06/09/2012

Projecting a Positive Self Image

Solomon Avbioroko 08023124750

An unexamined life is not worth living

- Greek Philosopher

Know thyself To thyself be true

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Learning Goals
By the end of this session, you will:
1.

2.
3. 4.

Know how to project a more positive self-image. I.D. ways to project positive expectations. Be able to project an image of reliability. Understand how specific words and phrases set a positive tone.

Success in the knowledge economy comes to those who know themselves their strengths, their values, and how they best perform.

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What are your values?

To work in an organization whose value system is unacceptable or incompatible with ones own condemns a person both to frustration and to non-performance

Discover Yourself

Use feedback to improve yourself

Joharis Window

What are your strengths?

What knowledge gaps do you have? Is the problem poor relationships?

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Discover Yourself

Do you work well with people or are you a loner? If you work well with people, in what relationship? Are you a decision maker or an adviser? Do you work well under stress or do you need a structured environment to perform?

Locus of Control

Level of perceived control or influence over events, situations, results, etc.

.. People attribute cause and effect, either to internal causes that they themselves can affect through their own competencies and actions, or to external causes which cannot be controlled by us as they are external to us (Jackson, 2004)

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Discover Yourself

How high is your locus of control? How much control do you have over your internal state?

Personal Leadership

Self Knowledge

Reflection, Use of Feedback How much control do you have over your Emotional State? Resilience Personal Effectiveness

Self Mastery

Self Efficacy

Self Esteem

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What counts for leadership? Self Awareness Resilience Reflection

Self Efficacy

Leadership

Communication Skills

Give information, be a good listener Logos, Pathos and Ethos

Influence Skills

People dont care how much you know until they know how much you care Personal Credibility

Show you can be trusted

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Persuasion
The persuasive power of words was discussed by Aristotle around 350 BC.

He presented an analysis of rhetorical strategies, which included three elements: logos, pathos and ethos.
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Logos
Logos are appeals to reason and an attempt to persuade an audience or reader through sound reasoning.

Pathos
Pathos is concerned with an appeal to the emotions of the audience or reader.

Ethos
Ethos is the appeal of the speaker or writer to the audience or readership, in terms of his or her credibility, trustworthiness, and/or experience.

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Three elements of persuasive communication. Effective writing usually contains all three elements.

Logos

Pathos

Ethos
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Logos

Logos are appeals to reason and an attempt to persuade the audience (or reader) through sound reasoning.
This will be done by the presentation of reliable evidence, usually in the form of facts, definitions, statistics and other data that appeals to the logic and intelligence of the audience.
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Pathos
Pathos is concerned with an appeal to the emotions of the reader or audience. The speaker or writer will attempt to engage with the emotions (beyond indifference) of the audience (or reader). These can include anger, understanding, sympathy, amusement, or tolerance; it will tap into the sentiment, memories, or feelings of the audience or readership, or work on them to produce the desired response.
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Ethos

Ethos is the appeal of the speaker or writer to the audience or readership, in terms of his or her credibility, good sense, and experience.
The writer or speaker will present, directly or indirectly, a profile that sets a stamp of authority on the words used to persuade.
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Aristotle Updated
Aristotles ideas are still relevant today and are regarded as a foundation for the contemporary study of persuasion. For example, the principles and practice of NLP (Neurolinguistic Programming) are built on Aristotles idea.
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(Logos) Logical Appeals

Logical appeals, both in spoken or written forms, can occur when: The writer presents a clear point or purpose in the text; There is a clear structure and organisation to the text; Convincing evidence is presented.
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(Ethos) Credibility
The writers credibility is established when: The writer is perceived as trustworthy, an expert, or, at least, believable in the subject area; The writer shows respect for other points of view, whilst maintaining his/her own clear position or point of view; When there are no spelling or grammatical errors in the text; Sources of evidence presented are referenced (in academic assignments). 22

Reputation Capital
Reminder of some few important business statistics:

According to a November 2003 article in The Wall Street Journal,

the level at which people trust business managers, and business leaders vary from one country to another. Where in the world are business managers trusted most, lets find out. But note that whatever we discover could also be a signpost as we talk about building our own reputational capital good reputation.
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Reputation Capital
Trust managers U.S. Western Europe Central/Eastern Europe Denmark World average

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Survey of 21,889 people in 21 countries, Wall Street Journal, Nov. 25, 2003

Reputation Capital
Trust managers

U.S. Western Europe

Central/Eastern Europe Denmark World average

38% of people 33%

29% 64% 33%
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Survey of 21,889 people in 21 countries, Wall Street Journal, Nov. 25, 2003

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Behaviour and Trust

Consistency Do you act in a logical manner? Are you predictable? Integrity Coherence of words and deeds Communication Openness to new ideas Consideration genuine interest in the well being of others Loyalty defend colleagues in public, correct them in private

Execution: the last frontier

The problem is that our age's fascination with strategy and vision feeds the mistaken belief that developing exactly the right strategy will enable a company to rocket past competitors. In reality, that is less than half the battle. Strategies quickly become public property.

Ask Michael Dell the source of his competitive advantage, and he replies, "Our direct business model." Everyone has known about it for years. How can it be a competitive advantage? His answer: "We execute it. It's all about knowledge and execution."

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Your Contribution

What does the situation require? Given your strengths, your way of performing, and your values, how can you make the greatest

contribution?

What results have to be achieved to make a difference? Where and how can you achieve results that will make a difference in the next year?

Building A Positive Self-Image

As managers, how do we see ourselves? And how do we think others-including our employees see us? You may be surprised at what you find out

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Building A Positive Self-Image

What if I told you that everything you believe about your ability to manage people and what employees think of you was wrong?

In reality, that may somewhat be the case. Let me share some facts with you.

Building A Positive Self-Image

An Associated Press news story appeared in newspapers around the world on January 2, 2007.

According to the article, researchers at Florida State University surveyed business people to get their views about their boss. Here are some of the findings:

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Building A Positive Self-Image

27% of workers said their supervisor has made negative comments about them to other employees or managers. This is about questionable conduct by leaders!
Florida State University Study, January 2, 2007

Building A Positive Self-Image

39% said their supervisor has failed to keep promises. This is about unmet commitments by leaders!
Florida State University Study, January 2, 2007

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Building A Positive Self-Image

23% said their boss blamed others to cover up their own mistakes or lessen embarrassment. This is about hurting people

Florida State University Study, January 2, 2007

What are you putting in yourself and others?

74% of people today frequently or occasionally encounter people using profanity.

- Associated Press, March 29, 2006

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What are you putting in yourself and others?

People, on average, tell 3 lies per every 10 minutes of conversation.

- Forbes, October 24, 2005

What are you putting in yourself and others?

26% of people lie to appease customers. 13% lie to cover up mistakes, failures. 8% lie to hide unexcused absences. 5% have lied to look good to the boss.
- CareerBuilder.com, April 14, 2006

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Perception Is Not Reality

So what do we see in all of these facts? We see questionable conduct. We see unmet commitments by leaders. Most of all, we see negative comments hurting people, often times without leaders even knowing theyre doing it.

Video Presentation
George Walther is an accomplished expert and well sought out speaker on management leadership skills

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Perception Is Not Reality

Here are some related facts from a study of 1,854 workers, published in the September 26, 2006 edition of The Wall Street Journal.

Perception Is Not Reality

Perception: 92% of managers think they do an excellent or good job managing people. Reality: Only 67% of workers agree (23% fair / 10% poor.)
The Wall Street Journal, September 26, 2006

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Perception Is Not Reality

Theres a big disconnect between how managers think theyre doing and how employees think managers are doing.
The Wall Street Journal, September 26, 2006

Perception Is Not Reality

In all this, we see that the image we have for

ourselves is not necessarily reality.

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Seneca, Letter to Lucilius

It is the spirit that you should change and not the climate. Though you cross the immense ocean, your vices will follow you wherever you go. To

somebody who asked this question, Socrates said:

Why do you wonder that no journeys benefit you, if you always bring yourself with you?
- Quoted by Alberto Ribera

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