ENHANCING MANAGERIAL

PERFORMANCE
-Empowering yourself to become a
High Performance Manager (HPM)
 Learning session objectives:
 How to manage yourself effectively, and then
manage others.
 Identify the role of SBU Head and what is
expected of management
 How to be a business Builder rather than a
functional Manager/ Supporter
 How to be solution provider for total business
and its processes
 How to be proactive and responsive to current
business situation- Situational Leadership
 The Methodology of this Session

 “ Action –Learning” Approach

 Sharing the real Management Experience

 Total Participation / Involvement

 KISS Principle’s ( Keep It Short & Simple)

Managing & Leading your business
during turbulent times……
 It is possible or not ?
 What is essential things required during this period?
 Are you leader or follower?
 What market says about your business?
 Do you have a second chance to build your existing
business…..?
 Repair your roof during sunny day !
 Sail thru or Sale thru ?

Now is time for you to contemplate and decide what

you want to do next ?
Session 1
Learning Points:

WHO ARE YOU?

 Getting know the real you
 Many managers do not see themselves objectively;
they overlook their weakness, overestimate their
strengths:' This lack of awareness and self-
objectivity, either due to ignorance or neglect, often
leads to managerial derailment. Hence, you should
discover your true self, know what you want to
achieve, identify areas for personal growth, and take
the necessary action to enhance personal competence.
 The following exercises can assist you in discovering
the Real You. Be as honest as possible in your
answers to all the exercises.
 WHO ARE YOU?
1. What are your positive and negative personality traits?
Examples of positive personality traits are being trustworthy,
optimistic, persistent and disciplined. Examples of negative
personality traits are being unreliable, arrogant, pessimistic,
and being easily irritable?
2. How do you relate to others? Include descriptions of your
strengths and weaknesses in personal relationships with
superiors, peers and subordinates. Examples of strengths are
being friendly, attentive and empathetic. Examples of
weaknesses are being selfish, insensitive, and being a poor
communicator.
3. How do other people perceive you? Are you perceived as
being reliable, optimistic, competent, independent,
disciplined or friendly?
What are your strengths
and weaknesses?

My major strengths How to capitalized on them

 What are your strengths
and weaknesses?

My major weaknesses How to overcome them

What Do You Really Want In Life?

3. What does success mean to you?

4. What are your keys values or basic
philosophy of life ?
5. Do you have a personal mission?, if yes,
what is it ?
6. Do you have clear-cut personal and career
goals ? If yes, what are they ?
Rethink, Refocus, Relearn, Reenergize

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 Where are you?

Company’s
Growth

Personal Growth

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 (years)
Mindset to Mind Growth

Power and Potential of Your

Mind
 Paradigm Shift
 “The Way we ‘see’ the world… in terms of perceiving,
understanding, interpreting.”
 “We have many, many maps in our head.” divided mostly
between maps of “the way things are, or realities, and the way
things should be, or values.”
 These maps are indeed conditioned.
 Thoughts – Words - Action – Habits – Character – Attitude –
Personality – Change – Resistance to Change.
 Shift the paradigm, change the map and you alter
attitudes, behaviors, and relationships.
 Words to live by…
 Watch your thoughts, they become your words
 Watch your words, they become your
actions
 Watch your actions, they become your
habits
 Watch your habits, they become your character
 Watch your character, it determines your destiny
 Taking Proactive Initiatives
Reactive Language Proactive Language

He makes me so angry I control my own feeling

There’s nothing I can do Let’s look at alternatives

That’s just the way I am, I can choose a different approach

I can’t change

I Can’t I choose

I Must I prefer
 HABITS
1. Thought pattern

3. Physical Behaviors
Mindset to Mind Growth

Redirecting Thoughts to
Change Result
Positive Thinking

Sm oo th
sai li ng
To S UCC ESS
Negative Thinking

Li fe wou ld b e l ik e a
sin kin g shi p
 FEAR
False
Evident
Appears
Real

The surest way to conquer Fear is to

face it
 CHANGE IS THE ONLY THING
THAT IS CONSTANT
The external environment keeps changing.

Experience are things of PAST, they may not

be suitable for the PRESENT and the
FUTURE.

For things to change, I must change first.

 Mindset
Mindset refers to the way people think about,
feel about and act towards any situation with
which they are faced.
It determines:
 How people see problems…

 The assumptions they make…

 The way they assess strengths and weaknesses…

 The areas of priority they identify…

 The way they rationalize away problems and justify inaction

 The solutions they come up with…

 The way they go about changing or effecting change…

Write 10 External Changes you have
experienced in the past 6 months.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
 Write 5 Changes you have made to
yourself in the past 6 months.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
 Keep ‘Updated’
If you Computer is outdated,
you …….. …. …….

If you are ‘Outdated’, what will happen?

 MINDFUL
CHALLENGE
CATEGORIES OF CHANGE
THE ART OF MANAGING
CHANGE
Categories of Performers

INTERNAL EXTERNAL

ASSESSMENT ASSESSMENT
 THE SEVEN-
STAGE PROCESS
OF MANAGING
CHANGE
 Selling
The Change
Step 3
Mobilizing
Anticipating
Resources
Change
For Change
Step 1
Step 4
Identifying
The Change
Step 2
Continuous Breaking
Learning Down
And Comfort
Change Zones
Step 7 Step 5
Reinforcing
Change
Success
Step 6
Managing strategic change requires aligning internal change
initiatives to the external environment to enable the
organization to compete.

The art of managing change The forth stage involves

involves a seven-stage process. building a team of people and
Anticipating change requires getting the necessary resources
companies to keep in close The company’s comfort zone
touch with their business or complacency has to be
environment. broken down.
The next step is to identify what Any success in implementing
needs to be changed within the change, however small, must
organization to enable it to be publicized and reinforced.
compete. The final stage of change is
The change has to be sold continuous learning and
internally to win the commitment improvement.
of the people involved and
affected by it.
 Eight Errors Common to Organizational
Change Efforts and Their Consequences
COMMON ERRORS CONSEQUENCES
Allowing too much complacency New strategies aren’t implemented well.
Failing to create a sufficiently powerful Acquisition don’t achieve expected
guiding coalition synergies.
Underestimating the power of vision Reengineering takes too long and costs too
much.
Under communicating the vision
Permitting obstacles to block the new
vision
Failing to create short-term wins

Declaring victory too soon

Neglecting to anchor changes firmly in the

corporate culture
 MINDFUL
CHALLENGE

THE DYNAMICS OF CHANGE

 The Dynamics of Change

“ I don’t know what the world’s going to be: all I

know is it’s going to be nothing like it is today. It’s
going to be faster.”

Control Your Destiny or Someone Else Will

Seven Powerful Reasons For Change
 Change to be efficient
 Change to be effective
 Change to motivate
 Change to lead
 Change to grow
 Change to survive
 Change to betterment of all.
 The Rationale For Change
•To strengthen its competitive
•Change to be efficient means is a
position, a company often has to
necessity for companies in
change from being a follower to
competitive and cost-driven
being a industry leader.
industries.
•To improve and grow, companies
•Change to be effective means that
must be willing to move in the
companies must provide the right
direction where growth
goods and services, and do the
opportunities lie.
right things, in a fast-changing
•Sometimes the only option open
market.
to a company in order for it to
•Companies need to change the
survive, is for it to change with its
way they motivate people in order
market.
to retain employees in the long
•The most powerful reason for
run.
change is the betterment of all.
SESSION 2
Every Financial Year
Business Slogan
Main Theme / Key Goals

By.
SBU Heads Financial Business Plan

By. Key Management Plan &

P.I.C / Managers Action By using 4 P’s

By.
Individual Key Performance Area
Individuals
(KPA)
 NEW WAY OF WORKING
BEHAVIOURS (NWW)
There are seven NWW Behaviours. They were distilled
from the 10 New Way of Working Statements which form
an important basis for much of the cultural change
Imagine Group of Companies is undergoing. How this fits
together is shown in the next slide.
 NWW STATEMENTS NWW BEHAVIOURS
Driven by results not process  Performance Focus
Intolerant of poor performance

 Excited by high performance & increasing  People Development

value
Passionate about people being stretched to

limits
 Empowered to take front-line decisions  Empowerment

Energised by change & innovation  Change orientation

Externally focused and quick to grasp

opportunities
 Brave enough to take calculated risks  Risk taking

 Obsessed with the customer  Customer focus

World class in team work, strategic  Team work
alliances & joint- venture
 Affirmations !!!!

“Everyday and in everyway, I am getting better

and better”

“To me everything is possible. It is not over until

I win”
 ON BEING A MANAGER

The one contribution a manager is

uniquely expected to make is to give
others vision and ability to perform.
 WHO ARE MANAGERS ?

 Individuals who are directly

responsible for getting work done in
an organization with and through
other people.
BECOMING A MANAGER …….,
Can anyone become a manager? In theory yes, in practice no. Many
people are unable or unwilling to adapt to the needs of management.
How do you become a manager? People are usually promoted for one
of the following reason:
• They are good at their present job.
• They have been with the company a long time.
• Their age gives them seniority.
• They know the right people.
• They happen to be in the right place at the right time.

Rarely are they promoted because they will make good managers.
LEVEL OF MANAGERIAL

TOP
MANAGER

MIDDLE
MANAGER

FIRST -LINE
MANAGER

Basic Management Levels

 MAJOR
MANAGERIAL
FUNCTIONS
 PLANNING
Determining goals
and action
plans for attaining
them.

CONTROLLING ORGANIZING
Monitoring Assigning
Performance tasks and allocating
And Taking resources to implement
Corrective Action Plans.

LEADING
Influencing
others to perform
tasks necessary
to attain
organizational goals

Major Managerial Functions

CONTROLING CONTROLING CONTROLING
14% 13% 10%

LEADING LEADING
LEADING
22% 36%
51%

ORGANIZING ORGANIZING ORGANIZING

36% 33% 24%

PLANNING PLANNING PLANNING

28% 18% 15%

TOP MIDDLE FIRST-LINE

MANAGER MANAGER MANAGER

Percentage of time spent on functional activities by managerial level

 MANAGERIAL ROLES

 Managers generally perform ten different,

highly interrelated roles which can be grouped
into three basic categories.
INTERPERSONAL ROLES

 Involve developing and maintaining good

relationship with significant other.
 The three interpersonal roles that managers
play are those of Figurehead, Leader, Liason.
INFORMATIONAL ROLES

 Pertain to receiving and transmitting

information.
 Manager gather and disseminate information
through the three informational roles for of
monitor, disseminator and spokesperson.
DECISIONAL ROLES

 Manager in every organization make

numerous decisions in the course of their
work.
 Mangers play four decision-making roles;
Entrepreneur, disturbance handler, resource
allocator, and negotiator.
 INTERPERSONAL
ROLE DESCRIPTION EXAMPLES

Figurehead Performs symbolic duties Signing legal document;

of a legal or social nature greeting visitors

Leader Responsible for motivating Most managerial activities

of subordinates and for involving subordinates.
staffing and training.

Liason Maintains network of Making phone calls;

outside contacts. acknowledgement of mail.
 INFORMATIONAL
ROLE DESCRIPTION EXAMPLES

Seeks and receives Reading periodicals and

Monitor
information to understand reports; maintaining
organization and personal contacts.
environment.

Transmits information to Forwarding memos and

Disseminator
other members of the reports; holding meetings.
Organization.

Transmits information Board meeting is; handling

Spokesperson
about organization to mail.
outsiders.
 DECISIONAL
ROLE DESCRIPTION EXAMPLES
Entrepreneur Initiates and promotes Identifying new business
organizational opportunities; holding
improvement projects strategy sessions.

Takes corrective action Resolving interpersonal

Disturbance handler
when organization faces conflicts and employee
important, unexpected grievances.
disturbances.

Resource allocator Allocates all kinds of Budgeting; scheduling

resources.

Negotiator Represents the organization Negotiating business deals.

in major negotiation.
 T P A
Technical People Administration
 Quicker decision making

Greater use of management techniques

More time on communication

and consultation

More output of information

Keeping up to date hence more reading

 i n i
n ta
a i
M ng
a l e
o r
m
What should be a manager do, to be
in management (10 Stages)

 Observation / Identify
 Collection
 Compilation
 presentation
 Analysis
 Plan
 Strategies
 Implementation
 Improvement
 Control
Traditional and New Theories
of Leadership
Traditional Theories

Influences
Followers

Leader

New Theories

Positive
Environment
Provides •Vision Enables and
•Resources Motivates
•Empowerment

Leader Followers
 MANAGERAL FACT OF LIFE
1. Long hours. Most managers work long hours and working hours tends to
increase as one advances to higher managerial levels.
2. Fragmentation. Interruptions are common in managerial work. Tasks are
generally completed quickly.
• Variation. Managers handle a wide variety of issues and activities
throughout the day and important activities are interspersed with trivial
ones.
• Lack of reflective planning. Managers are not reflective planners. Many
activities are reactive in nature.
• Oral communications. Managers generally spend most of their time
communicating orally with other. Most of it involver exchange of
information and attempts to influence people.
• Interpersonal contacts. Managers spend little time working alone. They
spend most of their time interacting with subordinates, peers, superior and
other people inside and outside of the organization.
• Stressful. Managing is a tough and highly demanding job and studies show
that they experience stress every day.
• Networking. Managers rely heavily on networks of internal and external
contacts to function effectively. They devote considerable effort and time to
fostering relationship with others whose cooperation is required in satisfying
their emerging agendas.
• Organizational politics. Managers cannot avoid organizational politics.
• Decision processes are disorderly and emotional. Research shows that
decision processes are likely to be characterized more by confusion, disorder
and emotionality that by rationality. Information is often distorted to serve
preconception about the best course off action or a self-serving interest in a
particular choice. The problem and anxiety about choosing among unattractive
alternatives, may result in denial of negative evidence, procrastination and
panic reactions by managers.
WHO IS A HIGH PERFORMANCE
MANAGER (HPM)?

A High Performance Manager (HPM) is one who is both effective

and efficient in getting things done with and through others.
Effectiveness is the ability to choose appropriate goals and achieve
them. Effectiveness is essentially “doing the right things”.
Efficiency is the ability to make the best of available resources in
the process of attaining goals. It is essentially “doing things right”.
In short, a HPM does the right things right !
 PERSONAL COMPETENCE
• Achievement Orientation • Self - Control
•High Self-Esteem • Flexibility / Adaptability
• Integrity / Honesty • Assertiveness
• Managing Time Successfully
• Persistence
• Proactive / Initiative • Self-Objectivity &
Lifelong Learning

HIGH INTERPERSONAL
PERFORMANCE COMPETENCE
WORK COMPETENCE
MANAGER
• Inspiring
• Technical Expertise • Good Communication Skills
• Planning and Organizing Skill • Developing Others /
Supportive
• Conceptual Skills
• Fostering Teamwork
• Problem Solving and
• Getting Along Well
With People & Managing
Decision-Making
•Tracking Performance Conflict Constructively
Skills
• Networking

Generic High Performance Manager Model

 How To Become A High Achiever
 Strong leaders exhibit achievement drive and
model it for their people.

 What is Achievement orientation?

Achievement orientation can defined as the
inner drive to excel or compete against a
standard of excellence.
 GENERAL CHARACTERISTICS OF
HIGH ACHIEVERS

• Ambitions. High achievers have strong desire to achieve something worthwhile. They have
are clear sense of purpose and direction.
• Focused. High achievers focus exclusively on predetermined goals.
• High self-esteem. High achievers demonstrate high levels of self-esteem. High self-esteem
enables high achievers to stretch their personal limits towards performing their personal
best.
• Energetic. High achievers are energetic with lots of stamina which is crucial to sustain a
high achievement drive.
• Bias toward action. High achievers are results oriented. They take the initiative to make
things happen. Simply put, high achievers are make their own breaks. They also dare to take
calculated risks.
• Accomplishment-Oriented. High achievers are most concerned with knowing
they have done well than with the reward that success brings.
• Resilient. High achievers are persistent and determined in the face of adversity.
They quickly bounce back from setbacks. They persist until they obtain the
desired results.
• Decisive. High achievers quickly sum up situations, define alternative courses of
action, determinate the preferred course and convey to their subordinates what
needs to be done next.
• Team players. Peak performance is frequently a collective act. High achievers
collaborate with others to leverage their results.
• Lifelong learners. High achievers are lifelong learners who subscribe faithfully to
the process of continuous improvement. They continually educate themselves and
seek new knowledge in their field to maintain the competitive edge. They view
mistakes as learning opportunities.
 12 TIPS ON BECOMING A HIGH
ACHIEVER
• Inspire others with a compelling vision. Formulate an organizational or
departmental mission that motivates others towards peak performance. The mission
should be simple and appealing to the organizational members.
• Set challenging goals and focus on them. Establish challenging goals which are
S.M.A.R.T with the organizational or departmental mission.
• Develop action plans for attaining your goals. Determine specific actions with
deadlines to attain your goals. For example, what skills or knowledge is required to
help you attain your goals. What personal contacts do you need establish? What are
the potential obstacles which may be encountered?
• Maintain unswerving faith in yourself. Life is truly a self-fulfilling prophecy.
Build up your self-esteem. Get rid of self-limiting beliefs. View situations as
opportunities and challenges, not problems or threats. Visualize success and practice
positive self-talk. Remember that you will never know what you can do until you
try!
• Show concern for both people and operation. Shower trust and confidence in
your subordinates. Empower trust and confidence in your subordinates. Empower
them with adequate decision-making responsibilities and authority. Seek others’
advice in work-related matters.
• Maintain persistence. High performance managers are fully aware that success
doesn’t come easily; perseverance is essential.
• Maintain flexibility. Adapt quickly to new realities. Be open to new ideas and
learns from others who knows more than you. Continually adapt and change your
behaviour until you attain the desired results.
• Be decisive. Make timely decisions based upon available facts. Don’t hesitate to
take calculated risks. Remember that being decisive doesn’t mean acting rashly.
“Many manages let themselves get weighed down in their decision-making,
especially those with too much education. ”
• Promote teamwork. Develop cooperative goals. Link the goals of management
and those of the employees. Create cross-function team to improve key business
process. Break down departmental barriers and promote participative
management. Share relevant or useful information.
• Keep track of progress. Review and monitor progress towards attainment
of your goals from time to time. Take corrective action and modify goals if
necessary due to changing circumstances.
• Lead a healthy lifestyle. Maintain physical fitness by exercising at least
for 20-30 minutes, three to four times a week. Maintain a balanced diet.
Have adequate sleep and rest.
• Commit to lifelong learning. Seek continual self-development. Acquire
the necessary knowledge and skills for attaining your goals. Be willing to
admit mistakes or weaknesses. Solicit honest and constructive feedback
from others regarding your strengths and weaknesses.
Self -Esteem
 What is Self – Esteem ?

Self – Esteem is overall

evaluation of oneself in
either a positive or negative
way
 20 Tips On Enhancing Self-Esteem
1. Know the real you. What are your inner thought
and feeling? What are your strengths and
weaknesses as perceived by you and others who
know you well? Where are you headed in life?
What does success mean to you?

3. Make a list of what you like about yourself.

Recognize and appreciate your abilities and
positive personality traits.
• Reengineer yourself. Identify and discard false
beliefs about yourself. Say “stop” or “cancel,
cancel” aloud when you encounter negative
thoughts propagated by your pathological critic
(your negative inner voice) instead of thinking
about them.
• Learn to love and accept yourself as you are.
Accept gracefully what you cannot change. Do
not compare yourself unfavorably with others.
You are unique !
1. Improve your personal appearance by
dressing differently, losing weight or
changing your hairstyle.
2. Let go of perfectionism; no one is perfect.
Treat mistakes and failures as learning
experiences or stepping stones to
subsequent success.
3. Develop and reflect a positive attitude of “
I can do it”. Never underestimate your
abilities. Practice positive self-talk. Talk
about your winners. Visualize success in
your career and other aspects of your life.
1. Accept 100% responsibility for your life and
make a firm decision to change for the better.
Determine your long-term and short-term
goals. Goals should be specific, measurable,
attainable, relevant to your mission and time-
bounded. Base your actions on self-chosen
values, not circumstances. Review progress
towards attainment of your goals and take the
necessary corrective action.
1. Have faith in God and hope for the best.
Overcome your fears by doing exactly what
you fear. Pray or meditate daily.
2. Celebrate your accomplishment and success.
Give your self credit and do not merely
attribute your accomplishments to luck.
3. Associate with high achievers and friends
who are nourishing. Avoid negaholics or
“toxic” people.
1. Seek mutual benefit in all human interactions
by creating “win-win” relationships. Treat
others as you would like to be treated. Look
for the good in people.
2. Lead a balanced life and seek continuous
self-improvement. Maintain your health
through proper nutrition, exercise and
sufficient rest. Read at least one new book
every month and be open to new ideas.
1. Count your blessings such as good health and a
loving spouse instead of wallowing in self-pity.
Do something good for others. You will feel
good about yourself when you assist others.
2. Never belittle yourself. Accept compliments
with a “thank you” and a smile.
3. Learn to be assertive. Have the courage to voice
your honest opinions or to assert your legitimate
rights without violating the rights of others. Say
“No” to unreasonable requests.
1. Ignore any unkind or unjustified comments
made by others about you. Unkind remarks
are often compliments in disguise or mere
manifestations of envy.
2. Learn to love your job and take pride in your
work. Enhance your knowledge and job
related skills. Become an expert in your own
chosen field.
1. Let go of your negative past and look to the
future

3. Maintain personal integrity. Honour all

promises and commitments.
 SELF-ASSESSMENT: RATING YOUR SELF-ESTEEM
Directions: Read through each of the following statements. Put a ‘T’ for TRUE in
the space provided if a statement is generally true for you. Leave the space blank
if it is not true. Be honest in your responses.

4. I love myself.
5. I tend not to worry about what the future holds.
6. I can visualize myself doing well in my job / career.
7. I do not brag about myself.
8. I can be alone and not feel isolated.
9. I have peace of mind at Imagnia.
10. I can admit my mistakes.
11. I do ask questions when I am confused.
12. I am willing to take calculated risks.
13. I do not find fault with other people.
1. I get along well with others.
2. I can make up my mind and stick to it.
3. I am eager to express opinions.
4. I welcome constructive criticism.
5. I feel comfortable in receiving and giving compliments.
6. I am at ease with strangers.
7. I do what I think is right even if others don’t approve of it.
8. I can express to others about my true feeling.
9. I can share with others about my strength and weaknesses
10. I feel good about the achievement of others.
 Gaining
Self-
Awareness

Learning
Practising
Self-
Self-Renewal
Acceptance
CREATING
A POSITIVE
SELF-IMAGE

Managing Taking
Yourself Charge of
Successfully Your Life

Enhancing Self-Esteem Model

PERSISTENCE
 What Is Persistence?
 Is a continuous effort applied to attaining a goal
without giving up until you succeed.
 Is “hanging on when the odds stack up against
you, but you know you are right”
 Is also often described as success through trial and
error or the ability to follow through on an idea
long after the mood has passed.
 Importance of Persistence

 Nothing worthwhile has ever been achieved

without having the courage to initiate it and
the persistence to finish it.
 Many intelligent and talented managers have
failed to become high achievers due to the lack
of persistence.
 10 TIPS ON MAINTAINING
PERSISTANCE
• Have complete faith in yourself and in God. Do your best and leave
the rest to God.
• Remind yourself daily about the goals to be attained.
• Execute your Action Plan daily. Do high priority work first.
• Associate with positive-oriented friends; avoid negaholics or “toxic” people.
• Never, never give up. Persist until you succeed.
• Treat failures as learning experiences or steeping stones to subsequent success.
• Be prepared to face the unexpected.
• Maintains the company of individuals having similar values and goals as yours. Group
support often helps to maintain one’s persistence.
• Read inspirational literature when you are feeling down.
• Practice positive self-talk. Repeat regularly the affirmation: “I can do
it”.
ASSERTIVENESS
 WHAT IS ASSERTIVENESS
 Is “standing up for personal rights and expressing
thoughts, feelings and beliefs in direct, honest and
appropriate ways which do not violate another person’s
right”.
 Assertive behavior often creates “Win-Win” situation.
 Assertiveness is being direct, honest, firm and respectful
in interpersonal relations.
 PASSIVE BEHAVIOUR
 The major characteristics of passive behaviour
are giving in to other people’s request, not
expressing one’s feelings or viewpoints
honestly, and apologizing excessively. It
generally communicates a message of
inferiority.
 AGGRESSIVE BEHAVIOUR

 Involves ignoring the rights of other people;

blaming others for problems and mistakes;
threats; verbal hostility; and sarcasm. It
communicates an impression of superiority.
 Aggressive behaviour often results in “win-
lose” situations.
 BENEFITS OF ASSERTIVENESS
 Fosters fulfilling relationships through mutual respect and
honest communication.
 Reduces personal stress
 Improves your chances of attaining your goals.
 Exercise personal rights without undue anxiety and without
denying the rights of others.
 Enhances self-confidence
 Help to refuse unreasonable demands from others
 12 TIPS ON HOW TO BECOME MORE ASSERTIVE IN
THE WORKPLACE.
• Demonstrate self-confidence. Dress confidently, speak confidently and act
confidently. Ensure you have specific facts to substantiate your statements.
• Make reasonable requests. Ensure that your demands or requests are
reasonable and do not violate the rights of others.
• Be precise. Express your requirements with precision and conviction.
• Be firm and polite. Learns to say “No” firmly and politely to unreasonable
request from others.
• Stand up for your legitimate rights. Don’t apologize excessively as it only
detracts from your credibility. State problem objectively.
• Use “body language” to back up your view point. Maintain eye contact,
upright posture, straight shoulders and use hand gesture to emphasize words.
Ensure your facial expression are consistent with the intended message.
• Adopt the broken record technique. Keep saying what you want over and
over again without getting angry.
• Use the empathy assertion technique. First, let the other person know that
you are sympathize with his or her situation, then state what you still expect
that person to do.
• Use “I-statements” to express your true feelings. Examples: “I feel angry
when you don’t honour your promises” instead of “You always dishonour your
promises”. Avoid judgment of the other person’s behavior and absolutes such
as “never” and “always”.
• Maintain composure. Keep your cool during a confrontation with others.
Focus attention on the need to solve the problem. Describe the other person’s
behaviour specifically and objectively. Avoid attacking the individual. For
example, you might say, “You having failed to meet work deadlines twice this
month”, instead of “You are an unreliable employee”.
• Tackle undesirable behaviour of subordinates precisely and tactfully.
Point out to subordinates clearly and tactfully the consequences of their
undesirable behaviour at the workplace.
[Link]’t hesitate to express your disagreements. When
you disagree with someone, you can express your
disagreement mildly by raising your eyebrows, looking
away, shaking your head or changing your topic of
conversation.
SELF-ASSESSMENT: HOW ASSERTIVE ARE YOU?
Answer Yes or No. Be Honest to yourself !

4. Do you express your feelings to others in a clear and honest

fashion ?
5. Are able to ask your colleagues for assistance or small favours ?
6. Do you speak your mind when you think differently from others ?
7. Are you able to say “NO” to unreasonable requests ?
8. Do you maintain eye contact when you talk to others ?
9. Are you able to state specifically what bothers you in a tactful
manner ?
10. Do you ask questions when you are confused ?
11. Do you stand up for your legitimate rights ?
12. Do you express anger appropriately ?
13. Do you respect the basic rights of others people ?
 SELF-
OBJECTIVITY
 What is SELF- OBJECTIVITY
 Is essentially knowing one’s own strengths and
weaknesses and utilizing the strengths effectively while
compensating for weaknesses.
 It involves focusing our minds on seeking the truth, not
denying painful realities and being amenable to new
knowledge of feedback from others.
 Is having an accurate or realistic view of oneself based
upon facts or honest feedback from others.
 Necessitates self-awareness, a process by which an
individual becomes conscious of some aspects of reality
related to one’s character, feelings and motives.
 10 Tips On Maintaining Self-
Objectivity And Profiting From It
 Assume self responsibility
 Let go of perfectionism
 Avoid being defensive
 Be receptive to feedback
 Practice self-disclosure
 Complete self-assessments instruments
 Compensate for weaknesses
 Maintain a journal
 Form a mastermind alliance
 Be a live long learner
 TIME
MANAGEMENT
What Is Time Management?

Time management is actually self

management. It involves managing
yourself in such a manner as to optimize
the time you have.
 The Time Management Matrix
IMPORTANT NOT IMPORTANT
Quadrant 1 Activities Quadrant 3 Activities
URGENT

Project with deadlines Unnecessary meetings

Work strike Some telephone calls

Marital problems Drop-in visitors

Angry customer Some reports

Quadrant 2 Activities Quadrant 4 Activities

NOT URGENT

Long-term planning Unnecessary socializing

Networking Long lunch breaks

Training Junk mail

Personal development Some telephone calls

 Highly successful Managers spent
most of their time on activities in
quadrant 2
 They avoid activities in quadrant

3&4
 Minimize activities related to

quadrant 1
 Common Time Wasters
INTERNAL TIME EXTERNAL TIME
WASTERS WASTER
Cluttered desk Telephone interruptions

Lack of delegation Drop-in visitors

Lack of self-discipline Some meeting

Unnecessary socializing Management by Crisis

Indecision Unclear responsibility and

Inability to say “NO” to authority

others Incomplete information

Lack of goals and priorities Red tape

Procrastination Lack of policies and

procedures.
 Self-assessment: How Well Do You
Manage Your Time?
Answer Yes Or No - Be Honest To Yourself

1. Do you make a daily To-do-list?

2. Do you establish specific goals with
deadlines ?
3. Do you do important things first ?
4. Do you tackle challenging tasks when you
are at your best?
5. Do you avoid excessive socializing ?
6. Do you keep a time log periodically as a
mean of improving your time use?
1. Do you keep your desk highly organized?
2. Do you keep your telephone calls
businesslike?
3. Do you often need deadlines?
4. Do you delegate work that can be done by
others?
 EFFECTIVE
LEADERSHIP
 WHAT IS LEADERSHIP ?
Is the process of influencing
people to strive willingly
and enthusiastically
towards the attainment of
desired goals.
 Creating A
Compelling Vision
Establishing Goals
Measuring And Strategies To
Attain Vision

Motivating and
empowering CHANGE Determining
people corporate culture
AGENT

Promoting Aligning people to

Teamwork And vision through effective
Mutual Trust communication

Core Functions Of Leadership

 Top 10 Admiral Attributes Of
Malaysian Leaders.

 Honest [Link]
 Good communication [Link]

 High self-esteem [Link]-looking

 Team player [Link]

 Supportive [Link]-oriented
 TYPES OF LEADERSHIP STYLES
Autocratic Democratic Laissez-faire

High concern for low concern for work

work & little or High concern for & people.
no concern for work & people.
people.

Groups make own

Centralized power Decentralized
decisions. Leader
& decision- authority & decision-
provides little or no
making. making.
direction.
Complete trust in
Little trust in Has trust in group group members.
group members. members.
TYPES OF LEADERSHIP STYLES

Autocratic Democratic Laissez-faire

Leader determines Goals mutually Group set own

goals. agreed upon. goals.

Periodic Subordinate
Close supervision.
supervision monitor own work.
 APPROPRIATE LEADERSHIP
STYLE
Leadership Situation
Style
Autocratic 1. Decision must be made fast
2. Crisis or emergency situation
3. Subordinates lack information or knowledge.
4. Manager has complete power.

Democratic 1. Time is not a critical factor.

2. Co-operation of others is critical in ensuring
success of decision.
3. Subordinate have technical skills.
4. Manager has limited power and authority.
5. Subordinates have high social need.
 APPROPRIATE LEADERSHIP
STYLE

Leadership Situation
Style

Laissez- 1. Highly motivated professional groups.

faire 2. No time pressure.
3. Subordinates have rare skills.
4. Manager has no power to compel action.
 EFFECTIVE
COMMUNICATION
 WHAT IS COMMUNICATION

 Is a process of sharing meaning between the

sender and receiver of a message.
 Is effective when the message transmitted by
the sender is understood perfectly by the
receiver.
 Major Barriers To Effective
Communication
 Differing perceptions
 Selective perceptions
 Values judgments
 Emotions
 Poor listening skill
 Inconsistent verbal and non-verbal communication
 Information overload
 Source credibility
 Language differences
 Premature evaluation
SIX Cs OF EFFECTIVE WRITTEN
COMMUNICATION
 Clarity
Be specific and straightforward. Use simple word
and short sentences. Write in the language of the
reader. Give the message a title to make the subject
clear.

 Conciseness
The message should be as brief as possible. Omit
unnecessary word such as “needless to say” and
“please be advise that”. If the message is long,
provide a one-page summary which clarifies the
main points.
Completeness
Provide the necessary information which allows the
reader to take necessary action without needing to ask
questions.

Coherence
Organize your message in a coherent manner. Break
down your message into major points which can then be
subdivided into supporting point first. Limit each
paragraph to one main idea which should be reflected in
the topic sentence.
Courtesy
Your message should be written in a manner which not
only gets your message acres but also promotes
goodwill.
Correctness
Ensure the written message has accurate information.
GETTING ALONG
WELL WITH
YOUR
SUBORDINATES
AND PEERS
 10 TIPS ON IMPROVING HUMAN
RELATIONS WITH SUBORDINATES
1. Get to know each subordinate as an individual, each is
different
2. Give credit where credit is due
3. Be open minded
4. Keep subordinates informed of matters that are relevant to
their jobs
5. Do not reprimand subordinates in public
6. Do not play favourites
7. Show concern for subordinate’s growth & self improvement
8. Focus on the good points in subordinates & let them know
they are highly valued
9. Treat subordinates with respect & dignity
[Link] subordinates to overcome job-related problems
10 TIPS ON IMPROVING HUMAN
RELATIONS WITH PEERS
1. Share ideas, skills, experiences, information
2. Assist peers in growth & personal development.
3. Don’t take advantage of their weakness
4. Be sympathetic to their problems
5. Be loyal, maintain confidentiality
6. Defend your peers in their absence, speak positively about
them
7. Show respect for your peers
8. Be courteous, pleasant and positive in your interactions with
your peers
9. Recognize the accomplishments of your peers
10. Pass on to other people any compliments paid to your peers
by third parties
 METHOD OF
OVERCOMING
RESISTANCE TO
CHANGE
 Commonly
Approach Used In Advantages Drawbacks
Situations
Education + Where there is Once Can be very
communication a lack of persuaded, time consuming
information or people will if lots of
inaccurate often help with people are
information & the involved.
analysis. implementation
of the change.
 Commonly
Approach Used In Advantages Drawbacks
Situations
Participation + Where the People who Can be very
involvement initiators do not participate will time consuming
have all the be committed to if participators
information implementing design an
they need to change & any inappropriate
design the relevant change.
change & where information
others have they have will
considerable be change plan
power to resist.
 Commonly
Approach Used In Advantages Drawbacks
Situations
Facilitation + Where people Not other Can be time-
support are resisting approach consuming &
because of works as well expensive &
adjustment with still fail.
problems adjustment
problems
 Commonly
Approach Used In Advantages Drawbacks
Situations

Negotiation + Where Sometimes it Can be too

support someone or is a relatively expensive in
some group easy way to many cases if
will clearly avoid major it alerts others
lose out in a resistance. to negotiate
change & for
where that compliance.
group has
considerable
power to
resist.
 Commonly
Approach Used In Advantages Drawbacks
Situations
Manipulation where other it can be a can lead to
+ agreement tactics will not relatively future
work or are quick & problems if
too expensive inexpensive people feel
solution to manipulated.
resistance
problems.
 Commonly
Approach Used In Advantages Drawbacks
Situations
Explicit + Where speed is It is speedy & Can be risky if
implicit essential & the can overcome it leaves
coercion change any kind of people mad at
initiators resistance the initiators.
possess
considerable
power
STRUCTURAL
CHANGE
 3 Major Aspect Of Planned
Organizational Change
STRUCTURE CHANGE
•Level of decentralization
•Communication lines
•Job design

PEOPLE CHANGE
TECHNOLOGICAL CHANGE •Knowledge
•Equipment •Attitude
•Work processes •Behavior
•Information system •skills
•Values
 CREATING A HEALTHY
ORGANIZATIONAL CULTURE

To ensure a continuous flow of quality goods

and services, a culture of quality must be woven
into the basic fabric of everyday life
STRATEGIC
MANAGEMENT
 The Five Tasks Of Strategic
Management
TASK 1 TASK 2 TASK 3 TASK 4 TASK 5
Defining the Translating Crating a Implementing Evaluating
business and organizational strategy to and executing performance
developing a mission into achieve the the strategy , reviewing
mission goals desired effectively the situation
outcomes and efficiently and
initiating
corrective
adjustments

Improve/ Improve/ Recycle to

Revise as Revise as
change as change as Tasks 1,2,3,
needs needs
needed needed Or 4 as needed
SWOT ANALYSIS
 POTENTIAL INTERNAL
STRENGTHS
 A distinctive competence
 Adequate financial resources
 Good competitive skill
 Well thought of by buyers
 An acknowledged market leader
 Well-conceived functional area strategies
 Access to economies of scale
 Insulated (at least somewhat) from strong
competitive pressures
 POTENTIAL INTERNAL
WEAKNESSES
 No clear strategic direction
 Obsolete facilities
 Sub par profitability because……………
 Lack of managerial depth & skills or
competence
 Poor track record in implementing strategy
 Plagued with internal operation problems
 Falling behind in R &D
 Too narrow a product line
 POTENTIAL EXTERNAL
OPPORTUNITIES
 Serve additional customer groups
 Enter new markets or segments
 Expand product line to meet broader range of
customer needs
 Diversify into related products
 Vertical integration
 Falling trade barriers in attractive foreign markets
 Complacency among rival firms
 Faster market growth
 POTENTIAL EXTERNAL
THREATS
 Entry of lower-cost foreign competitors
 Rising sales of substitute products
 Slower market growth
 Adverse shifts in foreign exchange rates & trade
policies of foreign goverments
 Costly regulatory requirements
 Adverse demographic changes
 Changing bargaining power of customer or suppliers.
 Changing buyer needs & tastes
POOR & BETTER
STATEMENT OF
GOALS
Poor To minimize our costs.
Better To reduce our departmental costs by 10% within
the next 6 month.
Poor To increase the quality of our work
Better To reduce the number of rejects to an average of 5
per month by the end of the current fiscal year

Poor To upgrade employee morale

Better To decrease employee absenteeism to an average
of 2 days per year per employee by the end of the
current fiscal year.
Poor To follow up more quickly on all sales inquiries.
Better To follow up on all sales inquiries within 48 hours
after the initial contact.
Poor Train 100 frontline personnel on customer service.
Better To complete training of 100 frontline personnel in
three-day workshops on customer service by end
October this year at a cost not exceeding
RM60,000.
Poor Conduct an employee opinion survey
Better To conduct an employee opinion survey involving
200 respondents by end March this year at a cost
not exceeding RM30,000 and to submit its
analysis, including written recommendations, to
management by 30 April of this year.
 Types of Goals
Based on time span
 Long-range (strategic) goals

Spanning more than 3 years

 Intermediate-change (Tactical) goals

Spanning between 1- 3 years

 Short-range (operational) goals

with time span 1 year or less

 Types of Goals
Based on breath of influence
 Corporate goals

That apply to the entire organization

 Divisional goals

That apply to certain divisions

 Sectional goals

That apply to certain section

 Individual goals

That apply to certain individual

 Benefits Of Goals
 Help to transforms broad missions into
specific actions
 Challenging goals can increase performance
 Help clarify expectations
 Enable measurements of progress towards
attainment of organizational mission
 Facilitate managers in directing &
coordinating the efforts of subordinates
 Assist performance evaluation & control
 EFFECTIVE
ORGANIZATIONAL
MISSION
STATEMENT
 MISSION
Bank Excel (M) Berhad has a two-fold mission. For our customers
in Malaysia, we will provide reliable, prompt, courteous and
innovative banking and related financial service which meet or
exceed their requirements. For our employees, we will create a
positive working environment which promotes teamwork,
personal growth, and mutual respect.

CORPORATE VALUES
1. Doing the right things the first time
2. Maintaining integrity and trust at all times
3. Seeking continuous improvement in everything we do
4. Communicating in an open and honest manner
5. Empowering employees and developing their potential.
6. Responding positively to change
7. Encouraging participative management and teamwork
8. Promoting innovation and creative problem-solving
9. Rating customers and fellow employees with respect and
dignity
10. Basing reward and promotions on merit.