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Dr.N.Asokan M.Sc.,M.E.,Ph.d
9445191369
Talent
Knowledge
Skill
P
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ObjectiveTo capitalize on your
strength,
and manage around
your weakness
To be what we are,
and to become what
we are capable of
becoming
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
S t re n gt h
Talent
Knowledge Skill
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
Skill
Skills are the how-to’s of a ROLE
They are capabilities that can be
transferred from one person to
another
Procedural Knowledge
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
As we ‘learn’
the skills required of the task,
the whole activity gradually shifts
from conscious attention to
subconscious control
• 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.
• In theory, there is no difference between
theory and practice.
• In practice there is
• By Chuck Reid
Values
Those aspects of life that
you hold dear
Experimental Knowledge
As you make choices,
sometimes compromising,
sometimes holding firm,
you come to realize that certain
aspects of your life are
more importatant than others
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
Talent
Recurring pattern of thought,
feeling,
action or behaviour
that can be productively applied
Every role, performed at excellence,
requires talent
because
every role performed at excellence,
requires certain recurring pattern of
thought, feeling or behaviour
Filter (Finger Print)
A characteristic way of responding to
the world around you
• 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?
Filter
Creates in you all of your distinct
patterns, feelings and behaviors
Your Filter is the source of your Talents
Because every humane being is
guided by his unique filter,
the same situation produces very
different reactions
Same stimuli, different reactions,
very different performances
Your filter is constantly at work,
Sorting, Shifting, Creating your
World in Real Time
Your filter is constantly telling you
the few things
YOU MUST
Do or Feel or Think
Your Filter,
more than your
Race,
Sex,
Age, or
Nationality,
is
YOU
Talent - Examples
• Instinctively inquisitive
• Competitive
• Charming
• Persistent
• Nervousness? -Along with What If?
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
• Skill determine if you
can do something
• Talent reveals
something more
important: how well
and how often you do
it
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)
• 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.
Traces of Talents
• Spontaneous, top-of-the mind reactions
• Reactions under extreme stress
• Yearnings
• Rapid Learning
• Satisfactions
Yearnings
• Early days in life
• Child drawn to some activities and repelled by
others
• Differences between siblings
• You should pay attention, notice it
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
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
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?
MILL1ON
One in a million
P Y
A
A Rise in Pay
TEMPER TURE
A Drop in Temperature
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
S t re n gt h
Talent
Knowledge Skill
Habits /
Attitude/
Drive
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
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
C o m p e t e n c y
Part
Talent
Part
Knowledge
Part
Skill
Talent
Attitudes
Habits
Drive
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
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
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
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
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
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
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
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
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
Obstacles to Building Strengths
• Fear of Weakness
• Fear of Failure
• Fear of One’s True Self
Weakness
Activities that are effortless for some
may be
Frustratingly Difficult for others
Weakness
• Working hard to mange weakness only
prevent failure
• It will not help to reach excellence
• Understanding and cultivation strength only
will reach excellence
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
Identify weakness
• Knowledge weakness
• Skill weakness
• Talent weakness – definitely YES
YES
GAIN
NO
YES
Practice
NO
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
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
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
Confessing your
unfixable weakness,
you may win
the trust and respect of the
people around you
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
• 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.
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.
It is your opportunity to take your
natural talents and transform
them through focus and practice
and learning into consistent near
perfect performance
To be what we are, and to
become what we are capable of
becoming, is the only end of life
Baruch Spinoza, Philospher
Delusion:
Keep acting
Keep failing
and
do not realize it
Delusion and denial is a lethal combination
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
You will be most Successful
when you craft your Role to
play to your signature talents
most of the time
Questions
???
Everyday,
are you using your energy
OR
wasting your energy
Thank you

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Knowledge, Skill and Talent

  • 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
  • 68. Everyday, are you using your energy OR wasting your energy

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