DEVELOPING AND

MANAGING PERSONAL
EFFECTIVENESS

Presentation by:
MILAN MEHTA
 What is Personal Effectiveness?

Tim Ferriss’ words, “What you do is

infinitely more important than how you
do it.”
 Personal Effectiveness refers to the development of personal
mastery competence so that individuals are able to demonstrate an
ability to manage their lives and work with efficiency and efficacy.
 It focuses on the development of life skills to be effective at work
as well as maintain a balance between work and personal
responsibilities.
 It also addresses the skills needed for gaining and maintaining
employment by relating to an organization's goals and priorities.
 WHY DEVELOPING
PERSONAL EFFECTIVENESS ?
 Gain greater control of time and resources
 Identify new ways of prioritising their workload
 Enhance personal and team efficiencies
 Helps in making our strengths productive.
 Focuses our effort on making contributions.
 Manage effective delegation
 Develop a personal planning system for work and
home
 Helps in Making effective decisions.
 8 HABITS OF HIGHLY
EFFECTIVE PEOPLE
 Be proactive—Responsibility = Response + Ability
 Begin with the end in mind—Vision/Values
 Put first thing first—Integrity/Execution
 Seek first to understand- Mutual Understanding
 Then to be understood
 Synergize 1+1 > 2
 Sharpen the saw—learning
 Find your voice
 A Model for Increasing Effectiveness
The following model outlines a six-step
process to achieve the goals.
1. Awareness. Self-awareness is the most critical step in the
model because without it, you won’t recognize the need for
change.
2. Desire. Strong motivation for change.
3. Knowledge. Amount of information on how to change a
behavior or habit.
4. Practice. Effective practice begins with setting a deadline for
beginning a change that will increase effectiveness.
5. Success. Image or vision of what the change we are seeking
looks like.
6. Habit Integration. It takes time and effort to integrate
changes in behavior into daily routine. Habits are born over
time, and when practiced consistently, we begin to
experience our behavioral change in a natural way.
Building a Team Effectiveness Plan
 What do you plan to do differently in the
job to improve and become a high
performance team?
 Short term plans (daily/weekly)
 Long term plans (this year and beyond)
 What barriers might prevent you from
following through with your plans?
 What resources/support do you need to
change the perceptions of your team?
 How can your team emphasize these
behaviors?
 What kinds of situations give your team the
opportunity to demonstrate these strengths?
 Options For Development
FORMAL INFORMAL

Courses Coaching
TRAININ Education 360-Feedback
G Distance Learning Mentoring

Individual & Team

Job Enrichment
EXPERIENC Assignments
Job Rotation Teaching Others
E
Job Transfer Networking
Assessments
 Example of an Action Plan
EXAMPLE:
“Give employees the freedom to do their job”

SPECIFIC ACTIONS:
 Analyze strengths & weaknesses for each person
 Ask people how they intend to do the tasks, rather
than tell them how to do it
 Check on performance at longer intervals
 Encourage people to implement their own ideas,
not just yours
Team Performance Measurement

TEAM
OUPUTS

TEAM CUSTOME
TEAM RS
LEADER
PROCESS (INTERNA
L/
EXTERNA
TEAM MEMBERS L)
9 TRAITS OF PERSONAL EFFECTIVENESS
 Managing Personal Effectiveness
 Using Different Management Styles
 The 6 management Styles
 Understanding the default management style(s)
 When to use each of the management styles
 How to develop each of the styles
 Building Emotional Intelligence
 Different aspects of emotional intelligence
 The emotional competencies that undergird emotional intelligence
 How to recognize and develop each of the competencies
 Understanding your emotional intelligence
 Developing Thinking skills
 8 tools for problem solving
 Cause and effect diagrams
 Force field analysis
 Structured brainstorming
 Systems thinking
``There is no challenge more
challenging
than the challenge to improve
yourself``

THANK
YOU
 THE COERCIVE MANAGEMENT STYLE
 THE AUTHORITATIVE MANAGEMENT STYLE
 THE AFFILIATIVE MANAGEMENT STYLE
  THE DEMOCRATIC MANAGEMENT STYLE
 THE PACESETTING MANAGEMENT STYLE 
  THE COACHING MANAGEMENT STYLE