personality development - oxford university press

Formerly Professor of EnglishIndian Institute of Technology,

Kharagpur

and

Personality Development

SOFT SKILLSBARUN K. MITRA

© Oxford University Press. All rights reserved.

OxfordFormerly Professor of English

OxfordFormerly Professor of English

Indian Institute of Technology,

Oxford

Indian Institute of Technology,

BARUN K. MITRA

OxfordBARUN K. MITRAUniversi

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BARUN K. MITRAUniversity

BARUN K. MITRA

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Features of

IllustrationsIllustrations, interspersed in the chapters, make the book a more lively and interesting read.

SOFT SKILLS: DEMANDED BY EVERY EMPLOYER 49

All employees need to know how to build and encourage congenial relationship even in a most di�cult and critical situation. People with this skill know the way to connect with others e�ortlessly. As a result, interpersonal skills reduce stress and con�ict and enhance intimacy and understanding.

Illustrative Examples Where Interpersonal Skills are a Strength or a Weakness

Weakness I just can’t get along with my colleagues at work. We constantly disagree on even trivial items. I also seem to be often at odds with others outside my work group. In fact I prefer being a loner, and concentrate only on the work assigned to me. Interacting with others is a complete waste of time.Strength I get energy interacting with others. I get to know di�erent perspectives, share ideas and opinions during every such exchange. Every interaction with people is an opportunity for me to learn, and is an enriching experience.

Weakness I focus entirely on programme execution. I excel in it. I do not care about others in the team. My views are always superior to theirs—and my goal is to get my point across.Strength I balance my role between project and people focus. One without the other is not sustainable. I can be great in programme execution, but without

Fig. 2.6 The ability to work in a team as well as guide it is an important soft skill

Featured Text Key learnings/highlights of the text have been featured in boxes for better comprehension.

Learning Objectives All chapters in the book begin with

‘learning objectives’ setting the theme for the subsequent text.

CHAPTER THREE

LEARNING OBJECTIVES Understanding the proper use ofprepositions

Using appropriate pronouns Learning about verbs that agree withthe subject

Judging where articles are applicable Finding out about the power ofpunctuation

An essential check for capital lettersand conjoined words

Clearing doubts about similar soundingwords

A quick look at question tags Sorting through spellings—British and American discrepancies

Areas to watch out for in Indian English The most common errors in English language

Beware of Pitfalls Avoid Errors

CHAPTER TEN


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An essential check for capital letters

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An essential check for capital lettersand conjoined words

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Clearing doubts about similar sounding

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the Book

ConclusionThe conclusion at the end of each chapter revisits all the important points discussed in them, making for a � ne guide for revision before exams.

ExercisesDifferent kinds of review questions

at the end of each chapter aim at

testing readers on their understanding

of the topics.

ENHANCE YOUR WRIT ING SKILL TO CREATE AN IMPRESSION 180

It should be borne in mind, however, that sentences should neither be too long nortooshort(whichwillmakeitjerky).Asentenceisthebackboneofascientificor engineering communication and hence it must also be free of all grammatical errors. It should be direct, consistent, methodical and interesting. �e use of these principlesleadstobrevityinthetext.Suchsentencesarethemainingredientsofa well-written paragraph.

CONCLUSION ‘Write to express, not impress,’ goes a saying in high-impact communication.

Too many people use complex words instead of simple; passive voiceinstead of active; redundant words; long paragraphs with multiple themes,etc.

This chapter has clearly outlined �fteen principles that will help in communicating crisply and effectively and help avoid the traps above. Following these principles, one can master the art of putting forward to the reader an impressive personality.

After writing any text, the key thing to follow is to take a break, short orlong, and then edit, edit and edit it again until it is sharpened. At every stepof the way, a quick check of the fog index or the Flesch reading ease index(or the other indices presented in Chapter 9 ) tells us how much more we canimprove.

Several of these techniques for effective written communication are appli-cable to verbal communication as well. The way to improve such communica-tion has been stated in this chapter along with many examples.

Readability of text mirrors our thought process. It is a signal that others see and assess our personality with. Hence, it is imperative that we give this aspect serious consideration and consciously improve it over time.

EXERCISES

A. Edit Sentence Structure Rewrite these sentences to improve clarity and comprehension:

1. In the early part of the month of July, we got together and made all ourpapers relating to income tax ready so that we would not have to resort to a mad scramble to meet the deadline which is 31 st July.

2. All the people who participated in the workshop were given a freecomplimentary CD by the committee who organized the workshop.

3. We heard that there was a riot on the evening news. 4. We endeavoured to demonstrate how the problem could be solved in the

best possible manner. 5. From the results it would appear that there was no difference between the

two treatments.

ENHANCE YOUR WRIT ING SKILL TO CREATE AN IMPRESSION 180

It should be borne in mind, however, that sentences should neither be too long nortooshort(whichwillmakeitjerky).Asentenceisthebackboneofascientificor engineering communication and hence it must also be free of all grammatical errors. It should be direct, consistent, methodical and interesting. �e use of these principlesleadstobrevityinthetext.Suchsentencesarethemainingredientsofa well-written paragraph.

CONCLUSION ‘Write to express, not impress,’ goes a saying in high-impact communication.

Too many people use complex words instead of simple; passive voice instead of active; redundant words; long paragraphs with multiple themes, etc.

This chapter has clearly outlined � fteen principles that will help in communicating crisply and effectively and help avoid the traps above. Following these principles, one can master the art of putting forward to the reader an impressive personality.

After writing any text, the key thing to follow is to take a break, short or long, and then edit, edit and edit it again until it is sharpened. At every step of the way, a quick check of the fog index or the Flesch reading ease index (or the other indices presented in Chapter 9 ) tells us how much more we can improve.

Several of these techniques for effective written communication are appli-cable to verbal communication as well. The way to improve such communica-tion has been stated in this chapter along with many examples.

Readability of text mirrors our thought process. It is a signal that others see and assess our personality with. Hence, it is imperative that we give this aspect serious consideration and consciously improve it over time.

EXERCISES

A. Edit Sentence Structure Rewrite these sentences to improve clarity and comprehension:

1. In the early part of the month of July, we got together and made all our papers relating to income tax ready so that we would not have to resort to a mad scramble to meet the deadline which is 31 st July.

2. All the people who participated in the workshop were given a free complimentary CD by the committee who organized the workshop.

3. We heard that there was a riot on the evening news. 4. We endeavoured to demonstrate how the problem could be solved in the

best possible manner. 5. From the results it would appear that there was no difference between the

two treatments. complimentary CD by the committee who organized the workshop. 3. We heard that there was a riot on the evening news. 4. We endeavoured to demonstrate how the problem could be solved in the

best possible manner.

FOG INDEX: PROVIDES GUIDANCE FOR PROPER WRIT ING 196

B. Simple for Complex

The student is asked to replace each of the words below by a simpler word.

1. Assistance 14. Effectuate 2. Endeavour 15. Employ

3. Access 16. Facilitate4. Accordingly 17. Feasible5. Ameliorate 18. Formulate6. Analogous 19. Fundamental7. Append 20. Henceforth8. Apprise 21. Inception9. Augment 22. Mitigate

10. Basically 23. Operational11. Commence 24. Peruse12. Consequently 25. Terminate13. Disseminate

C. Trimming Sentences

The following sentences are too verbose. The students need to rewrite these to increase clarity and make them less complex.

1. I shall be deeply obliged if you would afford me an opportunity to make a presentation of my written paper.

2. The lawyer and the client came to an agreement that the registrar would carry out an evaluation of the papers and effect any changes for the purpose of betterment of the client.

3. The contribution of the general public who knew about the matter was mostly to areas of making the new innovation work.

D. Passage for Students to Calculate Indices and Simplify

Read the following three passages and calculate the following indices:

(a) Fog index(b) Infogineering index(c) Flesch reading ease index

Then simplify these passages using the principles stated in this chapter, and re-calculate these indices.

Passage 1

So how did this remarkable �rm steer itself from virtual bankruptcy in 1994 to being the fourth largest airplane maker in the world? Imagine surviving hyperin�ation, an 80 per cent drop in sales in a single year, a sudden loss of military orders after the end of the Cold War, government pressures to get involved in dead-end projects and overly ambitious technologies, bankruptcies of major customers, and the reversal of growing plane sales after 9/11. Not to speak of turning a state-owned pet project of the Brazilian military into an ef�cient, private sector maker of popular jets with suppliers and customers


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For Faculty• PowerPoint Slides• Test Bank• Personality Tests

For Students• Multimedia Resources• Flashcard Glossary


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Preface to the Second Edition

Personality development and soft skills are two essentials for enhancing one’s employability prospects. �erefore, it is encouraging to note that a diverse cross-section of readers have benefitted from the first edition of this book.

In my recent interactions with many people from the corporate world and academia, what has additionally emerged is the growing in�uence of e-learning as a new aspect of career growth. In line with this trend, I have put focus on e-learning in this second edition with the inclusion of two new chapters on this key topic.

Massive Open Online Courses (MOOCs) form a key component of e-learning and has caught on the world over. �ere are several organizations in the government, academia, and the corporate world in India that are also playing a key role in e-learning and MOOCs. �us, with its inclusion, personality development, soft skills, and e-learning form a sort of trilogy for career growth.

�e new chapters 12 and 13 acquaint the reader with the world of e-learning, the di�erent e-learning technologies, the varying roles of e-learning at di�erent stages of one’s career, a structured approach to mapping relevant MOOCs to one’s career goals, and multi-year skill development plans.

In addition to e-learning, this edition also provides updates on the new trends in preparing oneself for a successful professional journey. Topics such as modern trends in writing curriculum vitae have been included to bene�t the readers.

I hope the readers will acquire enhanced value from this new edition of the book while planning various facets of their career graph.

New to this Edition• New chapters on e-learning for career growth• New section on non-traditional résumés• An audio on phonetics, and videos related to personality development on

the companion website• Augmented web resources with test bank, flashcard glossary, and personality

tests


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viii PREFACE TO THE SECOND EDIT ION

Coverage and Structure

The book has been divided into 13 chapters.Chapter 1 deals with the concept of personality, its various traits and

characteristics, and types. Personality tests and their assessment have also been covered. Chapter 2 discusses the importance of soft skills in the professional world. It classifies soft skills into two categories: personal and interpersonal traits.

The need for effective communication skills has been explained in Chapter 3. It also emphasizes on the various nuances of English language such as syllable, accent, and intonation.

Chapter 4 covers the structure, strategies, and types of an effective résumé. Chapter 5 is on group discussion (GD). The different types of GDs, conducting a GD, its types, and opening and summarizing a GD are covered in this chapter.

Job interview, a crucial component of the recruitment process, has been explained in Chapter 6. Chapter 7 elaborates upon body language, which is an essential element of effective communication. Chapter 8 and 9 on writing skills will teach the learner to enhance their communication clarity.

Chapter 10 helps readers identify common errors made while speaking and writing English and suggests how to avoid such errors.

An overview of modern means of communication and language laboratory is provided in Chapter 11.

Chapter 12 highlights the growing importance of e-learning, its pros and cons, and usefulness in various stages of one’s career.

Massive Open Online Course (MOOC), a vital component of e-learning, is discussed in Chapter 13.

Online Resources�e following resources are available to support the faculty and students using this text.

For Faculty• PowerPoint Slides• Test Bank, which includes multiple choice and true/false questions• Personality Tests

For Students• Multimedia resources, which includes an audio on phonetics, and

videos related to personality development • Flashcard Glossary

Acknowledgements I convey my blessings to Basundhara, my daughter-in-law, who is a bright alumna of Jadavpur University, Kolkata, and presently residing at California, for keeping


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PREFACE TO THE SECOND EDIT ION ix

me informed of the latest developments in the �eld of e-learning. �is current information was of great help in keeping me updated about the major strides being made in this sphere.

I thank Shibshankar Bhattacharyya, formerly Professor of Physics, Indian Association for the Cultivation of Science, for the discussions I had with him at various stages of writing the book.

I also extend my thanks to the editorial staff of Oxford University Press, who worked very diligently on the revisions for this second edition, for their excellent work.

Barun K. Mitra


Oxford

University

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Preface to the First Edition

What prompted me to write this book is the oft-quoted remark of an industry leader: ‘They (our students) are not unemployed; they are unemployable.’

But why? Our students graduate from good colleges with good grades. In spite of that why are they unemployable? The answer lies in the fact that they lack two essential attributes: personality and soft skills. The encouraging news is that many colleges today have recognized this need and have begun to focus on these essential aspects.

These aspects include not only the domain knowledge (hard skills), but also their personality and soft skills. Just having these inherent assets is not sufficient. It needs to be presented e�ectively to the employer (through resume, group discussion, interview, presentation, etc.). I had been discussing this need for many years through my interaction with students and professionals, as well as with employers from many multinational and Indian companies.

The objective of writing this book is to acquaint young men and women of the present generation with the details of soft skills and the importance of personality. �ese have been explained with several case-studies and examples. Several important topics have also been covered in this book such as writing an impressive curriculum vitae (CV), being effective in group discussions (GD) and interviews.

An important aspect of one’s personality is derived from communication skills. Both verbal and non-verbal (also referred to as ‘body language’) have been dealt with in this book. Many examples of phonetics and accent have also been given to help improve one’s communication. A section on potpourri of commonly misused phrases has been included to help avoid the pitfalls during communication.

This wide gamut of topics related to developing one’s personality and soft skills will help a person’s career growth in any organization.

As a former Professor of English, IIT Kharagpur, and having imparted technical communication skills to generations of students I have conducted several courses sponsored by the Indian Society for Technical Education (ISTE) and Quality


Oxford

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PREFACE TO THE F IRST EDIT ION xi

Improvement Program (QIP). I also worked on a language project at Minneapolis and as the Director and Vice President of South Asia Hankes Foundation, Kolkata.

Over these years, I have been discussing the importance of personality and soft skills with several senior management employers who had graduated from IIT. Quite naturally these in-depth discussions gave the fillip to writing this book.

This book will hopefully benefit a large number of students and professionals in their career through a deeper understanding of personality and soft skills. It will assist them in acquiring employability assets which they can present to their employer.

I have been encouraged very much by the positive feedback and extensive use of my earlier book E�ective Technical Communication (Oxford University Press) from students and professionals. I hope this book will also serve the needs of those who aspire for a sharp growth in their professional career. A thorough understanding of the techniques illustrated in this book will help enhance personality, infuse con�dence, and increase employability in any chosen career.

Organization and ContentThe book has been divided into eleven chapters, covering the spectrum of personality and soft skills attributes. A brief overview of each chapter is provided below.

Chapter 1 introduces the concepts of personality and discusses various person-ality traits and their characteristics. Analyses of personality such as Freudian anal-ysis and Swami Vivekananda’s vedantic concept are presented next. It then focuses on describing various attributes such as leadership, interpersonal, decision mak-ing; various personality types are also mapped. Finally, it provides and overview of personality tests and their assessment.

Chapter 2 introduces the concept of soft skills and emphasizes the importance of developing them. It classifies soft skills into several personality traits and discusses each one in detail along with a strength-weakness analysis.

Chapter 3 focuses on communication skills. It starts with an explanation of the communication process. Speaking skills are discussed next with guidelines for speaking effectively. It explains speaking etiquette and provides an overview of phonetics, and various nuances of the English language such as syllable, stress, rhythm, and intonation.

Chapter 4 deals with the importance of writing an e�ective resume. It explains three strategies for structuring and writing good resumes. It provides insight into what the requirements of most employers are and how to use words and phrases convincingly. It discusses various types of resumes, especially those for beginners. Finally, a few examples of well written resumes are provided.

Chapter 5 explains how one should conduct oneself in a group discussion. It explains the purpose of a GD and brings out various personality traits which one exhibits in a GD through three case studies. It emphasizes on the ability to work as a team, verbal/non-verbal communication, leadership, reasoning, ability to influence, innovation and lateral thinking, and flexibility. It explains various


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xii PREFACE TO THE F IRST EDIT ION

types of GD and how to prepare for each of them. It also discusses the importance of the first speaker and proper summing of the discussion.

Chapter 6 lays emphasis on the importance of job interviews. It explains what interviewers look for in a candidate and how to prepare oneself accordingly. It explains various types of interviews and the importance of doing ground work, and appropriate dressing style, body language, and speaking skills. It discusses various standard as well as tricky interview questions and suggests appropriate responses for them. It also discusses how to conduct oneself in a video/teleconference. Finally, it provides a comprehensive case study with analysis explaining the concepts covered.

Chapter 7 deals with body language. It starts by explaining the nine emotions displayed through body language. It covers other aspects such as types of handshakes, zones of intimacy and desirable/undesirable body language in several professional situations.

Chapters 8 and 9 provide insight into improving one’s writing and reading skills. Several examples are provided to explain how one can improve clarity of communication and write more e�ectively. Chapter 9 deals with the concept of Fog indices, which help in determining how easy or difficult it is to read a passage. It also discusses the importance of clarity in verbal communication.

Chapter 10 gives crucial tips on how to avoid common errors one makes through the incorrect usage of English words and phrases.

Chapter 11 provides a short overview of modern means of communication and the growing importance of Language Laboratory, which is a self-improvement aid that one can practise even at home.

AcknowledgementI thank my son Bobby for his help and guidance in developing this book. It was he who first pointed out to me the increasing criticality of soft skills and personality traits in today’s world.

I thank Prof. Ajoy Kumar Ray, Vice Chancellor, Bengal Engineering and Science University, for his enthusiastic support and encouragement in bringing out this book. I also thank Rabindra (Rob) Roy, Vice President of a company in California for his great interest in the publication of such a book. I take this opportunity to convey my thanks to my former students of IIT who are now in senior management positions in many companies. My discussions with them have helped enrich the content of this book. I also thank Ms Kusumita Bhattacharyya, a reputed artist, for drawing many lively sketches which served as a reference for the illustrations.

I feel happy to bless Basundhara, my daughter-in-law, who helped me significantly. She diligently went through each of the chapters, and made the needed corrections. My daughter, Swagata (Gopa), always encouraged me while I was writing the book. Thank you Gopa!

Finally, I would like to thank the editorial team at Oxford University Press, for their feedback and suggestions at every stage of this book.

Barun K. Mitra


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Features of the Book ivPreface to the Second Edition viiPreface to the First Edition xDetailed Contents xiv

Introduction 11. Personality Development: A Must for Leadership and Career Growth 92. Soft Skills: Demanded by Every Employer 303. Communication Skills: Spoken English, Phonetics, Accent, Intonation 604. Your Résumé or Curriculum Vitae: The First Step Forward 775. Group Discussion: A Test of Your Soft Skills 1006. Job Interviews: The Gateway to the Job Market 1227. Body Language: Reveals Your Inner Self and Personality 1458. Enhance Your Writing Skill to Create an Impression 1679. Fog Index: Provides Guidance for Proper Writing 183

10. Beware of Pitfalls: Avoid Errors 199 11. Language Laboratory: Facilitating Self-improvement 216 12. Acquaintance with E-learning Concepts and Techniques 226 13. Massive Open Online Course (MOOC): Skill Development 240

and Career Growth

Index 254About the Author 257


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The Changing Scenario—A Raised Bar 1The Right Personality for the Job 1Résumé, Group Discussion, Job Interview—Reflect Your Personality 2Soft Skills for First Job or in Early Stages of Career Advancement 3Personality Traits and Soft Skills for Future Career Advancement 4Values and Ethics 7Personality and Soft Skills for Career Growth 7

1. Personality Development: A Must for Leadership and CareerGrowth 9

Case 1: One’s Personality Sends Out a Signal that Others Read 11Case 2: Same Person: Consciously Di�erent Personalities can be Powerful 13Case 3: �ere isn’t One Right Personality; It Di�ers by Role 13

Learnings About Personality Development from the Three Cases 14Personality Analysis 14Freudian Analysis of Personality Development 15Swami Vivekananda’s Concept of Personality Development 16

Physical Self 17Energy Self 17Intellectual Self 17Mental Self 17Blissful Self 17

Personality Begets Leadership Qualities 18Interpersonal Skills 18

Detailed Contents

Features of the Book ivPreface to the Second Edition viiPreface to the First Edition xBrief Contents xiii


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Resolving Con�ict 18A Smiling Face 19Appreciative Attitude 19Assertive Nature 19Communication Skills 19Listening Skills 20Developing Empathy 20

The Personality Attribute of Taking Bold Decisions 20Personality Types and Leadership Qualities 21

Mapping the Di�erent Personality Types 22Perfectionists 22Helpers 22Achievers 23Romantics 23Observers 24Questioners 24Enthusiasts or Adventurers 25Bosses or Asserters 25Mediators or Peacemakers 26

Personality Tests 26Example of a Personality Test: Jung Typology Test 27Personality Assessment 27

2. Soft Skills: Demanded by Every Employer 30

Case I: Dr Devi Shetty 31Case II: Abraham Lincoln 32Case III: Je� Immelt 33

Lessons from the Three Case Studies 34Change in Today’s Workplace: Soft Skills as a Competitive Weapon 35Antiquity of Soft Skills 37Classification of Soft Skills 37

Time Management 38Attitude 41Responsibility 43Ethics, Integrity, Values, and Trust 43Self-con�dence and Courage 45Consistency and Predictability 47Teamwork and Interpersonal Skills 48

DETAILED CONTENTS xv


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Communication and Networking 50Empathy and Listening Skills 51Problem Solving, Troubleshooting and Speed-reading 53Leadership 55

3. Communication Skills: Spoken English, Phonetics, Accent,Intonation 60

Code and Content 61Stimulus and Response 62

Source 62�e Encoding Process 63�e Channel 63�e Decoding Process 63�e Receiver 63

Speaking Skills 63Phonetics 65

Phonetic Chart 66Syllables 67Stress 67Accent 69Rhythm 69Intonation 70Communicating Soft Skills: A Self-assessment 72

4. Your Résumé or Curriculum Vitae: �e First Step Forward 77

The Strategy of Résumé Writing—From an Employer’s Perspective 79Strategy I: �e Résumé Should Reveal �ose Personality Traits that Align with the

Organization’s Values 79Strategy II: �e Résumé Should Convince the Potential Employer of Right Fitment to

the Opening 81Strategy III: �e Résumé Should Show to the Employer the Bene�ts that the

Candidate Will Bring in 83

A Favourable First Impression—The ‘Career Objective’ in the Résumé 85The Main Body of the Résumé 85

Clarity and Crispness of the Résumé 85Format and Content of the Résumé 86

A Fresher’s Résumé 87Examples 89

Example of a Well-written Résumé by an Experienced Professional 89

xvi DETAILED CONTENTS


Oxford

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Example of a Well-written Résumé of a Fresh Graduate 91Example of a Poorly Written Résumé 92

Writing a Modern Résumé 93How is the Modern CV Di�erent from the Traditional One? 93Various Modern Résumé Formats 94

5. Group Discussion: A Test of Your Soft Skills 100

Case Studies 101Learnings from the Three Case Studies 107Ability to Work as a Team 108Communication Skills, Including Active Listening 109Non-verbal Communication 110Leadership and Assertiveness 112Reasoning 113Ability to Influence 114Innovation, Creativity and Lateral Thinking 114Flexibility 115Group Discussion Types 115The Responsibility of the First Speaker 116Concluding the Discussion—The Technique of Summing Up 117

6. Job Interviews: �e Gateway to the Job Market 122

Types of Interviews 123Groundwork Before the Interview 124Abide by the Dress Code 124Importance of Body Language in Interviews 125Need for Proper Articulation 127Probable Interview Questions 128

Tell Us about Yourself 128Would You Call Yourself a Team Player? 128

Few Tricky Questions and Possible Answers 129Why Should We Employ You? 129Do You Have O�ers from Other Companies? 129What Salary are You Expecting? 130How Much do You �ink You are Worth? 130What Kind of a Culture are You Comfortable with? 130What is More Important to You—Salary or Growth Opportunities? 130What do You Know about Our Company? 130Tell Us about Your Strengths and Weaknesses 130

DETAILED CONTENTS xvii


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Where do You See Yourself in 5 or 10 Years? 131What are Your Plans for Higher Studies? 131When Leading a Team, How Will You Motivate Your Team Members and Resolve

Any Di�erences between �em? 131What Has Been the Biggest Challenge You Have Faced, and How Did You Handle

It? 132What Do You �ink are the Essential Qualities of a Good Employee? 132You Claim to be Computer-savvy. Can You Mention Any Innovative Way to Enhance

the Sales of the Company Using Your Computer Knowledge and Skills? 133Concluding an Interview 134Telephonic or Video Interview—A Growing Trend 134

Disadvantages of Telephonic or Video Interview 136A Mock Interview 136

Why did the Interview Team Select Vikram? 136Why did the Interview Team not Select Chandra and Amit? 140

7. Body Language: Reveals Your Inner Self and Personality 145

Emotions Displayed by Body Language 147Aggressive 147Submissive 148Attentive 148Nervous 148Upset 149Bored 149Relaxed 150Power 150Defensive 150

Handshake—The Most Common Body Language 151Eyes—A Powerful Reflection of One’s Inner Self 152Entry to My Space—Personal Zones May Vary 153

Intimate Zone 153Personal Zone 153Social Zone 154Public Zone 154Typical Body Language when Zones are Intruded 155

Body Language Exhibited During Different Professional Interactions 155Interview 155Manager’s Discussions with a Subordinate Employee 156Discussions with Supervisor 157

xviii DETAILED CONTENTS


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Presentation to a Large Audience 158Group Discussions 160Video-conference 160

8. Enhance Your Writing Skill to Create an Impression 167

Fifteen Principles to Increase Clarity of Communication 168Use Short, Simple and Clear Words 168Use Short Sentences 168Do not Cram Di�erent Points into One Sentence 169Using Compact Substitutes for Wordy Phrases 170Remove Redundant Words and Expressions 171Avoid Use of Mixed Metaphors 173Avoid Hackneyed and Stilted Phrases 173Avoid Verbosity in the Use of Common Prepositions 174Do not Twist the Word Order 174Present Similar Ideas in a Sentence with Same Structural and Grammatical

Form 174Make Positive Statements Without Being Hesitant or Non-committal 175Avoid Pompous Words and Phrases 175Use Active Instead of Passive Voice 175Ensure Correct Spelling and Grammar in the Text 176Substitute Easily-understood Words for Words Imported from Other Fields 176

Edit-Edit-Edit 176�e Reader’s Perspective 176Clarity of �ought 177Clarity of Text 178

Example of Poorly and Well-written Texts 179

9. Fog Index: Provides Guidance for Proper Writing 183

Fog Index or Clarity Index 184Examples of Passages with High and Low Fog Index 186Infogineering Clarity Rating 189Flesch Kincaid Reading Ease Index 190Other Readability Indices 192Checking Grammar, Spelling and Voice 193Clarity of Verbal Communication 193

Case 1 193Case 2 194

DETAILED CONTENTS xix


Oxford

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10. Beware of Pitfalls: Avoid Errors 199

Perplexing Prepositions 200Proper Pronouns 201Valid Verbs 201Articles—To be or Not to be 202The Power of Punctuation 202Capital Check 203Words that are Single or Couple 203Similar But Not Quite the Same 204Self-check 206Questions About Question Tags 206Sound Spellings 207Indianisms in English 208Most Common Errors in the World 211Comparatives 213

11. Language Laboratory: Facilitating Self-improvement 216

Language Laboratory Lesson Types 218Preparing for a Language Laboratory Session 220Advanced Language Laboratory 220A Language Laboratory of Your Own at Your Home 221Language Laboratory Material 223

12. Acquaintance with E-learning Concepts and Techniques 226

What is E-learning? 227Benefits of E-learning 227Disadvantages of E-learning 228Types of E-learning 229

Synchronous Learning 229Asynchronous Learning 229

The evolution and Three Generations of E-learning 229E-learning Technologies 230

Smart Classroom 230Smartphone, Tablet or E-books 231Multi-location Intelligent Videoconferencing 231Video Streaming—Live and Recorded 232Satellite Broadcast 232Audio is not Dead! How to Listen and Improve Skills on the Move! 233

xx DETAILED CONTENTS


Oxford

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Language Laboratory Material

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Online Content by Universities—OCW to MOOCs 233Career Growth Benefits from E-Learning 234

Students at the �reshold of Starting a Career 235Career Progression within a Corporate Setting 235Career Progression While Switching a Company 235Professional Development for High Potential Employees 236

The Future of E-Learning 236

13. Massive Open Online Course (MOOC): Skill Development andCareer Growth 240

Introducing Massive Open Online Courses (MOOCs) 241MOOCs Integrate Soft Skills and Hard Skills into One Platform 241MOOCs—Bringing the Power to You! 243Large Scale Skill Development:

A Priority for India 244Launch of MOOC Platform Swayam 245MOOCs Gaining Momentum in India 246Integrating MOOCs as Part of Individual Skill Enhancement Plan for Career

Growth 247Linking Career and Skill to MOOCs 247Write Down Your Long-term and Short-term Career Goal 247Develop Your Multi-year Skill Development Plan, in Line with Your Stated

Career Goals 248Map Your Multi-year Skill Development Plan onto Appropriate

MOOCs 249Researching the Available MOOC Options 249MOOCs Enrich Your CV 250MOOCs and vocational education 251

What is Vocational Education? 251Vocational Skill Development in India 251Role of the NSDC in Vocational Education and Training 251Role of MOOCs in Vocational Education 251

Di�erence in MOOC Content and Delivery for Vocational Education 252

MOOCs—The Drag Factor 252

Index 254About the Author 257

DETAILED CONTENTS xxi


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CHAPTER THREE

LEARNING OBJECTIVES Grooming one’s personality Personality as a signal that others read Variation of personality with situation Characteristics of different personality attributes

In� uence of heredity and environment on personality

Different classi� cations of personality Personality tests

Personality Development A Must for Leadership and Career Growth

CHAPTER ONE

‘I knew that I had come face to face with someone whose mere personality was so fascinating that, if I allowed it to do so, it would absorb my whole nature, my whole soul, my very art itself.’

— Oscar Wilde


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10 PERSONALITY DEVELOPMENT AND SOFT SKILLS

When we do something again and again, we form a habit. Ultimately these habits form a particular behaviour. If they recur frequently, they become a part of our psyche. �ey are re�ected in all our activities—what we say, what we do, how we behave in certain circumstances and even in how we think. They become the core of our personality.

Personality analysis is thus a methodology for categorizing the character and behaviour of a person. Personality is made up of some characteristic pattern of thoughts, feelings and behaviour that make one person different from others.

Each of these individual attributes has its own individual characteristics, as indicated in Table 1.1.

TABLE 1.1 Personality attributes and their characteristics

Individual personality attributes Characteristics

Maturity Wisdom, sagacity, depth

Achievement-oriented Performance- and goal-oriented

Intellectual Sharp, intelligent

Emotional Excessive feelings

Energetic Active, agile

Physical attributes Healthy, robust, strong

Material attributes Spendthrift, possessive

Personality is concerned with the psychological pattern of an individual—the thoughts, emotions and feelings—that are unique to a person. In fact, the totality of character, attributes and traits of a person are responsible

for moulding his personality. �ese inherent personality traits and the di�erent soft skills interact with each other and make a person what he or she is. It helps bring out a number of intrinsic qualities of a person, which are a must in any responsible position.

In simple words, personality is a set of qualities that make a person distinct from another. �e word ‘personality’ originates from the Latin word ‘persona’, which means a mask. In the theatre of the ancient Latin-speaking world, the mask was just a conventional device to represent or typify a particular character. It is the sum of the characteristics that constitute the mental and physical being of a person including appearance, manners, habits, taste and even moral character. �e personality of a person is how he presents himself to the world; it is how others see him. It has been aptly said:

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PERSONALITY DEVELOPMENT: A MUST FOR LEADERSHIP AND CAREER GROWTH 11

According to a theory expostulated by Carl Jung (1875–1961), a contempo-rary of Freud, all personal characteristics are a by-product of two fundamental attitude types: introversion and extroversion. Extroverts are optimistic, outgo-ing and con�dent, while introverts are averse to going out and facing the world outside.

Besides introversion and extroversion, different temperaments of individuals play an important role in determining their personality. Long ago, Greek physician Hippocrates put forward the theory that the temperament of a person is dependent on certain fluids (which he calls ‘humour’) present in the human body. Disproportionate mixtures and increase of any of the humours causes a change in the human temperament.

According to this categorization, human temperaments have been classified into four categories:

Sanguine temperament — caused by excess of bloodMelancholic temperament — caused by excess of spleenPhlegmatic temperament — caused by excess of phlegmCholeric temperament — caused by excess of bile

Individual attributes of these temperaments are given in Table 1.2.

This ancient theory of Hippocrates has undergone many modifications but the main principle still holds good. However, these individual attributes are not the only factors that mould the personality: heredity and environment also play a major part in influencing one’s personality.

Here are a few comprehensive case studies illustrating the points discussed.�rough the following three case studies, it will become clear that personality

is a multi-dimensional issue with the following key characteristics:• One’s personality sends out a signal that others read.• Consciously different personalities can be powerful.• There is no ‘one right personality’; it differs by role.

Case 1: One’s Personality Sends Out a Signal That Others ReadNelson Mandela had a towering personality. The world respects him, and knows many aspects of his personality. Yet, as you read through the di�erent anecdotes of this great leader, what strikes you as a refreshing revelation is that Mandela very

TABLE 1.2 Attributes and temperaments

Attributes Temperaments

Sanguine temperament Optimistic, con�dent, hopeful, cheerful

Melancholic temperament Sad, miserable, gloomy

Phlegmatic temperament Placid, indifferent, apathetic

Choleric temperament Angry, irritable, hot tempered


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e�ectively ‘worked on’ his personality. He was conscious that his personality reflected the con�dence he exuded in others, and his demeanour was a signal to his people.

As stated in a TIME magazine article (2008), during a presidential election campaign, Nelson Mandela’s propeller plane developed a snag a few minutes before landing. Mandela, however, continued to be calm, reading a newspaper. �e plane had an emergency landing and Mandela came out safe.

Later Mandela said, ‘Man, I was terrified up there!..Of course I was afraid!...But as a leader, you cannot let people know. You must put up a front.’

Richard Stengel wrote in this TIME magazine article about Mandela as he reflected on this episode: ‘And that’s precisely what he learned to do: pretend and, through the act of appearing fearless, inspire others. It was a pantomime Mandela perfected on Robben island, where there was much to fear. Prisoners who were with him said watching Mandela walk across the courtyard, upright and proud, was enough to keep them going for days. He knew that he was a model for others, and that gave him the strength to triumph over his own fear.’

Similarly, while Mandela was always bitter about his long imprisonment, he always put up a positive demeanour about it.

India’s cricket captain, Mahendra Singh Dhoni too sends a cool and composed signal to his team at all times. Even in the most stressful situations, he appears com-pletely in control and unru�ed. Yet, internally he churns his thoughts at all times, with a deft combination of planning his moves and being outright street-smart. He is aware that his unflustered exterior is a signal that keeps his team composed and focused, without losing their nerve in crunch situations.

For example, in preparation for an interview session, or in one’s professional career, a person may have to work on his personality. Every role comes with certain personality expectations. By consciously working on the desired traits over time and projecting the desired ones, one can make a very tangible change to his original self to meet the expectations.

Personality, unlike what many people believe, is not in-born and static. It can be consciously developed and changed. With conscious effort, one can project the desired personality.

One’s personality is a signal that others read at all times. This includes every gesture and every articulation of the person. This signal is read by the interviewer or by superiors in a professional world. In turn, opinion gets formed and selection choices are made based on such impressions.

In one’s career, it is therefore important to recognize at all times that there is a direct correlation between the personality signal one sends out and one’s career growth. Those who do not align these expectations may get stunted in their careers.


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Case 2: Same Person: Consciously Different Personalities can be PowerfulMandela’s powerful personality always reached his people. Waving hands with a smiling face and wearing bright coloured print shirts showed him as a ful�lled patriarch of modern Africa. His tight fists during his run for the Presidency showed his determined resolve. Wearing fatigues and sporting a beard while he was the leader of the African National Congress’s (ANC’s) underground wing showed his aggression (TIME 2008).

�us, it is possible, and even desirable, to not have the same personality under all conditions. Consciously working on, and demonstrating different personalities under di�erent conditions can be very powerful.

Case 3: There isn’t One Right Personality; It Differs by RoleIn an interview for a global team leader position, an experienced candidate, Seema, was pitted against a well-qualified and outspoken John. Seema had worked in several companies, and led small teams. John, on the other hand, was a brilliant researcher and had primarily worked in individual contributor roles.

During the interview for the team leader position, the interviewer presented a case where the work to be done is split across two teams—one in India, the other in the US. The team in India looked at their counterpart in the US as a threat, and vice versa. Each team wanted to get a bigger share of the pie and own more of the quality work than the other.

When John was asked how he would handle the leadership of the India team, he said he would out-manoeuvre the US team by demonstrating clear innovation excellence and superiority of his team over its counterpart. He confidently articulated the many methods he would use to showcase to his management how the work he did will clearly be of higher value and impact. This would ensure increased ownership of the work by the India team, and hence a larger share of the pie.

Seema, however took a completely different view. She said she would first call for a joint face-to-face interaction session between the US and the India teams. The intent would be to break any mental barriers and misgivings between the teams and the respective leaders. She said it is critical that the teams on both sides of the globe think of themselves as one team—since they both represented the same company, working to win against the competition. Subsequent to that session, the teams will work cohesively, supporting each other at all times, to win more customer business. This way, she explained, the total work pie can be grown, benefiting both the teams. It would give both the India team and the US team more responsibilities.

In a corporate setting, appearance and body language matter. One’s attire, demeanour and style re�ect one’s personality. Hence, it is important to consciously work on one’s appearance so that it creates the desired impression during an interview or subsequently in one’s career.


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The interview team liked John’s aggression and confidence, but felt that these personality traits, while valuable in many cases, were not appropriate for this role. The current role required a strong ethic of teamwork and global collaboration. John’s focus would lead to more internal strife and competition. He would dissipate more energy on winning internal battles. Seema’s strategy was to build a strong global team and to focus her energy externally to win against competitors.

LEARNINGS ABOUT PERSONALITY DEVELOPMENT FROM THE THREE CASES

�e three case studies clearly bring out an important learning:

�is is well-stated in a video on personality development by Economic Times (2009), which states:

‘Personality development is a continuous process and the evolution of an individual’s personality is linked to his personal and professional growth. It is often multi-faceted, and individuals display di�erent personalities at di�erent places and in different phases of their life.’

‘�e need to develop your personality in line with people, place, time etc., underlines the importance of personality development. �e process of personality development requires a set of skills that need to be learned and at times unlearned.’

�e three case studies bring out the following:

�us, it is important for one to have a deep realization of the role one intends to pursue and its expectations—and work on grooming the desired personality traits.

PERSONALITY ANALYSIS

Personality is determined by a number of factors. Of these, genetics and/or heredity as well as environment play an important role. Personality is shaped not only by heredity but also by environment. One may inherit intelligence and quite a few personal qualities, but his personality is moulded by the type

Personality is our identity, as perceived by others. A particular personality can be groomed.

There is no one right or wrong personality. It varies by the role and situation at hand. An aggressive personality that is critical to achieve success in some situations may be counterproductive in another situation. Similarly, an introverted personality may be better-suited for some roles than an extroverted personality. It is also important to be conscious that one’s personality constantly emits a signal for others to read.


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of environment he faces. �e genetic composition of a person brings with it certain personality traits. As a result, one may inherit many mental and quite a few physical traits.

Environment also has a profound in�uence on the personality of a person. One’s personality can be shaped with proper care and attention right from the early stages of one’s life. The way one is raised, for example, has a lot to do with the way one speaks, makes choices and practically everything one does.

FREUDIAN ANALYSIS OF PERSONALITY DEVELOPMENT

According to Sigmund Freud (1856–1939), personality consists of three structures (Fig. 1.1):

• Id• Ego• SuperegoOf these three, the id is absolutely unconscious; it has nothing to do with

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artistry from a museum to satisfy our own craving. Another example could be to want to hit a person in public as a reaction to an abuse.

Next is the ego, which is actively concerned with the reality principle. It intends to realistically meet the demands of the id in accordance with the outside word. Freud considered the ego to be very sensitive and prompt to react to anything it considers unsavoury in the outside world that it confronts. However, having a strong ego has the positive advantage of reacting positively to criticisms and problems. It urges one to proceed forward with determination to achieve the desired goal.

For example, the ego would make the person realize that there is armed security in the museum and there is no way to grab the piece of artistry from the museum. �e ego, in the other example, would also tell the person that there is no way to smack the other person who is much stronger physically than him.

Finally, the superego, according to Freud, is the moral branch of personality, which goes beyond being the realistic. It re�ects the values and judgement, including the ones developed during one’s childhood upbringing that forces the demands of the id to be met not only realistically but morally. Freud believed that one’s personality is based on the dynamic interactions amongst these three components.

�e superego would re�ect, and realize that the consequence of grabbing the piece of artistry from the museum or smacking a person in public would not only be construed as a criminal o�ence, but will be morally improper. �e person may instead choose to look at other options to procure at low cost a replica of the same piece of art. Similarly, instead of hitting, stating a counter-point that communicates strong displeasure may be more appropriate.

It is interesting to note that all-round development of the personality is also the main theme of the philosophy of Swami Vivekananda.

SWAMI VIVEKANANDA’S CONCEPT OF PERSONALITY DEVELOPMENT

According to the Vedantic concept advocated by Swami Vivekananda, all-round harmonious development of personality is possible if proper attention is given to the �ve dimensions that are involved in forming and developing the human personality.

These �ve dimensions, which are an integral part of the human personality, are as follows:

1. Physical self 4. Mental self2. Energy self 5. Blissful self3. Intellectual self

Only a full and harmonious development of these �ve personality dimensions can make possible the creation of an all-round human personality.


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Physical SelfAs the name implies, it is the proper nourishment and growth of the physical body. A healthy mind in a healthy body is the principle of the physical self. Body building and proper exercise boosts not only one’s physical strength but also the moral strength. Swami Vivekananda’s statement, ‘It would be better to play football than to read the Gita’ indicates how strongly he felt about one’s physical self.

Energy SelfAlong with the physical self, the energy self is the one without which nothing can sustain for long. �e simple act of breathing manifests this type of energy. Well regulated systematic breathing brings solace to the mind, and boosts energy. Feelings of intolerance, impatience, anger and anxiety can be effectively controlled by the energy self.

Intellectual SelfMan has been endowed with the gift of intellect. �is gift should be properly cultivated and nurtured. Reading good books and literature that stands the test of time invigorates the mind. �e intellectual self is stimulated by the reading of books on philosophy, moral science, and biographies. As Swami Vivekananda says, ‘Fill the mind with high thoughts, highest ideals, place them day and night before you, and out of that will come great work.’

Mental SelfA strong mental self is required for the grooming up of the personality. The mind by nature is restless. It wanders here and there and makes us deviate from our objective. Full control over the mind is a must for everybody. For this, calmness of mind and concentration are necessary, and should be cultivated.

Blissful Self�e blissful self, often called Anandamoy Kosh, is the ultimate goal of mankind. To be a man of personality one has to reach this stage where only bliss or ananda prevails. He who has reached this stage can face the world with a smile. Neither joys nor sorrow of any kind stand in his way. Failure or success, bouquets or brickbats do not distract him from carrying on his work. �is leads to his ultimate success, when he gets endowed with higher vision. According to the Swamiji, whenever we attain a higher vision, the lower vision disappears of itself.

This higher vision as enunciated by Swami Vivekananda is reflected in the behavioural traits of highly successful people. Some of these traits such as leadership skill, interpersonal skill, resolving conflict or troubleshooting or the attribute of taking bold decisions are of vital importance to a person aspiring to go to the top.


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PERSONALITY BEGETS LEADERSHIP QUALITIES

Good leadership qualities are the outcome of one’s personality traits.Who is a leader? It is said that a ‘leader is one who knows the road, who can keep ahead

and who has the ability to pull others with him.’ A good leader is dynamic; he wants to get and remain ahead. He possesses mental toughness; nothing can make him deviate from his chosen path. A leader is a man of vision who can influence others to agree to his views, win their confidence and make them traverse the chosen path.

A strong personality is the most important feature of a leader. Such a personality enables him to lead and in�uence others.

Key leadership traits that originate from one’s personality are:

1. Communication skills2. Interpersonal skills3. Optimistic, yet balanced outlook4. Self-con�dence, self-assurance5. Bold thinking and mental strength6. Ability to strategize7. Detail orientation8. Planning (including risk assessment and contingency planning)9. Clarity of thinking and reasoning

INTERPERSONAL SKILLS

Interpersonal skills are an important aspect of one’s personality. In simple words, it means a congenial and a pleasant interaction of people with others. �e various psychological factors that exist within every human being, and which consequently in�uence our behaviour while interacting with others, are referred to as interpersonal skills. Those possessing effective interpersonal skills are capable of appropriately communicating with di�erent people who possess a variety of personality traits. Since this skill is constantly evaluated by everyone concerned—co-workers to superiors—it has an important role in one’s career growth.

Though these interpersonal skills are to some extent inherent in oneself, they can be nurtured and developed with effort. To cultivate interpersonal skills, the necessary personality and behavioural traits are explained in the following text.

Resolving Con�ictOften there are chances of interpersonal conflict if a number of people work together on a project. One can make a mark in such cases by being an effective mediator, who takes a neutral position. The main concern, in such instances, should be to look at the overall interest of the organization without creating any bitterness in the people or team that hold opposing views. One also has to convince the people about the rationale behind the right decision that benefits the


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organization. One who possesses such interpersonal skills to resolve confl icts gets noticed, since he makes the organization realize that he can take an objective view considering only the organization’s benefi t.

A Smiling Face A smiling face is always preferable to a grumpy coff ee-pot face ( Fig. 1.2 ). When dealing with team mates, one can get great results just with the help of a cool demeanour and a smiling face. It costs nothing but pays much to keep a cheerful attitude. It can create an infectious aura within the team leading to a positive, energizing and productive ambience.

Appreciative Attitude If one wants to get the best out of team mates and co-workers, one should appreciate the work the team members have been doing. A small pat in the back or a simple remark such as, ‘well done, way to go’, ‘carry on the good work’, etc., can go a long way to increase their enthusiasm and prompt them to work more effi ciently.

Assertive Nature Even when appreciating others, one should be assertive ( Fig. 1.3 ). One should be very spe-ci� c—clearly stating the expectation and the reasons behind it, or else it may come across as hollow and super� cial. � e views should be asserted � rmly without being rude.

Communication Skills Th is is one of the most important skills. Commu-nicating without ambiguity is the cornerstone of

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strong performers and leaders. It is possible to avoid many con� icts and be an e� ective leader by communicating crisply.

Listening Skills While communicating with anyone, proper attention should be paid to what others have to say. Listening is a vital skill ( Fig. 1.4 ). It plays an important role in improving relationships and teaming in a corporate setting.

Developing Empathy � e word ‘ empathy ’ simply means to understand and appreciate another person’s position. In other words, it implies putting oneself in somebody else’s shoes and trying to understand how one would have felt if he were in the same position as the recipient of the situation ( Fig. 1.5 ). Fig. 1.4 Listening intently

THE PERSONALITY ATTRIBUTE OF TAKING BOLD DECISIONS

One of the hardest amongst all the personality attributes is the ability to take bold decisions. Such decisions are not easy to take—because these are almost always unpopular. � ese decisions do not get immediate or easy consensus. On the contrary, these are often resisted by the majority. � ese have many potential downsides, such as employee demotivation, attrition, etc. � ese require leaders to swim against the tide or take actions that are likely to rock the boat.

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A vast majority of people tend to play safe. It is easy to maintain the status-quo. It is far simpler to go with the majority or the popular view. �e major downside to such weak leadership is that it does not confront the difficult issues that stare at the organization and the call for tough change. It leads to steady business decline over a period of time. Leaders who practise such safe approaches are often the ones who are stuck after getting their first break.

However, strong leaders do not shy away from taking bold calls. They possess the mental toughness, and are not concerned about bouquets or brickbats that come their way. However, they do not take the tough calls blindly. Instead, they think through the possible impact and risks of such tough decisions and always have the right contingency actions in place. �e creativity trait in their personality often brings up new perspectives that are fresh, innovative and out-of-the-box. �ey also re-double their communication frequency when taking such bold decisions, so that the organization appreciates the rationale and the bene�ts from such bold actions. �eir commanding grip over the situation and their position get other people to listen to them and win their con�dence. Very often this leads to the organization �nally rallying behind such leaders with much hope, pride and expectation for better career growth.

Inability to take bold decisions promptly at the proper time may cause immense harm to any organization. In contrast, the ability to take bold decisions is considered to be the most important quality, the possession of which is a great help to anybody eager to progress to the higher rungs in his professional career.

PERSONALITY TYPES AND LEADERSHIP QUALITIES

Good leadership qualities are the outcome of different types of personality traits.

Psychologists have categorized personality types as follows, based on the Enneagram (Hudson and Riso 1996), which dates back at least two thousand �ve hundred years.

1. Perfectionists 6. Questioners2. Helpers 7. Enthusiasts or adventurers3. Achievers 8. Bosses or asserters4. Romantics 9. Mediators or peacemakers5. Observers

It is critical to note that an individual’s personality should not be made to force-�t into one of these categories. Inherent in individuals is a mix of personalities, which shows itself in di�erent circumstances and contrasting environments. In one’s career too, one needs to demonstrate a combination of these personalities that best suits the situation.

Each of these personality attributes also bring out di�erent classes of leadership. Working with leaders that exhibit these characteristics at different stages of one’s career can be a great learning opportunity for professionals.


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Mapping the Different Personality Types�e di�erent personality types can be described as follows.

PerfectionistsLeaders who are perfectionists set a very high bar of expectation for themselves. �ey are principled leaders with the following personality traits:Strive for excellence in everything they do—however large or small Perfection in content and look-and-feel are both important to them. These leaders are very dedicated, and have an extremely intense work ethic. As a natural consequence, such leaders often expect the same from their people. �eir motto for their team is to do every aspect of the job in a way that cannot be improved upon.Foundation built on a strong focus of quality To such leaders, a flaw in execution is an absolute no-no. Hence, to ensure flawless execution, they develop and pursue systematic processes with intense rigour. �ese processes include multiple checks-and-balances at each step to ensure that errors surface in the early stages and get recti�ed.Lofty standards Another characteristic of such leaders is setting lofty standards. They benchmark themselves with the highest global standards, and strive for themselves and their teams to achieve the same. �ey have internal metrics to constantly compare themselves and their teams against the benchmark. Their high standards make them respected by their people for the quality of what they produce.

However, perfectionist leaders could potentially get slowed down by the weight of their own expectations. It is not uncommon to see programmes led by such leaders getting delayed over and over again. This happens due to the perfectionists’ constant desire to improve, without making a judgement call on the right time to stop, and move on to the next programme.

Individuals wanting to pursue a career in design can learn from perfectionists. Companies which look at design as their core competency value the skills of perfectionists.

HelpersThese leaders seek out opportunities to assist others. They are often good coaches and sounding boards for their people. Their personality is built on sincere skills to listen to, and to understand the needs of others. �ese leaders thrive on building and nurturing relationships.

Three key attributes of these leaders that are based on strong interpersonal skills are:Smiling demeanour �ey have a pleasant personality, are optimistic, and have a cheerful attitude not only about work, but also about life.Generously appreciative To get the best out of their teams and peers, they are always generously appreciative of the work they do. They do not lose an


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Empathy This implies understanding the position of someone from one’s own position. In other words, these leaders put themselves in the other’s shoes and try to understand how they would feel if they were in the same position.

Helpers, however, often get trapped in their over-zealousness to please and support many people. Their weakness is their inability to say ‘no’. They cannot turn down requests from others. �us, they bring unto themselves huge mental stress as more and more people get to depend on them.

Strong leaders who exhibit this personality trait find a way to overcome this handicap, by coming up with a scalable model with others sharing the load of supporting the people who are dependent on them.

Individuals looking for roles in human resources or coaches/mentors in organizations can build the ‘helper’ personality.

Achievers�ese are leaders who excel in a single-minded pursuit of their goals. What characterizes these leaders is their focus and relentless pursuit of moving ahead while removing obstacles that come their way.

�ese leaders have the following personality traits:

Goal setting �ese leaders set aggressive, but realistic goals. �ey begin with a clear vision of what they set out to do for their work groups and for themselves. They break it up into near-term milestones for the teams—and ensure that the team remains focused on them at all times.Execution Achievers are highly execution-oriented and this is their biggest strength. �ey overcome barriers that come their way. �ey plan well, monitor risks at all times, and provide for contingencies. They are also known for building a culture of efficiency in their organization. Lack of efficiency and competence in their teams that slows execution frustrates them. Speed means a lot to achievers—and they do everything to inculcate these traits amongst their team members.

Learning from achievers can give a jump-start to a young professional’s career. By observing such leaders, one can understand the art and science of goal-setting and instil in themselves the spirit of maniacal execution.

People with highly ambitious career goals develop the personality traits of achievers and learn from those who practice it e�ectively.

RomanticsRomantics are idealistic leaders. They crave for utopia—in terms of where they want to see themselves, and their groups and organization. �ey set goals that may not be realistic—but ones that ‘looks and feels glamorous’. They are


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Set lofty vision that may not be grounded in reality These leaders lack realism. �ey dream and set goals that are impossible to meet—but create a (short-lived) feel-good ambience.

Lack focus and are poor in taking decisions Romantics are unable to focus on a goal and take hard decisions that are needed to move forward in pursuit of the vision.

Kind and people-friendly They are kind-hearted, humorous, love to interact with people, can spend long hours discussing how things should be (and are not today).

Observers�ese leaders have a strong sixth sense. �ey are highly intuitive in gauging situations.

Intuitive Observers are highly perceptive. They have a keen power to process the events around them, do a causal analysis, and come to their own conclusion. �ey are more curious than others, and often get deeply entangled in analyzing seemingly minor events around them for a long time.

Critical �e observations made by these leaders lead to critical and sharp conclusions, sometimes bordering on pessimism.

Loner Observers are loners. In fact, they appreciate being left alone and be given the time to analyse situations in depth.

Observers like to be respected for their well thought through views and in-depth analysis. They do not take to criticism very lightly and tend to get argumentative if doubted.

In one’s career, having some aspect of the traits of the observer can help an individual be perceptive of the situation around them, and take the right career decisions.

QuestionersThese are leaders who keep an organization honest and move in the right direction without getting into complacency. Key attributes of questioners are:

Analytical skills Questioners possess the gifted ability to think on their feet. �ey have a sharp analytical bent of mind which helps them in �nding �aws in arguments and in the rationale.

Lateral thinking These leaders possess the skills for lateral thinking. When most others in a team are naturally drifting towards a conclusion, questioners bring in fresh perspective and lateral thinking.

Articulate �ese leaders communicate crisply and forcefully. �ey are usually respected for their views.


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Having questioners in a team can be an asset to ensure an organization does not drift in the wrong direction. �ey may come across sometimes as negative or ones who slow down the standard process, but they may be ignored at the organization’s peril.

These leaders allow one to think through the non-obvious and thereby avoid risky pitfalls. They also ensure that teams do not get into the trap of group-think in the wrong direction.

Enthusiasts or AdventurersEnthusiasts lend an air of optimism around them. �ey have the following attributes:Variety �ey thrive on variety. Enthusiasts tend to move from one role to another, and even change professions completely over the course of their career.

Story teller Enthusiasts love to dream a future, and tend to get their teams excited about it. �ese dreams may not be grounded in reality, but that does not bother the enthusiasts. �ey tell stories to their teams about how the world will be in their desired future state.Spontaneous �ey are spontaneous, have high energy and eternally optimistic. Often they have an infectious personality that rallies people around them.

Enthusiasts or adventurers, however, fail to sometimes carry through on their commitments. �eir execution and attention to detail are sloppy, and need strong people to balance them.

People interested in following a career in public speaking need to have some traits of Adventurers, as they go from one situation to the other, telling stories of successes and new models for growth.

Bosses or AssertersPeople with the ‘Boss’ personality are those with high determination and are possessed with a sense of direction. �ey have a clear idea of the direction to be taken, and are dismissive of other’s views.

Some of the traits bosses or asserters exhibit are:

Courageous Asserters have strong conviction of thought. They have an independent mindset, and are con�dent of their approach. �ey are not afraid to take unpopular decisions.

Power orientation �ey love to have the power and even demonstrate the power to their subordinates and peers. �ey come across as dominating in meetings and sometimes are poor listeners.Supportive of team Strange as it may seem to some, asserters fight for their people and protect them in discussions where their worth is challenged.

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assertive leaders sometimes lead to a high-stress situation in organizations, and often cause burn-out.

One who needs to turnaround an organization from a crisis by taking hard decisions can learn from the skills of asserters.

Mediators or PeacemakersAn organization cannot do without peacemakers. Conflicts are common in any organization, and peacemakers ensure these do not go out of hand. While peacemakers play an important, sometimes invisible role in an organization, they sometimes feel frustrated at the lack of due recognition for the thankless role they play.

Peacemakers are characterized by the following:Good at arbitration and trustworthy �ese leaders observe situations and carefully listen to positions of all concerned. They then deftly look for possible middle-ground. �ey are trusted by all, because they do not play games and are genuinely interested in a solution. �is helps them to be e�ective in volatile situations.Hate conflict Peacemakers try to take the steam out of confrontational situations. They tell the warring parties why ‘winning’ is inconsequential and take both sides to a compromise. �ey thrive in harmony.Like to be respected �ey have an inherent desire to be respected for the critical role they play in an organization to keep the harmony.

But whatever might be the types of personality of a leader, leadership in general means the ability to influence others and convert them to their own opinion. A leader is capable of changing the scenario from you versus me, to you and me. It has been said that a leader is a person who knows the road, who can keep ahead and who pulls others with him. A leader gains the confidence of others because he has confidence in himself whatever might be the adversities he faces. He knows that even if he can’t direct the winds, he can at least adjust the sails. He understands how to win the heart of others and win his objective.

Leadership qualities can be ascertained with the help of different kinds of personality tests.

PERSONALITY TESTS

Personality tests are today an important aspect of all pre-interview screening. It provides the employer with valuable insights of an employee before they are hired. It is also a predictor of how they would react in di�erent situations.

While each company has its own personality tests, many of them are variations of the Myers-Briggs Type Indicator (MBTI). An example questionnaire from a personality test is listed in this chapter.

MBTI serves as an indicator of the personality of individuals, their likes and dislikes, strengths and weaknesses. It also gives a peek into their decision-making process.


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While there is no right or wrong answer in a personality test, employers looking for a specifi c personality to suit a role, often seek out people with certain traits. For example, when looking for a sales position, they would look for a person with a distinctive extraversion trait. A sample Personality Test that is commonly used by companies today is given in the following section.

Example of a Personality Test: Jung Typology Test Th e MBTI assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. Th ese preferences were extrapolated from the typological theories proposed by Carl Gustav Jung and fi rst published in his 1921 book Psychological Types (English edition, 1923).

� e questionnaire, consisting of 72 questions has two options for each question—YES or NO, as depicted in the excerpt shown below. One should pick the option that they feel applies to them the most. Even if one is unsure, one should go with one’s instinct. Responding to all the questions will fetch the most reliable result.

To take the test you may go to the following URL: http://www.humanmetrics.com/cgi-win/JTypes2.asp

1. You are almost never late for your appointments YES NO 2. You like to be engaged in an active and fast-paced job YES NO 3. You enjoy having a wide circle of acquaintances YES NO 4. You feel involved when watching TV soaps YES NO 5. You are usually the � rst to react to a sudden event: the telephone

ringing or unexpected question YES NO

Personality Assessment Based on the MBTI assessment, the personalities of candidates are assessed. Each person is classi� ed by a combination of four dichotomies, from 16 possible combinations. Each of these types is denoted by the � rst letter (except in case of iNtuition) of the personality trait. Knowing these dichotomies helps the person to be more aware of his personality. � ese characteristics are also used by employers to assess, develop or group employees.

The four dichotomiesExtraversion IntroversionSensing iNtuition


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(Contd)

For example, two persons assessed as ESTJ and INFP have the following personality traits: ESTJ —Extraversion, Sensing, Th inking, Judging INFP —Introversion, Intuition, Feeling, Perceiving

EXERCISES

A. Questions 1. Analyse the evolving personalities of Mahatma Gandhi at any three stages

of his life. 2. What personality traits are most effective for a leader who has inherited a

loss-making company and needs to achieve a turnaround? 3. Illustrate how the same person’s personality may change as a leader, a

team player, a husband, a parent and a son. 4. How does personality change under (a) stress and (b) anger? How should

one deal with these traits? 5. What should be the objective of negotiations? Which personality traits make

one a successful negotiator?

CONCLUSION Personality is a continuum. Every individual possesses a mix of contrasting personalities. However, it is important to re� ect upon one’s career aspiration, and build the personality pro� le over time that is suited to the need. Working with leaders that possess the desired attributes is a great way to imbibe some of the characteristics over time.

It is also important to note that personality varies by role. The same person, at an early stage of his career can be more introverted. As his role changes later in his career, he can develop the extraversion trait. Likewise another person may be very sensitive and have a personality that is more touchy-feely when interacting with children, while he may be very analytical and of the thinking-type in the setting where he is driving a project.

Whatever be the personality one chooses, the most important thing to bear in mind is that one’s personality radiates itself as a signal in all directions. It is observed in its minutest detail by others, more than one realizes. Making this reality work to one’s advantage can be a key lever to one’s career success.

Thinking FeelingJudging Perceiving


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type in the setting where he is driving a project.

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type in the setting where he is driving a project. Whatever be the personality one chooses, the most important thing to bear

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at an early stage of his career can be more introverted. As his role changes later in his career, he can develop the extraversion trait. Likewise another person

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in his career, he can develop the extraversion trait. Likewise another person may be very sensitive and have a personality that is more touchy-feely when

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6. Analyse your strengths and weaknesses in your current job. Now do thesame for your previous role and comment on the differences.

7. Whose personality is likely to lead to faster career growth—one who glori�eshis real successes (much more than the disappointments) or one whopresents both in a balanced manner? Why?

8. Through real-life anecdotes, state some of the bold actions taken by leaderswho you admire the most.

B. Self-descriptionOn a sheet of paper note down adjectives that best describe you. For each adjective, provide an illustration from your life to substantiate your claim. Now make a list of the personality traits you would like to have and why. Try to determine ways in which you can achieve these.

C. Analyse your TraitsGrade yourself on the following personality traits.

• Adaptability • Attitude• Compassion • Con�dence• Conscientiousness • Creativity• Drive • Energy• Leadership • Maturity• Optimism • Organization• Poise • Responsibility• Self-esteem • Sense of humour

REFERENCES

Hudson , Russ and Don Richard Riso, Personality Types: Using the Enneagram for self-discovery, Pearson, 1996.

Jung, Carl G., Collected Works, Volume 10; Routledge and Kegan Paul, London, 1964.

Personality Development Video, The Economic Times and The TIMES Multimedia, 2009.

TIME magazine, Vol. 172, No. 2, 2008.


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