A presentaion on positive thinking and emotional quotient

1. Welcome

5. Be Careful of Too Much “Positivity”

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

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

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!

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

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

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

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

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

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

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

65. Relationship Problems Rage in the workplace

66. Poor decision making capability

67. failure to advance in career

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: "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!

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': "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)