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“ Positivity” in the Workplace ,[object Object],[object Object],[object Object]
“ Positivity” in the Workplace ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Tips For Building a Positive Work Attitude ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Be Careful of  Too Much “Positivity”
Chinese Philosopher Lao Tzu Said ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Positive Work Environment ,[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Negative Work Environment
Bulldozers Snipers Exploders Clams Patronizers Complainers Controllers Backstabbers Walking Wounded Negatives Gossips Brown Nosers Sluffers Whiners Other People’s Behavior
[object Object],[object Object],[object Object],[object Object],[object Object],“ The only person who always likes change is a wet baby” CHANGE . . .   Changing Environment
Past Experiences Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch!
[object Object],[object Object],[object Object],Determinism Theory
[object Object],[object Object],Life’s Little Question
Choose the Right Luggage Dodge Bullets Be Bulletproof
The Problem With Dodging Bullets You’re going to get hit!
Choice #2   Wear Bulletproof Armor
Bulletproof Armor Comes from SELF CHANGE
Putting on the Armor Change  3 Things!
How to  Change  Your  Attitude ATTITUDE ATTITUDE Changes happen personally from the  INSIDE OUT!
[object Object],[object Object],[object Object],[object Object],So . . . Accept Responsibility ATTITUDE
Step #2  Take Control Negative world view YOU FROM THE INSIDE . . . OUT! Ownership Values Mission Discipline ATTITUDE
How to  Change  Your  Thinking THINKING THINKING Changes come from observing  logically  in  every situation
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 …
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!
How to  Change  Your  Behavior BEHAVIOR BEHAVIOR Changes take true assessment, determination & discipline
Choose Your Behavior REACTIVE RESPONSIBLE BEHAVIOR Response My Response My Choice Stimulus Stimulus
Steps Toward Changing Behavior ,[object Object],2.   Conscience Incompetence 3.   Conscience Competence 4.   Unconscious Competence BEHAVIOR The New YOU!
Add   POSI + IVE   Behavior ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Replace the BAD HABITS! BEHAVIOR
More  POSI + IVE  Contributions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Remember to . . .
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
SOME BASIC QUESTIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ I can not teach anybody anything, I can only make them think” –Socrates ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ YOU NEVER GET A SECOND CHANCE TO MAKE A FIRST IMPRESSION” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
EIGHT STEPS TO CHANGE ATITUDE   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
THE ICEBERG ,[object Object]
THE ICEBERG ONLY 10 OF  ANY  ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.
THE ICEBERG SEA LEVEL 10 % 90 % VISIBLE ABOVE SEA LEVEL INVISIBLE BELOW SEA LEVEL
[object Object],THE ICEBERG
THE ICEBERG SEA LEVEL KNOWLEDGE & SKILLS ATTITUDE UNKNOWN  TO OTHERS KNOWN  TO OTHERS
[object Object],THE ICEBERG
THE ICEBERG SEA LEVEL BEHAVIOR VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS KNOWN  TO OTHERS UNKNOWN  TO OTHERS IMPACT
THE  CAN DO  ATTITUDE ,[object Object],[object Object],[object Object],[object Object],[object Object]
ATTITUDE   ,[object Object],[object Object],[object Object],[object Object],[object Object]
ATTITUDE  cont. ,[object Object],[object Object],[object Object],[object Object],[object Object]
QUALITIES OF A LEADER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rights and Responsibilities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
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
Need ,[object Object]
Emotional Intelligence ,[object Object]
Emotional Intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object]
Emotional Intelligence ,[object Object],[object Object],[object Object],[object Object],[object Object]
Emotional Intelligence ,[object Object]
Need ,[object Object],[object Object]
Leaders with empathy are able to understand their employees’ needs and provide them with constructive feedback, he says
Why Emotional Intelligence is necessary for managers Help them  manage effective relationship. Help them being focussed and stay on track by remembering purpose & vision.
EQ is very important for managers as  they are direct line of contact & their  behaviour & treatment determines  retention & turnover
When trust is lacking performance suffers
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
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
Types of EQ
Working with people means working with Emotions ,[object Object]
Components of Emotional Intelligence ,[object Object]
Probabilities of not having an Good Emotional Intelligence and their consequences ,[object Object],[object Object],[object Object],[object Object],[object Object]
Relationship Problems Rage in the workplace
Poor decision making capability
failure to advance in career
How EQ succedes IQ ,[object Object],[object Object]
EQ versus IQ
Once upon a time there was a bunch of baby frogs........
…  participating in a  competition. The target was to get to the top of a high tower.
A crowd of people had gathered to observe the race and encourage the particip ants.....
The start shot rang out. ......
Quite honestly: None of the onlookers believed that the baby frogs could actually accomplish getting to the top of the tower . Words like: "Åh, it’s too difficult!!! They’ll never reach the top." or: "Not a chance... the tower is too high!"
One by one some of the baby frogs fell off… ...Except those who fastly climbed higher and higher..  The crowd kept on yelling: "It’s too difficult. Nobody is going to make it!"
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!
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?
The truth was....... The winner was deaf!!!!
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!
MOTIVATING EMPLOYEES
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': "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." 
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' " 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". 
Encourage CREATIVITY and RISK-TAKING In the book 'Against the Odds' the CEO James Dyson states "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." 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. 
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 "Let's Get in There and Fight" to stimulate the motivation of his people and involve them in getting the airline back to profitability. 
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. 
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 "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."  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. 
Dr.R.PRAKASH Professor Kerala agriccultural university College  of Agriculture Vellayani.P.o Thiruvananthapuram 9446331825(m)

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positive thinking and EQ

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  • 5. Be Careful of Too Much “Positivity”
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  • 9. Bulldozers Snipers Exploders Clams Patronizers Complainers Controllers Backstabbers Walking Wounded Negatives Gossips Brown Nosers Sluffers Whiners Other People’s Behavior
  • 10.
  • 11. Past Experiences Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch! Ouch!
  • 12.
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  • 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.
  • 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
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  • 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
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  • 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.
  • 40. THE ICEBERG SEA LEVEL KNOWLEDGE & SKILLS ATTITUDE UNKNOWN TO OTHERS KNOWN TO OTHERS
  • 41.
  • 42. THE ICEBERG SEA LEVEL BEHAVIOR VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS KNOWN TO OTHERS UNKNOWN TO OTHERS IMPACT
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  • 45.
  • 46.
  • 47.
  • 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
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  • 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
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  • 65. Relationship Problems Rage in the workplace
  • 66. Poor decision making capability
  • 67. failure to advance in career
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  • 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: "Åh, it’s too difficult!!! They’ll never reach the top." or: "Not a chance... the tower is too high!"
  • 75. One by one some of the baby frogs fell off… ...Except those who fastly climbed higher and higher.. The crowd kept on yelling: "It’s too difficult. Nobody is going to make it!"
  • 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!
  • 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': "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." 
  • 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' " 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". 
  • 83. Encourage CREATIVITY and RISK-TAKING In the book 'Against the Odds' the CEO James Dyson states "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." 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 "Let's Get in There and Fight" 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 "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."  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)

Hinweis der Redaktion

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