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Enhancing Role Effectiveness & Personal Mastery

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Enhancing Role Effectiveness & Personal Mastery Tapan Mishra, Learning Resources Centre, Office of Human Resources, Bureau of Management, UNDP New Delhi, January 19, 2006 – PowerPoint PPT presentation

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Title: Enhancing Role Effectiveness & Personal Mastery


1
Enhancing Role Effectiveness Personal Mastery
  • Tapan Mishra,
  • Learning Resources Centre,
  • Office of Human Resources,
  • Bureau of Management,
  • UNDP
  • New Delhi, January 19, 2006

2
Objectives
  • To facilitate deeper understanding of the Role of
    JPOs NPOs and their competencies required in
    their roles.
  • Create a context for learning as a means of
    enhancing Role effectiveness and enabling
    Personal Mastery
  • Explore the realm of Personal Mastery to enhance
    Role effectiveness.
  • Enhance awareness of Learning disabilities ways
    to deal with them.
  • Gain an understanding of the characteristics of
    Learning Organizations and how these ideas can be
    implemented.

3
Learning Recall Matrix
  • Learning
  • or task

Told, Shown Experienced
Told How to
Told Shown
72
Recall after 3 Weeks 70
85
32
65
Recall after 3 months 10
4
Personal Mastery
  • The ability to clarify and create what is most
    important to us.
  • Self-awareness and the application of its
    knowledge.
  • Developing and mastering the capacity to achieve
    it.

5
Characteristics of People Expressing Personal
Mastery
1
Creative Orientation
2
Deep sense of purpose
3
Ability to seek and tell the truth
4
Courage of Conviction and Ability to Choose
5
Awareness and expression of natural curiosity
6
Commitment to continuous lifelong learning
7
Ability to be self aware and reflect and adjust
in the moment
6
Fundamental Orientation
CREATIVE
REACTIVE
Life Happens to me !
I Make Life Happen !
7
Fundamental Orientation
Creative Tension
8
Key Points
1
Mind is the Key !
2
Some ways of thinking are more powerful than
others.
3
Focus on the Results.
9
The Hay Model How Managerial Excellence is
Achieved
Individual Competencies
Job Requirements
Organizational Performance
Organizational Climate
Managerial Style
10
Four ways of knowing Social Artistry
  • Physical and sensory
  • Psychological and historic
  • Mythic and symbolic
  • Unitive and Integral

11
Individual reflection Group Exercise
  • What do you think is the Role of a NPO?
  • What Goals and Objectives do you want to achieve?
  • What would be the measures of success?
  • What Competencies are required to be a successful
    NPO?
  • What challenges and constraints do you have and
    how do you overcome them?
  • What learning support do you require to be more
    effective?

12
Role of the Programme Officer
Analyst
Networker
Advisor/ Consultant
Change Agent
Manager
PR Officer
Knowledge Manager
13
Analyst
  • Has good knowledge of Programme Country
  • Scans country context looking for programming
    entry points
  • Identifies critical development concerns that
    merit UNDP focus
  • Identifies underlying systemic roots of the
    development concerns
  • Draws conclusions on the best course of action
  • Has good command of corporate priorities to
    ensure that proposed programmes are in-line
  • Has good drafting/writing skills

14
Networker
  • Enjoys the trust of the key players
  • Entrepreneurial - Can easily identify and/or
    generate opportunities for partnerships and
    resource mobilization (at national, regional
    levels, and beyond)
  • Has established record of contacts for all
    situations
  • Proactively reaches to others for support
  • Generates and shares knowledge

15
Advisor/Consultant
  • Provides government and other partners with
    relevant, neutral, and timely advice on key
    issues related to human development
  • Possesses in-depth substantive knowledge in some
    for best practices and lessons learned
  • Well-versed in both regional and global trends
    and the latest academic discourse in her/his
    field
  • Demonstrates intimate understanding of the
    fundamentals of results-oriented programming
  • Advises and shares knowledge with colleagues
    inside and outside the CO
  • Provides sound advice to RR-DRR
  • Creates new initiatives in line with country needs

16
Change Agent
  • Identifies key stakeholders who matter in
    defining and implementing a solution to a
    development challenge
  • Keeps the coalition for change together with an
    eye on the end-results
  • Ensures that the coalition has opportunities to
    reflect on the lessons from implementation
  • Communicates effectively within the coalition and
    to outsiders critical for the cause
  • Facilitates the mobilization of needed political,
    financial, and human resources to get the job
    done
  • Knows when to quit

17
Manager
  • Sets clear expectations and leads staff, project
    experts and consultants
  • Possesses excellent facilitation/task management
    skills
  • Timely and effective mobilization of inputs for
    his/her projects (personnel, procurement,
    trainings etc)
  • Has good understanding of financial information
    management
  • Ethical - Ensures that relevant UNDP rules and
    procedures are followed consistently with the
    demands for efficiency, transparency and
    accountability
  • Good team player/mentor/coach
  • Supports Corporate and CO management policies and
    needs
  • Monitors projects - sets performance and results
    standards and system to measure
  • Expert on the art of using self

18
PR Officer
  • Works effectively with media and research
    institutions
  • Displays commitment to UNDP's mandate inside and
    outside the office
  • Continuously promotes UNDPs vision and
    activities
  • Promotes the human development agenda and MDGs
  • Masters UNDP branding and the language of SHD
  • Proactively turns results into opportunities

19
Knowledge Manager
  • Building knowledge
  • Sharing knowledge
  • Applying knowledge
  • Promoting knowledge/learning culture
  • Staying relevant and employable

20
THE CONTEXT OF CHANGE . .
  • The only sustainable competitive advantage that
    Organisations (Teams Individuals) will have in
    the future is the ability to Learn faster than
    their Competitors.
  • Arie De Gues, Ex- Head of Strategic Planning,
    Shell
  • Author of " The Living Company"

21
BARRIERS TO INDIVIDUAL LEARNING
  • There are right answers and there are wrong
    answers.
  • Its bad to be wrong.
  • For me to be right, you have to be wrong.
  • Someone knows the right answer.
  • Wait, youll eventually be told what to do and
    how.
  • Learning is not work.
  • We learn to perform for external approval.

22
BARRIERS TO ORGANISATIONAL LEARNING
  • I am my position
  • The enemy is out there
  • The illusion of taking charge
  • Fixation on events
  • Boiled frog syndrome
  • Delusion of learning from experience
  • Myth of the management team
  • Tyranny of the urgent

23
THE CYCLE OF LEARNING
24
Johari Window
Known to Self
Not known to Self
Feed back
Open Self (Arena)
Unaware Self (Blind Zone)
Known to Others
Self Disclosure
Line of Maskmanship
Unknown Self (Dark Zone)
Hidden Self (Concealed Zone)
Not known to Others
Line of Blindness
25
Johari Window
Known to Self
Not known to Self
Feed back
Open Self (Arena)
Unaware Self (Blind Zone)
Known to Others
Unknown Self (Dark Zone)
Hidden Self (Concealed Zone)
Self Disclosure
Not known to Others
26
Johari Window
Known to Self
Not known to Self
Feed back
Open Self (Arena)
Unaware Self (Blind Zone)
Known to Others
Self Disclosure
Not known to Others
Unknown Self (Dark Zone)
Hidden Self (Concealed Zone)
27
Johari Window
Known to Self
Not known to Self
Feed back
Open Self (Arena)
Unaware Self (Blind Zone)
Known to Others
Hidden Self (Concealed Zone)
Unknown Self (Dark Zone)
Self Disclosure
Not known to Others
28
Johari Window
Known to Self
Not known to Self
Feed back
Unaware Self (Blind Zone)
Open Self (Arena)
Known to Others
Self Disclosure
Not known to Others
Hidden Self (Concealed Zone)
Unknown Self (Dark Zone)
29
Helping Hand Exercise
  • Write down your own Strengths Weakness in the
    given format and keep it with you.
  • On the cover of the folder draw your palm and
    write your name on it on one of the inner side
    of the folder, write Strengths on the other
    Weaknesses.
  • Sit in a circle circulate the folders in a
    clock wise direction.
  • Write honest feedback for all your group members
    and keep circulating till you receive your chart
  • Push yourself to write at least one Strength
    and one Weakness for each of your colleagues,
    when their folder comes to you.
  • Remember, this is a Helping hand, give help and
    get help in the form of feedback!

30
Helping Hand Exercise Next Steps
  • DEBRIEF
  • Which ones surprised you the most?
  • Which ones do you identify with the most?
  • Which ones touched / moved you the most?
  • How much is it matching with what you had written
    about yourself?
  • How are you feeling right now?
  • What thoughts, observations or comments are
    coming to your mind?
  • Thank your colleagues for giving you valuable
    feedback
  • Convert Feedback to Personal Action plan
  • Integrate this with your Learning Plan !

31
A Learning Organization is . . .
... a group of people who are continually
enhancing their capacity to create the results
they want. If you think about this statement, it
has two parts to it Firstly, you have to know
what you want to create, so youre continually
reflecting on your sense of purpose, vision.
And secondly, you have to be continually
developing the capability to move in that
direction. - Peter Senge, 1990
32
Cornerstones of a Learning Organisation
33
Thank You
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