In Progress
Chapter 1, Unit 1
In Progress

Context

Sura June 2, 2020
Unit
Materials

the old saying goes, there are three types of people in this world. Those make things happen, those who watch things happen, and those who wonder what happened. 

During the last two decades, I have been lucky to have worked with some of the best leaders. While each of these leaders is unique, surprisingly, all of them have share distinct standard features. 

During this period, I have also interacted with several unsuccessful people. These are pseudo professionals. They always whine and contaminate the environment. Stunningly, people in this category also share some distinct standard features. 

People in the third category are blissful people who are oblivious to the motion of planet. We will not talk much about them. 

I have also observed a new category. People in the fourth category have a specialization in stopping things from happening. They have enormous creativity levels to find excuses and think of problems. They have an uncanny knack convincing their colleagues on their point. Particularly during the last decade, I observed an alarming increase in this number. This could be due to cultural diversity and generation gap. 

No doubt, all of these people are beneficial to those around them-one by their wisdom another by their ignorance. 

In this course (comprising of this book, online exercises, and psychometric assessments), I am going to explain the features of people in each category. I will explain why people behave the way they do.

Interestingly, most successful people are always surrounded by people in other categories. Successful people face resistance and criticism from the people in the 4th category. Successful people navigate their way and will reach the pinnacle. 

Authentic leadership emerges from these adversities. 

I will explain several qualities that separate a leader from a laggard. We will dissect each skill and trait that you need to take up, give up, and follow up.

The corporate world is facing an acute shortage of good leaders. You will not only make a difference but will also enhance your career prospects significantly with this course.

You will understand the finer tenets of sophistication and will engineer your growth. 

We are embarking on a journey of exploring four essential features of successful individuals. Each element contains vital skills, critical senses, core qualities, and quotients. As you explore each of them, you will begin to understand yourself and the people around you. During this journey, you will pick up several new skills and drop the ones you no longer need.  

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Chapter 2 gives you a broad overview of the current context and prepares you to take up a few essential qualities.

Chapter 3 gives youa grand exploration of the inner self. You will understand various critical differentiating factors. You will also identify several good, bad and the ugly qualities that are driving you.

Chapter 4 is all about the external environment. You will pick up or polish critical skills like communication, presentation, persuasion, conflict resolution, and motivation. 

Chapter 5 takes you through the digital world and gives you a glimpse of what is likely to happen during the COVID co-existence and beyond. You will explore three critical dimensions of the digital quotient. You will get a bird’s eye view of the current cyber threats and vulnerabilities. 

Chapter 6 presents you with one of the vital senses that leaders need in this VUCA world. In this chapter, you will learn what the data in your devices try to tell you and how you can amplify the voice and listen to it clearly. Your ability to listen to the data gives you an enormous competitive edge and makes you almost infallible 

Chapter 7 gives a grand rewind of various topics covered, and lessons learned. You will also understand how to set long terms, meaningful goals, and how to pursue them. 

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If you look at the Johari window carefully, you will realize that we don’t have complete knowledge of about 75% of our true potential or weakness. Fifty percent is straight unknown, and half of it is sitting as an ugly blind spot, and half of it is waiting to be uncovered. The balance 25%, although known to us, is never shared with the external world. 

Because this portion is not shared, people around us don’t have a chance to recognize the potential or even comment or suggest something. That’s a pretty bad state to be in and pretty much explains the interpersonal issues and conflict issues we face every day.

I am going to concentrate on your unexplored area and unlock the hidden potential. Trust me. You are sitting on a fortune. I will also show you various ways to take feedback and thoroughly launder the blind spots. If you follow the course sincerely, your reputation shines like a blemish-less white canvas.

“Education consists mainly of what we have unlearned.” – Mark Twain

We will also look at the personal area and will gradually open it up so that others can appreciate your hidden talents and unshared perspectives.

When we do three of these, the public area will be shining. We call it: Reputation. We will see this in the 2nd chapter.

There was once a confident robber, who comes for a daylight bank robbery without a mask and greets the security cameras. He goes inside the bank and demands cash and gold. Picks up everything he finds. He prides his success. As soon as he comes out, he instantly gets caught by the police. Perplexed, he says, “But I applied lemon juice on my face?”

He firmly believed that lemon juice on his face would do what it did to the letters in a notebook. He should be invisible as long as he does not go near a heat source. 

Why did the robber think that lemon juice can make him invisible? Why did he not test his assumption with some of this friends and family members?

Two social phycologists David Dunning and Justin Kruger were the first to research on this.  

They called it  Dunning- Kruger Effect As per the theory, a person with low capabilities feels that he is the smartest. He will be very confident of his skills. He feels that he knows the subject more than anyone else on this planet. Does it ring a bell?  

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Intellectual Humility

Scientists have been studying the behavioural patterns like this to understand more about the triggers of such qualities. 

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They found the following interesting facts:

  1. The intelligence we acquire over a period needs to pair with the humility. Humility gives us confidence and curiosity and allows us to validate our assumptions. 
  • If the intelligence pairs with modesty, we will be self-doubting and less confident. 
  • If the intelligence is paired with the vanity, we will be over confident.  There is no scope for any validation. All our assumptions look like universal truths. 
Humility is not thinking less of yourself; it’s thinking of yourself less. – C. S. Lewis

Scientists have also discovered that honey bees have the highest levels of cognitive capabilities and estimation skills. 

Honeybees have an ability to collaborate with other bees in the group and take right decisions. This is called Swarm Intelligence. This kind of intelligence is being applied to robots using artificial intelligence algorithms. This tells us one more thing: humans have low estimation skills. This lack of skill often is paired with vanity and ego to produce the worst outcomes.   

Ebbinghaus’ Forgetting curve

We all learn many things. We read books, watch videos, attend seminars and so on. Any content we consume will be very sent to a staging area in our brain and will be active for about twenty minutes. If you review the subject and mull over it with-in an hour, there are chances that you recall and retrieve over 80% of what you learned. 

If the subject is not reviewed, retrieval capacity falls to 40% level within 24 hours. Our brain will eventually remove it completely with-in a month.

There are multitude of factors that impact our brain function and retention. With so much of information load and faulty eating and sleeping habits, the power of retention will diminish quicker.

This is called Ebbinghaus’ Forgetting curve

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Obviously, this is a wasted time investment. What you think is important for you, should stay with you. 

Therefore you need to give some commitment and review it periodically so that you don’t lose.

Therefore I would urge you to learn and review the concepts once before an hour. 

Feynman Technique

The best way to retain the information we learned is to teach to someone.  If you can explain a complex concept to a five year old, you have probably mastered it. 

Famous scientist Richard Feynman gave us a simple, four step method 

  1. Pick a topic
  2. Explain it to a school going child 
  3. Identify gaps
  4. Review

I suggest you find a different child this time.

The easiest way to do it is to record your speech and listen again. Over a period of time, you will get the following benefits

  1. You would have built a large collection of audio books narrated by you
  2. You would have mastered the art of explanation including public speaking 
  3. You would have ensured 100% retention of all subjects you have learned 

You know what to do after finishing this chapter. 

My objective of explaining these concepts (Dunning Kruger Effect, Feynman technique and Forgetting curve) is to request you to adopt them for effective learning.

Learning Objectives

At the end this course, you should be able to answer the following :

  1. Where are your roots for growth? How to strengthen them?
  2. What is your Reputation? How do you want to shape it?
  3. How much time you have?  What is your Act Time Balance?
  4. What are your innate strengths?  What is blocking these strengths?
  5. What shapes your personality?
  6. What kind of navigational tools you need to always tread on the path of success ?
  7. Who are the key people who matter to you? How do you support them stakeholders effectively and get support ?
  8. How to identify and categorize team members to optimize the productivity and engagement?
  9. What are the top ten success virtues ? How to acquire them?
  10. What sets the leaders and laggards apart?
  11. How to prioritize on multiple projects and handle all of them efficiently?
  12. How to foster open communication with team members?
  13. How to handle conflicts?
  14. How to improve your communication, presentation and public speaking skills ?
  15. How to set the wellness targets  and pursue them meticulously?
  16. How to keep track of technology changes and stay competitive?
  17. How to be more productive?
  18. How to sense the events while they happen or before they happen?
  19. How to achieve everyday effectiveness?

Wish you good luck.

As the old saying goes, there are three types of people in this world. Those make things happen, those who watch things happen, and those who wonder what happened. 

 

During the last two decades, I have been lucky to have worked with some of the best leaders. While each of these leaders is unique, surprisingly, all of them have share distinct standard features.