MSc Management Personal Effectiveness: Sundar Pichai Leadership Report

This report examines the personal effectiveness strategies of Sundar Pichai, the CEO of Google, within the context of a Master's in Management with Data Analytics program. It begins with an introduction to personal effectiveness and its impact on professional growth. A case study analyzes Pichai's key skills, behaviors, positive qualities (communication, relationship building, collaboration, growth mindset, fearlessness, resilience, future focus, and transformational leadership), and negative qualities (handling sensitive issues, lack of vision, and decision-making). The report then includes a reflective statement, incorporating a self-assessment, identifying weaknesses (prioritization, outcome-oriented mindset, decision-making, and negotiation), and proposing improvement plans. It concludes by assessing the potential impact of these improvements on professional development, drawing on relevant frameworks and theories to provide a comprehensive perspective on Pichai's leadership and the reporter's personal growth.

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- Strategies of Google CEO
Sundar Pichai
and
Personal Development
Analysis

Contents
T CT1. IN RODU ION .................................................................................................................... 1
C T F C C T2. ASE S UDY O SUNDAR PI HAI – EO A GOOGLE ............................................................ 1
2.1 SUNDAR P C TI HAI KEY SKILLS AND BEHAVIOURS OU LINE................................................................. 1
2.2 SUNDAR P CI HAI’ T T T FF CTS POSI IVE QUALI IES AND HE E E S .............................................................. 2
Co uni ationmm c ................................................................................................................ 2
elations i buildingR h p ....................................................................................................... 2
Collaborati ev .................................................................................................................... 2
ro t indsetG w h m ............................................................................................................... 3
Fearless ............................................................................................................................ 3
esilien eR c ......................................................................................................................... 3
Future fo usc ..................................................................................................................... 3
Transfor ationalm ............................................................................................................. 4
2.3 SUNDAR P CI HAI’ T T T FF CTS NEGA IVE QUALI IES AND HE E E S ............................................................. 4
ealing it sensiti e issuesD w h v ............................................................................................ 4
a of isionL ck v .................................................................................................................... 5
Ma ing de isionsk c ............................................................................................................. 5
F CT T T M T3. RE LE IVE S A E EN ...................................................................................................... 6
3.1 S FEL - M T T T TASSESS EN ES AND RESUL ........................................................................................ 6
3.2 EFF CT F M M TE O WEAKNESSES ON Y E PLOYABILI Y......................................................................... 7
rioritisation1. P ................................................................................................................ 7
ut o e oriented indset2. O c m - m ......................................................................................... 7
e ision a ing3. D c m k ........................................................................................................... 7
egotiation4. N .................................................................................................................. 7
3.3 M M M TY WEAKNESSES I PROVE EN PLAN ..................................................................................... 7
rioritisation1. P ................................................................................................................ 7
ut o e oriented indset2. O c m - m ......................................................................................... 8
e ision a ing3. D c m k ........................................................................................................... 9
egotiation4. N .................................................................................................................. 9
3.4 P T T M CT F M M T M F M TO EN IAL I PA O PLANNED I PROVE EN ON Y PRO ESSIONAL DEVELOP EN ...................... 9
C C4. ON LUSION ...................................................................................................................... 10
F CRE EREN ES ........................................................................................................................... 11

1
ntrodu tion1. I c
l ost e er one in t e or la e ants to rea t eir full otential in t eir areerA m v y h w kp c w ch h p h c
and in life eo le ant to do t eir obs as effi ientl as ossible to get t e best. P p w h j c y p h
result To erfor at so eone s best e or s e ust utilise is or er ersonal. p m m ’ , h h m h h p
effe ti eness ersonal effe ti eness is to a e t e best use of t e resour es at onec v . P c v m k h h c
erson s dis osal su as talents abilities strengt ti e and energ i enablep ’ p ( ch , , h, m y), wh ch
t e erson to a ie e bot ersonal and rofessional goals Ta lor ersonalh p ch v h p p ( y , 2017). P
ffe ti eness differs for e er one be ause of different goals areers and rioritiesE c v v y c , c p
sborn o e er it an still a l to e er one s dail life(O , 2019). H w v , c pp y v y ’ y .
T is re ort ai s to identif t e i a t of ersonal effe ti eness on ersonal andh p m y h mp c p c v p
rofessionalp gro tw h as ell as o to use it to a ie e areer goals ase stud, w h w ch v c . A c y
about oogle s C undar i ai ill be used as an e a le to e aluate isG ’ EO S P ch w x mp v h
ersonal effe ti eness strateg b re ognising is strengt and ea nesses based onp c v y y c h h w k
relati e fra e or s and t eories i an ro ide a distin ti e ers e ti e aboutv m w k h , wh ch c p v c v p p c v
is ourne and o e uses t e to su eedh j y h w h h m cc .
lso t is re ort ill in oint t e re orter s ersonal effe ti eness as a selfA , h p w p p h p ’ p c v -
refle tion and a l t e to identif t e strengt s and ea ness it a lan onc , pp y h m y h h w k , w h p
o to i ro e t e ea nesses in order to gro rofessionall and be oreh w mp v h w k w p y m
o etiti e in t e ob ar etc mp v h j m k .
Case stud of undar i ai C at oogle2. y S P ch – EO G
undar i ai e s ills and be a iours outline2.1 S P ch k y k h v
undar i ai is regarded as a soft s o en roble sol er o a oids ruffling anS P ch - p k p m v wh v y
feat ers e t fro is rodu t and te nolog no ledge is abilit to lead andh . Exc p m h p c ch y k w , h y
ollaborate it ot ers t at as ele ated i to t e osition of ost i ortant anc w h h h h v h m h p m mp m
it in oogle ndiaToda Te e is no n for for ing strong tea sw h G (I y ch, 2019). H k w m m ,
a oiding offi e oliti s and listening to e er one s ideas os alv c p c , v y ' (Gh h , 2017).
eaders s ould not onl fo us on t eir o n a ie e ent ore i ortantl areL h y c h w ch v m , m mp y, c
about t eir e lo ee s su ess i ai t in s as a leader e ust do a lot of or toh mp y ’ cc . P ch h k , h m w k
a e is e lo ees su essful To a e rig t eo le and do t e ob to re o em k h mp y cc . h v h p p h j m v
obsta les or roadblo s for t e T us t e e lo ees an gro and su eed inc ck h m. h , h mp y c w cc
at t e do ingwh h y (S h, 2020).

2
i ai e erged as t e ni e gu o ould bring tea s toget er and get or done inP ch m h c y wh c m h w k
an en iron ent rife it for idable ara ters and u infig ting T ev m w h m ch c m ch h . h
ollaborati e abilit is entral to i ai s leaders i st le e alues tea or as it isc v y c P ch ' h p y . H v mw k
riti al to reate a or la e ere e er one ants to or toget er T ereforec c c w kp c wh v y w w k h . h ,
setting u ollaborati e ulture in t e o an is a fo us for i ai os alp c v c h c mp y c P ch (Gh h , 2017).
i ai belie es t at t e orld is full of reati e ideas and t at an entre reneurP ch v h h w c v , h p
s ould al a s be t in ing about t e ne t best o e at needs to be rioritised ish w y h k h x m v . Wh p
in reasing reati e t in ing for a brig ter future ndi iduals s ould rein ent andc c v h k h . I v h v
u date t e sel es in a global ulture ere inno ation and ne te nolog arep h m v c wh v w ch y
t ri ing around e er orner i is far ore i ortant t an ere o etitionh v v y c , wh ch m mp h m c mp .
i ai en ourages oung entre reneurs to t in big about big roble s and o e uP ch c y p h k p m c m p
it bold ideas to sol e t ese issues ing T in ing out of t e bo andw h v h (S h, 2020). h k h x
illing to ta e ris s el i ai to su eed in is areerw k k h p P ch cc h c .
undar i ai s ositi e ualities and t e effe ts2.2 S P ch ’ p v q h c
Co uni ationmm c
i ai s o or ers fre uentl des ribe i as "t oug tful " e s ea s slo l andP ch ' c w k q y c h m h h . H p k w y
t oug tfull ausing fre uentl to find t e rig t rase ros ursit i ai ish h y, p q y h h ph (P p y, 2020). P ch
a good o uni ator and t is ara teristi a es i an e ellent leader t atc mm c h ch c c m k h m xc h
e er organisation ill re uire as o anies are o ing dee er into t e digital agev y w q c mp m v p h ,
ere dee e otional ties are rare ile e otional intelligen e is not idelwh p m . Wh m c w y
regarded as a do inant ualit in s ien e or engineering i ai is using t is ualitm q y c c , P ch h q y
to lead t e s ien e o an oogle into a future i t e ad an e e er lifeh c c c mp y G , wh ch h y v c v y ,
fro a billionaire to a fa er ellm m (Ew , 2016).
elations i buildingR h p
ile re aring for oogle s annual de elo er onferen e s ortl after ta ing o erWh p p G ' v p c c h y k v
as C i ai told a olleague " anted to reate a sense of o unit a e itEO, P ch c , I w c c mm y, m k
ore infor al " T is is t e i ortan e e la es on de elo ing relations i s enm m . h h mp c h p c v p h p . Wh
e s ea s to eo le e as an in redible abilit to reate an e otional onne tionh p k p p , h h c y c m c c .
e alues eo le and t e abilit to bring eo le toget er also s o s is e otionalH v p p h y p p h h w h m
intelligen e ros ursit and t is is e attra ts talentc (P p y, 2020), h why h c .
Collaborati ev
en so eone alues relations i s t e are ore li el to ado t a ollaborati eWh m v h p , h y m k y p c v
leaders i st le T is is ertainl true of i ai as usan da s re orting onfir sh p y . h c y P ch , S A m' p c m .
e no s o to be e at eti su orti e and o to "na igate oliti alH k w h w mp h c, pp v , h w v p c
inefields " T is is e a tl at great ollaborators are a able of i ai a oidsm . h x c y wh c c p . P ch v

3
onfli t b e asising oo eration at er t an onfronting o onents e refersc c y mph c p . R h h c pp , h p
to ait out onfli ts da sw c c (A m , 2015).
ro t indsetG w h m
en undar i ai attended to an intera ti e s undar session it studentsWh S P ch c v #A kS w h
fro arious el i ni ersit s ools and olleges a student as ed o e felt enm v D h U v y ch c , k h w h wh
e first started or ing at oogle and e er one else as ore e erien ed eh w k G v y w m xp c , h
re lied " t is al a s good to or it eo le o a e ou feel inse ure aboutp : I w y w k w h p p wh m k y c
ourself T at a ou ill onstantl ee us ing our li its" ebastiany . h w y, y w c y k p p h y m (S , 2016).
s e iall in t is fast anging orld ee learning is a e fa tor to sta a ead inE p c y h -ch w , k p k y c y h
t e or la eh w kp c .
Fearless
en t oug oogle is enturing into un arted territor it t eir oogleEv h h G v ch y w h h G I/O 2016
ision i ai a ears al and at ease in is leaders i role T is results in anv , P ch pp c m h h p . h
understated fearlessness i a ears to instill in is tea an un a ering, wh ch pp h m w v
onfiden e t at su ess is ine itable ell lso i ai is illing to ta e ris sc c h cc v (Ew , 2016). A , P ch w k k ,
“ en so et ing e ites ou but t ere are ard de isions to a e t en ta e t eWh m h xc y h h c m k , h k h
lea if ou reall t in t at ou are rig t Ta ing ris s is ort and e en if ou failp y y h k h y h . k k w h v y ,
ne er sto tr ing u erous t ings t at a a e t e orld a e been ade afterv p y . N m h h m z h w h v m
u teen atte ts e en ouraged entre reneurs to drea big and ut in sin eremp mp .” H c p m p c
efforts to earn t e t ings t e desire ingh h h y (S h, 2020).
esilien eR c
undar i ai s resilien e s ill is robabl best de onstrated b t e laun of oogleS P ch ' c k p y m y h ch G
C ro e and a ing it in ontestable ar et leader is tea of engineers begunh m m k c m k . H m 10
t e ro e t as an e eri ent en t e first got t e rotot e to or t eh p j c xp m . Wh h y h p yp w k, h y
en ountered a lot of us ba fro t e rest of t e o an o one in ooglec p h ck m h h c mp y. N G
anted t e allenge of o eting it Mi rosoft s nternet lorer undarw h ch c mp w h c ' I Exp . S
resented oogle C ro e to arr and erge t e o an s founders en t enp G h m L y S y, h c mp y’ . Ev h ,
t ere as lent of s e ti is T e o an s t en C ri idt also disagreedh w p y k p c m. h c mp y' h EO E c Schm .
t as onl t roug is resilien e t at e as able to gain t e onfiden e of founderI w y h h h c h h w h c c
arr to ro eed Finall in oogle C ro e as released and ade istorL y p c . y, 2008, G h m w , m h y
ros ursit(P p y, 2020).
Future fo usc
i ai ares about oung generation and di ersit t a girls oding o etition inP ch c y v y. A ’ c c mp
oogle California a us i ai ad o ated for t ese future fe ale engineers andG c mp , P ch v c h m
oders ubli l allenging an doubters about t e i ortan e of di ersitc , p c y ch y h mp c v y
initiati es t s reall i ortant t at ore o en and girls a e t e o ortunit tov . “I ’ y mp h m w m h v h pp y
arti i ate in te nolog to learn o to ode reate and inno ate i ai said inp c p ch y, h w c , c , v ,” P ch

4
t e e ent ant ou to no t at t ere s a la e for ou in t is industr t ere s ah v , “I w y k w h h ’ p c y h y, h ’
la e for ou at oogle on t let an one tell ou ot er ise ou belong ere and ep c y G . D ’ y y h w . Y h w
need ou Torresy ” ( , 2017).
Transfor ationalm
i ai ants to be a transfor ational C e ants to radi all ange t e orldP ch w m EO. H w c y ch h w
and oogle to be o e an e uali ing for e so e er one an a e a ess to t eG c m q z c , v y c h v cc h
internet and oogle sear ant i nli e transa tional leaders o areG ch (Sh h , 2019). U k c wh
ri aril on erned it sales re enue and sto ri e transfor ational leadersp m y c c w h , v , ck p c , m
are ri aril interested in a ision T e orld s roble s allenge and e en disturbp m y v . h w ' p m ch v
t e and t e are illing to gi e u t eir o fort to sol e t e i ai ai s to useh m, h y w v p h c m v h m. P ch m
t e infor ation and onne ti it of digital o er to transfor eo le s li es andh m c c v y p w m p p ’ v
a e t e better ellm k h m (Ew , 2016).
undar i ai s negati e ualities and t e effe ts2.3 S P ch ’ v q h c
ealing it sensiti e issuesD w h v
T ere are riti is s t at i ai re ei ed en e andled so e sensiti e issues as ah c c m h P ch c v wh h h m v
big te leader i ai des ribed C inese ar et as "too big to ignore " ilech . P ch c h m k , wh
oogle s rene ed interest in C ina broug t a lot of riti is fro u an rig ts toG ’ w h h c c m m h m h
de o ra organi ations T e ragonfl ro e t s ensored sear re uired bm c cy z . h D y p j c ’ c ch q y
C inese go ern ent ontradi t t e o an s re ious de ision to it dra froh v m c c h c mp y' p v c w h w m
C ina due to oral ter s nfro T e oral on erns also ut oogle sh , m m (D’O , 2018). h m c c p G ’
e lo ees in a diffi ult osition as t e ig t not ant to or on it allag ermp y c p h y m h w w k (G h ,
2018).
oogle as ollaborating it t e entagon to anal se drone footage ro tingG w c w h h P y , p mp
o er e lo ees to sign a letter of rotest T e o an e entuall dro edv 3,000 mp y p . h c mp y v y pp
ro e t Ma en i leased e lo ees but ruffled feat ers in as ingtonP j c v , wh ch p mp y h W h .
not er rotest is about t e se ual be a iour of oogle e e uti es ile i aiA h p h x h v G x c v . Wh P ch
ade so e anges in res onse to t at essage rotest organisers lai t atm m ch p h m , p c m h
a or issues ere ignored nfro i i l i ai s ineffe ti eness ofm j w (D’O , 2018), wh ch mp y P ch ’ c v
andling so e toug roble sh m h p m .
oogle engineer a es a ore sent a e o suggested t at en ig t be betterG J m D m m m h m m h
suited for te obs t an o en a es tried to e lain of oogle s tech j h w m . J m xp why 80% G ’ ch
e lo ees are ale not onl be ause general ulture bias but it a also a emp y m , y c c , m y h v
so et ing to do it biolog i ai ould a e stood u for t e free flo ofm h w h y. P ch c h v p h w
infor ation or better re ared to understand t e resear and ole situationm p p h ch wh
roo s es ite t e ad i e of so e of is de uties to let t e in ident ass e(B k , 2017). D p h v c m h p h c p , h

5
fired Mr a ore it in a ee oogle be a e a ne ubli ene for. D m w h w k. G c m w p c my
onser ati e riti s as a result of t e o e i got t e a la suitc v v c c h m v , wh ch h m w .
a of isionL ck v
undar i ai is not a isionar e is an o eration anager o ould la isionS P ch v y. H p m wh c ck v
so eti es ording to t e annual internal oll ore oogle s e lo ees doubtm m . Acc h p , m G ’ mp y
about i ai s ision T is sur e as ed if i ai s ision of at t e o an anP ch ’ v . h v y k P ch ’ v wh h c mp y c
a ie e ins ires t e of e lo ees ans ered es do n fro re iousch v p h m, 78% mp y w y , w 10% m p v
ear not er uestion is about if e lo ees a e fait in i ai and isy . A h q mp y h v h P ch h
anage ent tea to lead oogle effe ti el in t e future ositi e res onsesm m m G c v y h . P v p
a ounted for of t e total a dro of oints fro t e re ious ear oogle iscc 74% h , p 18 p m h p v y . G
fa ous for its ig e lo ee orale ig salar and good or ing en iron ent fm h h mp y m , h h y w k v m . I
i ai annot aintain t ese t ings t e o an ill lose talent i an affe tP ch c m h h , h c mp y w wh ch c c
t e o an s rofit and re utation loo bergh c mp y’ p p (B m , 2019).
Ma ing de isionsk c
i ai is ell li ed and leaders ust so eti es a e un o ular de isions so e illP ch w - k , m m m m k p p c , h w
eit er see to a ease i is ne er a good ualit in a C i ai as ade ish k pp , wh ch v q y EO. P ch h m h
signature in ta tfulness find a ea eable a to address a roble or a e ac – p c w y p m m k
de ision T is ta tfulness o e er ould be inter reted as is as inessc . h c , h w v , c p w hy-w h .
ording to one for er oogle e e uti e i ai is a ell balan ed leader oAcc m G x c v , P ch w - c wh
refers finding o ro ises ut t is ould i l t at rat er t an dealing itp c mp m . B h c mp y h , h h w h
roble s ui l and de isi el e and t e rest of oogle s leaders i are allo ingp m q ck y c v y, h h G ' h p w
t e to gro and fester nfroh m w (D’O , 2018).

6
efle ti e state ent3. R c v m
elf assess ent test and result3.1 S - m
used te en Co e s abits of ig l effe ti e eo le self assess ent to testI S ph v y’ 7 h h h y c v p p - m my
effe ti eness in t ese abits T ere are ategories in t is test indi ate ea abitc v h h . h 7 c h c ch h .
ording to t e test t e ig er s ore t e ore losel a aligned it t eseAcc h , h h h I c , h m c y I m w h h 7
abits rin i lesh p c p .
Category 1 2 3 4 5 6 7
abitH eB
roa ti eP c v
eginB
itw h
t eh
nd inE
indm
utP
First
t ingh
First
T inh k
inW -
inw
ee firstS k
to
nderstandU
nergiseSy ar enSh p
t e ah S w
Total 11 9 5 13 15 15 11
Co e( v y, 2004)
T e test indi ate t at a a good listener a ording to ategor ould li e toh c h I m ( cc c y 5), I w k
understand ot ers during a on ersation so t at an o uni ate it t e inh c v , h I c c mm c w h h m
t e ers e ti e t e are about also tend to be a tea la er as Co e des ribedh p p c v h y c . I m p y , v y c
s nerg as a abit of reating oo eration o eti es or ing toget er an gety y h ‘c c p ’. S m m w k h c
t ings done ui er and easier o ared it or alone an learn fro ot ersh q ck c mp w h w k . I c m h
and a e ne insig ts as ellh v w h w .
o e er as doing bad in ategor ut first t ing first i is aboutH w v , I w c y 3 – p h , wh ch
rioritising and allo ating ti e to t e t ings t at are i ortant to e and el e top c m h h h mp m h p m
rea goals lso a not good at begin it t e end in ind ig l effe ti ech my . A , I m “ w h h m ”. H h y c v
eo le a e an out o e oriented indset are lear about t eir goals fro t ep p h v c m - m , c h m h
beginning and fo us on at t e ant t eir out o es to be tarting it t e end, c wh h y w h c m . S w h h
goal in ind allo s e to reate an effe ti e lan it s ort ediu and longm w m c c v p w h h , m m, -
ter goals to get e t ere Co em m h ( v y, 2004).
also too ot er self assess ent tests and it turned out de ision a ing andI k h - m my c m k
negotiation s ills need to be i ro ed u essful C s e el at being de isi ek mp v . S cc EO xc c v ,
a ing de isions ui l and it on i tion des ite a la of infor ation n t em k c q ck y w h c v c p ck m . I h
C eno e ro e t t e ost su essful arti i ants in t is stud re orted t atEO G m p j c , h m cc p c p h y p h
t e eig ed t e onse uen es of a ing t e rong de ision against t eh y w h h c q c m k h w c h
onse uen es of a ing a de ision too slo l and dis o ered t at being er ei edc q c m k c w y, c v h p c v
as inde isi e as ore ostl otel o et alc v w m c y (B h , ., 2017).

7
ffe t of ea nesses on e lo abilit3.2 E c w k my mp y y
rioritisation1. P
n an organisation it is o on to a e ulti le tas s on t e go at t e sa e ti eI y , c mm h v m p k h h m m .
o eti es la riorities and get distra ted b a sle of uni ortant tas s t endsS m m I ck p c y w mp k . I
u aste ti e to fo us on t e i ortant or urgent ones often find self orp w my m c h mp . I my w k
e tra ours to it deadlines need to effe ti el rioritise tas s and ti ex h h my . I c v y p my k my m ,
ot er ise ill feel o er el ed and o lete t ese tas s oorlh w I w v wh m c mp h k p y.
ut o e oriented indset2. O c m - m
en a at or tend to do t ings ste b ste it out t in ing of at resultWh I m w k, I h p y p w h h k wh I
ant to a ie e or en s ould finis t is tas ust follo t e re uire ent orw ch v wh I h h h k. I j w h q m
instru tion and and in b t e deadline en t e result is not at loo for or itc h y h . Wh h wh I k
ould a e been better e e uted a e to go ba and reanal se or e enc h v x c , I h v ck y my w k, v
orse si l do not a e enoug ti e to go t roug it again T is affe t t ew , I mp y h v h m h h . h c h
ualit of or and a in a assi e situation it t e gi en tas s need to a eq y my w k I m p v w h h v k . I h v
better ontrol of o n orc my w w k.
e ision a ing3. D c m k
refer to as for ad i e before a e de isions bot at or and in ersonalI p k v c I m k c h w k my p
life ant to gat er as u infor ation as an and a e sure it is a t oroug. I w h m ch m I c m k h h
de ision o e er it ould slo do n t e or ro ess as as ing e er one in ol edc . H w v , c w w h w k p c k v y v v
an be ti e onsu ing eing inde isi e an also lose o ortunit to an goodc m c m . B c v c my pp y m y
t ings li e a ne ob a ro otion a ro e t and so on u essful eo le oh , k w j , p m , p j c . S cc p p wh
ange t e orld or gro t eir business are de isi e eo le o see an o ortunitch h w w h c v p p wh pp y
and u on it a e to learn to a t fast and a e de isions in real ti ej mp . I h v c m k c - m .
egotiation4. N
a a ea eful erson and tr to a oid onfli ts in bot ersonal and rofessionalI m p c p y v c c h p p
as e ts o e er t is an be er ei ed a ea ness if do not stand u and as forp c . H w v , h c p c v w k I p k
at ant annot a ie e areer goals it out negotiating itwh I w . I c ch v my c w h w h my
olleagues anager or business artners etc , my m , p , c.
M ea nesses i ro e ent lan3.3 y w k mp v m p
rioritisation1. P
etting roa ti e about or an i ensel el e eet all deadlinesG p c v my w k c mm y h p m m my
earl ill list all tas s need to finis and s end inutes e er orning toy. I w my k I h p 10 m v y m
reate a to do list for t e da f a e a big ro e t need to do ill s lit t e intoc - h y. I I h v p j c , I w p h m

8
s all un s en finis one s all tas ill ross off t e tas on list n t ism ch k . Wh I h m k, I w c h k my . I h
a an no learl at a e been doing o eti es annot finis a ro e tw y, I c k w c y wh I h v . S m m I c h p j c
in one da so di ide it into s all ie es a es e a are t at still a e rogressy v m p c m k m w h I m k p
and it is easier to tra t also or s for long ter goals brea ing do n intock. I w k my - m : k w
earl ont l ee l and dail rioritiesy y, m h y, w k y y p .
Co e suggests tas s s ould be ategorised and t en rioritised a ording tov y k h c ( h p ) cc
i ortan e and urgen Co e need to distinguis at tas s are urgentmp c cy ( v y, 2004). I h wh k
and i ortant t ese are t e tas s need to do first nd a oid t ings t at aremp – h h k I . A v h h
eit er urgent or i ortanth mp .
Co e( v y, 2004).
ut o e oriented indset2. O c m - m
f an start it t e end in ind an for ulate an effe ti e lan and sti to itI I c w h h m , I c m c v p ck ,
it s ort ediu and long ter goals ill fo us on at reall atters to e tw h h , m m, - m . I w c wh y m m . I
ould be oti ating es e iall if ersonal goals are onne ted to areerw m v p c y my p c c my c
ones as ing self o an a ie e t is at s ould do no o does. By k my ‘h w c I ch v h ? Wh h I w? h w
getting t e result feel an el e see t e fastest a to go t ere and see t eh ?’ c h p m k h w y h h
results T e a roa an be fle ible i a es it easier to get t ings done. h pp ch c x wh ch m k h .

9
e ision a ing3. D c m k
ording to er set so e s e ifi and realisti riteria for de ision an eeAcc Dwy , m p c c c c my c c k p
e fro a illating after a e onsidered all o tions e ause it si lifiesm m v c I h v c my p . B c mp my
de ision a ing ro ess an t ing t at does not eet t e riteria is not a iablec -m k p c : y h h m h c v
o tion T is an also be guideline or e a le en need to a e anot erp . h c my x mp wh I m k h
si ilar de ision Furt er ore s ould re ogni e t e on e t of "boundedm c . h m , I h c z h c c p
rationalit " and ee it in ind ill ne er de ide an t ing if a onstantl loo ingy k p m . I w v c y h I m c y k
for ore and better infor ation er an set li its on o u ti em m (Dwy , 2019). I c m h w m ch m
and effort ill ut on a arti ular de ision and sti to t eI w p p c c , ck h m.
egotiation4. N
t is ne essar to be re ared before and and listen to t e ot er art to onfirI c y p p h , h h p y c m
t eir needs during t e negotiation egotiation is about gi e and ta e s ouldh h . N v k . I h
reate a res e tful and onstru ti e intera tion t at benefits bot artiesc p c c c v c h h p . A
su essful negotiation is one in i ou an a e s all on essions ile gi ingcc wh ch y c m k m c c wh v
t e ot er art so et ing t at eans a lot to t e onh h p y m h h m h m (Sh k, 2020).
otential i a t of lanned i ro e ent on rofessional de elo ent3.4 P mp c p mp v m my p v pm
rioritisation ensure e to s end ti e or ing on t e i ortant tas s t ose t ingsP m p m w k h mp k , h h
t at ill a e a differen e in t e long run and lead e to t e rig t dire tion enh w m k c h m h h c . Wh I
anage riorities ell ill feel less rea ti e and ore fo used and intentionalm my p w , I w c v m c
is o(B h p, 2020).
ant to be a goal oriented erson o is oti ated b ur ose and an fo us onI w - p wh m v y p p c c
tas s at and o leting t e effe ti el an lan ti e and energ in t e rig tk h , c mp h m c v y. I c p my m y h h
la es it out asting ti e on t ings t at ill not el e to a o lisp c w h w my m h h w h p m cc mp h my
rofessional goals lo ers in an industr ant to see result so out o ep . Emp y y y w , c m -
oriented e lo ees o fo us on or ing to eet t e out o es are referred inmp y wh c w k m h c m p
t e or la eh w kp c .
a ing t e abilit to a e ui and good de ision is i ortant in all life situations tH v h y m k q ck c mp . I
is also a ru ial leaders i s ill as it an for trust and se urit it t e e lo eesc c h p k c m c y w h h mp y .
t an el e sa e ti e and resour es so t at an or ore rodu ti elI c h p m v m c h I c w k m p c v y.
lso being a good negotiator an el e build loser relations i it t e eo leA , c h p m c h p w h h p p I
or it as e understand ea ot er s needs better t an a oid otentialw k w h w ch h ’ . I c v p
onfli ts or roble s in t e future as ell t an deli er ualit solution t at last longc c p m h w . I c v q y h
as ell be ause e er art s needs are ore li el to be satisfied an gain trustw , c v y p y’ m k y . I c
fro t e o an or business artners as ellm h c mp y p w .