Managing Oneself

A

abhishreshthaa

Abhijeet S
Take Responsibility for Your Career:

  • Identify your core competencies

  • Know what assignments you are ready to take on next

  • ‘Begin with the end in mind’



Defining One’s Performance

  • Top performers are talented and persistent risk takers.


  • Sub-optimal performers settle into their comfort zone, fall into endlessly recurring patterns and stop challenging themselves in significant ways


Results That Make A Difference

Results should be meaningful. They should make a difference.

Identify the following:


  • What to do

  • Where to start

  • How to start

  • What goals and deadlines to set


Identify Strengths

  • Identify your strengths and weaknesses


  • Improve your strengths and eliminate bad habits that hamper the development of your strengths


How Do I Perform?

  • Think through your work style

  • Are your personal values comparable to or at least compatible with your strengths?

What to Contribute


  • Successful careers are not the products of luck or planning

  • They are built by people who are able to seize those opportunities that match their own strengths, work styles, and values.


Work Relationships

Organizations are built on trust, and trust is built on communication and mutual understanding.


Managing the Boss


  • Increasing number of people to depend on for appraisal and approval

  • Always in the good books of the boss

  • Understood how to respect and treat the boss well



The Second Half

  • Knowledge workers are able to physically work into old age.

  • No drive remaining as no challenges are left to accomplish

  • Burnout and boredom

  • Requirement :- regain true interest outside work which makes a difference



Revolution in Society

Each worker should think and behave like a CEO of a firm
Requirements include change in thought and action
A fulfilling second career



A Noncompetitive Life

  • Growing number of people plateau in their career chart in their 40ies

  • Need for a non competitive life outside work providing achievement and personal contribution beyond the workplace .

  • Develop an interest that does not subject you to the competitive pressures you face at work.


Staffing Decisions

  • Companies fill positions based on what a person can do .

  • Strong people have strong weaknesses

  • Decide what a person should be able to do well and then demand that he or she really do it.

  • Know the assignment , choose a candidate who has proven strengths for the assignment


Overage Executives

People beyond their early sixties should ease out of major managerial responsibilities.
The older executive should move into work one performs on one’s own rather than be
the “boss.”


Controls, Control and Management

  • The probability of an event’s being meaningful is a much more important datum than the event itself.

  • Controls in a business are goal-setting and value-setting.


  • Purpose : At the Tata Group our purpose is to improve the quality of life of the communities we serve.



Five core values

  • - Integrity

  • - Understanding

  • - Excellence

  • - Unity

  • - Responsibility



Controls: Neither Objective nor Neutral

It is subjective and of necessity biased.
They endow events not only with meaning but with value



Controls for Non measurable Events

  • Controls – Measurable and non-measurable

  • Develop quantitative assessments for those variables that can be so measured and qualitative assessments for those critical variables that are qualitative.





Ultimate control of a organization – Its people.

  • Very essential for the organization to reward its people.

  • The needs of the people working for an organization must be met.

  • Harmonize the Immediate and Long-range Future
  • A manager must, so to speak, keep his nose to the grindstone while lifting his eyes to the hills—quite an acrobatic feat.

Misdirection by specialization

  • Workmanship is good, but of no use, if it doesn’t add value to the organization.
  • Stonecutter’s story :

  • First Person : “I am making a living”.

  • Second Person : “I am doing the best job of stonecutting in the entire country”.

  • Third Person : “I am building a cathedral”.





Decision Making :Organize Dissent

  • The effective decision-maker organizes dissent


  • Same opinions

  • Deeper analysis of the problem

  • Meeting

  • conflicts

  • Optimized solution


Elements of the Decision Process


  • Timing of a decision

  • Right problem

  • Defining of the objectives

  • Right v/s acceptable

  • Right compromise

  • Implementation and effectiveness



Implementation ‘Perfection’

  • Elusive

  • Six Sigma

  • Eliminate Muda(waste), Mura(unevenness) and Muri( overburden)

  • Kaizen - small improvements on going and never ending

  • Gemba -Place where value-adding activities to satisfy the client are carried out.


CLASSIFYING A PROBLEM

[LIST
[*]Four basic types of problems


[*]Generic problem common to me and others


[*]Generic problem unique to me and common to others


[*]A unique problem


[*]A manifestation of a common generic problem
[/LIST]


Identification of the right problem

  • What it is all about

  • What is relevant here

  • What is the key to the situation

  • Conformance to the observable fact
s


SELLING THE DECISION


  • Process of selling should start before the decision Is made

  • Everyone affected should be involved.

  • Feedback before implementation.
 
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