Creating awareness and Self management

1. Creating awareness and Self management Kamal Nayanpradhan

2. Agenda • Self Concept • Creating self awareness • Dimensions of self awareness • Self management techniques (VITALS) SelfAwareness

3. Understanding Self “He that would govern others must first master himself” - Messinger SelfAwareness

4. Self Management • Creating self-awareness • Identifying priorities and goals • Managing time and • Managing Stress SelfAwareness

5. Paradox of Self-Awareness • Individuals cannot improve themselves or develop new capabilities unless and until they know what level of capability they currently possess • Self-knowledge may inhibit personal improvement rather than facilitate • (individuals frequently avoid new self-knowledge and resist acquiring additional information in order to protect their self-esteem or self-respect) SelfAwareness

6. Importance of Self Awareness • It is a comprehensive self-assessment of one’s potential, skills and competencies • It is core step to tap into both emotional intelligence and leadership “Knowing yourself is the beginning of all wisdom” – Aristotle SelfAwareness

7. Creating Self Awareness Self Assessment Exercise 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. Dimensions of Self Awareness Values Attitude toward Change Emotional Intelligence SelfAwareness

10. Significance of EQ Cognitive intelligence (IQ) - 20% Emotional intelligence (EQ) and others - 80% • IQ gets you hired, but EQ gets you promoted • Both combines to make you successful! Managing Emotions

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

12. Emotional Intelligence • 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. Four Basic clusters of EI Social awareness Self - awareness Self - management Relationship management Managing Emotions

14. Emotional Self Awareness (ESA) Having a deep understanding of one’s emotion, how their feelings affect them, other people and their job performance SelfAwareness

15. Components of ESA • Emotional Awareness - recognizes one’s emotions and their effects. • Accurate Self-Assessment - knowing one’s strengths and limits. • Self-Confidence - a strong sense of one’s self-worth and capabilities. SelfAwareness

16. Research Findings High EQ people exhibit: • Balance between emotion and reason • Awareness of their own feelings • Empathy and compassion for others • Signs of high self-esteem • People aren’t all created emotionally equal - they have different Emotional Temperaments. • The way an individual act out, express themselves, and use their emotions can be changed! Managing Emotions

17. Values • Set of personal principles, standards, concepts, beliefs and ideas • 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

18. 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

19. Attitude Towards Change (ATC) If the environment of workplace becoming more chaotic, more temporary, more complex, and more overloaded with information, what would you do ? SelfAwareness

20. Dimensions of ATC • Locus of control • Tolerance of ambiguity SelfAwareness

21. 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

22. Locus of Control…….. External Locus of Control: • Believes individual successes or failures are due to factors outside of their own control. • Behavior is guided by fate, luck, or other external circumstance. Successful manager or leaders have higher internal locus of control SelfAwareness

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

24. 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

25. 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

26. Self assessment Result SelfAwareness

27. Thank you SelfAwareness