A MELANGE OF DEEPER

WORK AND EFFECTIVE

EXECUTIVES
~ HOW OUTGROWING SENSITIVITIES IN INNER SELF OF EXECUTIVE WORK
INFLUENCES THE EFFECTIVENESS OF THE EXECUTIVE!

- By Group 9 (BM-A)
 Intrapersonal
skills
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Business Interpersonal
T Skills Skills
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S Leadership
Skills
• referred to as people’s issues
• When an executive carries around a sensitivity, it usually
has roots in painful experiences in the individual’s past.
• Sensitivities work by matching stimuli in the present
perceptual field with encodings from the past without us
being aware of this process.
• In turn, executive tends to do get into performance
problem of overdoing or underdoing.
Minimizing disruptive effect of
Sensitivity
Outgrowing the sensitivities all
together
Becoming aware of
one’s sensitivities

Minimizing disruptive effect of Sensitivity

Learning to recognise
their onset

Managing energy level

Seeking support of
colleague
to observe both action and
reflection

transformational • to reconstitute the way a person conceives, perceives, and experiences Outgrowing the sensitivities all together
the self and the world.
learning

to distinguish
between facts and
assumptions

Writing out one’s • a way of processing

experience and the lessons learned at
observations a deeper level.
8-PRACTICES FOR EFFECTIVE EXECUTIVE

• What needs to be done

Getting knowledge
• What is right for the enterprise
• Develop the action plan
• Take responsibility for decisions
Write an action plan
• Take responsibility for communicating
• Focus on opportunities, rather than problems
• Run productive meetings
ACT
• Say ‘We’ rather than ‘I’
PROCESS INITIATION

• Do what needs to be done

• Work according to priorities and once a task is accomplished
Getting establish priorities again
• Do what you’re best at and delegate the rest
Knowledge • What is right for the enterprise
• Decisions are not about the stakeholders, but the enterprise

• Statement of intentions should be revised on a regular basis

• It should be shared beforehand with everyone
Write an • Measuring the gap between expected and actual results
Action Plan • Basis for executive’s time management
AND MOST IMPORTANTLY…

• Give more emphasis on exploiting opportunities than solving

problems
• Appoint best people to opportunities
• Take responsibility for decisions: deadlines, informing people,

Act review etc

• Proper dissemination of information: Identification and regular
follow up
• Conducts meetings in the most efficient manner and do follow ups
• Say ‘We’ instead of ‘I’ - Authority comes through trust of
organization