EXECUTIVE BACHELORS IN MANAGEMENT

MODULE PEOPLE MANAGEMENT

TRAINER : MR. PRAKASH

ASSIGNMENT PEOPLE MANAGEMENT

PREPARED BY:

QUESTION 1

Personality traits are what being displayed largely in an individuals

behavior on most situations. Swiss psychiatarist Carl G. Jung in 1921
published Psychological Types, introducing the idea that each person has
psychological types. The Myers Brigss Indicator (MBTI) is based on Jungs
Theory. There are 16 types that can be expressed a a code with four letter
MBTI . Explain in details all 16 types.

Introduction
Developed by Katharine Cook Briggs and Isabel Briggs Myers in the 1960s, the MyersBriggs Type Indicator (MBTI) sorts personalities into four different pairs or psychological
types. Measured on a scale, these pairs include extraversion and intraversion, sensing
and intuition, thinking and feeling, and judging and perceiving. Organizations and
employers can administer the MBTI and similar personality tests, such as The Birkman
Method, to both potential job candidates and current employees. The results can be
used in a variety of ways to influence certain aspects of the workplace and, ultimately,
the success of an organization.

Work Environment
Employers use the results of personality tests to improve the work environment. For
example, personality tests can measure communication styles. Learning the differences
among these styles helps organizations develop programs and workplace rules that
minimize conflict and improve communication among co-workers themselves and
between workers and management. For example, the Myers-Briggs "thinking" and
"feeling" scale measures how individuals evaluate information and make decisions.
While a "thinking" individual prefers fairness, objectivity and truth, a "feeling" individual
may value compassion and harmony in work relationships. These two styles may clash,
for example, when a "thinking" supervisor delivers a seemingly objective performance
review to a "feeling" employee that perceives the review as caustic or severely critical.
Team Development
Personality types explain the dominant function or preference of an individual and tell
employers and project managers how individuals structure thoughts, attitudes, reach
conclusions and interact. These personality types are often described in terms of team
roles in the workplace, such as the "Actor," "Executive," "Coach," "Persuader" or
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"Analyst," each with a different strength and weakness. Each personality type also has
an interaction style, such as a "Leader" or "Motivator." Employers and supervisors that
understand these styles and team roles can leverage the strength of one employee to
fill the weakness of another, developing teams that can interact effectively with one
another, work to deadlines and complete tasks.
Jung's Theory of Psychological Types and the MBTI Instrument
This excerpt is taken from Chapter 1 of the 1985 MBTI Manual: A Guide to the
Development and Use of the Myers-Briggs Type Indicator. It was based on the first
version of the Manual by Isabel Myers and written by Mary H. McCaulley, Ph.D. and
founding President of CAPT. The Manual was published by CPP, Inc. The 3rd Edition of
the Manual was published by CPP, Inc. in 1998.
"The purpose of the Myers-Briggs Type Indicator is to make the theory of
psychological types described by C. G. Jung (1921/1971) understandable and useful in
people's lives. The essence of the theory is that much seemingly random variation in
behavior is actually quite orderly and consistent, being due to basic differences in the
way individuals prefer to use their perception and judgment."
Perception involves all the ways of becoming aware of things, people, happenings, or
ideas. Judgment involves all the ways of coming to conclusions about what has been
perceived. If people differ systematically in what they perceive and in how they reach
conclusions, then it is only reasonable for them to differ correspondingly in their
interests, reactions, values, motivations, and skills.
The MBTI instrument is based on Jung's ideas about perception and judgment, and the
attitudes in which these are used in different types of people. The aim of the MBTI
instrument is to identify, from self-report of easily recognized reactions, the basic
preferences of people in regard to perception and judgment, so that the effects of each
preference, singly and in combination, can be established by research and put into
practical use.
The MBTI instrument differs from many other personality instruments in these ways:

It is designed to implement a theory; therefore the theory must be understood to

understand the MBTI instrument.

The theory postulates dichotomies; therefore some of the psychometric

properties are unusual.

Based on the theory, there are specific dynamic relationships between the
scales, which lead to the descriptions and characteristics of sixteen "types."
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The MBTI instrument contains four separate indices. Each index reflects one of four
basic preferences which, under Jung's theory, direct the use of perception and
judgment. The preferences affect not only what people attend to in any given situation,
but also how they draw conclusions about what they perceive.
ExtraversionIntroversion (EI)
The EI index is designed to reflect whether a person is an extravert or an introvert in
the sense intended by Jung. Jung regarded extraversion and introversion as "mutually
complementary" attitudes whose differences "generate the tension that both the
individual and society need for the maintenance of life." Extraverts are oriented primarily
toward the outer world; thus they tend to focus their perception and judgment on people
and objects. Introverts are oriented primarily toward the inner world; thus they tend to
focus their perception and judgment upon concepts and ideas.
SensingIntuition (SN)
The SN index is designed to reflect a person's preference between two opposite ways
of perceiving; one may rely primarily upon the process of sensing (S), which reports
observable facts or happenings through one or more of the five senses; or one may rely
upon the less obvious process of intuition (N), which reports meanings, relationships
and/or possibilities that have been worked out beyond the reach of the conscious mind.
ThinkingFeeling (TF)
The TF index is designed to reflect a person's preference between two contrasting
ways of judgment. A person may rely primarily through thinking (T) to decide
impersonally on the basis of logical consequences, or a person may rely primarily on
feelings (F) to decide primarily on the basis of personal or social values.
JudgmentPerception (JP)
The JP index is designed to describe the process a person uses primarily in dealing
with the outer world, that is, with the extraverted part of life. A person who prefers
judgment (J) has reported a preference for using a judgment process (either thinking or
feeling) for dealing with the outer world. A person who prefers perception (P) has
reported a preference for using a perceptive process (either S or N) for dealing with the
outer world.
The Four Preferences of the MBTI instrument
Index Preferences
Between EI
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E Extraversion or
I Introversion
Affects Choices as to
Whether to direct perception judgment mainly on the outer world (E) or mainly on the
inner world of ideas.
Between SN
S Sensing perception or
N Intuitive perception
Affects Choices as to
Which kind of perception is preferred when one needs or wishes to perceive
Between TF
T Thinking judgment or
F Feeling judgment
Affects Choices as to
Which kind of judgment to trust when one needs or wishes to make a decision
Between JP
J Judgment or
P Perception
Affects Choices as to
Whether to deal with the outer world in judging (J) attitude (using T or F) or in the
perceptive (P) attitude (using S or N)
The Sixteen Types
According to theory, by definition, one pole of each of the four preferences is preferred
over the other pole for each of the sixteen MBTI types. The preferences on each index
are independent of preferences for the other three indices, so that the four indices yield
sixteen possible combinations called "types," denoted by the four letters of the
preferences (e.g., ESTJ, INFP). The theory postulates specific dynamic relationships
between the preferences. For each type, one process is the leading
or dominant process and a second process serves as anauxiliary. Each type has its
own pattern of dominant and auxiliary processes and the attitudes (E or I) in which

these are habitually used. The characteristics of each type follow from the dynamic
interplay of these processes and attitudes.
Processes and attitudes
Attitudes refer to extraversion (E) or introversion (I).
Processes of perception are sensing (S) and intuition (N).
Processes of judgment are thinking (T) and feeling (F).
The style of dealing with the outside world is shown by judgment (J) or perception (P).
In terms of the theory, people may reasonably be expected to develop greater skill with
the processes they prefer to use and with the attitudes in which they prefer to use these
processes. For example, if they prefer the extraverted attitude (E), they are likely to be
more mature and effective in dealing with the world around them than with the inner
world of concepts and ideas. If they prefer the perceptive process of sensing (S), they
are likely to be more effective in perceiving facts and realities than theories and
possibilities, which are in the sphere of intuition. If they prefer the judgment process of
thinking (T), they are likely to have better developed thinking judgments than feeling
judgments. And if they prefer to use judgment (J) rather than perception (P) in their
attitude to the world around them, they are likely to be better organizing the events of
their lives than they are to experiencing and adapting to them. On the other hand, if a
person prefers introversion, intuition, feeling, and the perceptive attitude (INFP), then
the converse of the description above is likely to be true.
Identifying the MBTI Preferences
The main objective of the MBTI instrument is to identify four basic preferences. The
indices EI, SN, TF, and JP are designed to point in one direction or the other. They
are not designed as scales for measurement of traits or behaviors. The intent is to
reflect a habitual choice between rival alternatives, analogous to right handedness or
left-handedness. One expects to use both the right and left hands, even though one
reaches first with the hand one prefers. Similarly, every person is assumed to use both
poles of each of the four preferences, but to respond first or most often with the
preferred functions or attitudes.

The 16 Types
As located on the Type Table
ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ

The 16 types of personalities

ISTJ
For ISTJs the dominant quality in their lives is an abiding sense of responsibility for
doing what needs to be done in the here-and-now. Their realism, organizing abilities,
and command of the facts lead to their completing tasks thoroughly and with great
attention to detail. Logical pragmatists at heart, ISTJs make decisions based on their
experience and with an eye to efficiency in all things. ISTJs are intensely committed to
people and to the organizations of which they are a part; they take their work seriously
and believe others should do so as well.
ISFJ
For ISFJs the dominant quality in their lives is an abiding respect and sense of personal
responsibility for doing what needs to be done in the here-and-now. Actions that are of
practical help to others are of particular importance to ISFJs. Their realism, organizing
abilities, and command of the facts lead to their thorough attention in completing tasks.
ISFJs bring an aura of quiet warmth, caring, and dependability to all that they do; they
take their work seriously and believe others should do so as well.
INFJ
For INFJs the dominant quality in their lives is their attention to the inner world of
possibilities, ideas, and symbols. Knowing by way of insight is paramount for INFJs, and
they often manifest a deep concern for people and relationships as well. INFJs often
have deep interests in creative expression as well as issues of spirituality and human
development. While the energy and attention of INFJs are naturally drawn to the inner
world of ideas and insights, what people often first encounter with INFJs is their drive for
closure and for the application of their ideas to people's concerns.

INTJ
For INTJs the dominant force in their lives is their attention to the inner world of
possibilities, symbols, abstractions, images, and thoughts. Insight in conjunction with
logical analysis is the essence of their approach to the world; they think systemically.
Ideas are the substance of life for INTJs and they have a driving need to understand, to
know, and to demonstrate competence in their areas of interest. INTJs inherently trust
their insights, and with their task-orientation will work intensely to make their visions into
realities.
ISTP
For ISTPs the driving force in their lives is to understand how things and phenomena in
the real world work so they can make the best and most effective use of them. ISTPs
are logical and realistic people, and they are natural troubleshooters. When not actively
solving a problem, ISTPs are quiet and analytical observers of their environment, and
they naturally look for the underlying sense to any facts they have gathered. ISTPs do
often pursue variety and even excitement in their hands-on experiences. Although they
do have a spontaneous, even playful side, what people often first encounter with them
is their detached pragmatism.
ISFP
For ISFPs the dominant quality in their lives is a deep-felt caring for living things,
combined with a quietly playful and sometimes adventurous approach to life and all its
experiences. ISFPs typically show their caring in very practical ways, since they often
prefer action to words. Their warmth and concern are generally not expressed openly,
and what people often first encounter with ISFPs is their quiet adaptability, realism, and
"free spirit" spontaneity.
INFP
For INFPs the dominant quality in their lives is a deep-felt caring and idealism about
people. They experience this intense caring most often in their relationships with others,
but they may also experience it around ideas, projects, or any involvement they see as
important. INFPs are often skilled communicators, and they are naturally drawn to ideas
that embody a concern for human potential. INFPs live in the inner world of values and
ideals, but what people often first encounter with the INFP in the outer world is their
adaptability and concern for possibilities.
INTP
For INTPs the driving force in their lives is to understand whatever phenomenon is the
focus of their attention. They want to make sense of the world -- as a concept -- and
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they often enjoy opportunities to be creative. INTPs are logical, analytical, and detached
in their approach to the world; they naturally question and critique ideas and events as
they strive for understanding. INTPs usually have little need to control the outer world,
or to bring order to it, and they often appear very flexible and adaptable in their lifestyle.
ESTP
For ESTPs the dominant quality in their lives is their enthusiastic attention to the outer
world of hands-on and real-life experiences. ESTPs are excited by continuous
involvement in new activities and in the pursuit of new challenges. ESTPs tend to be
logical and analytical in their approach to life, and they have an acute sense of how
objects, events, and people in the world work. ESTPs are typically energetic and
adaptable realists, who prefer to experience and accept life rather than to judge or
organize it.
ESFP
For ESFPs the dominant quality in their lives is their enthusiastic attention to the outer
world of hands-on and real-life experiences. ESFPs are excited by continuous
involvement in new activities and new relationships. ESFPs also have a deep concern
for people, and they show their caring in warm and pragmatic gestures of helping.
ESFPs are typically energetic and adaptable realists, who prefer to experience and
accept life rather than to judge or organize it.
ENFP
For ENFPs the dominant quality in their lives is their attention to the outer world of
possibilities; they are excited by continuous involvement in anything new, whether it be
new ideas, new people, or new activities. Though ENFPs thrive on what is possible and
what is new, they also experience a deep concern for people as well. Thus, they are
especially interested in possibilities for people. ENFPs are typically energetic,
enthusiastic people who lead spontaneous and adaptable lives.
ENTP
For ENTPs the driving quality in their lives is their attention to the outer world of
possibilities; they are excited by continuous involvement in anything new, whether it be
new ideas, new people, or new activities. They look for patterns and meaning in the
world, and they often have a deep need to analyze, to understand, and to know the
nature of things. ENTPs are typically energetic, enthusiastic people who lead
spontaneous and adaptable lives.

ESTJ
For ESTJs the driving force in their lives is their need to analyze and bring into logical
order the outer world of events, people, and things. ESTJs like to organize anything that
comes into their domain, and they will work energetically to complete tasks so they can
quickly move from one to the next. Sensing orients their thinking to current facts and
realities, and thus gives their thinking a pragmatic quality. ESTJs take their
responsibilities seriously and believe others should do so as well.
ESFJ
For ESFJs the dominant quality in their lives is an active and intense caring about
people and a strong desire to bring harmony into their relationships. ESFJs bring an
aura of warmth to all that they do, and they naturally move into action to help others, to
organize the world around them, and to get things done. Sensing orients their feeling to
current facts and realities, and thus gives their feeling a hands-on pragmatic quality.
ESFJs take their work seriously and believe others should as well.
ENFJ
For ENFJs the dominant quality in their lives is an active and intense caring about
people and a strong desire to bring harmony into their relationships. ENFJs are openly
expressive and empathic people who bring an aura of warmth to all that they do.
Intuition orients their feeling to the new and to the possible, thus ENFJs often enjoy
working to manifest a humanitarian vision, or helping others develop their potential.
ENFJs naturally and conscientiously move into action to care for others, to organize the
world around them, and to get things done.
ENTJ
For ENTJs the driving force in their lives is their need to analyze and bring into logical
order the outer world of events, people, and things. ENTJs are natural leaders who build
conceptual models that serve as plans for strategic action. Intuition orients their thinking
to the future, and gives their thinking an abstract quality. ENTJs will actively pursue and
direct others in the pursuit of goals they have set, and they prefer a world that is
structured and organized.

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QUESTION 2

There are significant differences between a manager and a leader. Before

a manager can become a effective team leader, he/she has to undergo
some significant personal changes. What are some changes required?
Discuss.

Change is a process
Change occurs as a process, not as an event. Organizational change does not happen
instantaneously because there was an announcement, a kick-off meeting or even a golive date. Individuals do not change simply because they received an email or attended
a training program. When we experience change, we move from what we had known
and done, through a period of transition to arrive at a desired new way of behaving and
doing our job.
Although it is the last of the seven principles of change management presented, treating
change as a process is a central component of successful change and successful
change management. By breaking change down into distinct phases, you can better
customize and tailor your approach to ensure individuals successfully adopt the change
to how they work.

Understanding change as a process

It is easy to see changes in nature occurring as a process. Whether it is a caterpillar
turning into a butterfly, or winter shifting into spring, we can easily appreciate the
process of change. But when we begin changing our organization with projects and
initiatives, we often forget the fact that change does not happen instantaneously.
The easiest, most basic approach to understanding change as a process is to break
change down into distinct, understandable elements. The three states of change
provide a powerful framework: the Current State, the Transition State and the Future
State.

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The Current State - The Current State is how things are done today. It is the
collection of processes, behaviors, tools, technologies, organizational structures
and job roles that constitute how work is done. The Current State defines who we
are. It may not be working great, but it is familiar and comfortable because we
know what to expect. The Current State is where we have been successful and
where we know how we will be measured and evaluated. Above all else, the
Current State is known.

The Transition State - The Transition State is messy and disorganized. It is

unpredictable and constantly in flux. The Transition State is often emotionally
charged - with emotions ranging from despair to anxiety to anger to fear to relief.
During the Transition State, productivity predictably declines. The Transition
State requires us to accept new perspectives and learn new ways of behaving,
while still keeping up our day-to-day efforts. The Transition State is challenging.

The Future State - The Future State is where we are trying to get to. It is often
not fully defined, and can actually shift while we are trudging through the
Transition State. The Future State is supposed to be better than the Current
State in terms of performance. The Future State can often be worrisome. The
Future State may not match our personal and professional goals, and there is a
chance that we may not be successful in the Future State. Above all else, the
Future State is unknown.

The three states of change provide a way to articulate how change actually occurs.
Whether the change is an Enterprise Resource Planning application, a new
performance review process, a new piece of machinery on the production line, an
optimized and managed set of business processes or a new reporting structure - there
is always a Current State (how things are done today), a Future State (how things will
be done) and a Transition State (how we will move from point A to point B).

Think about a project you are working on or a project that is impacting you. Using the
following table, try to define each of the three states of change and come up with three
adjectives that describe that state.
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To take the understanding of change as a process one step further, think about who in
the organization spends their time focused on the Current State, the Transition State
and the Future State. The table below looks at three audiences and how they view the
states of change.

Current
State
What I need to
change
Executives and
and why I am trying
senior leaders
to implement the
change

Transition
State

Future
State

The goal that I

have
A necessary evil to
decided to move
get me where I want
my
to be
organization
toward

Project teams

What I'm starting

with
and must improve

The focus of my
daily
work and what I'm
charged with
solving

Where we ultimately
want
to end up

Front line
employees,
managers,
supervisors

The day-to-day
work that
I do to deliver
value to
the organization

A disorganized
inconvenience
to me doing my job

An unknown that
may or
may not be good for
me

Executives and senior leaders live in the Future State. That is what they are responsible
for and compensated for - deciding how the organization should function in 6 months, 1
year, 3 years, etc. Project teams live in the Transition State. They investigate
alternatives, decide on a path and develop a solution to change the organization.
Employees, managers and supervisors live in the Current State. They cannot simply
stop their work to implement a change. They are responsible for keeping the
organization functioning while a change is being implemented.

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The disconnect here can have significant ramifications when it comes to communicating
about change. Senior leaders tend to focus on and speak about vision, almost
detrimentally in some instances. Project teams tend to focus their communications on
the details of their solution and the milestones and timeframes when change will
happen. Employees want to know why what they are doing now (the Current State)
needs to be changed in the first place. Change management practitioners play a key
role in bridging the gap between the three states of change.

Managing change as a process

Once you have started thinking about change not as a singular event but as a process,
the question remains: how do you manage the process of change? Managing change
as a process takes place on two levels:

Individual level

Organizational level

Individual level
Each individual employee or manager who is impacted by a change must go through
their own, personal process of change. If the change impacts five people, then each of
those five must move from their Current State through their Transition State to their own
Future State. If the project impacts 500 people then there are 500 Current-TransitionFuture processes that must occur. If the initiative impacts 5,000 people, then there are
5,000 individuals moving from a Current State to a Future State. This is the essence of
change management, supporting individuals through the required personal transitions
necessary in order for a project or initiative to improve the performance of the
organization.

Awareness of the need for change

Desire to participate and support the change

Knowledge on how to change

Ability to implement the required skills and behaviors

Reinforcement to sustain the change

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Whether it is a change at home, in the community or at work - individuals are successful

at change when they have Awareness, Desire, Knowledge, Ability and Reinforcement.
This results-oriented description of the individual change process gives change
management practitioners a new focus. For example, instead of seeing their job as
"creating a communications plan," an effective practitioner with a focus on the individual
change process sees his or her job as "creating Awareness" and so forth.
Two final observations about change as a process at the individual level. First, people
will start the change process at different points in time. A team that is part of a pilot
program may learn about a change and start the change process months before other
larger groups of employees. Second, individuals take different amounts of time to move
through the process themselves. For one, Awareness of the need for change may only
take a few hours where for another it may take days or weeks to arrive at the point of
saying "I understand why the change is needed".
Once we begin viewing and managing the individual change processes associated with
a project or initiative, we will be more successful at enabling those individual transitions
that together will result in successful organizational change.

Organizational level
When it comes to managing change at the organizational level, viewing change as a
process helps determine the sequencing and content of the change management effort.
First, organizational change management itself should follow a process that parallels
the process of change associated with a project or initiative. Prosci's 3-Phase Process
for organizational change management lays out specific activities for Phase 1 Preparing for change (occurring during the Current State), Phase 2 - Managing change
(occurring during the Transition State) and Phase 3 - Reinforcing change (occurring
during the Future State).
Second, research shows that change management practitioners have five tools or
levers they can use to help move individuals forward through the change process communications plan, sponsor roadmap, coaching plan, training plan and resistance
management plan. Depending on if we are in the Current State, the Transition State or
the Future State, different tools will be more effective and the content will change. Two
examples:

The training plan - a training plan is a key component of a change management

effort. Employees typically need new skills and competencies when adopting a
change to their day-to-day work. But the training plan must be effectively
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sequenced based on where employees are in the change process. A training

program that occurs right when employees learn about a change - when they are
standing firmly in the Current State - will not be effective (this is an unfortunate
reality in many cases, however, where the first response to a change is "send
them to training"). Training should be delivered after employees have already
started to move out of the Current State and into the Transition State.

The communications plan - the content of an effective communications plan

parallels or matches where employees are in the process of change. Early
communication efforts should focus on explaining why the Current State is not
working and must be changed. Communications later on in the change process
can begin to focus on details and the eventual results the project or initiative is
aiming to deliver. If the first communications to employees focus on the details,
milestones and vision of the change, employees are left with unanswered
questions that cloud their ability to process the details - namely "why?".

Managing change as a process from an organizational viewpoint helps to ensure that

the right activities are occurring at the right time, and that employees are receiving the
right information they need to move through their own personal process of change.

Key lessons for change managers:

1. Treat the changes you manage as a process, and not as a single event or series
of events.
2. Individuals experience change as a process. Evaluate and focus your change
management activities based on where individuals are in the change process.
3. No one experiences the process the same.
4. Your organizational change management efforts need to be tied to where you are
in the change process.

Basic thought of personal change

We all have things in our life that we want to change our eating habits, our hair color,
our productivity, etc. But change is hard! Thats because these things you want to
change serve an important purpose consciously, you may despise the behavior, but
on a deeper level the behavior you want to change is a protection or a pattern that
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helped or helps you meet your needs. If we were robots, change would be easy (and Id
be out of business). But, because we are logical and emotional creatures, change is
complicated: no matter how badly we logically want it, we have to find the emotional
balance in order to get it.
Whatever it is in your life that you want to modify whether you know it or not is part
of a larger self-organized system that keeps your life going for you. For better or for
worse, its a system or pattern you know and trust. Somehow, this behavior has helped
you. Now it hurts. And youre stuck.
Until you identify and understand the purpose of this behavior, change will be extremely
difficult. Here are strategies that can help you change:
1. Change Only one Thing at a Time
If youre looking to change one area in your life, keep it to one area especially if what
youre looking to rework is a major part of your current life. Trying to change many
things all at once can be a set-up for exhaustion and defeat.
2. Identify Why you Want to Change
Everyone always wants to brush over this step with a glib answer. I suggest you think it
through a bit more. I often ask folks to pretend a magic genie is offering to grant the
change they seek. Only, first they have to explain why they deserve and need this
change. This provides the opportunity to articulate to themselves some in-depth
reasons why they are making this commitment to begin the difficult process of change.
When it feels challenging to stick to your commitment, you can often reflect back on
these reasons to help you hang in there.
3. Understand how the Behavior Serves You
We hinted at this in the opening whatever behavior youre trying change, it does, in
fact, serve a purpose for you. This can be difficult to believe, as its hard to imagine that
an unwanted behavior could actually help you in some way! Keep in mind that helping
you does not mean its good for you. It means its helping you to survive day-to17

day.Understanding how this behavior works for you can help you understand the
discomfort you experience during the process of change.
4. Sit With the Discomfort
This one can also help you with #3. When youre feeling the discomfort of change, try
not to run away from it so quickly. See if you can let yourself feel the discomfort and try
to understand what it is that is so intolerable. Yes, I know you dont like discomfort and I
know it doesnt feel good. Believe me, I dont like it either. But quite often when we let
ourselves fully experience our difficult feelings, we can learn some very important things
about ourselves that can help us change.
5. Take Baby Steps
You can often break the behavior youre trying to change into smaller, more
attainablegoals. If youre trying to eat healthier foods, start with adding a vegetable and
a fruit to your regular meal plan every day, rather than revamping your entire menu all at
once. Slow and gradual modification, rather than huge abrupt change, gives you the
opportunity to take things one step at a time, which can be more productive and more
likely to result in permanent change.
6. No Time Limits
This goes along with #5. Many people hate this one because in our society, we want
results now! True, lasting change usually happens slowly over time. Trying to rush the
process of change usually results in going to an extreme only to eventually burn out and
have the pendulum swing back to the other extreme. Let change happen at a pace that
feels right to you.

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Refferences
1) www.quickmba.com
2) https://regenerationayk.wordpress.com/2010/09/29/myers-briggs-mbtipersonality-type-test/
3) http://smallbusiness.chron.com/goals-increase-leadership-skills-personaldevelopment-47595.html
4) Ige handbook

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