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05/10/11 Suresh P. Nair, Professor & Head, ECE DepartmentRoyal College of Engg.
h e A r t f e l fE m p l o y
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05/10/11 Suresh P. Nair 2
E m p l o y a b i l i t ym p l o y a b i l i t y
m p l o y a b i l i t y i s a s e t o fc h i e v e m e n t s ,k i l l sn d e r s t a n d i n g s a n d p e r s o n a lt t r i b u t e s h a t m a k e s t u d e n t so r e l i k e l y t o g a i n e m p l o y m e n tn d b e s u c c e s s f u l i n t h e i r .h o s e n o c c u p a t i o n s
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05/10/11 Suresh P. Nair 3
a c t o r s n e e d e d t o e n s u r e g e t t i n g a:e l l p a i d j o b a r e e l e v a n t Q u a l i f i c a t i o n s a n d.x p e r i e n c e .n t el l i g e n c e a n d k n o w l e d g e r e a t i v i t y a n d a d y n a m i c.e r s o n a l i t y n e h a s t o b e s m a r t t o u n d e r s t a n d, .h a t w o u l d w o r k w h e r e a n d w h e n
e c r u i t e r s E x p e c t a t i o ne c r u i t e r s E x p e c t a t i o n
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// Suresh P. Nair 4
N e e d se e d s. u a l i t y o f K n o w l e d g e a n d S k i l l. o m m u n i c a t i o n S k i l l.A t t i t u d e. h e 7 H a b i t s o f h i g h l yf f e c t i v e p e o p l e. t r e s s M a n a g e m e n t. m o t i o n a l Q u o t i e n t. h a n g e M a n a g e m e n t
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// Suresh P. Nair
u a l i t y o f K n o w l e d g eu a l i t y o f K n o w l e d g e a l u e o f P r o f e s s i o n a lK n o w l e d g e o n c e p tu a l L e a r n i n g o o d A c a d e m i c R e c o r d m po r t a n c e o f b a s i c s l a r m o n S o c i a lC o m m i t m e n t
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05/10/11 Suresh P. Nair 6
T h o u g h tT h o u g h t m a n i s s e l d o m b e t t e r t h a n h i sc o n v e r s a t i o n
- e r ma n P ro v er b
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05/10/11 Suresh P. Nair 7
:o m m u n i c a t i o n :o m m u n i c a t i o nD e f i n i t i o ne f i n i t i o n
o m m u n i c a t i o n a c t o f m p a r t i n g i n f o r m a t i o n f o rh e p u r p o s e o f e v o k i n gn d e r s t a n d i n g
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05/10/11 Suresh P. Nair 8
o m m u n i c a t i o n S k i l lo m m u n i c a t i o n S k i l l % W O R D S o r d s a r e o n l y l a b e l s a n d t h ei s t e n e r s p u t t h e i r o w n
n t e r p r e t a t i o n o n s p e a k e r s w o r d s %8 P A R A L I N G U I S T I C h e w a y i n w h i c h s o m e t h i n g i s s a i d- ,h e a c c e n t t o n e a n d v o i c eo d u l a t i o n i s i m p o r t a n t t o t h e.i s t e n e r %5 B O D Y L A N G U A G E
h a t a s p e a k e r l o o k s l i k e w h i l ee l i v e r i n g a m e s s a g e a f f e c t s t h e
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05/10/11 Suresh P. Nair 9
a r r i e r s i na r r i e r s i nC o m m u n i c a t i o no m m u n i c a t i o n i s a g r e e m e n t b e t w e e n v e r b a l a n d-o n v e r b a l m e s s a g e s e g a t i v e S e l f I m a g e a c k o f F e e d b a c k a c k o f M o t i v a t i o n a n d T r a i n i n g a n g u a g e a n d V o c a b u l a r y L e v e l a c k o f S e l f A w a r e n e s s
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05/10/11 Suresh P. Nair 10
n t e r p e r s o n a l S k i l l sn t e r p e r s o n a l S k i l l s
e o p l e a r e O K e o p l e a reD I F F E R E N T
e o p l e c a n T H I N K
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F a v o r i t ea v o r i t e
h o i s y o u r f a v o r i t e t e a c h e r ?
h i c h p r e d o m i n a n t q u a l i t y m a d e/o u t o f e e l t h a t h e s h e a so u r f a v o r i t e ?
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Knowledge Skill Attitude
Most
Importa
nt
So work more on ATTITUDE development
Attitude is a key factor in effectiveness
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h a t i s A t t i t u d e ?h a t i s A t t i t u d e ? t i s a n o u t w a r dx p r e s s i o n( h r o u g h b o d y)e s t u r e s o f o u r.t a t e o f m i n d t i s a m i r r o r o f.h e m i n d t r e f l e c t s o u r
.h i n k i n g
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he world is
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05/10/11 Suresh P. Nair 19
THE ICEBERGHE ICEBERGHOW MUCH DO YOU SEE OF ANICEBERG?
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05/10/11 Suresh P. Nair 20
THE ICEBERGHE ICEBERGONLY 10% OF ANYICEBERG IS VISIBLE.THE REMAINING 90%IS BELOW SEALEVEL.
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THE ICEBERGHE ICEBERG
SEALEVEL
10 %
90 %
VISIBLEABOVE SEA
LEVELINVISIBLE
BELOW SEALEVEL
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THE ICEBERGHE ICEBERG
SEALEVEL
KNOWLEDGE&
SKILLS
ATTITUDE
UNKNOWNTO OTHERS
KNOWNTO OTHERS
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THE ICEBERGHE ICEBERG
SEALEVEL
BEHAVIOR
VALUES STANDARDS JUDGMENTSATTITUDEMOTIVES ETHICS - BELIEFS
KNOWNTO OTHERS
UNKNOWNTO OTHERS IMPACT
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05/10/11 Suresh P. Nair 2
o s i t i v e A t t i t u d eo s i t i v e A t t i t u d eQ u o t e su o t e s ,f y o u d o n t l i k e s o m e t h i n g. h a n g e i t I f y o u c a n t c h a n g e, . t c h a n g e y o u r a t t i t u d e D o n t.o m p l a i n h e m o s t s i g n i f i c a n t c h a n g e i n ae r s o n s l i f e i s a c h a n g e o f
.t t i t u d e R i g h t a t t i t u d e s.r o d u c e r i g h t a c t i o n s ,f y o u r e a l l y w a n t t o b e h a p p y.o b o d y c a n s t o p y o u
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05/10/11 Suresh P. Nair 25
o s i t i v e A t t i t u d eo s i t i v e A t t i t u d eQ u o t e su o t e s - -h e t h e r a g l a s s i f h a l f f u l l o r h a l f,m p t y d e p e n ds o n t h e a t t i t u d e o f.h e p e r s o n lo o k i n g a t i t o u w i l l o n l y g o a s f a r a s y o u t h i n k.o u c a n go h e b i g g e s t m i s t a k e o f a l l i s t ov o i d s i t u a t i o n s i n w h i c h y o u.i g h t m a k e a m i s t a k e , ,t t i t u d e n o t a p t i t u d e d e t e r m i n e s
.o u r a l t i t u d e
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26
YOUOUAREREYOUOU
T H O U G H T SH O U G H T SBEA
WARE
OF...
&
BECARE
FUL
ABOU
T...
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05/10/11 Suresh P. Nair 27
Thoughts WordsActions
Habits CharacterI F EI F E
WE ARE OUR THOUGHTSOUR THOUGHTS
MAKE OUR LIFE
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05/10/11 Suresh P. Nair 28
he habits f highly effectivepeople
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You are respons able:
able to choose your
Habit 1:
Be proactive
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05/10/11 Suresh P. Nair 30
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Circle of Concern
Circle of influence
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Proactive people focus their efforts in their circle,of influence causing the circle of influence to
increase
Reactive people focus their effort in the circle of.concern The negative energy generated by that focus
causes the circle of influence to shrink
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You can choose yourlanguage
Reactive
I must
If only
They
made me
If I had
Proactive
I prefer
I will
I choose
I can be
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Habit 2:
Begin with the end in
mind
attles are won firstn the mindsefore the are won in
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h o h a s a l i f e t h a t i sh o h a s a l i f e t h a t i so v e r n e d b y t h e c l o c k ?o v e r n e d b y t h e c l o c k ?.. o r k d e a d l i n e so r k d e a d l i n e s.. t u d y c o m m i t m e n t st ud y c o m m i t m e n t s.. &x a m s a s s i g n m e n t s&x a m s a s s i g n m e n t s.. i m e w i t h f r i e n d si m e w i t h f r i e n d s.. a m i l y t i m ea m i l y t i m e.. /o y f r i e n d g i r l/o y f r i e n d g i r lf r i e n dr i e n d.. E x e r c i s i n gx e r c i s i n g.. R e l a x i n ge l a x i n g.. e a l t h a p p o i n t m e n t se a l t h a p p o i n t m e n t s.0 .0 o b b i e s I n t e r e s t so b b i e s I n t e r e s t s.1 .1 p o r t i n g T e a m M e m b e rp o r t i n g T e a m M e m b e r
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!i f e C a n B e B u s y H o w w e m a n a g e!i f e C a n B e B u s y H o w w e m a n a g eu r t i m e c a n m a k e t h e d i f f e r e n c eu r t i m e c a n m a k e t h e d i f f e r e n c ee tw e e n e f f e c t i v e n e s s a n de tw e e n e f f e c t i v e n e s s a n d.t r e s s f u l n e s s .t r e s s f u l n e s s
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l a y i n g t h e B a l a n c i n gl a y i n g t h e B a l a n c i n ga m ea m e e ar ni ng t o p r i o r i t i zen d m a n a g e ou r t i m ef f i c i e n t ly c an b e ,e r y d i f f ic ul t t o do
e a r e o f t e n p u l l e dn d i f f e r en ti r e c t i o n s w i t h ae v e r e n di n g a m o u n t.f t h i n gs t o d o o w ma ny o f u s f e eli k e we a r e o f t e nno we d u nd e r w i t h,ch oo l wo r k an do m m i t m e n ts t or i e n d s a nd f a m i ly ?
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Habit 3:
Put first things first
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The key to time
management is not
to prioritize whats
on your schedule
but to schedule your
priorities
Its almost impossible to say NO to the non
important matters, if you dont have a bigger
YES burning inside
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05/10/11 Suresh P. Nair 0
t i s a b o u t l e a r n i n go p r i o r i t i z e a n da n a g e y o u r t i m eo t h a t y o u r f i r s t[h i n g s Y o u rr e a t e s t ]r i o r i t i e s c o m e
, .i r s t n o t l a s t
u t F i r s t T h i n g s F i r s tu t F i r s t T h i n g s F i r s t
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Things which matter most should never
be at the mercy of things which matter
least
Goethe
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. Crisis. ressing problems
. -eadline driven,rojects,eetingspreparations
. Preparation. Prevention
. aluesclarification. Planning
. elationshipbuilding. -rue re creation
. Empowerment. ,nterruptions
ome hone calls. ,ome mail someeports. ome meetings. ,any proximateressing matters
. ,rivia busywork
. ome phone calls. ime wasters
. scapeactivities. rrelevant mail
. xcessive TV
I III
IIIII IVV
Urgent ot Urgent
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heProcrastinator
:esultsStressBurnout risis management lways puttingut fires
Urgent
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III
The
Yes-man
:esults -hort term focus risis management ee goals and plans asworthless ,eel victimized out ofcontrol hallow or brokenrelationshipsUrgent
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IV
The
Slacker
:esults otalirresponsibility ired from jobs ependent onothers
ot Urgent
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II
TheEffective Man
:esults ,ision perspectiveBalanceDisciplineControl ew crises
ot Urgent
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05/10/11 Suresh P. Nair 7
What is the lesson?
1 Identify big rocks( ).q2
2 Schedule these!FIRST3 Surround with
.other
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o how do we change?o how do we change?
Spend less time in Q1.Say no to Q3.Reduce the time spent Slacking off Q4.Gain increased time in Q2.
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Habit4: Think Win/win
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Lose/WinLose/Win
High
High
Low
Low
Win/WinWin/Win
Lose/LoseLose/Lose Win/LoseWin/LoseCON
SIDE
RA
TIO
N
CON
SIDE
RA
TIO
N
LowLow HighHigh
COURAGECOURAGE
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Its not your way or my way, its a better
wa
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Habit 5:
Seek first to
understand, then to be
understood
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Walk a mile in others shoesbefore you say
noto their request for
new shoes
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Habit 6:
Synergize
The whole is greater
than the sum of its parts
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T e a me a m
T Together E Everyone
A Achieves M Maximum
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e l p f u l T e a m B e h a v i o u re l p f u l T e a m B e h a v i o u r e e p i n g t h e pe a c e e i n g a f r ie n d e i n g e nt hu s i a s t i c i v i n g op i n i o n s e n e r a ti n g i d e a s I n i t i a t i n g o lv i n g p ro bl e m sl o g i c a l l y el i e v i n g te ns i o n w it hh u m o r e e k i n g a p p r ov al n c o u r a gi ng ot he rs
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05/10/11 Suresh P. Nair 57
A r e t he r e 12 o r 13peop le?
E n t h u s i a s mn t h u s i a s m
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Habit 7:
Sharpen the Saw
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05/10/11 Suresh P. Nair 59
h a t i s S t r e s s ?h a t i s S t r e s s ? t r es s i s a s yc ho l o g i c a l a ndh ys io lo gi ca l re sp on seo e ve n t s t h a t u p s e t
u r pe r s o n a l b a l a n c e.n s om e w a y t r es s a f f e c t s th e,s y c h o l o g i c a l
,i ol ogi ca l p h y si ca ln d soc ia l f un ct i o n i n g.f a pe rs on t r es s i s no t i n o u r
,n v i r o n m e n t u t i t i su t i t i s
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DEFINITION
S = P > RStress occurs when the pressure is greaterthan the resource
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05/10/11 Suresh P. Nair 61
i p s t o m a n a g e t h ei p s t o m a n a g e t h eS t r e s st r e s s .e c og ni z e th e s ou r c e o f s t r e s s n d er st a n d t h e re a c t i o n s o f st re ss in y o u r.o dy a n d m i n d .e c og ni z e pe rs o n a l c o n t r i b ut io n to s t r e s s .d e nt ify y o u r s tr e n g th a n d w e a k n e ss .i x y o u r g o a l a n d be f ir m hi n k th ro ug h t he c o n s e q u e nc es o f y ou r.c t i o n c c ep t t ha t st r e s s i s c om mo n i n li f e a n dv er y o n e ne ed s t o de a l w i t h i t in a n.f fe c ti ve a n d p o s i t i ve w ay .o no t s ay ye s w he r e y o u w a n t t o s ay no
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05/10/11 Suresh P. Nair 62
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05/10/11 Suresh P. Nair 63
E x e r c i s ex e r c i s e 1 0 0 0 4 0 1 0 0 0 3 0 1 0 0 0 2 0 1 0 0 0 + 1 0
Chance for making mistakesat
IMPORTANT DECISIONSTAGES
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05/10/11 6
IQ v/s EQQ v/s EQ(Intelligence Quotient v/s EmotionalIntelligence Quotient v/s EmotionalQuotient)uotient) h e r e s e a r c hh o w s t h a t I Q
a n h e l p y o uo b e u c c e s s f u l t oh e e x t e n t o f0 p e r c e n t .n l y i n l i f eh e r e s t o f 8 0e r c e n t u c c e s se p e n d s o n
80%
EQ
20%
IQ
Suresh P. Nair
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05/10/11 Suresh P. Nair 65
Anyone can be angrythat is easy. But to
be angry with the right person, to the rightdegree, at the right time, for the right
purpose, and in the right way that is noteasy.
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05/10/11 Suresh P. Nair 66
n g e r C o n t r o ln g e r C o n t r o lT e c h n i q u e se c h n i q u e s a l k t o s o m e o n e a b o u t w h a t m a k e s y o u.n g r y h i n k o f t h e d i f f e r e n t w a y s t h e
.r r i t a t i n g i s s u e c a n b e s e e n ,o s o m e p h y s i c a l e x e r c i s e d a i l y i t.i l l r e l a x y o u r m i n d ,e t i n v o l v e d i n s o m e w o r k w h i c h y o u
.i k e t o d o .r a c t i c e r e l a x a t i o n o n a d a i l y b a s i s a k e a f e w d e e p b r e a t h e s t o c a l m.o u r s e l f a l k t o s o m e o n e w h o i s c o p i n g w i t h
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05/10/11 Suresh P. Nair 67
ou reoing to!et hit
he Problem With Dodginghe Problem With DodgingBulletsullets
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05/10/11 Suresh P. Nair 68
ear Bulletproof Armor
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05/10/11 Suresh P. Nair 69
Bulletproof ArmorBulletproof Armor
Comes fromComes from
SELF CHANGE
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Past is history
Future is mysteryPresent is the gift of God
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Live in the presentBe in the present
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05/10/11 Suresh P. Nair 72
h e b e a u t i f u l h e b e a u t i f u l d e we w d r o p sr o p s D e a m B I G u r d r e a m s l i m i t o u ra c h i e v e m e n t s E j o y L i f e a v e f u n i n e v e r y a c t i v i t y W r k H a r d o c r e a t e h i s t o r y
n y t w o o u t o f t h e s e t h r e e i so t a n o p t i o n
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05/10/11 Suresh P. Nair 73
e m e m b e r a b o u t t h e L i f ee m e m b e r a b o u t t h e L i f eS k i l l sk i l l s t t i t u de B u il di n g -e c i s i on M ak in g S k i l ls n te rp er so na l S kil ls i m e M an a ge me n t Sk il ls t r e s s Ma n a g e m e n t Sk il l s n g e r Ma n a g e m e n t S k i l ls o a l se t t i n g s k i ll s e a mw or k s k i l l s ea de rs h i p s k i l l s ha ng e M a n a g e m e n t S k i ll s
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ntellectual Skills
CommunicationSkills ife Skills
EffectiveffectiveEmployabilmployabil
ityty
ALL THE BEST
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THANK YOUTHANK YOU
for your patientfor your patient
listeninglistening
ALL THE BEST
IN THE
JOURNEY OF YOUR LIFE
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