Becoming Exceptional Manager

Tapping Dynamic Energy for Peak Performance

Once your mindset changes, everything on the outside will change along with it.

D 72 Sect 122, NOIDA Ph 0931303356, 09871448698 Email:drus.samvedna@gmail.com

Preamble
The greatest setback in organisations is the trapped mindsets of its people. A trapped mind is unable to adapt, change and thus stifles the capability of a person. People with trapped mindsets become unimaginative and cannot think creatively to provide new solutions. Their views are so entrenched, they practically operate in an auto mode. People are 4 times more capable than we think, but only if they unleash their full potential of creativity, innovation, productivity, motivation & commitment. Management is defined as the pursuit of organizational goals efficiently and effectively. Organizations, or people who work together to achieve a specific purpose, value managers because of the multiplier effect: Good managers have an influence on the organization far beyond the results that can be achieved by one person acting alone
Stimulus Challenges Obstacles Effort Fixed Mindset Avoid them Give up easily Is fruitless; if it is not easy or have no ability, why waste time? Ignore it; what do they know anyway? Threatening; poverty mentality says that there is only so much glory available Growth Mindset Embrace them Persist until overcome Is the only path to mastery

Feedback Others success

Learn from it Inspiring; abundance mentality says there is plenty of glory for all An opportunity to learn; causes change in behaviour

Own failures

A failure marks you forever; causes resignation

At the end of this workshop, participants will be able to :

Develop a mindset that benefits them and their organization Specifically know what they want and be motivated towards their goals Identify different kind of people behaviours and adapt to the situation Self-coach themselves out of emotional situations and peak perform Reframe their thought patterns and approach challenges positively Deal with stress effectively to create a better working environment

COURSE OUTLINE: Mindsets and emotions : Explore belief systems, trapped minds, emotions and own behaviours. Does the current mindset help? What could be done to change mindsets that benefits self, colleagues and organisation. Building supportive relationships: Managing relationships amongst colleagues in organizations has become more challenging as the working environment turn more competitive. Understanding why people behave the way they do will help to create an environment that is more coercive and collaborative. Self-coaching for excellence: In this session, participants will acquire a selfcoaching model that assesses their pro-active and/or re-active responses to situations they face or have faced. This will allow them to overcome negative emotions more effectively and re-focus on peak performance at the workplace. Knowing what you want : It is imperative to know what each individual really wants in their work life. If the purpose is clear then all energy can be directed to achieving the goal instead of being bogged down on all the things thats not desired. Participants will learn to focus on goals and achieving them. Developing positive thinking : Event that unfolds are perceived from an individuals viewpoint. Each of us has a frame in our minds that creates this perception. Participants will learn to develop positive thinking from exploring own frame of mind and reframing it. Dealing with stress : Ultimately, managing ones stress level is important to maintaining high energy levels at the workplace. Apart from the approach each individuals takes towards an event, it is also critical to use techniques to rejuvenate and prepare for further challenges that will definitely come by. Pedagogy

A judicious mix of conceptual inputs, experiential exercises, case discussions and group work. There will also be sessions by external experts including practitioners with a track record of having delivered exceptional value. Duration: 3 days Commercial
Professional Charges: Professional Charges: Rs. 30,000/- per day. Payments shall be made through cheque / draft in favor of SAMVEDNA .Conveyance/Travelling as per Actual. If programme is organized out of Delhi the Train Fare/Air Fare as per actual+ Accommodation

Programme Director Dr Umesh Sharma

Dr Umesh Sharma (Ph D, Diploma in Medical Psychology, MBA, Certified Trainer for MBTI and NLP from USA) first person to be designated as psychologist in Indian industry when he joined BHEL, currently President, SAMVEDNA, corporate trainer. He is an author of par eminence of over 100 articles and two award-winning books. His book on Stress Management Through Ancient Wisdom And Modern Science and Born To Grow-Parenting Confident And Competent Children has become a bestseller. Dr Sharma had appeared on TV show on the subjects like Psychology of Winner and Losers, Stress Management, Anger Management, Parenting in 21st Century etc. Dr Sharma has received several awards including best management paper awards, best HRD professional award etc.

Corporate Training Modules

Organisational Excellence Through Worklife Balance

Stress Free Living Psychometric Testing- MBTI, 16 PF, FIRO-B, etc

Communication Skills For Role Effectiveness Organizational Success through Team Culture Personal Effectiveness & Self Development Quiet Mind, Fearless Heart Realizing & Tapping Potential for Optimal Performance

Top Performers Workshop-Tapping Dynamic Energy For Peak Performance Becoming Exceptional Manager -Making the Difference Parenting in 21st Century Power of Family Secret of Anger Management-Anger to Energy Achieving Personal Excellence (APEX) Growing into Competent & Committed Employee High Potentials Leadership Program:Converting potential to capability Attitude for Excellence

Corporates & Public Sectors where his programmes are very popular BHEL NTPC,
IOCL HPCL ONGC IFFCO Maruti, Aditya Birla Group ITC Indian Army IIM A, B, K India Railways to name a few Recruitment Board Member: As a psychologist Dr Sharma is member of Selection committee of BHEL and HPCL Five Ph.D 5 thesis have been awarded under his guidance. Consultative Committee Dr Sharma is Member of Consultative committee of Food Corporation of India. Board member APS Health4u Pvt Ltd Alok Securities Teaching for MBA IIM, IMI,MDI, IILM etc Books Born To Grow: Parenting in 21st Century Stress Management Through Ancient Wisdom and Modern Science Shravan Shakti: Power of Listening Tanav Se Mukti Ke Manovayanik Yebam Adhyatmik Tarike

KEY LEARNINGS AND TAKE-AWAYS Learn from one of the nations leading engagement experts

(recently featured on CNBC) Over 30 practical engagement tools 10 essential practices to engage employees Bring back the latest practical employee engagement

processes and methodologies Latest research to make the business case to invest in

engaging employees Demonstrate the connection between employee engagement

and high performance Understanding of your leadership baseline How to become an engaged leader Leading and engaging different generations Diversity model for todays organization Team development model How to advance your culture How to build alignment and innovation Leadership during challenging times

and conditions Receive credits towards PHR and SPHR rece

In a dissertation by Ulrika Eriksson Hallberg (2005) on engagement and its relation to the concept of

burnout, the author explains that engagement, conceptually, is inherently related to burnout because it describes a loss of engagement. Maslach et al provide more clarity concerning this relationship by describing engagement dimensions (energy, involvement, efficacy) and burnout dimensions (exhaustion, cynicism, inefficacy) as complete opposites (Saks, 2006). With hopes of finding common themes or concepts, eighteen definitions were reviewed including those mentioned above and results were posted in Table 1-1. It is clear that there are many different concepts being used to define employee engagement and very few of these concepts span across definitions. In addition, forms of commitment are used to describe engagement implying they are one in the same and raising issues that will be discussed later in this paper. Another concern related to all of these definitions of employee engagement is that they are all very broad, overarching concepts that seem to be vision statements rather than definitions and as such provide very little direction for practitioners trying to implement the concept on the front line (Shaw, 2005). Therefore, anyone interested in incorporating employee engagement into their organization must first determine which definition to use and then what that definition actually means to the rest of the organization. Table 1-1 (based on 18 definitions of employee engagement) Concept Percentage Used Commitment - cognitive, affective, behavioral 5.5% Commitment - rational & emotional 5.5% Discretionary effort going above and beyond 11% Drive innovation 5.5% Drive business success 22% Energy, involvement, efficacy 11% Passion and profound connection 5.5% Positive attitude toward company 5.5% Psychological presence- attention and absorption 5.5% Shared meaning, understanding- active participation 5.5% Stay, say, strive 5.5%

Think, feel, act, during performance 11% Translate employee potential into performance 5.5% Targeted outcomes include:

Approaches to build an engaged workforce Techniques to deal with cynics, victims, and bystanders Ways to create an environment where people choose accountability Methods to overcome the cycle of blame and defense Means to lead and engage in powerful ways Approaches to deal with difficult relationship issues Methods to shift from lip service to authenticity Develop a plan to begin applying these skills in the series of dialogue meetings The Concepts Changing your way of thinking about leadership Choosing to be accountable means each employee takes the leap of faith to choose to commit to the success of the organization. Leadership makes this happen by the way it convenes people and the focus it gives to the discussion.

Change strategies based on invitation rather than mandate Mandate creates its own resistance. Invitation contains both an offer and a hurdle and lets you create an alternative future with those who show up. Transformation is about depth, not scale. The task is to create partners and owners.

Viewing all change as a shift in conversation Accountable conversations are more than just talk. A shift in language is what constitutes a change in action. The workshop helps participants create language that builds the capacity of others to choose accountability. It also underlines the power of questions rather than answers.

Valuing Dissent Expressing our doubts is the first step to commitment. Supporting peoples doubts without necessarily agreeing with them creates the conditions which makes widely shared partnership possible.

Changing the architecture Changing the architecture means not only changing how you do the work but also changing the room, the building and the context within which the work is done.

Focus on gifts rather than on deficiencies The challenge is to bring the gifts of those on the margin into the center. It is about acting on our intentions and being willing to take responsibility to create the culture we live in.

Agenda Day 1 (9.00 to 5.00 pm) Changing the Way We Think about Engagement Connection before Content Changing the Conversation to Change the Culture Introduction to the Six Conversations Four Powerful Questions Crafting an Invitation Facilitating Powerful Conversations Intentions and Crossroads: Crossroad and Possibility Room Redesign: Who Owns the Room? (Experiential Exercise) Ownership Conversation: My Contribution to the Problem Gifts Conversation: Gifts I Hold in Exile

Day 2 (9.00 to 5.00 pm)

Redesign Architecture Dissent Conversation: Doubts, Reservations, Postponement of Refusals Commitment Conversation: What is the Commitment I am Willing to Make with No Promise of Return? Dealing with Cynics, Victims and Bystanders Action Plan: Designing and Facilitating Dialogue Meetings Gifts Conversation: Gifts We Received from Each Other Evaluation and Closing

Methodology The workshop is highly interactive. Brief lectures are used to present key concepts. Participants will become deeply immersed in the materials through interactive stimulations with other attendees. The workshop also includes written exercises to apply key concepts to your own unique situation. Participants will leave with a specific plan to bring these ideas to your organization.
KEY LEARNINGS AND TAKE-AWAYS:

The Key Business Drivers for Engagement The 10 Essential Practices to Engage Employees Case Study Review of a Company That Succeeded in Tranforming their Firm and Engaging Their Employees Latest Research on the Business Case to Engaging Employees Demonstrate the Connection Between Employee Engagement and High Performance Understanding Your Leadership Baseline How to Become an Engaged Leader Leading and Engaging Different Generations Diversity Model for Today's Organization - Leading and Engaging a Diverse Workforce Team Development Model How to Advance Your Culture How to Build Alignment and Innovation Leadership During Challenging Times and Conditions How to Best Develop Your Employees, and Inject Creativity and Innovation in the Workplace Practical Employee Engagement Tools, Processes and Methodologies

www.flamecentre.com AN ENGAGED ORGANIZATION: BUILDING ACCOUNTABILITY AND COMMITMENT How do we engage the minds and hearts of our staff so they give their best efforts? How do we build a committed workforce? How do we create a culture of accountability? How

do we engage their commitment and inspire them towards our vision? The task of leadership is to produce engagement. Peter Block The key for creating an engaged and connected workforce is to convene people together for powerful conversations. These conversations support the individual in clarifying his own choice on how he will relate to the organization. We build a culture of engagement by changing our conversation and language. Creating organizations where the choice to be engaged in service to the larger whole is the purpose of this workshop. The Promise Targeted outcomes include: Approaches to build an engaged workforce Techniques to deal with cynics, victims, and bystanders Ways to create an environment where people choose accountability Methods to overcome the cycle of blame and defense Means to lead and engage in powerful ways Approaches to deal with difficult relationship issues Methods to shift from lip service to authenticity Develop a plan to begin applying these skills in the series of dialogue meetings The Concepts Changing your way of thinking about leadership Choosing to be accountable means each employee takes the leap of faith to choose to commit to the success of the organization. Leadership makes this happen by the way it convenes people and the focus it gives to the discussion. Change strategies based on invitation rather than mandate Mandate creates its own resistance. Invitation contains both an offer and a hurdle and

lets you create an alternative future with those who show up. Transformation is about depth, not scale. The task is to create partners and owners. Viewing all change as a shift in conversation Accountable conversations are more than just talk. A shift in language is what constitutes a change in action. The workshop helps participants create language that builds the capacity of others to choose accountability. It also underlines the power of questions rather than answers. Valuing Dissentwww.flamecentre.com Expressing our doubts is the first step to commitment. Supporting peoples doubts without necessarily agreeing with them creates the conditions which makes widely shared partnership possible. Changing the architecture Changing the architecture means not only changing how you do the work but also changing the room, the building and the context within which the work is done. Focus on gifts rather than on deficiencies The challenge is to bring the gifts of those on the margin into the center. It is about acting on our intentions and being willing to take responsibility to create the culture we live in. Agenda Day 1 (9.00 to 5.00 pm) Changing the Way We Think about Engagement Connection before Content Changing the Conversation to Change the Culture Introduction to the Six Conversations Four Powerful Questions

Crafting an Invitation Facilitating Powerful Conversations Intentions and Crossroads: Crossroad and Possibility Room Redesign: Who Owns the Room? (Experiential Exercise) Ownership Conversation: My Contribution to the Problem Gifts Conversation: Gifts I Hold in Exilewww.flamecentre.com Day 2 (9.00 to 5.00 pm) Redesign Architecture Dissent Conversation: Doubts, Reservations, Postponement of Refusals Commitment Conversation: What is the Commitment I am Willing to Make with No Promise of Return? Dealing with Cynics, Victims and Bystanders Action Plan: Designing and Facilitating Dialogue Meetings Gifts Conversation: Gifts We Received from Each Other Evaluation and Closing Methodology The workshop is highly interactive. Brief lectures are used to present key concepts. Participants will become deeply immersed in the materials through interactive stimulations with other attendees. The workshop also includes written exercises to apply key concepts to your own unique situation. Participants will leave with a specific plan to bring these ideas to your organization. H HOW WOULD YOU FEEL about a physician who killed more patients than she helped, a police detective who committed more murders than he solved, or a teacher whose students got dumber as the school year progressed? And what if you discovered that these perverse outcomes were more the rule than the exception, that they were characteristic of most doctors, policemen, and teachers? Youd be outraged and demand change! Why, then, are we complacent when confronted with data that suggests most

managers are more likely to douse the flames of employee enthusiasm than to fan them? Why arent we angry that our management systems are more likely to frustrate extraordinary accomplishment than to foster it? Only 1 in 5 employees are truly engaged in their work in the sense that they would go the extra mile for their employer. Nearly 4 out of 10 are mostly or entirely disengaged. This data represents a stinging indictment of management-as-usual. Why arent we scandalized by the fact that for most managers, employee engagement isnt Topic A, or B, or even C. How do we account for this? I see three possibilities: 1. Ignorance. Maybe managers dont realize that most of their employees are emotionally tuned out at work. Maybe they lack enough emotional intelligence to recognize the low-grade disaffection that afflicts most of their people. This seems to me unlikely. Anybody who has ever read a Dilbert strip knows that cynicism and passivity are endemic in large organizations. 2. Indifference. Managers know that many employees are flat-lining at work but simply dont care, either because a callous culture has drained them of empathy, or because they view engagement as financially unimportanta nice to have, but not an imperative. Many managers have yet to grasp the connection between engagement and financial success. Companies that score highly on engagement have better earnings growth and fatter marginsthan those that dontand the correlation between enjoyment and profitability is likely to strengthen in the years ahead. 3. Impotence. It could be that managers care a lot, but cant imagine how they could change things for the better. After all, many jobs are boring. Retail clerks, factory workers, call center staff, administrative assistantsof course they are disengaged, how could it be otherwise? Like prison wardens, managers would be shocked if their charges started bubbling with joie de vivre. Today, you dont have to be the biggest to be the most profitable, but you have to be the most highly differentiated. In a world of commoditized knowledge, the returns go to companies that can produce nonstandard knowledge. Success here is measured by profit per employee, adjusted for capital. As you would expect, Apples profit per head and ratio of profits to net fixed assets are much higher than its competitors. It doesnt matter much where your company sits in its ecosystem, nor how vertically or horizontally integrated it is. What matters is its relative share of customer perceived value and the costs it incurs to produce that value: the greater your share of differentiation, the greater your share of industry profits. In a world where customers wake up daily asking, Whats new, different, and amazing? your success depends upon your ability to unleash the initiative, imagination, and passion of your people. This can only happen if all those folks are connected heart and soul to their work and to the mission of the company. Six Levels of Capabilities In my hierarchy of human capabilities at work, there are six levels: Level 1: Obedience. Obedient employees show up each day and follow all prescribed rules/procedures. Obedience is important, as large-scale enterprise would be impossible without it. Level 2: Diligence. Diligent employees work hard, stay till the job is done, and take personal responsibility for delivering great results. Again, this is critical. You cant build a winning organization with slackers. Level

3: Expertise. Next is intellect, personal competenceemployees who have world-class skills, who are well trained and eager to learn more. Trouble is, obedience, diligence, and competence are becoming capabilities that you can buy in parts of the world for next to nothing (hence, companies have outsourced millions of jobs). But wage arbitrage is not a strategy for long-term competitive advantage. If obedience, diligence and knowledge are the only things you get from your people, your company will lose. You have to move up the capability hierarchy. Level 4: Initiative. Beyond expertise is initiativeemployees who spring into action when they see a problem or an opportunity, who dont wait to be told, who arent bound by job descriptions and are instinctively proactive. Level 5: Creativity. Creative employees are eager to challenge conventional wisdom and are always hunting for great ideas in other industries. Level 6: Passion. At the apex is passionemployees who see their work as a calling, as a way to make a positive difference in the world. For these ardent souls, the dividing line between vocation and avocation is indistinct at best. They pour all of themselves into their work. While other employees are merely present, they are engaged. In todays creative economy, the three capabilities at the top of this list create the most value.Audacity, imagination, and zeal are the ultimate wellsprings of competitive differentiation. And theres the rub. These higher order human capabilities are gifts; they cant be commanded. You can tell someone to be passionate or creative, but it wont do much good. Individuals choose each day whether or not to bring these gifts to workand they mostly choose not to. Throughout history, managers have seen their primary task as ensuring that employees serve the organizations goalsobediently, diligently, expertly. Now we need to turn the assumption of organization first, human beings second on its head. Instead of asking, how do we get employees to better serve the organization, we need to ask, how do we build organizations that deserve the extraordinary gifts that employees bring to work? How can managers create a culture that inspires exceptional contribution and merits an outpouring of passion, imagination, and initiative? In our creative economy, how fast can a company generate new insights and build new knowledge that enhances customer value? To escape the curse of commoditization, a company has to be a gamechangerand that requires employees who are proactive, inventive, and passionate. The capabilities that matter most are precisely those that are most difficult to manage; hence, we need to shift our focus from managing to unleashing. No leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the industrial and knowledge economy, but its the whole game now. You might say: Id love to create a highly engaging workplace, but the folks who work for me are not creating gorgeous products at the cutting edge of technology; theyre answering phones in a call center, cleaning hotel rooms, or bagging groceries. How can you expect people to be engaged in their work if their work isnt engaging? You might think that most people hate their jobs, yet 86 percent of employees in the Towers Watson Global Workforce Study said they loved or liked their job. So, why not more engagement? Notes Julie Gebauer, who led the study, three things are critical to engagement: 1) the scope that employees have to learn and advance (opportunities to grow); 2) the companys reputation and its commitment to making a difference in the world (a mission that warrants extraordinary effort); and 3) the behaviors and values of the leaders (are

they trusted, do people want to follow them?). These are management issues! It is managers who empower individuals and create space for them to excelor not. It is managers who help to articulate a compelling and socially relevant vision and make it a rallying cryor not. It is managers who demonstrate praise-worthy valuesor not. Only 4 in 10 employees agree that senior management is sincerely interested in their well-being, communicates openly and honestly, communicates the reasons for decisions, tries to be visible and accessible, and makes decisions that are consistent with our values. To improve engagement, we have to admit that if employees arent enthusiastic and impassioned, its not because work sucksits because management blows. LE Gary Hamel is Leadership Excellence #1 ranked thought leader and author of What Matters Now(Jossey-Bass).

Stimulus Challenges Obstacles Effort

Fixed Mindset Avoid them Give up easily Is fruitless; if it is not easy or have no ability, why waste time? Ignore it; what do they know anyway? Threatening; poverty mentality says that there is only so much glory available

Growth Mindset Embrace them Persist until overcome Is the only path to mastery

Feedback Others success

Learn from it Inspiring; abundance mentality says there is plenty of glory for all An opportunity to learn; causes change in behavior

Own failures

A failure marks you forever; causes resignation

INTRODUCTION WORKSHOP APPROACH This workshop will be conducted in a highly participative environment with discussions, role plays, reviews and videos used to enhance learning. Organisational case studies will be used for role plays and to assess each individuals mindset towards the end of the workshop. WHO SHOULD ATTEND?

This workshop is for all employees working in a corporate environment. Participants will get an opportunity to review their mindsets and take actions to perform better in their workplace. C Ch ha an ng gi in ng g M Mi in nd ds se et ts s f fo or r W Wo or rk kp pl la ac ce e E Ex xc ce el ll le en nc ce e To develop dynamic organisations to cope with this changing global environment, the trapped minds of people need to be freed. This workshop enables participants to reflect on their own mindsets and support the individuals change towards progression for the benefit of the organisation. [1-Day Workshop] CERTIFICATION All participants who achieved at least 75% overall course attendance will be awarded the Certificate of Attendance in the respective course(s) by Customer First Singapore Pte Ltd.

The greatest setback in organisations is the trapped mindsets of its people. A trapped mind is unable to adapt, change and thus stifles the capability of a person. People with trapped mindsets become unimaginative and cannot think creatively to provide new solutions. Their views are so entrenched, they practically operate in an auto mode. This workshop enables participants to reflect on their own mindsets and support the individuals change towards progression for the benefit of the organisation. At the end of this workshop, participants will be able to : Develop a mindset that benefits them and their organization

 Specifically know what they want and be motivated towards their goals Identify different kind of people behaviours and adapt to the situation Self-coach themselves out of emotional situations and peak perform Reframe their thought patterns and approach challenges positively Deal with stress effectively to create a better working environment Please fax your registration form to: 6339 3367 or Email: enquiry@customerfirst.com.sg or Call us: 6339 1848 Names of Participants : ___________________________________________________________________ Designations : ________________________________________________ __________________ Name of Company : ___________________________________________________________________ Company Address : ___________________________________________________________________ Contact Person : _________________________ ____________________________ Telephone : _________________________ ____________________________ Designation :

Facsimile

E-mail Address : ___________________________________________________________________

Payment All cheque should be crossed and made payable to Customer First Singapore Pte Ltd Please mail cheque to: 73 Upper Paya Lebar Road, #06-02 Centro Bianco, Singapore 534818 Customer First Singapore Pte Ltd reserves the right to change dates, time, venue and facilitator of the workshop due to circumstances beyond its control. In the event of changes, participants will be informed in advance. The full registration fee will be charged for any cancellation made within 7 working days before the course start date. If the registered delegate is unable to attend, a substitute is allowed. REGISTRATION FORM Workshop Title: CHANGING MINDSETS FO R WORKPLACE EXCELLEN CE Date: Time: 9.00 am to 5.00 pm Venue: 73 Upper Paya Lebar Road, #06-02, Centro Bianco Fees: S$195.00 per person (subject to prevailing GST charge) Call to enquire about group discount!! Course Approved for SDF Funding CRS -N0015284 !
Many people are unmotivated, not because they have a great reason to be, but rather because they have not been given a great reason to be motivated & engaged. Employees as Value Creators - Excelling through Employee Engagement Employee Engagement is fundamental to driving improved performance