The Archway of the How for Establishing and Sustaining

Effective Managerial Interaction (EMI)

Recognition of Interdependence leads to
“Mutuality”,
The Keystone Mindset of EMI

AWARENESS OF OTHERS

AWARENESS OF SELF INNER LOGIC

EMPATHY

PATIENCE PRIDE AND POCKET

BRIDGING GAPS
AUTHENTICITY
ALIGNMENT

ACCOUNTABILITY
 Awareness of Self
• How is as important as what
• Both Verbal and Non-Verbal
– Tone, gestures, posture etc.
• Idealization of self image
– Systematic observation
• Effort to overcome
– Habits that thwart interaction
• Gradually internalized
– And therefore needs less effort
 Awareness of Self
• Guidelines
– Keep emotions under control
– Observe and note
– Acknowledge biases and control them
– Note your perceptions
– Be aware of your body language
– Avoid denial
 Authenticity
• Entangled with Self Awareness
• But distinct
• Authentic behaviour is not spontaneity
• “think before you speak”
• Indicator of authenticity
• If it “sits well” with me
• Define and articulate your values
• As objectively as possible – avoid denial
 Authenticity
• Guidelines
– The road to Authenticity passes through self
awareness
– Discover and Honor Your Authentic Self
– Avoid saying things that go against your grain
 Patience
• Mutuality requires patience
• Become aware of your impatience
• Do not compromise due to pressure
• Keep in mind that haste exacerbates risk of
bad decisions
• “he who hurries, stumbles”
• However, do not confuse patience with
procrastination
 Patience
• Guidelines
– Don’t succumb to haste when setting deadlines
– Be patient but persevere
– Map out specific steps to be taken
– Have a clear plan
– What am I waiting for?
 Awareness of others
• Learning about bosses, subordinates & peers
• Backgrounds, strengths, weaknesses etc
• Make serious attempt to “read others’ minds”
• People do not often say what they think
• Awareness of others can explain behaviour
• And help you to effectively interact
• Marshal what you know
• And realize what you do not know
 Awareness of others
• Guidelines
• Before the interaction, consider
• Skills, knowledge, experience etc. of interactants
• Position and history
• Strengths and weaknesses
• Expectations, fears, prejudices or misperceptions
• Observe participation
• Take notes
• Observe unexpected reactions
• Indication of something you are not aware of
 Empathy
• Put yourself in the other person’s shoes
• Perceive, understand and feel through the eyes of
your interactants
• Genuine empathy elicits positive interactions
and improves communication
• Empathising is hard
• Requires to extricate ourselves from ourselves
Empathy
 Empathy
• Guidelines
– Try to identify
– Open or concealed agendas
– frustration sources
– Observe and listen
– Meet individually
– To identify priorities
– To overcome resistances
 Inner Logic
• Unexpected, strange or inexplicable behaviour
• Thwarting effectiveness of interaction
• Tendency not to scratch beyond the surface
• Leading to suspicion
• More often than not, there is a logic behind it
• Empathy and awareness of others to reveal the
“Inner Logic”
• Grasping the Inner Logic is hard
• However it is a key to unlock strange behaviour
 INNER LOGIC
point of

•
The seemingly odd, nonsensical , wasteful, whimsical and self-defending destination
route of a local vessel in the Region’s troubled waters

shortest
route
actual route
followed
 INNER LOGIC
point of

•
The seemingly odd, nonsensical , wasteful, whimsical and self-defending destination
route of a local vessel in the Region’s troubled waters

shortest
route
actual route
followed
 Inner Logic
• Guidelines
• Prepare to deal with resistances
• Observe and evaluate
• Be patient and exercise self restraint
• Be sensitive to stereotypes
• Evaluate intensity of resistance
• Be sensitive to cultural differences