developing an effective personality copyright, 1999 © jerzy r. nawrocki...

Developing an Effective PersonalityDeveloping an Effective Personality

Copyright, 1999 © Jerzy R. Nawrocki

[email protected]@put.poznan.pl

www.cs.put.poznan.pl/~nawrocki/www.cs.put.poznan.pl/~nawrocki/mse/psp/mse/psp/

Personal Software Process Personal Software Process

Lecture 4Lecture 4

J. Nawrocki, PSP, Lecture 4

IntroductionIntroduction

““.. new hires do not know .. new hires do not know how to how to communicatecommunicate, they , they have insufficient (..) have insufficient (..) preparation for working as preparation for working as part of a part of a teamteam, they lack , they lack ability to ability to managemanage their their individualindividual workwork in an in an effectiveeffective and and productiveproductive mannermanner ..” ..”

??


IntroductionIntroduction

• Balanced self-renewalBalanced self-renewal: sharpen the saw: sharpen the saw• Creative co-operationCreative co-operation: synergize: synergize• Empathic communicationEmpathic communication: seek first to : seek first to

understand, then to be understoodunderstand, then to be understood• Interpersonal leadershipInterpersonal leadership: think win/win: think win/win• Personal managementPersonal management: put first things : put first things

firstfirst• Personal leadershipPersonal leadership: begin with the end : begin with the end

in mindin mind• Personal visionPersonal vision: be proactive: be proactive


Plan of the lecturePlan of the lecture

• IntroductionIntroduction

• Personal visionPersonal vision• Personal leadershipPersonal leadership• Efficient time managementEfficient time management• Effective time managementEffective time management• DelegationDelegation• Public victory principlesPublic victory principles


Personal visionPersonal vision

• Psychic determinismPsychic determinism Your parents did it to you.Your parents did it to you.

• Environmental determinismEnvironmental determinism Your boss did it to you.Your boss did it to you.

• Genetic determinismGenetic determinism Your grandparents did it to you.Your grandparents did it to you.



ResponseResponseStimulusStimulus

Freedom toFreedom to

ChooseChoose

Self-Self-awarenessawareness

IndependentIndependent

will will

Imagination Imagination Conscience Conscience



Proactivity > taking initiativeProactivity > taking initiative

Proactivity ~ responsibility Proactivity ~ responsibility

Responsibility = response-abilityResponsibility = response-ability

REACTIVE PEOPLE ..REACTIVE PEOPLE .. PROACTIVE PEOPLE ..PROACTIVE PEOPLE ..

are affected by the weatherare affected by the weather are value drivenare value driven

when people treat them wellwhen people treat them well are still influenced byare still influenced by

they behave wellthey behave well external stimuli but theirexternal stimuli but their

response is value-basedresponse is value-based



ReactiveReactive languagelanguage Proactive languageProactive language

There’s nothing I can do.There’s nothing I can do.

That’s just the way I am.That’s just the way I am.

Let’s look at our Let’s look at our alternatives. I can choose alternatives. I can choose a different approach.a different approach.



ReactiveReactive languagelanguage Proactive languageProactive language

He makes me so mad.He makes me so mad.

I must ..I must ..

I control my own feelings.I control my own feelings.

I decide to ..I decide to ..


Circle of Circle of InfluenceInfluence


Circle ofCircle of

ConcernConcern

Reactive Reactive focusfocus


Circle of Circle of InfluenceInfluence


Circle ofCircle of

ConcernConcern

Proactive Proactive focusfocus



Three kinds of problems:Three kinds of problems:

• no controlno control

• indirect control (public victories)indirect control (public victories)

• direct control (personal victories)direct control (personal victories)



Lord, give me Lord, give me

• the the couragecourage to change the things which to change the things which can and ought to be changed, can and ought to be changed,

• the the serenityserenity to accept the things which to accept the things which cannot be changed, and cannot be changed, and

• the the wisdomwisdom to know the difference. to know the difference.

- Alcoholics Anonymous prayer- Alcoholics Anonymous prayer



• IntroductionIntroduction• Personal visionPersonal vision

• Personal leadershipPersonal leadership• Efficient time managementEfficient time management• Effective time managementEffective time management• DelegationDelegation• Public victory principlesPublic victory principles


Personal leadershipPersonal leadership

Leadership Leadership management management

““Management is doing things right; Management is doing things right; leadership is doing the right things.”leadership is doing the right things.”

- Peter Drucker & Warren Bennis- Peter Drucker & Warren Bennis

Leadership: defining the aims and setting Leadership: defining the aims and setting the goalsthe goals



Personal leadership: who I Personal leadership: who I would like to be ?would like to be ?

In 3 years from now, in 10 In 3 years from now, in 10 years, ..years, ..

Begin with the end in mindBegin with the end in mind

Effectiveness vs. efficiency Effectiveness vs. efficiency

The visualisation techniqueThe visualisation technique

All things are created twiceAll things are created twice



• What you want What you want to beto be ? ? (character)(character)

• What you want What you want to doto do ? ? (contributions and achievements)(contributions and achievements)

• What are the What are the valuesvalues and and principlesprinciples upon which being and upon which being and doing are based ?doing are based ?

A personal mission statement A personal mission statement



Identifying roles and goalsIdentifying roles and goals

• A workerA worker

• A citizenA citizen

• A friend ...A friend ...

• A father / motherA father / mother

• A son / brotherA son / brother

• A husband / wifeA husband / wife



Leadership > writing a mission statementLeadership > writing a mission statement

A good affirmation isA good affirmation is

• personalpersonal

• positivepositive

• in present tensein present tense

• visualvisual

• emotionalemotional

It is deeply satisfying It is deeply satisfying ((emotionalemotional) that I () that I (personalpersonal) ) respond (respond (present tensepresent tense) with ) with wisdom, love, firmness and wisdom, love, firmness and self-control (self-control (positivepositive) when my ) when my children misbehave. children misbehave.

Visualisation & affirmationVisualisation & affirmation



• IntroductionIntroduction• Personal visionPersonal vision• Personal leadershipPersonal leadership

• Efficient time managementEfficient time management• Effective time managementEffective time management• DelegationDelegation• Public victory principlesPublic victory principles


Efficient time managementEfficient time management

Read selectivelyRead selectively

Have a place for everything Have a place for everything and keep everything in its and keep everything in its placeplace



• Reserve some time during the day Reserve some time during the day when others don’t have access to youwhen others don’t have access to you

• Do one important thing at a time but Do one important thing at a time but several trivial things simultaneously.several trivial things simultaneously.

• Do something productive while waiting.Do something productive while waiting.• Make a list of some 5- or 10-minute Make a list of some 5- or 10-minute

discretionary tasks.discretionary tasks.• Save your best time for important Save your best time for important

matters.matters.


Read a bookRead a book

Attend two lecturesAttend two lectures

Meet AdamMeet Adam


Make a list of things to Make a list of things to perform todayperform today

Prioritise you tasks Prioritise you tasks

!!! !!! Very importantVery important

! ! ImportantImportant

? ? Not so importantNot so important

?????? UnimportantUnimportant



• Keep track of time use.Keep track of time use.• Don’t put things off.Don’t put things off.• Set deadlines.Set deadlines.• Finish at least one thing every Finish at least one thing every

day.day.• Divide up large tasks.Divide up large tasks.• Don’t worry about anything Don’t worry about anything

continually.continually.• Don’t over-schedule the day.Don’t over-schedule the day.



• IntroductionIntroduction• Personal visionPersonal vision• Personal leadershipPersonal leadership• Efficient time managementEfficient time management

• Effective time managementEffective time management• DelegationDelegation• Public victory principlesPublic victory principles


Effective time managementEffective time management

Things which matter most must never be at Things which matter most must never be at the mercy of things which matter least.the mercy of things which matter least.

- J. Goethe- J. Goethe

Effective vs. efficient time managementEffective vs. efficient time management

Effective time management:Effective time management:

put first things firstput first things first



4. The focus should be on ourselves instead of 4. The focus should be on ourselves instead of thingsthings and and timetime; what really matters is ; what really matters is relationshipsrelationships and and resultsresults

3. Prioritisation, setting goals (long-, 3. Prioritisation, setting goals (long-, intermediate- and short-term), daily planning, intermediate- and short-term), daily planning, scheduling the tasksscheduling the tasks

2. Calendars and appointment books2. Calendars and appointment books

1. Notes and checklists 1. Notes and checklists

Four generations of time managementFour generations of time management


Effective time managementEffective time managementN

ot im

port

ant

Not

impo

rtan

tIm

port

ant

Impo

rtan

t

UrgentUrgent Not urgentNot urgent

I I

Crises, pressing problems, Crises, pressing problems, deadline-driven projectsdeadline-driven projects

III III

Interruptions, some calls, Interruptions, some calls, some mail, some reports, some mail, some reports, some meetings, pressing some meetings, pressing matters, popular activitiesmatters, popular activities

II II

Prevention, relationship Prevention, relationship building, planning, building, planning, recreation, recognising new recreation, recognising new opportunitiesopportunities

IV IV

Trivia, busy work, some Trivia, busy work, some mail, some phone calls, mail, some phone calls, time wasters, pleasant time wasters, pleasant activitiesactivities


Effective time managementEffective time managementN

ot im

port

ant

Not

impo

rtan

tIm

port

ant

Impo

rtan

t

UrgentUrgent Not urgentNot urgent

I Results:I Results:

Stress, burnout, crisis Stress, burnout, crisis management, always management, always putting out firesputting out fires

III Results:III Results:

Short-term focus, crisis Short-term focus, crisis management, see goals management, see goals and plans as worthless, out and plans as worthless, out of control, feel victimisedof control, feel victimised

II Results:II Results:

Vision, perspective, Vision, perspective, balance, discipline, control, balance, discipline, control, few crisesfew crises

IV Results:IV Results:

Total irresponsibility, fired Total irresponsibility, fired from jobs, dependent on from jobs, dependent on others or institutions for others or institutions for basicsbasics


Let’s go for fishingLet’s go for fishing


To say “To say “yesyes” to important ” to important Quadrant II priorities, you Quadrant II priorities, you have to learn to say “have to learn to say “nono” ” to other activities, to other activities, sometimes apparently sometimes apparently urgent things.urgent things.

No, thank No, thank youyou



Requirements for a quadrant II organiser Requirements for a quadrant II organiser

• Coherence (mission and goals, priorities and plans)Coherence (mission and goals, priorities and plans)

• Balance (between the roles)Balance (between the roles)

• Quadrant II focus (a weekly basis)Quadrant II focus (a weekly basis)

• A “people” dimensionA “people” dimension

• Flexibility (tailoring the tool)Flexibility (tailoring the tool)

• Portability (palmtop ?) Portability (palmtop ?)



Quadrant II activitiesQuadrant II activities

• Identifying rolesIdentifying roles

• Writing the mission statementWriting the mission statement

• Selecting goalsSelecting goals

• SchedulingScheduling

• Daily adaptingDaily adapting



• IntroductionIntroduction• Personal visionPersonal vision• Personal leadershipPersonal leadership• Efficient time managementEfficient time management• Effective time managementEffective time management

• DelegationDelegation• Public victory principlesPublic victory principles


DelegationDelegation

Delegation increases our production capabilityDelegation increases our production capability

Two kinds of delegation:Two kinds of delegation:

• gofer delegationgofer delegation

• stewardship delegationstewardship delegation


DelegationDelegation

Five aspects of stewardship delegationFive aspects of stewardship delegation

• Desired resultsDesired results

• GuidelinesGuidelines

• ResourcesResources

• AccountabilityAccountability

• ConsequencesConsequences



• IntroductionIntroduction• Personal visionPersonal vision• Personal leadershipPersonal leadership• Efficient time managementEfficient time management• Effective time managementEffective time management• DelegationDelegation

• Public victory principlesPublic victory principles


Public victory principlesPublic victory principles

• Think win / win (or no deal)Think win / win (or no deal)

• Seek first to understand, then to be Seek first to understand, then to be understoodunderstood

• SynergizeSynergize


SummarySummary

• Be proactiveBe proactive• Begin with the end in mindBegin with the end in mind• Efficient / effective time Efficient / effective time

managementmanagement• Put first things firstPut first things first• Delegate tasksDelegate tasks• Think “win/win or no deal”Think “win/win or no deal”• Seek first to understand ..Seek first to understand ..• SynergizeSynergize


Further readingsFurther readings

Stephen R. Covey, The Seven Habits of Highly Stephen R. Covey, The Seven Habits of Highly Effective People, Simon & Schuster, London, Effective People, Simon & Schuster, London, 1992.1992.

David Whetten, K. Cameron, M. Woods, David Whetten, K. Cameron, M. Woods, Developing Management Skills for Europe, Developing Management Skills for Europe, Addison-Wesley, Harlow, 1994.Addison-Wesley, Harlow, 1994.


HomeworkHomework

• Define your rolesDefine your roles

• Write your mission Write your mission statementstatement

• Design your planning Design your planning tooltool

• Prepare your plan for Prepare your plan for the next weekthe next week


Quality assessmentQuality assessment

1. What is your general 1. What is your general impression ? (1 - 6)impression ? (1 - 6)

2. Was it too slow or too fast ?2. Was it too slow or too fast ?

3. Did you learn something 3. Did you learn something important to you ?important to you ?

4. What to improve and how ?4. What to improve and how ?

developing an effective personality copyright, 1999 © jerzy r. nawrocki...

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