Managing Oneself by Peter Drucker - Self-assessment.

1.0

Introduction

A brief on three achievements which I value most as I value most during the last
three years as I got acceptance among the group I have been with.
Achievement No 1 Task Accomplishment
A near to impossible task of transporting a reactor - an over dimensional
consignment through the Kochi city .Task involved was transportation of the
reactor from Kochi Port to Refinery site.
As per the original plans, a tailor made barge was built and kept ready for receiving
the reactor on its arrival from China. On receipt at Kochi Port, it was observed that
the reactor has been loaded on to the ship by the Chinese manufacturer in a wrong
dimension due to which it cannot be taken to the site due to the limitations on the
overhead clearances of bridges across the inland water ways .( 13 bridges were to
be crossed ).Reactor, having a weight of 800 Ton can not be turned or cut into
pieces etc
We all were stuck at port , stuck between the Shipper and the Kochi city . Clueless
on how to wriggle out .Whole management were pondering on how to find way
out .
I along with my team (Comprising of just two Engineers ) along with the consultant
and contractor sat on drawing board and reworked out an action plan by which the
task could be accomplished.
Action plan was drawn up, getting approvals from the management on revised
execution plan, other statutory clearances was one of key challenges. It took me
52 long days to transport this huge consignment to the refinery site at last, which
was originally planned to be done in 40 days.
But at one point people were thinking of options of sending back the parcel to
china for re orienting (which was near to impossible to me due to other issues).
Successful and safe delivery , its installation of the reactor was closely watched by
the management and after successful completion , the entire team won lot of
laurels.
Achievement No 2 Conflict management
Kerala is a state where we have lot of trade union issues and being in the project
management, one of the key challenges involved is the union management.During
the last project duration of which was 36 months, management called up the union
leaders and told them that we need your support and we would appreciate any
stoppage / loss of man days on account of union tussles. Being the project
1

manager , I took up this as a challenge and was getting involved in most of the
labour isssues , though it was the responsibility of the HR department .
I ensured that my team gets into the issues right at the spot and their problems
were handled with due care .This I believe has heped my company in completing
the project without a day of strike by unions ,which I am told my Executive Director
that this is the first time ever in the history of kochi Refineries that a project is
being completed without a lost day on account of labour strike.
Achievement No 3 Analytical Issues
Our Compressor which is the heart of one of the process units was frequently
failing and most of the times, ( 7 trips in a span of 6 months )failure reasons were
not known or could be analysed .
Each trip was causing a loss of around Rs. 4 to 5 crores .
A multi disciplinary task force comprising of experts from all disciplines were
formed to analyse the reasons of the repeated failures. Team started working and
most of the times a pattern of breaking down the issue with respect to each
functions happened indepenadtly , but a little progress could be achieved till the
activities could be aligned with all disciplines . Actions initiated helped us resolving
the issue .
Degree of importance to 3 skills with refernec to the above achievements
Skills
Human Skills

Achievement
1
6
8

Technical Skills

Achievement
2
6
9

Conceptual Skills
9
10
7
(1 to 10 points - where 1 is minimum).

Achievement
3
6
9

Reasons on the Gap

A gap on the human skills and a marginal gap on the Techincal skills are observed.
Reasons could be due to the following ,

Could be because am not patient enough

Am anxious to see the results
Not able to manage self when it comes to conflict
Technical Exposure on cross functional area is limited .

Sl
N
o
1
2
3

Personal traits My Assessment

Not
Very
Critic
Use very
Personality Traits
usef
al
ful
usef
ul
ul
Aggressive or Cool

Can say no or Cannot

say no
Decision
maker
or

Advisor

Risk taker or Risk averse

5
7

Reader or Listener
Loner or Collaborator
Thinker
or
action
oriented
Work
better
with
technology or without
technology

8
9
1
0
1
1
1
2
1
3

My
Traits
Cool
Externally
Can
Not
Say No
Decision
Maker
Risk
Averse
Listener
Loner
Action
oriented
Better
with Tech

Adaptability
Work better in pressure
or
In
relaxed
atmosphere
Need structured and
predictable environment
Work more effectively in
small
or
large
organisation

Irreleva
nt

Adaptabil
e

In
Pressure

Yes
Large

Organizational/Professional values
Customer Centric
Innovative
Dependable
3

Personal values.
Helping Hand
Reliable
Society Oriented .
Organisation values are well aligned with personal values and are in fact
helping each other

Bad or disabling habit/s.

Get tensed internally for the task that is un accomplished
Generates internal stress
At times loses composure
Jumps into conclusion without listeneing fully
In Meetings , tries to argue upon to thrust upon my point

What
do?
Learn to
be a
better listener

Build Expertise on
cross Functions

Unstructured way
of execution - Self
Management

to

Do
Not
go for a
discussio
ns
with
prejudice
d mind
Read
articles

Keeping
the cool
and calm
at difficult
times

How
do?

to

Learn Be
open
in
your mind

By 2014 March

What is required/
(logistics/training
s etc)
Self Management

Exploit the
internet
and drop
down the
relevant
articles
Developin
g the habit
of
structured
plans.

Continuous

NIL

Immediate

Nil

When to do?

Be at spot
before or
JIT
but
not after
it

Stop
the
habit
of
attempting
too many
things at a
time

Dec 2013

Time
Management
Programme trng

Building Relationship.
Key Persons - Boss - Mr Simon George
Colleague/Peer - Mr Chacko / Philly/Shelly / Satheesh /Sampath
Subordinates - All 25 People with whom I work
Customer/Supp Numerous

Boss

Communication
Trusting Behaviors
Process
-Mostly
Formal Deliver the results
Approach
that builds his level
of confidence on
me

Areas
of
Improvements
Informal
approaches
also
required
occasionally.

Keeping up with
the confidentatility
if thrust upon

Colleague/Peer

Subordinates

Informal Approach

Trusting each other

Considered
approach
Friendly

Focus on results
Time oriented
Way of delivery
but
5

Obtain issues were

arguments
took
place
Taking a review on
the decisions taken
by me on crucial
ones
nig feedbacks
Thinking their way
Understanding the
limitations

authoritative

Customer/Supp

Channels
communication
moderate
Open

Multiple channel of
communications to
be established

of

Issue based

Hearing more to
understand /learn
on innovation ,
new technologies.

***************************************************************************