madam ranjana kumar
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Focus onStrength
ManagementSecrets
A story of anEagle
Mrs. Ranjana Kumar
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Concepts of strategy, tactics, immaculate execution,
review and continuous improvement cannot be
practiced effectively unless it is clear who will play
what role in the entire chain of tasks. It is said, "It
takes 20 percent of our time to decide 'what 'to do and
the we spend 80 percent of our time deciding 'who'
will do the task." Needless to say, it is imperative for
managers to know the strengths of team members
and understand who is suited to what role.
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Those who have read about the work done byMarcus Buckingham on the strengths-based
approach will know how crucial it is to identify
the strengths of the team and best deploy
resources where there is a possibility of
optimally using each individual's strengths for
superlative results.
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According to Buckingham, the best managers
share one talent - the ability to find and then
capitalize on their employees' unique traits.
The guiding principle is, 'How can I take this
person's talent and turn it into performance?'
That's the only way success is possible.
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So should we not focus on weakness at all? Yes, we
should? Actually, no rulebook says one should not,
but it defies logic and common sense. Hence, it
makes more sense to allow a person to play to his
strengths rather than focus on his weakness.
Therefore, an organization concentrating on
weaknesses needs a cultural swing towards
strengths since Strengths are the foundation of
exceptional performance.
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We are often told that less than 20% of employees
play to their strengths every day at work. It surely
makes us wonder "So what do the other 80% do
every day?" Even a cursory glance at the situation
points towards the colossal possibility to improve
the productivity of any organization if all
employees can be channelized to play to their
strengths.
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Continuous focus on strengths with 'military
precision' will prove to be the fulcrum of success
across the gamut of HR interventions anorganization adopts for responding to today's
changing business needs.
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As Jack Welch said: "If you pick the rightpeople and give them the opportunity to spread
their wings... you almost don't have to manage
them." Giving people this opportunity is
nothing but letting them play to their strengths.
It is this approach which brings the competitive
advantage to any organization.
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It destroys any kind of Productive Relationship
We often dislike those who criticize us, more so , whenwe know that we had been consciously doing our job ---so we literally Shut them up
Instead of criticizing the managers when they make
mistakes we should try to understand what went wrongand why there was an Error of Judgment.
Importantly Pay Attention to Managers and their workenvironment
Learn to Empathize As long as they ( Managers) are taking Intelligence
Risks, afford them the luxury of making the OccasionalError / Mistake
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Dangers of Criticism
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herefore using Criticism to motivate is futile because it :-
A) Puts the person on the Defensive
B) Wounds Precious Pride
C) Hurts his Sense of Importance
D) Causes Resentment
Give a person or a nation a fine reputation to live up to. Make
them guilty and ashamed and they will disappoint you
Using guilt is not Productive . Appealing to the greatness of the
others is what works , and it will work for you.
Instead of Criticizing Managers when they make mistakes, try to
understand what went wrong and why there is an error in
judgment
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Dangers of Criticism
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We all have the need to feel Important, It is almost Biological
The Deepest principle in Human Nature is the need to beappreciated
What made Mr. Charles Schwab, the former head of UnitedStates Steel Company the most Revered Manager of the day,was not only his knowledge of the steel industry ---- but ratherhis ability to inspire Enthusiasm in his Employees throughEncouragement and Appreciation
Quote I consider my ability to arouse Enthusiasm to be myGreatest Asset and to develop the Best that is in a person
There is nothing that the ambitions of the person as much asCriticism from the Superiors
We must believe in giving people incentive to work , betherefore Spontaneous in your Appreciation and Praise
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Power of Praise
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What is learnt here is that if you praise people for Little
Things, they would give even bigger things to praise them
at a later date
Praise and Criticism are two of the most Important Tools a
Manager has at his disposal
When used correctly, these tools can Inspire Employees to
work hard, be Creative and to achieve Great Success
Used incorrectly, They can destroy Drive, Ambition,
Creativity, and almost certainly ensure Failure.
Therefore learning how to effectively using Praise and
Criticism is the Primary Motivational task of a Manager
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Power of Praise
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We all crave for praise.
Nothing makes us feel better about ourselves , Or inspire us to
do better , beginning from childhood, Adulthood and finally at
the work place
We need praise : It tells us that We are on the Right Path and
inspires us to stay on that Path and to do even Better
Praise and Spontaneous Praise elevates the work force --- your
managers to a Lofty Positions and makes them feel Special
Work, then becomes more than just a place to earn your salary ,
it becomes a place to Boost Self Esteem
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Power of Praise
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Recognize that no one likes to get a Direct Order, Just as no
one likes being told what to do Bossy Managers are usually not liked, and are the least
likely to Inspire workers to Excel
A direct order might work in the Military, but in Civilian life
it can cause Lingering Bitterness that Drags onPerformance
Great Managers give their orders indirectly by way ofmaking suggestions
One way to do so is to simply ask questions , for this makesyour suggestions more palatable, often stimulatesemployees to come up with their own ideas for solving theproblem
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Ask Questions instead of giving direct orders
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y Direct order: I want that job done by Monday
y Suggestion: It would be great if we could get that job done byMonday; Do you think you can come up with a way to do that?
y Direct order: Slow down, you are driving too fast!
y Suggestion: You know the roads are rather slick; do you think thatif we slowed down that that would make it safer?
y Direct order: That is not the way to do it?
y Suggestion: can you think of a better way to do that?
y Direct Order: I want you to do it this way.
y Suggestion: Do you think that if we did it this way that it wouldturn out better?
y Direct Order: When we go to the Zoo, I want you to stay my side.
y Suggestion: When we go to the Zoo, Can you think of any reasonswhy you should stay by my side?
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A few examples of how to use a question to convert a direct
order which will offend employees , into a suggestion which will
Stimulate them to act Willingly
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Leaders love to be loved, and in the process of needing to beloved, they surround themselves with Yes People. Yes People
make their living telling the boss how wonderful he / she is andhow great his or her ideas are, even when that is not true. Whydont they tell the truth? Because that isnt their job. Their job isto say Yes to the Boss. For that they are handsomely rewarded.
Every business has sycophants, creeping around and cornerssucking up to the boss and Reinventing the Truth. Hire an Advisorand his job likely becomes to advice you to do what you wanted todo in the first place. Advisors who voice Dissent to often are soonout of a job. Most people dont keep No men around.
Whats wrong with surrounding yourself with Yes Man? Nothing,until the disaster that could have been foreseen drops in to your
lap and your Board of Directors is asking you to resign. Wall Streetis littered with remains of CEOs who let their Yes Man convincethem that their companys could manage the Risk of Derivatives.When the CEOs figured out that the risk could not be managed, itwas too late for them and their companies.
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Sycophants- Are they an Asset or Liability
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THE STORY OF THE EAGLE
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Never let you ego get so close to your position that
when your position goes, your ego goes with it.
Too often, change is stifled by people who cling to familiar turfs andjob descriptions. One reason that even large organizations wither is
that managers wont challenge old, comfortable ways of doing
things.
Real leaders understand that, nowadays, every one of our jobs isbecoming obsolete. The proper response is to obsolete our
activities before someone else does.
Effective leaders create a climate where peoples worth is
determined by their willingness to learn new skills and grab new
responsibilities, thus perpetually reinventing their jobs. The most
important question in performance evaluation becomes not, How
well did you perform your job since the last time we met? but, How
much did you change it?
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The story of the eagle
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The eagle has the longest life-span of
its species 24
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Its long and flexible talons can no
longer grab prey which serves as food
In its 40s
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Its long and sharp beak becomes bent
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Its old-aged and heavy wings, due to
their thick feathers, become stuck to
its chest and make it difficult to fly
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Then, the eagle is left with only two options:
die or go through a painful process of change
which lasts 150 days. 29
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The process requires that the eagle fly
to a mountain top and sit on its nest
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There the eagle knocks its beak
against a rock until it plucks it out
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After plucking it out, the eagle will wait
for a new beak to grow back and then it
will pluck out its talons
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When its new talons grow back, the
eagle starts plucking its old-aged
feathers 33
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30 more years
And afterfive months, the eagle takes
its famous flight of rebirth and lives for
...
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Many times, in order to survivewe have to start a change process.
Why is change needed?
We sometimes need to get rid of old memories, habits and other past
traditions.
Only freed from past burdens, can we take advantage of the
present
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