INTRODUCTION

Often our success is measured by our personal skills and how we can cope with our work
environment including our personal abilities to be effective and increase our potential.
Personal effectiveness helps us to:
Develop and apply their personal effectiveness within their environment
Recognize and handle difficult situations and Effectively olve upervisory Problems
Recognize different types of personalities and how to utilize their skills and talents
Develop their Personal !eadership kills
"eam #orking and the $asis of "eam %nteraction
&ommunicate effectively using various 'edia
Personal effectiveness also contributes to the overall effectiveness of your own work and that of
your team. (our personal effectiveness is dependent on understanding yourself and others. %t is
also dependent on how well you) as a manager) are able to mobilize your staff to change as may
be needed) in a given situation.
Personal effectiveness is a measure of what effect you have on others as a person.
*sk yourself the following +uestions.
Do you invite confidence,
Do people like to share their views - e.periences with you,
Do you invite trust or are people reluctant to talk to you,
*re people afraid of your reactions or do they close their minds to your suggestions because they
do not like you as a person,
*re you able to influence the attitudes and behavior of others in a positive way,
*re you sensitive to other people/s feelings and needs and do you then act accordingly,
0ow you behave as a person can have a great impact on your role as a manager) team leader)
team builder) etc.
"o be effective as a person) you need to:
$e aware of yourself 1 self awareness) and
$e aware of others 1 perceptiveness.
"he e.tent to which one shares his-her ideas) feelings) e.periences) impressions) perceptions
and personal information with others shows the degree of one/s openness. Openness contributes
considerably to one/s effectiveness as a person
THE DIMENION O! PERON"# E!!ECTI$ENE
elf%awareness
*n important dimension of personal effectiveness is self2awareness. elf2awareness is how well
one understands oneself. %t is usually high among persons concerned about themselves) their
behavior) feelings) attitudes and mannerisms. 0owever most people do not give a second thought
to self2awareness) because they feel that they know themselves perfectly 1 their assumption
being
3#ho could know me better than % know myself,4 0owever this is an assumption. %f you really
look at yourself) you will realize and understand more aspects about yourself. "his is important
because you cannot e.pect people to understand you and react in a way that you want them to)
unless you first understand yourself.
%ncreased awareness of 3self4 will result in understanding your strengths and competencies) your
weaknesses and faults. 0owever) 5ust by understanding your 3self4 you do not immediately
become effective. (ou have to make use of this understanding. (ou should use your strengths
and competencies to change a situation for the better. (ou should try to overcome your
weaknesses and correct your faults. (ou should change your behavior in such a way as to have a
positive effect on people you interact with.

THE &OH"RI 'INDO'
"he 36ohari #indow is a concept that helps you to widen your understanding of yourself.
*ccording to this concept) there are two dimensions for understanding
3the self47 those aspects of a person/s behavior that are known or unknown to oneself and those
aspects of behavior that are known or unknown to others 8those with whom one interacts9.
* combination of these two dimensions gives four areas about 3the self4) as shown below:
(!REE): "he upper left2hand s+uare is the arena or the public 3self4 1 that part of one/s
behavior known both to oneself and to others with whom one interacts. "he arena includes
information such as name) age) physical appearance) location) contact address and familial or
organizational affiliation. %t is an area characterized by a free and open e.change of information
between oneself and others. *rena increases when the blind) closed and dark areas decrease.
(*#IND): "he blind area represents those aspects of one/s behavior and style that others know
but that we do not know or realize. #e may not be aware of certain of our mannerisms) but
others perceive them as funny) annoying) or pleasing. :or e.ample) someone might be surprised
to hear that their method of asking +uestions annoys others because it is interpreted as cross2
e.amination) rather than curiosity or a re+uest for information.
(HIDDEN): "he closed or concealed area represents things that we know about ourselves) but
do not reveal to others. "hings in this area are secret. :or e.ample) staff may be annoyed if their
supervisor does not ask them to sit down during a meeting) but they will remain standing without
letting the supervisor know that they are annoyed. "he supervisor may think that the staff do not
mind standing and accepts their behavior as part of their official relationship. 'ost people have
many such feelings in their closed areas that they are unwilling to reveal to the persons
concerned.
(UN+NO'N), "he fourth area is the dark area) aspects of ourselves unknown to us and to
others. "he dark area cannot be consciously controlled or changed) and as such it will not be
further considered in the discussion on increasing personal effectiveness.
Perceptiveness
Perceptiveness is being sensitive to and insightful about other people. %t is the ability to pick up
verbal and non2verbal cues from others. ome people by nature are more perceptive and
sensitive to people and situations. Perceptive behavior leads to being more aware and considerate
of others.
#hen you are perceptive of the moods) feelings and attitudes of other people and show it) they
feel understood. "his makes them to trust and respect you. "hey will then be willing to receive
any feedback that you give them in a positive way.
Perceptiveness can be learnt and should be learnt and practiced if you want to be more effective
as a person.
(ou can improve your own perceptiveness by:
&hecking with others about their reactions to what has been said.
#orking on one/s listening skills.
$eing aware of language) tones) gestures and facial e.pressions.
Realizing and taking into consideration that people have personal issues they cannot
*lways leave outside the office.
Perceptiveness should be combined with openness and using feedback usefully to increase
personal effectiveness.
elf%-isclosure
elf2disclosure or openness is sharing one/s ideas) feelings) e.perience) impressions) perceptions
and other relevant personal information. elf2disclosure leads to mutual trust and thus enhance
personal effectiveness. elf2disclosure is directly linked to the areas known as 3*rena4 and
3&losed4.
elf2disclosure is sometimes misunderstood as revealing everything about oneself with everyone.
elf2disclosure can be characterized as effective) if what is being made known is relevant and
appropriate. %nappropriate sharing does not contribute to effective openness.
E.amples of appropriate -isclosure are,
"elling your superiors that you are worried and concerned about your inability to
motivate your staff.
haring your ideas and feelings with colleagues about how the new system for tracing
defaulters is going.
"n e.ample of inappropriate -isclosure is,
peaking about one/s marital problems at work.
'hat ma/es people reluctant to share their feelin0s1 emotions or relevant facts
a2out themselves3
" sense of privacy: "his is understandable. "here are certain things that are) and should
be) one/s own private business. 0owever) if some of these are relevant to the relationship
or the task at hand) they should be shared.
!ear of e.posin0 one4s wea/nesses: "his is also understandable) because no one wants
to be considered weak. 0owever) if that weakness has a bearing on the efficiency of the
task) it would be better to talk about it and may be get help. (ou will be surprised at how
helpful and understanding people can be if they are approached in a proper way.
'orry a2out 2ein0 misun-erstoo-: %f your communication skills are good) you can
make sure that you are not misunderstood.
ome people think that by being open or direct) they are being effective. %n fact they may only be
e.pressing their feelings with little regard to the effect that it may have on another person.
:or e.ample) supervisors who e.press their anger to the staff) without considering the staff/s
ability to cope with it) will not be effective. "he supervisors would be better advised to listen to
the staff and share their concerns in a manner that will help them to use the information
conveyed usefully.
Effective -isclosure woul- 2e to,
Offer your opinions) ideas and feelings about issues related to work instead of keeping
these to yourself.
hare appropriate personal information within your team.
!ee-2ac/
:eedback is a reaction or response that we receive from others regarding our attitudes) behavior
and performance. :eedback is also a reaction or response that we give to others regarding their
attitudes) behaviour and performance.
"he use or lack of feedback determines the size of our blind area. $y being open to receiving
feedback) we could reduce our blind area) thus opening up our *rena.
Receivin0 fee-2ac/
Receiving feedback is an important part of increasing personal effectiveness. *ccepting feedback
helps us to know how we are affecting others. Receiving feedback is a skill7 remember to:
!isten carefully to the person offering feedback
Don/t be defensive
;et the most out of the feedback by asking for clarification) e.amples and suggestions.
:or e.ample) 3&an you describe what % do or say that makes me seem secretive,4
Recognize valid points even if you don/t agree with the other person/s interpretations.
:or e.ample) you may agree that you are late with handing in reports) but you may not agree that
you are irresponsible.
"ake time to think about what you have heard and what you can do about it.
5ivin0 fee-2ac/
Depending on how feedback is given) it can have productive or destructive results. <egative
feedback creates hostility and tension) as it may be seen as an attack or threat to the person.
Offering feedback to people about their behaviour should always be done in a way that shows it
is being given to improve a situation and work out differences so that they can increase their
personal effectiveness.
$y giving effective feedback to others) we can reduce their blind areas) thus opening up their
arena. 'otivational feedback looks at the strengths of a person) such as what is being done well)
and why. Developmental feedback considers those things that could be improved and suggests or
asks how to do so.
Increase your personal effectiveness
* large *rena 8*9 indicates greater and more open e.change of information between yourself
and others around you 7 this in turn contributes to increased personal effectiveness.
%ncreasing the arena can be done in two ways:
Reduce the closed area 8&9
Reduce the blind area 8$9
"he closed area can be reduced by allowing others to know more about yourself) by being more
open in sharing your views) feelings) reactions etc. 8self2disclosure9. "he blind area can be
reduced by encouraging and receiving feedback from others.
Reducing the closed area will automatically increase the arena as shown in :igure = above.
*lthough increasing the arena by self2disclosure and use of feedback would be desirable) and
would contribute to personal effectiveness) it may not be enough. * person with a large arena
may still not be very effective. "he third dimension 7 perceptiveness) also needs to be
considered.
*s a manager you need to focus on all three areas to increase your personal effectiveness by
being more open) listening to others and being sensitive to persons and situations. !et us now
e.amine how to address these three dimensions.
Cate0ories of personal effectiveness
Cate0ory elf Disclosure Openness to
fee-2ac/
Perceptiveness
Effective 0igh 0igh 0igh
Insensitive 0igh 0igh !ow
E0ocentric 0igh !ow !ow
Do0matic 0igh !ow 0igh
ecretive !ow 0igh 0igh
Tas/%o2sesse- !ow 0igh !ow
#onely Empathic !ow !ow 0igh
Ineffective !ow !ow low
Effective
Effective people are high on all three aspects: self2disclosure 8small closed area9) use of feedback
8small blind area9 and perceptiveness. uch people share without hesitation their opinions)
feelings> reactions etc. and are open to feedback) which they use to look at those aspects that
need improvement. "hey are also sensitive to un2communicated messages) by picking up non2
verbal cues.
Insensitive
People with high self2disclosure and use of feedback 8small closed and blind areas9) but low on
perceptiveness are insensitive to the non2verbal cues that other people may be sending about
their behaviour.
:or e.ample) a manager was in the habit of prolonging meetings. 0e en5oyed talking about his
work and accomplishments and gave some time to others to share and give their opinions. 'ost
of the members who attended the meetings were his staff and felt ill at ease about telling him
how boring it was to listen to him like this from one meeting to the ne.t.
"hey did send non2verbal cues like shifting in their chairs) talking among themselves) looking at
their watches) etc. but the manager was simply insensitive to all this.
E0ocentric
People with high self2disclosure 8small closed area9) low use of feedback 8large blind area9 and
with low perceptiveness may tend to talk e.cessively about themselves) their achievements)
talents) e.periences) and even personal life. "hey do not listen to what others have to say. "hey
may be so self2centered that they are not likely to pay attention to others and their needs. :or
e.ample) some supervisors may talk about their own achievements and take credit for themselves
for all the work. "hey may never say a word of appreciation about their staff nor give them an
opportunity to e.press their feelings.
Do0matic
People who have high self2disclosure 8small closed area9 and high perceptiveness but do not use
feedback 8large blind area9 are termed dogmatic. uch people do not listen to others) hold on to
their opinions and are often seen as being infle.ible. "hey may be effective in being frank and
open) as well as sensitive to non2verbal cues but are generally closed to others/ communication.
ecretive
People with low self2disclosure 8large closed area9) but high use of feedback 8small blind area9
and high perceptiveness are likely to be secretive. taff may wonder what criteria their
supervisor uses to 5udge them. uch people generally do not share feelings with others.
Tas/%o2sesse-
People with a low self2disclosure 8large closed area9) high use of feedback regarding tasks at
hand 8small blind area9) but with low perceptiveness) can be effective in a limited way. One
model of an effective administrator is a person with a small arena and a high task orientation.
uch people do not relate to others on a personal or a social level. "hey are mainly concerned
with task performance and may restrict their communication and interaction with others only to
the tasks involved. *s they are so caught up in their work) their perceptiveness level is low) and
they) therefore show little or no caring or sensitivity to their staff. "hey may be effective
administrators) but are not effective as persons.
#onely1 empathetic
People who are low on both self2disclosure and use of feedback 8large closed and blind areas9
but sensitive to others/ feelings 8high perceptiveness9 may be empathetic 8able to understand
others/ feelings even without e.pressing them in words9 as well as lonely. uch people may be
shy.
Ineffective
People low on self2disclosure 8large closed area9) use of feedback 8large blind area9 and
perceptiveness are ineffective. uch people do not listen to others) are not able to pick up
nonverbal cues and do not share much with others.
"o increase personal effectiveness) work on being more open) use feedback and be perceptive of
others feelings.
"nalysis of M*"%HR 6"7 689::%89:;7
%llustration
* team of ? members of an esteemed university has been given a pro5ect to work upon which has
to be submitted within a month.
One member) say the leader 3!4 initiates in taking the pro5ect forward.
0e calls the first member 3*4
3*4 already has a plan chalked out for the pro5ect. %nnovative ideas) alternative plans) blue print
etc is in the pipeline already. 0e can/t wait to share his ideas with the others.
8Effective9
3!4 is motivated with this response. 0e is very sure that this pro5ect will give him and the
members a lot of recognition. 0e messages all his members to meet him at the students lounge at
@:@Apm the ne.t day.
econd member 3$4 shows very less interest in the pro5ect. 0e is only worried about the marks
that he will get after completion of this task. 0e wants the credit even without helping the group.
8Egocentric9
#hen 3&4 was being asked about his suggestions) he came up with relevant ideas. "he challenge
arose when he kept harping about his own achievements. Other members started getting bored
but & was unable to pick up clues from their gestures. 8%nsensitive9
#hile the members were delegating the work) 3D4 was busy on personal calls. 0e did suggest a
thing or two but they were not ethical) hence his suggestions went unconsidered. 3D4 was taken
aback with this decision and was very rigid on his suggestion to be implemented.
8Dogmatic9
3E4 Empathized with 3D4. 0e was upset with his suggestion not being considered. 3E4 did not
contribute with his own ideas and suggestions. 0e behaved as a loner.
8!onely Empathic9
3:4 was sitting in a corner and listening to others. 0e was nodding to everyone/s
advice-suggestion.
8ecretive9
3;4 was glued to his laptop) looking for relevant information regarding the pro5ect. 0e skipped
his meal breaks and was only focused at completing the pro5ect before time. 0e did not care
about others.
8"ask Obsessed9
304 was in absentia. 0e did not even reply to 3!4/s message) which was sent the previous
evening. #hen confronted) he was very cold. 0e did not understand how important the pro5ect
was to him and to the group.
8%neffective9
#hy was this behavior depicted by each and every member,
#as it because they were not interested in a college pro5ect,
#ere they incapable of working in a group,
Personal effectiveness can only be effective if an individual minimizes his negatives and
strengthen his positives.
"his can be done by increasing the 3:REE4 window and decreasing the 3$!%<D4) 30%DDE<4
and 3B<C<O#<4 window.
#ill it be appropriate if the same behavior is repeated at the corporate level,