1.
Welcome

2.
“ Positivity” in the Workplace <ul><li>“ Positivity” is as contagious as negativity </li></ul><ul><li>Better communication decreases negativity and increases “positivity” in your workforce </li></ul><ul><li>Work toward creating a positive attitude among your peers, employees, customers and clients </li></ul>

3.
“ Positivity” in the Workplace <ul><li>Be likeable </li></ul><ul><li>Be respectful </li></ul><ul><li>Don’t aggravate the situation </li></ul><ul><li>Don’t force people to be defensive </li></ul><ul><li>Don’t always try to find fault </li></ul><ul><li>Be willing to lose a battle to win a war </li></ul><ul><li>Be patient </li></ul><ul><li>Smile </li></ul>

4.
Tips For Building a Positive Work Attitude <ul><li>Build a positive attitude in another environment </li></ul><ul><li>Talk about positive things </li></ul><ul><li>Look for good things in the people you work with </li></ul><ul><li>Look for good things in your organization </li></ul><ul><li>Avoid financial problems </li></ul><ul><li>Avoid negative attitude traps of fellow workers </li></ul><ul><li>Make frequent self-assessments </li></ul>

5.
Be Careful of Too Much “Positivity”

6.
Chinese Philosopher Lao Tzu Said <ul><li>Always we hope someone else has the answer. </li></ul><ul><li>Some other place will be better. </li></ul><ul><li>Some other time it will all turn out.. </li></ul><ul><li>No one else has the answer. </li></ul><ul><li>No other place will be better, and it has already turned out. </li></ul><ul><li>At the center of your being you have the answer… </li></ul><ul><li>Search your heart and see the way to do is to be. </li></ul>

7.
Positive Work Environment <ul><li>A Happy and Productive Workforce doesn’t happen by itself . . . </li></ul><ul><li>It takes a lot of hard work and a great deal of effort by everyone. </li></ul><ul><li>The reward is worth the effort. </li></ul>

8.
<ul><li>- Dog eat dog . . . everyone fighting to get ahead </li></ul><ul><li>- No one appreciates your contributions </li></ul><ul><li>- Too much work . . . not enough help </li></ul><ul><li>- Deadlines are unrealistic </li></ul><ul><li>- Longer hours . . . additional work </li></ul><ul><li>- Budget Constraints </li></ul><ul><li>- Competition is eating us alive </li></ul><ul><li>- Poor management / direction </li></ul><ul><li>- Job insecurity </li></ul>Negative Work Environment

9.
Bulldozers Snipers Exploders Clams Patronizers Complainers Controllers Backstabbers Walking Wounded Negatives Gossips Brown Nosers Sluffers Whiners Other People’s Behavior

10.
<ul><li>Challenges our paradigms </li></ul><ul><li>Alters the way we think </li></ul><ul><li>Makes life more difficult for a while </li></ul><ul><li>Causes Stress </li></ul><ul><li>Is an ongoing fact of life </li></ul>“ The only person who always likes change is a wet baby” CHANGE . . . Changing Environment

11.
Past Experiences Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch!

12.
<ul><li>GENETIC : My Grandparents did it to me. (Inherited traits) </li></ul><ul><li>PSYCHIC : My Parents did it to me. (Upbringing) </li></ul><ul><li>ENVIRONMENTAL : My Spouse, my Boss, the Company, the Economy, etc.. is doing this to me. (Surroundings) </li></ul>Determinism Theory

13.
<ul><li> “ Are some people just born positive thinkers </li></ul><ul><li>. . . or is it their CHOICE ?” </li></ul>Life’s Little Question

14.
Choose the Right Luggage Dodge Bullets Be Bulletproof

15.
The Problem With Dodging Bullets You’re going to get hit!

16.
Choice #2 Wear Bulletproof Armor

17.
Bulletproof Armor Comes from SELF CHANGE

18.
Putting on the Armor Change 3 Things!

19.
How to Change Your Attitude ATTITUDE ATTITUDE Changes happen personally from the INSIDE OUT!

20.
<ul><li>I am responsible . . . </li></ul><ul><li>. . . for who I am </li></ul><ul><li>. . . for what I have </li></ul><ul><li>. . . for what I do </li></ul>So . . . Accept Responsibility ATTITUDE

21.
Step #2 Take Control Negative world view YOU FROM THE INSIDE . . . OUT! Ownership Values Mission Discipline ATTITUDE

22.
How to Change Your Thinking THINKING THINKING Changes come from observing logically in every situation

23.
Observe Your Thinking THINKING It sucks to be him. I refuse to let this hook me! This is all very interesting What can I do to defuse this? Tomorrow it will look very different. I’d like to beat the …

24.
Manage Your Self - Talk If you think you Can, or you think you Can’t… YOU’RE RIGHT ! Henry Ford THINKING This is going to be a wonderful day! This is going to be a crappy day!

25.
How to Change Your Behavior BEHAVIOR BEHAVIOR Changes take true assessment, determination & discipline

26.
Choose Your Behavior REACTIVE RESPONSIBLE BEHAVIOR Response My Response My Choice Stimulus Stimulus

27.
Steps Toward Changing Behavior <ul><li>1. Unconscious Incompetence </li></ul>2. Conscience Incompetence 3. Conscience Competence 4. Unconscious Competence BEHAVIOR The New YOU!

28.
Add POSI + IVE Behavior <ul><li>INFLUENCE YOUR ENVIRONMENT! </li></ul><ul><li>Sprinkle some “positive” on the negatives </li></ul><ul><li>Focus on the good of each day </li></ul><ul><li>Stay out of the “feeding frenzies” </li></ul><ul><li>Say “please” and “thank you” </li></ul><ul><li>Practice EMPATHY </li></ul><ul><li>Evaluate YOUR behavior </li></ul><ul><li>Never miss an opportunity to complement </li></ul><ul><li>Spread a SMILE around </li></ul>Replace the BAD HABITS! BEHAVIOR

29.
More POSI + IVE Contributions <ul><ul><li>1. Is it true? </li></ul></ul><ul><ul><li>2. Is it harmful? </li></ul></ul><ul><ul><li>3. Is it necessary? </li></ul></ul><ul><li>Keep promises </li></ul><ul><li>Have a forgiving view of people </li></ul><ul><li>Keep an open mind with changes </li></ul><ul><li>Count to 1000 if necessary </li></ul><ul><li>See criticism as opportunity to improve </li></ul><ul><li>Cultivate your sense of humor </li></ul><ul><li>Before you say anything to anyone, ask </li></ul><ul><li>yourself three things </li></ul>

30.
<ul><li>Watch your definitions - </li></ul><ul><li>they become thoughts </li></ul><ul><li>Watch your thoughts - </li></ul><ul><li>they become words </li></ul><ul><li>Watch your words - </li></ul><ul><li>they become actions </li></ul><ul><li>Watch your actions - </li></ul><ul><li>they become your destiny </li></ul>Remember to . . .

31.
The Choice is YOURS With a Bad attitude you can never have a positive day With a Positive attitude you can never have a bad day

32.
SOME BASIC QUESTIONS <ul><li>Where do you spend most of your active time? </li></ul><ul><li>What do you want to achieve? </li></ul><ul><li>Whom do you love most? </li></ul><ul><li>To whom you talk most? </li></ul><ul><li>Can you change a person’s character? </li></ul><ul><li>Who can change your character? </li></ul>

33.
“ I can not teach anybody anything, I can only make them think” –Socrates <ul><li>One’s ALTITUDE in life is determined by his ATTITUDE </li></ul><ul><li>FACTORS AFFECTING ATTITUDE </li></ul><ul><ul><ul><ul><ul><li>ENVIRONMENT </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>CULTURE </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>EXPERIENCE </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>EDUCATION </li></ul></ul></ul></ul></ul>

34.
“ YOU NEVER GET A SECOND CHANCE TO MAKE A FIRST IMPRESSION” <ul><li>+VE -VE </li></ul><ul><li>CARING UNPLEASENT </li></ul><ul><li>CONFIDENT PURPOSELESS </li></ul><ul><li>PATIENT UNFRIENDLY </li></ul><ul><li>HUMBLE HIGH STRESS </li></ul><ul><li>FOCUS ON STRENGTH FOCUS ON WEAKNESS </li></ul><ul><li>FIND OPPORTUNITY IN EVERY FIND CALAMITY IN EVERY OPPORTUNITY . </li></ul><ul><li>CALAMITY. </li></ul>

35.
EIGHT STEPS TO CHANGE ATITUDE <ul><li>Look for the positive, Be optimistic. </li></ul><ul><li>Make a Habit of doing it now. </li></ul><ul><li>Develop an attitude of gratitude. </li></ul><ul><li>Get into a continuous Education programme </li></ul><ul><li>Have positive self-esteem </li></ul><ul><li>Stay away from negative influence </li></ul><ul><li>Learn to like the things that need to be done. </li></ul><ul><li>Start your day with something positive . </li></ul>

36.
THE ICEBERG <ul><li>HOW MUCH DO YOU SEE OF AN ICEBERG? </li></ul>

37.
THE ICEBERG ONLY 10 OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.

38.
THE ICEBERG SEA LEVEL 10 % 90 % VISIBLE ABOVE SEA LEVEL INVISIBLE BELOW SEA LEVEL

39.
<ul><li>The Iceberg phenomena is also applicable on human beings … </li></ul>THE ICEBERG

40.
THE ICEBERG SEA LEVEL KNOWLEDGE & SKILLS ATTITUDE UNKNOWN TO OTHERS KNOWN TO OTHERS

41.
<ul><li>In other words, </li></ul>THE ICEBERG

42.
THE ICEBERG SEA LEVEL BEHAVIOR VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS KNOWN TO OTHERS UNKNOWN TO OTHERS IMPACT

43.
THE CAN DO ATTITUDE <ul><li>You CAN DO everything, but not all at once. </li></ul><ul><li>You CAN DO everything, if it’s important enough for you to do. </li></ul><ul><li>You CAN DO everything, but you may not be the best at everything. </li></ul><ul><li>You CAN DO everything, but there will be limitations. </li></ul><ul><li>You CAN DO everything, but you’ll need help. </li></ul>

44.
ATTITUDE <ul><li>Positive mental attitude /proactive </li></ul><ul><li>Willing to lead by examples </li></ul><ul><li>Willing to adapt to different situations and people </li></ul><ul><li>Caring for the growth and development of group members </li></ul><ul><li>Open minded and receptive to new ideas </li></ul>

45.
ATTITUDE cont. <ul><li>Modest and unselfish </li></ul><ul><li>Understanding </li></ul><ul><li>People loving </li></ul><ul><li>Group conscious </li></ul><ul><li>Empathetic </li></ul>

46.
QUALITIES OF A LEADER <ul><ul><li>1. Accept Responsibility </li></ul></ul><ul><ul><li>2. Show Consideration </li></ul></ul><ul><ul><li>3. Choose your words carefully </li></ul></ul><ul><ul><li>4. Don’t criticize & complain </li></ul></ul><ul><ul><li>5. Be pleasant & smile </li></ul></ul><ul><ul><li>6. Be a good listener </li></ul></ul><ul><ul><li>7. Be Enthusiastic </li></ul></ul><ul><ul><li>8. Give honest & Sincere Appreciation </li></ul></ul><ul><ul><li>9. Accept Mistakes </li></ul></ul><ul><ul><li>10. Don’t Argue </li></ul></ul><ul><ul><li>11. Don’t Gossip </li></ul></ul><ul><ul><li>12. Turn your promises into commitment </li></ul></ul><ul><ul><li>13. Develop an attitude of gratitude. </li></ul></ul><ul><ul><li>14. To have a friend, Be a friend </li></ul></ul><ul><ul><li>15. Develop a sense of humour. </li></ul></ul>

47.
Rights and Responsibilities <ul><li>To speak up To Listen </li></ul><ul><li>To take To give </li></ul><ul><li>To have problems To find solutions </li></ul><ul><li>To be comforted To comfort </li></ul><ul><li>To work To do your best </li></ul><ul><li>To make mistakes Correct mistakes </li></ul><ul><li>To laugh Make others happy </li></ul><ul><li>To have friends To be a friend </li></ul>

48.
WHAT MAKES YOUR LIFE 100% ? = = = = 82 96 98 100 Let each letter of the alphabetic has a value equals to it sequence of the alphabetical order: A B C D E F G H I J K L M N O P Q R S T U V W X Y Z 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 A T T I T U D E 1 20 20 9 20 21 4 5 K N O W L E D G E 11 14 15 23 12 5 4 7 5 H A R D W O R K 8 1 12 4 23 15 18 11 S K I L L S 19 11 9 12 12 19

49.
Need <ul><li>Emotional Intelligence is very important for managers as it is one of the important deciding factor for relationship management resulting in motivation, retention , self management & managing others. </li></ul>

50.
Emotional Intelligence <ul><li>Emotional Intelligence is the ability of an individual to deal successfully with other people , to manage one’s self, motivate other people, understand one's own feelings and appropriately respond to the everyday environment </li></ul>

51.
Emotional Intelligence <ul><li>In Working with Emotional Intelligence, author Daniel Goleman defines EI in the workplace as the ability of employees to recognise: </li></ul><ul><li>Their own feelings </li></ul><ul><li>The feelings of others </li></ul><ul><li>What motivates them </li></ul><ul><li>How to manage their emotions, both in themselves and in relationships with others </li></ul>

52.
Emotional Intelligence <ul><li>In Working with Emotional Intelligence, author Daniel Goleman defines EI in the workplace as the ability of employees to recognize: </li></ul><ul><li>Their own feelings </li></ul><ul><li>The feelings of others </li></ul><ul><li>What motivates them </li></ul><ul><li>How to manage their emotions, both in themselves and in relationships with others </li></ul>

53.
Emotional Intelligence <ul><li>Emotional Intelligence doesn't mean being soft – it means being intelligent about emotions – a different way of being smart. Emotional intelligence is your ability to acquire and apply knowledge from your emotions and the emotions of others in order to be more successful and lead a more fulfilling life. </li></ul>

54.
Need <ul><li>When Managers Fail, It is Usually Due To Poor Emotional Intelligence </li></ul><ul><li> by Freda Turner </li></ul>

55.
Leaders with empathy are able to understand their employees’ needs and provide them with constructive feedback, he says

56.
Why Emotional Intelligence is necessary for managers Help them manage effective relationship. Help them being focussed and stay on track by remembering purpose & vision.

57.
EQ is very important for managers as they are direct line of contact & their behaviour & treatment determines retention & turnover

58.
When trust is lacking performance suffers

59.
Enhancing EI skills enables Supervisors and Managers to regulate their emotions and motivate themselves more effectively – allowing them to manage their own emotional turmoil effectively and demonstrate compassion and empathy for their employees. EQ & Managers

60.
IT also provides them with the courage to push against the system to make necessary changes for their people. All employees want a supportive, caring Supervisor or Manager who has their best interests at heart

61.
Types of EQ

62.
Working with people means working with Emotions <ul><li>When people are working at a common place , emotions will play a role. theories to the contrary notwithstanding. “Don’t bring your personal problems to work” is one variation of the argument that emotions are inappropriate in the workplace. Business decisions, so the argument goes, should be based on information, logic and calm cool reason, with emotions kept to a minimum. </li></ul>

63.
Components of Emotional Intelligence <ul><li>There are five parts to it. One is knowing what you're feeling. The second is managing your feelings, especially distressing feelings. The third is self-motivation, the fourth is empathy and the fifth is managing relationships </li></ul>

64.
Probabilities of not having an Good Emotional Intelligence and their consequences <ul><li>While people have shown they can produce better results at workplace, many of us lack emotional intelligence.We simply don’t know how to perceive, understand,express and manage our emotions effectively.There are adverse consequences to have low emotional intelligence.These includes:- </li></ul><ul><li>Relationship Problems </li></ul><ul><li>Rage in the Workplace </li></ul><ul><li>Poor decision making capability </li></ul><ul><li>failure to advance in career </li></ul>

65.
Relationship Problems Rage in the workplace

66.
Poor decision making capability

67.
failure to advance in career

68.
How EQ succedes IQ <ul><li>Emotional Intelligence explains why inspite of equal intellectual capacity, educational background,training or experience some people excel while others of same caliber and high educational degree lag behind. </li></ul><ul><li>Emotional Intelligence is the dimension of intelligence responsible for our ability to manage ourselves and our relationship with others. </li></ul>

69.
EQ versus IQ

70.
Once upon a time there was a bunch of baby frogs........

71.
… participating in a competition. The target was to get to the top of a high tower.

72.
A crowd of people had gathered to observe the race and encourage the particip ants.....

73.
The start shot rang out. ......

74.
Quite honestly: None of the onlookers believed that the baby frogs could actually accomplish getting to the top of the tower . Words like: &quot;Åh, it’s too difficult!!! They’ll never reach the top.&quot; or: &quot;Not a chance... the tower is too high!&quot;

75.
One by one some of the baby frogs fell off… ...Except those who fastly climbed higher and higher.. The crowd kept on yelling: &quot;It’s too difficult. Nobody is going to make it!&quot;

76.
More baby frogs became tired and gave up... ...But one kept going higher and higher..... He was not about giving up! At the end everybody had given up, except the one determined to reach the top!

77.
All the other participants naturally wanted to know how he had managed to do what none of them others had been able to do! One competitor asked the winner, what was his secret?

78.
The truth was....... The winner was deaf!!!!

79.
The lesson to be learned: Don’t ever listen to people who are negative and pessimistic... … they will deprive you of your loveliest dreams and wishes you carry in your heart ! Always be aware of the power of words, as everything you hear and will interfere with your actions!

80.
MOTIVATING EMPLOYEES

81.
Generate and sustain HOPE The great psychiatrist, Viktor Frankl, a survivor of the concentration camps during the second world war demonstrated that those prisoners who survived the terrible rigours of the regime were those who had HOPE. Those who lost hope of survival were more likely to die. To quote Nelson Mandela, writing about his 27 years of imprisonment in his book 'The Long Walk to Freedom': &quot;I am fundamentally an optimist. There were many dark moments when my faith in humanity was sorely tested, but I would not and could not give myself up to despair. That way lay defeat and death.&quot;

82.
Focus on SIMPLE SHORT TERM goals When times are good it is fashionable to talk about a long-term vision. When times are bad it is much more appropriate to encourage your people to focus on short-term goals, even daily goals. The explorer Ranulph Fiennes writes in his book 'Beyond the Limits' &quot; To avoid being crushed by the very thought of all the difficulties and hazards of the task ahead, divide your target up into a number of much smaller goals and then think of them only at one at time&quot;.

83.
Encourage CREATIVITY and RISK-TAKING In the book 'Against the Odds' the CEO James Dyson states &quot;There are 5 billion people out there thinking in train tracks, and thinking what they have been taught to think. Go in an be illogical.&quot; He has proved this time and time again for example with the invention of the bag-less vacuum cleaner which his company manufactures and markets worldwide. During adversity you cannot have a teams of people and a company which continues to think and behave in the same old routines. To extricate yourself from the crisis it is essential that you start doing things differently. The tried and tested answers will not provide the solution to the adversity.

84.
Keep EVERYONE INVOLVED Two ex-CEO's of airlines have demonstrated that when a company is on the edge of bankruptcy it is critical to involve every single employee in plans to resuscitate the company. Thus Jan Carlzon ex CEO of SAS Airlines used a 'little red book' entitled &quot;Let's Get in There and Fight&quot; to stimulate the motivation of his people and involve them in getting the airline back to profitability.

85.
Give TIME to people Adversity breeds uncertainty and insecurity. Negative emotions begin to swirl around inside employees' minds. This can distract them and inhibit performance. An essential role for the CEO therefore is to give TIME to his employees so they can go through a cathartic process and give vent to all their feelings about the current situation. Chung Po-Yang (Po Chung), founder of DHL in Hong Kong calls this 'mental and emotional re-engineering'. It is essential he says to take a full inventory of positive and negative emotions and then get rid of the negative emotions.

86.
LISTEN and LEARN Closely related to the above is the essential discipline of listening and learning from your front-line people. Peter Senge, author of the 'Fifth Discipine' states &quot;In most companies that fail, there is abundant evidence in advance that the firm is in trouble. This evidence goes unheeded, however, even when individual managers are aware of it. The organization as a whole cannot recognize impending threats, understand the implications of those threats, or come up with alternatives.&quot; The role of the CEO is therefore to keep his ear close to the ground, especially at times of adversity. The mere fact that he listens and learns from his people will enhance their motivation. Front-line people feel valued when CEO's seek their advise.

87.
Dr.R.PRAKASH Professor Kerala agriccultural university College of Agriculture Vellayani.P.o Thiruvananthapuram 9446331825(m)