Creating Self awareness

1. Creating Self awareness Kamal Nayanpradhan

2. Agenda • Significance of understanding self • Blockages • Dimensions of self awareness SelfAwareness

3. Understanding Self • “Know thyself” • Research evidences • Study findings – star performers and average performers comparison – emotional intelligence with self awareness is more effective than cognitive intelligence. SelfAwareness

4. Understanding Self Stressed……. • Always too much work, never able to relax • Need to spend too much time at work • Commitments – can’t get out of it. • Difficult to manage work and family life Self Management

5. Understanding Self • Self-awareness lies at the heart of the ability to master one-self • Developing self-control and clarifying priorities and goals help individual creates direction in their own lives • Managing time and stress make it possible for individuals to adapt to and organize surroundings SelfAwareness

6. Some Barriers • Perceptual blocks – Stereotyping, tunnel vision, single perspective, saturation. • Emotional blocks- Fear of mistakes, unwilling to take risks, immediate solutions, premature judgement. • Cultural blocks-Absence of fun, use of value judgment. • Environmental blocks- Institutional practices, lack of cooperation and trust SelfAwareness

7. Self Awareness • Foundation of personal growth and success. • 'keystone' of emotional competence. • Process of understanding of one’s own thoughts, beliefs motivations and recognize how they effect others. SelfAwareness

8. Self-awareness……… Individuals who have high self-awareness are: • able to conduct accurate self-appraisals, • self-confident, • perceive situations accurately, and • willing to take risks for what they believe to be right. Managing Emotions

9. Creating self-awareness • Self analysis • Feedback from others • Using discloser • Reflection past events • Critical incident SelfAwareness

10. Five Dimensions of Self Awareness Emotional Intelligence Core Self Evaluation Values Learning Style Attitude toward Change SelfAwareness

11. Emotional intelligence • EI is the capacity for understanding one’s own feelings and the feelings of others, for motivating self, and for managing emotions effectively in relationships. SelfAwareness

12. Understanding……… • It is essential in effective leadership and has a direct impact on work performance. • Research at the Center for Creative Leadership has shown that the primary cause of executive turnover was individual deficiency in the area of emotional competence. Managing Emotions

13. Contributors for managerial success Cognitive intelligence (IQ) - 20% Emotional intelligence (EQ) and others - 80% • IQ gets you hired, but EQ gets you promoted • Both combines to make you success! Managing Emotions

14. Four Basic clusters of EI Social awareness Self - awareness Self - management Relationship management Managing Emotions

15. Manager with High EQ: • are able to admit and learn from mistakes • can take criticism well • stay cool under pressure • are able to control emotions • can conduct thoughtful discussions • listen at least as much as talk Managing Emotions

16. Low EQ: • often think others don’t get your point • feel that being ‘liked’ is over-rated • think people over-react to your comments or jokes • Usually, others are to blame for problems on your team • think you shouldn’t be expected to know how colleagues are feeling Managing Emotions

17. Core Self Evaluation Self esteem: The extent to which people see themselves as capable, successful and worthy SelfAwareness

18. Values • Choose between alternatives, assumptions about the nature of reality • learned early, continue to develop • drive choices and behavior • differ based on culture and environment SelfAwareness

19. Terminal Comfortable life Exciting life World at peace World of beauty Equality Family security Instrumental Ambitious Capable Cheerful Clean Courageous Forgiving Two Types of Personal Values SelfAwareness

20. Learning Styles • Concrete experience – learn through personal involvement • Reflective observation – seek meaning through study • Abstract conceptualization – build theories using logic, ideas and concepts • Active experimentation – change situations and influence others to see what happens SelfAwareness

21. Attitude Towards Change Two major dimensions • Locus of control • Tolerance of ambiguity SelfAwareness

22. Locus of Control The extent to which a person believes they have power over their successes and/or failures in life. Internal Locus of Control: • Believes his or her successes are due to factors within their own control. • Behavior is guided by his/her personal decisions and efforts. SelfAwareness

23. Locus of Control…….. External Locus of Control: • Believes his or her successes or failures are due to factors outside of their own control. • Behavior is guided by fate, luck, or other external circumstance. Research suggest that successful manager or leaders have higher internal locus of control SelfAwareness

24. Tolerance of Ambiguity • Tolerance (or intolerance) of ambiguity influences one’s behavior and consequently leadership and decision-making style. • Studies have found that managers high on tolerance for ambiguity adjust and perform better, and influence positively at workplaces environments. SelfAwareness

25. Dimensions of Tolerance of Ambiguity • Novelty – coping with new, unfamiliar situations • Complexity – using multiple, distinctive, or unrelated information • Insolubility – dealing with problems that are difficult to solve SelfAwareness

26. Managers with High Tolerance for Ambiguity... • more entrepreneurial in their actions • screen out less information in complex environment • choose specialties that are less structured • cope more effectively with role stress and conflict SelfAwareness

27. Self assessment Result SelfAwareness

28. The four questions aimed at verifying self awareness • Main strengths and weaknesses? • How would you describe your personality? • What’s your favorite web site and why? • What are your long term professional goal? SelfAwareness

29. Thank you SelfAwareness