Enhancing Role Effectiveness & Personal Mastery

1. Enhancing Role Effectiveness & Personal Mastery Tapan Mishra, Learning Resources Centre, Office of Human Resources, Bureau of Management, UNDP New Delhi, January 19, 2006

2. Objectives • To facilitate deeper understanding of the Role of JPOs & NPOs and their competencies required in their roles. • Create a context for learning as a means of enhancing Role effectiveness and enabling Personal Mastery • Explore the realm of Personal Mastery to enhance Role effectiveness. • Enhance awareness of Learning disabilities & ways to deal with them. • Gain an understanding of the characteristics of Learning Organizations and how these ideas can be implemented.

3. Learning or task Learning Recall Matrix Told, Shown & Experienced Told “How to” Told & Shown 72% Recall after 3 Weeks 70% 85% 32% 65% Recall after 3 months 10%

4. Personal Mastery: • The ability to clarify and create what is most important to us. • Self-awareness and the application of its knowledge. • Developing and mastering the capacity to achieve it.

5. Characteristics of People Expressing Personal Mastery 1 Creative Orientation 2 Deep sense of purpose 3 Ability to seek and tell the truth 4 Courage of Conviction and Ability to Choose 5 Awareness and expression of natural curiosity 6 Commitment to continuous lifelong learning 7 Ability to be self aware and reflect and adjust in the moment

6. Fundamental Orientation: CREATIVE REACTIVE Life Happens to me ! I Make Life Happen !

7. Fundamental Orientation: Creative Tension

8. Key Points 1 Mind is the Key ! 2 Some ways of thinking are more powerful than others. 3 Focus on the Results.

9. The Hay Model: How Managerial Excellence is Achieved Individual Competencies Job Requirements Organizational Performance Organizational Climate Managerial Style

10. Four ways of knowing: Social Artistry • Physical and sensory • Psychological and historic • Mythic and symbolic • Unitive and Integral

11. Individual reflection & Group Exercise • What do you think is the Role of a NPO? • What Goals and Objectives do you want to achieve? • What would be the measures of success? • What Competencies are required to be a successful NPO? • What challenges and constraints do you have and how do you overcome them? • What learning support do you require to be more effective?

12. Role of the Programme Officer Analyst Networker Advisor/ Consultant Change Agent Manager PR Officer Knowledge Manager

13. Analyst • Has good knowledge of Programme Country • Scans country context looking for programming entry points • Identifies critical development concerns that merit UNDP focus • Identifies underlying systemic roots of the development concerns • Draws conclusions on the best course of action • Has good command of corporate priorities to ensure that proposed programmes are in-line • Has good drafting/writing skills

14. Networker • Enjoys the trust of the key players • Entrepreneurial - Can easily identify and/or generate opportunities for partnerships and resource mobilization (at national, regional levels, and beyond) • Has established record of contacts for all situations • Proactively reaches to others for support • Generates and shares knowledge

15. Advisor/Consultant • Provides government and other partners with relevant, neutral, and timely advice on key issues related to human development • Possesses in-depth substantive knowledge in some for best practices and lessons learned • Well-versed in both regional and global trends and the latest academic discourse in her/his field • Demonstrates intimate understanding of the fundamentals of results-oriented programming • Advises and shares knowledge with colleagues inside and outside the CO • Provides sound advice to RR-DRR • Creates new initiatives in line with country needs

16. Change Agent • Identifies key stakeholders who matter in defining and implementing a solution to a development challenge • Keeps the coalition for change together with an eye on the end-results • Ensures that the coalition has opportunities to reflect on the lessons from implementation • Communicates effectively within the coalition and to outsiders critical for the cause • Facilitates the mobilization of needed political, financial, and human resources to get the job done • Knows when to quit

17. Manager • Sets clear expectations and leads staff, project experts and consultants • Possesses excellent facilitation/task management skills • Timely and effective mobilization of inputs for his/her projects (personnel, procurement, trainings etc) • Has good understanding of financial information management • Ethical - Ensures that relevant UNDP rules and procedures are followed consistently with the demands for efficiency, transparency and accountability • Good team player/mentor/coach • Supports Corporate and CO management policies and needs • Monitors projects - sets performance and results standards and system to measure • Expert on the art of using self

18. PR Officer • Works effectively with media and research institutions • Displays commitment to UNDP's mandate inside and outside the office • Continuously promotes UNDP’s vision and activities • Promotes the human development agenda and MDGs • Masters UNDP branding and the language of SHD • Proactively turns results into opportunities

19. Knowledge Manager • Building knowledge • Sharing knowledge • Applying knowledge • Promoting knowledge/learning culture • Staying relevant and employable

20. THE CONTEXT OF CHANGE . . The only sustainable competitive advantage that Organisations (Teams & Individuals) will have in the future is the ability to Learn faster than their Competitors. • Arie De Gues, Ex- Head of Strategic Planning, Shell & Author of " The Living Company"

21. BARRIERS TO INDIVIDUAL LEARNING • There are right answers and there are wrong answers. • It’s bad to be wrong. • For me to be right, you have to be wrong. • Someone knows the right answer. • Wait, you’ll eventually be told what to do and how. • Learning is not work. • We learn to perform for external approval.

22. BARRIERS TO ORGANISATIONAL LEARNING • I am my position • The enemy is out there • The illusion of taking charge • Fixation on events • Boiled frog syndrome • Delusion of learning from experience • Myth of the management team • Tyranny of the urgent

23. Doing Deciding Reflecting Connecting THE CYCLE OF LEARNING

24. Johari Window Known to Self Not known to Self Feed back Open Self (Arena) Unaware Self (Blind Zone) Known to Others Self Disclosure Line of Maskmanship Hidden Self (Concealed Zone) Unknown Self (Dark Zone) Not known to Others Line of Blindness

25. Johari Window Known to Self Not known to Self Feed back Open Self (Arena) Unaware Self (Blind Zone) Known to Others Hidden Self (Concealed Zone) Unknown Self (Dark Zone) Self Disclosure Not known to Others

26. Johari Window Known to Self Not known to Self Feed back Open Self (Arena) Unaware Self (Blind Zone) Known to Others Self Disclosure Not known to Others Unknown Self (Dark Zone) Hidden Self (Concealed Zone)

27. Johari Window Known to Self Not known to Self Feed back Open Self (Arena) Unaware Self (Blind Zone) Known to Others Hidden Self (Concealed Zone) Self Disclosure Unknown Self (Dark Zone) Not known to Others

28. Johari Window Known to Self Not known to Self Feed back Unaware Self (Blind Zone) Open Self (Arena) Known to Others Self Disclosure Not known to Others Hidden Self (Concealed Zone) Unknown Self (Dark Zone)

29. Helping Hand Exercise • Write down your own Strengths & Weakness in the given format and keep it with you. • On the cover of the folder draw your palm and write your name on it; on one of the inner side of the folder, write “Strengths” & on the other “Weaknesses”. • Sit in a circle & circulate the folders in a clock wise direction. • Write honest feedback for all your group members and keep circulating till you receive your chart • Push yourself to write at least one ‘Strength’ and one ‘Weakness’ for each of your colleagues, when their folder comes to you. • Remember, this is a “Helping hand”, give help and get help in the form of feedback!

30. Helping Hand Exercise: Next Steps • DEBRIEF • Which ones surprised you the most? • Which ones do you identify with the most? • Which ones touched / moved you the most? • How much is it matching with what you had written about yourself? • How are you feeling right now? • What thoughts, observations or comments are coming to your mind? • Thank your colleagues for giving you valuable feedback • Convert Feedback to Personal Action plan • Integrate this with your Learning Plan !

31. A Learning Organization is . . . ... a group of people who are continually enhancing their capacity to create the results they want. If you think about this statement, it has two parts to it: Firstly, you have to know what you want to create, so you’re continually reflecting on your sense of purpose, vision. And secondly, you have to be continually developing the capability to move in that direction.” - Peter Senge, 1990

32. Personal Mastery Aspiration: Individual & Collective Shared Vision Mental Models Systems Thinking Team Learning Understanding Complexity & Change Collaboration Cornerstones of a Learning Organisation

33. Thank You