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  1. 1. Performance
  2. 2. A B C D of Performance Actions Assumption Belief Brining Together Culture Consistency Decisions Discipline
  3. 3. Purpose: Performance • An Organization exists for a purpose and that purpose is performance • Performance defined as any outcome that is deemed valuable by either an external or internal customer
  4. 4. Performance for the Day Thousand of tiny choices, in an endless procession, that confronts us every minute, unable to intellectualize, compelled us to react instinctively (decisions), follows the path of least resistance. Sum of these tiny decisions is the performance of the day
  5. 5. Key person do not seem to have responsibility to decide or to deliver, but they seemed to have infinite authority to block people from doing anything Accept them as UNOFFICIAL Boss
  6. 6. Re-Visit Assumptions • We live our life based on certain assumptions • We test these assumptions with each experience and with each passing day • We need to revisit the assumptions and prepare to take charge of our development
  7. 7. Learn to work in Three Stages Initial years • Known Target • Known Resources Middle Part of the Career • Resources not entirely within the control Senior Roles • No control over Resources • No control over People Known Problems Known Solutions Un Known Problems Known Solutions Un Known Problems Un Known Solutions
  8. 8. Practical Intelligence IQ 1904, Alfred Binet Testing: Judgment, Comprehension, Reasoning Emotional Intelligence 1995, Daniel Goleman Testing: Tact, Human Interactions, Emotional & Social Variables Social Intelligence Goleman Testing: Neurons of your brain connects with the brains of those around you Political Intelligence Roderick Kramer, Standford Business School Sizing up people for their weakness rather than strengths and playing on weakness Multiple Intelligence Prof. Howard Gardner Evaluate Intelligence and Achievement 1. Disciplined Mind 2. Synthesizing Mind 3. Creating Mind 4. Respectful Mind 5. Ethical Mind
  9. 9. Personal Development Managing Tasks Tasks to Relationships Relationships to Thoughts Thought to Self- Awareness Initial Period of Career Mid Part of the Career Mid Part of the Career Authentic Leader Get the Things Done purely on Relationship D i s c i p l i n e d M i n d Synthesizing & Creating Mind Respectful & Ethical Mind
  10. 10. Fixed Mindset Your abilities are fixed and success comes out of repeatedly using the same abilities Growing Mindset Your abilities can change if you learn from mistakes and are willing to put in the effort Signature of mediocrity is NOT an unwillingness to change It is chronic inconsistency
  11. 11. Employees Expecting from Boss 1. Feedback 2. Empowerment 3. Coaching 4. Transparency 5. Recognition 6. Opportunity 7. Clear Tasks 8. Access 9. Respect for Personal Time During a career, report to 10 direct bosses and 10 indirect bosses of those bosses
  12. 12. Boss expecting from Employees 1. 100% effort 2. Loyalty 3. Honesty 4. Get-it-done Results Irrespective of what you think of the BOSS, you have to accept the BOSS
  13. 13. Self Discipline Self Discipline is conscious practice of controls, habits and restraints, imposed by one self and demanded by the profession
  14. 14. Fanatic Discipline • Consistency of action • with values • With long-term goals • Legitimate form of discipline is self- discipline • Having inner WILL to create great outcome, no matter how difficult • NOT regimentation • NOT measurement • NOT hierarchical obedience • NOT adherence to bureaucratic rules
  15. 15. Responsibility Meter Freedom • Be Free • Enjoy the moment • Be widely passionate • Have a fabulous time • Live in the now Responsibility • Be Responsible • Set your goals • Keep your promises • Get important things done • Fulfill your duties
  16. 16. Beliefs Ways of seeing the world Guide how people do things Examples: In listening In seeing + of every other person In timing In every one has some potential In no one is useless
  17. 17. Limiting Beliefs • Dominant belief : we are not able to fulfill our desires • Common Belief: our powerlessness • BeliefCenter: Unworthiness –we don not deserve to have what we truly desire As human beings we all have some limiting beliefs based on industry best practices and incidences of failures
  18. 18. Breaking the limiting beliefs stretch goals helps Will power: a maniacal focus on goal Willingness to pay the price Ability to defeat any opposition Surmount any obstacles Erode the vision Mobilize through Fear Negative Vision: Focusing on getting away from what we don’t want rather than what we want Anti drugs, anti nuclear power, anti smoking, anti- abortion, anti corruption
  19. 19. You are observing limiting beliefs in yourself
  20. 20. EXTRAORDINARY! • Removing Limiting beliefs helps in delivering extraordinary throughput with ordinary people.You are doing so many good things everyday
  21. 21. SEE DOGET Attitudes Behaviors Methods Techniques Beliefs Thoughts Assumptions Results If you want to change the Fruit, Change the Root Change in here, no use Basically change here, to get desired result Beliefs change gradually as we accumulate new experiences (Variety of different activities)
  22. 22. Power of powerlessness • Dominant belief that we are not able to fulfill our desires. • Most of us hold one of two contradictory beliefs that limit our ability to create what we really want. 1. Belief in powerlessness – our inability to bring into being all the things we really care about 2. Belief centers on unworthiness – that we do not deserve to have what we truly desire.
  23. 23. At the age of 2 • As children, we learn our limitations are. Children are rightfully taught limitations essential to their survival. • But too often this learning is generalized. • We are constantly told we can’t have or can’t do certain things and we may come to assume that we have inability to have what we want.
  24. 24. Cultural Change • Culture is the result of all the daily conversations and negotiations between the members of an organization. • If you want to change a culture you have to change all these conversations or at least the majority of them. “the way things are”
  25. 25. • Gradually creating an environment where the wrong pepole felt incresingly uncomfortable and evetually retired or decided to go elsewhere
  26. 26. Synchronize • If any organization was built for a purpose and any organization is composed of more than one person, then we must conclude that the purpose of the organization requires the synchronized effort of more than one person. • Otherwise we would not create an organization, the effort of individuals would suffice.
  27. 27. Alignment (Beliefs, Assumptions & Thought) College / University Policies D e p t . Mgmt. Teaching Staff, Non-Teaching Staff, Supporting Staff, Students, Parents, Department, Exam cell, Attendance Cell
  28. 28. Players on the team constantly make instant decisions about the way the competition is shaping itself and intuitively pass the ball to a teammate to counter the defense, never worrying about who gets the credit. Basket Ball
  29. 29. • Basketball is a game of • speed, • urgency, and flexibility • that demands a high level of synchronization.
  30. 30. CHAIN If synchronized efforts If we need synchronized efforts, then the contribution of any single person to the organization’s purpose is strongly dependent upon the performance of others.
  31. 31. CHAINS The contribution of one link is strongly dependent on the performance of the other links, we cannot ignore the fact that organizations are not just a pile of different links, they should be regarded as CHAINS
  32. 32. The strength of the chain is – the weakest link weakest link
  33. 33. Weakest link • Every grid can be viewed as composed of several independent chains. • The more complex the organization- the more interdependencies between the various links – composed of smaller number of dependent/independent chains. The first step to improve an organization must be to identify the weakest link
  34. 34. Every link is important If the links are different then we use the principle of the twenty- eighty rule (20-80). 20% of the variables are responsible for 80% of the result.
  35. 35. Long-term strategy – purpose beyond salary/profitability Measurement issues – performance of student & staff General attitude of passing the ball (blame others for mistakes/failures) Internal Marks Attendance Lack of interest Extra & Co-Curricular activities All Activities Interconnected
  36. 36. Failure / Mistake • It is, simply, a shortfall, evidence of the gap between vision and current reality. • It is an opportunity for learning about inaccurate pictures of current reality • About strategies that did not work as expected • About the clarity of vision • They are NOT about our unworthiness or powerlessness A mistake is an event, the full benefit of which has not yet been turned to your advantage
  37. 37. Work place involves intense contacts with people, practical experience, working relationships with less capable colleagues, rivalry –driven people, gossiping people, self-centered people.
  38. 38. Behaviour is a planned balance between expressing your personality and managing the impressions of those whom you wish to relate with
  39. 39. Every day work means that you are taking number of tiny decisions and are swimming in an ocean full of small mistakes by you and by others
  40. 40. S e r v e C u s t o m e r s B o s s Colleagues Team Work Relationship Subordinates
  41. 41. Deep Learning Cycle reinforces the Learning Culture Deep Learning Cycle Beliefs and Assumptions Established Practices Knowledge Skills Talents Network of Relationships
  42. 42. Excellence • The desire to excel is exclusive of the fact whether someone else appreciates it or not. "Excellence" is a drive from inside, not outside. Excellence is not for someone else to notice but for your own satisfaction and efficiency
  43. 43. Excellence • Excellence" is an inner call a passion once we develop this as a HABIT as a behaviour you need no supervision. Happiness is a by product of such performance. Do not confuse growth with Excellence. Big does not equal with Great
  44. 44. • “To look inward” to discover your own internal standards • Always aim for the “Perfection” rather than just being “best” • In the presence of greatness pettiness disappears. In the absence of a great dream pettiness prevails.
  45. 45. Learn Practice Performance Discipline Purpose Number of very small wise decisions taken daily towards the purpose Process
  46. 46. Performance Management Routines • Simple performance appraisal • Recognition needs, Relationship needs, Goals and Talent/Nontalents- Frequent interactions • Focus on the future- achievement in next 3 months • Self-discovery - Keep track record of own performance and learning
  47. 47. Re- Visit • We lost sight of what we are. • You can not afford to leave yourself exposed to unforseen events • We have to reinvent ourselves continually
  48. 48. Re-visit Assumptions • Volatility shortens the life span of any business model • Re-visit your goals and key performance indicators, tracking progress toward them and taking corrective actions more often. • Increase your “frequency of controls”, setting targets on a monthly/weekly basis.
  49. 49. Things that are bad for you seduce you easily; you run towards them impatiently. But things are actually good for you fail to attract you; you shun them creatively, finding powerful excuses to justify your procrastination.
  50. 50. 1. Keep physically fit because it is linked to emotional fitness 2. Accept uncertainty and ambiguity as natural to the workplace 3. Confront reality 4. You are paid to solve problems 5. Lean from your and other’s mistakes 6. Develop the capacity to bounce back after near death 7. Enjoy what you do and do what you enjoy Happiness comes out of Good Health and Warm Relationships
  51. 51. Every day, are you using your energy OR wasting you energy?
  52. 52. 52 Thank you Thank You