TeacherManagerLeader - Asokan

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Teacher Manager Leader Dr. N.Asokan M.Sc., M.E.,Ph.D Faculty Trainer & Former Principal 9445191369 [email protected]

Transcript of TeacherManagerLeader - Asokan

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Te a c h e r M a n a g e r L e a d e r

Dr. N.Asokan M.Sc., M.E.,Ph.D

Faculty Trainer & Former Principal9445191369 [email protected]

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H i g h l y Eff e c ti v e Te a c h e r

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R e s e a r c h F i n d i n g s

• Teacher has not only no claims to an intellectual life of his own, but an adequate workmanlike competence in the skills he/she to impart

• IAS, IPS, UPSC, TNPSC exams scores very low rank• UGC-NET, SLET Exams low pass %• Attending FDP, presenting Papers in

Conference/Journals in their subjects only• No idea of Pedagogy, Administration,

Management & Leadership

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• Teachers do not read much• Teachers prefer popularity rather than Scholar / Professional

Those who can, do Those who can’t Teach

If you are so smart…. then why are you teaching?

There are lots of people who think that teaching is a job for people who are not that smart

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Three kinds of Teachers

Born and should not TeachShould never have been BornBorn to Teach

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Definition of Effective Teacher

• Able to adjust to the shifting tides of classroom life and students needs

• To do what has to be done to reach, and

• There by teach, different students in a variety of circumstances

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• Highly effective teachers assume that if the skills, concepts, information or ideas they have taught are not acquired, mastered, or retained then there must have been something amiss with the instructional delivery system.

• They keep looking for answers until they find them

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Teaching

• Teaching is a complex cognitive skill• Teaching is problem solving in a relatively ill-

structured, dynamic environment• Classroom teaching consists of a number of

linked problem situations: the solution of the problem situations directly influences the next problem situation

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A job with a Ceiling OR

A Career with a Calling

Without a Mission and a Calling, teaching is just another job

Deep desire to Serve others - Altruism

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Think about the people with whom you like to spend your time

Individuals who build you up

Affirm your strengthUnderstand your

problemsRespect your unique

qualitiesTell you the truth in loveThey are Positive and

Real

X Critical

X Angry

X Hostile

X Cold

X Unfriendly

X Self-centered

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Teaching look effortless

Teaching look effortless in a well managed classroom where procedures, schedules, expectations and routines have been taught, modeled, practiced and reinforced.

Develop a set of procedures that “ demonstrate how

people are to function in an acceptable and organized

manner”

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Unless students (no matter what their ability level) feel the power, press and urgency

of their teachers expectations, they are unlikely to be motivated

to do even the minimum that is needed to make it in school,

much less excel to the highest levels.

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Efficacy

• Strong personal belief in one’s ability to make

a difference in the lives of students is called

Efficacy.

• There is a strong Positive relationship between

teacher’s efficacy and their students

achievement

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Stumbling block of a new teacher

• Teachers are unable to either develop a sense of efficacy or reinforce the feelings of efficacy they do have unless they can see the results of their teaching evidenced in the achievement of students

• Graduate from college believing that all students are capable of learning, but suddenly discovered that they don’t have the instructional tool to translate that belief into reality

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Stumbling block of a new teacher

• To reconcile their growing loss of efficacy, they begin to blame the problems they face on the learner’s ability, learning style, motivation or learning history.

• Gradually teacher feels less and less able to make a difference

• Problem is framed as being outside of the teacher’s control

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Good Behavior & Respect

Good Behavior• It is the natural consequence of

Engaged Students

Meaningful Curriculum

A well organized and managed

class room

Clearly stated Expectations

Respect• If they students know their

teachers respect them,

They work harder

Take corrections more readily

More willingness to take

responsibility for their actions

Lack of respect – Arrogance, Self-

centeredness, Sarcasm and Cruelty

The most profound indicator of lack of respect is Total Disregard

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• Low Expectations Trap:

• Teachers who have put a ceiling on how much “smart” students can learn.

Low

Expectations

Trap

There are lots of very bright students coming to school and NOT learning much of anything they did not know before they arrived, because their teachers have failed to push them

“I won’t bother you i f you don’t bother me”

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No matter what you teach or how you present yourself to students, you have to be on the learner’s

side and to believe that they can and will grow during the time you

are together

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Can my students do things they couldn’t do

last year, last week or yesterday?

Is my teaching effective?

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Teacher do know a great deal about what works

To perfect and polish a teaching repertoire takes

time, experience, practice, quality staff

development, and highly skilled classroom

supervision from peers and administrators

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Instructional Eclectics

• Able to move back and forth with

ease along a continuum of

teaching models that ranges from

Teacher Centered at one end

to Students Centered at the

other end, but they are always

Subject Centered no matter

how they are teaching

• Able to select the model or

approach that best meets the

demands of

• their Content,

• their Students, and

• their Learning Outcomes

• And then execute it successfully

with studentsTeacher Centered

Student Centered

S u b j e c t C e n t e r e d

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Reflections

• What is my teaching like?• Why is it like this?• How has it come to be this way?• What are the effects of my teaching on my

students?• What would I like to improve and why?• How can I improve what I do?

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M e t a c o g n ti v e Te a c h e r Very Active, Independent

Self-directed Learners

Active Self-directed Teachers

They question, think, discuss, create, plan

They stir things up and are always pushing

Their minds are always at work

They keep administrators on their toes

They are on –task and focused

They have big pictures and big ideas of teaching and learning They hold concept focused conversations with Mentors, Principals and

Professionals

Teacher must become students of their students

able to read one’s own mental state and then assess how that state will affect one’s present and future performance

I n n e r C o a c h

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Highly Effective Teacher Adapt

• To new Principals, & new administrators• To new boundary changes• To new Curricular upheaval• To angry parents, & violent students• To reassignments & relocations• To subject changes, room changes• To school closing and opening• To lack of materials, & instructional leadership• To loss of jobs, loss of face

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• They come to work through hot sun, rain & floods

• They show up with broken legs, toothaches• They walk, ride the bikes, take the train/bus to

get to school• They teach through suffocating heat, under tree,

falling asbestos, peeling paint and broken toilets• They teach without textbooks

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They are as flexible as ---- when it comes to the demands of the

profession lays upon them.

Yet they remain firm as ---- when it comes to their values and beliefs

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It is not how much you know, but how much you care

If there is not any caring, ‘then the knowledge will

never be transmitted’

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• Students do not understand and the teachers do not explain better

• Teacher does not know who students really is inside

• Calculus need not be made easy; it is easy already

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Visionary ExerciseMission – Vision – Core Values -

Objectives

Prepared by Dr.N.Asokan

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W h y ?

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Purpose Defines the enduring character of college –

its self identity consistent through time and transcends market life cycles,

technological breakthroughs, management fads and individual leaders.

WHY?

Why do we run the College of Engineering

and Technology?

Direction –continually pursues

but never fully achieves or completes

its purpose.“Why we exists and What we stand for” that does not change even after 100 years

“This who we are; this is what we stand for; this is what we are all about”

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Examples of core purposeCompany Name Core purpose

3M To solve unsolved problems innovatively

HP To make technical contributions for the advancement and welfare of humanity

McKinsey To help leading corporations and governments be more successful

Merck To preserve and improve human life

Nike To experience the emotions of competitions, winning, and crushing competitors

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Why do we run the College of

Engineering and Technology?

1. Why is that important?

2. Why is that important?

3. Why is that important?

4. Why is that important?

5. Why is that important?

To guide and inspire people inside the College

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Purpose- Discovery process To prepare the engineers to live and to face the challenges and opportunities in the

work place

To prepare the engineers to compete in the world markets in the “Knowledge Age” as engineering leaders and global citizens.

To implement the teaching learning and assessment process that move a student from one state of knowledge and professional preparation to another state.

To provide and facilitate lifelong learning opportunities of the highest quality

To continually improve the faculty skill sets with those needed to deliver the desired curriculum in the light of the different learning styles of students.

To give a basic understanding of business process and organizations To provide quality education to all at a reasonable cost.

To think clearly about professional ethics and social responsibility

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W h a t ?

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What do we want to create within next three years / five years /ten years? –

• The picture of the envisioned future we seek to CREATE

• Specific destination –once we reach, we have to change

• Far more important to know who we are than where we are going, for where we are going will certainly changes as the world about us changes

“what we aspire to become, to achieve, to create” that will require significant change and progress to attain

C R E A T E

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Creative ProcessThinking beyond the current capabilities of the college, current environments trends, forces, and conditions. 1. Become 100 crores in 2020

2. Crush ------ college2. Knock of --- college as the

number one Engg.college in Tamilnadu

3. Become the MIT of India

4. Become No.1 in Marine Engg.

Education

1.Target 2. common enemy 3. Role model 4. Internal Transformation

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Creative Questions

• Does it get our juices

flowing?

• Do we find it stimulating?

• Does it stimulate forward

momentum?

• Does it get people going?

In next 5/10/15/20 years

What would we love to see?What would College look

like?What would it feel like to staff

and students?What would it have

achieved?

Task is to create future NOT to predict the future

CREATIVE

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What to create at College?• to create an environment where teachers and students can

feel the joy of student – centered teaching learning process. • to create an intellectually enriched environment that

empowers learners to transform their lives.

• to merge the physical, life, and information sciences when working at the micro and nano scales and to conceive, design, and operate engineering systems of greater complexity.

• to create a work environment where students and staff feel valued, and encouraged to do what they are good at all the time.

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Possible attitudes towards a visionCommitment Wants it. Will make it happen. Creates whatever ”laws”

(structure) are neededEnrollment Wants it. Will do whatever can be done within the “sprit of

the law”Genuine Compliance Sees the benefits of the vision. Does everything expected

and more. Follows the “letter of the law” ‘Good solider’Formal Compliance On the whole, sees the benefits of the vision. Does what’s

expected and no more. “Pretty good soldier”Grudging Compliance Does not see the benefits of the vision. But also, does not

want to loose the job. Does enough of what is expected because he has to do, but also let it be known that he is not really on board

Noncompliance Does not see the benefits of the vision and will not do what’s expected. I won’t do it; you can’t make me.

Apathy Neither for nor against vision. No interest. No energy. “ is it five o’clock yet?”

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H o w ?

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How do we want to act, consistent with purpose?Along the path toward achieving

what do we want to create

Describe how the college wants life to be on a day – to day basis: Culture

• Largely independent of the current environment, competitive requirements, or management fads

• Culture stands the test of time

If the circumstances changed and penalized us for holding this culture, would we still keep it? If YES, it is not culture, should be dropped

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CultureOrganization culture is an emergent result of continuing negotiations about values, meanings and properties between the members of that organization and with its environment.

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If we want to change a culture we have to change all these conversations or at least the majority of them.

Culture is the result of all the daily conversations and negotiations between the members of an organization.

Cultural Transformation

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Culture Questions• Can we envision these cultures being equally valid for

us 100 years from now as they are today?

• Would we want hold these cultures, even if at some point one or more of them became a competitive disadvantage?

• If we were to start a new organization tomorrow in a different line of work, what culture would we build into the new organization regardless of its industry?

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How day –to-day life at College?• We shall place our main emphasis on ability, performance, and personal

character so that each individual can show the best in ability and skill

• Service to the students comes first, service to Staff second and service to other stakeholders last.

• Students and staff are #1 – their development, loyalty, interest, team sprit are our prime responsibility, We teach them, help them and care about them, Give them knowledge, skills, help them succeed, make winners out of them.

• Hard work and Continual Self – improvement / self renewal in teaching, learning and assessing

• We are committed to the realization of the potential of each learner.

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MAPPINGHow

What

Why

Culture Create Purpose

Alignment

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Core values (Culture)How How the college wants life to be

on a day-to-day basis

Vision (Create)

What Painting a picture of future

Mission (Purpose)

Why Why do we exists?

What do we believe in????????

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+ve Vs -ve vision+ve vision

• What do we want?• Long Term• The power of ASPIRATION

drives.• ASPIRATION endures as a

continuing source of learning and growth.

- ve vision• What do we want to avoid?

• (Survival Threatened)• Short term• The power of FEAR

underlies.• FEAR can produce

extraordinary changes in short periods.

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Actions / Activity

Objective• The ACTION taken to fill up

the gap between vision and the current reality.

• Measurable within a time frame.

Goal /Aim• Specific desired result /

outcome of the objectives

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Objectives• To increase 15% pass percentage every semester• To increase the placement of students 10% every year• To increase the number of students enrolled for higher studies 10% ever year• To develop 1% of students as entrepreneurs every year• To encourage the faculty to attend one faculty development programme per

semester• To facilitate the faculty to participate or present one research paper in the

National or International conference per year • To facilitate the faculty to publish one research paper in the National or

International journal per year • To arrange one Guest Lecture per subject per semester• To arrange one Industrial visit per semester• To enroll one professional body membership every year• To provide consultancy to one industry by every department every year

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If we do not know where to go, any road will do

If we do not know where we are NOW,

no road will do

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Five Fears, Five Needs

and One Focus

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What are the universals of human nature?

What, exactly, do we all share? Why leaders are required?What followers require of a

leader?

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All Societies reflects shared Nature JokingTicklingBaby-talkingHabit of Sucking a

woundPreference for sweetsFear of snakes, not of

flowers

Reserves a formal style of speech for special occasions

Toilet Training for children

Husband is older than wife

Trade, ToysWeapon, Rape, Murder

Every society have a word for “String” and “Pain“

Good

& Bad

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1. Fear of Death (our own and our family) 1. The Need for Security

• Fear of Death• Rituals to

commemorate death• Prohibitions against

murder and suicide

• Rituals to celebrate our fertility

• Marriage• Strong preference to

our own children and our kin

Most basic needs, to secure our lives and the lives of our loved ones

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2. Fear of Outsider2. The Need for Community

• Children in every society fear strangers• All society live in groups• These groups are not based on family or blood ties• All societies distinctions between part of the group and not

part of the group• Always favor the part of the group• Chief purpose of the law in all society is to define the rules

of membership for the group• Punishment or sanction for law breakers

Humans are bonding animals, we organize ourselves to keep the bond strong

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3. Fear of the Future3. The Need for Clarity

• Every society has a concept of the Future• Word for Hope, Anticipation, Capacity• ‘Conjectural Reasoning’ – “If this happens

then that will follow”• Anxious about Future• Future is unstable, unknown, potentially

danger – fear of Future

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• We give prestige / special status to those who able to predict Future

• Economists, Share Brokers, etc.,

• Perform rituals to help us divine what might happen tomorrow

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4. Fear of Chaos 4. The Need for Authority• The most universal of human traits is our

Need to Classify Things• Sex, Age, Kin, Body Parts, colours, Fauna,

Flora, Space, Tools and Weather conditions• Convince ourselves, keeping the chaos at bay

and under control• Having someone in-charge is more organized

than a chaotic-free-for-all

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Every society has word for LEADER

It implies that sometimes we have to submit ourselves to this in-charge’s decision

We are comfortable with this trade-off

Every society has a concept of the need to

balance Dominance with submission

We dislike chaos, we like Strong Leaders

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5. Fear of Insignificance5. The Need for Respect

• Every society sees the individual person a shaving a worth and value that is distinct from the group’s

• Word: Self-image• Concept: Positive self-image better than negative• Our self-image is in the hands of other people• All of us pay attention to what other people think

of us

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The most effective way to earn respect

of others is

to show yourself ready to sacrifice

virtually everything

for the sake of

Pure Prestige

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The level or intensity of sacrifice make the difference between

Leader and Follower

Few Leaders with lots of RespectMany Followers with less Respect

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Our need for respect is usually attended by intermediary who deals with people one-on-one.

Pastor/Priest / Rabbi personally assure you that you are still

worthy in the eyes of the GOD

Following the Religion, still have the chance to earn Prestige and Respect

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In the work place,

Great managers identify the each

employees natural talents and

shows how to earn

the respect and prestige that

accompanies Excellence

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The job of a leader is to rally people toward a better future

The most effective way to turn the fear of unknown (future) into

spiritedness and confidence is to be CLEAR

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To define the future in such vivid terms, through leaders action,

words, images, pictures, heroes, and scores that every one can

see where leader and followers are headed.

Clear Better Future

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The Points of Clarity

• Who do we serve?• What is our Core Strength?• What is our core score?• What actions can we take Today?

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Strength

Attitude

TalentKnowledge

Skill

Potential

competency

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O b j e c ti v eTo capitalize on your strength, and manage around your weakness

To be what we are, and to become what we are capable of becoming

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S t r e n g t h

• Consistent near perfect performance in an activity

• For an activity to be a strength you must be able to do it consistently

• You do not have to have strength in every aspect of your role in order to excel

• You will excel only by maximizing your strengths, never fixing your weakness

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S t r e n g t h

Talent

Knowledge Skill

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K n o w l e d g e

Factual Knowledge

• What you aware of

• Things you know

• Can and Should be Taught

Experimental Knowledge• Understandings you have

picked up along the way – Experience

• Less Tangible and much harder to teach

• Acquiring is individual responsibility

• Comes with Time, if you are Listening

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Skill

Skills are the how-to’s of a ROLE

They are capabilities that can be transferred from one person to

another

P r o c e d u r a l K n o w l e d g e

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Skill

The Best way to teach a skill is to break down the

total performance into steps, which the student then reassembles

The Best Way to develop a skill is to P R A C T I C E

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As we ‘learn’ the skills required of the task,

the whole activity gradually shifts from conscious attention to

subconscious control

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Values

Those aspects of life that you hold dear

Experimental Knowledge

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As you make choices, sometimes compromising, sometimes holding firm,

you come to realize that certain aspects of your life are

more importatant than others

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These critical aspects, guiding the choices you make in the future.

Some of these values will remain constant throughout your life.

Others will change with time and reflection

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Talent

Recurring pattern of thought, feeling,

action or behaviour that can be productively applied

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Every role, performed at excellence, requires talent

because

every role performed at excellence, requires certain recurring pattern of

thought, feeling or behaviour

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Filter (Finger Print)

A characteristic way of responding to the world around you

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•Which stimuli to notice and which to ignore•Which to love and which to hate

Tells you

•Are you competitive? / ego driven? / altruistic?

Creates your innate

motivations

•Are you disciplined/laissez-faire/ practical / strategicDefines how you

think

Forges your prevailing attitudes

Are you Optimistic or cynical?Are you Calm or anxious?Are you Empathetic or Cold?

FILTER

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Filter

Creates in you all of your distinct patterns, feelings and behaviors

Your Filter is the source of your Talents

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Because every humane being is guided by his unique filter,

the same situation produces very different reactions

Same stimuli, different reactions, very different performances

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Your filter is constantly at work, Sorting, Shifting, Creating your

World in Real Time

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Your filter is constantly telling you the few things

YOU MUST Do or Feel or Think

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Your Filter, more than your

Race, Sex,

Age, or Nationality,

is YO U

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Talent - Examples

• Instinctively inquisitive• Competitive• Charming• Persistent

• Nervousness? -Along with What If?

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Talent so important to Strength Building

• Every day you have small decisions to make • Talent influence every small decisions you make• Thousands of small decisions that confront you

throughout the day• Unable to intellectualize every minute decision• You are compelled to react instinctively• Brain finds and follow the path of least resistance – your

Talent• Sum of these tiny decisions – your performance for the

day

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• Skill determine if you can do something

• Talent reveals something more important: how well and how often you do it

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Traces of Talents

• Spontaneous, top-of-the mind reactions• Reactions under extreme stress• Yearnings• Rapid Learning• Satisfactions

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Yearnings

• Early days in life • Child drawn to some activities and repelled by

others• Differences between siblings

• You should pay attention, notice it

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Rapid Learning

• Sometimes doesn’t signal through yearning• Notice it comparatively late in life• Start to learn new skill • in the context of new job• new challenges• new environment• Immediately your brain light up, switch on• Skipping the steps to achieve, ahead of others

If you learn rapidly, look deeper, that is your talent

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Satisfaction

• Feels good, when perform an activity, do it• You either feel it or you don’t• When can I do this again

• Bringing order to chaos• Host an event• Delighted in Cleanliness, maintain discipline • Finding the truth

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S t r e n g t h

Talent

Knowledge Skill

Habits / Attitude/Drive

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Talent

• Excellence• Innovation• Strategic

thinking• Unteachable• Hard to

transferable

Skill

• Arithmetic• Word, Excel• Give a safe

Injection• Teachable

Knowledge

• Safety Rules

• Teachable

Limitation of Skill & Knowledge – Situation Specific

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Range in Performance

• Same Education, Same Experience, Same Brain Power, Same Willpower will end up with a range in performance

• Talent is more important than

• Talent only can explain why, all other factors being equal, some people excel in the role and some struggle

Same Stimuli, different reaction due to talents, very different performances

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C o m p e t e n c y

Part Talent

PartKnowledge

Part Skill

Ta l e nt

Atti t u d e sH a b i t sD r i v e

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Themes of StrengthsPerson Category Quality

Achiever Adaptability Analytical

Activator Arranger Belief

Command Competition Communication

Deliberative Connectedness Discipline

Developer Context Empathy

Focus Fairness Futuristic

Learner Ideation Harmony

Maximizer Inclusiveness Individualization

Relator Input positivity

Self-assurance Intellection Significance

Responsibility strategic

Restorative

Woo

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Obstacles to Building Strengths

• Fear of Weakness• Fear of Failure• Fear of One’s True Self

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Weakness

Activities that are effortless for some may be

Frustratingly Difficult for others

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Weakness - Definition

• Anything that gets in the way of excellent performance

• As soon as you find yourself in a ROLE that requires you to one of your nontalents - or area of low skills or knowledge – a weakness is born

Focus on your strengths and

find ways to manage your weakness

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Identify weakness

• Knowledge weakness

• Skill weakness

• Talent weakness – definitely YES

YESGAIN

NO

YESPractice

NO

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Confessing your unfixable weakness,

you may win the trust and respect of the

people around you

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Fear of Failure

• All failures are not equal, some are easy to digest

• When the cause of the failure seems to have nothing to do with who we really are, we can accept it

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• Our basic insticts encourages us to take pleasure in another’s misfortunes;unfortunatly, the pleasure seems to incraes in direct propotion to the other perosn’s ego. The bigger his ego, the greater our pleasure in his failure.

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Act, Learn, refine, Act, Learn, refine

• To be bold• To be perceptive (sharp, aware,

understanding, keen, observant)• To listen for performance feedback from the

outside world• To keep investigating your strengths despite

the many influences pulling you away from them

If at first you don’t succeed, try again. Then quit. There is no point making a fool of yourself. You might be searching for your strengths in the wrong places.

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It is your opportunity to take your natural talents and transform

them through focus and practice and learning into consistent near

perfect performance

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To be what we are, and to become what we are capable of becoming, is the only end of life

Baruch Spinoza, Philospher

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Delusion:

Keep actingKeep failing

and do not realize it

Delusion and denial is a lethal combination

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Fear of One’s True Self

Symptoms:

Plain old insecurity

A feeling of inadequacy

Flip side of insecurity is complacency

Suspect Luck and circumstances for Success NOT Strength

Feel strength is Degrees, certificates as proof.

Natural Talents is Strength

We live with our strengths everyday without realizing / take it granted. We have to REMAIND

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You will be most Successful

when you craft your Role to

play to your signature talents

most of the time

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M a n a g e r / L e a d e rP e r f o r m a n c e

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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

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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

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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

A c c e p t t h e m a s U N O F F I C I A L B o s s

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Learn to work in Three Stages

Initial years

•Known Target•Known ResourcesMiddle

Part of the

Career

•Resources not entirely within the control

Senior Roles

•No control over Resources•No control over People

Known ProblemsKnown Solutions

Un Known ProblemsKnown Solutions

Un Known ProblemsUn Known Solutions

Administrator

Manager

Leader

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Practical Intelligence

IQ1904, Alfred Binet

Testing: Judgment,

Comprehension, Reasoning

Emotional Intelligence1995, Daniel

GolemanTesting: Tact, Human

Interactions, Emotional & Social

Variables

Social IntelligenceGoleman

Testing: Neurons of your brain connects with the brains of those around you

Political IntelligenceRoderick Kramer,

Standford Business SchoolSizing up people for their

weakness rather than strengths and playing on

weakness

Multiple IntelligenceProf. Howard

GardnerEvaluate Intelligence

and Achievement

1. Disciplined Mind2. Synthesizing Mind3. Creating Mind4. Respectful Mind5. Ethical Mind

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Personal Development

Managing Tasks Tasks to Relationships

Relationshipsto Thoughts

ThoughttoSelf- Awareness

Initial Period of Career

Mid Part of the Career

Mid Part of the Career

AuthenticLeader

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

Administrator Manager Leader

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Fixed MindsetYour abilities are fixed and success comes out of repeatedly using the same abilities

Growing MindsetYour abilities can change if you learn from mistakes and are willing to put in the effort

Signature of mediocrity is NOT an unwillingness to changeIt is chronic inconsistency

M i n d s e t

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Employees Expecting from Boss

1. Feedback2. Empowerment3. Coaching4. Transparency5. Recognition6. Opportunity7. Clear Tasks8. Access9. Respect for Personal Time

During a career, report to 10 direct bosses and 10 indirect bosses of those bosses

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Boss expecting from Employees

1. 100% effort2. Loyalty3. Honesty4. Get-it-done Results

Irrespective of what you think of the BOSS, you have to accept the BOSS

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Self DisciplineSelf Discipline is conscious practice of

controls, habits and restraints,

imposed by one self and

demanded by the profession

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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

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Work Place /Living Place / World

Future is

• Highly complex

• More Interdependent

• More uncertain

• More ambiguous

• Tumultuous Opportunity

• System Thinking

• Relationship

• Problem Solving

• Problem Solving

There is NO one perfect person, family, industry, or country

Accept as it is, unconditionally. You are lucky, if any changes happens.

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Work place involves intense contacts with people,

practical experience,working relationships with less

capable colleagues,rivalry –driven people,

gossiping people,self-centered people.

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Every day work means that youare taking number of

tiny decisions and

are swimming in an ocean full of small mistakes by you and by others

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S e r v eC u s t o m e r s

B o s s

ColleaguesTeam WorkRelationship

Subordinates

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Deep Learning Cycle reinforces the Learning Culture

Deep Learni

ng Cycle

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P E R F O R M A N C E

Learn Practice

Performance

DisciplinePurpose

Number of very small wise decisions taken daily towards the purpose

Process

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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.

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1. Keep physically fit because it is linked to emotional fitness

2. Accept uncertainty and ambiguity as natural to the workplace

3. Confront reality4. You are paid to solve problems5. Lean from your and other’s mistakes6. Develop the capacity to bounce back after

near death7. Enjoy what you do and do what you enjoy

Happiness comes out of Good Health and Warm Relationships

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Every day, are you using your energy

OR wasting you energy?

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Thank you