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RIL [PERSONALIY DEVELOPMENT]

(Personality development]) Reliance

MANOJ KUMAR (MBA)

Self-Esteem: What It Is and How to Improve It

BY MANOJ KUMAR
We’ve all heard the phrase self-esteem, but how many of us have actually
stopped to consider exactly what it means? Contrary to popular belief, the
term doesn’t mean a generic sense of confidence. It’s actually based on very
specific aspects of your personality and the character you project to others.
It’s a complex group of attitudes that takes into account everything from
your profession to your ambitions to your ability to interact with others in a
social context. All of it adds up to your ability to go out into the world and
make your mark.
Individuals with very high self-esteem are often quite successful. They are
highly motivated and driven to pursue their goals—and they do so with a
great attitude. They have a wellspring of confidence that often makes others
wonder how they manage to stay so directed and happy at the same time.
Individuals with low self-esteem suffer from a lack of all the things that make
a person content, satisfied and energetic. They may not value their
profession or their achievements, and they may think that they have very
little chance of succeeding in life or becoming a fully functioning
independent adult. All of this can make you feel as though your life has little
meaning—certainly a discomforting mindset that can lead to such illnesses
as depression and anxiety.
Building Your Self-Esteem
If you have low self-esteem, don’t despair—there are simple steps you can
take to give your confidence a shot in the arm:
1. View mistakes as learning experiences. We often have a tendency
to look at “failures” as errors or shameful events. Not so! Mistakes are events
that help us to build character and become mature, wise adults. Without
mistakes, how would we ever learn whether we are on the right track or not?
Learn to look at failure as a positive, educational lesson.
2. Establish concrete goals for yourself. Low self-esteem may be
related to a sense of purposelessness or of being adrift. Set deadlines and
give yourself projects that can motivate you to achieve goals that you have
long held for yourself.
3. Give yourselves incentives to get things done. One of the best
time-tested tricks for getting yourself into action is to promise yourself a
reward. Set a goal, and then come up with something that you will give
yourself as a treat when you have accomplished it. In the end, you’ll have
MANOJ KUMAR (MBA)

both the satisfaction of having accomplished something and a gift to enjoy!

4. Act like you have high self-esteem. We are a sum of our behaviors
and language, and if we constantly speak in a negative or self-deprecating
way, that is how we truly come to view ourselves. Instead, speak in positives,
even if you don’t really feel it on the inside. In time, you will be able to
transform yourself into a confident individual who really believes in him or
herself!

Happiness is an attitude.
The 92-year-old, petite, well-poised and proud lady, who is
fully dressed each morning by eight o'clock, with her hair
fashionably coifed and makeup perfectly applied, even
though she is legally blind, moved to a nursing home
today.
Her husband of 70 years recently passed away, making
the move necessary. After many hours of waiting patiently
in the lobby of the nursing home, she smiled sweetly when
told her room was ready.
As she maneuvered her walker to the elevator, I provided
a visual description of her tiny room, including the eyelet
sheets that had been hung on her window. "I love it," she
stated with the enthusiasm of an eight-year-old having just
been presented with a new puppy. "Mrs. Jones, you
haven't seen the room .... just wait." "That doesn't have
anything to do with it," she replied. "Happiness is
something you decide on ahead of time. Whether I like my
room or not doesn't depend on how the furniture is
arranged ... it's how I arrange my mind. I already decided
to love it ... It's a decision I make every morning when I
wake up. I have a choice; I can spend the day in bed
MANOJ KUMAR (MBA)

recounting the difficulty I have with the parts of my body

that no longer work, or get out of bed and be thankful for
the ones that do. Each day is a gift, and as long as my
eyes open I'll focus on the new day and all the happy
memories I've stored away ... just for this time in my life."
BY MANOJ KUMAR

Time Management
One day, an expert in time management was speaking to a group of
business students and, to drive home a point, used an illustration those
students will never forget. As he stood in front of the group of high-powered
over-achievers he said, "Okay, time for a quiz" and he pulled out a one-
gallon, wide-mouth mason jar and set it on the table in front of him. He also
produced about a dozen fist-sized rocks and carefully placed them, one at
a time, into the jar. When the jar was filled to the top and no more rocks
would fit inside, he asked, "Is this jar full?" Everyone in the class yelled,
"Yes." The time management expert replied, "Really?" He reached under
the table and pulled out a bucket of gravel. He dumped some gravel in and
shook the jar causing pieces of gravel to work themselves down into the
spaces between the big rocks. He then asked the group once more, "Is the
jar full?" By this time the class was on to him. "Probably not," one of them
answered. "Good!" he replied. He reached under the table and brought out
a bucket of sand. He started dumping the sand in the jar and it went into all
of the spaces left between the rocks and the gravel. Once more he asked
the question, "Is this jar full?"

"No!" the class shouted. Once again he said, "Good." Then he grabbed a
pitcher of water and began to pour it in until the jar was filled to the brim.
Then he looked at the class and asked, "What is the point of this
illustration?" One eager beaver raised his hand and said, "The point is, no
matter how full your schedule is, if you try really hard you can always fit
some more things in it!" "No," the speaker replied, "that's not the point. The
truth this illustration teaches us is, "If you don't put the big rocks in first,
MANOJ KUMAR (MBA)

you'll never get them in at all. What are the 'big rocks' in your life, time with
loved ones, your faith, your education, your dreams, a worthy cause,
teaching or mentoring others? Remember to put these BIG ROCKS in first
or you'll never get them in at all. So, tonight, or in the morning, when you
are reflecting on this short story, ask yourself this question, "What are the
'big rocks' in my life?" Then, put those in your jar first.

BY MANOJ
KUMAR
The Optimist Test
1. Your boss calls and says they need to have a face-to-face conversation with you. Do you pretty
much assume you're going to get a firing from him?
yes no
2. There's 5 minutes left in a game and it's not looking good for your team. Do you get up and
leave the game since chances are your team's going to lose?
yes no
3. When you wake up in the morning, do you think:
Oh God not another day
I can't wait to tackle the day
How many days till the weekend?

4. You wake up in the middle of the night with bad stomach pains. Do you:
Call Doctor
Take some painkillers
Roll over - it will pass.

5. Do you think it is absolutely necessary to have health insurance?

yes no

6.Do you keep an umbrella with you on sunny days "just in case"?
yes no

7.Do you think it's a waste of time to recycle?

yes no

8.Is the glass half-empty?

yes no

9.When somebody at a party takes your number do you give it?

yes no

10.Suppose you were invited to a party organised by an aquaintaince of your best friend would
you go ?
MANOJ KUMAR (MBA)

yes no

Your Score out of 100

The Optimist Test

1. Your boss calls and says they need to have a face-to-face conversation with you. Do you pretty
much assume you're going to get a firing from him?
yes no
2. There's 5 minutes left in a game and it's not looking good for your team. Do you get up and
leave the game since chances are your team's going to lose?
yes no

3. When you wake up in the morning, do you think:

Oh God not another day
I can't wait to tackle the day
How many days till the weekend?

4. You wake up in the middle of the night with bad stomach pains. Do you:
Call Doctor
Take some painkillers
Roll over - it will pass.

5. Do you think it is absolutely necessary to have health insurance?

yes no

6.Do you keep an umbrella with you on sunny days "just in case"?
yes no

7.Do you think it's a waste of time to recycle?

yes no

8.Is the glass half-empty?

yes no

9.When somebody at a party takes your number do you give it?

yes no

10.Suppose you were invited to a party organised by an aquaintaince of your best friend would
you go ?

yes no

Your Score out of 100

MANOJ KUMAR (MBA)

Stress Vulnerability Test

1.I sleep at least 7 - 8 hours per night.

yes no

2. I feel comfortable discussing personal issues with someone I trust.

yes no

3.I have a good network of friends and loved ones.

yes
no

4. I have at least one hobby which gives me a sense of fulfillment.

yes
no

5. I eat at least one balanced meal per day.

yes no

6.I am not over or under weight by more than 15 pounds.

yes no

7.I do not drink more than 2 or 3 caffeinated beverages per day.

yes no

8.I am in good physical health.

yes no

9.I am in a positive relationship where communication is valued and respected.

yes no

10.My financial situation is sufficient to meet my basic needs for housing, food, transportation,
etc.

yes no

Your Score out of 100

Knowledge
A scientific convention was held at a lakeside resort. After the first day’s
proceedings, a mathematician, a physicist, an astronomer and a molecular
biologist hired a boatman to row them around on the lake. As they sat in the
MANOJ KUMAR (MBA)

boat, they discussed string theory, bubble universes, the Gaea Hypothesis
and other abstruse topics. The biologist noticed the boatman looking at
them from the corner of his eyes.
He asked him, “What do you think of these ideas?”
The boatman replied, “I didn’t understand any of it.”
The astronomer asked him how far he had studied.
He told them he couldn’t even read.
“I hate to say it,” said the physicist, “but you seem to have wasted a good
part of your life.”
The boatman remained silent. By now they were out in the middle of the
lake, far from shore. A sudden storm whipped up. The waves started
churning and heaving. All of a sudden, the boat flipped over. The boatman
started swimming for shore.
The scientists cried out, “Help! We can’t swim!”
The boatman called back, “I hate to say it, but you seem to have wasted
your whole lives.”

Attitude
Jerry is the kind of guy you love to hate. He is always in a good mood and
always has something positive to say. When someone would ask him how
he was doing, he would reply, "If I were any better, I would be twins!" He
was a unique manager because he had several waiters who had followed
him around from restaurant to restaurant. The reason the waiters followed
Jerry was because of his attitude. He was a natural motivator. If an
employee was having a bad day, Jerry was there telling the employee how
to look on the positive side of the situation.
Seeing this style really made me curious, so one day I went up to Jerry and
asked him, “I don't get it! You can't be a positive person all of the time. How
do you do it?" Jerry replied, "Each morning I wake up and say to myself,
Jerry, you have two choices today. You can choose to be in a good mood or
you can choose to be in a bad mood. I choose to be in a good mood. Each time
something bad happens, I can choose to be a victim or I can choose to learn from it. I
choose to learn from it. Every time someone comes to me complaining, I can choose to
accept their complaining or I can point out the positive side of life. I choose the positive
side of life. "Yeah, right, it's not that easy," I protested. "Yes it is," Jerry said. "Life is all
about choices. When you cut away all the junk, every situation is a choice. You choose
MANOJ KUMAR (MBA)

how you react to situations. You choose how people will affect your mood. You choose
to be in a good mood or bad mood. The bottom line: It's your choice how you live life." I
reflected on what Jerry said.
Soon thereafter, I left the restaurant industry to start my own business. We lost touch,
but I often thought about him when I made a choice about life instead of reacting to it.
Several years later, I heard that Jerry did something you are never supposed to do in
the restaurant business...he left the back door open one morning and was held up at
gun point by three armed robbers. While trying to open the safe, his hand, shaking from
nervousness, slipped off the combination. The robbers panicked and shot him. Luckily,
Jerry was found relatively quickly and rushed to the local trauma center. After 18 hours
of surgery and weeks of intensive care, Jerry was released from the hospital with
fragments of the bullets still in his body.
I saw Jerry about six months after the accident. When I asked him how he was, he
replied, "If I were any better, I'd be twins. Wanna see my scars?" I declined to see his
wounds, but did ask him what had gone through his mind as the robbery took place.
"The first thing that went through my mind was that I should have locked the back door,"
Jerry replied. "Then, as I lay on the floor, I remembered that I had two choices: I could
choose to live or I could choose to die. I chose to live." "Weren't you scared? Did you
lose consciousness?" I asked. Jerry continued, "...the paramedics were great. They kept
telling me I was going to be fine. But when they wheeled me into the ER and I saw the
expressions on the faces of the doctors and nurses, I got really scared. In their eyes, I
read 'he's a dead man.' I knew I needed to take action." "What did you do?" I asked.
"Well, there was a big burly nurse shouting questions at me," said Jerry. "She asked if I
was allergic to anything. 'Yes' I replied. The doctors and nurses stopped working as they
waited for my reply. I took a deep breath and yelled, 'BULLETS!' Over their laughter, I
told them, 'I am choosing to live. Operate on me as if I am alive, not dead'." Jerry lived
thanks to the skill of his doctors, but also because of his amazing attitude. I learned
from him that every day we have the choice to live fully. Attitude, after all, is everything.

Anger Management
The goal of anger management is to reduce both your emotional feelings and the
physiological arousal that anger causes. You can't get rid of, or avoid, the things or the
people that enrage you, nor can you change them, but you can learn to control your
reactions.
Are You Too Angry?
MANOJ KUMAR (MBA)

There are psychological tests that measure the intensity of angry feelings, how prone to
anger you are, and how well you handle it. But chances are good that if you do have a
problem with anger, you already know it. If you find yourself acting in ways that seem
out of control and frightening, you might need help finding better ways to deal with this
emotion.
Why Are Some People More Angry Than Others?
According to Jerry Deffenbacher, PhD, a psychologist who specializes in anger
management, some people really are more "hotheaded" than others are; they get angry
more easily and more intensely than the average person does. There are also those
who don't show their anger in loud spectacular ways but are chronically irritable and
grumpy. Easily angered people don't always curse and throw things; sometimes they
withdraw socially, sulk, or get physically ill.
People who are easily angered generally have what some psychologists call a low
tolerance for frustration, meaning simply that they feel that they should not have to be
subjected to frustration, inconvenience, or annoyance. They can't take things in stride,
and they're particularly infuriated if the situation seems somehow unjust: for example,
being corrected for a minor mistake.
What makes these people this way? A number of things. One cause may be genetic or
physiological: There is evidence that some children are born irritable, touchy, and easily
angered, and that these signs are present from a very early age. Another may be
sociocultural. Anger is often regarded as negative; we're taught that it's all right to
express anxiety, depression, or other emotions but not to express anger. As a result, we
don't learn how to handle it or channel it constructively.
Research has also found that family background plays a role. Typically, people who are
easily angered come from families that are disruptive, chaotic, and not skilled at
emotional communications.
Is It Good To "Let it All Hang Out?"
Psychologists now say that this is a dangerous myth. Some people use this theory as a
license to hurt others. Research has found that "letting it rip" with anger actually
escalates anger and aggression and does nothing to help you (or the person you're
angry with) resolve the situation.

It's best to find out what it is that triggers your anger, and then to develop strategies to
keep those triggers from tipping you over the edge.

1. Goal - Setting The First Step to Fulfilling Your

Mission
Goal setting is a very important part of personal improvement.
MANOJ KUMAR (MBA)

Every person has a mission in life and in order to fulfill that mission you must set goals if you
must see some positive change in your life. The first and most important step you must take is
defining a mission, and then decide what steps you intend to take to fulfill that mission. Now, if
you really believe that you have what it takes to succeed, your next move should be goal setting.
Goal setting has to be carefully thought out
You would most likely have to set various goals to achieve your mission. You must be satisfied
that the goals you are about to set are what you really want. Begin the process of goal setting by
jotting down whatever pops into your head. Never mind the sequence, just write it down. After you
have made your list, ask yourself what are the reasons you have to approach each task. If you
can't come with suitable answers and do not feel enthusiastic enough about it, then it is most
likely that you are not going to follow through with that one; just move on to something else.
When you have a list that you are comfortable with, you will get more motivated to proceed with
your plans to succeed.
Organize them in order of priority
It is best to decide which of your goals is most important and work towards the accomplishment of
that one first before turning your attention to any other. Keep in mind that goal setting is a
technical application for personal improvement in life, and if not properly thought out and
organized it could cause much disappointment. In the case of a seemingly impossible goal, it may
be necessary for you to divide it into small segments giving each a decided date by which you
hope to realize your objective. Work toward your goals step by step; this makes goal setting less
overwhelming and less complicated. Try to be as specific as you can in setting you goals so that
you can set clear cut paths to fulfill your mission.
Know what you want.
If you do not have a clue about what you really want to do, it is like sleep walking - not having the
foggiest idea where you are, how you got there, what you do and why you are doing it.
Think long and hard about what you really like to do
Search your inner self. It may be necessary for you to talk to yourself; give yourself very good
advice. You would be amazed at what you discover; you would not believe that you had those
ideas hidden deep within you.
Try to visualize the end result of your desires. Concentrate on what you want until you can
virtually taste it. You will get an anxious feeling; the longer and harder you think about it, the more
motivated you will become.
Do you want to be a dynamic public speaker, a lecturer or a politician? As long as you feel sure
about what you want, you must decide how you intend to get there. It is time to start with goal
setting.

Constructive planning
After you have set your goals, you need to make workable plans just how you intend to
accomplish them, working towards your ideals and desires for personal improvement step by
step, making constructive plans and sticking to them. First and foremost, before you begin with
your plans for goal setting, put God first and ask Him to direct your path. Among the first in a
series of setting your goals, is reading good educational books relative to what your goals are.

BY MANOJ KUMAR
MANOJ KUMAR (MBA)

1. Five Issues to Be Considered in Teambuilding

A group is "a collection of people who come together because they share something in common." (Solomon,
Davidson, and Solomon, 1993). What they share could be as insignificant as desire to get on the next bus
that will arrive at a particular stop. A team, however, is "a group of people who share a common name,
mission, history, set of goals or objectives and expectations." A strategy that can help groups develop into
real teams is teambuilding, "the process needed to create, maintain, and enrich the development of a group
of people into a cohesive unit."eambuilding exercises are very important in the development of teams that
will work together for an extended period of time on a complex project or a series of activities. Teambuilding
is not a silver bullet for fixing dysfunctional teams, or assuring that all of your teams will work well. But,
teambuilding exercises can be helpful in developing effective teams, if they are selected to enable teams to
explore the five critical issues identified in this outline.
Cohesiveness; This term refers to the attractiveness of group membership. Groups are cohesive to
the extent that membership in them is positively valued, and members are drawn toward the group. In task
oriented (e.g., learning or project) groups, the concept can be differentiated into two subconcepts: social
cohesiveness and task cohesiveness. Social cohesiveness refers to the bonds of interpersonal attraction
that link group members. Task cohesiveness refers to the way in which skills and abilities of the group
members mesh to allow optimal performance.Team building exercises that have a component of fun or play
are useful in allowing social cohesiveness to develop. Examples include: designing a team logo, sharing
information about first jobs, or participating in activities to discover characteristics that team members have
in common. To develop task cohesiveness, activities that allow the group members to assess one another’s
talents, strengths and weaknesses are useful.
Roles and Norms; All groups develop a set of roles and norms over time, whether or not these are
explicitly discussed. Norms are the rules governing the behavior of group members. The use of explicitly
defined roles enables the group to cope effectively with the requirements of the task. The roles and norms
that govern cooperative learning groups are often imposed by the instructor, but that does not preclude a
teambuilding exercise in which those roles and norms, as well as some that are specific to a group, are
discussed and accepted.An example of a team builder which would help teammates to develop effective
norms would be to ask them to develop team ground rules or a "Code of ooperation." A team builder which
would help teammates use roles effectively might ask them to select the roles which are most needed to
accomplish the task at hand and to assign those roles to team members.
Communication; Effective interpersonal communication is vital to the smooth functioning of
any task group. Norms will develop governing communication - do those norms encourage
everyone to participate, or do they allow one or two dominant members to claim all the "air time?"
Team building exercises can focus on skill development, communication network design, and
norms, but even when the exercise is focused on another issue, communication is happening.
Watch it! Shape it! There are many ways of facilitating the learning of effective communication
skills. Active listening exercises, practice in giving and receiving feedback, and practice in
checking for comprehension of verbal messages are all aimed at developing skills.
Goal Specification
It is very important for group members to have common goals for group achievement, as well as to
communicate clearly about individual goals they may have. Some teambuilding sessions consist entirely of
goal clarification exercises. The process of clarifying goals may well engage all of the issues on this list.
Indeed, shared goals is one of the definitional properties of the concept "team".A simple, but useful, team
building task is to assign a newly formed group he task of producing a mission and goals statement.

Interdependence
This is the issue of how each team member’s success is determined, at least in part, by the success of the other
members. The structure of the cooperative learning task should be such that it requires positive interdependence:
members in a team should "sink or swim" together. Functioning independently of other group members or competing
MANOJ KUMAR (MBA)

with them should lead to poor performance for the entire group.
"Teamwork is when other people do your work for you."- Dogbert

For a Winning Team

Everyone would like to be in a team that is successful, has bright future prospects, with
professional members, progressive remuneration and effective communication. This dream
does not however materialize by itself. The team members along with its leader have to
consciously work towards achieving such a level of competence. Some ways to do this
Beyond Hiring Great People:

Building a successful team goes beyond hiring the best talent. It needs –

i. Hiring people who work well together

ii. Developing the shared vision with commitment
iii. Physically bringing people together in open discussions on issues
iv. Encouraging positive, informal interaction within the group
v. Instilling the ‘winning spirit’ in the organization
vi. Addressing problems such as jealousy, cynicism, defensiveness, rumors, etc.
• Practice all the Preaching: Merely directing towards a goal is not enough; the team
members have to accept this and work towards the goal. If people do not agree with the
business direction, their efforts would be less productive or there would be dissent in
work relations.
• People need to be shown and reminded of:
i. Your vision for the future
ii. Your strategy for getting there
iii. Why this is the best strategy
iv. Every achievement that indicates this team is winning
• Team Meetings: Team meetings are not only useful for taking decisions but also for
personal interaction, summarize the work done or to be done, get feedback, make
announcements, etc. It helps in creating an atmosphere where everyone feels part of a
group and members are given a platform to voice opinions or concerns. Corporate
parties, celebrations, picnics also help in building cordial work relations with a feeling of
solidarity.
• Getting Team members to work together: Getting team members to interact
positively in formal or informal manner is difficult unless they have an impetus. A few
ways to get them to work co-operatively are:
i. Involve team members while recruiting new staff
ii. Assign specific projects to two members to work on together
iii. The offices or cubicles could be ensured to have proximity
iv. Pay-incentives for achieving business targets
v. Part of performance linked incentives based on appraisals from fellow members
such as - '360 Degree' feedback appraisal
vi. Off-site meetings for formal or informal interaction to create bonding
• Team Destroyers: Some common team destroyers are due to personal or emotional
factors - jealousy for the role or profile of new member, cynicism or negative attitude of
some people, lack of confidence, sometimes disagreement of opinion is taken as attack
on the person and not his ideas.
MANOJ KUMAR (MBA)

Team Models
"Ateam is a group organized to work together to accomplish a set of objectives that cannot be
achieved effectively by individuals."
For building a leading team you have to realize which type of team suits your objectives and
activities. The various forms can be summarized into following three broad model types:
Executive Model
Executive models are:
Small teams of 3-8 members

1. Members of the level of district/domain managers

2. The members do not have constituent or stakeholder involvement

The Advantages to this model are quick decision making, focused approach to goals,
consensus among members, etc. The members have ability to influence the organization’s path,
they are in control of a large section of the organization to implement the decisions and have an
understanding about the survival needs of the group/organization.
The Disadvantages to this model are that the members are isolated from actual daily functions,
they can’t monitor the lowest level in the organization whose actions affect daily business and
ownership of other domain/district won’t be taken by another member. Each member is
accountable for his own domain and there is little, if any division of work.
District/Domain Model
District models are:
Mid-size teams of 15-20 members

• Members are representatives of each key stakeholder group from the district/domain
staff

The Advantages to district model are key representatives are involved, there is ownership of
district-wide/domain-wide issues and the team knows the facts to their district/domain issues.

The Disadvantages to district model are the members have a narrow view limiting their focus
on their district/domain, the members will not take ownership for the organization’s overall
performance and their expertise is limited to their domain.
Community Model
Community model, suited for non-profit social organizations, can also be used to understand the
labor force, which forms the major staff memberships in a production environment. They have
the following characteristics:

• Large team of 25-30 members

• Member mix of district/domain staff and community leaders

The Advantages to community model are key district/domain leaders are involved; there is a
sense of community-wide ownership and a wide scope of prospective new ideas.
The Disadvantages to community model are that it is a slow process due to the large number
of members, everyone’s opinions may not be heard and a steep learning curve for not just the
members but also customers or citizens.
MANOJ KUMAR (MBA)

Point-wise Summary of Teamwork

Characteristics of a Team
There must be an awareness of unity on the part of all the team members.
There must be an interpersonal relationship. Members must have a chance to contribute, learn
from and work with others.
The member must have the ability to act together towards a common goal.
Ten characteristics of well-functioning teams
Purpose: Members proudly share a sense of ‘why the team exists’ and are invested in
accomplishing its mission and goals.
Priorities: Members know what needs to be done next, by whom, and by when to achieve team
goals.
Roles: Members know their roles in getting tasks done and when to allow a more skillful
member to do a certain task.
Decisions: Authority and decision-making lines are clearly understood.
Conflict: Conflict is dealt with openly and is considered important to decision-making and
personal growth.
Personal traits: Members feel their unique personalities are appreciated and well utilized.
Norms: Group norms for working together are set and seen as standards for every one in the
groups.
Effectiveness: Members find team meetings efficient and productive and look forward to this
time together.
Success: Members know clearly when the team has met with success and share in this equally
and proudly.
Training: Opportunities for feedback and updating skills are provided and taken advantage of
by team members.
Guidelines for effective team membership
• Members should contribute ideas and solutions
• Do recognize and respect differences in others
• Always value the ideas and contributions of others
• To be productive, listen and share information
• Ask questions and get clarification on doubts
• Participate fully and keep your commitments
• Try to be flexible and respect the partnership created by a team; strive for the "win-win".
• Have fun and care about the team and the outcomes.
Characteristics of a high-performance team
• Participative leadership - creating interdependence by empowering, freeing up and
serving others.
• Shared responsibility - establishing an environment in which all team members feel as
responsible as the manager for the performance of the team.
• Aligned on purpose - having a sense of common purpose about why the team exists
and the function it serves.
• High communication - creating a climate of trust and open, honest communication.
• Future focused - seeing change as an opportunity for growth.
• Focused on task - keeping meetings and interactions focused on results.
• Creative talents - applying individual talents and creativity.
MANOJ KUMAR (MBA)

• Rapid response - identifying and acting on opportunities. Administration, governance,

planning, policy formation, communication, accountability, etc organization and should
same.

Talking about Communication

The Basics

Communication is usually described along three major dimensions: content, form, and destination.
Examples of communication content include acts that declare knowledge and experiences, give advice
and commands, and ask questions. These maybe verbal, sign or body language. A communication is
complete when the content through a form reaches its intended destination. The communication maybe
inter-personal between two individuals or mass communication to a wide group.
The Media
We communicate through speech, written communication such as letters, telephonic conversations, etc.
These would reach another individual or maybe addressed to a small group. Mass communication needs
mass media such as newspapers, television, billboards, websites, etc.
History
A book titled "Five Epochs of Civilization" by William McGaughey (Thistlerose, 2000) divides history into
the following stages: Ideographic writing produced the first civilization; alphabetic writing, the second;
printing, the third; electronic recording and broadcasting, the fourth; and computer communication, the
fifth.
Communication barriers
The following factors can impede human communication:
Not understanding the language - Verbal and non-verbal messages are in a different language. This
includes not understanding the jargon, slang or idioms used by another sub-culture or group.
Not understanding the context - Not knowing the history of the occasion, relationship, or culture. The
communication maybe part of a whole the receiver does not know about.

• Obfuscation - Intentionally scrambling the messages. This is noticed in military or other

confidential communication.
• Distraction Not giving adequate attention to processing the message in real-time, perhaps
because of multitasking.
• Lack of backchannel cues in asynchronous communication - The inability to give immediate
feedback such as a question ("what?") or acknowledgement ("I see") may lead to larger
misunderstandings.
• Lack of time - There is not enough time to communicate with everyone.
• Physics - Physical barriers to the transmission of messages, such as background noise, facing
the wrong way, talking too softly, and physical distance.
• Medical issues - Hearing loss and various brain conditions can hamper communication.
• Beliefs - World-views may discourage one person from listening to another. Personal prejudice
may lead to misunderstanding the message.
• Emotions - Fear and anxiety associated with communication is known by some psychologists as
communication apprehension. Besides apprehension, communication can be impaired via
processes such as bypassing, indiscrimination, and polarization.

Organizational communication
Organizational communication (OC) relates to how people communicate within an organizational context.
It deals with how people are influenced, informed or interacted with as per the needs of the organization.
In the modern scenario, this is a formal subject of study. In this information age sharing of knowledge
within the organization to those who need to know is critical for business. Apart from the transmission of
information OC also deals with specific medium, structure, formalities and purpose of the interaction
Memos, circulars, notice boards, teleconference, email, surveys, etc. are some of the common forms of
MANOJ KUMAR (MBA)

communication in a business environment. Each has their own use and form. Organizational
communication is kept to the point and has definite purpose with regards to the interaction between the
originator and destination of the message.

Decision making & OC

The management bases its decisions own information & reports it receives from subordinates. The
communication from field to supervisors to middle management and upward is important part of decision
making. At each level of the organizational hierarchy the sharing of information is what will help in taking
decisions with regards to business direction.

Similarly the dispersion of information from the management to its subordinates helps in keeping the
employees informed of their tasks and the aims or motives of the organization.

Therefore effectiveness of the communication among the organization members would be an important
factor in its success and gainful activity.

Components of OC

1. Flow of Communication, e.g.

o Formal, informal – An organization may have a formal or informal form of internal
communication depending upon its work culture or on the type of organization it is.
o Internal, external – An organization may not have the same form, media or message
while communicating outside the organization as when communicating within the
organization. Customers, investors, competitors, etc may not know the same things that
the organization member gets informed about.
o Upward, downward, horizontal – Upward communication refers to the juniors or
subordinates communicating with their superiors in an organizational hierarchy. This is
usually in the form of reports, statistics, research, etc. Similarly the downward
communication is from superiors to subordinates in the form of decisions, orders,
motivation, etc. Some organizations chose horizontal communication to share information
effectively with better results than the traditional upward/downward communication.
2. Induction, e.g.
o New hire orientation – The organization may chose to get its new members oriented
with the work culture, ethics and aims of its operations. This communication would build
confidence and attraction from the new member towards its employer.
o Policies & procedures – Once a new member has enrolled in the organization he needs
to be informed of the rules and regulations to be followed while employed with the
organization. This may deal with confidentiality, formalities, workflow, dress code, ethics,
etc.
o Employee benefits – The employee also needs to be informed of the benefits in terms of
bonus, gratuity, insurance, etc that he would be eligible for if he stays with the
organization.
3. Channels, e.g.
o Electronic media such as e-mail, intranet, internet, etc. – These are the new forms of
business communication which are widely popular for its ease, speed and wide reach.
o Teleconference – Telephonic conversations and conferencing helps clear any doubts in
written communication.
o Print media such as memos, bulletin boards, newsletters etc. – These are also
popular forms of communication. Memos go to specific individuals. Bulletin boards are
set up in departments for various corporate notifications. Official newsletters may go to
employees as well as investors to keep them informed and motivated. Some retail
businesses also print newsletters for customers to secure their loyalty. E.g. BMW and
Lamborghini publish lifestyle newsletters for its customers to keep them in the loop of the
high society culture.
MANOJ KUMAR (MBA)

o Face-to-face – Interviews, appraisals, meetings, etc are done face-to-face. Here apart
from words, the actions, body language, dress sense and immediate feedback provide
the best form of communication. These however maybe hindered if the participants are

from different cultural backgrounds. Points to consider in

Corporate Calling

• Use Good Speech Habits: Phrases To use: “ One moment please”, “Yes”,
“All right”, “She’s not available now”, “Good-bye” Phrases Not To Use: “Hang
on”, “Yeah”, “Uh, don’t know where he is”.
• Your Voice Is You: Every time you make or receive a telephone call at work,
you are representing yourself and your department. The impression you create
will be a lasting one. Make sure your voice and mannerism reflect that you are
alert and at your best.
• Handling Rude or Impatient Callers:
1. Stay calm. Try to remain diplomatic and polite. Getting angry will only make
them angrier.
2. Always show willingness to resolve the problem or conflict.
3. Try to think like the caller. Remember, their problems and concerns are
important.
4. Non-supervisory: Offer to have your supervisor talk to the caller or call
him/her back if the caller persists.
• Busy Lines: It is a common complaint that the line is always busy. Be sure you
don’t take too long on one phone call. A call-waiting feature also helps.
• Taking Messages: Be prepared with pen and message slip when you answer
the phone. Note the name, number, department, organisation, etc which is
important. Repeat the message to the caller. Also note the date & time of call.
Inform the concerned person - use a post-it note or forward it to their mailbox.
• Wrong Number: Dialing too quickly or inadequate lighting may be the cause of
dialing a "wrong number,"; never just hang-up. Express your apology, letting them
know you have dialed a wrong number. To avoid disturbing another person
unnecessarily dial carefully and make sure you can see the dial pad.
• Speaker Phone: Speaker phones are useful when you need both of your
hands free for taking notes or looking up data on the PC or files. Mostly one is
expected to use speakerphones in private when they are alone. Inform the caller if
others are present. In a conference call, introduce the caller to the people present
for using the speakerphone conversation.
1. End Conversations Gracefully: As long as you are honest and
polite with the other person, you shouldn't have any problems getting off
the phone. There are several ways that you can end a long phone call
without making up a story or sounding rude: Leave the conversation
open. Promise to finish your discussion at another time.
2. End on a "positive" note. Tell the person how much you've enjoyed
speaking with him/her.
MANOJ KUMAR (MBA)

Answering Calls for Your Department

Remember that you are representing your department and etiquette is very
important. Using phrases such as "thank you" and "please" are essential in
displaying a professional atmosphere.

Points to note:

Answer promptly (before the third ring if possible).

1. Before picking up the receiver, discontinue any other conversation or activity

such as eating, chewing gum, typing, etc that can be heard by the calling
party.
2. Speak clearly and distinctly in a pleasant tone of voice.
3. If you need to cough or sneeze, do it away from the phone’s speaker.
4. Try and cut background noise if you can.
5. Use hold button when leaving the line so that the caller does not accidentally
hear conversations being held nearby.
6. When transferring a call, be sure to explain to the caller that you are doing so
and where you are transferring them.
7. Remember that you may be the first and only contact a person may have
with your department, and that first impression will stay with the caller long
after the call is completed.
8. If the caller has reached the wrong department, be courteous. Sometimes
they have been transferred all over campus with a simple question. If
possible, attempt to find out where they should call/to whom they should
speak. They will greatly appreciate it.
9. When the called party is not in, use responses that both protect the privacy
of the office staff and give a more tactful response. Example: "He is not in
the office at the moment. Would you like to leave a message” or "She is out
of the office for the day. Can someone else help you or would you like her
voicemail?" This is better than the line “He is out.”
10.The Obnoxious Phone-Fiend
No one appreciates a person who keeps creating a disturbance in office
environment. Use your phone in a calm and collected manner. Yelling over the
phone affects your neighbours more than any of your callers. Have consideration
for the noise pollution you could cause.
Also listening into others conversations (eavesdropping) is impolite and
unprofessional. Mind your business and intervene only when you can help or when
you know that you are welcome.
Silent listeners are common in competitive business where a few analysts may hear
your pitch over a speaker phone without introducing themselves. Beware and keep
your message professional.

MANOJ KUMAR
MANOJ KUMAR (MBA)

Corporate calling
The telephone is a very common tool in modern business. It is more personal
than an email but still leaves some gaps in effective communication. In this series
on telephone etiquette we will learn about basic telephonic manners, barriers to
its effectiveness, using a mobile telephone and steps to making or receiving a
call. Remember - you only get ONE chance to make a first impression.
Basic Etiquette
Identify yourself: Whenever you make a phone call, it is your priority to identify yourself. In
business, time is money; so to avoid being hung-up make sure you say “Hello” after your target
answers the phone and then introduce yourself. While receiving a call, respond to the caller’s
greeting. If they have identified themselves, then do let him also know if they are speaking to the
right or concerned person.

• Respect other’s time: You have urgent business but so do others. Show respect to
your call receiver’s time by asking, “Can you spare a few minutes?” If you need to get into
details, ask the person at the other end before going into a lengthy lecture. If you know
you are in different time zones or even for unknown people, ask, “Is this a good time to
call you?”
• Reason for the call: It is only appropriate in a business environment to specify the
reason for your call. This will also save your time since the receiver can tell you whom to
contact at the beginning of the conversation.
• Putting on Hold: If you are receiving a call and need to check things before responding
don’t let the phone have ‘dead air’. Say, “Please hold the line, I’ll check.” This ensures that
the caller knows his call is live. Also while continuing thank the caller for waiting on line.
You need to get a positive response from the caller before putting him on hold. The caller
on the other hand is expected to have his data ready before calling. A businessman calling
another and requesting the receiver to hold the line portrays a poor image.
• Screening calls: If the caller has not identified himself, ask him “Who’s calling,
please?” rather than the curt “Who’s this?” This simple courtesy will smooth the
communication. In business it is important that you screen calls so that important data is
not revealed to the wrong people.
• Call waiting: It is your judgment whether to take another call while already on one line.
Decide on the importance of the present conversation. Just because there is a feature on
the phone, you don’t have to use it always. Whenever you need to put them hold due to
another call, inform the caller before moving to the next call.

• Other points to consider:Use Good Speech Habits: Phrases To use: “ One

moment please”, “Yes”, “All right”, “She’s not available now”, “Good-bye”
Phrases Not To Use: “Hang on”, “Yeah”, “Uh, don’t know where he is”.
• Your Voice Is You: Every time you make or receive a telephone call at work, you are
representing yourself and your department. The impression you create will be a lasting
one. Make sure your voice and mannerism reflect that you are alert and at your best.

MANOJ KUMAR
MANOJ KUMAR (MBA)

Mobile Manners
Modern technology has always been aimed at providing solutions for social or business
matters. It is used for convenience, comfort or resolving a problem. With the advance of
communications, we have voice communication without any boundaries or limitations of
distance or terrain. Mobile phones provide us with voice and data services while away
from a landline. It is wireless and thus ‘mobile’. Roaming and satellite phones make the
communication transcend all borders.

With an aim to improve life through technology also comes the misuse due to prolific
distribution of the technology. In the current scenario, just about everyone uses mobile
phones with the technology becoming more affordable and better in quality. Mobile
phones are even preferred over landlines where cables need to be placed by digging or
using telephone-poles. The fast activation of a mobile phone also makes it almost read-
to-use and is very handy. However just as landline phones have been cause of some
irritation to co-workers, mobile phones at office or elsewhere also have users with poor
etiquette or manners.

There are three reasons why people use mobile phones:

• A mobile phone is convenient for personal and business use.

• A mobile phone is there when one needs it, for safety or emergency.
• Multitasking makes them feel important. It is part of their ego trip to always be in
contact with someone.

A noticeable advantage in using a mobile phone is that it always comes with a caller-id
feature. The best use of this feature is to use it for your own convenience and not take
calls not required.This should match with your schedule. You will always have a record in
your mobile of the person who called you so you can call them back when you are free
from your own activities.

A mobile phone is something you carry along. It will ring every time someone calls you,
wherever you are. So only give out your mobile number based on the need for
communication. Same ways, don’t call someone on their mobile if they have not
expressed this to be done. If someone has chosen not to give out their mobile number
then acquiring it and calling them is intrusion of their privacy .

We hear mobile phones going off in public places. They are there, ringing in places of
worship, movie theatres, restaurants, hospitals, wedding halls, etc. Your convenience
should not be at the cost of other’s peace and patronage. Every mobile phone user is
usually aware of the silent mode in which the phone vibrates instead of ringing. Use it if
you can’t turn off the phone in public places. It is not just impolite, but rude to have noise
pollution where it could be avoided. And if you do decide to take a call then remove
yourself from other’s company before doing so.
MANOJ KUMAR (MBA)

Minding Manners – Personal interaction etiquette

The need to be polite

Personal interaction takes up most of our daily life. It involves not just
our communication with colleagues and family but also with
strangers or acquaintances that happen to come across our
commute, shopping or elsewhere. It is essential to represent our best
to leave a positive image with the other person. It is a basic courtesy
to be polite and have decency to use everyday manners to come
across as a civilised and educated gentleman (or lady).

However this common courtesy is not entirely for our selfish need to
project a good image. The primary need for manners in interaction is
to make people in our company feel comfortable and relaxed. The
other person needs to feel appreciated and welcome. Basic phrases
of “May I”, “Please”, “Thank You”, “Excuse me”, etc. seek to do this
rather than to show your greatness. Making our companions believe
we value the relation or communication is simply to make them at
ease with any situation.

Therefore our first approach to learning etiquette is to know that it is

for other’s benefit and not to make ourselves feel better. A well-
mannered person reflects the spotlight elsewhere. Such modesty and
generosity will go a long way in establishing your image as a
wonderful person. Humility does not mean obscurity. People
remember nice persons with better interest than the obnoxious.

These are basic ideas for you to incorporate in your lifestyle.

• Manners are for other’s benefit

• It is good to be polite
• It is self-rewarding to be humble
• Communication should follow etiquette
MANOJ KUMAR (MBA)

Business Etiquette
Etiquette and manners in very important in business environment and could be the key element
to turn deals in your favour. It shows your potential and also represents your organisation’s
culture. Therefore minding ourselves in such interactions would enable us to maximize
our gain from meetings, interviews, presentations, etc.

Here are 9 Business Etiquette Tips.

Q. What is the proper time to arrive for an appointment?

A. Always arrive on time for an appointment. Never arrive late. Arrive no more than five
minutes early.

Q. Is it impolite to ask an executive of a company for payment of outstanding invoices?

A. For services rendered, it is not considered impolite to request payment. However, you
should first contact your billing representative before approaching the executives or
principals of the company.

Q. Can I exchange business cards while dining?

A. Business cards should never be exchanged while dining. This is true at even the most
informal dining situations.

Q. What is the proper way to display flags?

A. When displaying flags at business, civic or social events, the national flag is placed on
the speaker's right. State and organizations' flags are placed on the speakers left or to
the audience's right.

Q. How should I exchange gifts with my fellow coworkers at the office during the holiday
season?
A. First, always observe the company's specific gift giving policy. Second, employees
should be discreet when exchanging gifts with one another. Gifts should be exchanged
away from other coworkers, so not to offend employees not receiving any gifts.

Q. How much perfume/cologne is acceptable to wear at work?

A. Perfume, cologne or aftershave should be applied sparingly, evoking a subtle scent.
Strong fragrances, as well as, inexpensive or "cheap" fragrances are often offensive to
business associates and therefore inappropriate in a professional venue.
Q. What is the best way to utilize a home-office (SOHO) telephone system?
A. If you have a home-based business, install a second line for business-use only and
have an automatic answering system that picks up automatically if you are on the other
line. Therefore, eliminating busy signals and portraying a professional image to your
clients.
MANOJ KUMAR (MBA)

First things first

It takes 15 seconds to make a first impression, and the rest of your life to undo it
if it was a negative one. Observing the “Rule Twelve” is the key to projecting a
positive image:

• The first 12 words you speak should include some form of thanks, if
appropriate. When meeting someone for the first time, express your
gratitude. Example: “Thank you for scheduling this meeting.”
• The first 12 steps you take should be those of confidence. Whether you are
walking from the parking lot to your office, or are going to the reception
area to greet clients, walk with a purpose – with vim, vigor and vitality.
• The first 12 inches from your shoulders down should include impeccable
grooming. Your hair, collar and tie/scarf accessories should be a reflection
of the quality person you are.

Greetings & Introductions

What you say and how you say it is “The name of the game”. That’s why the four
most commonly asked questions about greetings and introductions are listed
below:

Q: When introducing my supervisor to a client, whose name should I say first?

A: The client’s.

Q: When being introduced to a woman client; is it appropriate for a man to initiate

a handshake?
A: Absolutely. In the past, social etiquette dictated that men should wait for
women to initiate the handshake. However, in today’s business arena, it is
appropriate for either party to initiate this gesture of welcome.

Q: What is the best way to remember the name of a person I’ve just met?
A: When meeting someone for the first time, make a point of using his or her
name when shaking hands. By repeating it at least once during your
conversation, the name will be reinforced in your mind.

Q: What should you do when you encounter someone whose name “slips your
mind”?
A: When the person approaches you, extend your hand and say your name.
Typically, the one person will mimic your actions by giving his or her name.
MANOJ KUMAR (MBA)

Manners for Business

Whether you are aware of it or not, first impressions do make a major difference
in achieving business objectives. Business experts have preached the value of
knowing proper business etiquette, including practicing good manners, for close
to fifty years.
As such, we have to mind our manners. Having good manners will help you
regardless of the business you are in. Any time you make contact with a client or
perspective client, you are making a mini-presentation of yourself, ultimately
representing your company, service and/or products.
People skills are very important, in many cases even more important than
technical skills. But how can you mind your manners, if you do not know the
rules. It is never too late to take the initiative to begin your own professional
development.
Address individuals by their honorific or title: There is so much informality in the
workplace today that in many offices business is lost, and goodwill destroyed,
because of total disregard for properly addressing clients. The proper way to
address a client is to greet them using their honorific or title followed by their last
name. It is up to the client to ask you to call them by their first name.
In business, the proper way to refer to a woman is "Ms.," regardless of their
marital status. This is more than a passing fad; it was established in the
seventeenth century as an abbreviation for "Mistress."
Enunciate your greeting: It's sad but true we've become a nation of name-
tumblers when we introduce ourselves or other people; this is major problem
especially on the telephone. We need to slow down and pronounce our names
slowly, clearly and distinctly. At first it may feel as if you are exaggerating your
name, but you are really helping the other person and improving overall
communication.
Refer to individuals frequently by their names: Take the time and make the effort
to pay attention to the name of the person you are being introduced to. A
person's name means everything to them. To build rapport with a client, mention
their name at least three times during the conversation. It will help you remember
their name and make a connection - they will remember you. A person's name is
the sweetest music to their ears.
Make contact: There are few physical contacts that are appropriate in business;
the most important and acceptable is your handshake. Your handshake is a non-
verbal clue that indicates to the other person whether or not you are a take
charge person. For example, a firm and strong handshake suggests that you are
decisive, in control. Now think of the impression you had after shaking hands
with someone that presented a weak, slippery or lifeless handshake. What did
MANOJ KUMAR (MBA)

that make you think of them?

The rules for shaking hands are: extend your hand with the thumb up, clasp the
other person's entire palm, give two or three pumps from the elbow, avoiding
both the painful ''bone crusher'' and the off-putting ''wet fish'' shake, and look at
the person directly in the eyes with a smile.

Smile: This seems very simple, but it's amazing how people's moods and words
are misjudged because their expressions are often overly-serious. A smile shows
that you like yourself; you like your current place in the world and you're happy
with the people you're interacting with. No one will say you're crabby if you're
smiling. A smile says, I'm approachable and confident.
Make eye contact: Every time a person begins talking to you, look them in the eye
and smile first, then get on with the conversation. Also, when you enter a room
for a meeting, smile and look around at everyone. If you want to start talking to
one person - or even a group - come up to them and smile. Again, this is another
way to say, I'm approachable.

Introduce people with confidence: Most people hate making introductions,

because they do not know how to properly make them. Introducing people with
confidence is a great way to impress your customers. In business, introductions
are determined by precedence. The person who holds the position of highest
authority in an organization takes precedence over others who work there. For
example, you introduce your company's president to a colleague.
The basic rule is: the name of the person of greater authority is always spoken
first. The name of the person of lesser authority is always spoken last. For
example, "Mr./Ms. Greater Authority, I would like to introduce Mr./Ms. Lesser
Authority." A second example, would be: the name of the Senior Executive is
always spoken first. The name of the Junior Executive is always spoken last. "Mr.
Senior Executive, I would like to introduce Mr. Junior Executive, from the
accounting department. Mr. Senior Executive is our Director of Public Relations."
Learning the rules of business etiquette is not hard to do, it is not costly, and it is
the best professional development tool any business person can use to increase
their chances of success. People truly desire to do business with those that make
them comfortable and know how to best handle themselves in a variety of
situations. Practicing good business etiquette is well worth the investment and
pays back in spades.

Body Language: Aggression

Body language is an important part of communication which, according to at

least one study, constitutes around 55% of what we are communicating. If you
MANOJ KUMAR (MBA)

wish to communicate well, then it makes sense to understand how you can (and
can't) use your body to say what you mean.
Message clusters :
Body language comes in clusters of signals and postures, depending on the
internal emotions and mental states. Recognizing a whole cluster is thus far more
reliable than trying to interpret individual elements.Aggressive body language:
Showing physical threat :
A significant cluster of body movements is used to signal aggression.
This is actually quite useful as it is seldom a good idea to get into a fight, even for
powerful people. Fighting can hurt you, even though you are pretty certain you
will win. In addition, with adults, fighting is often socially unacceptable and
aggression through words and body language is all that may ever happen.
Threat :

Facial signals: Much aggression can be shown in the face, from disapproving
frowns and pursed lips to sneers and full snarls. The eyes can be used to stare
and hold the gaze for long period. They may also squint, preventing the other
person seeing where you are looking.

• Attack signals: When somebody is about to attack, they give visual signal
such as clenching of fists ready to strike and lowering and spreading of the
body for stability. They are also likely to give anger signs such as redness
of the face.
• Exposing oneself: Exposing oneself to attack is also a form of aggression.
It is saying 'Go on - I dare you. I will still win.' It can include not looking at
the other person, relaxing the body, turning away and so on.
• Invasion: Invading the space of the other person in some way is an act of
aggression that is equivalent to one country invading another.
• False friendship: Invasion is often done under the cloak of of familiarity,
where you act as if you are being friendly and move into a space reserved
for friends, but without being invited. This gives the other person a
dilemma of whether to repel a 'friendly' advance or to accept dominance of
the other.
• Approach: When you go inside the comfort zone of others without
permission, you are effectively invading their territory. The close you get,
the greater your ability to have 'first strike', from which an opponent may
not recover.
• Touch: Touching the person is another form of invasion. Even touching
social touch zones such as arm and back can be aggressive.

Gestures :

• Insulting gestures: There are many, many gestures that have the primary
intent of insulting the other person and hence inciting them to anger and a
MANOJ KUMAR (MBA)

perhaps unwise battle. Single and double fingers pointed up, arm thrusts,
chin tilts and so on are used, although many of these do vary across
cultures (which can make for hazardous accidental movements when you
are overseas).
• Mock attacks: Gestures may include symbolic action that mimics actual
attacks, including waving fingers (the beating baton), shaking fists, head-
butts and so on. This is saying 'Here is what I will do to you!'
• Physical items may be used as substitutes, for example banging of tables
and doors or throwing . Again, this is saying 'This could be you!'
• Sudden movements: All of these gestures may be done suddenly, signaling
your level of aggression and testing the other person's reactions.
• Large gestures: The size of gestures may also be used to signal levels of
aggression, from simple finger movements to whole arm sweeps,
sometimes even with exaggerated movements of the entire body.
• Open body language

A significant cluster of body movements are all about being open. This is
sometimes misinterpreted solely as indicating being relaxed and untense.
Remember that perhaps the most significant part of being open or close is
the act of opening or closing. When you open or close, you are signaling a
change in the way you are thinking or feeling, which is likely to be in
response to what the other person has said or done.

Language of openness

The open stance has arms and legs not crossed in any way. They may also
be moving in various ways.

• Arms open Arms are not crossed and may be animated and
moving in synchronization with what is being said.
• Palms are also relaxed and may be quite expressive, for example
appearing to hold things and form more detailed shapes.
• Legs open Open legs are not crossed. Often they are parallel.
They may even be stretched apart.
• The feet are of interest in open legs and may point forward or to
the side or at something or someone of interest.
• Looking around and at the other person The head may be
directed solely towards the other person or may be looking
around. Eye contact is likely to be relaxed and prolonged.
• Relaxed clothing Clothing is likely to hang loosely and actions
to loosen clothing may take place, such as removing a jacket
and unbuttoning a collar.
MANOJ KUMAR (MBA)

Reasons for opening

There can be several reasons for open body language. In particular

look for the transition when the body opens and the triggers that may
have caused this change.

• Accepting When arms rounded and palms are sideways, the

person may be offering a 'mock hug', showing that they care for
the other person. Gestures may be slower and symbolize
gentleness.
• Passive threat An open posture may also be associated with a
passive threat. When the person casually 'exposes themself', for
example by opening their body and looking away they are
opening themselves for attack. When this is relaxed, it may be
saying 'I am so powerful and you are so weak, you are unable to
attack me even when I am exposed.'
• Aggression When there is tension in the open body, especially if
fists are clenched, then this may be a sign of significant
aggression. The person is effectively holding their body open in
readiness for a fight.
• Aggression is also seen when the body is square on to the other
person and is relatively close to them. Movements may be
particularly sudden and designed to test the other person's
reactions.
• Supplicating When palms are held upwards, this may form a
pleading gesture and may be combined with lowering of the
body. This is saying 'Please don't hurt me'.
• Opening the body in supplication is also saying 'Here, you can
hurt me if you wish' and is equivalent to a dog who rolls over on
its back and exposes itself to indicate that it is not a threat.
• Relaxing And finally, the open body may simply be the body at
rest, relaxed and comfortable.
MANOJ KUMAR (MBA)

Managing Motivation
Literally, motivation refers to the psychological feature that arouses an organism to
action toward a desired goal; or the reason for the action; or that, which gives purpose,
and direction to behavior.
In psychology, motivation is initiation or persistence of behavior, and is different from
emotions or personality traits. It is a temporal or dynamic state. A person’s personality
might be described sometimes as ‘motivated’ but it is a status that changes and can be
influenced with a goal in mind. On the other hand, anger, grief, happiness, etc are
emotions and shyness, extrovert, etc are personality traits.
Humans have an instinct that motivates them to do basic things for their own survival.
This is a very primary motive – ‘survival’. Accomplishing tasks that meets more than the
basic needs requires motivation as well. This could be the idea of success as foreseen
by a person or any impetus provided to accomplish the task. In corporate world, money
and status are the common motivators for work accomplishment. In Team Building we
have already discussed Maslow’s Hierarchy of Needs. So we know that a normal
worker will have growing needs as he progresses in an organisation
Basic Regulation of Behaviour
Rewards and Incentives : As commonly seen in employment, monetary rewards such
as performance based appraisal or bonus and other incentives are used to motivate
workers to contribute their best efforts. This would be the goal of an average employee
while putting extra work or taking initiatives. This is easily the most effective way to keep
employees content and motivated. However, if the employer is not able to deliver the
reward or measures the worker’s skill poorly, this motivational tool may become blunt.
Punishment :In most organisations, maintaining discipline is important to keep a
conducive work atmosphere. This helps in ensuring productivity. Disciplinary measures
work as punishment to keep people in check. For instance in school we see kids
punished for improper dress-code. In sports, a referee and/or coach enforce rules of the
game.
Aggression: Aggressive competition also motivates a person to achieve more than he
would normally manage to do. This aggression is moulded or directed to a positive force
of motivation to achieve targets.
Stress: Stress affects Motivation adversely. When a person is stressed in his work his
output quality will be affected. His productivity may fall. Some Motivation techniques try
to improve work conditions to relieve stress. Any motivation, which does not
compensate for the stress of extra work, may turn out to be counter-productive.
Secondary Goals: As seen through Maslow’s Hierarchy of Needs, a person will have
different levels of needs. The primary and secondary goals will have direct or indirect
motivation. In work environments money is considered indirect motivation and job
satisfaction is seen as direct motivation. However this indirect motivator – money
satisfies the primary needs and hence could be a more effective form of influence.
Coercion: Coercion refers to forced work not done out of free will of a worker. If
permanent, this amounts to slavery. Forced labour through intimidation is illegal. On
positive ways it is used by some Governments in compulsory education on students or
reformation on prisoners. Self-coercion is also possible by taking a vacation as a break
from stressful work, which is for our well-being.
MANOJ KUMAR (MBA)

Motivation in the Workplace

In an office or other workplace the manager of the workers is assigned the task to keep the latter
motivated to do their job in the best capacity. This is one of the various responsibilities of the manager. He
has to ensure that the employees are satisfied with the work environment and job. They also need to
have a positive outlook and be interested in the progress of the department, firm, or their own skills.

For all this, a basic understanding of human nature is also important. Research has been undertaken in
this field, notably by Douglas McGregor (Theory Y), Frederick Herzberg (Two factor motivation
hygiene theory,) Abraham Maslow (Theory Z, Hierarchy of needs), Elton Mayo (Hawthorne
Experiments) Chris Argyris Rensis Likert and David McClelland (Achievement motivation.)

Performance is considered to be a function of ability and motivation, thus:

Job performance =f (ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand motivation can be improved quickly. There
are many options and an uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.

1. Positive reinforcement / High expectations

2. Effective discipline
3. Treating people fairly
4. Satisfying employee needs
5. Setting work related goals
6. Restructuring jobs
7. Base rewards on job performance

There is mostly a gap between actual state of an individual and his desired state. The
manager has the task of reducing this gap. Motivation is, in effect, a means to reduce
and manipulate this gap. The motivator then aims to motivate the person in a particular
direction. This motivational system needs to suit the organisation as well. Job security is
easily the highest rated motivator. Next are advancement, job profile and company
profile.

Job satisfaction makes the individual confident about his place in the
group/organisation. Intense competition within the group can be counter-productive.
Every worker needs to know if he has a long-term survival scope in the company. After
that they are more agreeable to contribute to new ideas, obedience and conformance to
rules/restrictions.
MANOJ KUMAR (MBA)

Reasons to Run
The workplace sometimes is an eternal rat race; people chasing and outrunning others. There are specific
motives that empower each worker to strive for success or excellence. Knowing the reason and at times
providing a reason to run the best creates a winning corporate entity. A good motivation provides
compensation, boosts morale and improves quality of life.

1. What the employee wants: Some people work for money, some for personal fulfillment, some
for love of what they do and still others to make a change in the workplace or society. One cannot
always assign similarities to all the people in different organisations for their motivations. But
understanding these can go a long way in maintaining their enthusiasm and output.
2. R-E-S-P-E-C-T: The most basic motivator is providing dignity and respect to the staff. In subtle
or demonstrative ways, one can give and as a reciprocal gain respect at the workplace. Simple
actions and words can change the way the people function and treat each other. Respect for a
fellow worker is essential in cordial and productive relations.
3. Feedback with Impact: The manner in which the feedback is delivered also impacts
motivation. Sincere and objective feedback is important but it should be used to guide and not de-
motivate people. Thus the delivery of such feedback should take into consideration the events,
premises and reasons for performance issues.
4. Show your appreciation: Showing your appreciation to co-workers and others at the office
can be done any day of the year. Be vocal about your “Thank You”. Identify actions you find
admirable. Celebrate small occasions and gift someone when they deserve it.
5. Trust Tops: Trust is the most essential aspect in a group or department for collective growth
and achievement. Trust forms the basic foundation for effective communication, employee
retention, motivation and group dynamics success. Without trust there can be no productive
relationships at the workplace. Empowering the worker is also a way to build trust.
6. Motivational recognition: Providing rewards or promotions without reason or achievement
can raise doubts. Employers need to be clear about why someone has been rewarded. Others
need to be shown what they have lacked and how to rectify the same. Also people who meet the
criteria and were not selected mysteriously would lose all motivation. Clarifying the appraisal
process for everybody is in the best interest of the employer and the employee.
7. Raising Recognition: Often bosses point out as to why anyone should be recognised, after all
the person is doing his job. Successful bosses recognise the value of prioritising recognition.
Small gestures go a long way in keeping the momentum up to desired expectations. Most
employees feel more secure and content on getting recognition from their immediate boss. A
personally written note, a verbal appreciation or a public show of achievement are useful in
getting the level of recognition to rise in the eyes of the employee and others.
8. Retain performers: One of the key duties of the manager or employer is to retain their top
performers. Yet they lose these good employees. Losing them costs more than their annual
salary to the company. Exit interview is a must to understand this aspect of exodus from a
company.
9. Delegation of Authority: Apart from division of labour another aspect to motivating the staff is
to empower them with some amount of authority. These maybe choices, special roles,
consultation, etc. Delegating the authority eases the manager’s workload while he can review to
get an overall picture. The employees feel responsible, appreciated and valued.
10.Mentor: It is always difficult to build capable employees. Equal opportunity or training courses
don’t build employees. Someone taking time out to help a fellow worker, to show him the ropes, is
what makes practically efficient workforce. This eases the pressure on key people and also the
workflow is smooth in their absence due to capable people who have been taught to fish rather
than being given ready fish.
MANOJ KUMAR (MBA)

Motivational Means
Office games: Various games can be played to boost morale and also develop mental skills. Work and
business-based training commonly concentrates on process, rules, theory, structure and logic, all of which
tend to develop and use the left-side of the brain. However, modern successful organizations rely just as
heavily on their people having well-developed 'soft' skills and attributes, such as self-motivation,
confidence, initiative, empathy and creativity, which all tend to use the right-side of the brain. The use of
role playing games and role play exercises is an especially effective motivational and visualisation
technique, despite people's normal aversion to the practice.
More on Role-playing: Role playing has been around as a learning tool for a long time. Whenever we
project into the future in a kind of 'what if' scenario we are indulging in a role play of some sort, we are
projecting ourselves into an imaginary situation where, though we cannot control the outcome, we can
anticipate some or all of the conditions and 'rehearse' our performance in order to influence the outcome.
The tenet 'I hear and I forget, I see and I remember, I do and I understand' is very applicable here. If
used badly in a training environment the role play tool can be ineffective and sometimes even damaging.
One of the main complicating factors surrounding role play is the attitude or emotional state of the people
taking part. Quite frankly, many people are nervous, even terrified, at the prospect of participating in a role
play; not surprising when you hear about some people's unfortunate role play experiences.
Be very clear about what you want people to get out of the role playing experience. Muddy thinking at the
outset will result in muddy outcomes. Clear thinking and role play preparation result in clear
Outcomes
Are you assessing skills or are you developing them? If you are assessing people, they need to know
the competency level expected of them and the brief needs to have measurable outcomes. People also
need to trust that the role play will have the same level of challenge for them and their peers. So, don't put
people through an assessment role play until you know they have reached a certain standard (through
development activities and role plays).
Are you giving everyone the same level of challenge, or are you flexing according to the level of skill
demonstrated by each individual? The former is more recommended for assessment, the latter for
development.
Other points to consider:

 Role playing can become ineffective if people are unclear about what they are
supposed to do.
 Role playing briefs should contain enough information for both parties to engage
in a believable and relevant conversation, which should be in line with the
objectives.
 Avoid giving people the task of role playing attitudes alone; a well written brief will
help to keep the role play focused and on track.
 Adequate preparation time is obvious and sharing objectives will help the game.
 In developmental role play, the option can be given to press the pause button
where people feel they are getting into difficulty.
o Feedback: Feedback should follow SMART principles (Specific, Measurable, Agreed,
Realistic, and Time-bound). The order of feedback should be participant or participants
first.
• Personal coaching, life coaching: Coaching is about getting the very best out of someone and
enabling them to make decisions that will improve their life. Coaches are hired for very many
different and diverse reasons – building skills, new technology training, orientation, building
relationships, etc. A coach's job is not to go over old ground, be past-orientated or to force-feed
information, but to work with clients to help them find the answers themselves and is thus
different from psychology, counselling or therapy. A coach who is himself an upbeat, positive role
model brings a unique way of developing people. It also produces great satisfaction in the coach
MANOJ KUMAR (MBA)

to see that they can create successful people. Significantly, a consultant is a specialist in his or
her field; whereas a coach is a specialist in coaching, and need not be a specialist in any other
field. That is not to say coaches do not benefit from having expertise in a particular field, in fact
approaching coaching from a particular expertise or niche is becoming more prevalent among
newly-trained coaches. Common factors and reasons for coaches entering the profession:
o They like people and want to bring out the best in them.
o They want to do something more fulfilling in their lives.
o They want personal and financial freedom.
o Their family, friends and colleagues previously turned to them for advice and help - they
have natural 'people' skills.
• References and Inspiration: Inspirational stories and quotes take people out of their normal
work environment creates new opportunities for them to experience winning, achievement, team-
working, learning and personal development, in ways that are often not possible in their usual
work context. This visualisation of success and achievement is important in broadening people's
horizons, raising their sights, setting new personal standards and goals, and increasing
motivation

• Important aspects of Motivation

In today's turbulent, often chaotic, environment, commercial success depends on employees
using their full talents. Yet in spite of the myriad of available theories and practices, managers
often view motivation as something of a mystery. In part this is because individuals are motivated
by different things and in different ways.

In addition, these are times when de-layering and the flattening of hierarchies can create
insecurity and lower staff morale. Moreover, more staff than ever before are working part time or
on limited-term contracts, and these employees are often especially hard to motivate.
Definition of Employee Motivation
"The heart of motivation is to give people what they really want most from work. The more you
are able to provide what they want, the more you should expect what you really want, namely:
productivity, quality, and service." (An Honest Day's Work (1988))
Advantages of Employee Motivation
A positive motivation philosophy and practice should improve productivity, quality, and
service. Motivation helps people:
• achieve goals
• gain a positive perspective
• create the power to change
• build self-esteem and capability
• manage their own development and help others with theirs.
• Disadvantages of Motivating Staff
There are no real disadvantages to successfully motivating employees, but there are
many barriers to overcome.
Barriers may include unaware or absent managers, inadequate buildings, outdated
equipment, and entrenched attitudes, for example:

• "We don't get paid extra to work harder."

• "We've always done it this way."
• "Our bosses don't have a clue about what we do."
• "It doesn't say that in my job description."
• "I'm going to do as little as possible without getting fired."
MANOJ KUMAR (MBA)

Such views will take persuasion, perseverance, and the proof of experience to break down.

Motivating Your Staff in a Time of Change – part1

Employee Motivation Action Checklist
This checklist is designed for managers with responsibilities for managing, motivating, and developing staff at a time when
organizational structures and processes are undergoing continual change.

1. Read the Gurus

Familiarize yourself with Herzberg's Hygiene theory, McGregor's X and Y theories and Maslow's hierarchy of needs. Although these
theories date back some years, they are still valid today. Consult a digest to gain a basic understanding of their main principles; it
will be invaluable for building a climate of honesty, openness, and trust.

2. What Motivates You?

Determine which factors are important to you in your working life and how they interact. What has motivated you and de-motivated
you in the past?

Understand the differences between real, longer-term motivators and short-term spurs.

3. Find Out What Your People Want From Work

People may want more status, higher pay, better working conditions, and flexible benefits. But find out what really motivates your
employees by asking them in performance appraisals, attitude surveys, and informal conversations what they want most from their
jobs.

Do people want, for example:

• more interesting work?

• more efficient bosses?
• more opportunity to see the end result of their work?
• greater participation?
• greater recognition?
• greater challenge?
• more opportunities for development?

4. Walk the Job

Every day, find someone doing something well and tell the person so. Make sure the interest you show is genuine without going
overboard or appearing to watch over people's shoulders. If you have ideas as to how employees' work could be improved, don't
shout them out, but help them to find their way instead. Earn respect by setting an example; it is not necessary to be able to do
everything better than your staff. Make it clear what levels of support employees can expect.
5. Remove De-motivators
Identify factors that de-motivate staff - they may be physical (buildings, equipment) or psychological (boredom, unfairness, barriers
to promotion, lack of recognition). Some of them can be dealt with quickly and easily; others require more planning and time to work
through. The fact that you are concerned to find out what is wrong and do something about it is in itself a motivator.
6. Demonstrate Support
Whether your working culture is one that clamps down on mistakes and penalizes error or a more tolerant one that espouses
mistakes as learning opportunities, your staff needs to understand the kind and levels of support they can expect. Motivation
practice and relationship building often falter because staff does not feel they are receiving adequate support.
7. Be Wary of Cash Incentives
Many people say they are working for money and claim in conversation that their fringe benefits are an incentive. But money
MANOJ KUMAR (MBA)

actually comes low down in the list of motivators, and it doesn't motivate for long after a raise. Fringe benefits can be effective in
attracting new employees, but benefits rarely motivate existing employees to use their potential more effectively.

Motivating Your Staff in a Time of Change – part2

8. Decide on an Action
Having listened to staff, take steps to alter your organization's policies and attitudes, consulting fully with staff and unions. Consider
policies that affect flexible work, reward, promotion, training and development, and participation.

9. Manage Change
Adopting policies is one thing, implementing them is another. If poor motivation is entrenched, you may need to look at the
organization's whole style of management. One of the most natural of human instincts is to resist change even when it is designed
to be beneficial. The way change is introduced has its own power to motivate or de-motivate, and can often be the key to success or
failure. If you:

1. tell - instruct or deliver a monologue - you are ignoring your staff's hopes, fears, and expectations
2. tell and sell - try to persuade people - even your most compelling reasons will not hold sway over the long
term if you don't allow discussion
3. consult - it will be obvious if you have made up your mind beforehand
4. look for real participation - sharing the problem solving and decision making with those who are to
implement change - you can begin to expect commitment and ownership along with the adaptation and
compromise that will occur naturally. 10. Understand Learning Preferences
Change involves learning. In their Manual of Learning Styles (1992), Peter Honey and Alan Mumford distinguish four basic
styles of learning:

1. activists: like to get involved in new experiences, problems, or opportunities. They're not too happy sitting
back, observing, and being impartial;
2. theorists: are comfortable with concepts and theory. They don't like being thrown in at the deep end without
apparent purpose or reason;
3. reflectors: like to take their time and think things through. They don't like being pressured into rushing from
one thing to another;
4. pragmatists: need a link between the subject matter and the job in hand. They learn best when they can test
things out. t each of us learns with different styles, preferences, and approaches, your people will respond best to stimuli
and suggestions that take account of the way they do things best.

11. Provide Feedback

Feedback is one of the most valuable elements in the motivation cycle. Don't keep staff guessing how their development,
progress, and accomplishments are shaping up. Offer comments with accuracy and care, keeping in mind next steps or
future targets.
More Tips: Dos and Don'ts For Motivating Your Staff in a Time of Change

Do:

1. Recognize that you don't have all the answers.

2. Take time to find out what makes others tick and show genuine caring.
3. Lead, encourage, and guide staff - don't force them.
4. Tell your staff what you think.

Don't:
Don't make assumptions about what drives others.

1. Don't assume others are like you.

2. Don't force people into things that are supposedly good for them.
3. Don't neglect the need for inspiration.
MANOJ KUMAR (MBA)

4.Don't delegate work - delegate responsibility.

Trust Rules – part 3

The Critical Role of the Leader or Supervisor in Trust Relationships Simon Fraser University
Assistant Professor Kurt Dicks studied the impact of trust in college basketball team success.
After surveying the players on 30 teams, he determined that players on successful teams were
more likely to trust their coach.
He found these players were more likely to believe that their coach knew what was required for
them to win. They believed the coach had their best interests at heart; they believed the coach
came through on what he promised. (Something to think about: trust in their teammates was
hardly deemed important in the study.)
Del Jones of the Gannett News Service reports that in a March, 2001 Wirthlin Worldwide study of
employees, 67 percent said they were committed to their employers. Only 38 percent felt their
employers were committed to them.
In another study, by C. Ken Weidner, an assistant professor at the Center for Organization
Development at Loyola University Chicago, findings suggest several implications for
organizational performance and change.
Weidner found that a manager’s skill in developing relationships that reduce or eliminate distrust,
have a positive impact on employee turnover. He also found that trust in the supervisor is
associated with better individual performance.
Specific Trust Relationship Building and Maintaining Steps
You cannot always control the trust you experience in your larger organization, but you can act in
ways that promote trust within your immediate work environment. The following are ways to
create and preserve a trusting work environment.
• Hire and promote people, who are capable of forming positive, trusting
interpersonal relationships with people who report to them, to supervisory
positions.
• Develop the skills of all employees and especially those of current
supervisors and people desiring promotion, in interpersonal relationship
building and effectiveness.
• Keep staff members truthfully informed. Provide as much information
as you can comfortably divulge as soon as possible in any situation.
• Expect supervisors to act with integrity and keep commitments.
If you cannot keep a commitment, explain what is happening in the
situation without delay.
• Employees perceive current behavior and actions as the basis for
predicting future behavior. Supervisors who act as if they are worthy of trust will
more likely be followed with fewer complaints.
Confront hard issues in a timely fashion. If an employee has excessive absences or
spends work time wandering around, it is important to confront the employee about
these issues. Other employees will watch and trust you more.
• Protect the interest of all employees in a work group. Do not talk about absent
employees, nor allow others to place blame, call names, or point fingers.
Display competence in supervisory and other work tasks.
• Know what you are talking about, and if you don’t know - admit it.
Listen with respect and full attention. Exhibit empathy and sensitivity to the needs of
staff members
MANOJ KUMAR (MBA)

• Take thoughtful risks to improve service and products for the customer. If you are
a supervisor or a team member, set high expectations and act as if you believe
staff members are capable of living up to them. BY MANOJ KUMAR

Leadership

Leadership Development :

Thirteen Mistakes

Brigadier General S.L.A. Marshall started out in life as a newspaperman,

eventually working for the Detroit News. Upon America's entry into World War II,
he was given a commission as a major and was assigned to the Army Historical
Section. His studies of World War II combat began in the Pacific, where he
covered the landings on Makin Island and Kwajalein. After a battle on Makin, he
asked the survivors questions about their experience in combat, which he
referred to as the "after-action interview." After his work in the Pacific, Marshall
interviewed those who fought in Europe, becoming chief historian of the
European Theater of Operations. His experience and the evidence he amassed
provided the basis for his pioneering and most controversial book, Men Against
Fire, which was published in 1947.

In his 1966 book, The Officer as a Leader he shared thirteen mistakes leaders
should avoid that are worth considering:

1. To attempt to set up your own standard of right and wrong.

2. To try to measure the enjoyment of others by your own.
3. To expect uniformity of opinions in the world.
4. To fail to make allowance for inexperience.
5. To endeavor to mold all dispositions alike.
6. Not to yield on unimportant trifles.
7. To look for perfection in our own actions.
8. To worry others and ourselves about what can't be remedied.
9. Not to help everybody wherever, however, whenever we can.
10.To consider impossible what we cannot ourselves perform.
11.To believe only what our finite minds can grasp.
12.Not to make allowances for the weaknesses of others.
13.To estimate by some outside quality, when it is that within which
makes the man.
MANOJ KUMAR (MBA)

Leadership
Leadership Development :

Leadership Begins at Home

Parents are the earliest and most influential influences on a child. Their examples
profoundly affect the kind of leaders they become. Leadership training takes time (think
quantity not just "quality") and guidance in every facet of a child’s life from early on.
Additionally, leadership needs to be modeled by the parents. It helps if you view all of
this in the long-term. The big picture view assists in smoothing out the immature peaks
and valleys and helps keep your goals on track. Here are some (not comprehensive)
ideas to think on:

• Take time to know your child. Working with a child’s personality, a parent needs
to learn to develop that child’s individual traits and abilities and sometimes
temper strengths that left unchecked would become a liability. For example, an
assertive, outgoing personality is a great trait in a leader, but without self-control
it can be seen as overly aggressive and controlling.
• Take the time to point out where they can learn from the example of others. Use
examples and outcomes of decisions of both right and wrong approaches to
situations. Teach them cause and effect. Choices have consequences.
• Take the time to understand what problems and issues your child is dealing with
and then guide them to the right decisions by applying the right principles. By
instilling principles rather than pat answers to problems, you will give them tools
to work with that they can apply over and over again in their life.
• Take the time to praise them when they make the right choices and gently show
them the choice they missed when they go astray. Give them age appropriate
responsibilities and let them stand or fall on their choices. (Note: Self-esteem
comes from knowing you did do or are doing the right thing and should be
praised. It’s not generated from unsupported, manipulative comments designed
to make kids—or anyone else for that matter—feel good.)
• Take the time to involve them in family activities and work. This will help them
learn teamwork (sharing and considering others) and a good work ethic.

Why do all this? Pat Williams (senior vice president of the Orlando Magic) in his book,
Coaching Your Kids to be Leaders, quotes Jackson University football coach Steve
Gilbert, I tell young people, "It feels good to be a leader!" Success and failure are part of
the adventure of life. Young people need to see that good leaders are important in their
community—and there are great rewards for being a good leader. Those rewards
include a sense of satisfaction and a feeling that what you are doing is meaningful and
significant. You don’t always win when you lead, but that’s okay. Young people should
MANOJ KUMAR (MBA)

be rewarded and encouraged for stepping up and leading, no matter whether they
succeed

Introduction
This section encourages one to change the way one thinks about leadership. It is not
about position. Leadership is everybody’s business. It is for men, women and children. It
is for families, business and communities. It is for every individual.
In today’s world leadership is needed. People of all ages from all backgrounds are
needed to take advantage of the myriad of opportunities that exist to make a difference.
The path to leadership begins in the mind. Leaders think differently. They see the world
differently. We all possess the capacity for leadership, but only those who cultivate it will
ever become truly effective leaders. By providing articles and, features we would like to
encourage you to develop the leader in you — to become an active participant in
shaping your future and the future of others.
The word leadership can refer to:

The process of leading

1. the concept of leading

2. those entities that perform one or more acts of leading. One can categorize
the exercise of leadership as either actual or potential:
• actual - giving guidance or direction, as in the phrase "the emperor
has provided satisfactory leadership".
• potential - the capacity or ability to lead, as in the phrase "she could
have exercised effective leadership"; or in the concept "born to
lead".
• both cases, as a result of the constancy of change some people detect
within the late 20th and early 21st centuries, the act of learning appears
fundamental to certain types of leading and leadership. When learning and
leadership coalescee, one could characterize this as "learnership".
Leadership can't have a formal aspect (as in most political or business
leadership) or an informal one (as in most friendships). Speaking of
"leadership" (the abstract term) rather than of "leading" (the action) usually
implies that the entities doing the leading have some "leadership skills" or
competencies. Several types of entities may provide or exhibit leadership,
actual or potential, including:

• a person in a position or office of authority, such as a President or a

chairperson
MANOJ KUMAR (MBA)

• a person in a position or office associated with expertise, skill, or

experience, such as a team leader, a ship's captain, a chief engineer, a
chief, or a parent
• a group or person in the vanguard of some trend or movement, as in
fashion trend-setters
• a group of respected people, (called a "reference group" by sociologists)
such as business commentators or union spokespersons
• a product that influences other product offerings in a competitive
marketplace

Leadership can come from an individual, a collective group of leaders, or even from the
disincarnate — if not mystical — characteristics of a celebrity figurehead. Yet other
usages have a "leadership" which does little active leading, but to which followers show
great (often traditional) respect (compare the courtesy title reverend). Followers often
endow the leader with status or prestige. Aside from the prestige-role sometimes
granted to inspirational leaders, a more mundane usage of the word "leadership" can
designate current front-runners that exercise influence over competitors, for example, a
corporation or a product can hold a position of "market leadership" without any
implication of permanence or of merited respect. Note that the ability to influence others
does form an integral part of the "leadership" of some but not all front-runners. A front-
runner in a sprint may "lead" the race, but does not have a position of "leadership" if he
does not have the potential to influence others in some way. Thus one can make an
important distinction between "being in the lead" and the process of leadership.
Leadership implies a relationship of power — the power to guide others.

Delegating :The Basics

The road to leadership is paved with action—with doing. Leaders are characterized by
doing what other people don’t want to do. They do what needs to be done when it
needs to be done. While this is an invaluable trait, it can be taken to an extreme and
become your biggest liability. At some point you have to rely on other people to help you
do what needs to be done. Delegating is that skill that will benefit you and those whom
you lead.
Delegating is a way of increasing your time. It allows you the freedom to focus on what
you should be accomplishing and to better see the big picture.

Only do those tasks that nobody else can do. Determine what it is you will delegate.
Look at what you do and ask yourself if this is really where you should be spending your
time. All routine activities and minor decisions should be delegated to others. Also, any
tasks that should be performed when you are not there or unavailable are also
candidates for delegation.
Never keep work simply because you do it better. Delegating certain tasks to others is a
way of developing and endorsing those you lead. Delegating allows people to learn by
MANOJ KUMAR (MBA)

doing, to take risks and to build confidence. It is one of the best ways to develop that
person for further responsibilities and their own leadership responsibilities.

Finally, delegation is a discipline. You've got to work at it.

Assertiveness
Assertive behavior is one of the most powerful ways of acting in
interacting with other people.

Understanding Assertiveness
Assertiveness is widely misunderstood, often equated with
aggression, which is not. Here's more detail to give you a firm
foundation in this area.

* Assertiveness is: Submissive, assertive, and aggressive

behavior.
* Submissive behavior: Being submissive is not being assertive.
* Aggressive behavior: Being aggressive is not being assertive.
* Comparing behaviors: Comparing assertive, aggressive and
submissive.
* Building assertive beliefs: Beliefs drive behaviors.

Being Assertive
Once you now know what assertiveness is, then here are some
methods to help you on your way.
* Saying what you want: You can want anything.
* Standing up for your rights: You can have what is rightfully yours.
* Speaking your truths: Saying what you believe.
* The three-part message: Their behavior, your feelings, wider
effects.
* Asking: Asking the other person to do something.
* Saying no: Refusing, even when it is hard.
* Disagreeing: Disagreeing with what they say and stating your
own case.
MANOJ KUMAR (MBA)

* Praise: Giving and getting it.

* Giving criticism: Constructively helping others improve.
* Receiving criticism: Taking criticism positively.

Understanding Body Language

Although people are generally not aware of it, they send and receive non-
verbal signals all the time. These signals can indicate what they are truly
feeling. The technique of 'reading' people is used frequently. For example,
the idea of mirroring body language to put people at ease is commonly
used in interviews. It sets the person being interviewed at ease. Mirroring
the body language of someone else indicates that they are understood.

Body language is particularly important in-group communications according

to Tarnow. As the group gets larger the body language starts to dominate
the spoken language. Body language is a factor in human courtship as a
subconscious or subtle method of communication between potential
people. Researchers such as Desmond Morris have extensively studied
and reported on courtship behaviour.

Body language is now widely used in the field of selling, where sales
personnel are trained to observe and read the body language of their
potential customers. Sales personnel trained to read body language can
now utilize this skill to read the subliminal cue exhibited by the customers to
close a deal. Consequently, many companies such as insurance
companies, direct-selling companies, international car-showrooms now
engage body language experts.

In our daily lives we encounter many forms of body language gestures,

here are a few examples:

• Self-confidence: hands behind the back, hands clasped in front

• Superiority: hands clasped behind the head
• Stress: shaking of legs
• Defensive: Crossing of arms is often considered to be a defensive,
closed posture.
MANOJ KUMAR (MBA)

BY MANOJ KUMAR

Evaluating body language

A notable cluster of body movements happens when a person is thinking, judging or

making some decision.

Language of evaluation

Hand movements
The classic signal of evaluation is the steepled hands which are clasped together, either
looking like they are praying, with both hands pressed together, or with linked fingers
and with index fingers only pointing upwards.

Another common evaluative movement is stroking, often of the chin but possibly other
parts of the face.
Relaxed intensity

The body may well be relaxed and open. The person seems to be unafraid or even
unaware of danger. However there is also a level of concentration, perhaps with pursed
lips and an intense gaze. The chin may be resting in one or both palms.

Reasons for evaluation

There can be several reasons for a ready body language.

Deciding
A person who is evaluating may be making an important decision. If they are buying
from you, they may be close to the point of closure.

Judging
In their decision-making, they may be judging. Perhaps this is you, something you are
saying or something else. Watch how they change with what you say and try to figure
this one out.

Thinking
Sometimes the evaluation is only on an internal point. When they are deep inside their
own world, they may be mentally trying out ideas to see if they will work. If you have
MANOJ KUMAR (MBA)

suggested something, they may be trying to fit your idea into their own model of the
world.

New Approval Policy for SAP ID Creation

SAP ID is required to process different transactions related to Logistics, Finance &

Controlling and Human Resources.

RCOMSAP portal provides facility for requesting new SAP ID creation as per defined
Process.

As per defined process to use any services user must have his Registration in
RCOMSAP Portal.

End User puts his request for New SAP ID creation in SAP portal under “New SAP ID
Creation”

System generated portal link goes to mapped HOD for Approval; HOD has rights to
Approve / Reject / sent Back to User.

Once request approved by HOD system generated portal link goes to mapped
HEADs (Shared Services Head , Corporate HR , SCM Head)

HEADs has rights to Approve / Reject / sent Back to User for further information
required.

Once Request approved by HOD and HEAD it will be processed by SAP Team.

LESSON OF LIFE
MANOJ KUMAR (MBA)

The Japanese have always loved fresh fish. But the water close to Japan
has not held many fish for decades. So to feed the Japanese population,
fishing boats got bigger and went further than ever. The further the
fishermen went, the longer it took to bring the fish. If the return trip
took more time, the fish were not fresh. To solve this problem, fish
companies installed freezers on their boats. They would catch the fish
and freeze them at sea. Freezers allowed the boats to go further and
stay longer. However, the Japanese could taste the difference between
fresh and frozen fish. And they did not like the taste of frozen fish.
The frozen fish brought a lower price. So, fishing companies installed
fish tanks. They would catch the fish and stuff them in the tanks, fin
to fin. After a little thrashing around, they were tired, dull, and lost
their fresh-fish taste. The fishing industry faced an impending crisis!
But today, they get fresh-tasting fish to Japan ....

How did they manage? To keep the fish tasting fresh, the Japanese
fishing companies still put the fish in the tanks but with a small
shark. The fish are challenged and hence are constantly on the move. The
challenge they face keeps them alive and fresh!

Have you realized that some of us are also living in a pond but most of
the time tired and dull ? Basically in our lives, sharks are new
challenges to keep us active. If you are steadily conquering challenges,
you are happy. Your challenges keep you energized. Don't create success
and revel in it in a state of inertia. You have the resources, skills
and abilities to make a difference. Put a shark in your tank and see how
far you can really go!

'Weakness of attitude becomes weakness of character' - Albert Einstein

Warm Regards
reliance Communications Ltd.
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A man doesn't need brilliance or genius, all he needs is enthusiasm