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Leadership & Motivation

Prepared and Copy Righted By: Syed Hussain Haider Principal Management Consultant, Research and Development Center, University of Central Punjab. 185 Abu-Bakar Block, New Garden Town, Lahore. Tel: +92-42-5857791-3 Ext: 207 Fax: +92-42-5857846 Email: [email protected] Copy Right by Syed Hussain Haider

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“Nothing can withstand the power of a determined and resolute mind ______ Barriers fall, everything succumbs _______ if positively inspired the very gates of Heaven open”

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Pakistan VS. Singapore

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Pakistan:  Independence 1947  Population 150 m  Area 796,000 sq.km.  N.Resources: Many  Econ.results: (-)  Budgeted Expenses for Education: 3%

Singapore:  Independence 1965  Population 4 m  Area 685 sq.km.  N.Resources: Zero  Econ.result: (+)  Budgeted Investment for Education: 30%

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PER CAPITA INCOME OF PAKISTAN AND S.KOREA 1950 - 2003

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SOP of Human Mind Development of Values & Belief Systems

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Culture

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Environment

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Organization

Destiny

Character Habits

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Family

Actions

OUTPUT

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Religion

OUTPUT

Words Feelings

Dreams

Ideas Thoughts

FEEDBACK

FEEDBACK

Values

Mind Brain

Belief Systems

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Sequence of Change al

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When you change your EXPERIENCE You change your THNKING When you change your THINKING You change your BELIEFS

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When you change your BELIEFS You change your EXPECTATIONS When you change your EXPECTATIONS You change your ATTITUDE

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When you change your ATTITUDE You change your BEHAVIOUR When you change your BEHAVIOUR You change your PERFORMANCE When you change your PERFORMANCE You change your LIFE & ORGANIZATION

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VISION MISSION GOALS OBJECTIVES PERFORMANCE TARGETS

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HIERARCHY OF GOALS

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Knowledge Based Economy

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Knowledge Management Knowledge Worker

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What is learning Organization?

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“A learning organization is one that is skilled at creating, Acquiring , and transferring Knowledge ; and modifying behavior to reflect new knowledge and insight”

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Feature of Learning Organization

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Embedded in the organization ‘s cultural and included in the reward and appraisal systems are values of experimentation, Initiative, innovation, and flexibility.

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There is visible and strong top-management support.

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There are mechanisms and structures in place to support and nature ideas generated by people at lower levels in the Organization.

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Knowledge and information are disseminated or made accessible to any one who needs them ,people are encouraged To apply them to their work. Resources are committed to fostering learning at all levels (such as at 3M,where employees are allowed to spend 15 % Of the work day experimenting or doing whatever they please called the 15% rule). Employees are empowered to resolve problems as they arise and to find better ways of doing work. Copy Right by Syed Hussain Haider

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There is equal emphasis on the short and the long term performance of the organization.

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There is a deep desire through out the organization to develop and refine knowledge on how things work, How to adapt to the environment , and how to achieve organizational objectives. People are not afraid to fail.

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Organizations Learning (learning driven)

Stable environment

Changing environment Flat,horizontal structure

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Vertical structure

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Traditional (efficiency driven)

Strategy is a collaborative effort within the organization And with other companies

Centralized decision making

Decentralized decision making

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Strategy is formulated from the top and Passed down

Loose, flexible, and adaptive roles

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Rigidly defined and specialized tasks Rigid culture that is not responsive to change Formal systems with communication tied to the vertical hierarchy with lots of filters.

Adaptive culture that encourages continuous improvement and change Personal and group networks of free ,open exchanges with no filters

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Guidelines for enhancing organizational learning

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Encourage creative thinking.

Create a climate where experimentation is encouraged.

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Provide incentives for learning and innovation.

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Build confidence in followers capacity to learn and adapt.

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Encourage systems thinking.

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Create culture conducive to individual and team learning. Institute mechanisms for channeling and nurturing creative ideas for innovation. Create a shared vision for learning. Broaden employees frame of reference. Create an environment where people can learn from their mistakes. Copy Right by Syed Hussain Haider

Stages in the change process Stage 1

Stage2 Changing

Establish a sense of Urgency 1

Form a powerful Guiding coalition 2

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Unfreezing

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Developing a compelling Vision 3

Communicate the vision Widely 4

Empower employees to act On the vision 5

Generate short-term Wins 6

Consolidate gains,create \ Greater change7

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Stage3 Refreezing

Institutional changes in the Organizational cultural 8

Organizational leadership and change To reduce or eliminate resistance to change, effective leaders:

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Assemble a coalition of supporters inside and outside the organization. Align the organizational structure with new strategy for consistency. Survey the organizational landscape for likely supporters and opponents.

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Recruit and fill key positions with competent and committed supporters.

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Know when and how to use ad hoc committees or task forces to shape implementation activities.

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Know when a full-scale or limited-scale approach to implementations is needed.

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Show relentless support and unquestionable commitment to the change process. Communicate a strong message about the urgency for change. Maintain ongoing communication about the process of change. Avoid micromanaging an empower people to implement the change Help people deal with the trauma of change Anticipate and prepare people for the necessary adjustments that change will trigger, such as career counseling. Copy Right by Syed Hussain Haider

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Reasons for resisting change Threat to one ‘s self interest

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Uncertainty

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Lack of confidence that change will succeed

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Lack of conviction that change is necessary Distrust of leadership Threat to personal values Fear of being manipulate

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Leadership

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Ability to take decisions Leadership Motivation Time Management Integrity Enthusiasm Imagination Willingness to work hard Analytical ability Understanding of others Ability to spot opportunities Ability to meet unpleasant situation

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           

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A survey of successful chief executive on the attributes most valuable at top A Levels of management indicated the following in order of rating.

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Contd… Astuteness

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 Capacity to speak lucidly

Ability to administer efficiently

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Open mindedness

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Ability to ‘stick to it’

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Willingness to work more hours

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Ambition Single-mindedness Capacity to lucid writing  Curiosity Skill with numbers Capacity for abstract thought Copy Right by Syed Hussain Haider

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Motivation

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What is Motivation?

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Positive actions made to achieve a goal. or Stimulate the interest of a person in an activity. or Encourage a person to act in a particular way.

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• Intrinsic

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Two Types

• Extrinsic

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Extrinsic

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Extrinsic (short-term) – When you’re motivated externally through merits and rewards such as money, gifts, or even fear of punishment, social or economic pressures. Motivation is triggered from outside factors.

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Intrinsic (long-term) – You can be motivated internally by interest, natural curiosity, or the desire to explore new ideas. This motivation drives them internally and independently.

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Intrinsic

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Set your goals. Manage your time wisely. Develop a positive attitude. Don’t fear failure. Reward yourself.

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Ways to keep motivated

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Use Audio Triggers

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Choose a meaningful Role Model

Create and post Sight Triggers

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Self Motivation Techniques

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Do Something

Maintain a Visual Progress Chart Commitment

List Potential Gains & Losses

Break Mega tasks Into Mini tasks Declare a Deadline

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SWOT

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Eight rules in motivating people al

1. Be motivated yourself

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2. Select people who are highly motivated

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3. Treat each person as an individual

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4. Set realistic and challenging targets

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5. Remember that progress motivates 6. Create a motivating environment 7. Provide fair reward 8. Give recognition

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Maslow’s hierarchy of needs tri

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1. Physiological needs (including hunger, thirst, sleep)

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2. Safety needs (security and protection from danger)

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3. Social needs (belonging, acceptance, social life, friendship & love) 4. Self-esteem (self-respect, achievement, status, recognition) 5. Self-actualization (growth, accomplishment, personal development )

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McGregor’s Theory X and Theory Y

The average human being has an inherent dislike of work and will avoid it if possible.

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Theory X _ the traditional view of direction and control

ii) Because of this dislike of work, most people must by coerced, controlled, directed, threatened with punishment to get them to give adequate effort toward the achievement of organizational objectives; and iii) The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition and wants security above all. Copy Right by Syed Hussain Haider

Contd..

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Theory Y _ the integration of individual and organizational goals The expenditure of physical and mental effort in work is a natural as play or rest;

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External control and the threat of punishment are not the only means for bringing about effort towards organizational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed;

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iii) Commitment to objectives is a function of the reward associated with their achievement; iv) The average human being learns, under proper conditions, not only to accept, but to seek responsibility; v) The capacity to exercise a relatively high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. vi) Under the conditions of modern industrial life, the intellectual potentialities of the average human beings are only partially utilized. Copy Right by Syed Hussain Haider

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Herzberg’s Motivation _ hygiene theory Recognition

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Achievement

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Possibility of growth

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Advancement

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Fourteen factors were identified to be the sources of good or bad feelings:

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Salary

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Interpersonal relations

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Supervision _ technical

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Responsibility

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Company policy and administration

10. Working conditions 11. Work itself 12. Factors in personal life 13. Status 14. Job security Copy Right by Syed Hussain Haider

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The eight ‘hygiene’ factors, accordingly to Herzberg, which can create job dissatisfaction are: 1. Company policy and administration Availability of clearly defined policies, especially those relating to people

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Adequacy of organization and management

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2. Supervision _ technical Accessibility, competence and fairness of your superior

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3. Interpersonal relations •

Relations with supervisors, subordinates and colleagues

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Quality of social life at work

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Contd…. Total compensation package, such as wages, salary, pension, company car and other financially related elements

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A person’s position or rank in relation to others, symbolized by title, size of office or other tangible elements

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5. status

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4. Salary

6. Job security •

Freedom from insecurity, such as loss of position or loss of employment altogether

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Contd…. 7. Personal life

The effect of a person’s work on family life ,eg stress, unsocial hours or moving hours

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8. Working Conditions The physical conditions in which you work

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The amount of work

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Facilities available

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Environmental aspects eg ventilation, light, space, tools, noise

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1. Achievement

Specific successes, such as the successful completion of a job, solutions to problems, vindication and seeing the results of your work

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The six ‘motivating’ factors, accordingly to Herzberg, which lead to job satisfaction are:

Any act of organization, whether notice or praise (separating recognition and reward from recognition with no reward)

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2. Recognition

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3. Possibility of growth •

Changes in job where professional growth potential is increased.

4. Advancement •

Changes which enhance position or status at work

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Contd… 5. Responsibility

Being given real responsibility, matched with necessary authority to discharge it

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The actual doing of the job or phases of it.

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6. The work itself

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Getting the best from people ve rs io n

Be motivated yourself

You can strengthen your motivation by reminding your self:

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1. To feel and act enthusiastically and in a committed way in your work

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2. To take responsibility when things go wrong rather than blaming others 3. To identify ways you can lead by example

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4. To motivate by words and example rather than manipulating 5. Set an example naturally rather in a calculated way 6. Not to give up easily 7. To ensure you are in the right job for your own abilities, interests and temperament

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Contd…

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9. To be able to cite experiences where what you have said or done has had as inspirational effect on individuals, the team or the organization

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10. That the three badges of leadership are enthusiasm, commitment and perseverance.

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Select people who are highly motivated

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The seven Key indicators of high motivation are:

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1. Energy _ not necessarily extrovert but alertness and quite resolve

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2. Commitment _ to the common purpose 3. Staying power _ in the face of problems/ difficulties/ set-backs

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4. Skill _ possession of skills indicates aims and ambitions 5. Single-mindedness _ energy applies in a single direction 6. Enjoyment _ this goes hand in hand with motivation 7. Responsibility _ willingness to seek and accept it.

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Contd…

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8. Give people autonomy and a job with a ‘product’ that an individual can recognize as his/her own.

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9. Ensure an individual understands the significance of their job in relation to the whole, which will also encourage new ideas and innovation.

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Create a motivating environment

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1. Beware of creating a restrictive organization with an overemphasis on control

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2. Avoid public criticisms of individuals

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3. Ensure Herzberg’s hygiene are catered for _ the physical and psychological well-being of people should have high priority

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4. Control systems should only be introduced where necessary 5. Give people an input into decisions which affect their working lives (especially in respect of substantial charge) 6. Keep units and sub-units as small as possible (for large units tend to be bureaucratic and demotivational if they lack inspired leaders) 7. Pay attention to job design _ repetitive work, introduce variety

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MORALE Morale

Shows itself

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As a state of mind

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Radiating confidence

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In people

Where each member Feels sure of his own niche, Stands on his own abilities And works in people _ Knowing he is Part of a team

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Contd… Where no person

Feels anxiety or fear

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Or purpose to be better

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Than someone else

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Where there exists A sharing of ideas A freedom of plan A sureness of worth, And a knowledge That help is available For the asking Copy Right by Syed Hussain Haider

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People grow and mature Warmed by a friendly climate

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To the end that

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Leadership

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Leadership

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Management

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DEFINITIONS OF LEADERSHIP ve rs io n

Leadership is “the behavior of an individual when he is directing the activities of a group toward a shared goal.” (Hamphill & Coons, 1975) Leadership is “interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals.” (Tannenbaum, Wesehler & Massarilc, 1961)

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DEFINITIONS OF LEADERSHIP (Cont’d)

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Leadership is “the initiation and maintenance of structure in expectation and interaction”. (stogdill, 1974) Leadership is “the influential increment over and above mechanical compliance with the routine directives of the organization”. (Kaiz & Kain, 1978) Leadership is “the process of influencing the vities of an organized group toward goal achievement”. (Rauch & Beh , 1981)

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Leadership is a process of giving purpose (meaning full direction) to collective effort, and causing willing effort to be expended to achieve purpose. (jaco’s & Jaques, 1990) Leadership are those who consistently write effective contributions to social order, and who are expected and perceive to do so. (Hos’dag, 1988)

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DEFINITIONS OF LEADERSHIP (Cont’d)

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MANAGERIAL OR ENTREPRENEURIAL LEADERSHIP

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In Leadership it is important not only to interpret events, chart a course for the organization and build commitment for a shared objectives, but also to help followers (subordinates) organize themselves in an efficient way and maintain cooperative interpersonal relationships as they work together to accomplish the focused, pre-determined objectives. It is the merger of Leadership and Management.

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Management

 Is viewed as implementation of

Is viewed as involving the articulation Of an organizational vision and the Introduction of major organizational change; Provides inspiration and deals with highly Stressful and troublesome aspects of the External environments of organizations

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the leader ‘s Vision and changes introduced by leaders And the maintenance and administration of Organizational infrastructure

Leadership

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Focus on the interpersonal (people)

Planning. Establishes detailed objectives And plans for achieving them.

Establishes directions;develops a vision And the strategies needed for its achievement

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Focus on the tasks (things) when Performing the management functions Of Planning,organization,and controlling

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Organizing and staffing. Sets up structure For employees as they do the job the way The manager wants it done.

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Controlling.Monitors results against plans And takes corrects action. Predictable. Plans, organizes, and controls With consistent behavior. Prefers Stability.

Leadership management function.

Innovates an allows employees to the job Any way they want, so long as they get results That relate to the vision. Motivates and inspires employees to accomplish The vision in creative way Makes innovative,quick changes that are not Very predictable.Prefers change.

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Managers do things right.

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Leaders do the right things.

The focus is on stability, control,

Competition, work, and uniformity.

The focus is on a long term view,taking risks, Innovating,and originating

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The focus is on a short-term view , Avoiding risks, maintaining,and imitating

The focus is on change, empowerment Collaboration,people, and diversity.

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Traits of effective leaders

Internal locus of control

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High energy

Traits

Flexibility

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Dominance

Integrity

Stability

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Self-confident

Sensitivity of others

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Intelligence

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Functions of leadership

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1. Task need

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To achieve the common task.

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2. Team maintenance needs To be held together or to maintain themselves as a team.

3. Individual needs The needs that individuals bring with them into the group.

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THE ROLE

Functions Defining the task

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Planning Briefing

Achieving the TASK

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Controlling

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Leadership functions

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Evaluating

Building and maintaining the TEAM

Developing the INDIVIDUALS

Motivating Organizing Providing an example

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Leadership characteristics Quality

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The need Task

Initiative

Efficiency

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Perseverance

Honesty Self-Confidence

Functional value gets the group moving. prevents the group giving up. work done well knowing costs (energy, time and money) Establishing facts. facing facts.

Industry

steady application pays dividends

Audacity

when not to be restrained by rules or convention

Humility

facing up to mistakes and not blaming others

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Quality

Functional value

Team

Integrity

integrating the team and creating trust

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The need

relieving tension and maintaining a sense of proportion

Audacity

inspire through originality or verse

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Humour

Self-Confidence

trusted by others

Justice

fair dealing builds group discipline

Honesty

wins respect

Humility

not selfish, shares praise, not arrogant and divisive

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Quality

Functional value

Individual

Tact

sensitive in dealing with people

Compassion

sympathetic awareness and help

Consistency

people know where they stand

Humility

recognizes qualities/ abilities and gives credit

Honesty

wins individual respect

Justice

fair dealing encourages individuals

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The need

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McKinsey’s 7- S Model

System

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Strategy

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Structure

Shared Vision

Skills

Style

Staff

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Porter

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Challenges Strategic Thinking

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Leadership

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McKinsey

Empathy Emotional Intelligence

Self Awareness Team Dynamics Synergy

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Consciously try to have and maintain a positive, optimistic attitude. If you don’t have a positive attitude, it may be caused by your unconscious thoughts and behaviors.

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Developing the more positive Attitude and self-concept

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Only with conscious effort can you improve your self-concept.

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2- Realize that there are few, if any, benefit it negative, pessimistic attitudes about others and yourself.

Do holding a grudge, worrying, and being afraid of failure help you to succeed

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Cultivate optimistic thoughts. Sciencetific evidence suggests that your thoughts affect every cell in your body. Every time you think you positive thoughts, your body, mind, and spirits respond.

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you will likely feel more motivated and energetic.

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Use positive self-talk---I will do a good job; it will be done on time;etc.Also use mental imagery --picture yourself achieving your goals.

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4- If you catch yourself complaining or being negative in any way,stop and change to a positive attitude. With time, you will catch yourself less often as you become more positive about yourself.

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Set and achieve goals.

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Set short-term goals (daily,weekly, monthly)that you can you achieve.

Focus on your success;don’t dwell on failure.

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Achieving specific goals will improve yourself concept, helping you to view yourself as successful.

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If you achieve five to six goals, dwell on the five forget the one you missed.

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We are all going to make mistakes and experience failure.

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The difference between effective leaders and less effective leaders is that the successful ones learn From their mistakes. they bounce back from disappointment and don’t let it effect them negatively in the future. happiness is nothing more than a poor memory for the bad things that happen to you.

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Accept compliments.

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When someone compliments you, say thank you; it builds self-concept. Don’t say things like it was nothing, or anyone could have done it, because you lose the opportunity for a buildup.

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Don’t belittle accomplishments or compare yourself to others.

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if you meet a goal and say it was easy anyway,you are being negative.

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No matter how good you are, there is almost always someone better. So focus on being the best that you can be, rather than putting yourself down for not being the best.

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10- Think for yourself. Develop your own attitudes based on others’ inputs;don’t simply copy others attitudes.

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11- Be a positive role model. If the leader has a positive attitude, the followers usually do too.

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When things go wrong and you are feeling down , do something to help someone who is worse off than you.

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you will realize that you don’t have it so bad, and you will realize That the more you give, the more you get.

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Guidelines for effective leader feedback

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Early Stage

 Provide prompt feed back.

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Have accurate facts on performance problem Avoid rushing to judgment Be specific in stating deficiency Explain negative impact of ineffective behavior Stay calm and professional

Help followers identify reasons for poor performance Ask follower to suggest remedies Arrive at mutual agreement on specific action steps. Show desires to be of help to follower Build followers self-confidence

Later Stages

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STEP2

Set objectives that Define responsibility Level of authority,and deadline.

Develop a plan

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Explaining the need for Delegating and the reasons for selecting The employees.

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STEPI

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The Delegation Model

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STEP4. Establish control Checkpoints and Hold employees accountability

Delegation Decisions

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What to delegate:

reports, memos, letters, and so on.

Routine tasks.

Checking inventory, scheduling, ordering, and so on.

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Paper work

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Technical matters have top employees deal with technical question and problem. Task with development potential. Give employees the opportunity to learn new things.

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Prepare them for advancement by enriching their job.

Employees Problem. Train employees to solve their own problems;don’t solve problem s for them ,

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Unless their capability is low.

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Personal; matters:

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What not to Delegate Performance appraisals, counseling, disciplining,firing, resolving conflicts, and so on.

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Confidential activities: Unless you have permission to do so. Crises:

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There is no time to delegate.

some one else without permission.

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Activities delegated to you personel: For example, if you are assigned to a committee ,do not assign

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Define objective

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The leader as decision-maker Collect information

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Develop

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option

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Evaluate

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and decide

Implement Sense Effect

Monitor consequences

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Leadership based on spirituality Spiritual

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Emotional EQ Intellectual IQ Physical

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SQ?

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PQ

Soul 

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Heart

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SOUL

Mind

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HEART

Body

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MIND BODY

Truth theory

KHUDI Higher Self

ALLAH/GOD/CREATOR

Spirituality

Divine Laws Ahsan-i-Taqweem

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“To strive for humanization based on spirituality by standing for truth and becoming role models to eliminate oppression thereby making the world heavenly abode”

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EGO

Humanization / HEAVEN Human being (+ve contribution to humanity) Reflection of God (Truth + role)

Truth -

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I Me & My Syndrome (materialism ) Evil Existence (-ve impact on humanity) Oppression / HELL

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Devil Social Scripts Asfal-as-Safilin

“Leader is the one who stands for truth with vision and hope and plays his Copy Right by Syed Hussain Haider role in the right context to actualize the vision”

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TIME MANAGEMENT

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MANAGEMENT

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“GOOD TIME MANAGEMENT IS THE PERFECT VEHICLE

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TO GET YOU FROM WHERE YOU ARE TODAY TO

WHERE YOU TO BE IN LIFE”.

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“ A point in

progress.”

2.

“A duration.”

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“The physical

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“ earthly

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1.

TIME

quantity measured by clocks. ”

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duration as distinguished from eternity.”

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5. “the period of initiation and performance of an action.”

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6. “Finite extent of continued existence.” 7. “A period in the existence of the world .” 8. “Point in or space of duration at or during which some fact is 9. all egged to have been committed.” Copy Right by Syed Hussain Haider 10. “A term of relativity.”

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DEFINITION:

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“The effective use of techniques and tools to fully maximize professional and personal time in the accomplishment of established goals”

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TIME MANAGEMENT

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Just a tip---

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“when you reach for the STARS, you may not quite get one,but you won’t come up with a handful of mud either”.

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TIME TIME MANAGEMENT

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HOW DO PEOPLE SPEND THEIR 1ST HOUR ON THEIR JOB

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Drinking Coffee. Greeting & Being greeted by others. Discussing politics or last night’s TV show. Latest scandal in town or of the office. Talking about some hot news in the press.

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• • • • •

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• Reading Newspaper.

REMEMBER Schedule the morning as tight as possible .Make sure the 1st one hour sets the pattern for the whole day. If you make a poor start,you will spend all day trying to catch up Copy Right by Syed Hussain Haider

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TIME MANAGEMENT

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09 : 00 09 : 30 09 : 45 11 : 00 11 : 15 12 : 00 02 : 45 03 : 00 04 : 00 04 : 30 05 : 00

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A TYPICAL DAY AT WORK OFFICE STARTING TIME. ARRIVAL AT THE OFFICE. COFFEE AND SOCIALISING. WORK BREAK. PREPERATION FOR LUNCH. LUNCH. AFTERNOON WORK BREAK. TEA BREAK. PREPARE TO GO HOME. HOME TIME. OFFICE CLOSING TIME. Copy Right by Syed Hussain Haider

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ALWAYS REMEMBER !!!

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• You buy and sell time to make a living.

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• Life is the study of attention. • How much of life am I willing to donate to someone else. • 80%people are working at wrong jobs. • Make the move to enhance your productivity. Copy Right by Syed Hussain Haider

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TIME MANAGEMENT

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You must learn to

PLAN

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ALL OF YOUR ACTIVITIES SO PLAN YOUR MEETINGS PLAN YOUR APPOINTMENTS PLAN YOUR FAMILY TIME & PLAN ANYTHING YOU CAN THINK OF.

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TIME PERSPECTIVES

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•LONG TERM

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•SHORT TERM

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•Ask yourself what perspective do you keep in mind where you plan to do something

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•The long term perspective will sharpen your short term perspective

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•Time perspective will develop a character and discipline in the long run •Trade long term gain with short term pain

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DETEMINE ALL YOUR----

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• YEARLY GOALS • MONTHLY GOALS • WEEKLY GOALS • DAILY GOALS • HOURLY GOALS PLAN HOW TO ACHIEVE EACH OF THEM AND WHAT WILL IF TAKE TO GET THEM Copy Right by Syed Hussain Haider

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HAVE A MASTER LIST

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TIME MANAGEMENT

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IT PAYS TO BE ……

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TIPS ON GETTING ORGANIZED

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CHECK YOUR MAIL, PHONE MESSAGES AND YOUR E-MAIL AND PUT THE IMPORTANT ONES IN A MASTER LIST. CONVERT YOUR DRIVING TIME INTO LEARNING TIME. READ 30 MINUTES EACH DAY IN YOUR RESPECTIV FIELD. DO ANY ANALYSIS OF TRAVEL TIME TIMES FOR MEALS PHONE CONVERSATIONS MEETINGS. Copy Right by Syed Hussain Haider

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TIME MANAGEMENT

• 1. 2. 3. 4.

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TIME MANAGEMENT STAYING ORGANIZED

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KEEP CONTROL Keep the Master List Keep track of your”Things to do” list Learn from past mistakes and success Staying around people who are more organized than yourSelf 7. Plan everything you do and take challenges 8. Do something important before it becomes urgent 9. And above all….. BE SELFISH WITH YOUR TIME.

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1. 2. 3. 4. 5. 6.

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TIME MANAGEMENT GETTING READY

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• MAKE TWO COLUMNS LIST. • PUT ALL UNFINISHED TASKS /JOBS/PHONE CALLS IN ONE COLUMN. • PUT THE RESULTS OF NOT DOING. • THIS JOB IN THE OTHER COLUMN. • NOW SEE WHAT YOU CAN LIV EWITHOUT. • WORK ON THEM AND GET THEM DONE WITHOUT TAKING ANYMOR ETASKS OR ASSIGENMENTS. •AVOID THINGS /JOBS THAT GIVE YOU ANGER ,FEAR OR GUILT. Copy Right by Syed Hussain Haider

TIME MANAGEMENT

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THINGS TO DO

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• DEVELOP THE LIST • ANALYZE THE TASK • PRIORITIZE THE LIST-based on the outcome of each task • VIEW THE LIST DURING THE DAY • KEEP VISION • DON’T DO OR TAKE THINGS THAT STOP YOU FROM THE MAJOR TASKS ON THE LIST • EVALUATE AT DAY END • LOOK AT THE ROOT CAUSES FOR NOT BEING ABLE TO DO A TASK • TRY TO CORRECT THE PROBLEM AND PLAN THE NEXT DAY IN ADVANCE Copy Right by Syed Hussain Haider

TIME MANAGEMENT

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SETTING PRIORITIES

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Use the ABCD method to determine your priorities by planning each Item on your list into one of the following categories Priority A- ‘must do' these are the critical items. Some may fall Into this category because of management directives, important Customer requirements, significant deadlines, or opportunities for Success or advancement

Priority B- ‘should do’ these are items of medium value. Items Of medium value .Item in this category may contribute to improved Performance abut are not essential or don't improved performance But are essential or do not have critical deadlines Copy Right by Syed Hussain Haider

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TIME MANAGEMENT

Priority C- ‘Nice to do’ this is the lowest value category .

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While interesting or fun, they could be eliminated, postponed, Or scheduled for slack periods

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Priority D- ‘Delegate’ Note your As,Bs,Cs and Ds are flexible, depending on the date your List is prepared. Priorities change over time

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TIME MANAGEMENT

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SETTINGS PRIORITIES &ALLOCATING TIME

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The biggest mistake one can make is to schedule every single Minutes of the day . One must leave a room for the unexpected

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IMPORTANT CAUTION: When something unexpected arises DO NOT automatically take off after it. STOP!and ask yourself: “IS THIS UNEXPECTED EVENT MOR EINPORTAN THAN WHAT I WAS ALREADY WORKING ON” Copy Right by Syed Hussain Haider

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TIME MANAGEMENT TWO IMPORTANT

Es

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Effectiveness:

It is doing the right job knowing what to do and When to do it,investing time to get the greatest return

Efficiency: it is doing the right job in the right way in the right time at the right cost

“COMBINING THE TWO IS THE KEY TO THE Copy Right by PROCESS” Syed Hussain Haider TIME MANAGEMENT

TIME MANAGEMENT

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REALIZING TRUE EFFICIENCY

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True efficiency is simply economy of means.We cannot really manage time . We can only manage ourselves in relation to time. Here are techniques for achieving it

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•Standardized Forms: Find a routine way to handled repetitive

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Tasks .Increase of daily reporting design a perform where either a person puts figures of brief comments. Simply meaning ,that the form shall be objective type.

•Consolidate:

•Combine separate actions •Answer all your memos at one time •Return all your phoneCopy calls at a specific time Right by Syed Hussain Haider

•Redistribute: •Optimize:

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Use the services of Consultants and Professionals where needed

•Anticipate:

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Maximize your resources.

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Identify aspects of a task the tare susceptible to advance preparation on.Collect material for a job at hand in advance.

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•Delegate:

It is another important aspect of time management.Whenever Possible let someone else do a task.But , do not let someone do your Homework ,project or assignment that your boss gave you to do

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TIME MANAGEMENT

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HOLDING MEETINGS

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Ask yourself the following questions before your decide on a Meeting 1. What do we need to discuss? 2. What am I trying to achieve? 3. Who is required to attend? 4. How long shall we meet for? 5. Who shall run the meeting ? 6. What is the Agenda??? 7. Finalize minutes before getting up? WHAT IF SOMEONE CANNOT BE THERE FOR THE MEETING? Copy Right by Syed Hussain Haider

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TIME MANAGEMENT Examples of common timewasters

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Self -generated

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Disorganization Procrastination Inability to say ‘No’ Indecision Poor communication Fatigue Socializing Others Gossips Unnecessary perfection

Environmental Visitors Telephone calls Junk mails Waiting for someone Unproductive meeting Unnecessary reports&memo Crisis Others Coffee time conversation Unused reports

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TIME MANAGEMENT

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THE AGILE MANAGER’S CHECKLIST

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1. To reduce clutter, create goals. 2. Do it now, you won’t have more time later. 3. Create just handful of goals in each important area of your life 4. Get recognized at work. Poor organizational skills are deadly to your career. 5.At work,use career goals as benchmarks to make decision. 6.Set challenging goals, Stretch 7.Identify the most important thing you can do at work to influence the company positively.Then do it. 8.Focus on one thing at work:results 9.Take care of today’s work. Worry about tomorrow in twenty-four hours or so… Copy Right by Syed Hussain Haider

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10.Learn to say “no.” 11.Discover where your time goes by keeping a time log. 12.Plan you day using toe essential tools: a to-do list and a calendar. 13.Make lengthy appointment with yourself.this is when you’ll get the most done. 14.Set deadlines for yourself. Then move them up. 15.Once a day, act on the paper that comes into your life. 16.You can: Trash it. Send it to someone else. File it. Act on it. 17.Don’t add an item to your reading pile unless you’re absolutely sure it contains something of value. Place a post –it note to remind you where that value lies. 18.Refrain form generating paper. 19.Clean out your files once a year 20.Remember: it’s possible to operate in paperless mode Copy Right by Syed Hussain Haider

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21.Don’t miss your deadlines. 22.To complete an assignment. 1. define the assignment. 2. outline briefly how you’ll do the work. 3. check the work in details. 4. do the work. 5. review the work. 23.Don't forget:your end-of-project presentation 24.Don’t juggle tasks, but get as many in motion as you can,as early as possible. 25.Don’t work so much. 26.Get a hobby. 27.Exercise regularly. 28.Use toys and relaxation methods at work to refresh yourself. 29.Plan your day to take advantage of energy cycles. 30.Avoid meetings you know serve no purpose. 31.Get unnecessary reports out o your life. Copy Right by Syed Hussain Haider

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32.Do just “good enough”with the reports and presentation you must create. 33.Don’t wait more than ten minutes for people to show up for a meeting or a lunch date. 34.Make decision quickly. Even if you decide wrong. It’s better than being indecisive. 35.When procrastinating, decide to spend just ten minutes at the task, you are avoiding. 36.Examine your reasons for resisting delegating. Know that most of them are bogus. 37.Delegate to keep people motivated. 38.Delegate recurring chores like preparing reports, attending meetings 39.Delegate to the lowest(i.e, least expensive)level you can. 40.Define care fully the job you’re delegating. Define even more care 41.Fully the results you want. 42.Resist your temptation to interfere with, or take back, a job. Copy Right by Syed Hussain Haider

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43.Before you call a meeting , explore whether there is another way you can accomplish your purpose. 44.Keep meeting to six participants or less. The fewer the better. 45.Circulate an agenda before the meeting, and the minutes afterward 46.Never end a meeting without summarizing its findings and calling for more action if necessary. 47.Learn to communicate well. It’s a time-management issue. 48.Save time by speaking to groups. 49.Use e-mails sparingly. 50.Lean to write a succinct, well-constructed paper memo. nothing beats it for impact. 51.Set up a personal of departmental Web page to distribute reports and memos, and answer frequently asked questions. 52.Consider using no technical methods to communicate (like a system that uses index cards). They can still offer advantages over computer and telephone. Copy Right by Syed Hussain Haider

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53. Get others to filter information and news for you.You best bet :a good trade journal of industry-specific news-letters. 54. Use computer programs to remember for you, keep you organi and provide expert solutions. 55. Use your computer to gather news and analysis on subject of interest to you. 56. Let the expert choose for you in areas in which you are un user of Yourself. But always have one of two areas in which you are the expert.

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Process Mapping & Time Motion Study Copy Right by Syed Hussain Haider

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1.Ask for more work 2. Take on different work 3. Learn something new 4. Do something new 5. Become more active in your own field

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10 ways to avoid and overcome job burnout

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6. Restructure your job 7. Attack problem co-workers head-on 8. Change department 9. Change employers 10. Change fields

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1. Drink cold water 2. Wash your face 3. Go to bed and hour earlier 4. Eat breakfast

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Gain 10% more energy

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5. Avoid big meals in the middle of the day 6. Take a multi vitamin 7. Take a cat-nap 8. Exercise

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6. Use checklists 7. Get feedback 8. Team up 9. Give new ideas a chance

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Identify the problem 2. Assemble pertinent facts 3. Gather general knowledge 4. Look for combinations 5. Sleep on it

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Think 10% faster

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Practice the art of delegation ve rs io n

(“The act of controlling through others”)

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¨ 1. Demand solutions, not problems ¨ 2. Use “what-if” logic ¨ 3. Target productive work times ¨ 4. Add a human touch ¨ 5. Don’t be overly critical ¨ 6. Let them fail ¨ 7. Be available

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8. Improve the work environment 9. Show interest in their lives 10. Be open to ideas 11. Give your people room to advance 12. Delegate whatever you can 13. Reward productive behavior

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Steps you can take to get your message across

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so everyone understands:

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1. Listen and Make sure you understand 2. Prove you understand – feed it back 3. Never under estimate the intelligence of the average person 4. Talk to people at their level, not yours 5. Make sure they get it

6. Don’t assume 7. Don’t let your annoyance and impatience 8. Budget communications time into the schedule 9. Use 80/20 rule

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Practice the magic of saying no

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¨ 1. Say “no thanks” ¨ 2. Give a reason ¨ 3. Repeat refusals ¨ 4. Walk away ¨ 5. Change the Subject ¨ 6. Give them the cold shoulder ¨

7. Know what your goals and priorities are ¨ 8. Be realistic about the consequences of doing one more thing ¨ 9. Offer alternatives and solutions

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Steps you can take to get your message across so everyone understands: 5. Be courteous but don’t overdo humility 6. Emphasize before stating an opinion 7. Apologize completely

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1. Make a friend 2. Prefer positive to negative statements 3. Don’t speak when you are angry 4. Don’t use value judgments to make people feel bad about mistakes

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HOW TO EVALUATE YOUR WEEK ve rs io n

Evaluation can be done in a personal journal or on the back page of the weekly worksheet as you wrap up one week and prepare for the next. You may find it helpful to create a checklist of questions to carry with you in your organizer and go through them each week. You probably won't want to use more than five or six questions. You may want to select some from the following list:

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HOW TO EVALUATE YOUR WEEK

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Which goals did I achieve? What empowered me to accomplish these goals? What challenges did I encounter? How did I overcome them? Was accomplishing these goals the best use of my time? Did my focus on these goals blind me to unexpected opportunities for better use of my time?

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HOW TO EVALUATE YOUR WEEK ve rs io n

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Did meeting these goals add to my Personal Integrity Account? Which goals did I not achieve? What kept me from accomplishing these goals? As a result of the choices I made, did I use my time in better ways than I had planned? Did my choices make deposits or withdrawals from my Personal Integrity Account? What unmet goals should I carry into the coming week?

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HOW TO EVALUATE YOUR WEEK

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Did I take time for renewal, reflection, and recommitment? Did I take time to sharpen the saw on a daily basis? How did the time spent in renewal impact other areas? In what ways was I able to create synergy between roles and goals? How was I able to apply character and competence gained in one role to other roles? What principles did I apply or fail to apply during the week? What was the effect? What can I learn from the week as a whole?

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Eighty percent of the results or value are achieved through/by twenty percent of the activities/people.

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PARETO’S PRINCIPLE

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 80% of progress is made by 20% of employees

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 80% of absenteeism results from 20% of

employees  80% of sick leave is taken by 20% of workers  80% of group discussion is presented by 20% Copy Right by Syed Hussain Haider

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Eliminate the “Trivial Many” 80% and focus on the “Vital Few” 20% Review your activities and determine which are the “Vital Few” that will provide the maximum value towards accomplishing our most desired goals.

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PARETO’S PRINCIPLE

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BALANCE?

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-Balance is something you can achieve -Allow others to share the load -Let go of unrealistic goals and priorities -Act on your goals/priorities -No is a word you can learn to say -Communicate effectively to strengthen relationships -Expect and plan for the unexpected

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Time Management & Team Dynamics

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Coming together is a beginning.

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keeping together is progress.

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T = Together

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E = Everyone

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A = Achieves

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M = More

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TEAM – WORK

Working together is success.

The ratio of “We’s” to “I’s” is the best indicator of the Development of a team. Copy Right by Syed Hussain Haider

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Lack of Purpose or Goals

Excessive Bickering

Symptoms of an Ineffective team

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Buck Passing

Tury Wars Inadequate Mix of Skills Copy Right by Syed Hussain Haider

Mistrust of Team Mates Motions

Team Decisions

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Advantages : Team decisions have the following advantages:

Can improve decision quality by facilitating the pooling of relevant knowledge and stimulating creative ideas.

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Can improve decision quality when they involve the interdependent activities of different functions, subunits Or parties.

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Allow responsibility to be diffused among several people, thereby facilitating some type of unpopular decsions Such as budget cut backs and disciplinary action

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Help members understand the nature of the problem and the reasons for the final choices of a solution; this understanding helps members implement decision effectively

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Are likely to result in higher commitment by team members to implement decisions as compared to decisions made by a manager alone

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We Our Have you considered We can all do better What should we do? What do you recommend?

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TEAM LANGUAGE

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What's our consensus? What should we do differently next time? Tell me how I can help? We got a problem

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Disadvantages:

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Team decisions have these disadvantages: Usually take longer than decision made by a a manager alone, and the cost in participant time is greater.

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Are not necessarily better than those by a single manage, who has all of the relevant information and knowledge needed to make the decision: and in some cases, team decisions may even be inferior.

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May end up being a poor compromise rather than an optimal solution, when team members cannot agree among Themselves about the teams objectives and priorities.

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May be self–serving and contrary to the best interests of the organization, if team members have an objective And/ priorities that are different from those of the manager.

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May symbolize a team’s tendency to support each other in defensive avoidance of evidence that existing policies Are no longer valid or adequate.

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The team leader’s role in creating effective team

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Emphasize group recognition and reward Identify and build on the team’s strengths Develop trust and norm of teamwork. Develop the team’s capabilities to anticipate and deal with change effectively. Empower teams to accomplish their work with minimal Interference. Inspire and motivate team needs and attend to them in a timely fashion. Encourage and support team decisions. Provide teams with challenging and motivating.

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The organization role in creating effective team

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Top management’s unconditional support Adequate information and other resources Flexibility task structure Appropriate size and membership mix Clearly defined mission statement and goals Appropriate power-sharing structure- shared Leadership. Competent team leadership Evaluation and socialization of team members

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WINNER v/s LOSER

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Winners have dreams; Losers have schemes; winners sees the grains; losers see the pains; Winners see the potential; Losers see the past; winners make it happen; losers let it happen; Winners see possibilities; Losers see problems; winners make commitments; losers make promises; Winners are a part of the team; Losers are apart from the team; Copy Right by Syed Hussain Haider

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Winners always has a programme; Loser always has an excuse; Winner says”Let me do it for you”; Losers says”that is not my job”.

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Winners say ”I must do something”; Losers say “something must be done”; Winner sees an answer for every problem; Loser sees a problem for every answer;

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Winner believe in win/win; Loser believe for them to win,someone has to lose; winner says “It may be difficult but it is possible”; loser says” It may be possible but it is too difficult ” Winner makes a mistake .He says ”I was wrong ”; Loser makes a mistake, he says “ It wasn’t my fault”; Copy Right by Syed Hussain Haider