INSTITUTE OF AERONAUTICAL ENGINEERING

(Autonomous)
Dundigal, Hyderabad -500 043

INFORMATION TECHNOLOGY

LECTURE NOTES

Course Title SOFT SKILLS AND INTERPERSONAL COMMUNICATION

Course Code AHSB18

Program B.Tech

Semester SIX
Course Type
Foundation
Regulation
IARE –R18

Theory Theory
Course Structure
Lectures Lectures Lectures Laboratory Laboratory

3 1 4 - -

Course Coordinator Dr. Sudeepthi Dondapati, Associate Professor

COURSE OBJECTIVES:

The students will try to learn:

I effective communication skills (spoken and written)

II to develop all-round personalities with a mature outlook to function effectively in different
circumstances
III to develop self-confidence by mastering inter-personal skills, team management skills, and
leadership skills
IV effective presentation skills, resume writing and interview skills

1
COURSE OUTCOMES:

After successful completion of the course, students will be able to:

Knowledge Level
(Bloom’s
Course Outcomes
Taxonomy)
CO 1 Understand the significance of soft skills and use them in daily life Apply
CO 2 Understand and appreciate the importance of Johari window as a tool to Understand
understand themselves and see themselves as others perceive them.
CO 3 Make use of techniques for self-awareness, goal setting and self-development. Apply
CO 4 Understand the importance of assertiveness for one’s emotional and personal Understand
growth.
CO 5 Understand the importance of leadership skills to enable students to lead from Apply
the front.
CO 6 Understand the importance of time management, stress management and Understand
presentation skills.
CO 7 Apply business etiquette skills effectively an engineer requires. Apply
CO 8 Understand the nuances of body language and help students improve their body Apply
language along with interpersonal relations.
CO 9 Apply the conceptual understanding of communication and human ethics into Analyze
everyday practice.
CO 10 Understand written communication skills through cover letter, resume writing Apply
and interview skills.
CO 11 Understand the importance of teamwork, problem solving and group Apply
discussions skills.

2
 MODULE-I

SOFT SKILLS AND PERSONALITY DEVELOPMENT

SOFT SKILLS

Most welcome to the course entitled Soft Skills. The very first lecture is entitled Introduction to Soft Skills.
Soft Skills nowadays is not a new term as you hear it quite often by your friends, relatives, and in various
other circles you often attend.
Youth unemployment has been the subject of many news articles over the last couple of years, and many
of these reports state that two of the key reasons why young people are struggling to find suitable jobs
after graduation are a poor level of English and a lack of soft skills. Employers today are paying more and
more attention to soft skills, sometimes also referred to as 21st century skills, but the term is often
interpreted differently by different people.
Essentially, soft skills refer to both character traits and interpersonal skills that will influence how well a
person can work or interact with others. If that sounds a rather large and vague area, that’s because it is,
and the term soft skills covers a wide spectrum of skills as diverse as creativity, time management, problem
solving and emotional intelligence. In fact, the World Economic Forum Future of Jobs report last year
suggested that by 2020, complex problem-solving, critical thinking, creativity, people management and
emotional intelligence would be among the most important skills required in the workplace.
School leavers and university graduates may feel concerned that obtaining good academic qualifications
and learning easily measured hard skills (for example, writing skills, how to use certain software,
knowledge of accounting, etc.) is no longer enough to secure a job. Now, they will also need to demonstrate
a number of soft skills in order to succeed in the workplace. However, there are ways to work on
developing such skills while doing other activities. For example, enrolling on an English course in a
language school that uses modern communicative teaching will give students the opportunity to develop
certain soft skills as they learn.
During speaking activities, students are often encouraged to react to the person speaking and ask questions
to keep the conversation moving, both of which are useful active listening techniques. Also, many
classroom activities involve students working in pairs or groups and this provides the opportunity to
collaborate effectively with others, practise turn-taking or negotiation. Furthermore, given that many
classroom activities require tasks to be completed within a certain time limit, students will get the chance
to work on time management
Emotional intelligence is all about understanding your emotions and those of the people around you and
also the ability to manage emotions. In today’s world, the way we communicate is more important than
ever, and we need to be able to understand how people feel about things using clues from either body
language or the choice of words. In the English classroom, students can practise this by paying attention
to the tone of voice, facial expressions and so on.
The English classroom may also often involve discussion or essay writing activities. Sometimes in these
activities, students are asked to give their opinion on certain topics and support this opinion with evidence
or ideas. This kind of activity allows students to develop both their critical thinking skills and confidence
in expressing opinions. Alternatively, students may be asked to suggest a solution to an issue, which allows
them to work on problem solving skills.
Definition and Need for Soft Skills
Definition

Soft skills are the personal traits that allow you to be mentally elastic, to adapt to new situations, and to be
an excellent communicator and creative problem solver. Personal qualities that enable you to communicate
well with other people. Candidates should demonstrate soft skills, such as team work, enthusiasm,
emotional intelligence and many other essential components.

Need for Soft skills

The face of the corporate world is changing. the face of the corporate world is also changing, wherein the
need-of-the-hour is to have state-of-the-art professionals who are agile enough to meet the growing
demands of the industry. These professionals, if trained properly, can gain amazing dexterity in dealing
with various on- the-job situations. Each individual carries within himself/herself a mine of potentials,
which if tapped properly can create astonishing results. It is more and more important for individuals to
have a strong grasp of the various soft skills that are required in the business world.
In this competitive world, work isn’t limited to just what’s offered to you by your boss. It requires you to
solve the problems creatively, give ideas for better business, save time, handle conflicts, maintain a
peaceful and optimistic environment in the workplace, etc.

A doctor is required to have an extensive repertoire of hard skills, especially the ability to diagnose and
prescribe treatments for an array of ailments. But a doctor who does not have the soft skills of emotional
intelligence, trustworthiness and approachability is not likely to be very highly regarded by their patients.
A productive and healthy work environment depends on soft skills. After all, the workplace is an
interpersonal space where relationships must be built and fostered, perspectives must be exchanged and,
occasionally, conflicts must be resolved.

Personality development

Personality is to Man What Perfume is to Flower- Charles Sehwab

One’s social values, interpersonal relationship, problem solving ability etc., incorporate the personality of a human being.
According to the Oxford dictionary the meaning of personality is given as ‘The combination of characteristics or qualities
that form an individual’s distinctive character’

The word personality derives from the Latin word that is persona, and which means mask. Everyone you
find wears a mask. You may find a person having very good features, but yet he may not have a very good
personality. One may wear a very good dress, yet he cannot be called a person having a good personality.
Personality can refer to a set of qualities that make an individual look distinct from others. On many
occasions, you might have found a person appearing to be very happy and you may call him to be one
having a good personality. But since you do not know about his qualities, it would rather be an early
judgment to term that person as a good personality. Personality actually comprises a set of emotional
qualities, attitudes, values, beliefs, communication skills, ways of thinking and behaviour.
Even though two people wear the same dress, but their mindsets can be different. There are persons who
may appear very gruff, very rough, but the inside of the person mayhave an ocean or a fountain of
kindness. Let us here be reminded of what Shakespeare in one of his famous phrases says: “One may
smile and smile and be a villain”. Meaning thereby, if you find a person smiling you may consider him
to be very cheerful, but the inside of the person may be different. He might be having a very different
design; he maybe very cruel though he might look he might appear to be very kind from outside.

Personality actually helps you to cultivate flexibility. At the workplace, you will find things become
different on different occasions. And you will find, since, we are living in an age where things change
fast, the way people will react to it, and sometimes if you are pursuing a faith or if you are having an
opinion or a sort of attitude that is rigid. You willfind, it becomes very difficult to survive. Hence, you
have to survive, so, you have to cultivate flexibility persuasion, compassion and diplomacy. And all
these you will beable to have only when you can understand what makes a personality. What are the
different layers in human mind that actually prompt us to think differently on different occasions?

According to the theory given by Freud, behavior is the result of science that can be studied in psychology.
And psychology is the science of behavior. Sigmund Freud proposes three major Systems of personality.

Our personality comprises ID, the Ego, and the Superego. Freud says people at times react in an
unconscious state. And that is why every individual has three major systems. And personality is constituted
by these 3 systems.

The first among them is the ID. The second is the ego and the third is the superego.
What is ID? ID is the reservoir of all knowledge. All of us when we are born, we are born with some
traits. And these traits are psychological.
ID is a true psychic reality. ID is the matrix under which the ego and the superego also function. You will
often find that ID is a sort of subjective realization. It is full of emotions you want to do something, and
you want it by all means. This is the function of the ID, and when the ID tends it cannot tolerate any
tension. It is a world of subjective experience. It operates through a pleasure principle. When you want
to attain something through ID, you will find it does not distinguish between what is right and what is
wrong. It acts according to the pleasure principle and for this pleasure principle, it performs in two ways.
When you find that you are in a position, when you cannot bear the tension and you are in an embarrassing
situation, you suddenly take a sort of relief and that relief is done either through the natural processes of
sneezing or blinking.
The ego is 'that part of the id which has been modified by the direct influence of the external world.'
(Freud, 1923, p. 25). The ego develops to mediate between the unrealistic id and the external real world.
It is the decision-making component of personality. Ideally, the ego works by reason, whereas the id is
chaotic and unreasonable. The ego operates according to the reality principle, working out realistic ways
of satisfying the id’s demands, often compromising or postponing satisfaction to avoid negative
consequences of society. The ego considers social realities and norms, etiquette and rules in deciding how
to behave.
Like the ID, the ego seeks pleasure (i.e., tension reduction) and avoids pain, but unlike the ID, the ego is
concerned with devising a realistic strategy to obtain pleasure. The ego has no concept of right or wrong;
something is good simply if it achieves its end of satisfying without causing harm to itself or the ID.

The superego incorporates the values and morals of society which are learned from one's parents and
others. It develops around the age of 3 – 5 years during the phallic stage of psychosexual development.
The superego consists of two systems: The conscience and the ideal self. The conscience can punish the
ego through causing feelings of guilt. For example, if the ego gives in to the id's demands, the superego
may make the person feel bad through guilt.
The superego's function is to control the id's impulses, especially those which society forbids, such as sex
and aggression. It also has the function of persuading the ego to turn to moralistic goals rather than simply
realistic ones and to strive for perfection.
Importance of Personality Development

A great overall personality is very important in the life of an individual. Everyone is influenced by an
attractive personality. Whether it is an interview for a job or having a conversation within your friend
circle, there are certain traits and characteristics that you must possess to make your mark and have an
impressive conversation. Without influencing others, you can’t get success in today’s competitive world.
It is difficult to achieve a job without influencing the interviewers with your personal as well as
professional skills, also if you are business you need to influence your clients and make them believe in
you. Therefore, the importance of personality development has risen very much. These days every good
public school is careful about the personality development of its students.
The person having a good personality can move through the difficulties with more confidence. However,
the importance of personality development includes:

Gives Confidence: A great personality tends to give a boost to your confidence. When you know you are
appropriately attired and groomed, this makes you less anxious when meeting a person. Knowing the right
things to say and how to conduct yourself will increase your confidence. If you are in full confidence and
well in command of the situation then it becomes really easy for you to give out your best performance.
Confidence out of your personality gives you a boost that leads to a situation of easiness for you and you
are able to control all your anxiety and fears and perform fearlessly. Also, your confidence enables you to
have a hassle-free conversation or if you are going to give a speech it is very important for you to be
confident to engage your listeners.

Improves Communication Skills: A lot of emphases is given to improving communication skills during
personality development. Possessing good communication skills is very important both for personal and
professional life. People are more receptive to what you say if they are impressed with your personality.
Verbal communication skills are also part of personality development; improving your speech will
strengthen the impact of your message. Also along with your speaking and language skills, a lot of
emphases is laid on improving pronunciation and vocabulary. At the same time, effective communication
also includes being a good listener.

Helps to develop Positive Attitude: Positive attitude is really important for one to progress in life. A
person with a positive attitude always looks at the brighter side and is always on a developmental path. An
individual with a negative attitude finds a problem in every situation. Rather than cribbing and criticizing
people around, analyze the whole situation and try to find an appropriate solution for the same. Remember,
if there is a problem, there has to be a solution as well. Never lose your cool. It would make the situation
worse. Developing a positive attitude even in a hopeless situation is the part of personality developmental
program.

Makes you Credible: It is very important to have a proper dressing sense and picking up right dress for
you. Despite the saying that you don’t judge a book by its cover, people do tend to judge people by their
clothing and how it is worn. Also, your dress plays a great deal of role in your overall looks and your
confidence as well. This does not mean buying expensive clothes will do the whole job. You need to be
very careful while picking up clothes for yourself. We all know people who look shabby in expensive
clothes. There are also people who look great even if their attire is inexpensive. Because of this, you must
know what to wear and you must be aware of other aspects of enhancing your physical features.

Improving Personality: Competition is increasing day by day and there is no less of talented individuals
possessing high academic results and willing to work hard to achieve their goals. You cannot win by talent
and hard work alone these days apart from these two there is a strong need of good personality too.
Personality development is a crucial ingredient for success that you must obtain to be successful in your
life. Most of the people you see as models of great personality have taken a lot of effort in developing their
natural features. Personality development helps you develop an impressive personality and makes you
stand apart from the rest. As discussed earlier personality development also plays an essential role in
improving one’s communication skills and focus to be a good listener as well. Individuals ought to master
the art of expressing their thoughts and feelings in the most desired way through personality development.
Personality development makes you a confident individual who is appreciated and respected wherever he
goes. However few tips to improve personality include:

Gain Knowledge: As the saying goes, knowledge is power. It is very true that knowledge is power, and
is very important in today’s competitive world. Nobody is impressed with a person who doesn't have
the knowledge about his work as well as surroundings and doesn’t even know what is happening around
the world. These days if you are not informed, then you are considered to be a fool whom no wise man or
woman would like to befriend or follow. Therefore, it becomes necessary for an individual to enrich their
general knowledge, and to master the field in which they are working. It is very important to keep yourself
updated with the knowledge of events around the world, you can enhance your knowledge by reading a
newspaper, watch informative programmes on television, news-channels, reading books and magazines
and being part of active conversations within your friend circles.

A Healthy Body: An important part of personality is your appearance and your physical health. It is very
important to maintain a good physical health for a good personality as well as for a healthy life. A body
burdened with a disease may get pity for others but it is very difficult for that person to maintain an
attractive personality. It is very important to work out regularly and maintain a healthy physique. A healthy
and smart look is absolutely essential to create an impact. And if you work on it you can easily attain it.
Take exercise regularly, play games or go for a morning walk whatever suits your body and psychology.
Eat a balanced diet with fresh fruits and vegetables.

Dress Smartly: As told earlier, physical appearance plays an important role in your personality. A smartly
dressed person is admired everywhere. It is not always that only expensive clothes are the best. You should
pay a great deal of attention while choosing the right clothing for you ones that suits your physique and
you are comfortable in wearing also. By observing successful people in any field, you will come to the
conclusion that most of the successful people in almost every field have a keen taste for good dresses. At
the same time it is also important that you should not try to copy someone else, instead, make a style
statement of your own and choose the clothing that you feel comfortable with. Good dresses also prove a
stimulus for the wearer, the person feels more confident and relaxed.

Speaking Style: To have an engaging conversation, it is very important that you maintain a good speaking
style and expressions as well. Most of the successful persons maintain a unique style of speaking. They
speak clearly and forcefully. Be careful that you have a good command of the language you speak. Don't
make grammatical mistakes else you may become a laughing stock. If necessary, take training from a good
teacher. Give extra care to your pronunciation. Speaking power is an essential trait of any good person.
Give others also a chance to speak.

Types of Personality

Extrovert Personality

An extrovert is a person who is bold, ready to face challenges, always communicating, love a lot of fun
and attempting to do anything that seems impossible for others.

Introvert Personality

An introvert is the exact opposite of an extrovert and can be quite shy and reserved in their behavior. A lot
of people go for such types of personality development classes so that they can come out of their introvert
character and be more open to the society. An introvert shies away from every situation possible and does
not like to communicate much with anyone.

Ambivert
One among the different types of personality development is ambivert character. This person is more
diplomatic in his character and acts according to the situation he is in. Such kinds of people face very less
trouble in life because they move according to the situation they are in and find an escape route in every
situation.

Positive
If you have had an opportunity to attend different types of personality development classes, you would
always be recommended to change your character into a positive one. A positive person is always charge
and things only the plus side of life and is willing to take chances. People who maintain a positive attitude
have more chances of succeeding and failing. Maintaining a positive attitude always gives a better
perspective to life and helps a person see beyond hurdles and reach his ultimate goal.

Negative
people who suffer from negative personality may want to go for types of personality development classes
that can change the situation. A person with a negative attitude always thinks that he is going to fail even
if there are no possibilities. The person only sees the negative side of his life and blames others for his
mistakes. There are people who blame themselves for every mistake that is going around in their life even
if the fault is not theirs. It’s very difficult for a negative person to reach success because he is always
worried and scared about the troubles that may come along on his way to success.

Elements of Personality
There are several factors that contribute to our personality. These factors have received greater or less
importance at the hands of different psychologists. Here we shall discuss some of the important elements.
1. Personal appearance.

2. Intelligence.

3. Emotional life.

4. Temperament.

5. Character and moral traits.

Personal Appearance

The size and shape of a person influences his personality. If a man is tall, of good physical proportions,
and well-muscled, his personality is likely to be affected favorably. He is likely to be respected by his
fellows and popular with them.

A physical “deviate” on the other hand, has his own personality problems. By a ‘deviate’ we mean
someone who varies or deviates considerably from the average. A person who is very small, very tall, too
fat or too thin is a deviate. Being a deviate lessens the feeling of confidence and personal worth.

It is true that there can be a relationship between physical development and certain personal attitudes,
especially in the case of deviates. But the fact is that no one can judge personal and intellectual qualities
by physical appearance.

Intelligence

Intelligence is an inborn capacity to perceive the right thing, at the right place, at the right moment. It is
the general mental adaptability to new problems and conditions of life.

Intelligence is certainly an asset. It enables easy adjustment even under difficult circumstances and thus
helps in building up personality. Intelligent people are able to adjust themselves to changing environments
with great ease, efficiency and speed and hence they are said to have good personality.

Emotional Life

The core of an emotional experience is feeling. When feelings violent and the composure of our mind is
disturbed, we have no longer feelings but emotions. An emotion is thus noting but an intense and violent
feeling. Emotions play a very important part in the individual and social life of man.

They determine to a very great extent his physical and mental health. They also determine whether a person
will be liked in the society or will be treated as a nuisance. Emotions are to be sublimated.

They should not be repressed. Repressed emotions give us complexes which further lead to disintegrated
or maladjusted personality.

Temperament

Man may be rational animal, but at times he is extremely emotional also. Intense and violent feeling is
emotional long-drawn-out emotion is a mood. Mood when it becomes permanent influences our
temperament.

Temperament is partly physical and partly mental. Diet and climate also affect our temperament and
temperament affects personality.

Character and Moral Traits

Character is the sum of all tendencies, which the individual possesses. It is the organisation of instincts
and habits under the sentiment of self-regard. If this organisation is strong, character is strong.
It is weak, the character is weak. Character includes our sentiments and habits in the widest sense of the
term. It is the product of the interaction of instinctive dispositions with the physical and social environment
under the guidance of intelligence. Character and the personality of the individual are very closely related.

SWOT Analysis

SWOT analysis is the examination of your (or your organisation’s) situation by looking at Strengths,
Weaknesses, Opportunities and Threats. It has been used by businesses for many years as a strategic
planning tool, because it helps to give you an all-round view of the organisation.

SWOT analysis are however, equally useful on a personal level as a way to identify areas for development,
and as part of career discussions. Its simple format, and easy-to-apply structure mean that it can be used
very easily without support.

A technique that enables organisations or individual to move from everyday problems and traditional
strategies to a fresh prospective. SWOT analysis looks at your strengths and weaknesses, and the
opportunities and threats your business faces. SWOT can help your company face its greatest challenges
and find its most promising new markets. The SWOT Analysis framework is a very important and useful
tool to use in marketing Management and other business applications.

Strengths (Internal, positive factors)

1. Positive tangible and intangible attributes, internal to an organization or individual.
2. Beneficial aspects of the organization or the capabilities of an organization, process capabilities,
financial resources, products and services, customer goodwill and brand loyalty.
Examples - Abundant financial resources, Well-known brand name, Lower costs [raw materials or
processes], Superior management talent, Better marketing skills, Good distribution skills, Committed
employees.
Weaknesses (Internal, negative factors)
1.Weaknesses are the factors which do not meet the standards we feel they should meet. However,
weaknesses are controllable. They must be minimized and eliminated.
Examples - Limited financial resources, Very narrow product line, Limited distribution, Higher costs,
Weak market image, Poor marketing skills, Limited management skills, Under-trained employees.

Opportunities

Are external attractive factors that represent reasons your business is likely to prosper.
1. Chances to make greater profits in the environment - External attractive
factors that represent the reason for an organization to exist & develop.
2. Arise when an organization can take benefit of conditions in its environment to plan and execute
strategies that enable it to become more profitable.
3. Organization should be careful and recognize the opportunities and grasp them whenever they arise.

Examples - Rapid market growth, Rival firms are complacent, changing customer needs/tastes, New uses
for product discovered, Economic boom, Government deregulation, Sales decline for a substitute product.

Threats (external, negative factors)

1. External elements in the environment that could cause trouble for the business - External factors, beyond
an organization’s control.
2. Arise when conditions in external environment jeopardize the reliability and profitability of the
organization’s business.
Examples - Entry of foreign competitors, Introduction of new substitute products, Product life cycle in
decline, changing customer needs/tastes, Rival firms adopt new strategies, Increased government
regulation, Economic downturn.

GOAL SETTING

Goal setting is a powerful process for thinking about your ideal future, and for motivating yourself to turn
your vision of this future into reality. Setting goals is a great way to give yourself direction, focus and
motivation

The process of setting goals helps you choose where you want to go in life. Whether your goals are big or
small, the first step in achieving them is deciding what they are by knowing precisely what you want to
achieve, you know where you have to concentrate your efforts & spot the distractions. Defining goals
putting a plan together can yield good results.

Types of Goal Setting

1. Career Goal

Where do you like to reach in your career by what time?

What do you want to achieve?

2. Financial Goal

How much one wants to earn

By what stage?

Understanding how is this related to your career goals

3. Education Goal

Knowledge which one wants to acquire in particular

Information and skills to be acquired and achieved

4.Family Goal

How do you want to be seen by a partner or other member of your family?

One might want to be a good parent

5. Artistic Goal

Do you want to achieve any artistic goals?

6. Attitude Goal

Does any part of your mindset hold you back?

What sort of your behavior upsets you?

7. Physical Goal

There can be athletic goals that one wants to achieve

One wants good health

8. Pleasure Goal

One wants to enjoy for his pleasure

9. Public Service Goal

One wants to make the world a better place.

Mistakes in Setting Personal Goal

1. Incorrect assessment of the present situation

2.Unreasonable criteria for success

3. Absence of seeking advice from peers or layperson

4.Incorrect estimation of resources

5. Making wrong decisions

6. Wrong priorities

Creativity

Creativity is one of the soft skills and is supposed to help develop innovative solutions to problems. It
requires an openness to innovation and mental flexibility. In many sectors, creativity techniques are seen
as a means to an end and are designed to achieve better results. Employees with creativity can find new ways
to perform tasks, improve processes or even develop new and exciting avenues for the business to explore.
Creativity can be used in any role at any level. Creativity is the ability to think about a task or a problem in a new
or different way, or the ability to use the imagination to generate new ideas. Creativity enables you to solve complex
problems or find interesting ways to approach tasks. If you are creative, you look at things from a unique
perspective. You can find patterns and make connections to find opportunities. Types of creative skills include:

• Divergent thinking
• Inspiration
• Imagination
• Reframing
• Mind mapping
• Insight
• Innovation
• Experimenting
• Questioning
• Design
•

Creativity skills for a job interview

In a job interview, listen for behavioral questions that are designed to highlight creative thinking. Here are some
examples:

• Tell me about a time when have you had to think creatively to solve a problem.
 • Can you give an example of an innovative project assigned to you and how you handled it?
• Describe a time when you took an existing process and improved it.

Human Values

“Try not to become a man of success but rather to become a man of value.” – Albert Einstein.

A person’s behaviour is a consequence of specific rules and/or the beliefs he has faith in. Similar to an
individual, our society also runs based on the common beliefs of its people. Societies also come together
to trade, meet, and discuss various subjects related to their people. Somewhere at the core of all this, there
have to be guiding or ruling principles that direct the right and wrong course of action for the individuals. A
human being in his life learns numerous values like sharing and cooperation, equality, social justice,
dignity, freedom, secularism, etc. We, as humans, are a part of many social organizations like schools,
workplaces, markets, businesses, etc.

Ignorance of values causes a person to drift away from the path to his goals, and such people often commit
wrongdoings. Traditionally, this has been a common notion. However, if we say a person’s values and
ethics are shaped according to his upbringing and immediate surroundings, aren’t we blaming society? In
simple words, human values and ethics have a role in building society as we see it and vice versa.

Professional Ethics

A Profession is when many people follow the same kind of occupation and are related to each other as a
part of an organized team or company. These professionals are bound to their professions and colleagues
by moral principles. Professional ethics are characterized by the individual responsibilities, obligations of
the employees and owners, and related professionals of any organization. They are accountable for their
actions to their colleagues, clients, and customers as well as society.
 MODULE-II

COMMUNICATION SKILLS

Communication Skills

Introduction

What is communication? Communication is a basic feature of life. It allows us to convey thoughts,

opinions, emotions and vital information in different forms. Everything around us- living and non-living
communicates with us in different ways. Our minds and senses have to be tuned to understand what is
being communicated and intelligence to utilize this information. In modern times, communication has
gained immense significance. Different types of communication skills are essential for our jobs, business,
social and family relationships and defence against danger, among others. Therefore, it is highly imperative
to know about different types of communication. Indeed, effective communication skill is vital to
prosperity and well-being.

Communication skills are the abilities you use when giving and receiving different kinds of information. Some
examples include communicating new ideas, feelings or even an update on your project. Communication skills
involve listening, speaking, observing and empathizing. It is also helpful to understand the differences in how to
communicate through face-to-face interactions, phone conversations and digital communications like email and
social media.

Communication is the process of passing information from one person to another. The purpose of
communication understands of information. Whatever one wants to say to someone should be clearly
understood by him else the very purpose of the communication would be defeated.

Communication and its purpose

In an organisation communication facilitates the flow of information and understanding between different
people and departments through different media using all the channels and networks. This flow of
information is vital for managerial effectiveness and decision making in general and for human resource
manager in particular as he has to be in contact with the managers of various departments, employees and
workers and trade union leaders.
Communication thus helps understand people better removing misunderstanding and creating clarity of
thoughts and expression. It also educates people. The communication may be written or oral, formal,
informal, and upward, downward, horizontal, diagonal, interpersonal, intrapersonal, interdepartmental,
intra-organisational.

Coordination
It is through communication the efforts of all the staff working in the organization can be coordinated for
the accomplishment of the organizational goals. The coordination of all personnel’s and their efforts is the
essence of management which can be attained through effective communication.

Learning Management Skills

The communication facilitates flow of information, ideas, beliefs, perception, advice, opinion, orders and
instructions etc. both ways which enable the managers and other supervisory staff to learn managerial
skills through experience of others. The experience of the sender of the message gets reflected in it which
the person at the receiving end can learn by analyzing and understanding it.

Developing Good Human Relations

Managers and workers and other staff exchange their ideas, thoughts and perceptions with each other
through communication. This helps them to understand each other better. They realize the difficulties faced
by their colleagues at the workplace. This leads to promotion of good human relations in the organization.

Communication process

The communication process is the steps we take in order to successfully communicate. Components of the
communication process include a sender, encoding of a message, selecting of a channel of communication,
receipt of the message by the receiver and decoding of the message.

Elements of Communication
An understanding of how communication works can help us to understand and improve our
communication. Communication could be taken a process concerning exchange of facts or ideas
between persons holding different positions in an organisation to achieve mutual harmony. The
communication process is dynamic in nature rather than a static phenomenon. Hence it is considered
 a continuous and dynamic inter-action, both affecting and being affected by many variables.
The basic communication model consists of five elements of communication:
• the sender
• the receiver
• the message
• the channel and feedback.

Sender: The sender plays the specific role of initiating communication. Tocommunicate effectively, the
sender must use effective verbal as well as nonverbal techniques. Speaking or writing clearly, organizing
your points to make them easy to follow and understand, maintaining eye contact, using proper grammar
and giving accurate information are all essential in the effectiveness of your message. You will lose your
audience if it becomes aware of obvious oversights on your part. The sender should have some
understanding of who the receiver is in order to modify the message to make it more relevant.

Receiver: A receiver means the party to whom the sender transmits the message. Thereceiver can be
one person or an entire audience. The receiver can also communicate verbally and non-verbally. The
best way to receive a message is to listen carefully, sitting up straight and making eye contact. As a
receiver, do not get distracted or try to do something else while you're listening. Nodding and smiling
as you listen, demonstrate that you understand the message.

Message: A message can come in many different forms, such as an oral presentation, a written
document, an advertisement, an internet website. It is an important part of communication. Message is
the content that sender wants to convey. A message couldbe verbal or non-verbal. The thought, idea,
emotion or anything that the sender wants to convey is called message. In the basic communication
model, the way from one point to another represents the sender's message traveling to the receiver. The
message isn't necessarily what the sender intends it to be. Rather, the message is what the receiver
perceives the message to be. As a result, the sender must not only compose the message carefully, but
also evaluate the ways in which the message can be interpreted.

Channel: The person who is interested in communicating has to choose the channel for sending the
required information, ideas etc. This information is transmitted to the receiver through certain channels
which may be either formal or informal. The channel sits between the sender and receiver. Many
channels, or types, of communication exist, from the spoken word to radio, television, an Internet site
or something written, like a book, letter or magazine.

Feedback: The last element of effective communication, feedback, describes the receiver's response or
reaction. The receiver can transmit feedback through asking questions, making comments or just
supporting the message that was delivered.

Significance of Encoding and Decoding

The first step the sender is faced with involves the encoding process. In order to convey meaning, the
sender must begin encoding, which means translating information into a message in the form of
symbols that represent ideas or concepts. This process translates the ideas or concepts into the coded
message that will be communicated. The symbols can take on numerous forms such as, languages,
words,or gestures. These symbols are used to encode ideas into messages that others can understand.
When encoding a message, the sender has to begin by deciding what he/she wants totransmit. This
decision by the sender is based on what he/she believes about the receiver‘s knowledge and
assumptions, along with what additional information he/she wants the receiver to have. It is important
for the sender to use symbols that are familiar to the intended receiver. A good way for the sender to
improve encodingtheir message is to mentally visualize the communication from the receiver's point
ofview.

Decoding is conducted by the receiver. Once the message is received and examined, the stimulus is
sent to the brain for interpreting, in order to assign some type of meaning to it. It is this processing
stage that constitutes decoding. The receiver begins to interpret the symbols sent by the sender,
translating the message to their own set of experiences in order to make the symbols meaningful.
Successful communication takes place when the receiver correctly interprets the sender's message.

Tools of communication

In today's digital era, communication is easier than ever before. People can connect with each other,
share online content with the click of a button and work together on projects regardless of distance.
Modern communication devices, such as smartphones and laptops, open up new opportunities for
individuals and businesses alike.
These tools enable the interaction between members of the teamwork/people involved in various sectors.
The tools allow the participants to communicate and interact with each other. Communication is a society-
centric process. People may find it challenging to use the perfect blend of communication tools to promote
their ideas. Traditional communication tools such as newspapers, advertisements, and flyers are also used
effectively.
Virtual work tools including e-mail, telephone, facsimile, and office productivity tools are also effectively
used. Communication can also be done in the form of email, memos, billboards, web pages, blogs, press
releases, etc.

Verbal communication
Verbal Communication is a type of oral communication wherein the message is transmitted through the
spoken words. Here the sender gives words to his/her feelings, thoughts, ideas and opinions and expresses
them in the form of speeches, discussions, presentations, and conversations. The effectiveness of the verbal
communication depends on the tone of the speaker, clarity of speech, volume, speed, body language and
the quality of words used in the conversation. In the case of the verbal communication, the feedback is
immediate since there are a simultaneous transmission and receipt of the message by the sender and
receiver respectively.
The success of the verbal communication depends not only on the speaking ability of an individual but
also on the listening skills. How effectively an individual listens to the subject matter decides the
effectiveness of the communication. The verbal communication is applicable in both the formal and inform
Effective verbal communication skills include more than just talking. Verbal communication encompasses
both how you deliver messages and how you receive them. Communication is a soft skill, and it’s one that
is important to every employer. al kind of situations.

Almost every job requires workers to use verbal communication skills. That’s why verbal skills are highly
ranked on the candidate evaluation checklists used by many job interviewers. The stronger your
communication skills, the better your chances of getting hired regardless of the job for which you’re
applying. You’ll do better during the interview, as well as on the job.

Tips to Improve Your Verbal Communication

Even if you are a shy introvert who prefers to work independently, there are ways to improve your verbal
communication skills so that you can more easily cultivate rapport with others.

Practice makes perfect, and so take the time to actively practice these communications skills for workplace
success: active listening, clarity and conciseness, confidence, empathy, friendliness, open-mindedness,
giving and soliciting feedback, confidence, respectfulness, and non-verbal (body language, tone of voice,
eye contact) communication.

Be Prepared: Before you start a conversation, figure out what information you want to provide. Then
decide on the best way to relay it to your recipient. For example, do you need to do it face-to-face or will
a phone call do?

Choose Your Words Carefully: Use vocabulary your recipient can easily comprehend: If he or she
doesn't understand your words, your message will be lost.
Speak Clearly: Be aware of your volume and rate of speech. Speaking too softly will make it difficult for
anyone to hear you, but shouting can be very off-putting. Speak slowly enough to be understood, but not
so slowly that you bore the listener or put him or her to sleep.

Use the Proper Tone: Your voice may reveal your true feelings and attitude. For example, if you're angry
or sad, it will come across through your tone. Try to stay in control of this, to avoid revealing more than
you want and distracting the listener from your message's intent.

Make Eye Contact: The person to whom you are speaking will better be able to connect with you if you
maintain eye contact throughout the conversation.

Check in With the Listener Periodically: Get feedback to make sure the person with whom you are
speaking understands you. He or she must "get" what you are trying to say. While you are speaking,
observe his or her facial expressions and body language, or simply ask for verbal confirmation that he or
she understands you.

Avoid Distractions: Background noise will distract your listener and make it hard for him or her to hear
what you are saying, never mind, understand it. Find a quiet place to talk. If you are speaking to someone
by phone, go to a quiet area and make sure he or she is in one as well. If that isn't possible at the moment,
arrange to talk when it is.

Non-verbal Communication
Non-verbal communication is communication that does not involve a verbal element. Non-
verbal communication includes gestures such as waving or tapping your fingers, eye movements such as
winking and rolling, and body movements such as shrugging your shoulders. Non-verbal communication
occurs without using any oral or written word. Instead of written or oral words, it relies on various non-
verbal cues like physical movements, tasks, colors, signs, symbols, signals charts, etc. to express
feelings, attitudes or information. Although no word is used in non-verbal communication, it can
effectively communicate many human feelings more accurately than verbal methods of communication.
The relationship we have with the world around us can be broken down into many segments
including: our relationships with ourselves, friends and family, activities, places and moments.
When leading a session, whether it be teaching a vocational course or a senior leadership meeting,
your behaviour influences the behaviour of others.

Communication is seven per cent verbal and 93 per cent non-verbal. Of the non-verbal
communication 55 per cent is body language and 38 per cent is tone of voice. What we do with
our body has great impact on those around us, especially those we wish to influence. Here is a
breakdown of how to use your body and space effectively.

Facial Feedback

When addressing an audience your face has the power to raise self esteem or reduce confidence.
If you fail to make eye contact with your listeners or your expressions are not congruent with your
words, you will put listeners at a distance from you and your message.

The power of a smile goes a long way, even when we cannot see the person smiling, we can feel
when they smile down a telephone or when someone ‘smizes’ (smiles with their eyes), giving us
a warm feeling. A key building block towards the listener building a positive perception of you
can be achieved simply by nodding and a smiling when listening. A smile can be more important
than an exchange of words when passing people in the corridor. These small actions will instantly
improve how receptive a person is to receiving your message.

Steps towards change:

1. Smile
2. Eye contact. In a group it’s important to connect with people across all areas of the
room.
3. Nod

Positioning ‘Stage Markers’

Think back to a negative experience in your life. Think about where it took place. Now think about
how you feel when you see that place. Not a positive thought, right? If you have bad news to
deliver and you deliver that news in the same place you teach then you run the risk of
contaminating that spot, this now creates a negative feeling within those you are teaching.

When communicating to a group be mindful of what you do and where, if you want to be humorous
pick a space where you will stand when you choose to be humorous, when you want to be serious
pick a space to stand when you want to be serious. I have a ‘dump spot’; I use the dump spot if I
have to reinforce rules. My dump spot is always by the wall and away from where I speak. The

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markers unconsciously prepare your group to enter the state you wish for them to be in and
prevents mix messaging.

Steps towards change:

1. Mentally mark spots on the floor or use markers to mark spots on the floor
2. Do not mix emotions or messages in marked areas for example do not tell a joke in
the spot you marked as the serious spot.
3. Always utilise spots and do not work over them doing dialogue.
(In a one-on-one situation) if the listener is sitting down, sit or kneel next to them, this is the
difference between talking with someone and talking at someone. Intimacy.

Hands

There’s a common theme for teachers, facilitators and speakers to use their hands when speaking,
this is brilliant when being carried out with meaning. Every movement should represent
something; otherwise, every movement will create a problem by contradicting your words and
distracting your audience from what you are saying, especially for the visual learners in the group.

Steps towards change:

1. Film yourself when leading a session

2. Watch the recording
3. Ask yourself if hand movements support your words
Think about what you could have done instead (if anything)

Managing our body plays a big role in the environment we create, how we achieve our objectives
and the relationships we build. Prioritise your 55 per cent of communication so that you can take
your work to the next level.

LISTENING SKILLS

“The World is giving you answers each day. Learn to LISTEN.”

Definition

Listening is the ability to accurately receive and interpret messages in the communication process.
Listening is a skill of critical significance in all aspects of our lives- from maintaining our personal
relationships, to get our jobs done, to take notes in class, to figuring out which bus to take to the
airport. Regardless of how we are engaged with listening, it is important to understand that
listening involves more than just hearing the words that are directed at us.
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Listening is not the same as Hearing
Hearing refers to the sounds that you hear, whereas listening requires more than that: it requires
focus. Listening means paying attention not only to the story, but how it is told, the use of language
and voice, and how the other person uses his or her body. In other words, it means being aware of
both verbal and nonverbal messages. Your ability to listen effectively depends on the degree to
which you perceive and understand these messages.
Significance
Listening is an active process by which we make sense of, assess, and respond to what we hear.
Listening skills are an important part of effective communication. Last week's feature focused on
communication skills and their importance in the workplace. Hearing is the physical ability, while
listening is a skill. Listening skills allow one to make sense of and understand what another person
is saying. Are you listening to me? This question is often asked because the speaker thinks
the listener is nodding off or daydreaming. You may have heard the adage, ―We have two ears
but only one mouth‖—an easy way to remember that listening can be twice as important as talking.
The ability to actively listen demonstrates sincerity, and that nothing is being assumed or taken for
granted. Active listening is most often used to improve personal relationships, reduce
misunderstanding and conflicts, strengthen cooperation, and foster understanding.
Stages of Listening
The listening process involves five stages: receiving, understanding, remembering, evaluating,
and responding. These stages will be discussed in more detail in later sections. Basically, an
effective listener must hear and identify the speech sounds directed toward them, understand the
message of those sounds, critically evaluate or assess that message, remember what has been said,
and respond (either verbally or nonverbally) to information they have received.
Receiving
This is the first and most basic stage of the listening process: the act of actually absorbing the
information being expressed to you, whether verbally or nonverbally. Not all communication is
done through speech, and not all listening is done with ears. Focus all of your energy on them, by
following these three simple tips:

Avoid distractions. This is obvious. Do not have your cell phone out, or your iPod in, or the
television on. Do not try to divide your attention between the speaker and
something else.
Do not interrupt the speaker. You might want to make an assumption about what the speaker is
saying or what they are about to say – doing. It is rude, and you may find your assumption was
wrong, which is beneficial to no one
Do not rehearse your response. Not yet. At this stage, your job is only to listen. If you start to
plan a speech while the other person is speaking, you are going to miss certain points and not be
able to respond to their larger message when it is your turn to talk.

Understanding
This is the point in the listening process where you are able to plan your response. Understanding
takes place after you have received the information from the speaker, and begin to process its
meaning.
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You can do this by asking questions, or rephrasing parts of the speaker ‘s message. This allows
you to demonstrate your active engagement with their words, and help you better understand their
key points.
Remembering
Remembering is about retaining that information, and the most effective way to do so in an
important conversation is to move the key elements of a message from your short-term memory,
and into your long-term memory. There are numerous methods for doing this. Identify the
fundamental points. By converting a collection of small details into a central theme, you are able
to create something potentially complicated into an easyto-grasp general concept. The details will
remain in your short-term memory, but isolating the main ideas will help you understand them
better, and remember them longer.
Make the message familiar. If the speaker touches some old memories and past experiences, it
becomes easy to retain the attention of the listener. Use those to help you retain incoming
information as a listener.
Evaluating
It is at this stage where you can begin to prepare for your response, but remember: you are still a
listener, not a speaker. After the message has been absorbed, processed, and remembered, you can
begin to sort the information into pieces.
What is fact, and what is opinion?
What parts of their message were interpreted, and which parts were unbiased?
What was the speaker’s intent with their message?
After interpreting the speaker’s message, through a combination of understanding, retention, and
evaluation, you are ready to form a response.
Responding
If you have completed the receiving, understanding, remembering, and evaluating portions of the
listening process, responding should be easier than ever. It is important to understand the transition
between listening and speaking though, and be aware of the ways responding is still a part of the
active listening process.
Don‘t complete the speaker‘s sentences This is a presumptuous and rude way to segue into your
own response. It impedes on the receiving process, and will make the original speaker want to
listen to you less.
Address the speaker‘s points It will make it easier for the speaker to transition into a listener
when they know exactly what part of their message you are addressing.

ESSENTIALS OF LISTENING SKILLS

A conversation requires concentrated listening. Many people assume they know how to listen.
However, these people may be mistaking just hearing for effective listening. Listening does require
hearing, but it also requires interpretation and understanding in other words, two-way
communication. Listening effectively enables you to better understand and interpret what someone
is saying. For example, you'll know what your manager needs from you only if you listen
attentively. This can help you improve productivity and avoid mistakes. If you listen effectively,
you're able to show your coworkers that you're interested in and have respect for what they have
to say. You encourage them to do the same and so develop mutual respect, which fosters strong
and smooth work relationships. The ability to listen effectively also means opening your mind to

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new experiences. You learn constantly and other people's thoughts, knowledge, or ideas will
inspire your thinking and encourage you to be more innovative.

DIFFERENT TYPES OF LISTENERS

You can group different types of listeners into four main categories:
Non-listeners
A non-listener doesn't intend to listen to you, doesn't hear, and doesn't make an effort to pay
attention. The non-listener would rather do all the talking. As a result, this person constantly
interrupts the speaker and always attempts to have the last word. A non-listener may offer you
blank stares and demonstrate nervous mannerisms while you're speaking, and may even fake
attention during a conversation. However, it will become clear that this person isn't paying
attention when they respond incorrectly or inappropriately. Non-listeners are generally not liked
because their lack of effort shows a lack of respect for what others have to say.
Superficial listeners
A superficial listener hears what you're saying but doesn't grasp the point you're making. A
superficial listener listens only for the basic meaning of the spoken words and takes no notice of
body language, voice tone, and other subtle forms of communication. Most often, superficial
listeners are busy thinking about what they want to say next. You might get the impression that
they do understand what you're saying, which can lead to confusion and mistakes. People who
listen superficially often search for an excuse to avoid conversation or difficult discussions.
Logical listeners
Logical listeners make an effort to hear what you're saying and to comprehend the meaning of the
actual words. However, they don't understand your intent or the meaning behind your words.
Because they don't receive messages from vocal intonation, body language, or facial expressions,
they miss important components of what a speaker is trying to communicate. Logical listeners
need to concentrate more on the nonverbal communication accompanying speech.
Active listeners
Listening actively requires concentration and emotional effort. Active listeners won't judge you as
you speak, but will try their best to understand what you're saying and why you're saying it. In
other words, they'll respect your point of view. They'll listen 13for the intent and emotions behind
the words so that they can better understand your line of thought. In summary, listening effectively
is very important in the workplace. It helps you improve productivity and build smoother
relationships. Listening effectively also helps you collaborate more easily and become more
innovative. There are four types of listeners, each with a different level of listening skill. A non-
listener doesn't make an effort to hear what you say, and a superficial listener hears but doesn't
grasp the points being made. A logical listener understands the meaning of the words but not the
intent behind them. An active listener has the highest level of listening skill, and understands both
the meaning of the words and the intent behind them.

BARRIERS TO LISTENING
As pointed out earlier, listening is not easy and there are a number of obstacles that stand in the
way of effective listening, both within and outside the workplace. These barriers may be
categorized as follows.
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1. Physiological Barriers:
Physiology means the state of human body and mind. Physiological barriers of communication
occur due to the physical condition of sender or receiver which might even be physical disabilities.
It includes sensory dysfunction and other physical dysfunctions.

2. Physical Barriers:
Physical barrier is the environmental and natural condition that act as a barrier in communication
in sending message from sender to receiver. Organizational environment or interior workspace
design problems, technological problems and noise are the parts of physical barriers. These are
referred to distraction in the averment such as the sound of an air conditioner, cigarette smoke, or
an overheated room, which interfere with the listening process. They could also be in the form of
information overload.
3. Attitudinal Barriers:
Attitudes are commonly formed by an individual's opinions or personal feelings on a subject or
person and can be difficult to alter. When attitudinal barriers override the sense of professionalism
in a workplace, it can become difficult for a group to engage in productive communication.
One attitudinal barrier is pre occupation. It means the state or condition of being preoccupied or
engrossed with something. This results in the difficulty to focus one‘s attention completely on
what speaker is saying. Another common attitudinal barrier is egocentrism, or the belief that you
are more knowledgeable than the speaker and that you have nothing new to learn from his ideas.
People with this kind of close-minded attitude may very poor listeners.
4. Wrong Assumptions:
The success of communication depends on the both the sender and receiver. It is wrong to assume
that communication is the sole responsibility of the sender or the speaker and that listener has no
role to play. Such an assumption can create a barrier to listening. For example, a brilliant speech
or presentation, however well delivered, is wasted if the receiver is not listening at the other end.
Listeners have as much responsibility as speakers to make the communication successful, by
paying attention seeking clarifications and giving feedback. Another wrong assumption is to think
that listening is a passive activity, in which a listener merely hears the thoughts of the speaker. On
the contrary, real listening or active listening is hard work- it requires speaking sometimes to ask
questions, agree or disagree with the speaker, give feedback etc.
5. Cultural Barriers:
Wherever we live, you're going to be influenced by the attitudes, customs and practices of the
people around us. Those basic elements are the definition of culture. When a person of one culture
encounters the beliefs and resulting actions of another culture, a clash can occur. This is known as
cultural barrier. Accents can be barriers to listening, since they interfere with the ability to
understand the meaning of words that are pronounced differently. Another type of cultural barrier
is doddering cultural values. The importance attached to listening and speaking differs in western
and oriental cultures. Generally,
6. Gender Barriers:
Communication research has shown that gender can be barrier to listening. Studies have revealed
that men and women listen very differently and for different purposes. Women are more likely to
listen for the emotion behind a speaker‘s words, when men listen more for the facts and the content.
Example: - a salesperson giving a demonstration of a new type of office equipment may be asked

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by two colleagues if the equipment will work without problem and respond by saying ―sure. A
male user
may take this at face value, whereas the female user may detect some hesitation in his voice. This
is because the male users listen for the content of the message, whereas the female users listen for
the tone of the message.
7. Lack of Training:
Listening is not an inborn skill. People are not born good listeners. They have to develop the art
of listening through practice and training. Lack of training in listening skills is an important barrier
to listening, in the Indian context.
8. Bad Listening Hobbits:
Most people are very average listeners who have developed poor listening habits that are hard to
say and that act as barriers to listening. For example, some people have the habits of ―faking
attention, or trying to look like a listener, in order to impress the speaker and to assure him that
they are paying attention. Others may tend to listen to each and every fact and, as a result, miss
out on the main point.
9. Bringing in Emotions:
Emotions erect barriers to effective communication. A listener's senses are not likely to be
functioning at their optimum level when he or she is angry. Likewise, it is not possible to
understand or appreciate what the speaker is saying if the listener is
excessively sad.
10. Fear
Fear is a great barrier to listening. People who are afraid during a conversation are not likely to
listen. They become defensive and tend to argue.
Tips to overcome fear:
Be aware that fear can only worsen the situation. Listen to what the other person is about to say
without fear. Keeping calm will give you mental strength to face any situation. Taking a deep
breath helps in overcoming fear.

EFFECTIVENESS OF LISTENING
In today’s high-tech, high-speed, high-stress world, communication is more important than ever,
yet we seem to devote less and less time to really listening to one another. Genuine listening has
become a rare gift—the gift of time. It helps build relationships, solve problems, ensure
understanding, resolve conflicts, and improve accuracy. At
work, effective listening means fewer errors and less wasted time. At home, it helps
develop resourceful, self-reliant kids who can solve their own problems. Listening
builds friendships and careers.
Here are eight tips to bring effectiveness to your listening.

Step 1: Face the speaker and maintain eye contact

Eye contact occurs when two people look at each other's eyes at the same time. In human beings,
eye contact is a form of nonverbal communication and is thought to have a large influence on
social behavior. This term came from the West in mid 1960s. This term defines the act as a
meaningful and important sign of confidence, respect, and social communication. Eye Contact
provides some of the strongest emotions during a social conversation. It provides details on

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emotions and intentions. Prolonged eye contact can tell someone you are interested in what they
have to say.
Step 2: Be attentive, but relaxed
Now that you have made eye contact, relax. You do not have to stare fixedly at the other person.
You can look away now and then and carry on like a normal person. The important thing is to be
attentive. Mentally screen out distractions, like background activity and noise. In addition, try not
to focus on the speaker‘s accent or speech mannerisms to the point where they become distractions.
Finally, do not be distracted by your own thoughts, feelings, or biases.
17Step 3: Keep an open mind
Listen without judging the other person or mentally criticizing the things she tells you. Listen
without jumping to conclusions. Remember that the speaker is using language to represent the
thoughts and feelings inside his or her brain. Don’t be a sentence-grabber.
Step 4: Listen to the words and try to picture what the speaker is saying
Allow your mind to create a mental model of the information being communicated. Your brain
will do the necessary work if you stay focused, with senses fully alert. When listening for long
stretches, concentrate on, and remember, key words and phrases. Finally, concentrate on what is
being said, even if it bores you. If your thoughts start to wander, immediately force yourself to
refocus.
Step 5: Wait for the speaker to pause to ask clarifying questions
When you don’t understand something, of course you should ask the speaker to explain it to you.
But rather than interrupt, wait until the speaker pauses. Then say something like, ―Back up a
second. I didn’t understand what you just said about…
Step 6: Try to feel what the speaker is feeling
If you feel sad when the person with whom you are talking expresses sadness, joyful when she
expresses joy, fearful when she describes her fears—and convey those feelings through your facial
expressions and words—then your effectiveness as a listener is assured. Empathy is the heart and
soul of good listening. To experience empathy, you have to put yourself in the other person’s place
and allow yourself to feel what it is like to be her at that moment. This is not an easy thing to do.
It takes energy and concentration. But it is a generous and helpful thing to do, and it facilitates
communication like nothing else does.
Step 7: Give the speaker regular feedback
Show that you understand where the speaker is coming from by reflecting the speaker’s feelings
Or just nod and show your understanding through appropriate facial expressions and an occasional
well-timed ―hmmm‖ or ―uh huh. The idea is to give the speaker some proof that you are
listening, and that you are following her train of thought—not off indulging in your own fantasies
while she
talks to the ether.
In task situations, regardless of whether at work or home, always restate instructions
and messages to be sure you understand correctly.
Step 8: Pay attention to what isn’t said—to nonverbal cues
If you exclude email, the majority of direct communication is probably nonverbal. We glean a
great deal of information about each other without saying a word. Even over the telephone, you
can learn almost as much about a person from the tone and cadence of her voice than from anything
she says. When I talk to my best friend, it does not matter what we chat about, if I hear a lilt and
laughter in her voice, I feel reassured that she is doing well. Face to face with a person, you can
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detect enthusiasm, boredom, or irritation very quickly in the expression around the eyes, the set of
the mouth, the slope of the shoulders. These are clues you cannot ignore. When listening,
remember that words convey only a fraction of the message.

Listening comprehension
Listening is the one skill that you use the most in everyday life. Comprehension means the ability
to understand completely and be familiar with a situation, facts, etc. Listening comprehension is
the basis for your speaking, writing and reading skills. To train your listening skills, it is important
to listen actively, which means to actively pay attention to what you are listening to. Make it a
habit to listen to audio books, podcasts, news, songs, etc. and to watch videos and films in the
foreign language. The following are the methods to achieve effective listening of comprehension.
1. Set the purpose
Students need to understand the purpose for listening to get the most from the experience. Having
an explicit purpose in mind will help them know where to focus, enabling them to achieve success.
2. Set the stage
Getting ready to listen is like getting in the zone or warming up. A good first step in setting the
stage is to tell students the purpose for listening. A second step is to prepare the environment.
Eliminating background noise, sitting in an appropriate configuration, and third, telling students
what will transpire after they have listened are three ways to set the stage for listening.
3. Provide follow up
Immediately after students have listened, hold them accountable for whatever it was that they were
attending to when listening. Many times, this follow up will be in a written format so that there is
a paper trail of student learning. Such follow-up enables you to see what they were able to ascertain
while listening, thus serving as an authentic assessment of sorts.
Listening to Sounds: Sounds of English Language
In the English alphabet there are 26 letters, but these letters produce 44 sounds. For this reason,
one letter is used to produce more than one sound. In order to know the correct pronunciation
certain symbols denoting these sounds have been devised and standardized. By learning these
symbols, you will be able to find the correct pronunciation of any word in a standard dictionary.
These symbols will also help you to go through the book with guidance for correct pronunciation
of words and conversations. These sounds are classified into two types:
1. Vowel Sounds (20)
2. Consonant Sounds (24)
There are only 5 vowel letters in English (a, e, i, o, u), but the sounds indicated by
these 5 letters are 20. A vowel sound is produced when the air comes out of the
mouth freely without any blockage or closure in the mouth cavity by the tongue, teeth, lips, etc.

Listening Barriers
• Interrupting the speaker with improper body language and meaningless questions.
• Less concentration on speaker’s facial expressions and not keeping eye contact with the
speaker
• Provoking the speaker to conclude the topic as soon as possible.
• Giving an impression that the speaker is wasting his/her time with his speech
• More concentration on distracting material which is not a part of the ongoing
discussion
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 • Going ahead of the speaker and concluding his/her ideas
• Less memory power – this makes you out of the subject being discussed
• Asking too many questions to prove your attentiveness

Speaking skills

Introduction
Language is a tool for communication. We communicate with others, to express our ideas, and to
know others’ ideas as well. Communication takes place, where there is speech. Without speech we
cannot communicate with one another. Without speech, a language is reduced to a mere script.
The use of language is an activity which takes place within the confines of our community. We
use language in a variety of situations. People at their work places, i.e. in a language laboratory,
are supposed to speak correctly and effectively in-order to communicate well with one another.
Any gap in commutation results in misunderstandings and problems.

Speaking is an act of making vocal sounds. We can say that speaking means to converse, or
expressing one's thoughts and feelings in spoken language. To speak often implies conveying
information. It may be from an informal remark to a scholarly presentation to a formal address.
Speaking skills are the skills that give us the ability to communicate effectively. These skills allow
the speaker, to convey his message in a passionate, thoughtful, and convincing manner.

Significance

The English language has become an international language. Among nations it serves as a lingua
franca. It is spoken, learnt and understood even in those countries where it is not a native’s
language. English is playing a major role in many sectors including medicine, engineering,
education, advanced studies, business, technology, banking, computing, tourism etc. All our
software development today, the communication facilities available to us through internet, our
access to a variety of websites, are all being carried out in English. Most of the research works are
conducted and compiled in English. Anything written and recorded in this language is read and
listened to, in wider circles. As a result, English is being taught and learned around the world as a
second language today.
Language is a tool for communication. We communicate with others, to express our ideas, and to
know others’ ideas as well. Communication takes place, where there is 24speech. Without speech
we cannot communicate with one another. The importance of speaking skills, hence is enormous
for the learners of any language. Without speech,
a language is reduced to a mere script. The use of language is an activity which takes place within
the confines of our community. We use language in a variety of situations. People at their work
places, i.e. researchers working either in a medical laboratory or in a language laboratory, are
supposed to speak correctly and effectively in-order to communicate well with one another.

Essentials of Effective Speaking skills

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1. The audience is not the enemy
The reason why many people avoid public speaking is because they have a fear of it, which is
partially feared of an unknown and possibly hostile audience. Just remember that the audience is
not the enemy. Do not try to get rid of your fear; strap up it and consider it a constant companion
which keeps you trying to do your best. The audience will forgive an occasional mistake; just
remember to locate some friendly faces out there, those people who seem to be nodding and in
general getting enthusiastic about your message. If you do happen to make a mistake, locate those
friendly faces! Just remember that because you see somewhat who seems not to be enthusiastic, it
could be a combination of culture, personality, or occupation that does permit them to show it as
openly as others.

2. Write your speech word for word

Good speaking begins with good writing; good writing depends on good editing. For example,
Gettysburg Address, delivered by Abraham Lincoln during American Civil War, this consists of
10 sentences that took a total of 2 minutes to deliver. There is an apocryphal story about how it
was cobbled together by Lincoln on the back of an envelope on his way to give the speech: that is
simply not true, because we have several drafts of his speech which prove otherwise. What is
interesting in reading the drafts is not what was included in the speech; it was how much was taken
out. Every word has a purpose.

3. Bring life to your words with colourful images and examples

This is where style becomes apparent. Choose those words which evoke the imagination of
audience so that they start to experience what you are saying, rather than just hearing it.

4. Six words that can change the way you speak: Make a Point; Tell a Story
The speaker should have a point in his/her speech; rather than explain that point to audience, He
needs to have them discover it through experiencing it as part of the story he tells.

5. Six emotions that will connect with any audience: happiness, sadness, anger,
surprise, disgust, and fear
Choose words which not only create an image, but evoke at least one of the emotions listed above.
When people empathize with you, they are more willing to accept your message that you want to
convey in your speech.

6. Do not underestimate the power of laughter

When we laugh, we relax. When we relax, our minds are more receptive to learning. A professional
joke-teller is a comedian; you do not have to be a comedian to make people laugh. Just ask yourself
what makes you laugh. Take a notebook with you or a digital recorder and if you see something
that makes you laugh, write it down and make a ―humour file. In fact, this technique works with
the six emotions listed above.

Then have this on hand so that you can insert these into a speech into a place where they will have
the most impact.

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7. Do not tell us, take us
Rather than describing the incident like a reporter, take us as an eyewitness to the event by acting
it out with movements, gestures, vocal inflections that put us right there in the middle of the action.

Barriers to communication
Barriers of speaking skills:
It does not matter how effective you are in communicating with others, sometimes you may face
communication barriers. Communication barriers are defined as the factors that break or interrupt
a communication process.

1. Rough and unclear data or information about the topic

2. Inconsistent communication – Missing the flow and going too fast or too slow
3. Unclear pronunciation – abrupt sentences or words
4. Miscommunication or not understanding the listener
5. Using negative words – Meaning of some words may differ from region to
region and culture to culture.
Physical Barriers: This has to do with poor or outdated equipment used during communications,
background noise, poor lighting, temperatures that are too hot or too cold.
Attitudes: Emotions like anger or sadness can taint objectivity. Also being extremely nervous,
having a personal agenda or “needing to be right no matter what” can make communications less
than effective. This is also known as “Emotional Noise.”
Physiological Barriers: Ill health, poor eyesight or hearing difficulties, pain.

Problems with Structure Design: companies or institutions can have organization structures that
are not clear, which can make communications difficult. Also to blame for faulty communications
are bad information systems, and lack of supervision or training of the people involved.

Cultural Barrier: people sometimes make stereotypical assumptions about others based on their
cultural background.

Assumptions and Jumping to Conclusions: This can make someone reach a decision about
something before listening to all the facts

Effectiveness of speaking skills

Ability to inform, persuade, and direct

Ability to inform, persuades, and direct. Business managers, educators, military leaders, lawyers,
and politicians, among others, seek to develop their speaking skills to such a level that they are
transformed into master communicators. Speaking clearly and confidently can gain the attention
of an audience, providing the golden opportunity for the speaker to make the message known.

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 Ability to stand out from the rest
When one thinks of speaking skills, one tends to think of it as a common skill. Think again. The
ability to stand before others and speak effectively is not an ordinary ability. Many people are
deathly afraid of public speaking; others have little ability to form thoughts into sentences and then
deliver those words in a believable way.

Career enhancement
Speaking skills are important for career success, but certainly not limited to one’s professional
aspirations. Speaking skills can enhance one’s personal life, thereby bringing about the well-
rounded growth we should all seek.

Barriers to Effective Communication

The Barriers to effective communication could be of many types like linguistic, psychological,
emotional, physical, and cultural etc.

Linguistic Barriers

The language barrier is one of the main barriers that limit effective communication. Language is the
most commonly employed tool of communication. The fact that each major region has its own
language is one of the Barriers to effective communication. Sometimes even a thick dialect may
render the communication ineffective. As per some estimates, the dialects of every two regions
changes within a few kilometres. Even in the same workplace, different employees will have different
linguistic skills. As a result, the communication channels that span across the organization would be
affected by this. Thus keeping this barrier in mind, different considerations have to be made for
different employees. Some of them are very proficient in a certain language and others will be ok with
these languages.

Psychological Barriers

There are various mental and psychological issues that may be barriers to effective communication.
Some people have stage fear, speech disorders, phobia, depression etc. All of these conditions are
very difficult to manage sometimes and will most certainly limit the ease of communication.

Emotional Barriers

The emotional IQ of a person determines the ease and comfort with which they can communicate. A
person who is emotionally mature will be able to communicate effectively. On the other hand, people
who let their emotions take over will face certain difficulties.

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A perfect mixture of emotions and facts is necessary for effective communication. Emotions like
anger, frustration, humour, can blur the decision-making capacities of a person and thus limit the
effectiveness of their communication.

Physical Barriers to Communication

They are the most obvious barriers to effective communication. These barriers are mostly easily
removable in principle at least. They include barriers like noise, closed doors, faulty equipment used
for communication, closed cabins, etc. Sometimes, in a large office, the physical separation between
various employees combined with faulty equipment may result in severe barriers to effective
communication.

Cultural Barriers of Communication

As the world is getting more and more globalized, any large office may have people from several
parts of the world. Different cultures have a different meaning for several basic values of society.
Dressing, Religions or lack of them, food, drinks, pets, and the general behaviour will change
drastically from one culture to another.

Hence it is a must that we must take these different cultures into account while communication. This
is what we call being culturally appropriate. In many multinational companies, special courses are
offered at the orientation stages that let people know about other cultures and how to be courteous
and tolerant of others.

Organisational Structure Barriers

As we saw there are many methods of communication at an organizational level. Each of these
methods has its own problems and constraints that may become barriers to effective communication.
Most of these barriers arise because of misinformation or lack of appropriate transparency available
to the employees.

Attitudinal Barriers

Certain people like to be left alone. They are the introverts or just people who are not very social.
Others like to be social or sometimes extra clingy! Both these cases could become a barrier to
communication. Some people have attitude issues, like huge ego and inconsiderate behaviours

Overcoming barriers

Communication barriers can make any kind of relationship more difficult, whether it's one you
have at work, a friendship, or one with your spouse. Breaking down those barriers will help you
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have a happier, healthier relationship overall. Work on your listening skills and approach each
discussion with honesty and an open mind. Also, do your best to communicate as clearly as you
can with the other person, and you will find you're communicating more effectively.

Working on Language Barriers

Speak slowly and clearly without jargon and idioms. It's easy to get caught up in technical language
and jargon when you're used to talking that way around your team. However, not everyone will be
able to follow that language, so it's important to state things as simply as you can. That way, you
include everyone when you're speaking. Whenever possible, use the present tense and active verbs.
This rule doesn't just apply to technical jargon. You should also avoid big words that aren't
common and idioms, particularly when you're talking with non-native speakers. Idioms, in
particular, can be difficult to cut out of your language, but they are equally difficult for non-native
speakers to understand. For instance, saying, "It's raining cats and dogs" isn't going to make a lot
of sense to a non-native speaker, as it uses an English idiom. Instead, you might say, "The rain is
coming down really hard outside."

Provide pictures to make communicating concepts easier

Whether you're having trouble explaining a difficult concept or you're speaking to a group of
people with different native languages, pictures can be the solution. Pictures and diagrams make
it easier to get your point across, ensuring everyone is on the same page. For instance, if you're
trying to explain a new product, showing pictures or videos of how it works can be more effective
than just talking about it.

Be honest with the person you're talking to.

Of course, the relationship with the person will determine how much you share with them. You'll
tell much more to a partner than you would somewhat at work. However, the principle remains the
same. You need to be willing to be truthful with them and be vulnerable and open about your
mistakes.
For instance, with your partner, you need to be honest about what you're feeling and how certain
situations affect you. For instance, if you snap at your partner, you might say, "I apologize for
snapping at you. I'm feeling upset about work, and I took it out on you." At work, you need to be
open about mistakes you've made or problems you're facing. For instance, you might say, "You
know what, that was my mistake. I'll get it fixed right away."

React positively when someone is honest with you

If you're honest with others, they're more likely to be honest with you. However, if you've exploded
at someone in the past or blamed them for something that wasn't their fault when they shared bad
news, they're less likely to talk to you about important issues. Also, they're more likely to filter the
message for you, and you won't get a clear picture of what's going on.
For instance, maybe your partner has told you in the past when your kid gets in trouble at school,
but you tended to explode about it. In turn, your partner may start filtering the information they
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give you because they don't want you to get angry. Instead, try to react calmly to the situation and
thank them for sharing the information with you.

Calm down before having a discussion

If you're upset and your emotions are running wild, you're going to have a hard time listening and
communicating with the other person. It's important that you both take time to cool off before you
have a discussion. That way, you can have an honest, calm discussion.
Just let the other person you need a little while. For instance, you could say, "I do want to discuss
this with you, but I need a little while to cool down. Can we come back to this in an hour?"

Avoid continuing an argument just so you can win

Discussions shouldn't be about winning. They should be about coming to a compromise or
agreement you can both live with. If you keep holding on to the need to win, you're just going to
make both of you upset as you try to dominate every discussion.
This process requires you to regulate your emotions and your competitive drive. If you feel
yourself wanting to keep arguing, step back for a second and ask yourself if it's worth it. What
compromise can you live with?
Forgive faults in other people
No one is perfect, including you! If you are constantly criticizing other people for their faults,
you'll break down the roads of communication. No one wants to be around someone who's negative
all the time! The next time you catch yourself continually criticizing someone, try to stop yourself
or rethink what you wanted to say.
For example, if you're always telling your partner how bad they are at cleaning up, you're going to
make them upset and frustrated. Instead, praise them when you see them doing something good!
Then they'll want to do more things like that to please you.

Restate and summarize what the person said

Don't repeat everything you hear. However, do take time to check in with the person as they're
speaking. Give a brief statement or summary of what you've heard and ask the person if that's right.
For instance, you might say, "So, if I'm hearing you right, you're saying you're feeling overworked
and stressed out by your boss." This shows you're listening and helps you to make sure you're
getting the story right. Try not to interrupt the person. Rather, wait for them to take a break before
making a statement.

Ask for clarification when you miss things

Most people don't talk linearly. They may go back and forth in time or not tell a story logically. If
you feel like you've missed something, don't be afraid to ask a question. That shows them that you
care enough to make sure you understand exactly what they're saying.
For example, you might say, "Would you mind going back to that other part of the story? I think I
missed something."
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Offer emotional labels for what the person is saying
Often, when you're wanting to listen well, the other person is trying to communicate how they're
feeling emotionally. However, they won't always do that in a straightforward way, so offering
emotional labels back to them can be helpful in the communication process. For instance, you
might say, "If I'm hearing you right, this situation is making you anxious and frustrated."

Ask for time to think when you need it

Sometimes, when a person finishes, you may need a few minutes to analyze what they said. It's
fine to take a moment. You don't have to respond instantly, but you should let them know. You
might say, "That's interesting. Give me a few minutes to think about that."

Learn to express empathy

Empathy is when you feel for the other person for what they're going through. However, you can't
connect with them unless you are able to express that empathy. Expressing empathy encourages
connection, as you're telling them you understand their emotion and you wish you could help.
You can say things like, "I'm sorry you're going through that," or "I know that must be hard for
you." If you need to, work on saying them in front of a mirror and try to pick a tone of voice that
seems the most empathetic. Think about your nonverbal communication, too. You don't want to
be grinning broadly when you tell the other person you're sad they're divorcing their spouse, for
instance.
You don't necessarily have to feel empathy to communicate empathy. In other words, it's fine to
fake it, as long as you can do it well. You may not feel depressed by what they're saying. However,
it's still important to them, and you should acknowledge that.

Johari Window
Definition: Johari window is a psychological tool to self-assess one’s behaviour as well as the
relationship with others, through feedback or disclosure. It is one of the most effective means of
self-analysis by considering the other’s perspective to understand oneself in a better way.

Johari Window Model

The model consists of four quadrants, each of which determines a different combination. These
combinations are a result of facts known or unknown by oneself about himself along with the facts
known or unknown to others.

To better understand this model, let us go through the following four possible combinations of the
Johari Window Model:

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Arena: The arena or open area represents everything which is made public or is commonly known
oneself and to others too. It includes a person’s behaviour, attitude, skills, strengths, weaknesses,
etc.

Blind Spot: The area of talent or a specific trait or behaviour of a person which can be positive or
negative, known to others; however, the person himself is unaware of it.

Facade: It is a hidden area which is secretly known to the person alone, i.e. his feeling, emotions,
ideas, etc., while others are unaware of it.

Unknown Area: The area which remains undiscovered by the person himself or herself and also
hidden from others, is termed as unknown areas. This area consists of new opportunities and scope
for development along with threats and uncertainties.

Need for Johari Window

Johari window is one of the most useful tools for organizations to become successful and succeed
over its competitors. To learn about its other advantages, read below:

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Self-Awareness: It acts as a self-analysis tool. Thus, making oneself aware of his strengths,
weaknesses, opportunities and threats by considering the views of others too.

Cordial Relationships: It helps to improve the interpersonal relations since everyone gets to know
each other in a better way and each focus on self-improvement.

Improves Communication: Johari window paves the way for open interaction and develops
understanding among the managers and the subordinates.

Team Development: Strong team building is difficult if the team members are not familiar with
each other. This model enhances the interpersonal relationship among the team members by
making each familiar with the others in the team.

Personal Development: It provides scope for betterment since the blind area reveals those
unknown facts which are known to others but may have been ignored by the individual himself.
These facts are sometimes related to the individual’s attitude, habits, behaviour which needs to be
mended.

Group Dynamics: The Johari window encourages open conversations and feedback within a
group. This enhances group performance and develops a mutual understanding among the group
members by eliminating the problem areas and misunderstandings.

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 Module 3

INTERPERSONAL COMMUNICATION

Introduction

Interpersonal communication is the communication that takes place between people who are in
some way “connected.” Interpersonal communication would thus include what takes place
between a son and his father, an employer and an employee, two sisters, a teacher and a student,

43
two lovers, two friends, and so on. Although largely dyadic (two-person) in nature, interpersonal
communication is often extended to include small intimate groups such as the family. Even within
a family, however, the communication that takes place is often dyadic—mother to child, father to
mother, daughter to son, and so on. Not only are the individuals simply “connected”—they are
also interdependent: What one person does has an impact on the other person. The actions of one
person have consequences for the other person. In a family, for example, a child’s trouble with the
police will affect the parents, other siblings, extended family members, and perhaps friends and
neighbors. Interpersonal communication is the process by which people exchange information,
feelings, and meaning through verbal and non-verbal messages: it is face-to-face communication.

Definition

Interpersonal communication is not just about what is actually said - the language used - but how
it is said and the non-verbal messages sent through tone of voice, facial expressions, gestures and
body language. When two or more people are in the same place and are aware of each other's
presence, then communication is taking place, no matter how subtle or unintentional. Without
speech, an observer may be using cues of posture, facial expression, and dress to form an
impression of the other's role, emotional state, personality and/or intentions. Although no
communication may be intended, people receive messages through such forms of non-verbal
behaviour.

Significance

Interpersonal communication takes place within a relationship—it impacts the relationship; it defines the
relationship. The communication that takes place in a relationship is in part a function of that
relationship. That is, the way you communicate is determined in great part by the kind of
relationship that exists between you and the other person. You interact differently with your
interpersonal communication instructor and your best friend; you interact with a sibling in ways
very different from the ways in which you interact with a neighbor, a work colleague, or a casual
acquaintance. You interact on Facebook and Twitter in ways very different from the way you
interact in a face-to-face situation. But also notice that the way you communicate, the way you

44
interact, will influence the kind of relationship you develop. If you interact with a person in friendly
ways, you’re likely to develop a friendship. If you regularly exchange hateful and hurtful
messages, you’re likely to develop an antagonistic relationship. If you regularly express respect
and support for each other, a respectful and supportive relationship is likely to develop. This is
surely one of the most obvious observations you can make about interpersonal communication.
And yet, many people seem not to appreciate this very clear relationship between what they say
and the relationships that develop (or deteriorate).

Uses of Interpersonal Communication

Most of us engage in some form of interpersonal communication on a regular basis, often many
times a day, how well we communicate with others is a measure of our interpersonal skills.

Interpersonal communication is a key life skill and can be used to:

1. Give and collect information.

2. Influence the attitudes and behaviour of others.
3. Form contacts and maintain relationships.
4. Make sense of the world and our experiences in it.
5. Express personal needs and understand the needs of others.
6. Give and receive emotional support.
7. Make decisions and solve problems.
8. Anticipate and predict behaviour.
9. Regulate power.

Interpersonal relationship skills refer to the ability to build rapport with individuals having
similar interests and goals as we do. In a workplace, interpersonal relationship skills allow us to
share a special bond with our co-workers such that trust and positive feelings for one another are
maintained.

Interpersonal relationship skills at workplace allow a better understanding among employees as

well as more effective communication. For individuals spending, on average, seven to eight hours
of their day at work, it is irrational to believe they can work all by themselves. So we all ought to
have healthy interpersonal relationships at work in order to be able to have a friendly ambience.

Why are interpersonal relationships important?

The importance of interpersonal relationships in workplace is evident from the following benefits:

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Greater employee satisfaction. Human being is a social animal. Working in isolation makes an
individual prone to stress and he starts to find his job monotonous. Therefore, interpersonal
relationships give employees a chance to form close relationships with fellow co-workers,
developing in them a sense of joy as well as satisfaction.

Better decision-making. Any important decision making within an organization is based on its
employees brainstorming to find the best ideas and strategies. However, this requires a platform
such that every individual has the liberty and an equal opportunity to express his views and
opinions. Such effective communication is best possible when employees have close associations
with each other that allows for effective communication as well as some honest feedback.

Different Types of Interpersonal Relationships:

When two individuals feel comfortable in each other’s company and decide to be with each other,
they enter into a relationship.

A close association between individuals who share common interests and goals is called
interpersonal relationship.

Individuals who are compatible with each other enter into an interpersonal relationship. People
must gel well for a strong and healthy relationship.

Let us go through the various types of Interpersonal relationship

Friendship

Friendship is an unconditional interpersonal relationship where individuals enter into by their own
sweet will and choice. Friendship is a relationship where there are no formalities and individuals
enjoy each other’s presence.

Friendship can be between

Man and a woman

Man and man

Woman and woman

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Must have in friendship

Transparency is the most essential factor for a stable friendship. Do not hide things from your
friends. Be honest to them. Guide them whenever required. Never give them any wrong
suggestions or advice. Feelings like ego, jealousy, hatred, anger do not exist in friendship.The
entire relationship of friendship revolves around trust and give and take. No relationship can be
one sided and same with friendship. Try to do as much as you can for your friends.

Love

An interpersonal relationship characterized by passion, intimacy, trust and respect is called love.

Individuals in a romantic relationship are deeply attached to each other and share a special bond.

Professional Relationship (Work Relationship)

Individuals working together for the same organization are said to share a professional
relationship. Individuals sharing a professional relationship are called colleagues. Colleagues may
or may not like each other.

Factors Influencing Interpersonal Relationships

Interpersonal relationship refers to individuals with similar tastes and mindsets entering into an
association. Individuals who share identical goals and interests enter into an interpersonal
relationship. It is essential for individuals in a relationship to get along well.

1. Compatibility: Two individuals in a relationship must be compatible with each other.

There should be no scope of conflicts and misunderstandings in a relationship. Individuals
from similar backgrounds and similar goals in life do extremely well in relationships.
People with different aims, attitudes, thought processes find it difficult to adjust and hence
fail to carry the relationship to the next level.
2. Communication: Communication plays a pivotal role in all types of relationships whether
it is personal or professional. Feelings must be expressed and reciprocated in relationships.
Individuals need to communicate with each other effectively for better understanding. Do
not stay mum as it leads to problems and misunderstandings. Two people in love must
interact with each other on a regular basis through various modes of communication such
as telephone, emails, letters (though exchanging letter is now considered an outdated form
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 of communication). Staying in touch is essential for the love to grow especially in long
distance relationships where individuals can’t meet quite often. In professional
relationships as well, colleagues must communicate well for a better bonding. Sit with your
co-workers and discuss issues face to face to reach to a mutually acceptable solution.

The recipient must understand what the sender intends to communicate and vice a versa.
Clarity of thoughts is essential in relationships.

3. Honesty: Be honest in relationships. Do not lie or hide things from your partner.
Remember every problem has a solution. Think before you speak. Transparency is
important in relationships.
4. Stay calm: Do not over react on p trivial things in relationships. Stay calm. Be a little more
adjusting. Be the first one to say “Sorry”. It will solve half of your problems.
5. Forgiving: An individual needs to be a little more forgiving in relationships. Do not drag
issues unnecessarily. Fighting over small issues is foolish and makes the situation all the
more worse.
6. Smile: As they say “Smile is a curve that makes everything staright.” Flash your smile
more often. It works. Take care of your facial expressions while interacting with the other
person.
7. Time: Time plays an important role in relationships. Individuals in love must spend
adequate time to know each other better. Frustrations arise when people do not have time
to meet or interact with each other. Even in organization, individuals must spend quality
time with their co-workers to strengthen the bond amongst themselves. Married couples
must take time out for each other for the charm to stay in relationship forever. Make the
other person feel important. Appreciate your partner whenever he/she does something for
you. Praise him/her in front of others. Every relationship needs time and an individual’s
effort to grow. Sit with your partner and try to sort out the differences amicably. Don’t be
too rigid.

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Team Building

Definition

Team building is a management technique used for improving the efficiency and performance of
the workgroups through various activities. It involves a lot of skills, analysis and observation for
forming a strong and capable team. The whole sole motive here is to achieve the organization
vision and objectives.

Forming a great team requires a lot of skills and presence of mind. Usually, some managers
specialize in team-building skills and are hired by the companies on this parameter. The manager
responsible for team building must be able to find out the strengths and weaknesses of the team
members and create the right mix of people with different skill sets. He must focus on developing
strong interpersonal relations and trust among the team members.

The manager must encourage communication and interaction among the team members and also
reduce stress with the help of various team-building activities. He must clearly define the goals
and objectives of the organization to the team members. He must also specify the role of each
member in the team to direct them towards the achievement of the organizational goals.

SIGNIFICANCE OF TEAM BUILDING

Team building in the workplace is the process of creating a team that is cohesively working
together towards a common goal. In order to create this cohesive team, each member must create
bonds with one another. One of the most powerful reasons for team building is to get results.
Through a series of planned team building events that are fun and motivational, teams build skills
like communication, planning, problem-solving and conflict resolution. These team building
activity ideas help to facilitate long term team building through fostering genuine connections,
deeper discussions, and processing. A close-knit team will ensure productivity and a good work
environment.

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1. Builds Trust

Trust plays an essential role in building effective teams. For teams to work together, they need to
know they can trust each other. That they can fall back on each other if the need arises. Moreover,
when you build trust among teams, they give each other the space and autonomy to accomplish
their tasks and make their own decisions.

Trust makes people feel safe. When they feel safe, they open up. They let their team members
know about their strengths and weaknesses. They are more proactive with their ideas, take risks,
listen to each other and then arrive at a consensus. As a result, there’s more collaboration,
communication and team members aren’t afraid to expose their vulnerabilities with each other.

2. Regulates Communication

When employees work as a team, they communicate. They talk to each other about the task at hand
and what is the best way to achieve the desired result. They strategize, divide themselves into
smaller groups, hold discussions and try to finish the task in the most efficient manner.
Communication also allows employees to understand their roles and what their peers are doing.
When employees know what their team members are doing, they can check up on the progress
made and help each other out if someone is unable to reach their goal.

3. Increases Productivity

Teams share the workload. This means that if one member has relatively less work, she can help
another team member to complete their work. This allows the project to be finished faster, thereby,
increasing productivity and improving the overall bottom line.

The importance of team building is that it improves the individual’s as well as the organization’s
productivity. Because individuals are working in teams, they can pick up on new skills and sharpen
their existing skills. This improves team performance, makes them efficient and over time, more
work gets completed in less time. As a result, organizations are able to generate more revenue
when they achieve their targets and deliver their best.

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4 Brings people together

As Margaret Carty rightly said, “The nicest thing about teamwork is that you always have others
on your side.”

One of the most important benefits of team building is that it improves interpersonal relationships
between employees. When people work together, they share experiences and both failures as well
as victories. It brings them closer and makes them trust each other. When team member A helps
team member B, team member B is sure to return the favour at some point. Employees team up
together to face adversaries and share the spotlight.

5. Fosters creativity and learning

Successful team building motivates employees to learn from each other and build on each other’s
talents. As compared to working solo on a project, teamwork allows room for fresh ideas and new
perspectives. It brings together individual experiences combined with new, innovative
ideas which makes the work more fun and efficient. As a result, everyone is able to bring
something new to the table and learn from each other.

6. Healthy competition

It’s proven that when you make a task a competition, people achieve more. In the workplace,
conducting team building activities can be a great way to bring out the competitive side of your
employees. Team building exercises are fun games where employees participate in order to
complete their challenges while competing with other games. The main objective of conducting
these games to inculcate team spirit among employees, letting them work with other teams and
acquire skills like problem solving, communication and collaboration along the way.

7. Makes people more accepting

The race to achieve success should be equal. Everyone should be given the same importance,
resources and equal opportunities to reach their goals.

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With workplaces becoming more inclusive towards cultural and gender diversity, your employees
need to do their bit too. It is always a good idea to form teams with people from different ethnicities
and backgrounds. Such groups are often more creative as they are more accepting and
understanding towards each other's differences. It makes them realise their preconceived
judgement of an individual is completely wrong and that that team member is actually a lot of fun
to work with.

8. Resolves conflicts

When people work together, there are sure to be disagreements. It’s up to team members to resolve
the conflicts amicably and not let it turn into full blown disputes.

But conflicts aren’t always a bad thing. Conflicts can sometimes turn into constructive and useful
work. Disagreements, especially, might arise if people with diverse experiences are grouped
together rather than those with similar experiences. The key to resolving such conflicts is that
people should be open to hear and accept diverse opinions and perspectives. If team members can
group their diverse opinions, skills and experiences together, they can achieve a lot more than a
group formed on similar experiences.

9. Employees can acquire skills

Team building is important. It enables employees to learn from others and develop new skills.
Working in a team helps employees take on leadership roles and see their team members fulfill
their responsibilities. For teams to perform and achieve their goal, they need to arrive at a
consensus before making any decisions. This requires employees to hold discussions,
communicate and actively listen to each other. Teamwork enables problem solving capabilities,
strategizing and decision-making skills. It also teaches team members to hold responsibility and
accountability for their decisions and actions.

10. Improves company culture

When teams work together, it fosters creativity and innovation in the workplace. Employees
communicate and collaborate more. This improves their performance and efficiency, resolves
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conflicts and misunderstandings and makes people more accepting towards each other. More
people start getting recognized which motivates them and others to achieve more and better the
next time. This improves the company’s overall bottom line and simultaneously fosters a positive
and motivating workplace culture.

Human Relations: Meaning and Importance:

Human relations are defined as the relationship between people, especially in a professional
context. It is an integral part of career success and relates to the treatment of people in a workplace
setting. The Human relations theory is considered a systematic process whose objective is to help
the people in an organization in behaving correctly, so that both the employees and the organization
are clear winners at the end of the day.

The employer and employee relationship are significant for an organization if it wants to succeed
in this competitive world. The company is represented by its management, which prefers to
develop a good and strong relationship with the employees. Improving relations is all about
addressing the needs of every employee, offering them training opportunities, and resolving
conflicts to boost employee morale and foster workplace culture. Developing skills relevant to
relations is essential for an organization as it helps it in achieving further efficiency and
productivity. Self-esteem, attitude, and traits are all interlinked with individual skills.

Importance of human relations

The importance of fostering a good relationship rules between employees and management in an
organization as follows-

1. Improving employee creativity

The importance of good relations in the workplace is that it will help in improving employee
creativity. The entire organization’s success is dependent upon coming up with new and innovative
ideas. When you have a relaxed atmosphere in the workplace, employees can easily share ideas
and come up with something inventive and resourceful.
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2. Motivated employees

The workplace is made up of an innumerable number of workers belonging to different cultures.

It becomes imperative to link them together to a single work culture so that they can rise above
personal beliefs and adapt to the needs of the organization. Most of the employees need more than
a paycheck. They cannot work in a place where the relations with co-workers or managers are
strained. This hurts their level of efficiency and ultimately has a direct impact on the productivity
level of the organization. The concept of improving human relationships becomes doubly
important as it helps to motivate employees to do better. When the relation between everyone is
smooth and fine, the atmosphere in the workplace will also be upbeat and optimistic. This will
keep the employees happy and motivated.

3. Employee engagement

It is a fact that when the management is supportive and conscious of employee’s needs and
requirements, the employees will take pride in their work and try to appease the management by
working with more efficiency. If the management is oppressive, then they will try to work for the
sake of a salary, and then it will just be a nine-to-five job where there is no need to give their best.
The quality of human relationships in an organization has an impact on how the employees view
their jobs. Improving and maintaining healthy relations in the workplace will result in employee
engagement. It is a proven fact that organizations with a high level of employee engagement have
managed to grow at a faster rate than their competitors in the market.

4. Healthy relationships

The general atmosphere of an organization, the behavior of the numerous social groups inside the
company, and the attitude of the seniors have a direct impact on the employees of an organization.

It is a sad day when colleagues are unable to communicate at work, and team members’ are unable
to trust each other to have their back. The importance of improving relations in the workplace is
that it will build healthy relationships where the employees will stand united, communicate freely,
and feel connected. There will be a common purpose that will help every stakeholder to give their

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best. Healthy human relationships in a professional environment help the organization to work at
its functional best.

5. Improved productivity

Relations in the workplace has a direct impact on the level of productivity. It is essential to have a
cordial and amicable human relationship in the workplace on both a personal and professional
level. The factor that influences efficiency and productivity is good relations between the various
people present in the workplace. Employees are likely to be more productive if their contribution
and efforts are recognized. This is why organizations that reward their employees for
good performances and acknowledge their efforts with praise and awards have managed to create
a special place for themselves in the industry.

6. Increased loyalty

If you are looking for the importance of good human relationships in the workplace, then the most
obvious one is increased loyalty. Healthy relations have a way of building trust through
interactions and bonding with each other. There is an increased chance of management listening
to the woes of the employees and working towards their betterment. When management is
employee-friendly, it will offer ample opportunities to the worker to enhance their skills and know-
how through proper training and learning methods.

The employees are more likely to work for an organization that offers them an opportunity to
improve their skills and learn through training. Better understanding will lead to increased loyalty
because employees want to stick around in the organization that will help them to enhance their
skills and assist in professional growth

7. Mutual support

If you are looking for the importance of good relations in the workplace, then look no further than
mutual support. When supervisors are sympathetic and considerate, then it will automatically lead
to healthy relations in the workplace. Mutual support and understanding will be the usual norm.

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Individuals will be in sync with fellow employees and offer help when needed. The positive
attitude will rub on the whole organization and encourage the best possible outcomes.

Understanding Behaviour

All behaviour happens for a reason ... Understanding the reason for behaviour is the crucial first step if
successful behaviour change is to occur.

At times we all use behaviours we would prefer not to be using. If we want the behaviour to change
it is important that we must first understand “why” this behaviour is being used! All behaviour
happens for a reason ... no matter how unwanted or unacceptable the behaviour is, it is happening
for a reason. This reason must first be identified if we want positive behaviour change to occur.
Behaviour is often used to describe who a person is, but if we learn to understand behaviour as “a
form of expression that can often be a coping strategy” we will be able to learn to understand that
behaviour is not who a person is; rather what a person is doing. Many people use behaviour that
have a negative impact on themselves and those around them; acting or behaving in a way that
they would prefer not to be. It is our experience at Fabic that people frequently use unwanted
behaviour in response to situations in life they find challenging; situations they do not feel
equipped to respond to by using positive and wanted behaviour. At times people simply do not
know what new positive behaviour to use instead. Using desired behaviour to respond to all parts
of life is a skill; a skill that often
 needs to be taught and not expected that people know how to
do automatically ... just like learning to read or driving a car; choosing the behaviour we would
like to use in response to life’s challenges is a skill that can also be learnt. Whether it be a 3-year-
old or an 80-year-old; we all have used unwanted behaviour at some point in our life, and will
again in the future unless we are supported and taught to respond differently. This workshop
provides participants with a greater understanding of the reasons behind their unwanted behaviour,
and the practical tools to choose differently in the future.

Almost all of our behavior is learned - much of it from imitating others in our social worlds from
infancy to adult life. Social behaviors are mostly learned from imitating the behavior of those
around us, and other more educational, vocational or practical skills are usually taught. Rewards

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play a significant role in shaping our behavior - think of the reaction of infants when we clap and
praise them and how this almost always leads them to repeat the action. We are usually very
responsive to pleasing others and being praised, and equally sensitive to being criticized or making
someone cross, especially a loved one. Psychologists have made systematic studies of behavior
over many years and shown that behaviors that are rewarded tend to increase and appear more
often, while behaviors that are not rewarded tend to disappear. The technical term for a reward that
increases a behavior is a reinforce.

Comfort zones

A comfort zone is a psychological state in which things feel familiar to a person and they are at
ease and (perceive they are) in control of their environment, experiencing low levels
of anxiety and stress. In this zone, a steady level of performance is possible.

Bardwick defines the term as "a behavioral state where a person operates in an anxiety-neutral
position." Brown describes it as "Where our uncertainty, scarcity and vulnerability are
minimized—where we believe we'll have access to enough love, food, talent, time, admiration.
Where we feel we have some control."

The Pros and Cons of Comfort Zones

Like a warm, familiar embrace, a comfort zone can be both encouraging and confining. A popular
area of study for mental health practitioners, behavior therapists, and others with careers in
psychology, its pros and cons have been widely contemplated. While comfort zones encourage
composure and calm, they can also inhibit growth. To make the most of your life, you must learn
to balance these forces. When they’re handled well, we can push past personal boundaries to
achieve and develop while still keeping a relaxing space in your mind to retreat to when we need
to recharge or contemplate.

According to Dr. Abigail Brenner, a San Francisco-based psychiatrist, a comfort zone “is a
psychological/emotional/behavior construct that defines the routine of our daily life” that “implies
familiarity, safety, and security.”1 While we’ve mostly heard teachers, coaches, and other
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motivators encourage us to push our boundaries and try activities outside our usual limits, there
are compelling reasons to both stay in and leave our comfort zones.

The pros of staying in your comfort zone include:

Drawing on experience

When we choose to stay in our comfort zone, we participate in familiar activities. We perform
tasks we have completed repeatedly, and likely with a track record of success. Staying in our
comfort zone allows us to draw on experience we have gained from past performances, in areas
we will undoubtedly know well.

Being confident

While new experiences can cause pause and trepidation, keeping in one’s comfort zone inspires
confidence and limits anxiety. When we have succeeded in the past on a task, it promotes a healthy
self-assurance in addressing similar undertakings in the future.

Minimizing risk

When we tackle familiar tasks in our comfort zone, we are aware of the risks and know how to
avoid them. Familiar activities tend to be less risky than unknown ones.

Rejuvenating

After we have pushed ourself outside of our typical boundaries, returning to our comfort zone can
help us reinvigorate and psychologically recuperate before returning to more anxiety-inducing and
uncertain situations.

Expending less energy for routine tasks

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If an activity is in your comfort zone, chances are you can complete it quickly and easily without
too much forethought or planning. The ease of routine tasks frees up more time and mental energy
for addressing challenging work.

Without a doubt, there are convincing reasons to spend time in your comfort zone. However,
breaking free of these constructs can also be enticing. The cons of staying in your comfort zone
include:

Holding back

If we stay in a comfort zone too long, it can make us complacent. If we don’t perform activities
that somewhat scare or challenge us, we miss out on growth opportunities. In physics, Isaac
Newton’s First Law of Motion dictates that “a body at rest will remain at rest unless an outside
force acts on it, and a body in motion … will remain in motion … unless acted upon by an outside
force.”

No risk, no reward

Perhaps it’s an overused phrase, but for good reason: “Nothing ventured, nothing gained.” If we
don’t try something new, we won’t succeed at anything new. Big rewards come to those willing
to take risks, even if they aren’t large ones.

Not learning new skills

If we only work on current strengths, you neglect the chance to develop new skills. In taking on
risks, we work on new skills and spend time improving relative weaknesses.

Missing the opportunity to make your comfort zone bigger

One of the most compelling reasons to push outside of your usual boundaries is to stretch your
comfort zone. When you take risks, embrace some discomfort and doubt, and succeed, you not
only improve your overall skill set, but you boost your confidence. The more you try challenging

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activities, the more normal those tasks become, broadening your comfort zone to larger and larger
dimensions.

To make the most of the comfort zones in our life, we must learn to balance time in and outside of
them. For personal growth, it’s necessary to take risks and endure some ego discomfort, however,
it’s also important to spend time healing and contemplating in the nurturing environs of our
comfort zone. Being aware of our comfort zone boundaries is a great first step—and as time passes,
we can expand that space to embrace more activities and experiences.

Stepping Stones to Assertiveness

1. Begin being assertive in low-risk situations first. For some people it is easier to try being
assertive with a family member. For others it is easier with the clerk at the grocery store.

2. Practice makes perfect. Don't expect immediate success in expressing yourself assertively. Like
any other new skill, it takes time to master it.

3. Acknowledge your successes. Remember the times when you were assertive and it worked well.
These will help to encourage you to try again next time.

4. Don't expect to always get what you want every time you are assertive. You have the right to
ask for what you want and others also have the right to say no. Validation comes from having
enough self-respect to express yourself, rather than ignoring your needs and keeping silent.

5. Others will not always like your assertive behaviour. It doesn't mean that you do not have the
right to be assertive. Sometimes your assertiveness means that someone else does not get his or
her way.

6. Learn from your mistakes. What worked? What didn't work? What can you do differently next
time?

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7. You don't have to be an expert to offer an opinion. We all have the right to an opinion and others
do not have to agree with us. We will all have opinions based on our unique perceptions and
experiences.

8. Don't expect to be guilt-free every time you are assertive. If you are used to being passive, likely
you will feel guilty when you begin to speak up for yourself and ask for what you want. You can
feel guilty and be assertive at the same time.

9. Every situation is unique. Assess each situation and respond appropriately. You do not have to
be assertive all the time. Sometimes the circumstances might warrant that you step back this time.

10. If someone interrupts you when you are speaking, ask that person to wait until you have
finished your statement. For example, "please wait a minute and let me finish speaking."

11. Ensure your body language is also assertive. Assertive body language includes maintaining
direct eye contact, speaking clearly, using appropriate voice tone and respecting personal space.

12. Thinking positively about being assertive makes it easier to actually be assertive. If you believe
you have the right to be assertive, you are more likely to do so.

13. Make sure your responses are clear and concise. Avoid making excuses or justifying your
choices. Short and direct responses work best.

Success

Success is not an accident. It is the result of our attitude and our attitude is a choice. Hence success
is a matter of choice and not chance. Most crackpots keep waiting for a jackpot. But can that bring
success? A priest was driving by and saw an exceptionally beautiful farm. He stopped his car to
appreciate the bountiful crop. The farmer was riding on his tractor and saw the priest at the corner.
He drove towards the Priest and when he got there the priest said, "God has blessed you with a
beautiful farm. You should be grateful for it. The farmer replied, "Yes, God has blessed me with
a beautiful farm and I am grateful for it, but you should have seen this farm when God had the
whole farm to himself!"
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A lot of research has gone into the subject of success and failure. All that we need to do is learn
our lessons from history. When we study the life histories of successful people, we find that they
have certain qualities in common no matter which period of history they lived in. Success leaves
clues and if we identify and adopt the qualities of successful people, we shall be successful.
Similarly, there are characteristics common in all failures. If we avoid those characteristics, then
we shall not be failures. Success is no mystery, but simply the result of consistently applying some
basic principles.

The winning edge

In order to get the winning edge, we need to strive for excellence, not perfection. Striving for
perfection is neurotic; striving for excellence is progress, because there is nothing that can't be
done better or improved. All that we need is a little edge. The winning horse in the races wins 5-
to-1 or 10-to-1. Do you think he is five or ten times faster than the other horses? Of course not. He
may only be faster by a fraction, by a nose, but the rewards are five or ten times greater. Is it fair?
Who cares? It doesn't matter. Those are the rules of the game. That is the way the game is played.
The same is true in our lives. Successful people are not ten times smarter than the people who fail.
They may be better by a nose, but the rewards are ten times bigger. We don't need to improve
1,000% in any one area. All we need is to improve 1% in 1,000 different areas, which is a lot
easier. That is the winning edge!

Qualities that make a person successful

1. Desire

The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon
A burning desire is the starting point of all accomplishment. Just like a small fire cannot
give much heat, a weak desire cannot produce great results. Hill wrote, "Whatever the mind
of man can conceive and believe, the mind can achieve."

2. Commitment:

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 Integrity and wisdom are the two pillars on which to build and keep commitments. This
point is best illustrated by the manager, who told one of his staff members, "Integrity is
keeping your commitment even if you lose money and wisdom is not to make such foolish
commitments." Prosperity and success are the result of our thoughts and decisions. It is our
decision what thoughts will dominate our lives. Success is not an accident. It is the result
of our attitude.

3. Responsibility

A duty which becomes a desire will ultimately become a delight. --George Gritter

People with character accept responsibilities. They make decisions and determine their
own destiny in life. Accepting responsibilities involves taking risks and being accountable
which is sometimes uncomfortable. Most people would rather stay in their comfort zone
and live passive lives without accepting responsibilities. They drift through life waiting for
things to happen rather than making them happen. Accepting responsibilities involves
taking calculated, not foolish, risks. It means evaluating all the pros and cons, then taking
the most appropriate decision or action. Responsible people don't think that the world owes
them a living.

4. Hard Work

Success is not something that you run into by accident. It takes a lot of preparation and
character. Everyone likes to win but how many are willing to put in the effort and time to
prepare to win? It takes sacrifice and self-discipline. There is no substitute for hard work.
Henry Ford said, "The harder you work, the luckier you get." The world is full of willing
workers, some willing to work and the others willing to let them.

I like to work half a day. I don't care if it is the first 12 hours or the second 12 hours.
--Kammons Wilson, CEO of Holiday Inn

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 One cannot develop a capacity to do anything without hard work, just as a person cannot
learn how to spell by sitting on a dictionary. Professionals make things look easy because
they have mastered the fundamentals of whatever they do.

5. Character

Character is the sum total of a person's values, beliefs and personality. It is reflected in our
behavior, in our actions. It needs to be preserved more than the richest jewel in the world.
To be a winner takes character. George Washington said, "I hope I shall always possess
firmness and virtue enough to maintain what I consider the most valuable of all titles, the
character of an honest man." Page 42 of 175 It is not the polls or public opinions but the
character of the leader that determines the course of history. There is no twilight zone in
integrity. The road to success has many pitfalls. It takes a lot of character and effort not to
fall into them. It also takes character not to be disheartened by critics.

6. Positive Believing

What is the difference between positive thinking and positive believing? What if you could
actually listen to your thoughts? Are they positive or negative? How are you programming
your mind, for success or failure? How you think has a profound effect on your
performance. Having a positive attitude and being motivated is a choice we make every
morning. Living a positive life is not easy; but then neither is negative living. Given a
choice, I would go for positive living. Positive thinking is better than negative thinking and
it will help us use our abilities to the fullest. Positive believing is a lot more than positive
thinking. It is having a reason to believe that positive thinking will work. Positive believing
is an attitude of confidence that comes with preparation. Having a positive attitude without
making the effort is nothing more than having a wishful dream. The following illustrates
positive believing.

7. Give More Than You Get

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 It is easy to succeed today. We have no competition. If you want to get ahead in life, go
the extra mile. There is no competition on the extra mile. Are you willing to do a little
more than you get paid for? How many people you know are willing to do a little bit
more than what they get paid for? Hardly any. Most people don't want to do what they
get paid for and there is a second category of people who only want to do what they can
get by with.

8. The Power of Persistence

Nothing will take the place of persistence. Talent will not: Nothing is more common than
unsuccessful people with talent. Genius will not: Unrewarded genius is a proverb.
Education will not: The world is full of educated derelicts. Persistence and determination
alone are omnipotent. --Calvin Coolidge

The journey to being your best is not easy. It is full of setbacks. Winners have the ability
to overcome and bounce back with even greater resolve.

9. Pride of Performance

In today's world, pride in performance has fallen by the wayside because it requires effort
and hard work. However, nothing happens unless it is made to happen. When one is
discouraged, it is easy to look for shortcuts. However, these should be avoided no matter
how great the temptation. Pride comes from within, which is what gives the winning edge.
Pride of performance does not represent ego. It represents pleasure with humility. The
quality of the work and the quality of the worker are inseparable. Half-hearted effort does not
produce half results; it produces no results.

10. Be Willing to Be a Student

Get a Mentor If God and the teacher (guru) are standing together, who does the student salute
first? According to Indian culture, the answer is the teacher, because without his direction and
help, the student could not have met God. A mentor or a teacher is a person whose hindsight can
become your foresight. Look for someone who can accept you as a mentee or a student. Choose
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your mentor carefully. A good one will guide and give direction; a bad one will misguide. Show
respect. Be an interested student. Teachers like interested students. The best teachers will not give
you something to drink, they will make you thirsty. They will put you on a path to seek answers.

BUILDING BLOCKS OF ASSERTIVENESS

A useful way to think about what constitutes an assertive response is to consider these two
fundamental building blocks: first, there needs to be a clear awareness of what you feel, and
second, there needs to be a clear understanding of what you want. Conceptually, this could not
sound easier. But, in fact, putting these two simple steps into practice can be quite difficult.

We often think we’re expressing exactly what we feel, but if we look closely at what we’re saying,
there may be no feeling words mentioned at all. The simplest way to express a feeling is to use the
three-word sentence: “I feel (blank)” where the blank is filled in with a feeling word. We might
say, “I feel sad” or afraid, alone, guilty, disappointed, ashamed or rejected.

Sharing such raw, honest statements of feelings makes us more vulnerable, so we often avoid doing
so. We have a curiously strong tendency to derail the simple three-word sentence by adding the
words “like” or “that” after the word “feel.” That is, we tend to say “I feel like . . . “or “I feel that
. . . “Then, after the words “like” or “that” we tend to add the word “you,” followed by a critical
statement of the other person’s behavior, which we deem to be inappropriate.

So, we may think we’re doing an excellent job of expressing feeling sad, alone and disappointed,
but our actual words may be, “I feel like you don’t care about me and all you think about is
yourself.” This, of course, is not a feeling statement at all, but a statement of blame, criticism and
accusation. In meaningful relationships, feeling statements are more likely to invite empathy;
blaming statements usually invite defensiveness.

Ask and you might receive

The second step is knowing what it is you want and asking for it directly and respectfully. Again,
this may sound quite straightforward but can be challenging to implement. We might think that

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we’re doing a thorough job of asking for what we want when we say, “You need to learn to put
the phone down, come home when you say you’re gonna be home and act as if you care for once!”
Clearly, this is not a respectful request, but more of a shaming and judgmental attack of another
person.

Asking for what we would like is also a vulnerable thing to do. Because we like to avoid
vulnerability, sometimes we don’t directly ask for what we want but instead tell others what they’re
doing wrong and hope they surmise what it is we want. It exposes more of our vulnerability if we
ask, “Would you be able to come straight home tonight, for me, so that we can spend some time
together?” Asking in this way is surely not a guarantee of getting the desired answer, but the odds
are much better than if we launch the critical attack.

“Would you do this, for me?”

When asking for favors, it can help to make the request more personal by adding the powerful
clause, “for me.” Although it increases our vulnerability even more, asking, “Would you do this,
for me?” is more likely to invite compassion and generosity in the other. Sometimes we shy away
from the personal touch and argue more objectively that the other person should do the thing
because it is obviously the right, logical and appropriate thing to do. “You should just come straight
home!” The more we explain, justify and defend our request, the more likely we are to invite an
argument.

Communicating assertively does not guarantee that we’ll always get our way. But, by clearly
naming what we feel and respectfully asking for what we would like, the odds are likely to go up
significantly.

Block #1: Am I being selfish if I say “No”?

A common block to assertiveness is feeling guilty when saying no to a request. For example, your
partner wants you to go with her to join friends for a night out. You’re exhausted from your work
day and really don’t want to go, but you feel that you should go with her. If you say no and offer
instead to go another time, are you being assertive or selfish? When you are concerned about being

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selfish but your instinct is to say no, you might stop and consider your values and whether
accepting the request is consistent with those values. After reviewing your own values, you may
decide that saying no to the request is a matter of self-preservation as opposed to selfishness.
Pushing yourself to do that one more thing might mean getting less sleep or leisure time than you
need. Your first responsibility is to your own physical and mental well-being. If you don’t take
care of yourself, you’re unable to help others anyway.

Block #2: How do I avoid being aggressive?

It is helpful to identify aggressive forms of communication. Aggressive communication is

disrespectful of others. It may include name-calling, blaming, or shaming, 9as well as obvious
threats to harm the other person either via rejection or physical aggression. The following
responses are assertive, but not aggressive. In your personal (non-work) relationships, practice the
following responses to requests that you decide to decline:

• “I am not interested in that.”

• “I am too busy at this time to take on any more tasks.”
• “I would like to talk more about this with you, but now is not a good time. I’d like to set a
time to talk more about it.”
• “No, I don’t want to do that.”
• “No, but thanks.”
• “No.”

Block #3: Will they react with anger?

Maybe you worry that your significant other will be so offended by your assertiveness that she
will “lose it”. That may happen, particularly if you have been a non-assertive person up to now
and have suddenly begun responding with assertive statements. In some cases, those who know
you may ask why you “have changed” or what you are “upset about”. This was a commonly
reported problem for adults in an assertiveness training class that I taught at a university. Partners
reacted with defensiveness or anger to statements such as “I’m tired of our routine. I’d like to try
some different places to eat out.” Or “I really don’t like this type of movie. I’d like to see a comedy

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 with you.” Practicing assertiveness often involves managing a partner’s reaction to the
assertiveness. If one person becomes more assertive, the other may wrongly perceive the new
behavior as aggressive when in fact it is assertive.

To manage this risk, it is often helpful to prepare your partner/friends for the change in your
behavior. You might say something like:

• “I am trying to be more assertive because I believe it will be better for both of us,” or
• “I am learning to be more direct. I hope we can both be more direct with each other.”

Characteristics of High Performing Teams

High-performing teams are composed of individuals with specialized expertise and

complementary skills who are goal-oriented and hyper-focused on achieving clear, outstanding
results. Together they collaborate and innovate to produce work at the highest levels. But building
a high-performing team requires more than just pulling together a group of talented people with
the right skills. It requires careful development and the nurturing of key characteristics, behaviors,
and best practices.

• Strong team performance management

Sets and continuously measures the achievements of the team against the organization’s goals and
key results.

• Team behaviour and values

Team behaviour and values that everyone “buys in to” and consistently demonstrates even in the
face of adversity. Trust and mutual respect develop over time.

• Challenging and supportive team environment

To foster these team behaviour and performance measures, helping to create and nurture a strong
team identity.

• Cohesive team identity

Clearly recognized by those inside and outside the team.

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Review your Team

Whether you are leading, coaching or part of a team, review the characteristics of a high
performance team below to help predict the likely success at becoming a high performing team.
Then focus your mind on where you need to channel your energy and actions to enhance your team
performance:

Clear purpose and focus on long term achievement

The whole team’s energy and drive is focused on achieving their purpose. How their contribution
fits into the overall “big picture” – for example what the organization is aiming to achieve in the
longer term. There is also a clear understanding of how the team will achieve this goal in the short,
medium and long term.

Clearly aligned team roles

Each team member has clearly defined responsibilities for team issues as well as their own
functional role or specialism, and these team roles are assigned based on their strengths and
preferred behaviour for working within a team.

Shared leadership and accountability

In a high performing team, team members complete some tasks that a traditional leader holds, for
example, chairing the monthly team meeting. For help see tips on chairing meetings. Team
members also accept far more responsibility for resolving issues on behalf of the team when there
is a sense of shared leadership and accountability.
Clear open lines of communication

Communication within high performing teams’ centers on methods and frequency that work best
for them. Inter and intra-departmental communication is managed well where vital information,
proposal of new ideas and feedback are channelled across the organisation.

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Team behaviour focused on results

Team members should communicate and make decisions effectively, objectively review their
performance and support one another to achieve their goals. Specific behavioural attributes can be
viewed on team behaviour for high performance

Utilization and respect of team members’ talents

Enable team members to play to their strengths and trade tasks that they are less suited to,
reinforcing high levels of motivation and performance.
Implicit trust between team members

Implicit trust cannot be broken by an outsider. With deep rooted trust intact, team members are
more likely to take things on board themselves without being asked, as there is a strong affinity
and bond to the team itself.

Conflict is effectively managed

One of the main differences between a mediocre performing team and a high performing team is
their capability to handle conflict in a constructive way to enhance the team’s performance. The
conflict is always de-personalised and focused on organisational/performance issues with a “joint
problem-solving” approach taken. Over time, “conflict” becomes seen as “differing views”
focused on ways of improving, learning and challenging the “status quo”.

Regular evaluation of the team’s output and effectiveness

High performance teams schedule and spend time frequently reviewing their team objectives to
ensure they are on track to achieve their goals within the original time frame set. By doing this
they are also able to effectively manage any difficulties that arise and plan additional resource to
achieve the goal.

In this type of environment, team members are very clear on their responsibility to deliver results
whilst feeling supported by other team members when challenges and issues arise. Time is also set

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aside to review the effectiveness of each goal or project to ensure sufficient learning is acquired
and applied for future goals and projects.

Shared recognition of team’s success

The whole team are recognised for their achievements as a team, although it is helpful to reinforce
how each team member contributed towards this overall achievement.

Quickly adapts to change

When change takes place that potentially affects high performance teams, the team have already
anticipated the change or discussed “the writing on the wall” and have a plan in place to respond
constructively to the change as it happens.

Representation of the team

Regardless of the setting, team members from a high performing team will unquestionably stand
up to represent the team at different occasions and events, feeling quite at ease to speak on behalf
of the team. This is usually fostered by not only the strong team spirit that exists but also the
transparent, ongoing communication that equips the team members to objectively represent the
team.

Acquire focused support

High performance teams usually raise other’s expectations levels due to their record of success.
However, where the team or specific team members require support and assistance to achieve their
goals, they do not hesitate to ask and acquire specialist support. They recognise the added value
that outsider support can bring to the team at a particular time and usually have a wide network of
potential support.

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 Clear, cohesive team identity

Within high performance teams, where focused team performance management is operated, team
behaviours and values that has been “bought into” by every team member, all supported by a
nurturing team environment, success is inevitable.
The team identity is so strong that it is recognised and admired by both those inside and outside
the team. This identity binds the team together and constantly reinforces the team energy and
motivation. As a team member from a high-performance team leaves, the team “mourns” their loss
and great effort is needed to synchronize a new team member into their place.

These effective team characteristics take time to establish and really embed, so a new team will
need some help in their journey in becoming a high performing team. The speed of the team’s
journey is often determined by the initial effort put into getting the team processes and resources
into place.

As a leader or coach of a team:

Read key steps to building high performance teams to help you identify your next steps.

Ask yourself:
o How successful are the team in achieving their key result areas/key performance indicators?
o Where and how could the team enhance their performance further?

o What can be done to raise individual and team potential?

o How established are the team behaviour that support a team climate of mutual trust and respect?

o How are the team perceived from the outside? What does this tell us? What do we need to capitalize
on or do differently?

Get some feedback

o Ask the team how they view their performance level and effectiveness as a team, what the
opportunities are for enhancing this and what potential barriers exist

o Gain a range of external perceptions on your team’s performance from your key stakeholders

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 As a team member

Read our team behaviour for high performance to help you review your own team contributions
and consider ways of helping the team enhance their collective performance level.

Ask yourself

o What have I specifically done to help the team achieve our goals?
o How have my contributions helped or hindered the overall team performance?

o What, in hindsight, could I have done differently to enhance our team performance?
o What tools or resources do I need to make this happen in the future?

Get some feedback:

o Ask other team members for feedback on how you have contributed to the overall team efforts to
achieve your goals e.g., what have I done well that has really helped the team performance, and
what could I do differently in the future?

Alternatively, use Stop, Start and Continue as a framework i.e. What could I stop doing to increase
the team’s performance? What could I start doing to increase the overall team’s performance and
What should I continue to do to increase the team’s performance?

o If your team is part of an overall group, you may wish to extend the number of colleagues you ask
to give you feedback, remembering to explain the purpose behind the feedback and the value you
attach to receiving objective, constructive feedback.

SELF-QUESTIONNAIRE

Personality questionnaires assess personal behavioural preferences, that is, how you like to work.
They are not concerned with your abilities, but how you see yourself in the way you relate to
others, your approach to problems, and how you deal with feelings and emotions. With this type
of assessment, there are no right or wrong answers.

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The questions that follow are examples of the type of question you may come across in personality
questionnaires. There are two common formats to personality questionnaires. In one format, you
are asked to rate yourself. In the other, you are asked to choose between different statements that
look at different aspects of personality.

Rating Statements
You may be asked to rate yourself on a number of phrases or statements. After reading each
statement, you would mark your answer as follows:

Select circle 1 If you strongly disagree with the

statement
Select circle 2 If you disagree with the statement
Select circle 3 If you are unsure
Select circle 4 If you agree with the statement
Select circle 5 If you strongly agree with the statemen

In the example below, the first statement has been completed; the person has agreed that "I enjoy
meeting new people" is an accurate description of himself or herself. Try rating yourself on the
other example questions. Remember there are no right or wrong answers.

1 I enjoy
meeting new
people.
2 I like helping
people.
3 I sometimes
make
mistakes.
4 I'm easily
disappointed.
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 5 I enjoy
repairing
things.

Making Choices

This is the second format widely used with personality questionnaires. You are given a block of
statements. Your task is to choose one statement that is most like your behaviour in work situations
and one statement that is least like your behaviour. You should indicate your choices by clicking
the appropriate button in the columns marked "M" for most and "L" for least.

The first statement below has been completed; the person has indicated that he or she most likes
trying out new activities and least like understanding the underlying theory. Try choosing which
statements are most and least like you in the following example questions. Remember there are no
right and wrong answers.

I am the sort of person who...

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 M L
1 A I try out new
activities.
B I consider other
people’s
feelings.
C I like to
understand the
underlying
theory.

M L
2 A I have highly
original ideas.
B I am prepared to
tell people if
they are
mistaken.
C I am modest
about what I
have achieved.

M L
3 A I conceal my
feelings.
B I am nervous
before big
events.
C I review work
critically.

M L
4 A I like meeting
new people.

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B I enjoy setting
long-term
goals.
C I usually feel
relaxed.

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MODULE-III

INTERPERSONAL COMMUNICATION

Introduction

Interpersonal communication is the communication that takes place between people who are in
some way “connected.” Interpersonal communication would thus include what takes place
between a son and his father, an employer and an employee, two sisters, a teacher and a student,
two lovers, two friends, and so on. Although largely dyadic (two-person) in nature, interpersonal
communication is often extended to include small intimate groups such as the family. Even within
a family, however, the communication that takes place is often dyadic—mother to child, father to
mother, daughter to son, and so on.Not only are the individuals simply “connected”—they are also
interdependent: What one person does has an impact on the other person. The actions of one person
have consequences for the other person. In a family, for example, a child’s trouble with the police
will affect the parents, other siblings, extended family members, and perhaps friends and
neighbors.Interpersonal communication is the process by which people exchange information,
feelings, and meaning through verbal and non-verbal messages: it is face-to-face communication.

Definition

Interpersonal communication is not just about what is actually said - the language used - but how
it is said and the non-verbal messages sent through tone of voice, facial expressions, gestures and
body language.When two or more people are in the same place and are aware of each other's
presence, then communication is taking place, no matter how subtle or unintentional.Without
speech, an observer may be using cues of posture, facial expression, and dress to form an
impression of the other's role, emotional state, personality and/or intentions. Although no
communication may be intended, people receive messages through such forms of non-verbal
behaviour.

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Significance

Interpersonal communication takes place within a relationship—it impacts the relationship, it defines the
relationship. The communication that takes place in a relationship is in part a function of that relationship.
That is, the way you communicate is determined in great part by the kind of relationship that exists between
you and the other person. You interact differently with your interpersonal communication instructor and
your best friend; you interact with a sibling in ways very different from the ways in which you interact with
a neighbor, a work colleague, or a casual acquaintance. You interact on Facebook and Twitter in ways very
different from the way you interact in a face-to-face situation. But also notice that the way you
communicate, the way you interact, will influence the kind of relationship you develop. If you interact with
a person in friendly ways, you’re likely to develop a friendship. If you regularly exchange hateful and
hurtful messages, you’re likely to develop an antagonistic relationship. If you regularly express respect and
support for each other, a respectful and supportive relationship is likely to develop. This is surely one of
the most obvious observations you can make about interpersonal communication. And yet, many people
seem not to appreciate this very clear relationship between what they say and the relationships that develop
(or deteriorate).

Uses of Interpersonal Communication

Most of us engage in some form of interpersonal communication on a regular basis, often many
times a day, how well we communicate with others is a measure of our interpersonal skills.

Interpersonal communication is a key life skill and can be used to:

1. Give and collect information.

2. Influence the attitudes and behaviour of others.
3. Form contacts and maintain relationships.
4. Make sense of the world and our experiences in it.
5. Express personal needs and understand the needs of others.
6. Give and receive emotional support.
7. Make decisions and solve problems.
8. Anticipate and predict behaviour.
9. Regulate power.

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 Interpersonal relationship skills refer to the ability to build rapport with individuals having
similar interests and goals as we do. In a workplace, interpersonal relationship skills allow us to
share a special bond with our co-workers such that trust and positive feelings for one another are
maintained.

Interpersonal relationship skills at workplace allow a better understanding among employees as

well as more effective communication. For individuals spending, on average, seven to eight hours
of their day at work, it is irrational to believe they can work all by themselves. So we all ought to
have healthy interpersonal relationships at work in order to be able to have a friendly ambience.

Why are interpersonal relationships important?:

The importance of interpersonal relationships in workplace is evident from the following benefits:

Greater employee satisfaction. Human being is a social animal. Working in isolation makes an
individual prone to stress and he starts to find his job monotonous. Therefore, interpersonal
relationships give employees a chance to form close relationships with fellow co-workers,
developing in them a sense of joy as well as satisfaction.

Better decision-making. Any important decision making within an organization is based on its
employees brainstorming to find the best ideas and strategies. However, this requires a platform
such that every individual has the liberty and an equal opportunity to express his views and
opinions. Such effective communication is best possible when employees have close associations
with each other that allows for effective communication as well as some honest feedback.

Different Types of Interpersonal Relationships:

When two individuals feel comfortable in each other’s company and decide to be with each other,
they enter into a relationship.

A close association between individuals who share common interests and goals is called
interpersonal relationship.

Individuals who are compatible with each other enter into an interpersonal relationship. People
must gel well for a strong and healthy relationship.

Let us go through the various types of interpersonal relationship:

Friendship

Friendship is an unconditional interpersonal relationship where individuals enter into by their own
sweet will and choice.

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Friendship is a relationship where there are no formalities and individuals enjoy each other’s
presence.

Friendship can be between:

Man and a woman

Man and man

Woman and woman

Must have in friendship:

Transparency is the most essential factor for a stable friendship. Do not hide things from your
friends. Be honest to them.

Guide them whenever required. Never give them any wrong suggestions or advice.

Feelings like ego, jealousy, hatred, anger do not exist in friendship.

The entire relationship of friendship revolves around trust and give and take. No relationship can
be one sided and same with friendship. Try to do as much as you can for your friends.

Love

An interpersonal relationship characterized by passion, intimacy, trust and respect is called love.

Individuals in a romantic relationship are deeply attached to each other and share a special bond.

Must have in a Romantic relationship:

Two partners must trust each other in this relationship. A sense of respect and mutual admiration
is essential. Partners must reciprocate each other’s feelings for the charm to stay in the relationship
for a longer period of time.

Case - 1
Marriage happens when two individuals in love decide to take their relationship to the next level.

Marriage is a kind of formalized relationship where two individuals after knowing each other well
decide to enter the wedlock and stay together life-long through thick and thin.

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Keys to a successful marriage:

Understanding

Love

Passion

Intimacy

Respect

Trust

Case - 2
Two individuals might love each other but decide not to get married. They are often called as
boyfriend and girlfriend. They may or may not stay together. If they stay together without formally
getting married, they are said to enter a live in relationship.

Individuals staying at far off places but in a relationship are said to be in a long distance
relationship.

Case - 3

Individuals not getting along might decide to end the relationship for a better future.

Platonic Relationship:

A relationship between two individuals without any feelings or sexual desire for each other is
called a platonic relationship.

In such a relationship, a man and a woman are just friends and do not mix love with friendship.

Platonic relationships might end in romantic relationship with both the partners developing mutual
love and falling for each other.

Family Relationship:

Individuals related by blood or marriage are said to form a family.

Professional Relationship (Work Relationship) :

Individuals working together for the same organization are said to share a professional
relationship.

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Individuals sharing a professional relationship are called colleagues. Colleagues may or may not
like each other.

FACTORS EFFECTING INTERPERSONAL RELATIONSHIPS

Interpersonal relationship refers to individuals with similar tastes and mindsets entering into an
association. Individuals who share identical goals and interests enter into an interpersonal
relationship. It is essential for individuals in a relationship to get along well.

1. Compatibility

Two individuals in a relationship must be compatible with each other. There should be no
scope of conflicts and misunderstandings in a relationship. Individuals from similar
backgrounds and similar goals in life do extremely well in relationships. People with
different aims, attitudes, thought processes find it difficult to adjust and hence fail to carry
the relationship to the next level.

2. Communication

Communication plays a pivotal role in all types of relationships whether it is personal or

professional. Feelings must be expressed and reciprocated in relationships. Individuals
need to communicate with each other effectively for better understanding. Do not stay mum
as it leads to problems and misunderstandings. Two people in love must interact with each
other on a regular basis through various modes of communication such as telephone,
emails, letters (though exchanging letter is now considered an outdated form of
communication). Staying in touch is essential for the love to grow especially in long
distance relationships where individuals can’t meet quite often.

In professional relationships as well, colleagues must communicate well for a better

bonding. Sit with your co-workers and discuss issues face to face to reach to a mutually
acceptable solution.

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 The recipient must understand what the sender intends to communicate and vice a versa.
Clarity of thoughts is essential in relationships.

3. Honesty

Be honest in relationships. Do not lie or hide things from your partner. Remember every
problem has a solution. Think before you speak. Transparency is important in relationships.

4. Stay calm

Do not over react on p trivial things in relationships. Stay calm. Be a little more adjusting.
Be the first one to say “Sorry”. It will solve half of your problems.

5. Forgiving

An individual needs to be a little more forgiving in relationships. Do not drag issues

unnecessarily. Fighting over small issues is foolish and makes the situation all the more
worse.

6. Smile

As they say “Smile is a curve that makes everything staright.” Flash your smile more often.
It works. Take care of your facial expressions while interacting with the other person.

7. Time

Time plays an important role in relationships. Individuals in love must spend adequate time
to know each other better. Frustrations arise when people do not have time to meet or
interact with each other. Even in organization, individuals must spend quality time with
their co-workers to strengthen the bond amongst themselves. Married couples must take
time out for each other for the charm to stay in relationship forever. Make the other person
feel important. Appreciate your partner whenever he/she does something for you. Praise
him/her in front of others. Every relationship needs time and an individual’s effort to grow.
Sit with your partner and try to sort out the differences amicably. Don’t be too rigid.
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Consequences of Interpersonal Relationships:

Team Building

Definition

Team building is a management technique used for improving the efficiency and performance of
the workgroups through various activities. It involves a lot of skills, analysis and observation for
forming a strong and capable team. The whole sole motive here is to achieve the organization
vision and objectives.

Forming a great team requires a lot of skills and presence of mind. Usually, some managers
specialize in team-building skills and are hired by the companies on this parameter. The manager
responsible for team building must be able to find out the strengths and weaknesses of the team
members and create the right mix of people with different skill sets. He must focus on developing
strong interpersonal relations and trust among the team members.

The manager must encourage communication and interaction among the team members and also
reduce stress with the help of various team-building activities. He must clearly define the goals
and objectives of the organization to the team members. He must also specify the role of each
member in the team to direct them towards the achievement of the organizational goals.

Significance of team building:

Team building in the workplace is the process of creating a team that is cohesively working
together towards a common goal. In order to create this cohesive team, each member must create
bonds with one another. One of the most powerful reasons for team building is to get results.
Through a series of planned team building events that are fun and motivational, teams build skills
like communication, planning, problem-solving and conflict resolution. These team building
activity ideas help to facilitate long term team building through fostering genuine connections,
deeper discussions, and processing.A close-knit team will ensure productivity and a good work
environment.

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1. Builds trust

Trust plays an essential role in building effective teams. For teams to work together, they need to
know they can trust each other. That they can fall back on each other if the need arises. Moreover,
when you build trust among teams, they give each other the space and autonomy to accomplish
their tasks and make their own decisions.

Trust makes people feel safe. When they feel safe, they open up. They let their team members
know about their strengths and weaknesses. They are more proactive with their ideas, take risks,
listen to each other and then arrive at a consensus. As a result, there’s more collaboration,
communication and team members aren’t afraid to expose their vulnerabilities with each other.

2. Regulates communication

When employees work as a team, they communicate. They talk to each other about the task at hand
and what is the best way to achieve the desired result. They strategise, divide themselves into
smaller groups, hold discussions and try to finish the task in the most efficient manner.
Communication also allows employees to understand their roles and what their peers are doing.
When employees know what their team members are doing, they can check up on the progress
made and help each other out if someone is unable to reach their goal.

3. Increases productivity

Teams share the workload. This means that if one member has relatively less work, she can help
another team member to complete their work. This allows the project to be finished faster, thereby,
increasing productivity and improving the overall bottom line.

The importance of team building is that it improves the individual’s as well as the organisation’s
productivity. Because individuals are working in teams, they can pick up on new skills and sharpen
their existing skills. This improves team performance, makes them efficient and over time, more
work gets completed in less time. As a result, organisations are able to generate more revenue
when they achieve their targets and deliver their best.

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4. Brings people together

As Margaret Carty rightly said,

“The nicest thing about teamwork is that you always have others on your side.”

One of the most important benefits of team building is that it improves interpersonal relationships
between employees. When people work together, they share experiences and both failures as well
as victories. It brings them closer and makes them trust each other. When team member A helps
team member B, team member B is sure to return the favour at some point. Employees team up
together to face adversaries and share the spotlight.

5. Fosters creativity and learning

Successful team building motivates employees to learn from each other and build on each other’s
talents. As compared to working solo on a project, teamwork allows room for fresh ideas and new
perspectives. It brings together individual experiences combined with new, innovative
ideas which makes the work more fun and efficient. As a result, everyone is able to bring
something new to the table and learn from each other.

6. Healthy competition

It’s proven that when you make a task a competition, people achieve more. In the workplace,
conducting team building activities can be a great way to bring out the competitive side of your
employees. Team building exercises are fun games where employees participate in order to
complete their challenges while competing with other games. The main objective of conducting
these games to inculcate team spirit among employees, letting them work with other teams and
acquire skills like problem solving, communication and collaboration along the way.

7. Makes people more accepting

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The race to achieve success should be equal. Everyone should be given the same importance,
resources and equal opportunities to reach their goals.

With workplaces becoming more inclusive towards cultural and gender diversity, your employees
need to do their bit too. It is always a good idea to form teams with people from different ethnicities
and backgrounds. Such groups are often more creative as they are more accepting and
understanding towards each other's differences. It makes them realise their preconceived
judgement of an individual is completely wrong and that that team member is actually a lot of fun
to work with.

8. Resolves conflicts

When people work together, there are sure to be disagreements. It’s up to team members to resolve
the conflicts amicably and not let it turn into full blown disputes.

But conflicts aren’t always a bad thing. Conflicts can sometimes turn into constructive and useful
work. Disagreements, especially, might arise if people with diverse experiences are grouped
together rather than those with similar experiences. The key to resolving such conflicts is that
people should be open to hear and accept diverse opinions and perspectives. If team members can
group their diverse opinions, skills and experiences together, they can achieve a lot more than a
group formed on similar experiences.

9. Employees can acquire skills

Team building is important. It enables employees to learn from others and develop new skills.
Working in a team helps employees take on leadership roles and see their team members fulfill
their responsibilities. For teams to perform and achieve their goal, they need to arrive at a
consensus before making any decisions. This requires employees to hold discussions,
communicate and actively listen to each other. Teamwork enables problem solving capabilities,
strategizing and decision making skills. It also teaches team members to hold responsibility and
accountability for their decisions and actions.

10. Improves company culture

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When teams work together, it fosters creativity and innovation in the workplace. Employees
communicate and collaborate more. This improves their performance and efficiency, resolves
conflicts and misunderstandings and makes people more accepting towards each other. More
people start getting recognised which motivates them and others to achieve more and better the
next time. This improves the company’s overall bottom line and simultaneously fosters a positive
and motivating workplace culture.

Human Relations: Meaning and Importance:

Human relations are defined as the relationship between people, especially in a professional
context. It is an integral part of career success and relates to the treatment of people in a workplace
setting. The Human relations theory is considered a systematic process whose objective is to help
the people in an organization in behaving correctly , so that both the employees and the
organization are clear winners at the end of the day.

The employer and employee relationship are significant for an organization if it wants to succeed
in this competitive world. The company is represented by its management, which prefers to
develop a good and strong relationship with the employees.Improving relations is all about
addressing the needs of every employee, offering them training opportunities, and resolving
conflicts to boost employee morale and foster workplace culture.Developing skills relevant to
relations is essential for an organization as it helps it in achieving further efficiency and
productivity. Self-esteem, attitude, and traits are all interlinked with individual skills.

Importance of human relations

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The importance of fostering a good relationship rules between employees and management in an
organization as follows-

1. Improving employee creativity

The importance of good relations in the workplace is that it will help in improving employee
creativity. The entire organization’s success is dependent upon coming up with new and innovative
ideas. When you have a relaxed atmosphere in the workplace, employees can easily share ideas
and come up with something inventive and resourceful.

2. Motivated employees

The workplace is made up of an innumerable number of workers belonging to different cultures.

It becomes imperative to link them together to a single work culture so that they can rise above
personal beliefs and adapt to the needs of the organization. Most of the employees need more than
a paycheck. They cannot work in a place where the relations with co-workers or managers are
strained. This hurts their level of efficiency and ultimately has a direct impact on the productivity
level of the organization. The concept of improving human relationships becomes doubly
important as it helps to motivate employees to do better. When the relation between everyone is
smooth and fine, the atmosphere in the workplace will also be upbeat and optimistic. This will
keep the employees happy and motivated.

3. Employee engagement

It is a fact that when the management is supportive and conscious of employee’s needs and
requirements, the employees will take pride in their work and try to appease the management by
working with more efficiency. If the management is oppressive, then they will try to work for the
sake of a salary, and then it will just be a nine-to-five job where there is no need to give their best.
The quality of human relationships in an organization has an impact on how the employees view
their jobs. Improving and maintaining healthy relations in the workplace will result in employee
engagement. It is a proven fact that organizations with a high level of employee engagement have
managed to grow at a faster rate than their competitors in the market.

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4. Healthy relationships

The general atmosphere of an organization, the behavior of the numerous social groups inside the
company, and the attitude of the seniors have a direct impact on the employees of an organization.

It is a sad day when colleagues are unable to communicate at work, and team members’ are unable
to trust each other to have their back. The importance of improving relations in the workplace is
that it will build healthy relationships where the employees will stand united, communicate freely,
and feel connected. There will be a common purpose that will help every stakeholder to give their
best. Healthy human relationships in a professional environment help the organization to work at
its functional best.

5. Improved productivity

Relations in the workplace has a direct impact on the level of productivity. It is essential to have a
cordial and amicable human relationship in the workplace on both a personal and professional
level. The factor that influences efficiency and productivity is good relations between the various
people present in the workplace. Employees are likely to be more productive if their contribution
and efforts are recognized. This is why organizations that reward their employees for
good performances and acknowledge their efforts with praise and awards have managed to create
a special place for themselves in the industry.

6. Increased loyalty

If you are looking for the importance of good human relationships in the workplace, then the most
obvious one is increased loyalty. Healthy relations have a way of building trust through
interactions and bonding with each other. There is an increased chance of management listening
to the woes of the employees and working towards their betterment. When management is
employee-friendly, it will offer ample opportunities to the worker to enhance their skills and know-
how through proper training and learning methods.

The employees are more likely to work for an organization that offers them an opportunity to
improve their skills and learn through training. Better understanding will lead to increased loyalty
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because employees want to stick around in the organization that will help them to enhance their
skills and assist in professional growth

7. Mutual support

If you are looking for the importance of good relations in the workplace, then look no further than
mutual support. When supervisors are sympathetic and considerate, then it will automatically lead
to healthy relations in the workplace. Mutual support and understanding will be the usual norm.
Individuals will be in sync with fellow employees and offer help when needed. The positive
attitude will rub on the whole organization and encourage the best possible outcomes.

Understanding Behaviour

All behaviour happens for a reason ... Understanding the reason for Behaviour is the crucial first step if
successful behaviour change is to occur.

At times we all use behaviours we would prefer not to be using. If we want the behaviour to change
it is important that we must first understand “why” this behaviour is being used! All behaviour
happens for a reason ... no matter how unwanted or unacceptable the behaviour is, it is happening
for a reason. This reason must first be identified if we want positive behaviour change to occur.
Behaviour is often used to describe who a person is, but if we learn to understand behaviour as “a
form of expression that can often be a coping strategy” we will be able to learn to understand that
behaviour is not who a person is; rather what a person is doing. Many people use behaviours that
have a negative impact on themselves and those around them; acting or behaving in a way that
they would prefer not to be. It is our experience at Fabic that people frequently use unwanted
behaviours in response to situations in life they find challenging; situations they do not feel
equipped to respond to by using positive and wanted behaviours. At times people simply do not
know what new positive behaviours to use instead. Using desired behaviours to respond to all parts
of life is a skill; a skill that often
 needs to be taught and not expected that people know how to
do automatically ... just like learning to read or driving a car; choosing the behaviours we would
like to use in response to life’s challenges is a skill that can also be learnt. Whether it be a 3-year-
old or an 80-year-old; we all have used unwanted behaviours at some point in our life, and will
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again in the future unless we are supported and taught to respond differently. This workshop
provides participants with a greater understanding of the reasons behind their unwanted
behaviours, and the practical tools to choose differently in the future.

Almost all of our behavior is learned - much of it from imitating others in our social worlds from
infancy to adult life. Social behaviors are mostly learned from imitating the behavior of those
around us, and other more educational, vocational or practical skills are usually taught. Rewards
play a significant role in shaping our behavior - think of the reaction of infants when we clap and
praise them and how this almost always leads them to repeat the action. We are usually very
responsive to pleasing others and being praised, and equally sensitive to being criticised or making
someone cross, especially a loved one.Psychologists have made systematic studies of behavior
over many years and shown that behaviors that are rewarded tend to increase and appear more
often, while behaviors that are not rewarded tend to disappear. The technical term for a reward that
increases a behavior is a reinforce.

Comfort zones:

A comfort zone is a psychological state in which things feel familiar to a person and they are at
ease and (perceive they are) in control of their environment, experiencing low levels
of anxiety and stress. In this zone, a steady level of performance is possible.

Bardwick defines the term as "a behavioral state where a person operates in an anxiety-neutral
position." Brown describes it as "Where our uncertainty, scarcity and vulnerability are
minimized—where we believe we'll have access to enough love, food, talent, time, admiration.
Where we feel we have some control."

The Pros and Cons of Comfort Zones

Like a warm, familiar embrace, a comfort zone can be both encouraging and confining. A popular
area of study for mental health practitioners, behavior therapists, and others with careers in
psychology, its pros and cons have been widely contemplated. While comfort zones encourage
composure and calm, they can also inhibit growth. To make the most of your life, you must learn
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to balance these forces. When they’re handled well, we can push past personal boundaries to
achieve and develop while still keeping a relaxing space in your mind to retreat to when we need
to recharge or contemplate.

According to Dr. Abigail Brenner, a San Francisco-based psychiatrist, a comfort zone “is a
psychological/emotional/behavior construct that defines the routine of our daily life” that “implies
familiarity, safety, and security.”1 While we’ve mostly heard teachers, coaches, and other
motivators encourage us to push our boundaries and try activities outside our usual limits, there
are compelling reasons to both stay in and leave our comfort zones.

The pros of staying in your comfort zone include:

Drawing on experience

When we choose to stay in our comfort zone, we participate in familiar activities. We perform
tasks we have completed repeatedly, and likely with a track record of success. Staying in our
comfort zone allows us to draw on experience we have gained from past performances, in areas
we will undoubtedly know well.

Being confident

While new experiences can cause pause and trepidation, keeping in one’s comfort zone inspires
confidence and limits anxiety. When we have succeeded in the past on a task, it promotes a healthy
self-assurance in addressing similar undertakings in the future.

Minimizing risk

When we tackle familiar tasks in our comfort zone, we are aware of the risks and know how to
avoid them. Familiar activities tend to be less risky than unknown ones.
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 Rejuvenating

After we have pushed ourself outside of our typical boundaries, returning to our comfort zone can
help us reinvigorate and psychologically recuperate before returning to more anxiety-inducing and
uncertain situations.

Expending less energy for routine tasks

If an activity is in your comfort zone, chances are you can complete it quickly and easily without
too much forethought or planning. The ease of routine tasks frees up more time and mental energy
for addressing challenging work.

Without a doubt, there are convincing reasons to spend time in your comfort zone. However,
breaking free of these constructs can also be enticing. The cons of staying in your comfort zone
include:

Holding back

If we stay in a comfort zone too long, it can make us complacent. If we don’t perform activities
that somewhat scare or challenge us, we miss out on growth opportunities. In physics, Isaac
Newton’s First Law of Motion dictates that “a body at rest will remain at rest unless an outside
force acts on it, and a body in motion … will remain in motion … unless acted upon by an outside
force.”

No risk, no reward

Perhaps it’s an overused phrase, but for good reason: “Nothing ventured, nothing gained.” If we
don’t try something new, we won’t succeed at anything new. Big rewards come to those willing
to take risks, even if they aren’t large ones.

Not learning new skills

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If we only work on current strengths, you neglect the chance to develop new skills. In taking on
risks, we work on new skills and spend time improving relative weaknesses.

Missing the opportunity to make your comfort zone bigger

One of the most compelling reasons to push outside of your usual boundaries is to stretch your
comfort zone. When you take risks, embrace some discomfort and doubt, and succeed, you not
only improve your overall skill set, but you boost your confidence. The more you try challenging
activities, the more normal those tasks become, broadening your comfort zone to larger and larger
dimensions.

To make the most of the comfort zones in our life, we must learn to balance time in and outside of
them. For personal growth, it’s necessary to take risks and endure some ego discomfort, however,
it’s also important to spend time healing and contemplating in the nurturing environs of our
comfort zone. Being aware of our comfort zone boundaries is a great first step—and as time passes,
we can expand that space to embrace more activities and experiences.

Stepping Stones to Assertiveness

1. Begin being assertive in low risk situations first. For some people it is easier to try being
assertive with a family member. For others it is easier with the clerk at the grocery store.

2. Practice makes perfect. Don't expect immediate success in expressing yourself assertively. Like
any other new skill it takes time to master it.

3. Acknowledge your successes. Remember the times when you were assertive and it worked well.
These will help to encourage you to try again next time.

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4. Don't expect to always get what you want every time you are assertive. You have the right to
ask for what you want and others also have the right to say no. Validation comes from having
enough self-respect to express yourself, rather than ignoring your needs and keeping silent.

5. Others will not always like your assertive behaviour. It doesn't mean that you do not have the
right to be assertive. Sometimes your assertiveness means that someone else does not get his or
her way.

6. Learn from your mistakes. What worked? What didn't work? What can you do differently next
time?

7. You don't have to be an expert to offer an opinion. We all have the right to an opinion and others
do not have to agree with us. We will all have opinions based on our unique perceptions and
experiences.

8. Don't expect to be guilt-free every time you are assertive. If you are used to being passive, likely
you will feel guilty when you begin to speak up for yourself and ask for what you want. You can
feel guilty and be assertive at the same time.

9. Every situation is unique. Assess each situation and respond appropriately. You do not have to
be assertive all the time. Sometimes the circumstances might warrant that you step back this time.

10. If someone interrupts you when you are speaking, ask that person to wait until you have
finished your statement. For example, "please wait a minute and let me finish speaking."

11. Ensure your body language is also assertive. Assertive body language includes maintaining
direct eye contact, speaking clearly, using appropriate voice tone and respecting personal space.

12. Thinking positively about being assertive makes it easier to actually be assertive. If you believe
you have the right to be assertive, you are more likely to do so.

13. Make sure your responses are clear and concise. Avoid making excuses or justifying your
choices. Short and direct responses work best.

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Success

Success is not an accident. It is the result of our attitude and our attitude is a choice.Hence success
is a matter of choice and not chance.Most crackpots keep waiting for a jackpot. But can that bring
success?A priest was driving by and saw an exceptionally beautiful farm. He stopped his car
toappreciate the bountiful crop. The farmer was riding on his tractor and saw the priest atthe corner.
He drove towards the Priest and when he got there the priest said, "God hasblessed you with a
beautiful farm. You should be grateful for it. The farmer replied, "Yes,God has blessed me with a
beautiful farm and I am grateful for it, but you should haveseen this farm when God had the whole
farm to himself!"

A lot of research has gone into the subject of success and failure. All that we need to do is learn
our lessons from history. When we study the life histories of successful people, we find that they
have certain qualities in common no matter which period of history they lived in. Success leaves
clues and if we identify and adopt the qualities of successful people, we shall be successful.
Similarly, there are characteristics common in all failures. If we avoid those characteristics, then
we shall not be failures. Success is no mystery, but simply the result of consistently applying some
basic principles.

The winning edge

In order to get the winning edge , we need to strive for excellence, not perfection. Striving for
perfection is neurotic; striving for excellence is progress, because there is nothing that can't be
done better or improved. All that we need is a little edge. The winning horse in the races wins 5-
to-1 or 10-to-1. Do you think he is five or ten times faster than the other horses? Of course not. He
may only be faster by a fraction, by a nose, but the rewards are five or ten times greater. Is it fair?
Who cares? It doesn't matter. Those are the rules of the game. That is the way the game is played.
The same is true in our lives. Successful people are not ten times smarter than the people who fail.
They may be better by a nose, but the rewards are ten times bigger. We don't need to improve

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1,000% in any one area. All we need is to improve 1% in 1,000 different areas, which is a lot
easier. That is the winning edge!

Qualities that make a person successful

1. Desire

The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon
A burning desire is the starting point of all accomplishment. Just like a small fire
cannotgive much heat, a weak desire cannot produce great results.Hill wrote, "Whatever
the mind of man can conceive and believe, the mind can achieve."

2. Commitment:

Integrity and wisdom are the two pillars on which to build and keep commitments. This
point is best illustrated by the manager, who told one of his staff members, "Integrity is
keeping your commitment even if you lose money and wisdom is not to make such foolish
commitments." Prosperity and success are the result of our thoughts and decisions. It is our
decision what thoughts will dominate our lives. Success is not an accident. It is the result
of our attitude.

3. Responsibility

A duty which becomes a desire will ultimately become a delight. --George Gritter

People with character accept responsibilities. They make decisions and determine their
own destiny in life. Accepting responsibilities involves taking risks and being accountable
which is sometimes uncomfortable. Most people would rather stay in their comfort zone
and live passive lives without accepting responsibilities. They drift through life waiting for
things to happen rather than making them happen. Accepting responsibilities involves
taking calculated, not foolish, risks. It means evaluating all the pros and cons, then taking

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 the most appropriate decision or action. Responsible people don't think that the world owes
them a living.

4. Hard Work

Success is not something that you run into by accident. It takes a lot of preparation and
character. Everyone likes to win but how many are willing to put in the effort and time to
prepare to win? It takes sacrifice and self-discipline. There is no substitute for hard work.
Henry Ford said, "The harder you work, the luckier you get." The world is full of willing
workers, some willing to work and the others willing to let them.

I like to work half a day. I don't care if it is the first 12 hours or the second 12 hours. --
Kammons Wilson, CEO of Holiday Inn

One cannot develop a capacity to do anything without hard work, just as a person cannot
learn how to spell by sitting on a dictionary. Professionals make things look easy because
they have mastered the fundamentals of whatever they do.

5. Character

Character is the sum total of a person's values, beliefs and personality. It is reflected in our
behavior, in our actions. It needs to be preserved more than the richest jewel in the world.
To be a winner takes character. George Washington said, "I hope I shall always possess
firmness and virtue enough to maintain what I consider the most valuable of all titles, the
character of an honest man." Page 42 of 175 It is not the polls or public opinions but the
character of the leader that determines the course of history. There is no twilight zone in
integrity. The road to success has many pitfalls. It takes a lot of character and effort not to
fall into them. It also takes character not to be disheartened by critics.

6. Positive Believing

What is the difference between positive thinking and positive believing? What if you could
actually listen to your thoughts? Are they positive or negative? How are you programming
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 your mind, for success or failure? How you think has a profound effect on your
performance. Having a positive attitude and being motivated is a choice we make every
morning. Living a positive life is not easy; but then neither is negative living. Given a
choice, I would go for positive living. Positive thinking is better than negative thinking and
it will help us use our abilities to the fullest. Positive believing is a lot more than positive
thinking. It is having a reason to believe that positive thinking will work. Positive believing
is an attitude of confidence that comes with preparation. Having a positive attitude without
making the effort is nothing more than having a wishful dream. The following illustrates
positive believing.

7. Give More Than You Get

It is easy to succeed today. We have no competition. If you want to get ahead in life, go the extra
mile. There is no competition on the extra mile. Are you willing to do a little more than you get
paid for ? How many people you know are willing to do a little bit more than what they get paid
for? Hardly any. Most people don't want to do what they get paid for and there is a second category
of people who only want to do what they can get by with.

8. The Power of Persistence

Nothing will take the place of persistence. Talent will not : Nothing is more common than
unsuccessful people with talent . Genius will not : Unrewarded genius is a proverb. Education will
not: The world is full of educated derelicts. Persistence and determination alone are omnipotent. -
- Calvin Coolidge

The journey to being your best is not easy. It is full of setbacks. Winners have the ability to
overcome and bounce back with even greater resolve.

9. Pride of Performance

In today's world, pride in performance has fallen by the wayside because it requires effort and hard
work. However, nothing happens unless it is made to happen. When one is discouraged, it is easy
to look for shortcuts. However these should be avoided no matter how great the temptation. Pride
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comes from within, which is what gives the winning edge. Pride of performance does not represent
ego. It represents pleasure with humility. The quality of the work and the quality of the worker are
inseparable. Half-hearted effort does not produce half results; it produces no results.

10. Be Willing to Be a Student-

-Get a Mentor If God and the teacher (guru) are standing together, who does the student salute
first? According to Indian culture, the answer is the teacher, because without his direction and
help, the student could not have met God. A mentor or a teacher is a person whose hindsight can
become your foresight. Look for someone who can accept you as a mentee or a student. Choose
your mentor carefully. A good one will guide and give direction; a bad one will misguide. Show
respect. Be an interested student. Teachers like interested students. The best teachers will not give
you something to drink, they will make you thirsty. They will put you on a path to seek answers.

Building blocks of assertiveness

A useful way to think about what constitutes an assertive response is to consider these two
fundamental building blocks: first, there needs to be a clear awareness of what you feel, and
second, there needs to be a clear understanding of what you want. Conceptually, this could not
sound easier. But, in fact, putting these two simple steps into practice can be quite difficult.

We often think we’re expressing exactly what we feel, but if we look closely at what we’re saying,
there may be no feeling words mentioned at all. The simplest way to express a feeling is to use the
three-word sentence: “I feel (blank)” where the blank is filled in with a feeling word. We might
say, “I feel sad” or afraid, alone, guilty, disappointed, ashamed or rejected.

Sharing such raw, honest statements of feelings makes us more vulnerable, so we often avoid doing
so. We have a curiously strong tendency to derail the simple three-word sentence by adding the
words “like” or “that” after the word “feel.” That is, we tend to say “I feel like . . . “ or “I feel that
. . . “ Then, after the words “like” or “that” we tend to add the word “you,” followed by a critical
statement of the other person’s behavior, which we deem to be inappropriate.

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So, we may think we’re doing an excellent job of expressing feeling sad, alone and disappointed,
but our actual words may be, “I feel like you don’t care about me and all you think about is
yourself.” This, of course, is not a feeling statement at all, but a statement of blame, criticism and
accusation. In meaningful relationships, feeling statements are more likely to invite empathy;
blaming statements usually invite defensiveness.

Ask and you might receive

The second step is knowing what it is you want and asking for it directly and respectfully. Again,
this may sound quite straightforward but can be challenging to implement. We might think that
we’re doing a thorough job of asking for what we want when we say, “You need to learn to put
the phone down, come home when you say you’re gonna be home and act as if you care for once!”
Clearly, this is not a respectful request, but more of a shaming and judgmental attack of another
person.

Asking for what we would like is also a vulnerable thing to do. Because we like to avoid
vulnerability, sometimes we don’t directly ask for what we want but instead tell others what they’re
doing wrong and hope they surmise what it is we want. It exposes more of our vulnerability if we
ask, “Would you be able to come straight home tonight, for me, so that we can spend some time
together?” Asking in this way is surely not a guarantee of getting the desired answer, but the odds
are much better than if we launch the critical attack.

“Would you do this, for me?”

When asking for favors, it can help to make the request more personal by adding the powerful
clause, “for me.” Although it increases our vulnerability even more, asking, “Would you do this,
for me?” is more likely to invite compassion and generosity in the other. Sometimes we shy away
from the personal touch and argue more objectively that the other person should do the thing
because it is obviously the right, logical and appropriate thing to do. “You should just come straight
home!” The more we explain, justify and defend our request, the more likely we are to invite an
argument.

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Communicating assertively does not guarantee that we’ll always get our way. But, by clearly
naming what we feel and respectfully asking for what we would like, the odds are likely to go up
significantly.

Block #1: Am I being selfish if I say “No”?

A common block to assertiveness is feeling guilty when saying no to a request. For example, your
partner wants you to go with her to join friends for a night out. You’re exhausted from your work
day and really don’t want to go, but you feel that you should go with her. If you say no and offer
instead to go another time, are you being assertive or selfish? When you are concerned about being
selfish but your instinct is to say no, you might stop and consider your values and whether
accepting the request is consistent with those values. After reviewing your own values, you may
decide that saying no to the request is a matter of self-preservation as opposed to selfishness.
Pushing yourself to do that one more thing might mean getting less sleep or leisure time than you
need. Your first responsibility is to your own physical and mental well-being. If you don’t take
care of yourself, you’re unable to help others anyway.

Block #2: How do I avoid being aggressive?

It is helpful to identify aggressive forms of communication. Aggressive communication is

disrespectful of others. It may include name-calling, blaming, or shaming, as well as obvious
threats to harm the other person either via rejection or physical aggression. The following
responses are assertive, but not aggressive. In your personal (non-work) relationships, practice the
following responses to requests that you decide to decline:

• “I am not interested in that.”

• “I am too busy at this time to take on any more tasks.”
• “I would like to talk more about this with you, but now is not a good time. I’d like to set a
time to talk more about it.”
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 • “No, I don’t want to do that.”
• “No, but thanks.”
• “No.”

Block #3: Will they react with anger?

Maybe you worry that your significant other will be so offended by your assertiveness that she
will “lose it”. That may happen, particularly if you have been a non-assertive person up to now
and have suddenly begun responding with assertive statements. In some cases, those who know
you may ask why you “have changed” or what you are “upset about”. This was a commonly
reported problem for adults in an assertiveness training class that I taught at a university. Partners
reacted with defensiveness or anger to statements such as “I’m tired of our routine. I’d like to try
some different places to eat out.” Or “I really don’t like this type of movie. I’d like to see a comedy
with you.” Practicing assertiveness often involves managing a partner’s reaction to the
assertiveness. If one person becomes more assertive, the other may wrongly perceive the new
behavior as aggressive when in fact it is assertive.

To manage this risk, it is often helpful to prepare your partner/friends for the change in your
behavior. You might say something like:

• “I am trying to be more assertive because I believe it will be better for both of us,” or
• “I am learning to be more direct. I hope we can both be more direct with each other.”

Characteristics of High Performing Teams

High-performing teams are composed of individuals with specialized expertise and

complementary skills who are goal-oriented and hyper-focused on achieving clear, outstanding
results. Together they collaborate and innovate to produce work at the highest levels. But building
a high-performing team requires more than just pulling together a group of talented people with
the right skills. It requires careful development and the nurturing of key characteristics, behaviors,
and best practices.

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• Strong team performance management
Sets and continuously measures the achievements of the team against the organisation’s goals and
key results.

• Team behaviours and values

Team behaviours and values that everyone “buys in to” and consistently demonstrates even in the
face of adversity. Trust and mutual respect develop over time.

• Challenging and supportive team environment

To foster these team behaviours and performance measures, helping to create and nurture a strong
team identity.

• Cohesive team identity

Clearly recognised by those inside and outside the team.

1. Review your Team

Whether you are leading, coaching or part of a team, review the characteristics of a high
performance team below to help predict the likely success at becoming a high performing team.
Then focus your mind on where you need to channel your energy and actions to enhance your team
performance:
1 Clear purpose and focus on long term achievement

The whole team’s energy and drive is focused on achieving their purpose I.E. how their
contribution fits into the overall “big picture” – for example what the organisation is aiming to
achieve in the longer term. There is also a clear understanding of how the team will achieve this
goal in the short, medium and long term.

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2 Clearly aligned team roles

Each team member has clearly defined responsibilities for team issues as well as their own
functional role or specialism, and these team roles are assigned based on their strengths and
preferred behaviours for working within a team.

3 Shared leadership and accountability

In a high performing team, team members complete some tasks that a traditional leader holds, for
example, chairing the monthly team meeting. For help see tips on chairing meetings. Team
members also accept far more responsibility for resolving issues on behalf of the team when there
is a sense of shared leadership and accountability.
4 Clear open lines of communication

Communication within high performing teams centres on methods and frequency that work best
for them. Inter and intra-departmental communication is managed well where vital information,
proposal of new ideas and feedback are channelled across the organisation.

5 Team behaviours focused on results

Team members should communicate and make decisions effectively, objectively review their
performance and support one another to achieve their goals. Specific behavioural attributes can be
viewed on team behaviours for high performance.

6 Utilisation and respect of team members’ talents

Enable team members to play to their strengths and trade tasks that they are less suited to,
reinforcing high levels of motivation and performance.
7 Implicit trust between team members

Implicit trust cannot be broken by an outsider. With deep rooted trust intact, team members are
more likely to take things on board themselves without being asked, as there is a strong affinity
and bond to the team itself.

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8 Conflict is effectively managed

One of the main differences between a mediocre performing team and a high performing team is
their capability to handle conflict in a constructive way to enhance the team’s performance. The
conflict is always depersonalized and focused on organizational/performance issues with a “joint
problem-solving” approach taken. Over time, “conflict” becomes seen as “differing views”
focused on ways of improving, learning and challenging the “status quo”.

9 Regular evaluation of the team’s output and effectiveness

High performance teams schedule and spend time frequently reviewing their team objectives to
ensure they are on track to achieve their goals within the original time frame set. By doing this
they are also able to effectively manage any difficulties that arise and plan additional resource to
achieve the goal.

In this type of environment, team members are very clear on their responsibility to deliver results
whilst feeling supported by other team members when challenges and issues arise. Time is also set
aside to review the effectiveness of each goal or project to ensure sufficient learning is acquired
and applied for future goals and projects.

10 Shared recognition of team’s success

The whole team are recognized for their achievements as a team, although it is helpful to reinforce
how each team member contributed towards this overall achievement.

11 Quickly adapts to change

When change takes place that potentially affects high performance teams, the team have already
anticipated the change or discussed “the writing on the wall” and have a plan in place to respond
constructively to the change as it happens.

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12 Representation of the team

Regardless of the setting, team members from a high performing team will unquestionably stand
up to represent the team at different occasions and events, feeling quite at ease to speak on behalf
of the team. This is usually fostered by not only the strong team spirit that exists but also the
transparent, ongoing communication that equips the team members to objectively represent the
team.

13 Acquire focused support

High performance teams usually raise other’s expectations levels due to their record of success.
However, where the team or specific team members require support and assistance to achieve their
goals, they do not hesitate to ask and acquire specialist support. They recognise the added value
that outsider support can bring to the team at a particular time and usually have a wide network of
potential support.

14 Clear, cohesive team identity

Within high performance teams, where focused team performance management is operated, team
behaviours and values that has been “bought into” by every team member, all supported by a
nurturing team environment, success is inevitable.
The team identity is so strong that it is recognised and admired by both those inside and outside
the team. This identity binds the team together and constantly reinforces the team energy and
motivation. As a team member from a high performance team leaves, the team “mourns” their loss
and great effort is needed to synchronise a new team member into their place.

These effective team characteristics take time to establish and really embed, so a new team will
need some help in their journey in becoming a high performing team. The speed of the team’s
journey is often determined by the initial effort put into getting the team processes and resources
into place.

2. As a leader or coach of a team

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 Read key steps to building high performance teams to help you identify your next steps.

• Ask yourself:

o How successful are the team in achieving their key result areas/key performance indicators?

o Where and how could the team enhance their performance further?

o What can be done to raise individual and team potential?

o How established are the team behaviours that support a team climate of mutual trust and respect?
o How are the team perceived from the outside? What does this tell us? What do we need to capitalise
on or do differently?

• Get some feedback:

o Ask the team how they view their performance level and effectiveness as a team, what the
opportunities are for enhancing this and what potential barriers exist

o Gain a range of external perceptions on your team’s performance from your key stakeholders

3. As a team member:

• Read our team behaviours for high performance to help you review your own team contributions
and consider ways of helping the team enhance their collective performance level.

• Ask yourself:

o What have I specifically done to help the team achieve our goals?

o How have my contributions helped or hindered the overall team performance?

o What, in hindsight, could I have done differently to enhance our team performance?

o What tools or resources do I need to make this happen in the future?

Get some feedback:

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o Ask other team members for feedback on how you have contributed to the overall team efforts to
achieve your goals e.g. what have I done well that has really helped the team performance, and
what could I do differently in the future?

Alternatively, use Stop, Start and Continue as a framework i.e. What could I stop doing to increase
the team’s performance? What could I start doing to increase the overall team’s performance and
What should I continue to do to increase the team’s performance?

o If your team is part of an overall group, you may wish to extend the number of colleagues you ask
to give you feedback, remembering to explain the purpose behind the feedback and the value you
attach to receiving objective, constructive feedback.

Self questionnaire

Personality questionnaires assess personal behavioural preferences, that is, how you like to work.
They are not concerned with your abilities, but how you see yourself in the way you relate to
others, your approach to problems, and how you deal with feelings and emotions. With this type
of assessment, there are no right or wrong answers.

The questions that follow are examples of the type of question you may come across in personality
questionnaires. There are two common formats to personality questionnaires. In one format, you
are asked to rate yourself. In the other, you are asked to choose between different statements that
look at different aspects of personality.

Rating Statements
You may be asked to rate yourself on a number of phrases or statements. After reading each
statement, you would mark your answer as follows:

Select circle 1 If you strongly disagree with the

statement
Select circle 2 If you disagree with the statement
Select circle 3 If you are unsure
Select circle 4 If you agree with the statement
Select circle 5 If you strongly agree with the statement

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In the example below, the first statement has been completed; the person has agreed that "I enjoy
meeting new people" is an accurate description of himself or herself. Try rating yourself on the
other example questions. Remember there are no right or wrong answers.

1 I enjoy
meeting new
people.
2 I like helping
people.
3 I sometimes
make
mistakes.
4 I'm easily
disappointed.
5 I enjoy
repairing
things.

Making Choices

This is the second format widely used with personality questionnaires. You are given a block of
statements. Your task is to choose one statement that is most like your behaviour in work situations
and one statement that is least like your behaviour. You should indicate your choices by clicking
the appropriate button in the columns marked "M" for most and "L" for least.

The first statement below has been completed; the person has indicated that he or she most likes
trying out new activities and least like understanding the underlying theory. Try choosing which
statements are most and least like you in the following example questions. Remember there are no
right and wrong answers.

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 I am the sort of person who...

M L
1 A I try out new
activities.
B I consider other
people’s
feelings.
C I like to
understand the
underlying
theory.

M L
2 A I have highly
original ideas.
B I am prepared to
tell people if
they are
mistaken.
C I am modest
about what I
have achieved.

M L
3 A I conceal my
feelings.
B I am nervous
before big
events.
C I review work
critically.

M L
4 A I like meeting
new people.

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 B I enjoy setting
long-term
goals.
C I usually feel
relaxed.

IV MODULE

LEADERSHIP, TIME MANAGEMENT, PRESENTATION SKILLS,

STRESS MANAGEMENT

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What is Leadership?
Leadership is essentially a continuous process of influencing behavior. It may be considered in
context of mutual relations between a leader and his followers.
The leader tries to influence the behavior of individuals or group of individuals around him to
achieve desired goals. Leadership is a dynamic process, which deserves study. It is a relational
process involving interactions among leaders, members and sometimes outside constituencies.
Good leaders are made not born. If you have the desire and willpower, you can become an effective
leader.

Leadership development is an important and a recent issue in the field of management

practices.Basically, it involves developing those qualities and attitudes in managers which help
them to look into the future and to bring necessary improvement pertaining to different leadership
styles.

Definition

Leadership is the art of influencing people to attain group objectives willingly. What a minister
does in his State, a captain does on the playground, the manager has to do in his organisation.
Leaders in all walks of life should have some basic qualities. They should be able to establish
contact with their equals, deal with their subordinates and guide them, mediate in conflicts, resolve
issues by weighing various alternatives, allocate scarce resources properly and take risks and
initiatives.The environment in which a leader is placed is important. The organisational culture,
the economic and social set-up, the extent of unionisation and other factors may demand different
types of leaders in different situations. A task-oriented leader, for instance, may be more successful
in situations which are either very favourable or very unfavourable to him, while a relations-
oriented leader may be more effective in intermediate situations.

Leadership – Importance:

1. Leaders Provide Task Support:

Leaders support the followers by assembling the organizational resources; and helping them
accomplish their tasks in accordance with standards of performance.
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2. Psychological Support:

Leaders not only help the followers in accomplishing the organizational tasks; they also help them
overcome various problems they confront while performing these tasks. They create willingness
in people to work with zeal and enthusiasm. They make the followers realise that their work is
important so that they work with confidence towards task accomplishment.

3. Development of Individuals:

Leaders build willingness, enthusiasm and confidence in followers for accomplishment of their
individual and organizational goals. This results in their overall growth and development.

4. Building the Team Spirit:

No individual can work alone. Leaders develop team spirit amongst followers to work collectively
and coordinate their activities with organizational activities and goals. A leader works as captain
of the team.

5. Motivation:

Leaders motivate the employees to take up jobs that they otherwise may not be willing to exercise.

6. Provides Feedback:

When people work towards well-defined targets, they want constant feedback of their
performance, which helps in achieving their goals effectively. Leaders provide them this feedback.

7. Helps in Introducing Change:

Effective leaders can convince members about the need and benefits of organizational change. The
change process can, thus, be smoothly carried out.

8. Maintain Discipline:

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Leadership is a powerful influence that enforces discipline in the organization more than formal
rules and regulations can. Members will be committed and loyal to rules and regulations if their
leaders have confidence in them.

9. Affirming Ethical Values:

Leadership derives from trust. Ethics affirms trust of people (employees, customers, shareholders,
suppliers, regulators and community) in a leader. Thus, a leader needs to conform to ethical
practices.

10. Empowering Others:

A good leader leads by empowering others. It means delegation of power. Today’s leader is not
expected to retain all power with himself, he gives autonomy and power to others. He has to diffuse
his power. He has to command power and respect for empowering others.

11. Reviewing the Norms:

From time to time, a leader needs to review his mission and vision statements along with clear
norms and guidelines, taking into account views and experiences of his subordinates, by interactive
ways like organizing workshops and discussions.

12. Setting the Ethical Example:

The ultimate leadership responsibility is modeling the behaviour of others. Employees constantly
watch and learn from leaders. They rightfully assume that it is okay to do whatever the leader does.
Regardless of what is written or said in the organization, leader’s behaviour is the performance
standard which employees generally follow.

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 Leadership Relations

Leaders with strong, trusting and authentic relationships with their teams know that investing time
in building these bonds makes them more effective overall. When employees have high levels of
engagement this has a significant, measurable and transformational impact on organisational
performance. Research shows that it is the quality of the relationship people feel they have with
their immediate leader or manager that is the primary driver of these feelings of engagement.

So, relationships really matter. They are not an optional take it or leave it factor. They are a
fundamental enabler of you and your organisation’s ability to attract, keep and get the very best
out of your people. Effective leaders know that leadership IS relationship, and leaders and
managers with poor or toxic relationships with their teams will see performance suffer.

What distinguishes a great leader from a good leader is that person’s ability to foster deep-rooted
and trusting connections with the people they work. The founder of The Lash Professional treats
her fellow artists and customers as lifelong friends, creating the Lash Sisterhood community. It
takes effort and intention to find the right team and to build good and trusting relationships.
According to Kouzes and Posner, when leadership is based on relationships with people, those
people will dare to take risks, make progress, and effect change.

Ways to foster relationships in leadership

• Culture of Trust: When leaders share their passion and vision openly and clearly throughout the
organization and encourage their employees to work towards that vision, a sense of purpose is
created that can help power the expected business goals and results.

• Effective listening: Listen with compassion to understand others’ underlying sentiments, concerns,
and interests. This way, you can build a safe environment where everyone on your team can make
their voices heard. One of the most successful ways to listen is to create a safe space where you

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 can ask questions and receive candid answers. You can do just this by using a tool like Bluepulse
– a people engagement network – to foster an ongoing two-way connection with your employees.

• Empathy: Last, and arguably the most important, is empathy. When a leader can put themselves
into the perspective of their employees, a trusting relationship is developed. A little more
vulnerability is helpful because others can see the leader as another human being just like
themselves.

Approaches to Leadership :

There are many approaches to the study of leadership and these could broadly be discussed under
three heads, namely, (1) Traits or person-oriented approach; (2) Situational or situation-oriented
approach; and (3) Group-oriented approach. Here, we shall discuss each approach one by one, the
first being Traits or Person-oriented approach.

(1) Traits or Person-Oriented Approach to Leadership:

Traits Theory Says Leader should Possess Charismatic Qualities:

Under the Traits or Person-oriented approach, the emphasis is on characteristics or qualities of

leader. The Greek and Roman historians like Herodotus and Tacitus held that the course of events
is at all times shaped by the charisma of individual leaders possessed of certain magical qualities.
Conceptually, charisma is associated more with the style of exercise of power than authority. A
charismatic leader owes his position to personal qualities and wields power without regard to
conventional rules which considerably restrict the exercise of authority.

Leaders are Born, not Made

For a number of years, researchers in the field of management focused on qualities that will make
a person an effective and successful leader. The result was that Traits theory, also called “Great
Man” theory, proceeds on the assumption that leadership qualities are in-born or God-given, and
that the leader is quite different from average persons in terms of these qualities.
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As Linda Smircich and Gareth Morgan put it, persons emerge as leaders because “They can frame
and change situations and, in so doing, enact a system of shared meaning that provides a basis of
organized action.” In a way, this theory questions the usefulness of leadership training as it believes
that acquisition of leadership qualities is an impossible task.

Qualities that Make a Person Leader

The traits approach concentrates on personal traits or characteristics of individuals who can be
called leaders.

Some of these qualities may be enumerated as follows:

1. Height, weight, skin colour—though there are exceptions to this. A short person may be more
effective leader than a tall one, a light-weight can be more effective leader than a heavy one, and
a dark-skinned can surpass the fair-skinned in providing leadership. India’s Lai Bahadur Shastri,
K. Kamraj and Jagjivan Ram can be cited as ready examples of this exception.

2. Energy, both nervous and physical; how long he can work energetically.

3. Mental ability—Being well-read and well-informed.

4. Personality—A captivating, magnetic personality.

5. Initiative—Inventiveness and boldness to implement new plans

6. Imagination—Creativeness and original thinking.

7. Emotional stability—Mental stability in adverse situations.

8. Desire to accept responsibility—Courage to own responsibility.

9. Flexibility—Ability to adjust and adapt to changing situations.

10. Honesty—Truthfulness and openness.

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11. Sincerity—Earnestness and authenticity.

12. Determination—Resolve and will-power.

13. Persistence—Doggedness and perseverance.

14. Endurance—Staying power, stamina.

15. Integrity—Reliability, uprightness.

16. Judgement—Decisive, conclusive.

17. Courage—Guts, bravery.

18. Good looks—both physical and sartorial.

Evaluation of Traits Theory

Traits theory has merits. The desirable qualities it expects of a leader testify to this. But it has
several limitations, too.

First, it regards leadership qualities as inherent, though it does not suggest which precisely these
qualities are. As Eugene Jennings has commented, “Fifty years of study have failed to produce one
personality trait or set of qualities that can be used to discriminate leaders and non-leaders.”

Second, it places considerable emphasis on personal abilities of leaders but completely ignores the
qualities of followers and the situations in which leadership is practiced.

Last, it is belied by significant historical evidence. The qualities enumerated in this theory may be
desirable in a leader but they cannot be said to be essential for a leader. As Solomon says, “The
world has seen a number of great leaders who could hardly lay claim to any kind of formal educa-
tion. History is replete with non-trained, non-academic Fords, Edisons, and Carnegies, who could
not even claim a grammar school education and yet managed to become leaders whose influence
was felt around the globe. As for appearance of robust health, need we mention more than the

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delicate Gandhi, or George Washington, or Carver, the frail, shriveled, insignificant little Negro,
who was one of America’s greatest scientists? Or, so many more like them? As for high ideals,
fine character, assumed to be among qualities of a leader—will Hitler or Attila the Hun fail to be
described as leader?”

Situational Approach to Leadership

Leadership Dependent on Existing Environmental Factors:

The situation-oriented approach proceeds with a framework that is diametrically opposite to the
Traits or Person-oriented approach. According to it, leadership is widely dependent on a variety of
factors, such as, the leader himself, his followers, and the existing situation which, on its part, will
include the values and traditions of the organization, effectiveness of the group, nature of the
problem at hand, etc.

Situational approach recognizes that leadership is based on an inter-play between —(a) Amount
of direction (task behaviour) provided by leader; (b) Amount of socio-emotional support
(relationship behaviour) provided by leader; and (c) Readiness level or maturity level of followers
in respect of performance of a task.

Effect of External Environmental Factors on Leadership:

Situational approach also takes into account environmental factors such as followers, job demands,
nature of organization, and tempers of the times. But it regards followers as the most crucial factor,
because individually they may accept or reject a leader, but as a group they together determine the
extent of leader’s personal power exercised with respect to them.

Task Behaviour and Relationship Behaviour of Leader:

Task behaviour of a leader would include goal-setting, organizing, directing and controlling. Rela-
tionship behaviour on his part would reflect proper support and encouragement to people—holding
discussions with them in the spirit of give and take as regards work activities, listening to their

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opinions and grievances, facilitating interactions as between workers, and providing proper
feedback on their performance and achievements.

Maturity levels of followers will be indicated by their ability (job maturity) and willingness
(psychological maturity) to focus their behaviour with reference to a given task.

Modification of Leadership Style based on Maturity Levels of Followers:

Depending on the maturity levels of followers, the leader will need to modify his style. For
example, with regard to workers with low maturity levels, he will need to engage in a behaviour
pattern that is “high on task and low on relationship”—he will, after defining their roles, strictly
‘tell’ followers about what, how, when and where to perform the tasks assigned to them.

This is because the followers themselves are neither able nor willing to take on this responsibility;
they lack both job maturity as well as psychological maturity.

For followers with low to moderate maturity levels, he will need to adopt a behaviour style that is
“high on task and also high on relationship”; in other words, he will need to ‘sell’ the message
about performance because the followers are willing but not able to perform the task; they possess
psychological maturity but not job maturity.

In the case of followers with moderate to high job maturity levels, he will need to adopt a behaviour
style that is “low on task but high on relationship;” in other words, he needs to invite followers to
‘participate’ in performance of the tasks, because they possess the ability to perform but are not
willing to perform; they possess job maturity but lack psychological maturity.

As regards followers with high maturity levels, the leader will need to adopt a behaviour style that
is “low on relationship and also low on task relationship;” in other words through ‘delegating’, he
will leave it to followers themselves to perform the tasks assigned to them. The followers in this
case possess both job maturity and psychological maturity.

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Why Situational Approach to Leadership Appeals to Managers:

The concept of situational leadership has gained wide acceptance throughout the world, because it
gives the practicing managers helpful ideas on what to do in which situations. However, it suffers
from a major problem of determining the job and psychological maturity levels of individual
followers, particularly psychological maturity levels.

Group-Oriented Approach to Leadership:

Under the group-oriented approach to leadership, which only marks an extension of the situational
approach, leadership is viewed as performance of those acts which help the group to achieve its
stated objectives, such acts being called group-roles or functions. It also seeks to define leadership
as “a role which an individual occupies at a given point of time in a given group.”

A. Group Task Roles:

(1) Initiator-contributor – Originating an idea and contributing to its implementation

(2) Information seeker—Searching for information relevant to an idea

(3) Opinion seeker—Consulting experts on viability of idea and authenticity of information

(4) Information giver—Provider of relevant information

(5) Opinion giver—Sharer of own views and outlook with others

(6) Elaborator—Expander of ideas or information

(7) Coordinator—Arranger of links between activities

(8) A person who orients—Projector of ideas, information

(9) Evaluator-critic—Assessor of ideas, information

(10) Energizer—Energy and morale booster

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(11) Procedural technician—Perfectionist in every matter

(12) Recorder—Making notes of ideas, information

B. Group Building and Maintenance Roles:

(13) Encourager—Supporter of ideas, actions

(14) Harmonizer—Combiner of ideas, information

(15) Compromiser—Agreement striker, balancer

(16) Gate keeper and expediter—Protector and speeder

(17) Standard setter and ego ideal—Benchmark setter and Iconic

(18) Group observer and commentator—Onlooker and describer

(19) Follower—Disciple, adherent

C. Individual Roles:

(20) Aggressor—Asserter, active advocate

(21) Blocker—Speed regulator

(22) Recognition seeker—Credit desirer

(23) Self-confessor—Acceptor of responsibility

(24) Playboy—Enjoyer, merry-maker

(25) Dominator—Strong influencer

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(26) Help seeker—Assistance pleader

(27) Special interest pleader—Advocate of unconventional ideas

Accordingly, a leader plays more than one role and each of it is with a view to attaining different
objectives. Moreover, different individuals may emerge as leaders at different points of time to
provide direction to activities of their group members.

Task-Oriented Leadership:

Oriented leadership often is contrasted against relations-oriented leadership. One emphasizes the
tasks needed to achieve goals, and the other focuses on relationships required to keep employees
satisfied with their work.

Students of leadership will find that the task-oriented style fits the definition of a manager while
the people-oriented style focuses on the characteristics of a leader. According to the Center for
Leadership Development, “The manager’s job is to plan, organize and coordinate. The leader’s
job is to inspire and motivate.”

Leadership students need to understand the difference between task- and relations-oriented styles
because they are likely to encounter both over the course of their careers. Which leadership style
is better? Which style would you prefer as a future leader or future employee?

Task-oriented leadership: Definition

What is task-oriented leadership? Perhaps the most concise definition of task-oriented leadership
is “doing whatever it takes to get the job done.” The approach tends to be autocratic and
emphasizes completing tasks required to meet organizational goals. While it has its place in a
modern workplace, task-oriented leadership can lack attention to the well-being of team members,
which can prove to be a deficiency in many leadership scenarios.

Qualities and examples of task-oriented leadership

A task-oriented leader places a heavy emphasis on structure, plans, and schedules for getting things
done. The task-oriented leadership style might include:
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Step-by-step planning and reward/punishment systems

Constantly defining structure and goals

Prioritizing achievement of specific outcomes

Sticking to rigid schedules

Requiring employees to set process-oriented goals and formulate plans to achieve them

When should this type of leadership be used? Why does task-oriented leadership work? One
prudent principle of modern leadership theory is that leaders should base their approach on each
unique situation they face. If certain team members have poor time management skills, task-
oriented leadership is a possible solution. Also, a workplace with tight deadlines can benefit from
task-oriented leadership.

Apparently William Shakespeare advocated this leadership approach centuries ago with his
observation, “Better three hours too soon than one minute too late.”

Potential drawbacks of task-oriented leadership:

Because task-oriented leadership is essentially an autocratic style, it can lead to retention and
motivation problems. Jim Collins, author of the leadership classic “Good to Great,” summed up
what’s at stake for most leaders: “Those who build great companies understand that the ultimate
throttle on growth for any great company is not markets, or technology, or competition, or
products. It is one thing above all others: the ability to get and keep enough of the right people.”

Contemporary leadership studies have illustrated that both task-oriented and relations-oriented
leadership models are too simplistic for many modern workplace environments. Additionally, the
increased prominence of individuals and “knowledge workers” (a term popularized by Peter
Drucker) has made the leadership process more complicated. As a result, task-oriented leadership
as a distinct leadership style often has been replaced by more specialized approaches such as

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situational and transformational leadership. One thing’s for certain: students of leadership need to
learn to be flexible. “The kind of thinking that led to past success will not lead to future success.”

A Leader’s Role in Team and Individual Functions:

A team leader, need to tackle many competing demands. Sometimes, though, the task, problem
or person that "shouts loudest" grabs your attention, while other important areas are sidelined or
ignored. It can be hard to step back and think about your full range of responsibilties, and to
consider the specific actions that you need to take to achieve your goals. The Action Centered
Leadership model can make this difficult juggling act a little easier. It identifies three key areas
that leaders need to focus on, and offers a framework for keeping them in balance. And it may
even help you to avoid dropping any balls along the way!

What Is Action Centered Leadership (ACL)?

Action Centered Leadership (ACL, or the "Three Circles Model") is a popular and influential tool
that was first published in 1973 by leadership expert, John Adair. It highlights the core actions that
you must take to lead your team effectively, rather than the leadership style that you choose.

These actions are grouped into three areas:

Task: the actions that you take to achieve a goal.

Team: your actions at the group level, to encourage effective teamwork and group cohesion.

Individual: actions that address each team member's unique needs.

These areas are represented by three interlocking circles, as shown in figure 1, below.

Figure 1 –Action Centered Leadership Model.

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The shaded areas of the interlocking circles show that each area relies on one or both of the others
for success. So, to be an effective leader, you must balance your actions across all three areas of
responsibility. In practice, achieving balance isn't always easy. For example, you may face intense
pressure to hit sales or production targets. But if you prioritize the task at the expense of the team
and the individuals who are working hard to achieve it, problems can arise in those neglected areas.

For example, let's say that your team works well together, but one person is falling behind
schedule. As a result, productivity declines, the team misses its deadline, and group morale suffers.
Here, issues with the individual negatively impact the task and the team. Now, imagine what would
happen if you, as leader, didn't clearly state your team's goal. Your team members are highly
skilled, and they collaborate well, but progress is slow because no one knows what they're aiming
for. In this example, individual and team needs are being met, but the task itself is being ignored,
and the team is likely heading for failure.

Action Centered Leadership in Practice

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 Action Centered Leadership is simple to use, and it can be adapted to any leadership situation.
There are three stages to the model: develop your core leadership skills, focus on the three key
areas of responsibility, and adapt the model to your situation.

1. Develop Your Core Leadership Skills

Action Centered Leadership can be applied to every level of an organization, not just to the top
tier. However, Adair and his colleague David Faraday state that, for the model to be effective,
leaders at different levels need to develop particular leadership skills.

Team leaders need planning and briefing skills. They must define tasks and exert control. They
should support and motivate their team members, and evaluate their performance effectively.
Team leaders should lead by example .

Operational leaders need to influence and inform their teams, interpret goals and results, and
initiate plans and projects. They must have the skills necessary to implement decisions, to network,
and to plan successions .

Strategic leaders need all of the above skills, and more. They "make things happen," and provide
direction and inspiration. Ideally, they work toward transformational leadership . This means that
they understand – and articulate – the organization's mission , and how the work of each team and
individual feeds into the organization's wider goals. They must build partnerships and develop
potential leaders in order to be successful.

2. Focus on the Three Key Areas of Responsibility

Next, think carefully about the actions you take as a leader, and the extent to which each of these
activities applies to the three key areas: task, team and individual. You can visualize this by
drawing your own three circles diagram. Draw each circle in proportion to the amount of attention
that you give to each area. For example, let's say that you do a great job of developing your team
members as individuals, but that you pay little attention to team dynamics . Your team usually gets
the job done, but not always to the standard you'd like.

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Figure 2 – Real-Life Example of an Action Centered Leadership Diagram.

You can then work toward dividing your time more equally between each area of responsibility.

There are a number of ways to fulfill each area of responsibility. Use the following lists as a guide,
and add or remove tasks based on your own circumstances.

Achieve the Task

As a leader, your role is to direct a team toward achieving its goal. Here are some of the actions
you can take to do this:

• Identify and define your team's tasks, priorities and purpose, and communicate them
clearly.
• Create plans – including timescales, measures, strategies, and deliverables, as appropriate.
• Define "success."
• Allocate resources, tools and processes, and ensure that everyone understands them.
• Set and explain quality, timeliness and reporting standards.
• Control the pace of work.
• Monitor and evaluate performance.
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 • Review and report on progress.
Build the Team

These actions can enable your team to work more effectively as a unit:

• Set group behavior and performance standards.

• Make sure that everyone has the necessary skills, training and ability.
• Monitor team relationships, and manage conflict .
• Facilitate and encourage effective communication.
• Motivate the group.
• Encourage team building, and foster team spirit.
• Give feedback on the team's performance.
• Identify the team's culture, and its working style.
• Alter group composition.

Develop Individuals
It's essential to understand the unique needs, fears and motivations of each of your team members.
Here are some strategies for doing so:

1. Clearly define each person's role and tasks.

2. Support individuals to plan their own development.

3. Allocate time with each team member for assessment, and identify their personality and
behavioral styles, their strengths and weaknesses, their aims and needs, and any special
skills or experience they can bring to the team.

4. Encourage quieter team members to contribute, and control more enthusiastic individuals.

5. Offer coaching and support.

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6. Give regular, constructive feedback .

7. Praise and reward individuals for their contribution.

Leadership Functions and Responsibilities:

Following are the important functions of a leader:

1. Setting Goals:

A leader is expected to perform creative function of laying out goals and policies to persuade the
subordinates to work with zeal and confidence.

2. Organizing:

The second function of a leader is to create and shape the organization on scientific lines by
assigning roles appropriate to individual abilities with the view to make its various components to
operate sensitively towards the achievement of enterprise goals.

3. Initiating Action:

The next function of a leader is to take the initiative in all matters of interest to the group. He
should not depend upon others for decision and judgment. He should float new ideas and his
decisions should reflect original thinking.

4. Co-Ordination:

A leader has to reconcile the interests of the individual members of the group with that of the
organization. He has to ensure voluntary co-operation from the group in realizing the common
objectives.

5. Direction and Motivation:

It is the primary function of a leader to guide and direct his group and motivate people to do their
best in the achievement of desired goals, he should build up confidence and zeal in the work group.
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6. Link between Management and Workers:

A leader works as a necessary link between the management and the workers. He interprets the
policies and programmes of the management to his subordinates and represents the subordinates’
interests before the management. He can prove effective only when he can act as the true guardian
of the interests of his subordinates.

These are the typical responsibilities of a team leader.

Provide team leadership and coaching

• Create an environment oriented to trust, open communication, creative thinking, and

cohesive team effort
• Provide the team with a vision of the project objectives
• Motivate and inspire team members
• Lead by setting a good example (role model) – behavior consistent with words
• Coach and help develop team members; help resolve dysfunctional behavior
• Facilitate problem solving and collaboration
• Strive for team consensus and win-win agreements
• Ensure discussions and decisions lead toward closure
• Maintain healthy group dynamics
• Intervene when necessary to aid the group in resolving issues
• Assure that the team members have the necessary education and training to effectively
participate on the team
• Encourage creativity, risk-taking, and constant improvement
• Recognize and celebrate team and team member accomplishments and exceptional
performance
Focus the team on the tasks at hand or the internal and external customer requirements

• Coordinate with internal and external customers as necessary

• Familiarize the team with the customer needs, specifications, design targets, the
development process, design standards, techniques and tools to support task performance

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 • Assure that the team addresses all relevant issues within the specifications and various
standards
• Provide necessary business information
• Serve as meeting manager or chairman
• Initiate sub-groups or sub-teams as appropriate to resolve issues and perform tasks in
parallel
• Ensure deliverables are prepared to satisfy the project requirements, cost and schedule
• Help keep the team focused and on track.
Coordinate team logistics

• Work with functional managers and the team sponsor to obtain necessary resources to
support the team’s requirements
• Obtain and coordinate space, furniture, equipment, and communication lines for team
members
• Establish meeting times, places and agendas
• Coordinate the review, presentation and release of design layouts, drawings, analysis and
other documentation
• Coordinates meetings with the product committee, project manager and functional
management to discuss project impediments, needed resources or issues/delays in
completing the task.
Communicate team status, task accomplishment, and direction

• Provide status reporting of team activities against the program plan or schedule
• Keep the project manager and product committee informed of task accomplishment, issues
and status
• Serve as a focal point to communicate and resolve interface and integration issues with
other teams
• Escalate issues which cannot be resolved by the team
• Provide guidance to the team based on management direction.

Types of Leadership Styles:

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 There are as many approaches to leadership as there are leaders, from Lewin’s Leadership
Styles framework of the 1930s to the more recent ideas about transformational leadership.
There are also many general styles, including servant and transactional leadership. Building
awareness of frameworks and styles can help you to develop your approach and to be a
more effective leader.

From Winston Churchill and Angela Merkel, to Queen Elizabeth I and Martin Luther King,
there can be as many ways to lead people as there are leaders.

Fortunately, business people and psychologists have developed useful frameworks that
describe the main ways that people lead. When you understand these frameworks, you can
develop your own approach to leadership, and become a more effective leader as a result.

Useful Leadership Style Frameworks

So, let's look at some useful approaches – shown mainly in the order they appeared – that you can
use to become a more effective leader. Your own, personal approach is likely to be a blend of
these, depending on your own preferences, your people's needs, and the situation you're in.

Lewin's Leadership Styles

Psychologist Kurt Lewin developed his framework in the 1930s, and it provided the foundation of
many of the approaches that followed afterwards. He argued that there are three major styles of
leadership:

Autocratic leaders make decisions without consulting their team members, even if their input
would be useful. This can be appropriate when you need to make decisions quickly, when there's
no need for team input, and when team agreement isn't necessary for a successful outcome.
However, this style can be demoralizing, and it can lead to high levels of absenteeism and staff
turnover. Democratic leaders make the final decisions, but they include team members in the
decision-making process. They encourage creativity, and people are often highly engaged in

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projects and decisions. As a result, team members tend to have high job satisfaction and high
productivity. This is not always an effective style to use, though, when you need to make a quick
decision.

Laissez-faire leaders give their team members a lot of freedom in how they do their work, and
how they set their deadlines. They provide support with resources and advice if needed, but
otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be
damaging if team members don't manage their time well, or if they don't have the knowledge,
skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur when
managers don't have control over their work and their people.)

Lewin's framework is popular and useful, because it encourages managers to be less autocratic
than they might instinctively be.

The Blake-Mouton Managerial Grid

The Blake-Mouton Managerial Grid was published in 1964, and it highlights the most appropriate
style to use, based on your concern for your people and your concern for production/tasks.

With a people-oriented style, you focus on organizing, supporting, and developing your team
members. This participatory style encourages good teamwork and creative collaboration.

With task-oriented leadership, you focus on getting the job done. You define the work and the
roles required, put structures in place, and plan, organize, and monitor work.

According to this model, the best style to use is one that has both a high concern for people and a
high concern for the task – it argues that you should aim for both, rather than trying to offset one
against the other. Clearly, this is an important idea!

Path-Goal Theory

You may also have to think about what your team members want and need. This is where Path-
Goal Theory – published in 1971 – is useful.For example, highly-capable people, who are assigned

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to a complex task, will need a different leadership approach from people with low ability, who are
assigned to an ambiguous task. (The former will want a participative approach, while the latter
need to be told what to do.)

With Path-Goal Theory, you can identify the best leadership approach to use, based on your
people's needs, the task that they're doing, and the environment that they're working in.

Six Emotional Leadership Styles

Daniel Goleman, Richard Boyatzis, and Annie McKee detailed their Six Emotional Leadership
Styles theory in their 2002 book, "Primal Leadership."

The theory highlights the strengths and weaknesses of six common styles – Visionary, Coaching,
Affiliative, Democratic, Pacesetting, and Commanding. It also shows how each style can affect
the emotions of your team members.

Flamholtz and Randle's Leadership Style Matrix

First published in 2007, Flamholtz and Randle's Leadership Style Matrix shows you the best style
to use, based on how capable people are of working autonomously, and how creative or
"programmable" the task is.

The matrix is divided into four quadrants – each quadrant identifies two possible styles that will
be effective for a given situation, ranging from "autocratic/benevolent autocratic" to
"consensus/laissez-faire."

Transformational Leadership

The leadership frameworks discussed so far are all useful in different situations, however, in
business, "transformational leadership " is often the most effective style to use. (This was first
published in 1978, and was then further developed in 1985.)

Transformational leaders have integrity and high emotional intelligence . They motivate people
with a shared vision of the future, and they communicate well. They're also typically self-aware ,
authentic , empathetic , and humble .

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Transformational leaders inspire their team members because they expect the best from everyone,
and they hold themselves accountable for their actions. They set clear goals, and they have good
conflict-resolution skills . This leads to high productivity and engagement.

However, leadership is not a "one size fits all" thing; often, you must adapt your approach to fit
the situation. This is why it's useful to develop a thorough understanding of other leadership
frameworks and styles; after all, the more approaches you're familiar with, the more flexible you
can be.

Specific Leadership Styles

As well as understanding the frameworks that you can use to be a more effective leader, and
knowing what it takes to be a transformational leader, it's also useful to learn about more general
styles, and the advantages and disadvantages of each one.

Bureaucratic Leadership

Bureaucratic leaders follow rules rigorously, and ensure that their people follow procedures
precisely.This is appropriate for work involving serious safety risks (such as working with
machinery, with toxic substances, or at dangerous heights), or with large sums of money.
Bureaucratic leadership is also useful for managing employees who perform routine tasks. This
style is much less effective in teams and organizations that rely on flexibility, creativity, or
innovation.

Charismatic Leadership

Charismatic leadership resembles transformational leadership: both types of leaders inspire and
motivate their team members.The difference lies in their intent. Transformational leaders want to
transform their teams and organizations, while leaders who rely on charisma often focus on
themselves and their own ambitions, and they may not want to change anything. Charismatic
leaders might believe that they can do no wrong, even when others warn them about the path that
they're on. This feeling of invincibility can severely damage a team or an organization, as was
shown in the 2008 financial crisis.

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Servant Leadership

A "servant leader " is someone, regardless of level, who leads simply by meeting the needs of the
team. The term sometimes describes a person without formal recognition as a leader. These people
often lead by example. They have high integrity and lead with generosity . Their approach can
create a positive corporate culture, and it can lead to high morale among team members. Supporters
of the servant leadership model suggest that it's a good way to move ahead in a world where values
are increasingly important, and where servant leaders can achieve power because of their values,
ideals, and ethics .

However, others believe that people who practice servant leadership can find themselves "left
behind" by other leaders, particularly in competitive situations.This style also takes time to apply
correctly: it's ill-suited to situations where you have to make quick decisions or meet tight
deadlines.

Transactional Leadership

This style starts with the idea that team members agree to obey their leader when they accept a
job. The "transaction" usually involves the organization paying team members in return for their
effort and compliance on a short-term task. The leader has a right to "punish" team members if
their work doesn't meet an appropriate standard. Transactional leadership is present in many
business leadership situations, and it does offer some benefits. For example, it clarifies everyone's
roles and responsibilities. And, because transactional leadership judges team members on
performance, people who are ambitious or who are motivated by external rewards – including
compensation – often thrive.

The downside of this style is that, on its own, it can be chilling and amoral, and it can lead to high
staff turnover. It also has serious limitations for knowledge-based or creative work. As a result,
team members can often do little to improve their job satisfaction.

TIME MANAGEMENT

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Time Management - Meaning and its Importance:
It is rightly said “Time and Tide wait for none”. An individual should understand the value of time
for him to succeed in all aspects of life. People who waste time are the ones who fail to create an
identity of their own.

What is Time Management ?

Time Management refers to managing time effectively so that the right time is allocated to the
right activity. Effective time management allows individuals to assign specific time slots to
activities as per their importance.Time Management refers to making the best use of time as time
is always limited. Ask yourself which activity is more important and how much time should be
allocated to the same? Know which work should be done earlier and which can be done a little
later. Time Management plays a very important role not only in organizations but also in our
personal lives.

Time Management includes:

• Effective Planning
• Setting goals and objectives
• Setting deadlines
• Delegation of responsibilities
• Prioritizing activities as per their importance
• Spending the right time on the right activity

• Effective Planning
Plan your day well in advance. Prepare a To Do List or a “TASK PLAN”. Jot down the important
activities that need to be done in a single day against the time that should be allocated to each
activity. High Priority work should come on top followed by those which do not need much of
your importance at the moment. Complete pending tasks one by one. Do not begin fresh work
unless you have finished your previous task. Tick the ones you have already completed. Ensure
you finish the tasks within the stipulated time frame.

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 • Setting Goals and Objectives
Working without goals and targets in an organization would be similar to a situation where the
captain of the ship loses his way in the sea. Yes, you would be lost. Set targets for yourself and
make sure they are realistic ones and achievable.

• Setting Deadlines
Set deadlines for yourself and strive hard to complete tasks ahead of the deadlines. Do not wait for
your superiors to ask you every time. Learn to take ownership of work. One person who can best
set the deadlines is you yourself. Ask yourself how much time needs to be devoted to a particular
task and for how many days. Use a planner to mark the important dates against the set deadlines.

• Delegation of Responsibilities
Learn to say “NO” at workplace. Don’t do everything on your own. There are other people as well.
One should not accept something which he knows is difficult for him. The roles and responsibilities
must be delegated as per interest and specialization of employees for them to finish tasks within
deadlines. A person who does not have knowledge about something needs more time than someone
who knows the work well.

• Prioritizing Tasks
Prioritize the tasks as per their importance and urgency. Know the difference between important
and urgent work. Identify which tasks should be done within a day, which all should be done within
a month and so on. Tasks which are most important should be done earlier.

• Spending the right time on right activity

Develop the habit of doing the right thing at the right time. Work done at the wrong time is not of
much use. Don’t waste a complete day on something which can be done in an hour or so. Also
keep some time separate for your personal calls or checking updates on Facebook or Twitter. After
all human being is not a machine.

For Effective Time Management one needs to be:

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Organized - Avoid keeping stacks of file and heaps of paper at your workstation. Throw what all
you don’t need. Put important documents in folders. Keep the files in their respective drawers with
labels on top of each file. It saves time which goes on unnecessary searching.

Don’t misuse time - Do not kill time by loitering or gossiping around. Concentrate on your work
and finish assignments on time. Remember your organization is not paying you for playing games
on computer or peeping into other’s cubicles. First complete your work and then do whatever you
feel like doing. Don’t wait till the last moment.

Be Focussed - One needs to be focused for effective time management.

List of Tips for Effective Time Management:

1. Set goals correctly

Set goals that are achievable and measurable. Use the SMART method when setting goals. In
essence, make sure the goals you set are Specific, Measurable, Attainable, Relevant, and Timely.

2. Prioritize wisely

Prioritize tasks based on importance and urgency. For example, look at your daily tasks and
determine which are:

Important and urgent: Do these tasks right away.

Important but not urgent: Decide when to do these tasks.

Urgent but not important: Delegate these tasks if possible.

Not urgent and not important: Set these aside to do later.

3. Set a time limit to complete a task

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Setting time constraints for completing tasks helps you be more focused and efficient. Making the
small extra effort to decide on how much time you need to allot for each task can also help you
recognize potential problems before they arise. That way you can make plans for dealing with
them.

For example, assume you need to write up five reviews in time for a meeting. However, you realize
that you’ll only be able to get four of them done in the time remaining before the meeting. If you
become aware of this fact well in advance, you may be able to easily delegate writing up one of
the reviews to someone else. However, if you hadn’t bothered to do a time check on your tasks
beforehand, you might have ended up not realizing your time problem until just an hour before the
meeting. At that point, it might be considerably more difficult to find someone to delegate one of
the reviews to, and more difficult for them to fit the task into their day, too.

4. Take a break between tasks

When doing a lot of tasks without a break, it is harder to stay focused and motivated. Allow some
downtime between tasks to clear your head and refresh yourself. Consider grabbing a brief nap,
going for a short walk, or meditating.

5. Organize yourself

Utilize your calendar for more long-term time management. Write down the deadlines for projects,
or for tasks that are part of completing the overall project. Think about which days might be best
to dedicate to specific tasks. For example, you might need to plan a meeting to discuss cash flow
on a day when you know the company CFO is available.

6. Remove non-essential tasks/activities:

It is important to remove excess activities or tasks. Determine what is significant and what deserves
your time. Removing non-essential tasks/activities frees up more of your time to be spent on
genuinely important things.

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7. Plan ahead

Make sure you start every day with a clear idea of what you need to do – what needs to get done
THAT DAY. Consider making it a habit to, at the end of each workday, go ahead and write out
your “to-do” list for the next workday. That way you can hit the ground running the next morning.

Stress Management

Introduction

Stress is a fact of life, wherever you are and whatever you are doing. You cannot avoid stress, but
you can learn to manage it so it doesn’t manage you. Changes in our lives—such as going to
college, getting married, changing jobs, or illness—are frequent sources of stress. Keep in mind
that changes that cause stress can also benefit you. Moving away from home to attend college, for
example, creates personal-development opportunities—new challenges, friends, and living
arrangements. That is why it’s important to know yourself and carefully consider the causes of
stress. Learning to do this takes time, and although you cannot avoid stress, the good news is that
you can minimize the harmful effects of stress, such as depression or hypertension. The key is to
develop an awareness of how you interpret, and react to, circumstances. This awareness will help
you develop coping techniques for managing stress. For example, as an Army platoon leader,
managing stress will require techniques that include an awareness of yourself and your Soldiers.
As you will see, the stress you encounter as a student differs in intensity from what you may
experience in the Army, particularly while deployed or in combat.

Defining Stress

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Stress is the way human beings react both physically and mentally to changes, events, and
situations in their lives. People experience stress in different ways and for different reasons. The
reaction is based on your perception of an event or situation. If you view a situation negatively,
you will likely feel distressed—overwhelmed, oppressed, or out of control. Distress is the more
familiar form of stress. The other form, eustress, results from a “positive” view of an event or
situation, which is why it is also called “good stress.” Eustress helps you rise to a challenge and
can be an antidote to boredom because it engages focused energy. That energy can easily turn to
distress, however, if something causes you to view the situation as unmanageable or out of control.
Many people regard public speaking or airplane flights as very stressful—causing physical
reactions such as an increased heart rate and a loss of appetite—while others look forward to the
event. It’s often a question of perception: A positive stressor for one person can be a negative
stressor for another.

Managing Stress

As noted in the Introduction, you can learn to manage stress. The first step is understanding
yourself better—how you react in different situations, what causes you stress, and how you behave
when you feel stressed. Once you’ve done that, take the following steps:

Set priorities. Make a To-Do list. Decide what is really important to get done today, and what can
wait. This helps you to know that you are working on your most immediate priorities, and you
don’t have the stress of trying to remember what you should be doing.

Practice facing stressful moments. Think about the event or situation you expect to face and
rehearse your reactions. Find ways to practice dealing with the challenge. If you know that
speaking in front of a group frightens you, practice doing it, perhaps with a trusted friend or fellow
student. If the pressure of taking tests causes you to freeze up, buy some practice tests at the school
bookstore or online and work with them when there are no time pressures.

Examine your expectations. Try to set realistic goals. It’s good to push yourself to achieve, but
make sure your expectations are realistic. Watch out for perfectionism. Be satisfied with doing the
best you can. Nobody’s perfect—not you, not your fellow Cadet, nobody. Allow people the liberty
to make mistakes, and remember that mistakes can be a good teacher.
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Live a healthy lifestyle. Get plenty of exercise. Eat healthy foods. Allow time for rest and
relaxation. Find a relaxation technique that works for you—prayer, yoga, meditation, or breathing
exercises. Look for the humor in life, and enjoy yourself.

Learn to accept change as a part of life. Nothing stays the same. Develop a support system of
friends and relatives you can talk to when needed. Believe in yourself and your potential.
Remember that many people from disadvantaged backgrounds have gone on to enjoy great success
in life.

At the same time, avoid those activities that promise release from stress while actually adding to
it. Drinking alcohol (despite what all those TV commercials imply), drinking caffeine, smoking,
using narcotics (including marijuana), and overeating all add to the body’s stress in addition to
their other harmful effects.

Here are some other strategies for dealing with stress:

• Schedule time for vacation, breaks in your routine, hobbies, and fun activities.

• Try to arrange for uninterrupted time to accomplish tasks that need your

concentration. Arrange some leisure time during which you can do things that you

really enjoy.

• Avoid scheduling too many appointments, meetings, and classes back-to-back.

Allow breaks to catch your breath. Take a few slow, deep breaths whenever you

feel stressed. Breathe from the abdomen and, as you exhale, silently say to yourself,

“I feel calm.”

• Become an expert at managing your time. Read books, view videos, and attend

seminars on time management. Once you cut down on time wasters, you’ll find

more time to recharge yourself.

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• Learn to say “no.” Setting limits can minimize stress. Spend time on your main

responsibilities and priorities rather than allowing other people’s priorities or needs

to dictate how you spend your time.

• Exercise regularly to reduce muscle tension and promote a sense of well-being.

• Tap into your support network. Family, friends, and social groups can help when

dealing with stressful events.

What are the signs of stress?

We all experience stress differently in different situations. Sometimes you might be able to tell
right away when you're feeling under stress, but other times you might keep going without
recognising the signs. Stress can affect you both emotionally and physically, and it can affect the
way you behave.

"My head is tight and all my thoughts are whizzing round in different directions and I can't catch
them."

How you might feel

• irritable, aggressive, impatient or wound up

• over-burdened
• anxious, nervous or afraid
• like your thoughts are racing and you can't switch off
• unable to enjoy yourself
• depressed
• uninterested in life
• like you've lost your sense of humour
• a sense of dread
• worried about your health
• neglected or lonely.
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How you might behave

• finding it hard to make decisions

• constantly worrying
• avoiding situations that are troubling you
• snapping at people
• biting your nails
• picking at your skin
• unable to concentrate
• eating too much or too little
• smoking or drinking alcohol more than usual
• restless, like you can't sit still
• being tearful or crying.
How you might be physically affected

• shallow breathing or hyperventilating

• you might have a panic attack
• muscle tension
• blurred eyesight or sore eyes
• problems getting to sleep, staying asleep or having nightmares
• sexual problems, such as losing interest in sex or being unable to enjoy sex
• tired all the time
• grinding your teeth or clenching your jaw
• headaches
• chest pains
• high blood pressure
• indigestion or heartburn
• constipation or diarrhoea
• feeling sick, dizzy or fainting.
"[It feels like] the world is closing in on me, I can't breathe and I'm running out of time."

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Acknowledging Stress

Stress is often defined as a normal physical response to events that make you feel threatened or
upset the balance of things in some way. The body has a way of protecting you in these times; this
is known as the fight-or-flight, or stress, response.

Stress is not always harmful. Good stress allows you to stay alert and focused. For example, in a
life-threatening situation, the stress response ultimately can have life-saving results. It can also
help you in challenging situations, such as completing work tasks. However, there is also bad
stress. Bad stress can cause damage to your overall well-being.

Many people often do not realize they are under stress until it has begun to consume them. It is
important to recognize stress before it gets out of control. Stress can negatively affect your mental
and emotional health and create interpersonal and relationship issues. It also can cause and
exacerbate health issues such as: physical pain, skin rashes, digestive issues, sleep problems,
depression/anxiety, heart problems, obesity, and autoimmune disorders.

How much stress is too much varies among individuals. Some people have a very high stress
tolerance and may even enjoy stress to a certain extent; others may have a very low tolerance.

It is important to be able to recognize the causes of stress. If you are able to identify the causes,
you can begin to find ways to successfully manage your stressors.

Causes of stress can be broken down into four main categories: general, life, work and internal.

General Stress

General stressors include fear and uncertainty. Fear, whether real or perceived, results in stress.

Uncertainty also produces stress. When we cannot predict an outcome we can feel a lack of control,
which can produce stress.

Life Stress

Life stressors can include death of a family member or friend, injury, illness, new additions to the
family, crime, abuse, familial changes such as marriage or divorce, sexual problems, interpersonal
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problems, physical changes, relocation, financial problems, environmental changes, or changes in
responsibilities.

Work Stress

Work stressors include job demands, lack of support, relationships with co-workers and
supervisors, poor communication, lack of feedback, criticism, lack of clarity, changes in
organizational structure, promotion/demotion, long hours, or overall job dissatisfaction.

Internal Stress

Internal stressors are those we create. The way we perceive and view situations often can be the
cause of stress. Some examples include negative self-talk, unrealistic expectations, wanting always
to be in control, and seeking perfection.

Dealing with Your Stress

Once you have identified your sources of stress, you can work to begin to manage your stress
effectively. Stress varies with the individual; effective ways to reduce it do also. Explore your
options.

There are a variety of healthy ways to deal with stress. It often is helpful to look at each stressful
situation independently and determine what can be changed — the situation or your attitude about
it. Some individuals also choose healthy alternatives such as exercise, meditation, breathing
techniques, and adopting an overall healthier lifestyle. Again, find what works for you.

If you are trying to cope with stress, or find yourself coping in unhealthy ways, you may benefit
from talking with a close friend or family member. If your stress seems to be controlling you more
than you are able to control it, you may want to seek out a therapist to guide you in the process.
By identifying the source of stress in your life and identifying healthy ways to deal with it, you
can control your stress. Find something that works for you and make it a part of your regular
schedule. By doing so, you will be on the road to a life of less stress and overall well-being.

Talking Out the Problem

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There are a lot of reasons talking about our problems can be difficult. Some people (especially
men) are socialized to internalize feelings, rather than give voice to them. Sometimes the very
emotions you’re dealing with — like guilt over something you did, or shame about how you think
you’re perceived — can feel so overwhelming that you can’t get up the motivation to talk it
out.Regardless of the reason you might keep it in, talking has powerful psychological benefits that
might not be obvious. “Talking about it” is a broad phrase, though, so let’s clarify a bit. When we
discuss talking about your problems, it can take a few forms.

• Venting to a trusted friend. Sometimes you just need to let out how you’re feeling with
no real plan for a solution. “I had the worst day at work!” can be the start of a conversation
that helps you process the stress of a hard day.

• Discussing a conflict with a partner. Fights happen in relationships. But keeping your
feelings to yourself can cause issues between you and your partner to fester. While working
toward constructive solutions to your relationship problems is always a good thing, just
being able to be open about your feelings with your partner can make your communication
healthier as well.

• Talk therapy with a licensed therapist. There’s a reason people will pay money to talk
through problems with a therapist. Whether you need to discuss a mental illness you’re
struggling with, are in couples counseling to work on your relationship or just need
someone to talk to who knows how to handle stress, a good therapist can help you hash out
your emotions.

• Being open about your struggles. Sometimes venting to no one in particular can help not
just you, but others as well. For example, in 2015 Sammy Nickalls, a writer, started the
social media hashtag #TalkingAboutIt to encourage people to be open about their struggles
with mental illness. The act of sharing what daily life is like can help you and others with
the same struggles realize that you’re not alone and that what feels overwhelming is
actually normal.

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What all of these forms have in common is that they are conversations specifically designed to
examine and express the emotions you are having, rather than building to a specific solution.
Figuring out things you can do to improve your situation is certainly good, but just verbalizing
how you’re feeling can, itself, be part of the solution as well.

Why does talking about it help?

Getting a new job, breaking up with a bad partner or investing in your own self-improvement are
all practical things you can do to solve problems in your life. But what good does just talking about
it do? When you’re fighting the exhausting uphill battle against your own negative feelings, it can
seem as if talking about it is the least productive thing you can do. In reality, your brain and body
get a lot out of talking. When you are feeling very intense feelings — especially fear, aggression
or anxiety — your amygdala is running the show. This is the part of the brain that, among other
things, handles your fight or flight response. It is the job of the amygdala, and your limbic system
as a whole, to figure out if something is a threat, devise a response to that threat if necessary, and
store the information in your memory so you can recognize the threat later. When you get stressed
or overwhelmed, this part of your brain can take control and even override more logical thought
processes.

Research from U.C.L.A. suggests that putting your feelings into words — a process called “affect
labeling” — can diminish the response of the amygdala when you encounter things that are
upsetting. This is how, over time, you can become less stressed over something that bothers you.
For example, if you got in a car accident, even being in a car immediately afterward could
overwhelm you emotionally. But as you talk through your experience, put your feelings into words
and process what happened, you can get back in the car without having the same emotional
reaction. Research from Southern Methodist University suggested that writing about traumatic
experiences or undergoing talk therapy had a positive impact on a patient’s health and immune
system. The study argues that holding back thoughts and emotions is stressful. You have the
negative feelings either way, but you have to work to repress them. That can tax the brain and
body, making you more susceptible to getting sick or just feeling awful.

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None of that is to say that talking about your problems, or even talk therapy with a licensed
therapist, will automatically fix everything and immediately make you happy and healthy. But,
like eating better and exercising, it can contribute to overall improvement in your well-being. More
important, it can help you understand how and why you feel the way you do, so you can handle
your emotions more effectively in the future.

How can we do it better?

Crucially, not every form of talking about problems aloud can help. In fact, multiple studies
examining college students, young women and working adults suggest that co-rumination — or
consistently focusing on and talking about negative experiences in your life — can have the
opposite effect, making you more stressed and drawing out how long a problem bothers you. To
talk about your problems more constructively, there are a few key things you can do.

• Choose the right people to talk to. If you’ve ever talked about how you’re feeling and it
seems as if you got nothing out of it, you might be talking to the wrong person. Having a
trusted friend who will support you (without enabling bad habits like co-rumination) can
help. If you need specific advice on a problem, find someone who has faced similar
problems and, ideally, has resolved them. And if you need a lot of talk time, try spreading
your conversations out to multiple people. One person can get worn out, and having a broad
social support system lets you distribute that load.

• Choose the right time to talk. Just as important as choosing who to talk to is when you
talk to them. Your friends may want to support you, but they have their own lives. Asking
if they have the time and energy to talk before unpacking your emotional bags can help
you both be better equipped for the conversation. This also means being courteous about
their time. Sometimes crises happen and you might need to interrupt someone, but most
supportive conversations can wait.

• Find a therapist, even if you’re not mentally ill. Therapists often have a reputation for
being necessary only if you have a mental illness. This isn’t the case. You can go to therapy
if you are feeling overly stressed, if you are not sleeping well or if you just want someone
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 to talk to. Think of it less like seeing a doctor and more like a personal trainer. Also,
remember that just as with doctors, mechanics or anyone else you hire, there are good ones
and bad ones (or bad ones for you), so if you don’t have success the first time, try someone
else.

• Give yourself an endpoint. Not all conversations about your problems need to lead to a
plan of action for tangible change, but they do need to lead to something other than more
complaining. Give yourself space to vent about your feelings and, while doing so, focus on
how you are feeling throughout the process. If you are getting more worked up, take a
break. If you find yourself talking about the same things over and over without gaining any
new understanding or feeling any relief, try something else to process how you are feeling.
You may not be able to fix the external problem that is bothering you, but the goal should
at least be to improve your mood about it.

• Talk about the good as well as the bad. Expressing how you’re feeling is healthy.
Expressing yourself only when you feel bad isn’t. Whether you are talking to friends,
partners or on social media, be sure to share your good experiences and feelings when they
come up. Talking about these experiences can reinforce them in your brain and make it
easier to break out of negative thought patterns later. Plus, it helps build your relationships
with the people you are close enough to talk to.
Of course, this process can still be messy. Some days, talking about your problems may just be
complaining about something that happened at work, but others it may involve crying into
someone’s shoulder for an hour. It can feel embarrassing or uncomfortable the first few times, but
the more you open up, the easier it will get to share how you feel.

PRESENTATION SKILLS

Presentation skills can be defined as a set of abilities that enable an individual to: interact with the
audience; transmit the messages with clarity; engage the audience in the presentation; and interpret
and understand the mindsets of the listeners. These skills refine the way you put forward your
messages and enhance your persuasive powers.

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The present era places great emphasis on good presentation skills. This is because they play an
important role in convincing the clients and customers. Internally, management with good
presentation skills is better able to communicate the mission and vision of the organization to the
employees.

Types of Presentation

The first step in preparing a presentation is to define the purpose of your presentation. The
following is an overview of several common types of presentations and their purpose. Each
presentation type requires a specific organization technique to assure they are understood and
remembered by the audience. The suggested organizational structure is also provided.

1. Informative

Keep an informative presentation brief and to the point. Stick to the facts and avoid complicated
information. Choose one of the following organizational structures for an informative presentation:

Time

• Explains when things should happen

• Works best with visual people or people who can see the overall organization or sequence
of events
• Use words like first, second, third, to list order
Place

• Explains where things should happen

• Works best with people who understand the group or area you are talking about
• Use words like Region 1, 2, 3, or 4 to explain order
Cause and Effect

• Explains how things should happen

• Works best with people who understand the relationship between events
• Use phrases like Because of , we now have to
Logical Order

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 • Simply list items in their order of importance
• Works best with people who are accustomed to breaking down complex data into
components in order to digest the material
2. Instructional

• Your purpose in an instructional presentation is to give specific directions or orders. Your

presentation will probably be a bit longer, because it has to cover your topic thoroughly. In
an instructional presentation, your listeners should come away with new knowledge or a
new skill.
• Explain why the information or skill is valuable to the audience
• Explain the learning objectives of the instructional program
• Demonstrate the process if it involves something in which the audience will later
participate using the following method
• Demonstrate it first without comment
• Demonstrate it again with a brief explanation
• Demonstrate it a third time, step-by-step, with an explanation
• Have the participants practice the skill
• Provide participants the opportunity to ask questions, give, and receive feedback from you
and their peers
• Connect the learning to actual use
• Have participants verbally state how they will use it

3. Arousing

• Your purpose in an arousing presentation is to make people think about a certain problem
or situation. You want to arouse the audience’s emotions and intellect so that they will be
receptive to your point of view. Use vivid language in an arousing presentation– project
sincerity and enthusiasm.
• Gain attention with a story that illustrates (and sometimes exaggerates) the problem

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 • Show the need to solve the problem and illustrate it with an example that is general or
commonplace
• Describe your solution for a satisfactory resolution to the problem
• Compare/contrast the two worlds with the problem solved and unsolved
• Call the audience to action to help solve the problem
• Give the audience a directive that is clear, easy, and immediate
4. Persuasive

• Your purpose in a persuasive presentation is to convince your listeners to accept your

proposal. A convincing persuasive presentation offers a solution to a controversy, dispute,
or problem. To succeed with a persuasive presentation, you must present sufficient logic,
evidence, and emotion to sway the audience to your viewpoint.
• Create a great introduction because a persuasive presentation introduction must accomplish
the following:
• Seize the audiences attention
• Disclose the problem or needs that your product or service will satisfy
• Tantalize the audience by describing the advantages of solving the problem or need
• Create a desire for the audience to agree with you by describing exactly how your product
or service with fill their real needs
• Close your persuasive presentation with a call to action
• Ask for the order
• Ask for the decision that you want to be made
• Ask for the course of action that you want to be followed
5. Decision-making

• Your purpose in a decision-making presentation is to move your audience to take your

suggested action. A decision-making presentation presents ideas, suggestions, and
arguments strongly enough to persuade an audience to carry out your requests. In a
decision-making presentation, you must tell the audience what to do and how to do it. You
should also let them know what will happen if the don’t do what you ask.
• Gain attention with a story that illustrates the problem
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 • Show the need to solve the problem and illustrate it with an example that is general or
commonplace
• Describe your solution to bring a satisfactory resolution to the problem
• Compare/contrast the two worlds with the problem solved and unsolved
• Call the audience to action to help solve the problem and give them a way to be part of the
solution.

Presentation Content

The first element of presentation skills is to plan and prepare the presentation content.

Aims – Consider what you want to achieve with your presentation. What are the three key
messages you wish to convey? How do you want the audience to feel afterwards? What do you
want the audience to take away? What do you want them to do as a result of your presentation?
What impression do you want to make of yourself, your team and your firm? How will you know
if the presentation is successful? You may want to set specific objectives in what you want to
achieve in terms of feedback ratings, connections made afterwards or even enquiries and referrals.
But remember that a presentation is usually only one part of an ongoing campaign to raise
awareness and generate leads so it may be better to set your goals at that level rather than for an
individual event.

Audience – Before you start preparing your presentation, think carefully about the audience. What
is their existing level of knowledge? What do they want to hear (and not hear) from you? What are
their expectations? What value can they get from your presentation? Do some research if you don’t
know. Take care if you have a mixed audience (some with technical knowledge and some without)
to ensure that you address their different needs. It often helps to rehearse your presentation to a
“friendly” audience – who can indicate where they think changes might assist comprehension or
flow.

Content – Most presentations attempt to include far too much information. Less is more. There is
a need to consider the aims and (no more than three) key messages you wish to convey and the

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needs of the audience. Plan what could and needs to be covered – possibly using a mind map which
might also support structuring of the information.

Simplify – There is also a need to simplify complex ideas – break them down, start at the lowest
level and add layers of details if required. In some respects, your job as presenter is to act as a
translator or interpreter for ideas. Additional information can be provided as a handout – it doesn’t
all need to be included in the presentation or the audio-visuals. Furthermore, if there is more detail
available this presents an excellent opportunity for follow up contact and dialogue after the
presentation.

Images – Naturally you will use your firm’s template for your presentations. Think beyond words
and bullet point lists. Use photos, quotes, diagrams, charts, tables, newspaper clippings, maps and
inforgraphics. Make sure that they are big enough to see. And try to have just one item (text or
image) on each slide. A picture says a thousand words. Videos can also be useful (music evokes
emotion) – for example, by showing a complicated idea such as e-gaming – but keep them short.
Props – for example different hats to identify different jurisdictions – could also be used.

Signposting – Help the audience know where you are going and where you are at present. Navigate
for them. Tell them what you are going to cover at the start and remind them what you have covered
at the end. This helps reinforcement and retention by using the primacy and recency effects.

Specificity – Avoid general lists of things. And try to be as specific as possible – provide names,
dates and numbers. It is easier for people to remember specific points. Better still, tell stories.

Storytelling – Stories (such as anecdotes and case studies) are one of the most effective ways to
communicate ideas as people become emotionally involved when they can identify with or relate
to one of the characters. People like surprising endings too. And stories that convey an important
moral or point. During storytelling – when people connect – the brain goes through a variety of
processes such as neural coupling, other cortical activity and dopamine release.

Structure – Use three points approach to structure presentations. Plan your greeting and a hook
(the benefits of your talk) and then present your first message (story, evidence, other information)
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and then the second and third message before your conclusion and interaction/outcome. Avoid
starting with an apology and take care with humour. You need a strong start and a definite, positive
finish.

Timing – Most people attempt to include far too much material in their presentations for the time
available. The presenter is not there to simply off-load a huge amount of information to the
audience – he or she has to do some work to extract the key points, or offer a different perspective
so that the presentation adds more value than simply listing out information. Have a timing device
at the edge of your periphery vision or ask someone to warn you when you are nearing your time
limit.

Audience Analysis

Audience analysis involves identifying the audience and adapting a speech to their interests, level
of understanding, attitudes, and beliefs. Taking an audience-centered approach is important
because a speaker’s effectiveness will be improved if the presentation is created and delivered in
an appropriate manner. Identifying the audience through extensive research is often difficult, so
audience adaptation often relies on the healthy use of imagination.As with many valuable tools,
audience analysis can be used to excess. Adapting a speech to an audience is not the same thing as
simply telling an audience what they want to hear. Audience analysis does not mean
‘grandstanding’ or ‘kowtowing’ to a public. Rather, adaptation guides the stylistic and content
choices a speaker makes for a presentation. Audience adaptation often involves walking a very
fine line between over-adapting and under-adapting – a distinction that can be greater appreciated
by understanding the general components of this skill. The Communications Department offers
tips for analyzing an audience.

Audience Analysis Factors

Audience expectations

When people become audience members in a speech situation, they bring with them expectations
about the occasion, topic, and speaker. Violating audience expectations can have a negative impact
on the effectiveness of the speech. Imagine that a local politician is asked to speak at the memorial

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service for a beloved former mayor. The audience will expect the politician’s speech to praise the
life and career of the deceased.

If the politician used the opportunity to discuss a piece of legislation, the audience would probably
be offended and the speaker would lose credibility. Of course, there may be some situations when
violating the audience’s expectations would be an effective strategy. Presenters that make political
statements at the Academy Awards do so precisely because the message’s incongruity with the
occasion increases the impact of the proclamation.

Knowledge of topic

Audience knowledge of a topic can vary widely on any given occasion, therefore, communicators
should find out what their audience already knows about the topic. Never overestimate the
audience’s knowledge of a topic. If a speaker launches into a technical discussion of genetic
engineering but the listeners are not familiar with basic genetics, they will be unable to follow your
speech and quickly lose interest. On the other hand, drastically underestimating the audience’s
knowledge may result in a speech that sounds condescending.

Try to do some research to find out what the audience already knows about the topic. Giving a
brief review of important terms and concepts is almost always appropriate, and can sometimes be
done by acknowledging the heterogeneous audience and the importance of ‘putting everyone on
the same page.’ For example, even if the audience members were familiar with basic genetics, a
brief review of key term and concepts at the beginning of a speech refreshes memories without
being patronizing.

Attitude toward topic

Knowing audience members’ attitudes about a topic will help a speaker determine the best way to
reach their goals. Imagine that a presenter is trying to convince the community to build a park. A
speaker would probably be inclined to spend the majority of the speech giving reasons why a park
would benefit the community.

However, if they found out ahead of time that most neighbors thought the park was a good idea
but they were worried about safety issues, then the speaker could devote their time to showing
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them that park users would be safer in the park than they currently are playing in the streets. The
persuasive power of the speech is thus directed at the most important impediment to the building
of a park.

Audience size

Many elements of speech-making change in accordance with audience size. In general, the larger
the audience the more formal the presentation should be. Sitting down and using common language
when speaking to a group of 10 people is often quite appropriate. However, that style of
presentation would probably be inappropriate or ineffective if you were speaking to 1,000 people.
Large audiences often require that you use a microphone and speak from an elevated platform.

Demographics

The demographic factors of an audience include age, gender, religion, ethnic background, class,
sexual orientation, occupation, education, group membership, and countless other categories.
Since these categories often organize individual’s identities and experiences, a wise speaker
attends to the them. Politicians usually pay a great deal of attention to demographic factors when
they are on the campaign trail. If a politician speaks in Day County, Florida (the county with the
largest elderly population) they will likely discuss the issues that are more relevant to people in
that age range – Medicare and Social Security.

Communicators must be careful about stereotyping an audience based on demographic information

– individuals are always more complicated than a simplistic identity category. Also, be careful not
to pander exclusively to interests based on demographics. For example, the elderly certainly are
concerned with political issues beyond social security and Medicare. Using demographic factors
to guide speech-making does not mean changing the goal of the speech for every different
audience; rather, consider what pieces of information (or types of evidence) will be most important
for members of different demographic groups.

Setting:

The setting of a presentation can influence the ability to give a speech and the audience’s ability
and desire to listen. Some of these factors are: the set-up of the room (both size and how the
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audience is arranged), time of day, temperature, external noises (lawn mowers, traffic), internal
noises (babies crying, hacking coughs), and type of space (church, schoolroom, outside). Finding
out ahead of time the different factors going into the setting will allow a speaker to adapt their
speech appropriately. Will there be a stage? Will there be a podium or lectern? What technology
aids will be available? How are the seats arranged? What is the order of speakers?

While these issues may appear minor compared to the content of the speech and the make-up of
the audience, this foreknowledge will soothe nerves, assist in developing eye contact, and ensure
that the appropriate technology, if necessary, is available. Take into account the way that the setting
will affect audience attention and participation. People are usually tired after a meal and late in the
day. If scheduled to speak at 1:00 PM, a speaker may have to make the speech more entertaining
through animation or humor, exhibit more enthusiasm, or otherwise involve the audience in order
to keep their attention.

Voluntariness

Audiences are either voluntary, in which case they are genuinely interested in what a presenter has
to say, or involuntary, in which case they are not inherently interested in the presentation. Knowing
the difference will assist in establishing how hard a speaker needs to work to spark the interest of
the audience. Involuntary audiences are notoriously hard to generate and maintain interest in a
topic (think about most people’s attitudes toward classes or mandatory meetings they would prefer
to not attend.

Egocentrism

Most audience members are egocentric: they are generally most interested in things that directly
affect them or their community. An effective speaker must be able to show their audience why the
topic they are speaking on should be important to them.

Presentation Checklist: What to do Before and After Delivery

Before you give a presentation, you might want to work through this checklist to make sure you
haven’t missed anything.

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Purpose of the presentation

• What is the purpose of your presentation?

• What is the end goal?
• What would you consider a successful outcome?
Presentation preparation

• Check how long your presentation slot is

• Check that your presentation doesn’t overrun on time
• Rehearse your presentation to friends or colleagues
• Rehearse your presentation using virtual reality to reduce nerves
• Prepare speaker notes or cue cards
• Take a presentations training course to improve your skills
• Think about where to breathe and pause
• Number your notes in case you drop them
• Ensure your introduction explains your objectives and grabs the audiences’ attention
• Clearly define the points of the presentation
• Check the main points are in logical order and flow well
• The conclusion should be clear, concise and tie with the introduction
• Make sure you are knowledgeable about the topic you are presenting
Presentation slides

• Keep slide designs simple and concise - use minimal text and high quality pictures
• Make sure there are no grammar or spelling errors on the presentation slides
• Check and facts you display and make sure you can back them up
• If appropriate, post slides to the web, include URL at end of talk
• Saved your presentation onto two different formats (USB, cloud storage, etc.)
• Confirmed that the audio-visual equipment you require will be in the room
• Ensure you practice with your presentation slides to get the correct timings
Visual aids and handouts

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 • Check the visual aids are easy to read and understand
• Make sure they tie into the points you are trying to communicate
• Ensure they can be easily seen from all areas of the room
• Prepare any handouts you want to give out and proof read them
• Make sure you have sufficient handouts
• Double check the visual aids are working (especially if it’s a demo)
Audience analysis

• Think about who will be in the audience

• Determine if there will be decision makers
• Think about their knowledge of the topic
• Think about if their native language is the same language as the presentation
• Check if the organiser can provide a rough demographic
Audience questions

• Think about possible questions you will be asked and have spare slides to address them
• Decide how long you will leave for questions at the end
• Decide if you want to specify areas you are willing to answer questions on

Other speakers at the event

• Found out who else will be speaking and what they will be speaking about
• Check if other speaker topics are related to yours
• Check if someone else will introduce you or if you need to do it yourself
• Determine whether you will be presenting alone or as part of a group
Location and type of event

• Check the floor, room and location of the event

• Find a contact persons email or number in case you are running late
• Get directions to the venue, including parking vouchers if required
• Try to find last year’s programs to determine the style of the event

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 • Check if there are reviews of the event on blogs or social media
• Check the type of event - is it an industry event where you’re expected to address
professionals? Is it a seminar for aspiring leaders looking for inspiration and motivation?
• Check the style of presenting you’ll be doing (indoors, outdoors, standing, sitting, etc.)
• Understand the size and layout of the room you will be presenting in your appearance.
• Make sure you are dressed and groomed appropriately and aligned with the audience's
expectations
• First impressions are very important for credibility, maintain a polished and professional
look
• Practice your speech paying close attention to your body language and posture, both of
which will be assessed by the audience
• Decided what to wear the day before
• As a rule of thumb, dress slightly better than your audience members
On the morning of the event

• Eat a good breakfast to give you energy on stage

• Get some light exercise in
• Check your laptop is charged
• Check you have your slides ready on your laptop
• Avoid unnecessary stress by getting to the venue early
Bring with you to the event

• Bottle of water in case your throat goes dry

• Your laptop and any necessary cables
• Backup slides on a USB or hard drive
• A remote to control your slides if required
• Extension cord if required
• Any physical demo, handouts, or other visual aids if required
• Your presentation notes or cue cards
At the event

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 • Register and let the organiser know you’ve arrived
• Find your room and watch another speaker present
• If time allows, mingle and meet people who might be in your audience
• Return to the room before the speaker before you finishes, maximising your time to set up
• Get your laptop hooked up to projector immediately - most problems occur here
• Test your slides and any videos
• Walk around on stage and get comfortable with the room
• Run through the first couple of minutes of your presentation
• Make sure you have a glass or bottle of water with you
• Sit in the back row and make sure your text is readable
• If you're nervous, distract yourself by going for a walk
• Turn your mobile on silent
After the event

• Make yourself visible so people can find you to ask questions about your talk
• Write questions from attendees on their business cards so you can answer in email later
• Post slides online or to Slide Share if appropriate
• Email people who gave you their cards, answering their questions
• Thank the organiser and ask for any feedback
• If your talk was filmed, ask for a copy so you can learn from it

Managing Presentation Nerves

Six Steps to Conquering Your Presentation Nerves

1. Know Your Audience

Consult your audience before your presentation. The more confident you are that you are
presenting them with useful and interesting material for them, the less nervous you will be overall.
You really don't want your presentation to be a surprise. If it is, you lose complete control over the
audience's reaction and that is a large factor in nervousness. So:

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 • Define who your target audience is.
• Ask people who are representative of the audience what they expect from the presentation.
• Run your agenda by a few people to see if they think something is missing or is overkill.
• Consider contacting participants by email beforehand and asking them a few questions
about what they expect.
• Greet audience members at the door and do a quick survey of why they are there and what
they expect.
2. Know Your Material

Nothing is worse for nerves than trying to give a presentation on a topic you are not well prepared
for. This doesn't mean you have to be an expert beforehand, but you'd better know it backward on
presentation day. And making sure you've understood your audience and their needs properly will
help you ensure that your material is on target to meet their needs.

Another important point to remember is that you can't possibly cover everything you know in your
presentation. That would probably be long and boring. So select the most pertinent points from
your subject base and then supplement with other material if time allows.

3. Structure Your Presentation

A common technique for trying to calm nervousness is memorizing what you intend to say. But
all this does is make your delivery sound like it is coming from a robot. If you miss a word or draw
a blank, your whole presentation is thrown off and then your nervousness compounds itself with
every remaining second. It is far better to structure your presentation so that you give yourself
clues to what is coming next.

• Have a set of key phrases listed on a cue card.

• Refer to these phrases to trigger your mind as to what is coming up next.
• If you're using slides, use these key phrases in your transitions.
• This approach helps you control your own uncertainty about whether you will remember
what you want to say and the order you want to say it.
4. Practice, Practice, Practice

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Although you should avoid memorizing your presentation, you do want to be very comfortable
with your delivery. Familiarity brings confidence, and practice helps you to deliver the words
naturally. This means they will be coming more from your heart and mind, rather than from a piece
of paper.

• Learn the organization and order of your presentation.

• If you do feel the need to memorize, limit it to your opening. This will help you get off to
a smooth start.
• Try videotaping yourself. You will see what you look like to others and then you can make
a plan to change the things that need changing.
• Use audiotape to listen to how you speak, your tone and your speed, and adjust
appropriately.
• Prepare for large speaking events by practicing with a smaller audience first; for example,
by inviting colleagues to listen to a dry run during their lunch hour.
5. Prepare, Prepare, Prepare

Once you know what you are going to say, you need to prepare yourself for the actual delivery.

• Decide what you are going to wear – make it comfortable and appropriate.
• Arrive early and get your equipment set up.
• Anticipate problems and have backups and contingencies in place in case something
doesn't work, you forget something, etc.
• If possible, give everything one last run through in the real environment.
• Prepare responses to anticipated questions. Try to think like that one person in the front
row who always tries to trip the presenter up.

6. Calm Yourself From the Inside

Nervousness causes physiological reactions which are mostly attributed to the increase of
adrenaline in your system. You can counteract these effects with a few simple techniques:

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 • Practice deep breathing – adrenalin causes you to breathe shallowly. By breathing deeply
your brain will get the oxygen it needs and the slower pace will trick your body into
believing you are calmer. It also helps with voice quivers, which can occur when your
breathing is irregular.
• Drink water – adrenalin can cause a dry mouth, which in turn leads to getting tongue-tied.
Have a glass of water handy. Take sips occasionally, especially when you want to
emphasize a point.
• Smile – this is a natural relaxant that sends positive chemicals through your body.
• Use visualization techniques – imagine that you are delivering your presentation to an
audience that is interested, enthused, smiling, and reacting positively. Cement this positive
image in your mind and recall it right before you are ready to go on.
• Press and massage your forehead to energize the front of the brain and speech center.
• Just before you start talking, pause, make eye contact, and smile. This last moment of peace
is very relaxing and gives you time to adjust to being the centre of attention.
• Speak more slowly than you would in a conversation, and leave longer pauses between
sentences. This slower pace will calm you down, and it will also make you easier to hear,
especially at the back of a large room.
• Move around during your presentation. This will expend some of your nervous energy.
• Stop thinking about yourself. Remember that the audience is there to get some information
and it is your job to put it across to them.

Important Presentation Etiquette and Manners

First impressions are crucial. A presentation is about impressions. But is there a rule book on the
etiquette you should follow?

In general, we model ourselves and our behaviors based on what we have seen in past presenters.
Our teachers are forever a go-to on how to deliver. Some bad. Some good. Either way, you have
seen an example of presentation etiquette which works, as well as an example which doesn’t work.

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 In helping write and design presentations, I also help coach people in their delivery. These 10
aspects of etiquette remain true in every manner of presenting, some of which apply to both in-
person and online presentations. They are simplistic, but crucial to the impression you send.

1. Arrive Early and Prepared

You should arrive about an hour before you deliver your presentation. I know this may seem like
an extreme amount of time, but it’s not. There is parking to consider, finding the presentation
location, equipment set-up and testing, etc. – the list is actually enough for another article. You
also need to be prepared. Showing up early can ensure your preparedness. You have the time to
triple check that everything works and you have what you need. If all this becomes unnecessary,
at least you are there early enough to improvise.

2. Dress Properly and Eat Well

The way you dress will reflect not only you, but everything you are representing. Dress for the
event, but don’t overdo it. Consider your audience and the purpose of the presentation to best select
your dress code. Eating well is two-sided. Firstly, you need to maintain your energy supply and I
advise that you include foods high in complete protein. On the other side, have you ever heard a
speaker’s stomach growl? It can be off-putting and distracting.

3. Be Respectful and Thoughtful

Being an expert does not give room for being conceited. Know your manners: ‘Please.’ ‘Thank
You.’ Wait for others to complete a thought. You also need to understand that their time is
valuable. Some members of your audience may feel you’re wasting their time before you get
started. Respect their time and make sure that in exchange for the time they give you, that you are
providing constant value throughout your presentation.

4. Don’t Be Too Quick To React

Fast reaction seems like you are on the defensive side. Allow a brief second for questions or
reactions from the audience to set in. There is magic in a pause. A brief 3 second pause is never

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 noticed by your audience and it gives you time to breathe, think, and react. Reacting too fast can
cause fillers, like ums and ahs, or make you seem rash.

5. Be Aware of Your Word Emphasis

The way you add emphasis to your words convey meaning. Excitement in your voice is great, but
emphasizing certain words changes the whole meaning of your sentence. Like “Does SHE have to
come with us” versus “Does she have to come with us” sends a different message. In the first
example it seems like the speaker has some dislike for the person in question. The second one is a
simply stated question. You can’t really tell if there is added meaning to the statement. Be aware
of how you emphasize words.

6. Own Your Stage and Watch Your Body Language

Sticking to one spot makes you look stiff. If you look stiff, everything you are representing is stiff.
Own your stage. This goes back to arriving early and having time to know the space you have to
work with. Move around it so you can address every part of the room. The body language you use
on the stage also aids in conveying your message. Keep it precise and simple. Every movement
should have a specific purpose. Don’t just move for the sake of moving.

7. Be Prepared for the Unexpected

Unless you have psychic abilities and can see into the future, you don’t know when the unexpected
is coming. You can, however, be prepared for the worst-case scenarios. Know your material in
case there is a problem where you can’t use your visual aid. Maybe you were going to present to
a small group and now it is an entire auditorium, what do you do? Relax and present to the
individuals. Make sure you can work without your primary presentation file if required – even
your backup files should have backup files.

8. Never Turn Your Back on the Audience

This is seen as disrespectful by many. It should be a general “best practice” rule to always keep
your shoulders forward. Reading from your visual aid can kill your authority with the audience.
Besides, the audience is investing their time into your presentation, so don’t turn your back on

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 them. In the case of an online presentation when you’re broadcasting yourself across the web, stay
in front of your camera. If you’re not using your camera but instead just screen sharing to present
your presentation content, never step away from the mic. It is the equivalent of turning your back.

9. Speak with an Educative Tone

The purpose of delivering your presentation is to educate the audience on your topic. They don’t
know what you know. They don’t want to know everything you know either. Keep it concise but
explain any jargon you use. When delivering your presentation you should do so with the
assumption that this is the first time they have heard any of your material. The result is better
engagement with your audience.

10. Visual Aids Should Be Used with Care

This last point alone has a lot to be said about it. Throwing up paragraphs and terrible images will
destroy your visual aid. You need to understand the basics of Human Spatial Cognition and
Cognitive Load Theory. They will help you understand how humans encode information into their
memory as well as the optimal number of visuals for memory input. Less is always so much more.
Use visual metaphors in place of long-winded paragraphs. For example, you can actually replace
the physical bullet point with a graphic metaphor. This helps the audience easily recall that
information. It’s magic, really.

Social Business
Social business is a business that is aimed at addressing a social cause. The investment made by the
investors is entirely with a vision of contributing to the social welfare and not profit entirely. The
investor may however get back his money after a certain time and cover all the operational costs of
the organization. Although social business may be carried out in any area but sectors like healthcare,
housing, nutrition, education, financial services to the poor and the down trodden remain the
priority. Unlike profit making organisations, success in the field of social business is governed by
the amount of impact it is able to create or the positive change it has been able to bring in the existing
scheme of things.

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As mentioned earlier, profit takes a back seat, but organisations into social business are not
necessarily disallowed to make profits. Sustainability after all, of both the organisation and the
investor, is important and profit makes it possible. There is essentially, but a cap on the amount of
profits the organisation can make and the profits are to be utilized in the business again. Generally,
social businesses cannot make profits in excess of the actual investment.

In fact in Social Business, the line between profitability and social contribution is very difficult to
maintain and it often so happens that social businesses become profit making organisations after a
few years of operation. It therefore calls for renunciation of the corporate ways of thinking, because
what may start as a mole may end up becoming a mountain, 5 – 6 years down the line. The term
social business is often confused with social enterprise. Both are similar in many ways, yet distinct
in others. In fact, social business may be called as a component of social enterprise or one of the
ways by which a social enterprise expresses itself. Moreover, a social enterprise may receive funds
from people, through grants or from the government, a social business cannot.

The concept of Social business was given by Muhammad Yunus, who essentially presented as an
alternate model to capitalism. It was meant to overcome the shortcomings and failures of
capitalism that focuses only on profit-making and ignores or fails to address other sides of business.
He created a new system where profit making and social businesses exist simultaneously. Also,
the social businesses are not prevented from making profits. They are however not allowed to take
dividends and reinvest the money earned as profit in the business to scale operations and give
maximum benefit to maximum people.

As opposed to devising means to alleviate poor or a trickle-down economic system to alleviate the
poor, the concept of social business emphasizes an action-based system where the poor participates
in his / her growth. Prof. Muhammad Yunus used this to create Grameen Bank and disburse money
to poor in the form of micro – credit without the condition of giving a property or asset as mortgage.
This created opportunity for the poor and allowed for his participation in the free market thereby
relieving him of the handicap of relying on the government for grants.

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Finally, there are two types of social businesses. The first type is the one that purely exists for
tackling a social problem. The second type is the one that is owned by the poor and can make
profits. The profits can then be distributed between the poor (those who run the business).

MODULE-5
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 PROBLEM-SOLVING, RESUME WRITING AND INTERVIEW SKILLS

Problem-Solving Skill
Introduction to Problem Solving

The ability to solve problems is a basic life skill and is essential to our day-to-day lives, at home,
at school, and at work. Problem solving is the process of identifying a problem, developing
possible solution paths, and taking the appropriate course of action.

The ability to solve problems is a skill, and just like any other skill, the more you practice, the
better you get. Learning about different problem-solving strategies and when to use them will give
you a good start. Problem solving is a process. Most strategies provide steps that help you identify
the problem and choose the best solution. There are two basic types of strategies: algorithmic and
heuristic.

Algorithmic strategies are traditional step-by-step guides to solving problems. They are great for
solving math problems (in algebra: multiply and divide, then add or subtract) or for helping us
remember the correct order of things. Algorithms are best when there is a single path to the correct
solution.

Heuristic methods are general guides used to identify possible solutions. A popular one that is
easy to remember is IDEAL [Bransford & Stein, 1993]:

1. Identify the problem

2. Define the context of the problem
3. Explore possible strategies
4. Act on best solution
5. Look back and learn

IDEAL is just one problem-solving strategy. Building a toolbox of problem-solving strategies will
improve your problem-solving skills. With practice, you will be able to recognize and use multiple
strategies to solve complex problems.

Developing Problem-Solving Processes

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Problem solving is a process that uses steps to solve problems. The first step is to recognize that
there is a problem and identify the right cause of the problem. This may sound obvious, but similar
problems can arise from different events, and the real issue may not always be apparent. To really
solve the problem, it's important to find out what started it all. This is called identifying the root
cause.

Example: You and your classmates have been working long hours on a project in the school's
workshop. The next afternoon, you try to use your student ID card to access the workshop, but
discover that your magnetic strip has been demagnetized. Since the card was a couple of years old,
you chalk it up to wear and tear and get a new ID card. Later that same week you learn that several
of your classmates had the same problem! After a little investigation, you discover that a strong
magnet was stored underneath a workbench in the workshop. The magnet was the root cause of
the demagnetized student ID cards.

The best way to identify the root cause of the problem is to ask questions and gather information.
If you have a vague problem, investigating facts is more productive than guessing a solution. Ask
yourself questions about the problem. What do you know about the problem? What do you not
know? When was the last time it worked correctly? What has changed since then? Can you diagram
the process into separate steps? Where in the process is the problem occurring? Be curious, ask
questions, gather facts, and make logical deductions rather than assumptions.

When issues and problems arise, it is important that they are addressed in an efficient and timely
manner. Communication is an important tool because it can prevent problems from recurring,
avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.
Although, each path in this exercise ended with a description of a problem solving tool for your
toolbox, the first step is always to identify the problem and define the context in which it happened.

There are several strategies that can be used to identify the root cause of a problem. Root cause
analysis (RCA) is a method of problem solving that helps people answer the question of why the
problem occurred. RCA uses a specific set of steps, with associated tools like the “5 Why Analysis"
or the “Cause and Effect Diagram,” to identify the origin of the problem, so that you can:

• Determine what happened.

• Determine why it happened.
• Fix the problem so it won’t happen again.

Once the underlying cause is identified and the scope of the issue defined, the next step is to
explore possible strategies to fix the problem.

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If you are not sure how to fix the problem, it is okay to ask for help. Problem-solving is a process
and a skill that is learned with practice. It is important to remember that everyone makes mistakes
and that no one knows everything. Life is about learning. It is okay to ask for help when you don’t
have the answer. When you collaborate to solve problems, you improve workplace communication
and accelerate finding solutions as similar problems arise.

One tool that can be useful for generating possible solutions is brainstorming. Brainstorming is a
technique designed to generate a large number of ideas for the solution to a problem. The method
was first popularized in 1953 by Alex Faickney Osborn in the book Applied Imagination. The goal
is to come up with as many ideas as you can, in a fixed amount of time. Although brainstorming
is best done in a group, it can be done individually.

Depending on your path through the exercise, you may have discovered that a couple of your
coworkers had experienced similar problems. This should have been an indicator that there was a
larger problem that needed to be addressed.

In any workplace, communication of problems and issues (especially those that involve safety) is
always important. This is especially crucial in manufacturing where people are constantly working
with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is
important that they be addressed in an efficient and timely manner. Effective communication is an
important tool because it can prevent problems from recurring, avoid injury to personnel, reduce
rework and scrap, and ultimately, reduce cost and save money.

One strategy for improving communication is the huddle. Just like football players on the field, a
huddle is a short meeting with everyone standing in a circle. A daily team huddle is a great way to
ensure that team members are aware of changes to the schedule, any problems or safety issues are
identified and that team members are aware of how their work impacts one another. When done
right, huddles create collaboration, communication, and accountability to results. Impromptu
huddles can be used to gather information on a specific issue and get each team member's input.

Problem-Solving: An Important Job Skill

Problem solving improves efficiency and communication on the shop floor. It increases a
company's efficiency and profitability, so it's one of the top skills employers look for when hiring
new employees. Recent industry surveys show that employers consider soft skills, such as problem
solving, as critical to their business’s success.

The 2011 survey, "Boiling Point? The skills gap in U.S. manufacturing," polled over a thousand
manufacturing executives who reported that the number one skill deficiency among their current
employees is problem solving, which makes it difficult for their companies to adapt to the changing
needs of the industry.

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Need for Problem-Solving
Each step in the problem-solving process employs skills and methods that contribute to the overall
effectiveness of influencing change and determine the level of problem complexity that can be
addressed. Humans learn how to solve simple problems from a very early age (learning to eat,
make coordinated movements and communicate) – and as a person goes through life problem-
solving skills are refined, matured and become more sophisticated (enabling them to solve more
difficult problems).

Problem-solving is important both to individuals and organizations because it enables us to exert

control over our environment.

Fixing things that are broken: Some things wear out and break over time, others are flawed from
day-1. Personal and business environments are full of things, activities, interactions and processes
that are broken or not operating in the way they are desired to work. Problem-solving gives us a
mechanism for identifying these things, figuring out why they are broken and determining a course
of action to fix them.

Addressing risk: Humans have learned to identify trends and developed an awareness of cause-
and-effect relationships in their environment. These skills not only enable us to fix things when
they break but also anticipate what may happen in the future (based on past-experience and current
events). Problem-solving can be applied to the anticipated future events and used to enable action
in the present to influence the likelihood of the event occurring and/or alter the impact if the event
does occur.

Improving performance: Individuals and organizations do not exist in isolation in the

environment. There is a complex and ever-changing web of relationships that exist and as a result,
the actions of one person will often have either a direct impact on others or an indirect impact by
changing the environment dynamics. These interdependencies enable humans to work together to
solve more complex problems but they also create a force that requires everyone to continuously
improve performance to adapt to improvements by others. Problem-solving helps us understand
relationships and implement the changes and improvements needed to compete and survive in a
continually changing environment.

Seizing opportunity: Problem-solving isn’t just about responding to (and fixing) the environment
that exists today. It is also about innovating, creating new things and changing the environment to
be more desirable. Problem-solving enables us to identify and exploit opportunities in the
environment and exert (some level of) control over the future.

Problem solving skills and the problem-solving process are a critical part of daily life both as
individuals and organizations. Developing and refining these skills through training, practice and

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learning can provide the ability to solve problems more effectively and over time address problems
with a greater degree of complexity and difficulty

Skills for Problem-Solving

Problem solving is all about using logic, as well as imagination, to make sense of a situation and
come up with an intelligent solution. In fact, the best problem solvers actively anticipate potential
future problems and act to prevent them or to mitigate their effects.

Problem-solving abilities are connected to a number of other skills, including:

• analytical skills
• innovative and creative thinking
• a lateral mindset
• adaptability and flexibility
• level-headedness
• initiative
• resilience (in order to reassess when your first idea doesn’t work)
• team work (if problem solving is a team effort)
• influencing skills (to get colleagues, clients and bosses to adopt your solutions).

Identifying a problem is often the kernel for a new business or product idea – and, as such, problem
solving is an essential ingredient of entrepreneurialism. It is also a key component of good
leadership.

Process of Problem-Solving
People tend to do three things when faced with a problem: they get afraid or uncomfortable and
wish it would go away; they feel that they have to come up with an answer and it has to be the
right answer; and they look for someone to blame. Being faced with a problem becomes a problem.
And that's a problem because, in fact, there are always going to be problems!

There are two reasons why we tend to see a problem as a problem: it has to be solved and we're
not sure how to find the best solution, and there will probably be conflicts about what the best
solution is. Most of us tend to be "conflict-averse". We don't feel comfortable dealing with conflict
and we tend to have the feeling that something bad is going to happen. The goal of a good problem-
solving process is to make us and our organization more "conflict-friendly" and "conflict-
competent".

There are two important things to remember about problems and conflicts: they happen all the time
and they are opportunities to improve the system and the relationships. They are actually providing

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us with information that we can use to fix what needs fixing and do a better job. Looked at in this
way, we can almost begin to welcome problems! (Well, almost.)

Because people are born problem solvers, the biggest challenge is to overcome the tendency to
immediately come up with a solution. Let me say that again. The most common mistake in problem
solving is trying to find a solution right away. That's a mistake because it tries to put the solution
at the beginning of the process, when what we need is a solution at the end of the process.

Here are seven-steps for an effective problem-solving process.

1. Identify the issues.

Be clear about what the problem is. Remember that different people might have different views of
what the issues are. Separate the listing of issues from the identification of interests (that's the next
step!).

2. Understand everyone's interests.

This is a critical step that is usually missing. Interests are the needs that you want satisfied by any
given solution. We often ignore our true interests as we become attached to one particular
solution.The best solution is the one that satisfies everyone's interests. This is the time for active
listening. Put down your differences for a while and listen to each other with the intention to
understand. Separate the naming of interests from the listing of solutions.

3. List the possible solutions (options)

This is the time to do some brainstorming. There may be lots of room for creativity. Separate the
listing of options from the evaluation of the options.

4. Evaluate the options.

What are the pluses and minuses? Honestly! Separate the evaluation of options from the selection
of options.

5. Select an option or options.

What's the best option, in the balance?

Is there a way to "bundle" a number of options together for a more satisfactory solution?

6. Document the agreement(s).

Don't rely on memory.

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Writing it down will help you think through all the details and implications.

7. Agree on contingencies, monitoring, and evaluation.

Conditions may change. Make contingency agreements about foreseeable future circumstances
(If-then!).

How will you monitor compliance and follow-through?

Create opportunities to evaluate the agreements and their implementation. ("Let's try it this way
for three months and then look at it.")

Effective problem solving does take some time and attention more of the latter than the former.
But less time and attention than is required by a problem not well solved. What it really takes is a
willingness to slow down. A problem is like a curve in the road. Take it right and you'll find
yourself in good shape for the straightaway that follows. Take it too fast and you may not be in as
good shape.

Working through this process is not always a strictly linear exercise. You may have to cycle back
to an earlier step. For example, if you're having trouble selecting an option, you may have to go
back to thinking about the interests.

Methods of Problem-Solving
Effective problem-solving doesn’t mean going away and coming up with an answer immediately.
In fact, this isn’t good problem solving at all, because you’ll be running with the first solution that
comes into your mind, which often isn’t the best.

Instead, you should look at problem-solving more as a process with several steps involved that
will help you reach the best outcome. Those steps are:

• Define the problem

• List all the possible solutions
• Evaluate the options
• Select the best solution
• Create an implementation plan
• Communicate your solution

1. Define the problem

The first step to solving a problem is defining what the problem actually is – sounds simple, right?
Well no. An effective problem solver will take the thoughts of everyone involved into account, but
different people might have different ideas on what the root cause of the issue really is. It’s up to

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you to actively listen to everyone without bringing any of your own preconceived notions to the
conversation. Learning to differentiate facts from opinion is an essential part of this process.

An effective problem solver will take the opinions of everyone involved into account

The same can be said of data. Depending on what the problem is, there will be varying amounts
of information available that will help you work out what’s gone wrong. There should be at least
some data involved in any problem, and it’s up to you to gather as much as possible and analyse it
objectively.

2. List all the possible solutions

Once you’ve identified what the real issue is, it’s time to think of solutions. Brainstorming as many
solutions as possible will help you arrive at the best answer because you’ll be considering all
potential options and scenarios. You should take everyone’s thoughts into account when you’re
brainstorming these ideas, as well as all the insights you’ve gleaned from your data analysis. It
also helps to seek input from others at this stage, as they may come up with solutions you haven’t
thought of.

Depending on the type of problem, it can be useful to think of both short-term and long-term
solutions, as some of your options may take a while to implement.

3. Evaluate the options

Each option will have pros and cons, and it’s important you list all of these, as well as how each
solution could impact key stakeholders. Once you’ve narrowed down your options to three or four,
it’s often a good idea to go to other employees for feedback just in case you’ve missed something.
You should also work out how each option ties in with the broader goals of the business.

There may be a way to merge two options together in order to satisfy more people.

4. Select an option

Only now should you choose which solution you’re going to go with. What you decide should be
whatever solves the problem most effectively while also taking the interests of everyone involved
into account. There may be a way to merge two options together in order to satisfy more people.

5. Create an implementation plan

At this point you might be thinking it’s time to sit back and relax – problem solved, right? There
are actually two more steps involved if you want your problem-solving method to be truly
effective. The first is to create an implementation plan. After all, if you don’t carry out your
solution effectively, you’re not really solving the problem at all.

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Create an implementation plan on how you will put your solution into practice. One problem
solving technique that many use here is to introduce a testing and feedback phase just to make sure
the option you’ve selected really is the most viable. You’ll also want to include any changes to
your solution that may occur in your implementation plan, as well as how you’ll monitor
compliance and success.

6. Communicate your solution

There’s one last step to consider as part of the problem-solving methodology, and that’s
communicating your solution. Without this crucial part of the process, how is anyone going to
know what you’ve decided? Make sure you communicate your decision to all the people who
might be impacted by it. Not everyone is going to be 100 per cent happy with it, so when you
communicate you must give them context. Explain exactly why you’ve made that decision and
how the pros mean it’s better than any of the other options you came up with.

Resume Writing

A resume is a formal document that provides an overview of your professional qualifications,

including your relevant work experience, skills, education, and notable accomplishments. Usually
paired with a cover letter, a resume helps you demonstrate your abilities and convince employers
you’re qualified and hireable.

The spelling of “résumé” actually originates from French, and means “summary.” To this day, the
purpose of a resume is still to provide employers with a summary of your relevant qualifications.

On a base level, a resume is made up of the following five parts:

1. Contact details
2. Introduction
3. Educational background
4. Work history
5. Relevant skills
6. Types of Resumes

A common misconception is that there’s only one way to write a resume. There’s actually a variety
of resume formats, and each one has its own strengths and weaknesses.

Depending on your specific skill set or work history, one format might be better suited to highlight
your qualifications than another.

For reference, there are 4 main types of resumes:

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 1. Chronological resumes
2. Functional resumes
3. Targeted resumes
4. Combination resumes

A chronological resume opens with an introduction, and then provides an overview of your
professional history in reverse-chronological order (meaning your most recently held position is
listed at the top).

The chronological resume format is the most common type of resume used by job seekers today,
and is suitable for candidates with a variety of different experience levels.

A functional resume is formatted to focus on your skills and abilities, rather than your
chronological work history. It’s preferred by professionals who want to draw attention away from
their traditional work experience, such as those who are changing careers or have significant gaps
in their work history.

While similar to other resume formats, functional resumes are unique a few key ways:

• The resume introduction and skills section are longer and more detailed than usual.
• The work experience section is de-emphasized.

A targeted resume is a resume tailored for each position you apply to.

This means highlighting any highly relevant skills and experience you have, and writing your
resume to focus on these qualifications.

To write a strong targeted resume, scan through the job listing for the position you want to fill.
Typically, hiring managers include the skills, responsibilities, and traits that they want candidates
to possess in the job description. Then, highlight these qualities on your resume to demonstrate
that you’re an ideal fit for the position (if you have them).

A combination resume is a format that (true to its name) combines the best aspects of a functional
resume and a chronological resume.

While a chronological resume focuses heavily on experience and a functional resume emphasizes
skills, a combination resume typically leverages both work history and skills equally to
demonstrate your qualifications.

Combination resumes are ideal for candidates who have extensive experience or a highly
developed set of skills that they want to showcase.

Difference between CV and resume

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The CV presents a full history of your academic credentials, so the length of the document is
variable. In contrast, a resume presents a concise picture of your skills and qualifications for a
specific position, so length tends to be shorter and dictated by years of experience (generally 1-2
pages).

CVs are used by individuals seeking fellowships, grants, postdoctoral positions, and
teaching/research positions in postsecondary institutions or high-level research positions in
industry. Graduate school applications typically request a CV, but in general are looking for a
resume that includes any publications and descriptions of research projects.

In many European countries, CV is used to describe all job application documents, including a
resume. In the United States and Canada, CV and resume are sometimes used interchangeably. If
you are not sure which kind of document to submit, it is best to ask for clarification.

Resume
• Emphasize skills
• Used when applying for a position in industry, non-profit, and public sector
• Is no longer than 2 pages, with an additional page for publications and/or poster
presentations if highly relevant to the job
• After 1 year of industry experience, lead with work experience and place education section
at the or near the end, depending upon qualifications

CV
• Emphasizes academic accomplishments
• used when applying for positions in academia, fellowships and grants
• Length depends upon experience and includes a complete list of publications, posters, and
presentations
• Always begins with education and can include name of advisor and dissertation title or
summary (see examples). Also used for merit/tenure review and sabbatical leave

Writing CV
A CV, which stands for curriculum vitae, is a document used when applying for jobs. It allows
you to summarise your education, skills and experience enabling you to successfully sell your
abilities to potential employers.

How long should a CV be?

A standard CV in the UK should be no longer than two sides of A4. Take a look at our example
of a chronological CV for inspiration.

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To save space only include the main points of your education and experience. Stick to relevant
information and don't repeat what you've said in your cover letter.

As a recent graduate your CV may only take up one page and that's ok. Some medical or academic
CVs may be longer depending on your experience.

What to include in a CV?

Contact details - Include your full name, home address, mobile number and email address. Unless
you're applying for an acting or modelling job you don't need to include your date of birth or a
photograph.

Profile - A CV profile is a concise statement that highlights your key attributes and helps you
stand out from the crowd. Usually placed at the beginning of the CV it picks out a few relevant
achievements and skills, while expressing your career aims. A good CV profile focuses on the
sector you're applying to, as your cover letter will be job-specific. Keep CV personal statements
short and snappy - 100 words is the perfect length. Discover how to write a personal statement for
your CV.

Education - List and date all previous education, including professional qualifications. Place the
most recent first. Include specific modules only where relevant.

Work experience - List your work experience in reverse date order, making sure that anything
you mention is relevant to the job you're applying for. If you have plenty of relevant work
experience, this section should come before education.

Skills and achievements - This is where you talk about the foreign languages you speak and the
IT packages you can competently use. The key skills that you list should be relevant to the job.
Don't exaggerate your abilities, as you'll need to back up your claims at interview. If you've got
lots of job-specific skills you should do a skills-based CV.

Interests - 'Socialising', 'going to the cinema' and 'reading' aren't going to catch a recruiter's
attention. However, relevant interests can provide a more complete picture of who you are, as well
as giving you something to talk about at interview. Examples include writing your own blog if you
want to be a journalist, or being part of a drama group if you're looking to get into sales.

References - You don't need to provide the names of referees at this stage. You also don't need to
say 'references available upon request' as most employers would assume this to be the case.

Interview Skills
The most important thing to remember about any interview is that it is a two-way process. It is as
much about you finding out whether you want to work for the company as them finding out
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whether they want you. This means it is important to present yourself as you really are, not pretend
to be something you’re not. An interview is essentially a structured conversation where one
participant asks questions, and the other provides answers. In common parlance, the word
"interview" refers to a one-on-one conversation between an interviewer and an interviewee. The
interviewer asks questions to which the interviewee responds, usually providing information. That
information may be used or provided to other audiences immediately or later. This feature is
common to many types of interviews – a job interview or interview with a witness to an event may
have no other audience present at the time, but the answers will be later provided to others in the
employment or investigative process. An interview may also transfer information in both
directions.

Interview Preparation: Tips for Before, During, and After an Interview

While the thought of an interview might appear daunting for most of us, interview preparation is
not as hard as it seems. All that one needs to do is stay organized and be proactive.

Before the interview

1. Company information

• The most important step is to read and research the company you are interviewing for.
• Go through the company website, blog, and social media pages to assess its products,
services, and client-base.
• Also, read recent press releases for insight on projected growth and stability.
• Review the organization's background and mission statement and take down some numbers
like revenue, strength, offices, etc.
• These details can most likely be found on the website of the company in 'About us' or 'Who
we are' section.

2. About the interviewer

• If you know the interviewer’s name already, research about him/her.

• Visit his/her profile on Naukri or LinkedIn and find out whether the person is an HR
professional or a Technical Manager.
• Prepare for the interview accordingly.

3. Evaluate job description

• The recruiter puts the effort into mentioning a detailed job description for a reason.
• They are looking for someone who perfectly complements the job profile and role.

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 • So, make a good effort to go through the job description so that you are aware of the
expectations the company has for the position.

4. Fit in skills and qualities

• While you analyze the job description, outline the knowledge, skills, and abilities required.
• Examine the hierarchy and determine where the position fits within the organization.
• Analyze what the employer is seeking concerning your qualifications. Tweak your resume
accordingly.

5. Make a list of questions

• As per the company background and job role, make a list of questions you can expect to
be thrown at you.
• Research answers to these questions via the company website, social media pages,
company news, etc.

6. Mock interview

• Find a friend or a family member and hand them down the list of questions you prepared.
• Ask them to play the role of an interviewer. Practice answering all the questions on the list.
• You can also record your answers to analyze them further.
7. Organise documents

• Keep two copies of all the important documents such as your resume, cover letter, degrees,
mark sheets, identity proofs, photographs, etc., ready.
• Also, check if the recruiter has asked you to bring any other thing like a laptop, notebook,
etc. to the interview. Organise all the documents neatly in a folder.

8. Check your social presence

• Your social media profiles are capable of providing a glimpse of your personality.
• A recruiter would generally check your social media presence before or after interviewing
you.

Thus, it is a wise idea to improve your public profiles. Also, type your name on Google and see
how you appear on the search engine.

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9. Interview dress
• Choose a formal outfit for the interview. If you are not sure about the color, wear black
formal trousers and a crisp shirt, preferably in white, blue, pastel, or nude shades. Both
men and women can go for this combination.
• Pair your attire with a mild deodorant or perfume, a pair of black formal shoes, clean socks,
and a black belt.
• Make sure your clothes are neat and wrinkle-free.
• Make sure that your overall appearance is neat and clean.
• Most importantly, beam with confidence all along and wear a smile.

10. Check directions

• Check the distance of the venue a day before.
• Decide beforehand how you would like to commute and plan your timing accordingly.

11. Sleep and eat well

• A night before the interview, sleep well for at least 6 to 7 hours.

• Eat something an hour before the interview so that you have the energy and patience to sit
through it.
• Carry a bottle of water or juice along to keep yourself hydrated.

During the interview

1. Timing

• It is best to arrive 20-25 minutes before prior to the interview time. It will give you time to
relax.
• You can also use the time to check yourself in the mirror and freshen up before the process
starts.

2. Interview body language

• While waiting for your turn, sit properly and maintain a good body posture.
• Be polite to the guards, receptionists, and other candidates. Keep a smile on
your face.
• In the interview room, sit and answer questions confidently. Be firm, yet
polite.
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 • In case you do not know an answer, be honest about it and pass on to the
question.
• Keep your statements crisp, short and precise.
3. Questions for interviewer

• It is most likely that the interviewer will end the interview with the question -
'Do you have any questions for me?'.
• Use this opportunity to ask smart questions about the company, position, and
culture.

4. Ending the interview

• At the end of the interview, shake the interviewer’s hand and thank for his/her
time and consideration.

After the interview

1. Analyze the interview

• It is one of the most important exercises to do post an interview.

• Sit down for a few minutes and write down the questions that you were asked
during the interview. Furthermore, assess your responses to these questions
and make points of things that you forgot to mention or would have said in a
better way. This will help you prepare better for future interviews.

2. Inform your references

• Inform your references beforehand that they might receive a call from the
company you interviewed for.
• Speak to them about the position and emphasize the points that you would like
to be recommended for.

3. Follow up
• If you do not hear from the interviewer within the expected number of days, do not hesitate
to drop an email and ask for an update.
• In the email, mention the following details:
• Begin the email by thanking the interviewer for considering your candidature.

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 • Remind him of the meeting and mention how pleased you were to get in touch with
him/her.
• If the interviewer showed interest in your past projects, attach some samples of your
previous work, projects, etc. and any other relevant additional information.
• Finally, mention your motivation, qualities, and reiterate your interest in the organization.
Politely ask for an update on the interview process.

Some don'ts of interview preparation

1. Do not arrive late for the interview.

2. Do not arrive for the interview without a copy of the resume.
3. Do not speak loudly on the phone while waiting for your turn.
4. Do not laze around or hunch while sitting in the waiting area.
5. Do not ask the interviewer any personal questions.
6. Do not use bad words about your previous or current company/employer in your social
media posts.

Steps to a successful interview

Step 1. PREPARE for the Interview

Gather Information

First, make sure that you know the time that the interview is scheduled for, where the interview
will take place, the name and job title of the person who will interview you, and whether you need
to bring anything to the interview.

Then gather as much information as you can about the company. Having this background
information also makes it easier for you to think of questions to ask the employer during your
interview. Find out the essential elements of the job and think about how they match your skills
and interests.

Knowing in advance where the interview will take place increases your confidence and decreases
the possibility of arriving late. Allow extra time for unexpected delays. If the place of interview is
in a busy part of town or where parking spaces are limited, you may want to consider using public
transportation.

What to Bring?

• Paper and pen for taking notes

• Your driver's license (if applicable)
• Samples of your work
• Copies of transcripts, educational certificates, and professional qualifications
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 • Copies of your résumé
• A copy of your application
• Your reference list
• Your list of questions that you would like to ask

Step 2 DRESS for Success

Your appearance says a lot about you. To make the best first impression at your interview, be
clean, well groomed, and nicely dressed. A good rule of thumb is to dress one step above what you
would wear on the job, or at minimum in good, clean dress clothing.

Before your interview, you need to:

• Get a haircut
• Groom your hands and nails
• If you have a beard or moustache, trim it so it looks neat
• Lay your clothing out the night before so you are sure it is clean and all there
• Get a good night's sleep
• To prepare the morning of the interview you need to:
• Take a shower or bath
• Wash your hair
• Use extra unscented deodorant
• Do not use perfume or aftershave (some people are allergic)
• Cover visible piercings or tattoos
• Eat a light meal or snack before the interview
• Brush and floss your teeth
• Use mouthwash or breath mints
• Light makeup (women)
• Bring a small mirror, brush, and/or comb

Learning how to dress smart for your interview will create a great impression and also give your
self-confidence a real boost. Do not wait until the night before to prepare. Your job interview is
too important, so get yourself organized early.

Step 3 PRACTICE Makes Perfect

• Try a mock interview. Several days before your interview, have a friend or family member
ask you interview questions.

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 • Prepare for your interview by reviewing sample interview questions you could expect an
employer to ask you such as:
1. Why do you want to work for this company?
2. What are your strengths? Weaknesses?
3. Tell me about your education and training background.
4. What was your favorite subject or activity in school?

Review these strategies for the interview:

1. Be honest and think quickly.

2. Speak clearly and maintain eye contact with the interviewer.
3. Explain what you can do for the employer and why you want the job.
4. Remember to use good examples to illustrate your point and your skills.
5. Express yourself in a positive manner.
6. Avoid appearing desperate or overly confident for the position.
7. Avoid saying negative things about previous employers.

Step 4 INTERVIEW

Most interviews start with introductions, handshakes, and casual conversation. Remember that the
interviewer may be nervous too! This conversation helps everyone relax a bit. Be energetic and
enthusiastic, smile, and offer a firm handshake. It is fine for you to initiate the handshake. If you
are meeting someone who is unable to shake hands for some reason, it is still polite for you to offer
your right hand.

Sit up straight in the chair, leaning forward occasionally. Look the potential employer straight in
the eye, because good eye contact means that you are interested in the person and confident in
yourself. It is alright to smile and laugh during the interview, as long as it is appropriate.

The interviewer may give you a lot of detail about the job, or he or she may start by asking about
you. Many times, job interviews turn into conversations, and that is fine. Feel free to ask questions
throughout the interview. Remain composed and enthusiastic to show how well you work under
pressure.

It is also important to articulate your skill set to the interviewer. Although you need to answer the
questions they ask, it is essential to illustrate your skills and abilities through your answers to the
questions and make your qualifications clear to the interviewer. It may feel uncomfortable to be
so forward about your abilities, but this is not the time to be shy!

Expect that the interviewer will have a prepared list of questions and may take notes as you answer
the questions. Do not be concerned if the interviewer is writing things down.

Here are a few key tips on what to bring and what to do:
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 1. Bring your handbag, briefcase, and/or portfolio.
2. Go alone and arrive 10 to 15 minutes early.
3. Be very courteous to receptionists
4. Visualize the interview going well, take deep breaths, and relax.
5. Do not chew gum during an interview.
6. Avoid swearing or using slang.

Questions to Ask
The employer may ask directly if you have any questions about the job. It is very important that
you have some questions to ask. It is helpful if you think of these questions in advance, using the
information you learned when you researched the company. Keep in mind that while the
interviewer is determining whether you are a good fit for the job, you are determining whether the
job is a good fit for you.

Your questions should relate to the company or the job duties, but it is not appropriate to ask how
much the job pays. Use the following questions to help you think about what you may want to ask
your interviewer.

1. When do you expect to fill the position?

2. May I see the area where I will be working?
3. What education and training does the company provide?
4. Why is this a good place to work?
5. Will I work alone or with other people?
6. Is there a probation period?
7. What opportunities are there for advancement?
8. What tools, safety gear, or uniforms are required? Do I purchase them, or does the company
supply them?

Discussing Salary

You may be asked, "What is your expected salary?" Keep your answer as general as possible,
because employers would not consider you if your amount is too high. If you are pressed for a
dollar amount, you could say, "I would like to earn approximately the average salary for someone
with my experience."

Finish with Confidence

At this point, the interviewer may ask you if you have anything else that you would like to tell
them. This is a great opportunity to emphasize your skills and abilities in a concise and confident
manner, and to share information that did not come up in the interview. Keep it brief, around 30

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seconds to one minute. Remember, it is up to you to explain why you are the best person for the
position.

It is appropriate to shake the interviewer's hand again at the end of the interview, thank him or her
for taking the time to interview you, and say goodbye.

Step 5 AFTER the Interview

Write and send a thank you letter to your interviewer and anyone else you spoke with during your
interview. Type your thank you letter on a computer. Be sure to check your spelling of all names
and titles. Thank the interviewer for the time he or she took to interview you, re-emphasize your
skills, talents, and abilities, and include anything you may have forgotten to add during the
interview or in your résumé that might help get you the job.

What to do after the interview:

1. Send a thank you letter.

2. If you take the job, do not be shy about negotiating a salary.
3. If you did not get the job, get feedback on why you did not get the position and stay
positive.
4. Reflect on what went well and what did not go well to improve for the next interview.

IN-DEPTH INTERVIEWS

An in-depth interview is an open-ended, discovery-oriented method to obtain detailed information

about a topic from a stakeholder. In-depth interviews are a qualitative research method; their goal
is to explore in depth a respondent’s point of view, experiences, feelings, and perspectives. These
types of interviews are often conducted at the beginning of a larger research project when there
are questions about how to narrow the focus of the research, or what questions need to be explored
through the research. They are therefore an especially good choice for communities who have
unique research goals that do not easily fit into some of the common objectives described in this
manual.

In-depth interviews can be a good choice for organizations who prefer to conduct research using
internal resources, as they generally involve a more manageable time commitment, compared with
telephone surveys and focus groups. You may conduct anywhere from five to fifty in-depth
interviews, depending on your research goals (the more interviews you conduct, the more complex
and time-consuming the analysis). You may conduct in-depth interviews with one type of
respondent (e.g., local educators), or with several types of respondents (e.g., local educators, local
policymakers, and local after-school program operators) to obtain different perspectives about

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your topic.

Explanation of in-depth interviews

A qualitative data collection method, in-depth interviews offer the opportunity to capture rich,
descriptive data about how people think and behave, and unfolding complex processes. They can
be used as a standalone research method or as part of a multi method design, depending on the
needs of the research.

How is an in-depth interview carried out?

In depth interviews are normally carried out face to face so that a rapport can be created with
respondents. Body language is also used to add a high level of understanding to the answers.
Telephones can also be used by a skilled researcher with little loss of data and at a tenth of the
cost.

The style of the interview depends on the interviewer. Successful in-depth interviewers listen
rather than talk. They have a clear line of questioning and use body language to build rapport. The
interview is more of a guided conversation than a staccato question and answer session.

The interview is conducted using a discussion guide which facilitates the flushing out of the
respondent’s views through open ended questioning. Projective techniques can be incorporated
into the interview too.

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