Knowledge, Skill and Talent

Faculty Trainer, Key note speaker, Learning and Development, and Former Engineering College Principal um Consultant
25. Oct 2016

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Knowledge, Skill and Talent

  1. S t r e n g t h Dr.N.Asokan M.Sc.,M.E.,Ph.d 9445191369 Talent Knowledge Skill P o t e n t i a l c o m p e t e n c y
  2. ObjectiveTo capitalize on your strength, and manage around your weakness To be what we are, and to become what we are capable of becoming
  3. Strength • Consistent near perfect performance in an activity • For an activity to be a strength you must be able to do it consistently • You do not have to have strength in every aspect of your role in order to excel • You will excel only by maximizing your strengths, never fixing your weakness
  4. S t re n gt h Talent Knowledge Skill
  5. Knowledge Factual Knowledge • What you aware of • Things you know • Can and Should be Taught Experimental Knowledge • Understandings you have picked up along the way – Experience • Less Tangible and much harder to teach • Acquiring is individual responsibility • Comes with Time, if you are Listening
  6. Skill Skills are the how-to’s of a ROLE They are capabilities that can be transferred from one person to another Procedural Knowledge
  7. Skill The Best way to teach a skill is to break down the total performance into steps, which the student then reassembles The Best Way to develop a skill is to P R A C T I C E
  8. As we ‘learn’ the skills required of the task, the whole activity gradually shifts from conscious attention to subconscious control
  9. • Any experience involves both knowledge and skill. • But while quite different forms of experience can generate the same knowledge. • Every diffrenrt forms of experience generates different skills.
  10. • In theory, there is no difference between theory and practice. • In practice there is • By Chuck Reid
  11. Values Those aspects of life that you hold dear Experimental Knowledge
  12. As you make choices, sometimes compromising, sometimes holding firm, you come to realize that certain aspects of your life are more importatant than others
  13. These critical aspects, guiding the choices you make in the future. Some of these values will remain constant throughout your life. Others will change with time and reflection
  14. Talent Recurring pattern of thought, feeling, action or behaviour that can be productively applied
  15. Every role, performed at excellence, requires talent because every role performed at excellence, requires certain recurring pattern of thought, feeling or behaviour
  16. Filter (Finger Print) A characteristic way of responding to the world around you
  17. • Which stimuli to notice and which to ignore • Which to love and which to hate Tells you • Are you competitive? / ego driven? / altruistic? Creates your innate motivations • Are you disciplined/laissez-faire/ practical / strategic Defines how you think Forges your prevailing attitudes Are you Optimistic or cynical? Are you Calm or anxious? Are you Empathetic or Cold?
  18. Filter Creates in you all of your distinct patterns, feelings and behaviors Your Filter is the source of your Talents
  19. Because every humane being is guided by his unique filter, the same situation produces very different reactions Same stimuli, different reactions, very different performances
  20. Your filter is constantly at work, Sorting, Shifting, Creating your World in Real Time
  21. Your filter is constantly telling you the few things YOU MUST Do or Feel or Think
  22. Your Filter, more than your Race, Sex, Age, or Nationality, is YOU
  23. Talent - Examples • Instinctively inquisitive • Competitive • Charming • Persistent • Nervousness? -Along with What If?
  24. Talent so important to Strength Building • Every day you have small decisions to make • Talent influence every small decisions you make • Thousands of small decisions that confront you throughout the day • Unable to intellectualize every minute decision • You are compelled to react instinctively • Brain finds and follow the path of least resistance – your Talent • Sum of these tiny decisions – your performance for the day
  25. • Skill determine if you can do something • Talent reveals something more important: how well and how often you do it
  26. Three ways to learn NATURALLY 1. Continue To Strengthen Your Synaptic Connections (as happens when you perfect a talent with relevant skills and knowledge) 2. Keep Losing More of Your Extraneous Connections (as also happens when you focus on your talents and allow other connections to deteriorate) 3. Develop a few More Synaptic Connections (least efficient)
  27. • Learning is NOT an event but a Process • Ongoing support to be provided to participants AFTER the training • Talents have not only an “I can’t help it” quality to training participants but also an “ it feels good” quality.
  28. Traces of Talents • Spontaneous, top-of-the mind reactions • Reactions under extreme stress • Yearnings • Rapid Learning • Satisfactions
  29. Yearnings • Early days in life • Child drawn to some activities and repelled by others • Differences between siblings • You should pay attention, notice it
  30. Rapid Learning • Sometimes doesn’t signal through yearning • Notice it comparatively late in life • Start to learn new skill • in the context of new job • new challenges • new environment • Immediately your brain light up, switch on • Skipping the steps to achieve, ahead of others If you learn rapidly, look deeper, that is your talent
  31. Satisfaction • Feels good, when perform an activity, do it • You either feel it or you don’t • When can I do this again • Bringing order to chaos • Host an event • Delighted in Cleanliness, maintain discipline • Finding the truth
  32. Three kinds of Talent Striving Why of a Person Why he gets out of bed every day? Thinking How of a person How he comes to this decision? Relating Who of a person Whom he builds relationship? Whom he confronts?
  33. MILL1ON One in a million
  34. P Y A A Rise in Pay
  35. TEMPER TURE A Drop in Temperature
  36. B U T 1 ) T H O U G H T 2 ) T H O U G H T B u t o n s e c o n d t h o u g h t
  37. S t re n gt h Talent Knowledge Skill Habits / Attitude/ Drive
  38. Talent • Excellence • Innovation • Strategic thinking • Unteachable • Hard to transferable Skill • Arithmetic • Word, Excel • Give a safe Injection • Teachable Knowledge • Safety Rules • Teachable Limitation of Skill & Knowledge – Situation Specific
  39. Range in Performance • Same Education, Same Experience, Same Brain Power, Same Willpower will end up with a range in performance • Talent is more important than • Talent only can explain why, all other factors being equal, some people excel in the role and some struggle Same Stimuli, different reaction due to talents, very different performances
  40. C o m p e t e n c y Part Talent Part Knowledge Part Skill Talent Attitudes Habits Drive
  41. Strength Finder Profile • To monitor your behavior and feelings over an extended period of time • Paying particular attention to clues • To find where you have the greatest potential for a strength
  42. Themes of Strengths Person Category Quality Achiever Adaptability Analytical Activator Arranger Belief Command Competition Communication Deliberative Connectedness Discipline Developer Context Empathy Focus Fairness Futuristic Learner Ideation Harmony Maximizer Inclusiveness Individualization Relator Input positivity Self-assurance Intellection Significance Responsibility strategic Restorative Woo
  43. Achiever • A constant need for achievement, next, next • Every day starts at zero and ends with an achievement • Achievement may not be logical or focused • Working long hours without burning out • Always looking for new task and new challenges
  44. Activator • When can we start? • Only action can make things happen • Only action leads to performance • In you view, action and thinking are not opposite, you work while you think • Believe , action is the best device for learning • You make decision, take action, look at the result and you learn • You will not be judged by whay you say, not by what you think, but by what you get done
  45. Analytical • You challenge others to prove it, ask for evidence • You do not kill others idea but look fro proof • Like data very much, look for patterns and connections • Want to understand how certain pattern affects one another, how do you combine, what is the outcome, how yhis outcome fit with thoery • You peel the layers until the root causes are revealed
  46. Arranger • You keep so many things in head at once • Love to deal with so mnay factors with a complex situations • You stay so flexible • Always looking for perfect configurations • Last minute unexpected changes will not confuse you • Jump into the confusion, devise new options, hunting new paths of least resistance, figuring out new partnerships
  47. Belief • Family-oriented, selfless, spiritual • Value responsibility and high ethics – both in yourself and others • Core values affect your behaviors • Core values give life meaning and satisfaction • Core values directed you to set priorities • Success is more than money and prestige • Trusted and Dependable
  48. Command • Take charge • No discomfort on imposing your ideas on others • Opinion is formed , you need to share with others • Once goal is set, you are restless until you aligned others with you • Not frightened by confrontations • Guts to say NO, tough and unpleasant decisions/info • You need things to be clear between people
  49. Communication • You like to explain, describe, host, speak in public and to write • You like to give life and energy to ideas • You turn events into stories and practice telling them • You want your info, idea, story, product to survive • You hunt for perfect phrase • You inspire people to act, sharpen their world • People like to listen to you
  50. Obstacles to Building Strengths • Fear of Weakness • Fear of Failure • Fear of One’s True Self
  51. Weakness Activities that are effortless for some may be Frustratingly Difficult for others
  52. Weakness • Working hard to mange weakness only prevent failure • It will not help to reach excellence • Understanding and cultivation strength only will reach excellence
  53. Weakness - Definition • Anything that gets in the way of excellent performance • As soon as you find yourself in a ROLE that requires you to one of your nontalents - or area of low skills or knowledge – a weakness is born Focus on your strengths and find ways to manage your weakness
  54. Identify weakness • Knowledge weakness • Skill weakness • Talent weakness – definitely YES YES GAIN NO YES Practice NO
  55. Managing a Talent Weakness 1. Get a little better at it – baseline requirement for any role – at the cost of what? 2. Design a support system- what - if Anticipate the obstacles – find alternate path A system that stops your worrying about a weakness is freeing up time to refine your strength
  56. 3. Use one of your strongest themes to overwhelm your weakness Pressure of performing weakness may bring out your strength Speak on stage – fear – brain work faster and words flow sponatneousely
  57. 4. Find a Partner What is impresssive is simply each person’s willingness to admit their imperfections It takes a strong person to ask for help 5. Just stop doing it and see whether any one cares – if so, 3 out comes surprises you a. How little anyone cares b. How much respect you gain c. How much better you feel
  58. Confessing your unfixable weakness, you may win the trust and respect of the people around you
  59. Fear of Failure • All failures are not equal, some are easy to digest • When the cause of the failure seems to have nothing to do with who we really are, we can accept it
  60. • Our basic insticts encourages us to take pleasure in another’s misfortunes;unfortunatly, the pleasure seems to incraes in direct propotion to the other perosn’s ego. The bigger his ego, the greater our pleasure in his failure.
  61. Act, Learn, refine, Act, Learn, refine • To be bold • To be perceptive (sharp, aware, understanding, keen, observant) • To listen for performance feedback from the outside world • To keep investigating your strengths despite the many influences pulling you away from them If at first you don’t succeed, try again. Then quit. There is no point making a fool of yourself. You might be searching for your strengths in the wrong places.
  62. It is your opportunity to take your natural talents and transform them through focus and practice and learning into consistent near perfect performance
  63. To be what we are, and to become what we are capable of becoming, is the only end of life Baruch Spinoza, Philospher
  64. Delusion: Keep acting Keep failing and do not realize it Delusion and denial is a lethal combination
  65. Fear of One’s True Self Symptoms:  Plain old insecurity  A feeling of inadequacy  Flip side of insecurity is complacency  Suspect Luck and circumstances for Success NOT Strength  Feel strength is Degrees, certificates as proof.  Natural Talents is Strength We live with our strengths everyday without realizing / take it granted. We have to REMAIND
  66. You will be most Successful when you craft your Role to play to your signature talents most of the time
  67. Questions ???
  68. Everyday, are you using your energy OR wasting your energy
  69. Thank you

Hinweis der Redaktion

  1. Ajith Movie, Dural direction, Jothika
  2. Synaptic connections Per day 1000 decisions, 240 working day 2,40,000 decisions
  3. Pp52 to 58
  4. 3 because your body has to expand realtively large amount of energy craeting the biological infrasturtcure to create ne s connections. Repetative training without underlying talent is drains you of energy, it is unnatural and unsatisfying- thankless task
  5. Disciplinary committee, enquiry commitee
  6. Situation changes, no use of skill and knowledge, only talents helps
  7. Truck drivers, what if