Professional development is process of continues progress and refining our characters and quality that we have. Career development and personal development go hand-in-hand. We need to develop attitudes, beliefs, and behaviors that lead to success rather than only depending on job skill, education and training which can only get so far. Professional development helps t achieve more in our life.
There are many good reasons to invest in professional development. It will help us to have:
1- More opportunities for challenging work assignments and responsibility.
2- A clearer path to career advancement.
3- Less stress- on us and other people.
There are many ways through that we can develop ourselves.
First we need to identify the our individual values:
Identify our own strength, weakness, opportunity and threats
Set a goal
Prioritize to reach our goal
Have action plan where we can review continuously to observe progress in skills
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Author Stephen Covey suggests spending most of your time on what's
Important but not urgent. This includes clarifying your values planning,
And preparing, building relationships, and doing true re-creation.
I prefer to deepen my knowledge in my field of expertise or decide to make lateral moves to broaden your range of skills. Either way, to create an individual development plan, each year, to help you to continue to grow.
Reviewing management skills, soft skills, and own performance
There are many ways through that the employees can review their management skills, soft skills, and also can assess their own performance through the performance appraisal. It will help the employee to overcome any problems or obstacles in performance and helps to identify where an employee's potential for improved performance and greater challenge could be better fulfilled Employee can assess his or her performance through:
Self appraisal allows individuals to carry out a self-evaluation as a major inputs to the appraisal process
Employ a 360 degree approach where in each employee receives feedback from their team members and peers. Let their team in on the objective behind the survey. A relaxed and open environment will help draw out their honest opinion.
Professional development is about being aware of the decisions that you make, the way you think about, and the way you handle different situations. The concept behind professional development is the idea that you have untapped potential, and to not settle with what you have if you want more out of life. Professional development is a process of continually progressing and refining your character and qualities as a parent, a teacher, a secretary, a doctor, a lawyer- as whatever or whoever you are. It is about life-long learning and growing as an individual.
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Positive thinking and professional development go hand-in-hand. Professional development is applicable to every individual, regardless of what you do for a living, or other socio-economic factors. Thinking positively and setting realistic goals keep you motivated to continually better yourself, and the world around you.
start saving time with colleagues
have higher quality conversations
get their messages across far more effectively
improve their work performance - getting more done with less effort
A person needs to develop management and self management skills. Management skills are needed to manage work base problem and is focused on many people or used large target. Self management skills are neede to mange our own rootien or personal work and are focused on one person.
A manger have to excel at soft skills. Good soft skills are vital for employees and they are critical
As a manager, it has never been enough to be technically adept. You have to excel at soft skills as well. Soft skills are the personality traits, attitudes, habits, and behaviors you display when working with others. While good soft skills are also important for employees, they are critical for managers - and for those who want to be managers. Here are the ten most important soft skills managers need to master.
Top Soft Skills For Managers
Always on Time
Marked to Standard
Can you be depended on to be where you need to be, to do what needs to be done, to do what you say you will? Your boss must be able to depend on you or you will not get ahead. It is equally important that your peers and your subordinates believe they can depend on you too. Without that, they will not give you the support you need if you are going to be successful.
Tell it like it is. Don't sugar coat things. Don't say what you think the boss wants to hear. I respect people, above and below me, who are candid. I don't have to waste time figuring out what they really mean.
You were hired to do a job. Do you do it or do you sit back and watch others work? Are you the hardest working person in your group? If not, you ought to be.
How well do you communicate with your boss, your peers, your subordinates? Are you able to communicate as well in writing as you are verbally? If you have any weakness in this area you need to work to improve or to eliminate it.
Community and Teamwork
A lot has been written about the need to demonstrate your ability to work well with the other members of your team. It is a skill that is becoming more important as we move toward more cross-functional teams. But it is also important that a manager build community. Don't just be part of your team, but understand how it fits in the larger organization and work to strengthen those connections.
Time Management Skills
The one resource a manager will never have enough of is time. To succeed as a manager, it is vitally important that you develop, and continually improve your skill, in time management. In addition to the ability to prioritize and to delegate, which reduce the number of things you have to do, you have to be able to maximize what you do get done in the time you have.
Good managers are able to determine what needs to be done and to set goals to get there. Don't just drift through the day dealing with what lands on your plate. Prioritize. Figure out what needs to be done and set specific goals for yourself and for your team.
When hiring, I always look for the candidate who is one step ahead of me in the interview because that person will be the same way when hired. These people catch on quick. They understand business in general and their industry in particular. They are critical thinkers and problem solvers.
We face changes every day. Laws and regulations change. Competitors release new products. Disasters happen. Good managers have the flexibility to deal with constant change. Good managers expect change and plan for it. As a result, they are better prepared for unexpected changes. Their flexibility lets them react more quickly and minimize the disruption change can bring.
Takes Direction Well
As much as manager are valued for their ability to figure out what needs to be done and get after it, there are still times when they need to be told to do something. Whether it is a change in strategic direction or coaching regarding their performance a good manager has to be able to not only accept the directions, but to do so with a positive attitude, and learn from them.
Your technical skills may be what got you noticed and promoted, but they are not enough. To succeed as a manager you need to be as talented in your soft skills. In those areas where you have a well developed skill, keep it up. In the other areas, work harder to improve. That's how to improve your chances for success.
Interpersonal and transferable skills
"Interpersonal skills" refers to mental and communicative algorithms applied during social communications and interaction to reach certain effects or results.
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The term "interpersonal skills" is used often in business contexts to refer to the measure of a person's ability to operate within business organizations through social communication and interactions. Interpersonal skills are how people relate to one another.
Having positive interpersonal skills increases the productivity in the organization since the number of conflicts is reduced. In informal situations, it allows communication to be easy and comfortable.
People with good interpersonal skills can generally control the feelings that emerge in difficult situations and respond appropriately, instead of being overwhelmed by emotion.
Don't discount the importance of interpersonal skills in the workplace. How you are perceived by your manager and coworkers plays a large role in things as minor as your day-to-day happiness at the office and as major as the future of your career.
No matter how hard you work or how many brilliant ideas you may have, if you can't connect with the people who work around you, your professional life will suffer. The good news is that there are several concrete things that you can do to improve your social skills and become closer to your colleagues. All of these tools will ultimately help you succeed in today's working world.
Following are some interpersonal skills:
Transferable skills are the skills you've gathered through various jobs, volunteer work, hobbies, sports, or other life experiences that can be used in your next job or new career. In addition to being useful to career changers, transferable skills are also important to those who are facing a layoff, new graduates who are looking for their first jobs, and to those reentering the workforce after an extended absence.
How to identify your transferable skills? The job titles you've held may tell little about what your actual job entailed. In other words, formal job descriptions are often very different from reality. That is why it's important to dissect each job you've held in order to discover what skills you actually used to do that job. If you are re-entering the workforce or entering it for the first time you'll have to look at your life experiences to get this information.
There are many transferable skills, but most can be summarized under the following headings.
1-communication/presentation skills (oral/written/graphic)
2-Teamwork or interpersonal skills (e.g. negotiating/listening/sharing/ )
3-Maanagement or organizing and planning skills (including self management skills such as integrity, honesty and ethical behavior)
4-intetellectual and creative skills (such as problem solving and thinking outside the square)
Having communication and presentation skills means being able to express your ideas and information either in written form or orally. (e. g. on paper computer or using graphics) your communication skills are closely connected to your interpersonal skills. (e. g. your ability to listen, your compassion, your eagerness etc).
If you are in a team sport, you will almost certainly have developed good teamwork and interpersonal skills. This set of skills enables you to deal with others (as you would your coach and team mates), and includes for example negotiating, reasoning, listening, accepting, direction, just to name a few you would have the ability to work where the group is made up of a variety of people and disciplines.
Management/Organizational or planning skills is your ability to organize your sporting life with your working life and your personal life. It is managing your time and resources effectively allowing you to prioritize and make realistic plans.
Intellectual and creative skills can be applied to present new ideas to practical problems, and these skills include being able to observe, assess and evaluate.
Transferable skills are reasonably developed skills, and abilities attained through both training and experience (civilian and military) that relate to current employment opportunities in the labor market.
These are general skills that can be useful on a variety of jobs. They are called transferable skills because they can be transferred from one job, from one field to another or even one career, to another. Critical transferable skills tend to get you higher level of responsibility and pay. Emphasize them in an interview as well as on your resume.
This skill will help to you to improve your experience and manage the job conveniently. It is easy to work with others if you have better teamwork skills. Sources of information for identifying these skills and qualities could include the institutions or school's strategic plan or mission statement.
They could also include the existing learning outcomes of academic programmers or requirements of relevant professional bodies. Brainstorming among colleagues is another way to identify skills which are particularly important to a programmer of study or discipline.
Leadership in the 21st century has been redefined. In our current world, leaders are the ones who sell the tickets for the journey, while the managers are the ones who drive the bus to the destination. Leadership is something you know when you see it, but is very hard to describe.
Leaders have the power to make people do what they want and need them to do. By the strength of their personalities, they are able to motivate others to accomplish goals that they would otherwise never have even considered pursuing. Leaders can actually influence the beliefs, actions and feelings of their followers.
A leader can make people entirely change direction without question, and can come from any rung of the ladder in an organization. Even the lowest ranked employees can show leadership.
Leaders often first show their leadership skills in crisis situations. They seem invisible until the need for innovation pops up, then there they, seem like they had been preparing for this all their lives.
Leadership is much more than management. It is the ability to lead a group of followers effectively, make them and the organization successful, and still maintain valid principles and ideals. Leaders must have followers to be successful, and they must know how to treat the followers to ensure their success. They should have values that are consistent with high moral and ethical standards, and they should know how to motivate others effectively.
Great leaders often have leadership styles that fit into four highly developed categories, and they can interchange these leadership styles when it makes the most sense. Some of the greatest leaders in American and world history clearly fall into these categories, like Ronald Reagan and many others. They had the ability to motivate their followers and elicit change, and change is a vital element of a great leader, they have to know how to create successful change and motivate others to change, too. Great leaders are not all positive, as someone like Hitler clearly indicates, and that can be the negative aspect of leadership and the power of leadership.
Other great leaders illustrate the aspect of change and followers. Perhaps the best example is Ronald Reagan, who remains one of the most popular American presidents even today.
Reagan instigated change, like "Reagan-comics" when the economy faltered, and even helped influence the eventual fall of the Soviet Union and the Berlin Wall, both major changes in the 20th century, but his Republican followers remain intensely loyal and proud of their leader, even referring to themselves as "Reagan Republicans." Thus, he generated loyalty and hope in his followers, and those are also very important aspects of a great leader.
Today, holistic, creative leaders are the most popular type in big business, indicating that leadership trends can change with the times, as Type-A leaders were much more popular in the 1950s and 60s.
Then, there are the leaders who are more in touch with their feelings. Author Howard continues, "The leader that prefers Type-C (Feelings) leadership style makes decisions about how he/she feels about the people, tasks, and environment, often ignoring research and facts that are contrary to his/her decisions" (Howard). Finally, there are controlling leaders.
These are some characteristics of great leadership:
Need to Achieve
Screening For Opportunity.
Locus of Control
Tolerance to Ambiguity
Strong Internal Motivation-The "Fire Inside"
Desire to Serve Others
Guided by Heart, passion and compassion
Recognize their shortcomings
Lead with Purpose
Build Enduring Relationships
Clear Where They Stand
Refuse to Compromise
These skills are different than those required to be a manager. Leadership and management are not the same. To be a leader, one needs an exclusive set of human relations and interpersonal skills. Tips essence is being able to influence.
To influence one needs a number of component skills. Some are fairly easy to development-others take a long time to protect. To get from A to B one can choose many different ways. for example one can ride a bicycle or ride a plane. One is easy to Lear but not so fast. The other is fast but not easy to learn. For example, you can use your authority, it's quick. But leaning charisma takes more time but is more powerful.
Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.
A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it's not enough to have a vision; leaders must also share it and act upon it.
Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity.
Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by followers.
Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great.
Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership.
Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a "follower-centric" leadership role.
Openness means being able to listen to new ideas, even if they do not conform to the
Usual way of thinking. Good leaders are able to suspend judgment while listening to others' ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.
Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, "What if â€¦? Possibly the worst thing a leader can say is, "I know this is a dumb question ...''
Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.
Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader.
Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association). It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders.
A sense of humor is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie.
Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits.
How to develop leadership?
Test the waters:
Find out what people think about your style of management. This could be a real eye opener, and the key to making changes to your leadership style. Employ a 360 degree approach wherein you receive feedback from your team members and peers. Let your team in on the objective behind the survey. A relaxed and open environment will help draw out their honest opinion.
When your team members speak to you about all their work related worries, hear them out. You could convey empathy, suggest alternatives and create harmony within the team. GREAT LEADERS ARE GREAT LISTENERS!!!!!
Take complete responsibility for how you are heard. Always rephrase your message to make it sound positive. Effective communication is a fine art.
Be a people's person:
An integral part of developing leadership skills is to learn to respect your team's capabilities. Let the team members take decisions on certain issues. Trust them with their work; don't be a watchdog.
Lead by example:
Your team must believe in your integrity, and that you really mean what you say. Be prepared to put your money where your mouth is. It works like a charm!
Distribute tasks among group members depending on the situation and individual strengths. You become a better leader by involving more people in the leadership process.
Evaluate your success in tandem with that of the team: your prime responsibility is to ensure success and development of the team. Focus on building their skills as this will enhance motivation and team performance. Remember, their success is yours too!
How to communicate with others?
Communication is commonly defined as "the imparting or interchange of thoughts, opinions, or information by speech, writing, or signsâ€¦" an act or instance of transmitting and a process by which information is exchanged between individuals though a common system of symbols, signs, or behavior. There are some ways that is used when communicating with others. Some are follows:
Get interested in other people
Open up a person's heart
Listen at least two times more than you talk
Self managed learning
Learning styles are, simply put, various approaches or ways of learning. They involve educating methods, particular to an individual that are presumed to allow that individual to learn best. It is commonly believed that most people favor some particular method of interacting with, taking in, and processing stimuli or information.
Types of learning styles
My own learning style
Above there are some learning styles. Among them I'm using musical style. Music is habit that I cannot stop. Because when my childhood on wards I'm listening it in everyday. First I will listen some music, and I will start my studies. In this way for me it is easy to study. It is not necessary that you have the same style.
It is not just starting a business. It is not just timing. It is not just instinct. It is a lot more.
The simplest definition of entrepreneurship is an individual that organizes, operates, and takes on the risks of a business. Of course, there is also social entrepreneurship, where one takes on the risk of a social organization or charity.
The concept of entrepreneurship was first established in the 1700s, and the meaning has evolved ever since. Many simply equate it with starting one's own business. Most economists believe it is more than that.
To some economists, the entrepreneur is one who is willing to bear the risk of a new venture if there is a significant chance for profit. Others emphasize the entrepreneur's role as an innovator who markets his innovation. Still other economists say that entrepreneurs develop new goods or processes that the market demands and are not currently being supplied.
In the 20th century, economist Joseph Schumpeter (1883-1950) focused on how the entrepreneur's drive for innovation and improvement creates upheaval and change. Schumpeter viewed entrepreneurship as a force of "creative destruction." The entrepreneur carries out "new combinations," thereby helping render old industries obsolete. Established ways of doing business are destroyed by the creation of new and better ways to do them.
Business expert Peter Ducker (1909-2005) took this idea further, describing the entrepreneur as someone who actually searches for change, responds to it, and exploits change as an opportunity. A quick look at changes in communications - from typewriters to personal computers to the Internet - illustrates these ideas.
Most economists today agree that entrepreneurship is a necessary ingredient for stimulating economic growth and employment opportunities in all societies. In the developing world, successful small businesses are the primary engines of job creation, income growth, and poverty reduction. Therefore, government support for entrepreneurship is a crucial strategy for economic development.
As the Business and Industry Advisory Committee to the Organization for Economic Cooperation and Development (OECD) said in 2003, "Policies to foster entrepreneurship
are essential to job creation and economic growth." Government officials can provide incentives that encourage entrepreneurs to risk attempting new ventures. Among these are laws to enforce property rights and to encourage a competitive market system.
The culture of a community also may influence how much entrepreneurship there is within it. Different levels of entrepreneurship may stem from cultural differences that make entrepreneurship more or less rewarding personally. A community that accords the highest status to those at the top of hierarchical organizations or those with professional expertise may discourage entrepreneurship. A culture or policy that accords high status to the "self-made" individual is more likely to encourage entrepreneurship.