Paradigms&Perspectives STM

8/6/2019 Paradigms&Perspectives STM

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ON OON O--LL--E, STRATEGY,E, STRATEGY,

PERFORMANCE ANDPERFORMANCE ANDMATURITYMATURITY

A SPECIAL LECTURE TO YEARA SPECIAL LECTURE TO YEAR

20042004--05 STM CLASS @ UA&P05 STM CLASS @ UA&P


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LECTURE OBJECTIVES ANDLECTURE OBJECTIVES AND

MY ROLEMY ROLEnn Help you to understand Performance and itsHelp you to understand Performance and its

drivers;drivers;

nn Motivate you to think differently, work moreMotivate you to think differently, work moresmartly and, be a better leader;smartly and, be a better leader;

nn Give you leads on how to form yourselfGive you leads on how to form yourselfholistically; and hence be more prepared toholistically; and hence be more prepared to

face the worldface the worldnn In short, strategy starts with your mostIn short, strategy starts with your most

important business: you and your future!important business: you and your future!


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QUICK DIAGNOSTIC QUESTIONSQUICK DIAGNOSTIC QUESTIONS

(You have 15 minutes)(You have 15 minutes)nn 1. What is1. What is performanceperformance? Why is it? Why is it

important to you? How do you bring it about?important to you? How do you bring it about?

Do you know?Do you know?nn 2. How is2. How is strategystrategyrelated to performance?related to performance?

nn 3. What is3. What is maturitymaturityand how is it related toand how is it related toperformance and strategy?performance and strategy?

nn 4. How do strategy, performance and4. How do strategy, performance andmaturity relate tomaturity relate to youyou??


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MEN FEEL DISTURBED NOT BYMEN FEEL DISTURBED NOT BYTHINGS BUT BY THE VIEWS THEYTHINGS BUT BY THE VIEWS THEY

TAKE OF THEMTAKE OF THEM

EPICTETUS, 1ST CENTURY GREEK STOICEPICTETUS, 1ST CENTURY GREEK STOICPHILOSOPHERPHILOSOPHER


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A CLEAR AND PRESENTA CLEAR AND PRESENT

CHALLENGE...CHALLENGE...nn THE WORLD WE LIVE IN HAS RADICALLYTHE WORLD WE LIVE IN HAS RADICALLY

CHANGED FROM THAT OF OUR PARENTS :CHANGED FROM THAT OF OUR PARENTS :Technology, Access, Finance, Trade andTechnology, Access, Finance, Trade andEconomy, GeoEconomy, Geo--Politics, Law, Demography,Politics, Law, Demography,Psychography, Warfare, Terrorism andPsychography, Warfare, Terrorism andSecurity, Environment, HealthSecurity, Environment, Health

nn CHANGE IS THE ONLY CONSTANT! BUT THECHANGE IS THE ONLY CONSTANT! BUT THENATURE OF PACE IS GETTING MORENATURE OF PACE IS GETTING MORECOMPLEX AND ITS PACE, MORE RAPIDCOMPLEX AND ITS PACE, MORE RAPID


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AND THE HOPEAND THE HOPE

nn MAN, HIS NATURE AND END, REMAINS THEMAN, HIS NATURE AND END, REMAINS THESAME:SAME: He pursues what he sees as good and avoidsHe pursues what he sees as good and avoids

what he sees as bad.what he sees as bad.

He can think if and when he wants to.He can think if and when he wants to. Among all the animals, only he can see what heAmong all the animals, only he can see what he

believes!believes!

He can be what he is not provided he wants it!He can be what he is not provided he wants it!

nn AND HE CONTINUES TO BE THE MASTERAND HE CONTINUES TO BE THE MASTERAND CAPTAIN!AND CAPTAIN!


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nn THESE REALITIES FORCE US TO BE MORETHESE REALITIES FORCE US TO BE MORESENSITIVE, DARING, TOUGHER AND MORESENSITIVE, DARING, TOUGHER AND MORE

DYNAMIC AND MORE PREPARED THANDYNAMIC AND MORE PREPARED THANBEFORE TO FACE THE EVER INCREASINGBEFORE TO FACE THE EVER INCREASINGCHALLENGE!CHALLENGE!

nn ALL THE MORE, THE DEMANDS FOR US TOALL THE MORE, THE DEMANDS FOR US TO

PERFORM ARE MOST GLARING. OURPERFORM ARE MOST GLARING. OURPERFORMANCE CONTRIBUTION HAS NEVERPERFORMANCE CONTRIBUTION HAS NEVERBEEN AS MOST NEEDED AS NOWBEEN AS MOST NEEDED AS NOW


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WE NEED TO DO SOMETHING THATWE NEED TO DO SOMETHING THAT

WE HAVE NOT DONE BEFOREWE HAVE NOT DONE BEFOREnn LETS GO BACK TO THE BASICS OF ANY LEADER:LETS GO BACK TO THE BASICS OF ANY LEADER:

PERFORMANCEPERFORMANCE

nn KNOW THOROUGHLY ITS DRIVERS!KNOW THOROUGHLY ITS DRIVERS!

nn LINK EVERY THING WE DO TO ACHIEVINGLINK EVERY THING WE DO TO ACHIEVINGPERFORMANCE, ANDPERFORMANCE, AND

nn DROP ANYTHING THAT DOESNT CONTRIBUTE ORDROP ANYTHING THAT DOESNT CONTRIBUTE ORHAS NOTHING TO DO WITH ITHAS NOTHING TO DO WITH IT

nn AND DEFINE, RECOGNIZE AND BE RESPONSIBLEAND DEFINE, RECOGNIZE AND BE RESPONSIBLEFOR OUR OWN ACCOUNTABILITIES ASFOR OUR OWN ACCOUNTABILITIES ASPROFESSIONALS, MANAGERS AND LEADERS!PROFESSIONALS, MANAGERS AND LEADERS!


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ON PERFORMANCE,ON PERFORMANCE,STRATEGY and YOUR OWNSTRATEGY and YOUR OWN

CONTRIBUTIONCONTRIBUTIONIF YOU DONT KNOW WHAT YOU AREIF YOU DONT KNOW WHAT YOU ARE

LOOKING FOR, YOU WILL NEVER FIND IT!LOOKING FOR, YOU WILL NEVER FIND IT!

IF NONE OF YOU HERE PERFORMS, WHOIF NONE OF YOU HERE PERFORMS, WHOELSE IN YOUR ORGANIZATION WILL?ELSE IN YOUR ORGANIZATION WILL?


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IN SHORT,IN SHORT,

nn IF YOU CANT DEFINE WHATIF YOU CANT DEFINE WHATPERFORMANCE IS, HOW CAN YOUPERFORMANCE IS, HOW CAN YOU

EXPECT TO DELIVER IT?EXPECT TO DELIVER IT?

nn IF YOU DONT PERFORM, WHO ELSEIF YOU DONT PERFORM, WHO ELSEWILL? ANDWILL? AND

nn HOW WILL YOU EXPECT YOURHOW WILL YOU EXPECT YOURORGANIZATION TO PERFORM?ORGANIZATION TO PERFORM?


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FOCI OF STRATEGICFOCI OF STRATEGIC

INTERVENTIONINTERVENTION

Environ

-ment

Organ-

ization

Leader-

ship

Perform-

ance


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EVERY PROFESSIONAL HAS ONE BOTTOMEVERY PROFESSIONAL HAS ONE BOTTOM

LINE:LINE:



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nn Not just about work or activity or complianceNot just about work or activity or compliance

nn BUT about radical change, ambitious results,BUT about radical change, ambitious results,

sustained progresssustained progressnn PERFORMANCE isPERFORMANCE is fulfillingfulfilling a specified,a specified,

challenging prized goal, or an overarchingchallenging prized goal, or an overarchingcausecause

nn Defined that way, it UNIFIES ALL OURDefined that way, it UNIFIES ALL OURACTIONS AND GIVES MEANING TO EVERYACTIONS AND GIVES MEANING TO EVERYTASKTASK


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PROFESSIONALISM IS ALL ABOUTPROFESSIONALISM IS ALL ABOUT

BRINGING ABOUT PERFORMANCEBRINGING ABOUT PERFORMANCEnn How do you deliver PERFORMANCE?How do you deliver PERFORMANCE?

nn At the organizational and individualAt the organizational and individuallevel?level?


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INDEED, HOW DO YOUINDEED, HOW DO YOUBRING ABOUTBRING ABOUT

PERFORMANCE?PERFORMANCE?Please spend some time answeringPlease spend some time answering

this question yourself!this question yourself!(dont go beyond 5 points and 5(dont go beyond 5 points and 5

minutes)minutes)


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PERFFORMANCE BUILDINGPERFFORMANCE BUILDING

BLOCKSBLOCKS

What?

Why?

How?Perfor-

mance


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HOW DO YOU DELIVERHOW DO YOU DELIVER

PERFORMANCE? THE 3 ESSENTIALPERFORMANCE? THE 3 ESSENTIALREQUIREMENTSREQUIREMENTS

nn 1. KNOWLEDGE OF WHAT TO DO, WHAT1. KNOWLEDGE OF WHAT TO DO, WHAT

TO DELIVER, WHAT TO PERFORM: KNOWTO DELIVER, WHAT TO PERFORM: KNOWWHAT TO DO AND CANNOT DO!WHAT TO DO AND CANNOT DO!

nn 2. CAPACITY AND CAPABILITY TO2. CAPACITY AND CAPABILITY TODELIVER THEM: KNOW HOW TO DO IT.DELIVER THEM: KNOW HOW TO DO IT.

nn 3. MOTIVATION AND CULTURE: LIKE3. MOTIVATION AND CULTURE: LIKEDOING IT.DOING IT.


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PERFORMANCE TABLEPERFORMANCE TABLE

Driver Action Ownership

Knowledgeand Direction

driven by Environment

Competence

and Strategycrafted by Organization

Motivation and

Culturenurtured by Leadership


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IN SHORT, PERFORMANCE,IN SHORT, PERFORMANCE,

WHETHER AT THE INDIVIDUAL ORWHETHER AT THE INDIVIDUAL ORORGANIZATIONAL LEVEL, REQUIRESORGANIZATIONAL LEVEL, REQUIRES

nn KNOWLEDGE AND DIRECTION: DRIVEN BY THE ENVIRONMENTKNOWLEDGE AND DIRECTION: DRIVEN BY THE ENVIRONMENTnn COMPETENCE AND STRATEGY: CRAFTED BY THECOMPETENCE AND STRATEGY: CRAFTED BY THE

ORGANIZATIONORGANIZATION

nn MOTIVATION AND CULTURE: NURTURED BY LEADERSHIPMOTIVATION AND CULTURE: NURTURED BY LEADERSHIP


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KNOWLEDGE AND DIRECTION:KNOWLEDGE AND DIRECTION:

EMPOWERED 1EMPOWERED 1nn Where are you going? What do you want to be?Where are you going? What do you want to be?

What are your aspirations? What are you lookingWhat are your aspirations? What are you lookingfor? What do you want to find? How do you wantfor? What do you want to find? How do you want

to be regarded? By your people, publics,to be regarded? By your people, publics,customers?customers?

nn What do you want to provide in terms of productsWhat do you want to provide in terms of productsand services?and services?

nn What performance indicators do you want to track?What performance indicators do you want to track?

nn Direction must be driven by environmentalDirection must be driven by environmentalopportunities, threats, risks and uncertainties!opportunities, threats, risks and uncertainties!


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EMPOWERED 2EMPOWERED 2nn What activities do you want to engage in?What activities do you want to engage in?

nn What is your value proposition?What is your value proposition?

nn Are you aware of the consequences, tradeoffs, risksAre you aware of the consequences, tradeoffs, risksand uncertainties of your decisions?and uncertainties of your decisions?


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EMPOWERED 3EMPOWERED 3nn In the end, there is nothing more unifying andIn the end, there is nothing more unifying and

compelling than a goal or a destination that iscompelling than a goal or a destination that is

clear, challenging, commonly prized and shared.clear, challenging, commonly prized and shared.nn If you or your people people do not know whatIf you or your people people do not know what

you are looking for, they will not help you get it!you are looking for, they will not help you get it!If you want to make people accountable, beIf you want to make people accountable, be

transparent!transparent!


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COMPETENCE AND STRATEGY:COMPETENCE AND STRATEGY:

ENABLED 1ENABLED 1nn How do you get there? What are yourHow do you get there? What are your

talents, resources, capacities, capabilities andtalents, resources, capacities, capabilities and

competencies?competencies?nn If you dont have them, how do you acquireIf you dont have them, how do you acquirethem? Build them? Maintain? Sustain andthem? Build them? Maintain? Sustain andRegenerate? Do you know?Regenerate? Do you know?

nn Always needed: Feasibility, adaptability,Always needed: Feasibility, adaptability,creativity, commitment and energycreativity, commitment and energy


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COMPETENCE AND STRATEGY:COMPETENCE AND STRATEGY:

ENABLED 2ENABLED 2nn Continuously validating consequences,Continuously validating consequences,

tradeoffs, risks (includes the risk of not doingtradeoffs, risks (includes the risk of not doing

it) and uncertaintiesit) and uncertaintiesnn Learn! Use and distinguish DATA, INFO,Learn! Use and distinguish DATA, INFO,

KNOWLEDGE, INSIGHT AND FORESIGHTKNOWLEDGE, INSIGHT AND FORESIGHT


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MOTIVATION AND CULTURE:MOTIVATION AND CULTURE:

ENERGIZED 1ENERGIZED 1nn REALITY 1: EVERY ORGANIZATIONREALITY 1: EVERY ORGANIZATION

HAS BEEN ESTABLISHED FOR AN END,HAS BEEN ESTABLISHED FOR AN END,

WITH A PURPOSE, A MISSION, WITH AWITH A PURPOSE, A MISSION, WITH APERFORMANCE STANDARD OR GOALPERFORMANCE STANDARD OR GOALOR OBJECTIVE.OR OBJECTIVE.

nn REALITY 2: ALL ORGANIZATIONS AREREALITY 2: ALL ORGANIZATIONS ARECOMPOSED OF INDIVIDUALS WITHCOMPOSED OF INDIVIDUALS WITHDIFFERENT PERSONAL GOALS.DIFFERENT PERSONAL GOALS.


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ENERGIZED 2ENERGIZED 2nn TO SUCCEED, EVERY ORGANIZATION MUSTTO SUCCEED, EVERY ORGANIZATION MUST

BE ABLE TOBE ABLE TO ALIGNALIGN ALL PERSONAL GOALS TOALL PERSONAL GOALS TO

THAT OF THE ORGANIZATION,THAT OF THE ORGANIZATION,AND STRIKE A SYNERGISTICAND STRIKE A SYNERGISTIC FITFIT AMONGAMONGTHE DIFFERENT MEMBERS SUCH THATTHE DIFFERENT MEMBERS SUCH THATTHEIR PACE ISTHEIR PACE IS SYNCHRONIZEDSYNCHRONIZED TOWARDTOWARD

THE ATTAINMENT OF THE ORGANIZATIONALTHE ATTAINMENT OF THE ORGANIZATIONALGOALS!GOALS!


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ENERGIZED 3ENERGIZED 3nn How do you create alignment, fit andHow do you create alignment, fit and

synchronization?synchronization?

nn How do you buildHow do you build ownershipownership andand drivedriveamong your people and yourselves?among your people and yourselves?

nn Minimum requirements of a performingMinimum requirements of a performing

culture: Fairness, Transparency andculture: Fairness, Transparency and Accountability. Who disagree? Accountability. Who disagree?


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ENERGIZED 4ENERGIZED 4nn We do things either because (1) we gainWe do things either because (1) we gainprofit or (2) avoid loss. Do we knowprofit or (2) avoid loss. Do we know

this? What are we doing with what wethis? What are we doing with what weknow?know?

nn What you cherish in life (aspirations andWhat you cherish in life (aspirations and

shared values) should reflect the way youshared values) should reflect the way youdo things in the company (culture). Startdo things in the company (culture). Startwith shared values and beliefs.with shared values and beliefs.


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ENERGIZED 5ENERGIZED 5nn We work well when we are respected,We work well when we are respected,

recognized and loved!recognized and loved!

nn Do you realize this? And what are youDo you realize this? And what are youdoing about this insight?doing about this insight?


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HOW DO YOU NOWHOW DO YOU NOW

ENCAPSULATE ALL THESE?ENCAPSULATE ALL THESE?nn AT YOUR OWN RESPECTIVE LEVELS, KNOWAT YOUR OWN RESPECTIVE LEVELS, KNOW

CLEARLY AND CONCRETELY YOURCLEARLY AND CONCRETELY YOUR

DELIVERABLES, FORMULATE HOW YOU WILLDELIVERABLES, FORMULATE HOW YOU WILLDELIVER THEM, AND RECOGNIZE WHATDELIVER THEM, AND RECOGNIZE WHATWILL MOTIVATE YOU AND YOUR PEOPLE TOWILL MOTIVATE YOU AND YOUR PEOPLE TODELIVER THEMDELIVER THEM

nn THAT YOU ARE UNITED TO THE HIGHERTHAT YOU ARE UNITED TO THE HIGHERGOALS AND SUBORDINATESGOALS AND SUBORDINATES -- PEOPLE ANDPEOPLE ANDOPERATING UNITSOPERATING UNITS -- WILL NEED TO BEWILL NEED TO BEEMPOWERED, ENABLED AND ENERGIZED!EMPOWERED, ENABLED AND ENERGIZED!


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TAKE NOTETAKE NOTE

nn IN EVERYTHING THAT YOU DO, BE USEFUL,IN EVERYTHING THAT YOU DO, BE USEFUL,RELEVANT, VALUABLE AND UNIQUE!RELEVANT, VALUABLE AND UNIQUE!

nn IF YOU DO WHAT YOUVE ALWAYS DONEIF YOU DO WHAT YOUVE ALWAYS DONEYOULL ALWAYS GET WHAT YOUVE ALWAYSYOULL ALWAYS GET WHAT YOUVE ALWAYSGOTTENGOTTEN

nn YOU CAN DO WHATEVER YOU DAMN PLEASE.YOU CAN DO WHATEVER YOU DAMN PLEASE.BUT BE ACCOUNTABLE FOR ALL THEBUT BE ACCOUNTABLE FOR ALL THECONSEQUENCES, TRADEOFFS, RISKS ANDCONSEQUENCES, TRADEOFFS, RISKS ANDUNCERTAINTINES!UNCERTAINTINES!


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nn IF YOU WANT TO DO SOMETHINGIF YOU WANT TO DO SOMETHINGDIFFERENT, BE PREPARED TO DODIFFERENT, BE PREPARED TO DO

SOMETHING THAT YOU HAVE NOTSOMETHING THAT YOU HAVE NOTDONE BEFORE!DONE BEFORE!

nn AND ACCEPT THE RISK OF NOTAND ACCEPT THE RISK OF NOT

DECIDING OR NOT ACTING ONDECIDING OR NOT ACTING ONCERTAIN DECISIONSCERTAIN DECISIONS


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nn IN ANYTHING, (1) KNOW WHAT YOU DIDIN ANYTHING, (1) KNOW WHAT YOU DIDRIGHT AND WELL, HENCE YOU SHOULDRIGHT AND WELL, HENCE YOU SHOULD

CONTINUE DOING, (2) DID WRONG ORCONTINUE DOING, (2) DID WRONG ORBADLY, HENCE YOU SHOULDSTOP DOING,BADLY, HENCE YOU SHOULDSTOP DOING,(3) MISSED OUT, HENCE, SHOULD START(3) MISSED OUT, HENCE, SHOULD STARTDOING.DOING.

nn TO PERFORM, ONE NEEDS TO KNOW WHATTO PERFORM, ONE NEEDS TO KNOW WHATTO DELIVER, HOW TO DO IT AND MUSTTO DELIVER, HOW TO DO IT AND MUSTLIKE IT!LIKE IT!


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BE A LEADER THAT YOU ARE, BEBE A LEADER THAT YOU ARE, BE

A HEROA HEROnn RECOGNIZE AND OWN THE CHALLENGE ANDRECOGNIZE AND OWN THE CHALLENGE AND

YOUR OWN SIGNIFICANT CONTRIBUTIONYOUR OWN SIGNIFICANT CONTRIBUTION

nn READ THE ENVIRONMENT AND ANALYZEREAD THE ENVIRONMENT AND ANALYZETHE INFO, PREPARE, BE GROUNDED, BETHE INFO, PREPARE, BE GROUNDED, BECREATIVE, RESOURCEFUL, BE PERSISTENTCREATIVE, RESOURCEFUL, BE PERSISTENT

nn MOTIVATE, COMMUNICATE, COACH, BEMOTIVATE, COMMUNICATE, COACH, BE

CREATIVE, PROBLEM SOLVE, PERSUADE, BECREATIVE, PROBLEM SOLVE, PERSUADE, BEAN EXAMPLEAN EXAMPLE

nn BE A HERO!BE A HERO!


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Education in terms ofEducation in terms of

SkillsSkills to be Usefulto be Useful

KnowledgeKnowledge to be Relevantto be Relevant

Values Values to be Valuableto be Valuable Educational activity must be seen fromEducational activity must be seen from

these three levels: usefulness, relevancethese three levels: usefulness, relevance

and valuability or value.and valuability or value. Let me say something about basic skills. ILet me say something about basic skills. I

leave the rest to you.leave the rest to you.


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FUNDAMENTAL LIFE SKILLSFUNDAMENTAL LIFE SKILLS

nn PROBLEM IDENTIFICATION ANDPROBLEM IDENTIFICATION ANDANALYSISANALYSIS

nn COMMUNICATIONCOMMUNICATIONnn CREATIVITYCREATIVITY AND SOLUTIONAND SOLUTION

GENERATIONGENERATION

nn APPLICATIONAPPLICATIONnn SOCIALSOCIAL OR INTERPERSONALOR INTERPERSONAL

nn SELF ANALYSISSELF ANALYSIS


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Beyond and more importantBeyond and more important

than skills is maturity!than skills is maturity!In this stage in your life, you are inIn this stage in your life, you are in

your own race to maturity! A matureyour own race to maturity! A mature

person is a self propelled person! Doperson is a self propelled person! Doyou want to be mature?you want to be mature?


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NECESSARY CONDITION OFNECESSARY CONDITION OF

LEADERSHIP: MATURITY!LEADERSHIP: MATURITY!nn The last thing you can do is toThe last thing you can do is toappoint immature people in positionappoint immature people in position

of leadershipof leadership

nn Leadership is acquired and earned inLeadership is acquired and earned intime and through experiencetime and through experience


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WHAT ARE THE COMPONENTS ofWHAT ARE THE COMPONENTS of

the MATURITY RACE !the MATURITY RACE !

Maturity

Self - Giving

Self - ControlSelf - Knowledge


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SELF KNOWLEDGE 1SELF KNOWLEDGE 1

nn Do you know yourself? You cant like what you dontDo you know yourself? You cant like what you dontknow!know!

nn Who you are? What do you want to be? Dreams?Who you are? What do you want to be? Dreams?nn What drive you? What make you happy? What pullWhat drive you? What make you happy? What pull

you down? What make you sad? What are you afraidyou down? What make you sad? What are you afraidof?of?

nn Your SW. Your fundamental strength and dominantYour SW. Your fundamental strength and dominantdefect.defect.

nn How different are you from the rest? Do you recognizeHow different are you from the rest? Do you recognizeyour uniqueness? What are you doing about it?your uniqueness? What are you doing about it?


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SELF KNOWLEDGE 2SELF KNOWLEDGE 2

nn Are you happy? Why not? What will makeAre you happy? Why not? What will makeyou happiest? Most fulfilled?you happiest? Most fulfilled?

nn Do you recognize the above? Are you awareDo you recognize the above? Are you awareof them? Do you understand them? Theirof them? Do you understand them? Theirimplication to your performance and ultimateimplication to your performance and ultimatehappiness?happiness?

nn Do you know your untouchables?Do you know your untouchables?

nn Do you admit that unless you can knowDo you admit that unless you can knowyourself, knowing the others become doublyyourself, knowing the others become doublydifficult and flawed?difficult and flawed?


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SELF CONTROL 2SELF CONTROL 2

nn How do you deal with problems,How do you deal with problems,stresses, pressure, contradictions,stresses, pressure, contradictions,anger, fear, envy, heartaches,anger, fear, envy, heartaches,

boredom, pain, loneliness?boredom, pain, loneliness?nn How do you motivate yourself? How canHow do you motivate yourself? How can

you be happier? More self fulfilled? Canyou be happier? More self fulfilled? Canyou?you?

nn Do you know that unless you can controlDo you know that unless you can controlyour own self, controlling or managing theyour own self, controlling or managing theothers will be far difficult?others will be far difficult?


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SELF GIVING 1SELF GIVING 1

nn Giving oneself is the ultimate requirementGiving oneself is the ultimate requirementof the highest levels of performanceof the highest levels of performance

nn To perform well one must love what heTo perform well one must love what hedoes. To give oneself to attain his dreamsdoes. To give oneself to attain his dreamsand work guarantees ultimate successand work guarantees ultimate success

nn Man is not an island. To know and controlMan is not an island. To know and controloneself is a great achievement but thatsoneself is a great achievement but thats

not sure success. Because more thannot sure success. Because more than50% of the success equation depends on50% of the success equation depends onthe others.the others.


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nn Effective and lasting relationships areEffective and lasting relationships arefounded on truth, justice and love.founded on truth, justice and love.

nn Your ability to give your 100% intoYour ability to give your 100% intosomething is the guarantee to yoursomething is the guarantee to yoursuccess!success!

nn Do you know how to give your 100% inDo you know how to give your 100% ineverything that you do? That is the key toeverything that you do? That is the key tolifes success!lifes success!


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nn Are you capable of understanding the others?Are you capable of understanding the others?Influencing and motivating them? Loving them?Influencing and motivating them? Loving them?

Leading them to an end?Leading them to an end?nn What are the impediments?What are the impediments?

nn Do you know that people are born to love andDo you know that people are born to love andbe loved?be loved?

nn But remember: you cant give what you dontBut remember: you cant give what you dontpossess! You cant lead others until you have ledpossess! You cant lead others until you have ledyourself!yourself!


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A RELATED NOTE ONA RELATED NOTE ON

SUCCESS...SUCCESS...

SUCCESS ISSUCCESS IS

NOT ALWAYSNOT ALWAYS GETTINGGETTING WHATWHAT YOU WANT.YOU WANT.

IT ISIT IS FIRSTFIRST KNOWINGKNOWING WHATWHAT YOU WANTYOU WANTANDAND ALSOALSO KNOWINGKNOWING WHENWHEN TO STOP WANTINGTO STOP WANTING

WHAT IS NOT MEANT FOR YOU!WHAT IS NOT MEANT FOR YOU!


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nn THE SECRET OF GETTING AHEAD ISTHE SECRET OF GETTING AHEAD ISGETTING STARTED. THE SECRET OFGETTING STARTED. THE SECRET OF

GETTING STARTED IS BREAKING YOURGETTING STARTED IS BREAKING YOURCOMPLEX OVERWHELMING TASKSCOMPLEX OVERWHELMING TASKSINTO SMALL MANAGEABLE TASKS, ANDINTO SMALL MANAGEABLE TASKS, AND

THEN STARTING ON THE FIRST ONE.THEN STARTING ON THE FIRST ONE. MARK TWAINMARK TWAIN


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STOP HERELISTEN TOSTOP HERELISTEN TO

REACTIONSREACTIONS

IM HERE TO PROCESS YOURIM HERE TO PROCESS YOURQ

UESTIONS AND REACTIONS.Q

UESTIONS AND REACTIONS.BUT BEFORE THATBUT BEFORE THAT


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SHARE WITH ME THE FOLLOWINGSHARE WITH ME THE FOLLOWING

(You have 5 minutes)(You have 5 minutes)nn 1. What1. Whatstruckstruckyou in this lecture?you in this lecture?

nn 2. What did you2. What did you disagree ondisagree onandandwhy?why?

nn 3. What were the3. What were the doubts, fears anddoubts, fears andquestionsquestionscreated?created?

nn 4. What is your4. What is your resolutionresolutionor youror yourpath forward?path forward?


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WE CAN HAVE THE WHOLEWE CAN HAVE THE WHOLEBRAIN TALK HERE. OR ABRAIN TALK HERE. OR A

FABLE?FABLE?


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TORTOISE AND HARE STORY

1n Once upon a time a tortoise and a hare had an

argument about who

was faster. They decided to settle the argument with

a race. They

agreed on a route and started off the race. The hare

shot ahead and

ran briskly for some time. Then seeing that he was

far ahead of the tortoise, he thought he'd sit under atree for some time and relax before continuing the

race.


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n He sat under the tree and soon fell asleep. Thetortoise plodding on overtook him and soon finishedthe race, emerging as the undisputed champ.

The hare woke up and realized that he'd lost therace.The moral of the story is that slow and steady winsthe race. This is the version of the story that we've allgrown up with.

n But the story continues.


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n The hare was disappointed at losing the race and he

did some soul-searching. He realized that he'd lost

the race only because he had been overconfident,

careless and lax. If he had not taken things forgranted, there's no way the tortoise could have

beaten him. So he challenged the tortoise to another

race. The tortoise agreed.

n This time, the hare went all out and ran withoutstopping from start to finish. He won by several

miles.


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n The moral of the story? Fast and consistent will

always beat the slow and steady. If you have two

people in your organization, one slow, methodical

and reliable, and the other fast and still reliable atwhat he does, the fast and reliable chap will

consistently climb the organizational ladder faster

than the slow, methodical chap.

n It's good to be slow and steady; but it's better to befast and reliable.


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n

3. But the story doesn't end here. The tortoise

did some thinking this time, and realized thatthere's no way he can beat the hare in a race

the way it was currently formatted. He thought

for a while, and then challenged the hare to

another race, but on a slightly different route.


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n The hare sat there wondering what to do. In

the meantime the tortoise

trundled along, got into the river, swam to theopposite bank,

continued walking and finished the race.


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n The moral of the story? First identify your

core competency and then change the

playing field to suit your core competency.

n The story still hasn't ended.


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n 4. The hare and the tortoise, by this time, had

become pretty good

friends and they did some thinking together.Both realized that the

last race could have been run much better.

So they decided to do the

last race again, but to run as a team this time.


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n They started off, and this time the hare

carried the tortoise till the riverbank. There,

the tortoise took over and swam across withthe hare on his back. On the opposite bank,

the hare again carried the tortoise and they

reached the finishing line together. They both

felt a greater sense of satisfaction than they'dfelt earlier.


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n The moral of the story? It's good to be

individually brilliant and to have strong core

competencies; but unless you're able to workin a team and harness each other's core

competencies, you'll always perform below

par> because there will always be situations

at which you'll do poorly and someone elsedoes well.


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n Teamwork is mainly about situational

leadership, letting the person with the

relevant core competency for a situation takeleadership.

There are more lessons to be learnt from this

story.


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n Note that neither the hare nor the tortoise

gave up after failures.

The hare decided to work harder and put inmore effort after his failure.


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n The tortoise changed his strategy because he

was already working as hard as he could. In

life, when faced with failure, sometimes it isappropriate to work harder and put in more

effort. Sometimes it is appropriate to change

strategy and try something different. And

sometimes it is appropriate to do both.


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n The hare and the tortoise also learnt another

vital lesson. When we stop competing against

a rival and instead start competing againstthe situation, we perform far better.


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To sum up, the story of the hare and

tortoise teaches us many things.

n Chief among them are that fast and consistent will

always beat slow and steady;

n work to your competencies;

n pooling resources and working as a team will always

beat individual performers;

n never give up when faced with failure; and finally,

n compete against the situation not against a rival.


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GOOD LUCK AND THANK YOUGOOD LUCK AND THANK YOU

Paradigms&Perspectives STM

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