough the process
of rational thinking."
Albert Einstein
Microsoft Confidential VISION2RESUL TS
. Mictosofti. ........~...,.:... H};/HtKgA~;'.Mi~...
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My Work I Life Balance
Microsoft Confidential VISION2RESUL TS
Work I Life Balance1tficI'osoft. .
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Microsoft Confidential VISION2RESUL TS
.Mictosoft';
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Vision
" What are you doing?
" What are you seeing?
" What are you hearing?
" What are you feeling?Be outrageous!
Microsoft Confidential VISION2RESUL TS
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Vision
'I am ,. . . . . .
Microsoft Confidential VISION2RESUL TS
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'I want to stop smoking'
'I have stopped smoking and
I just love the way my clothes smell so fresh
I love the way I can run without coughingconstantly
I love......
Microsoft Confidential VISION2RESUL TS
Itfictosoft' ...
"":"t'c<;YiSifU<ApLyt
The end starts now!
No one can go back and make anew beginning but,
anyone can start from now andmake a happy ending
Microsoft Confidential VISION2RESUL TS
The Management Cycle."..~~~~rAn~Mt
"".
ReviewMonitor against rPlan - take
corrective action
The Vision
Implement
dEstabl ishControls
SetObjectives
(Prioritise)
Plan andOrganise
Microsoft Confidential VISION2RESUL TS
SMART Objectives.
..:~~At~lli:~1L .
Specific
Measurable
AchievableRelevantTime Based
AgreedRealisticStretchingEvaluated
SMART ARSE
Microsoft Confidential VISION2RESUL TS
. MicIOsoIt'i ... .. ..b\(i:!t#~A\Arl;\'1V
Goals
"If you don't know whereyou're going, how willyou know when you getthere?"
LewisCarroll - The Cheshire Cat
Microsoft Confidential VISION2RESUL TS
.~~ki~lli?,{t,
If you haven't got a goal
You will be used by someonewho has one!
So, Check your Goal(s)
Microsoft Confidential VISION2RESUL TS
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Your Work Goals
Actions:
" Write down your ideas
" Talk to your boss
" Reach agreement
" Monitor and reviewprogress together
Microsoft Confidential VISION2RESUL TS
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There's time for anything,but not for everything!!
Microsoft Confidential VISION2RESUL TS
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What's Stealing our Time?
Microsoft Confidential VISION2RESUL TS
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Time StealersMictvsoIt-: ... . .. W~JS;B,.~k:::'~')4/k .. ..
Microsoft Confidential
Imposed on us
"Interruptions
"Waiting for answers
"Unclear job definition
" UnnecessarymeetingsToo much workPoor communicationShifting prioritiesEquipment failureDisorganised bossRed tapeConflicting priorities
"""""""
Self-inflictedFailure to delegate
Poor attitudePersonaldisorganisation
" Absentmindedness
"Failureto listen
" Indecision
" Socialising
" Fatigue" Lack of self-discipline
" Leavingtasksunfinished
" PapershufflingVISION2RESUL TS
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1t/IicmsQft, .. ... {pri/YffJCAtJ/{i'!{. .
Typical Areas of Procrastination
" Unpleasant tasks
" People
" Difficult telephone calls
" Large projects
" Risky or unfamiliar work
" Public contacts
" Small tasksMicrosoft Confidential VI510N2RE5UL T5
... MicrosotI" .. . .£'fFi/#"!:.A(,1PU,tt.:
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Procrastination Action Points
" Accept that everyone procrastinates
"Concentrate on the areas where you findyourself procrastinating and log them down foraction - 'Do the Worst First'
" Commit to start times
" "Do it now"
" Single handling
" Important work before less important
" Keep socialising down to the level of a goodworking relationship
Microsoft Confidential VISION2RESUL IS
1tficIosoJt,."
f1'Ki:t:{R"U'~,4\;Q:ft
Horace
"Hewho has begun his task
has half done it."
Microsoft Confidential VISION2RESUL TS
. Microsofl' ..,
'..?f.}(;~Y£w.'>l:At)~A-((
The MM Technique!
Microsoft Confidential VISION2RESUL TS
MicIf1soft'. ., .
:". ffW?:?:RA:;,:g;:4YY
Note Taking
Have you ever:
l' Missed important points whilst takingnotes?
l' Had 'writer's block'?l' Not remembered important things you
were told only yesterday?
l' Found it difficult to revise from books?l' Had to re-read a book / document again?
Microsoft Confidential VISION2RESUL TS
The Brain's Potential. NIictosoIt-i
E"Jft!,HfRN:NK\R .
"No human yet exists whocan use all the potential ofthe brain.
This is why we don't acceptany estimates of the limitsof the human brain.
It is unlimitedl"Professor Petr Kouzmich Anokhin
Moscow University - 1973
Microsoft Confidential VISION2RESUL TS
Mictosoft'.i:. ...P,,8fNV-..~fA_.i)H/t.,
Microsoft Confidential VISION2RESUL TS
Mind Mapping
Taking notesMeetings
Presentations
RecordingIdeasWriting
Revision
Microsoft Confidential VISION2RESUL TS
.-~;A(AmA-~i-..
Using Colour and Drawings
Microsoft Confidential VISION2RESUL TS
Urgent v ImportantNIictosoIt'
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CDCo)CIU
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High Low~ =
urgency
VlSION2RESUL TS
Urgent v Important
Crisis
high
CDUCca1::00...5
Development
Distractions Maintenance
low
High-=---=
urgency
Microsoft Confidential
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VISION2RESUL TS
Crisis Development
high
~80%
Di;tractions Maintenance
low 20%High Low
Nlictosatt.!" ""
f~~i!Nt!t1G~.t4:{>ft"....
Urgent v Important
cuucCIS1::0c..E
-=--:80% urgency 20%
Microsoft Confidential VISION2RESUL TS
NIicrosoIt/. ... iY:r1U<!1g~fiGf\1{
Our Diary24th Nov 25th Nov
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Prep for Proj. MeetI
SoftwareI
Meeting Sales Rep.I
Demonstration
Assist in JobBrainstorm Session Interview.
Chair Projectmeeting for Boss
Your Work
- r- Your Work -Microsof TS
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If you haven't got a goal. .
you will be used by someonewho has one!
So, Check your Goal(s)And Manage your time
Microsoft Confidential VISION2RESUL TS
NIicto$oIt'... r'N{!.fhHArAtXMI'..
'Prime Time'
'" Simple and highly flexible
'" "It's a right"
'" Helps control interruptions
'" Not restricted to just one activity
'" _Acts as a control against poor diary control
'" Helps to set priorities
'" Ensures that time is set in advance, for mostimportant work
Microsoft Confidential VISION2RESUL TS
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'Prime Time' ~lL0WY .
- How will you Make it Work?
11 What might stop you?
11 Who might stop you?
Microsoft Confidential VISION2RESUL TS
'Prime Time'~\;;4lXM1.
- How will you Make it Work?
" What can you do?
" Who will I tell?
" Who can help?
" Where can I do it?
" When will I start?
Microsoft Confidential VISION2RESUL TS
NOTICE.. MicIOsoft~i . ..
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Lack of planning on your partdoes not constitute anemergency on my part!
Microsoft Confidential VISION2RESUL TS
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Itfictosqtt'.. P6KHHtf<:CAPftAt
NB: Tit for two tats!
IReds
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" I play?
" My colleagues play?
" The company play?
" Customers play?
" Suppliers play?
IBlues
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" I play?
" My colleagues play?
" The company play?
" Customers play?
" Suppliers play?
Microsoft Confidential VISION2RESUL IS
..1tfictosoIt:. ..PffUiWlJ:.1[;{¥X .
Building Trust
" So difficult to win
" So easy to lose
Microsoft Confidential VISION2RESUL TS
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What will I now do differently?
To walk the talk- In a specific area - what area?- What do you propose to do?
To promote trust and reduce confrontation?- Is there someone you want to trust?- Is there someone you want to trust you?- What do you propose to do to start?
Microsoft Confidential VISION2RESUL TS
.. MictosofI' ... ...:...i08TNfjij'A:.N>KMi ;,. ...
Effective Communication
'I know you believe you
understand what you think I
said - but I'm not so sure you
realise that what you heard is
not what I meantl'
Microsoft Confidential VISION2RESUL TS
1tficto$t:Jtt:, H:%:U1ii>tAC~mA1r;.......
The Communication Code
fCi.AL~fi.u 0", p~~ Wo~S ~t ~2
~ Tone iD1 gt t
~ Body Language ~~
1 000/0
Microsoft Confidential VISION2RESUL TS
NIictosDIf', .. ... . i'tMl-;H:3.,hG'!ptJ':{r'
Questioning
" Closed
" Open
Microsoft Confidential VISION2RESUL TS
~f!~KA%\f'.;.: .
Open Questions
" What?
" Where?
" When?
" Why?
" Who?
" How?
Microsoft Confidential VISION2RESUL TS
. Mictost:1tt<;.. .. .... W:0'!.?i.t:H.A~D~'Af>
You are not listening when:
" You say you understand before I have finishedtalking.
"You present an answer to my problem before I finishspeaking.
" You finish my sentences for me.
" You find me boring and tell me, especially by bodylanguage.
" You are dying to tell me something.
" You tell me about your experience, making mineseem unimportant.
" You communicate to someone else in the room.
" You refuse my thanks by saying you haven't reallydone anything.
" You choose to take phone calls during our discussion
Microsoft Confidential VISION2RESUL TS
ltfiC1OSt;llt<. .. . ;-;~f::i.:,,*k&;,,lJrg;Mi <..
You are listening to me when:
~ You really try to understand,even when I'm notmaking much sense.
~ You grasp my point of view, even when it is againstyour sincere convictions.
~ You allow me to make my own judgement, evenwhen you think I may be wrong
~ You hold back your desire to give me good advice.~ You give me enough room to allow me to work out
for myself what is going on.~ You accept my thanks by telling me how good it
makes you feel to be helping.~ You choose to switch off your mobiles during our
discussion
Microsoft Confidential VI510N2RE5UL T5
,I ValuesI Priorities ,I ,
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. Itficro$oft:...2f!1i!jt$1.:;'?'()fMi,."...
Empathy
E = U x SU
U = Understanding
SU = Show Understanding
Microsoft Confidential VISION2RESUL TS
Itfictosotl~.B'jri.Ui*ALtJJRA~~l
".
Summary
" 'If it's to be, it's up to me'
" I have choice(s) in my life
" I can use my RAS to support me
" I want my work/life to be in balance
" I have a great process- The Management Cycle. Vision,objectives,prioritise,plan , , implement,...
" I may need to involve others- e.g. my Boss
Microsoft Confidential VISION2RESUL TS
Getting the Support I Need
From
" My Boss
" My Colleagues
" My Team
" My Partner
" .......
Microsoft Confidenti. I VISION2RESUL TS
.~'m.......... F~ti.&~HAL1itkM,~
Influencing Steps - The 5Ps
" Present Situation
" Problem( s)
" Possible Alternative Solutions
" Proof (Benefits)
" Proposal
Microsoft Confidential VISION2RESUL TS
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SPIN
" Situation
" Problem
" Implication" Need
Microsoft Confidential VISION2RESUL TS
My Boss
" How helpful is he/she?
" What's going well?
" What could be better?
" How many report to my boss?
" Are they all the same?
" Do they all like to learn in the sameway?
" Everytime?
Microsoft Confidential VISION2RESUL 15
MictosoIl\"."'"
... ... N:~fU.Nf1!tADfM:f
Set and AgreeYour Work Goals
Actions:
" Write down your ideas
" Talk to your boss
" Reach agreement
" Monitor and reviewprogress together
Microsoft Confidential VISION2RESUL TS
Performance Management
Job Role
SpecificResponsibilities
Objectives
DevelopmentNeeds
Planning
Microsoft Confidential
MotivationPraise
CoachingCounselling
gular feedback
+++++'Day to Day
Management'(Intervention Skills)
~,t~AI)j\h.. .
Review
Feedback
DevelopmentAchievements
No Surprises
Reviewing
VISION2RESUL 15
. ~t-!~64Ni
When trying to learn I develop
Has a manager ever
" Allowed you little chance to give input?
" Expected too much input?
" Not given you enough guidelines?
" Suffocated you with detail?
How did this make you feel?
Microsoft Confidential VISION2RESUL TS
Development Levels~~1rlm~Mtt
Hi
LoD4 D3 D2 Dl
Developed III Developing
Microsoft Confidential
Commitment
* MotivationConfidence
SkillCompetence
VISION2RESULTS
Situational LeadershipHi
Microsoft Confidential
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ppart
La~ Hi
MictosofI . .. fNUfi.Nt.}::.f!~Wlt '..
VISION2RESUL TS
VISION RESULTSD PING BUSINESS EXCELLENCE
.~i:.~;/i,,¥gc..
It's a wrap!
Let's examine
" What we set out to do?
" What we did?
" How it has worked?
Microsoft Confidential VISION2RESUL TS
~:'~rA~';f~{f:".
r . Project ReviewPersonal Company Team
DailRegularly an~ Frequently ~ I /)9by
Review CI V. .
Monitor against
~ear
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corrective action Continual SetCommunication Ob . t .
It's the pictures Jec Ivesin their heads SMART ARSE
Implement that are important! (Prioritise)Start as early as possible Actions speak loude
than words!Plan andOrganise
EstablishControls
Microsoft Confidential VISION2RESUL TS
I haven't got tirre to see him now. Can't you see I've got a battle to fight?
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~ - Continually Develop Your EQ-
r" Self Awareness
" Self Control
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" Communicatingwith otherIt's what will contribute >75%
to your career and life success
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Microsoft Confidential VISION2RESULTS
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Our Vision Achieved
l' Your Company Visions are Clear andCommunicated
l' Everyone is clear as to- Their responsibilities- The required levels of performance
l' You are prioritising effectivelyl' You are allocating significant time to
leading, motivating and coachingYou are realising the potential of not just
yourself but also all of your peopleMicrosoft Confidential VISION2RESUL TS
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The Seven Habits of Highly Effective People
1. Be proactiveTake responsibility for your life - attitudes andactions
2. Begin with the end in mindUnderstand your true destination with a clear set ofgoals' .
3. Put first things first80% of results come from 20% of key activitiesSay "No" to non-key
Microsoft Confidential
Stephen Covey
VISION2RESUL TS
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The Seven Habits of Highly Effective People
4. Think Win-WinTry to achieve win-win in all your situations
5. Seek first to understand, then to beunderstood
Communicatewith empathy- be a good listener-open and honest
6. SynergiseLook out for the best ideas of other people
7. Sharpen the SawAlways think ahead to make tasks easier
Microsoft Confidential VISION2RESUL TS
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Circumstances
"People are always blaming theircircumstances for what they are.
I don't believe in circumstances.
The people who get on in this world are thepeople who get up and look for thecircumstances they want and, if they don'tfind them, make them."
George Bernard Shaw
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If it's to be, it's up to me!!!!"Microsoft Confidential VISION2RESUL TS
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All good performance
starts fromHaving
CLEAR GOALSMicrosoft Confidential VISION2RESUL TS
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Newton's Third Law
'An object at rest tends to stayat rest until acted upon byexternal forces'
If it's to move, it's up to me!!
Microsoft Confidential VISION2RESUL TS
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The Great News!
We all have a choice
So, choose wisely
Microsoft Confidential VISION2RESUL TS
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Review Day 1
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Review Day 2
Microsoft Confidential VISION2RESUL TS
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