Personality Development: Soft Skills Skills Skills Skills Skills

Personality
Development
and
SOFT
ss
re
SKILLS
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BARUN K. MITRA
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or
Formerly Professor of English

Indian Institute of Technology,
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Kharagpur
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© Oxford University Press. All rights reserved.

3
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© Oxford University Press 2011, 2016
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First Edition published in 2011

Second Edition published in 2016
All rights reserved. No part of this publication may be reproduced, stored in

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ISBN-13: 978-0-19-945974-2
ISBN-10: 0-19-945974-6
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CHAPTER THREE
CHAPTER TEN
Beware of Pitfalls
Features
Avoid Errors of
LEARNING OBJECTIVES
 Understanding the proper use of
prepositions
 Using appropriate pronouns
 Learning about verbs that agree with
the subject
 Judging where articles are applicable
 Finding out about the power of
punctuation
Learning Objectives  An essential check for capital letters
All chapters in the book begin with and conjoined words
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‘learning objectives’ setting the theme for  Clearing doubts about similar sounding
the subsequent text. words
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 A quick look at question tags
 Sorting through spellings—British and

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S O F T S K ILLS : D E MA N D E D B Y E V E R Y E MP LOYE R 49
American discrepancies
 Areas to watch out for in Indian English
 The most common errors in English

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language
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Illustrations
Illustrations, interspersed in the
O
chapters, make the book a more

Fig. 2.6 The ability to work in a team as well as guide it is an important soft skill lively and interesting read.
All employees need to know how to build and encourage congenial relationship
even in a most difficult and critical situation. People with this skill know the way
to connect with others effortlessly. As a result, interpersonal skills reduce stress
and conflict 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 different perspectives,
Featured
share Text during every such exchange. Every interaction with
ideas and opinions
people is an opportunity for me to learn, and is an enriching experience.
Key learnings/highlights
of the Itext
Weakness haveonbeen
focus entirely programme execution. I excel in it. I do not care
featured
about in team.
others in the boxes forare always superior to theirs—and my goal is
My views
to get my point across.
betterI balance
Strength comprehension.
my role between project and people focus. One without the
other is not sustainable. I can be great in programme execution, but without

the Book E N H A N C E YO U R W R I T I N G S K I L L TO C R E AT E A N I M P R E S S I O N
It should be borne in mind, however, that sentences should neither be too long
180
nor too short (which will make it jerky). A sentence is the backbone of a scientific
or engineering communication and hence it must alsoE Nbe H Afree ofUall
N C E YO R Wgrammatical
R I T I N G S K I L L TO C R E AT E A N I M P R E S S I O N 180
errors. It should be direct, consistent, methodical and interesting. The use of these
principles leads to brevity in the text. Such sentences are the main ingredients of
It should be borne in mind, however, that sentences should neither be too long
a well-written paragraph.
nor too short (which will make it jerky). A sentence is the backbone of a scientific
or engineering communication and hence it must also be free of all grammatical
errors. It should be direct, consistent, methodical and interesting. The use of these
CONCLUSION principles leads to brevity in the text. Such sentences are the main ingredients of
a well-written
‘Write to express, not impress,’ goes a sayingparagraph.
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. CONCLUSION
This chapter has clearly outlined fifteen principles that will help in Conclusion
‘Writeand
communicating crisply and effectively to express,
help avoid not impress,’
the goesFollowing
traps above. The communication.
a saying in high-impact conclusion at
these principles, one can master the Too art
many people forward
of putting use complex
to the words
reader instead
an of simple; passive voice
the
instead of active; redundant words; long paragraphs with multiple themes,
end of each
impressive personality.
etc.
After writing any text, the key thing to follow is to take a break, short or chapter revisits all
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long, and then edit, edit and edit itThis chapter
again until it has clearly outlined
is sharpened. At everyfifteen
step principles thethat
important
will help points
in
of the way, a quick check of thecommunicating
fog index or the crisply and reading
Flesch effectively
easeandindex
help avoid the traps above. Following
re
discussed in them,
(or the other indices presented these principles,
in Chapter 9) tellsone
us can
how master the art
much more we ofcanputting forward to the reader an
improve. impressive personality. making for a fine
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Several of these techniques forAfter writing
effective any text,
written the key thing
communication aretoappli- guide
follow is to take for revision
a break, short or
cable to verbal communication as long, andThe
well. then
wayedit, edit andsuch
to improve edit communica-
it again until it is sharpened.
beforeAtexams.
every step
of thealong
tion has been stated in this chapter way,with
a quick
manycheck of the fog index or the Flesch reading ease index
examples.
sit
(orthought
Readability of text mirrors our the other indices Itpresented
process. is a signalin Chapter
that others9) tells us how much more we can
see and assess our personalityimprove.
with. Hence, it is imperative that we give this
er
Several of these
aspect serious consideration and consciously improvetechniques for effective written communication are appli-
it over time.
cable to verbal communication as well. The way to improve such communica-
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tion has been stated in this chapter along with many examples.
Readability of text mirrors our thought process. It is a signal that others
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E XE R C I SE S see and assess our personality with. Hence, it is imperative that we give this
aspect serious consideration and consciously improve it over time.
A. Edit Sentence Structure
d
Rewrite these sentences to improve clarity and comprehension:

or
1. In the early part of the EXERCIS

month of July, ESwe got together and made all our
papers relating to income tax ready so that we would not have to resort to a
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mad scramble to meet the A. deadline which isStructure

Edit Sentence 31st July.
Exercises
2. All the people who participated in the workshop were given a free
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Rewrite these sentences to improve clarity and comprehension:

Different kindsCDofby the committee who organized the workshop.
complimentary
3. We heard that there was a riot1. on
In the
the evening
early part of the month of July, we got together and made all our
news.
review questions
4. We endeavoured to demonstrate papers relating
how the to income
problem could tax
be ready
solvedsointhat thewe would not have to resort to a
at the
bestend of each
possible manner. mad scramble to meet the deadline F O G I N Dwhich is ID
E X : P ROV 31EstS July.
G U I DA N C E F O R P RO PE R W R I T I N G 196
5. chapter aim at
From the results 2. Allthat
it would appear thethere
people
was who participated
no difference between in the the workshop were given a free
two treatments. complimentary CD by the committee who organized the workshop.
testing readers on B. Simple
3. We heard for Complex
that there was a riot on the evening news.
their understanding 4. We endeavoured
The student to is
demonstrate how the
asked to replace each problem could below
of the words be solvedby a in the word.
simpler
of the topics. best possible manner.
1. Assistance 14. Effectuate
5. From the results it would appear that there was no difference between the
two treatments.2. Endeavour 15. Employ
3. Access 16. Facilitate
4. Accordingly 17. Feasible
5. Ameliorate 18. Formulate
6. Analogous 19. Fundamental
7. Append 20. Henceforth
8. Apprise 21. Inception
9. Augment 22. Mitigate
10. Basically 23. Operational
11. Commence 24. Peruse
12. Consequently 25. Terminate
13. Disseminate
C. Trimming Sentences
The following sentences are too verbose. The students need to rewrite these to
increase clarity and make them less complex.
© Oxford University Press.

1. I shall be All rights
deeply obliged reserved.
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.
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Preface to the Second Edition
Personality development and soft skills are two essentials for

for enhancing
enhancing one’s
employability prospects. Therefore, e, it is encouraging to note that a diverse cross-
ss
section of readers have benefitted from the first edition of this book.
of this book.
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In my recent interactions with many people from the corporate world and
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academia, what has additionally emerged is the growing influence of e-learning
as a new aspect of career growth. In line with this trend, I have put focus on
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e-learning in this second edition with the inclusion of two new chapters on this
key topic.
er
Massive Open Online Courses (MOOCs) form a key component of e-learning
(MOOCs) form
iv
and has caught on the world over. There are several organizations in the government,
Un
academia, and the corporate world

world in
in India
India that are also playing a key role in
e-learning and MOOCs. Thus, with its inclusion, personality development, soft
d
form a sort of
skills, and e-learning form a sort of trilogy for career growth.
or
The new w chapters 12 and 13 acquaint the reader with the world of e-learning,
the different e-learning technologies, the varying roles of e-learning at different
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stages of one’s career, a structured approach to mapping relevant MOOCs to one’s
career, a structured
O
career goals, and multi-year skill development plans.
multi-year
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 benefit 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

viii PR EFAC E TO THE S EC OND EDITION
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
ss
Chapter 8 and
essential element of effective communication. Chapter 8 and 9 on writing skills
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will teach the learner to enhance their communication clarity.
errors made
Chapter 10 helps readers identify common errors made while speaking and
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writing English and suggests how to avoid such errors. errors.
communication
An overview of modern means of communication and language laboratory is
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provided in Chapter 11.

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Chapter 12 highlights the growing wing importance of e-learning, its pros and cons,
of one’s career.
and usefulness in various stages of one’s career.
iv
Massive Open Online nline Course (MOOC), a vital component of e-learning, is

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discussed in Chapter 13.

d
Online Resources
or
The following resources are available to support the faculty and students using
xf
this text.
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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
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

P RE FACE TO T H E SE CO N D ED I T I O N ix
me informed of the latest developments in the field of e-learning. This 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
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Preface to the First Edition
What prompted me to write this book is the oft-quoted remark of an industry
remark
leader: ‘They (our students) are not unemployed; they are unemployable.’
are unemployable.
ss
But why? Our students graduate from good colleges with good grades. In spite
colleges with good
re
of that why are they unemployable? The answer lies lies in
in the fact that they lack
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two essential attributes: personality and soft skills. The encouraging news is that
skills. The
many colleges today have recognized this need and have begun to focus on these
sit
essential aspects.
These aspects include not only the domain knowledge (hard skills), but also
the domain knowledge
er
their personality and soft skills. Just having these inherent assets is not sufficient.
Just having these
iv
It needs to be presented effectively

effectively to the employer (through resume, group
Un
discussion, interview, presentation, etc.). I had been discussing this need for
many years through my interaction with students and professionals, as well as
d
with employers from many multinational and Indian companies.

or
The objective of
of writing
writing this book is to acquaint young men and women
of the present generation
generation with the details of soft skills and the importance of
xf
personality. These have been explained with several case-studies and examples.
O
Several important topics have also been covered in this book such as writing an
important
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

P RE FACE TO T H E F I RS T E D I T I O N 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 Effective 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
confidence, and increase employability in any chosen career.
ss
Organization and Content
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The book has been divided into eleven chapters, covering the spectrum of personality
covering the spectrum
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and soft skills attributes. A brief overview of each chapter is provided below.
chapter is
Chapter 1 introduces
oduces the concepts of personality and discusses various person- person
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ality traits and their characteristics. Analyses of personality such as Freudian anal-
Analyses of personality
ysis and Swami Vivekananda’s vedantic concept are are presented next. It then focuses
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on describing various attributes such as leadership, interpersonal, decision mak-
such as leadership,
iv
ing; various personality types are also mapped. Finally, it provides and overview of
also mapped.
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personality tests and their assessment.

Chapter 2 introduces the concept of soft skills and emphasizes the importance
concept of
d
classifies soft skills into several personality traits and

of developing them. It classifies
or
discusses each one in detail along with a strength-weakness analysis.
detail along
Chapter 3 focuses
focuses on
on communication
communication skills. It starts with an explanation of
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the communication
communication process.
process. Speaking skills are discussed next with guidelines
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effectively.
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 effective 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

xii PR EFAC E TO THE F IR S T E DITION
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
one’s writing
writing and reading
skills. Several examples are provided to explain how one can improve clarity of
one can improv
improv
ss
communication and write more effectively. Chapter 9 deals with the concept of
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Fog indices, which help in determining how easy or difficult it is to read a passage.
or difficult
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It also discusses the importance of clarity in verbal
erbal communication.
Chapter 10 gives crucial tips on how to avoid common
to avoid common errors one makes
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through the incorrect usage of English

nglish words and phrases.
Chapter 11 provides a short overview of modern means of communication and
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the growing importance of Language Laboratory, which is a self-improvement aid

iv
that one can practise even at home.

Un
Acknowledgement
d
I thank my son Bobby

Bobby for
for his
his help and guidance in developing this book. It
his
or
was he who first pointed

pointed out to me the increasing criticality of soft skills and
personality traits in today’s world.
traits in today’
xf
I thank Prof. Ajoy Kumar Ray, Vice Chancellor, Bengal Engineering and Science
Prof. Ajoy
Prof.
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University, for his enthusiastic support and encouragement in bringing out this book.
his enthusiastic
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

Brief Contents
Features of the Book iv

Preface to the Second Edition vii
Preface to the First Edition x
Detailed Contents xiv
ss
Introduction 1
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1. Personality Development: A Must for Leadership and Career Growth
yP and Career 9
2. Soft Skills: Demanded by Every Employer 30
3. Phonetics, Accent,
Communication Skills: Spoken English, Phonetics, Accent, Intonation 60
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4. The First Step

Your Résumé or Curriculum Vitae: The First Step Forward 77
er
5. Group Discussion: A Test of Your Soft Skills
Soft Skills 100
iv
6. Job Interviews: The Gateway to the Job Market
to the Job Market 122
Un
7. Body Language: Reveals Your Inner Self and Personality
Your Inner Self 145
8. Enhance Your Writing Skill to Create an Impression
Skill to Create 167
d
9. Fog Index: Provides Guidance for Proper Writing
vides Guidance 183
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10. Beware of Pitfalls: Avoid Errors
Pitfalls: Avoid 199
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11. Language Laboratory: Facilitating Self-improvement
Laboratory: 216
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12. Acquaintance with E-learning Concepts and Techniques
with 226
13. Massive Open Online Course (MOOC): Skill Development 240
and Career Growth
Index 254
About the Author 257

Detailed Contents
Features of the Book iv

Preface to the Second Edition vii
Preface to the First Edition x
Brief Contents xiii
ss
Introduction 1
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The Changing Scenario—A Raised Bar 1
The Right Personality for the Job 1
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Résumé, Group Discussion, Job Interview—Reflect Your Personality
Interview
Intervie w—Reflect
w— 2
Stages of Career
Soft Skills for First Job or in Early Stages of Career Advancement 3
er
Skills for Future

Personality Traits and Soft Skills for Future Career Advancement 4
iv
Values and Ethics 7

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Personality and Soft Skills for Career Growth
Skills for Career 7
1. Personality Development: A Must for Leadership and Career
d
or
Growth 9
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Case 1: One’s Personality Sends Out a Signal that Others Read 11

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Case 2: Same Person: Consciously Differ

Different Personalities can be Powerful 13
Case 3: There isn’t One Right Personality; It Differs by Role 13
Learnings About Personality Development from the Three Cases 14
Personality Analysis 14
Freudian Analysis of Personality Development 15
Swami Vivekananda’s Concept of Personality Development 16
Physical Self 17
Energy Self 17
Intellectual Self 17
Mental Self 17
Blissful Self 17
Personality Begets Leadership Qualities 18
Interpersonal Skills 18

D E TA I LE D C O N T E N T S xv
Resolving Conflict 18
A Smiling Face 19
Appreciative Attitude 19
Assertive Nature 19
Communication Skills 19
Listening Skills 20
Developing Empathy 20
The Personality Attribute of Taking Bold Decisions 20
Personality Types and Leadership Qualities 21
Mapping the Different Personality Types 22
Perfectionists 22
Helpers 22
Achievers 23
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Romantics 23
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Observers 24
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Questioners 24
Enthusiasts or Adventurers 25
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Bosses or Asserters 25
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Mediators or Peacemakers 26
Personality Tests 26
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Example of a Personality Test: Jung Typology Test 27

Personality Assessment 27
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2. Soft Skills: Demanded by Every Employer 30

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Case I: Dr Devi Shetty 31

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Case II: Abraham LLincoln 32

Case III: Jeff Immelt 33
Lessons from the Three Case Studies 34
Change in Today’s Workplace: Soft Skills as a Competitive Weapon 35
Antiquity of Soft Skills 37
Classification of Soft Skills 37
Time Management 38
Attitude 41
Responsibility 43
Ethics, Integrity, Values, and Trust 43
Self-confidence and Courage 45
Consistency and Predictability 47
Teamwork and Interpersonal Skills 48

xvi D ETAIL ED CONTENTS
Communication and Networking 50

Empathy and Listening Skills 51
Problem Solving, Troubleshooting and Speed-reading 53
Leadership 55
3. Communication Skills: Spoken English, Phonetics, Accent,

Intonation 60
Code and Content 61
Stimulus and Response 62
Source 62
The Encoding Process 63
The Channel 63
The Decoding Process 63
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The Receiver 63
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Speaking Skills 63
Phonetics 65
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Phonetic Chart 66
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Syllables 67
Stress 67
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Accent 69
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Rhythm 69
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Intonation 70
Communicating Soft Skills: A Self-assessment
Skills: A Self-assessment 72
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4. Your Résumé or Curriculum Vitae: The First Step Forward 77

xf
The Strategy of Résumé Writing—From an Employer’s Perspective
Strategy of Résumé 79
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Strategy I: The Résumé Should Reveal Those Personality Traits that Align with the
Organization’s Values 79
Strategy II: The Résumé Should Convince the Potential Employer of Right Fitment to
the Opening 81
Strategy III: The Résumé Should Show to the Employer the Benefits that the
Candidate Will Bring in 83
A Favourable First Impression—The ‘Career Objective’ in the Résumé 85
The Main Body of the Résumé 85
Clarity and Crispness of the Résumé 85
Format and Content of the Résumé 86
A Fresher’s Résumé 87
Examples 89
Example of a Well-written Résumé by an Experienced Professional 89

D E TA I LE D C O N T E N T S xvii
Example of a Well-written Résumé of a Fresh Graduate 91

Example of a Poorly Written Résumé 92
Writing a Modern Résumé 93
How is the Modern CV Different from the Traditional One? 93
Various Modern Résumé Formats 94
5. Group Discussion: A Test of Your Soft Skills 100

Case Studies 101
Learnings from the Three Case Studies 107
Ability to Work as a Team 108
Communication Skills, Including Active Listening 109
Non-verbal Communication 110
Leadership and Assertiveness 112
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Reasoning 113
Ability to Influence 114
Innovation, Creativity and Lateral Thinking 114
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Flexibility 115
Group Discussion Types 115
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The Responsibility of the First Speaker 116
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Concluding the Discussion—The Technique of Summing Up
Technique of 117
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6. Job Interviews: The Gateway to the Job Market 122

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Types of Interviews 123
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Groundwork Before the Interview
the Intervie 124
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Abide by the Dress Code
Code 124
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Importance of Body Language in Interviews
Body Language 125
Need for Proper Articulation
Proper Articulation 127
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Probable Interview Questions 128
Tell Us about Yourself 128
Would You Call Yourself a Team Player? 128
Few Tricky Questions and Possible Answers 129
Why Should We Employ You? 129
Do You Have Offers from Other Companies? 129
What Salary are You Expecting? 130
How Much do You Think You are Worth? 130
What Kind of a Culture are You Comfortable with? 130
What is More Important to You—Salary or Growth Opportunities? 130
What do You Know about Our Company? 130
Tell Us about Your Strengths and Weaknesses 130

xviii D ETA IL ED C ONTENTS
Where do You See Yourself in 5 or 10 Years? 131

What are Your Plans for Higher Studies? 131
When Leading a Team, How Will You Motivate Your Team Members and Resolve
Any Differences between Them? 131
What Has Been the Biggest Challenge You Have Faced, and How Did You Handle
It? 132
What Do You Think are the Essential Qualities of a Good Employee? 132
You Claim to be Computer-savvy. Can You Mention Any Innovative Way to Enhance
the Sales of the Company Using Your Computer Knowledge and Skills? 133
Concluding an Interview 134
Telephonic or Video Interview—A Growing Trend 134
Disadvantages of Telephonic or Video Interview 136
A Mock Interview 136
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Why did the Interview Team Select Vikram? 136
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Why did the Interview Team
eam not Select Chandra and Amit?
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7. Body Language: Reveals Your Inner Self and Personality 145

sit
Emotions Displayed by Body Language
Language 147
Aggressive 147
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Submissive 148
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Attentive 148
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Nervous 148
Upset 149
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Bored 149
Relaxed 150
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Power 150
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Defensive 150
Handshake—The Most Common Body Language 151
Eyes—A Powerful Reflection of One’s Inner Self 152
Entry to My Space—Personal Zones May Vary 153
Intimate Zone 153
Personal Zone 153
Social Zone 154
Public Zone 154
Typical Body Language when Zones are Intruded 155
Body Language Exhibited During Different Professional Interactions 155
Interview 155
Manager’s Discussions with a Subordinate Employee 156
Discussions with Supervisor 157

D E TA I LE D C O N T E N T S xix
Presentation to a Large Audience 158

Group Discussions 160
Video-conference 160
8. Enhance Your Writing Skill to Create an Impression 167

Fifteen Principles to Increase Clarity of Communication 168
Use Short, Simple and Clear Words 168
Use Short Sentences 168
Do not Cram Different Points into One Sentence 169
Using Compact Substitutes for Wordy Phrases 170
Remove Redundant Words and Expressions 171
Avoid Use of Mixed Metaphors 173
Avoid Hackneyed and Stilted Phrases 173
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Avoid Verbosity in the Use of Common Prepositions 174
Do not Twist the Word Order 174
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Present Similar
imilar Ideas in a Sentence with Same Structural and Grammatical
Form 174
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Make Positivee Statements Without Being Hesitant or Non-committal 175

er
Avoid Pompous Words and Phrases 175

iv
Use Activee Instead of Passive Voice 175

Un
ect Spelling and Grammar in the Text

Ensure Correct 176
Substitute Easily-understood Words for Words Imported from Other Fields 176
d
Edit-Edit-Edit 176
or
The Reader’s Perspective 176

xf
Clarity of Thought 177

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Clarity 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 184
Examples of Passages with High and Low Fog Index 186
Infogineering Clarity Rating 189
Flesch Kincaid Reading Ease Index 190
Other Readability Indices 192
Checking Grammar, Spelling and Voice 193
Clarity of Verbal Communication 193
Case 1 193
Case 2 194

xx D ETAIL ED C ONTENTS
10. Beware of Pitfalls: Avoid Errors 199

Perplexing Prepositions 200
Proper Pronouns 201
Valid Verbs 201
Articles—To be or Not to be 202
The Power of Punctuation 202
Capital Check 203
Words that are Single or Couple 203
Similar But Not Quite the Same 204
Self-check 206
Questions About Question Tags 206
Sound Spellings 207
Indianisms in English 208
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Most Common Errors in the World 211
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Comparatives 213
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11. Language Laboratory: Facilitating Self-impr
Self-improvement 216
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Language Laboratory Lesson Types 218
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Preparing for a Language Laboratory Session
Laboratory Session 220
Advanced Language Laboratory
Laboratory 220
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A Language Laboratory of Your Own at Your Home
Your Own 221
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Language Laboratory Material 223

d
12. Acquaintance with E-learning Concepts and Techniques 226

or
What is E-learning?
E-learning? 227
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Benefits of E-learning
E-learning 227
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Disadvantages of E-learning
Disadvantages of 228
Types of E-learning 229
Synchronous Learning 229
Asynchronous Learning 229
The evolution and Three Generations of E-learning 229
E-learning Technologies 230
Smart Classroom 230
Smartphone, Tablet or E-books 231
Multi-location Intelligent Videoconferencing 231
Video Streaming—Live and Recorded 232
Satellite Broadcast 232
Audio is not Dead! How to Listen and Improve Skills on the Move! 233

D E TA I LE D C O N T E N T S xxi
Online Content by Universities—OCW to MOOCs 233

Career Growth Benefits from E-Learning 234
Students at the Threshold of Starting a Career 235
Career Progression within a Corporate Setting 235
Career Progression While Switching a Company 235
Professional Development for High Potential Employees 236
The Future of E-Learning 236
13. Massive Open Online Course (MOOC): Skill Development and

Career Growth 240
Introducing Massive Open Online Courses (MOOCs) 241
MOOCs Integrate Soft Skills and Hard Skills into One Platform
Platform 241
MOOCs—Bringing the Power to You! 243
ss
Large Scale Skill Development:
re
A Priority for India 244
Launch of MOOC Platform Swayam 245
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MOOCs Gaining Momentum in India 246
sit
Integrating MOOCs as Part of Individual Skill Enhancement Plan for Career
Individual Skill Enhancement
Growth 247
er
Linking Career and Skill to MOOCsOOCss 247
OOC
iv
Write Down Your Long-term and Short-term Career Goal
and Short-term 247
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Develop Your Multi-year Skill Development Plan, in Line with Your Stated
Skill Development
Career Goals 248
d
Map Your Multi-year Skill Development Plan onto Appropriate
Multi-year Skill Development
or
MOOCs 249
xf
Researching the Available MOOC Options
the Available 249
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MOOCs Enrich Your CV 250

MOOCs and vocational education 251
What is Vocational Education? 251
Vocational Skill Development in India 251
Role of the NSDC in Vocational Education and Training 251
Role of MOOCs in Vocational Education 251
Difference in MOOC Content and Delivery for Vocational Education 252
MOOCs—The Drag Factor 252
Index 254
About the Author 257

CHAPTER THREE
CHAPTER ONE
Personality
Development
A Must for Leadership and
Career Growth
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LEARNING OBJECTIVES
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Grooming one’s personality
Personality as a signal that others read
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Variation of personality with situation

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Characteristics of different personality

attributes
iv
Influence of heredity and environment

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on personality
Different classifications of personality
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Personality tests
or
xf
O
‘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

10 PER SONA L ITY DEVEL OP M ENT A ND S OF T SK I LLS
P
ersonality 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. These inherent personality traits and the different
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. The 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.
The personality of a person is how he presents himself to the world; it is how
others see him. It has been aptly said:
ss
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Reputation is what people think you are.
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Personality is what you seem to be.
Character is what you really are.
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When we do something again and again, we form a habit. Ultimately these

iv
habits form a particular behaviour. If they recur frequently, they become a part of
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our psyche. They are reflected in all our activities—what we say, what we do, how
circumstances
we behave in certain circumstances and even in how we think. They become the
core of our personality.
d
or
ersonality analysis is thus a methodology for categorizing the character and

Personality
behaviour of a person. Personality is made up of some characteristic pattern of
person. Personality
xf
thoughts, feelings and behaviour that make one person different from others.
feelings and
O
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

PER SO NA L ITY DEVEL OP M ENT: A M U ST F OR LE A D E RSH I P A N D CA RE E R G ROW T H 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 confident, 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
cess of blood
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Melancholic temperament — caused by excess of spleen
Phlegmatic temperament — caused by excess
cess of phlegm
Choleric temperament
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— caused by excess of bile
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Individual attributes of these temperaments are given in Table 1.2.
temperaments are given in
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TABLE 1.2 Attributes and temperaments

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Attributes Temperaments
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Sanguine temperament Optimistic, confident, hopeful, cheerful

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Melancholic temperament Sad, miserable, gloomy

Phlegmatic temperament Placid, indifferent, apathetic
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Choleric temperament Angry, irritable, hot tempered

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This ancient theory

theory of
of Hippocrates has undergone many modifications but
O
still
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.
Through 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 Read

Nelson Mandela had a towering personality. The world respects him, and knows
many aspects of his personality. Yet, as you read through the different anecdotes
of this great leader, what strikes you as a refreshing revelation is that Mandela very

effectively ‘worked on’ his personality. He was conscious that his personality reflected

the confidence 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.
The 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 a
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.’own fear.
fear.’’
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Similarly, while Mandela was always bitter about his long imprisonment, he
about his long
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always put up a positive demeanour about it.
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India’s cricket captain, Mahendra Singh Dhoni too sends a cool and composed
Dhoni too sends
signal to his team at all times. Even
ven in the most stressful situations, he appears com-
com
sit
pletely in control and unruffled. Yet, internally he churns his thoughts at all times,
with a deft combination of planning his moves and being outright street-smart. He is
his moves and
er
aware that his unflustered exterior

exterior is
is a
a signal
signal that keeps his team composed and
iv
focused, without losing their nerve in crunch

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

Case 2: Same Person: Consciously Different Personalities can be Powerful

Mandela’s powerful personality always reached his people. Waving hands with a
smiling face and wearing bright coloured print shirts showed him as a fulfilled
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).
Thus, it is possible, and even desirable, to not have the same personality under
all conditions. Consciously working on, and demonstrating different personalities
under different conditions can be very powerful.
In a corporate setting, appearance and body language matter. One’s attire, demeanour
and style reflect 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
ss
subsequently in one’s career.
Case 3: There isn’t One Right Personality; It Differs by Role

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In an interview for a global team leader position, an experienced candidate, Seema,
position, an experienced
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was pitted against a well-qualified and outspoken

outspoken John.
John. Seema had worked in
several companies, and led small teams. John, on the other hand, was a brilliant
er
researcher and had primarily worked in individual contributor roles.
in individual
iv
During the interview for the team leader position, the interviewer presented a
team leader position,
case where the work to be done is split across two teams—one in India, the other
is split across
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in the US. The team in India looked at their counterpart in the US as a threat, and
looked at their
vice versa. Each team wanted to get a bigger share of the pie and oown more of the
d
quality work than the other.
other.
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When John was asked how he would handle the leadership of the India
was asked how
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team, he said he would out-manoeuvre the US team by demonstrating clear
he would
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innovation excellence and superiority of his team over its counterpart. He
excellence
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.

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
The three case studies clearly bring out an important learning:
Personality is our identity, as perceived by others. A particular personality can be

groomed.
ss
This is well-stated in a video on personality development by Economic Times
(2009), which states:
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‘Personality development is a continuous
continuous process
process and the evolution of an
individual’s personality is linked to his personal
personal and
and professional growth. It is
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often multi-faceted, and individuals display different personalities at different

er
places and in different phases of their life.’
their life.’
‘The need to developelop your personality in line with people, place, time
iv
etc., underlines the importance of personality development. The process of

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personality development requires a set of skills that need to be learned and at
requires a
times unlearned.’
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The three
ee case studies bring out the following:
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xf
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
O
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.
Thus, 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

of environment he faces. The 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 influence 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
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• Superego
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Off these three, the id is absolutely unconscious; it has nothing to do with
reality. It acts per the pleasure principle that demands immediate gratification
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irrespective of the environment.
However, such instant satisfaction of the needs is not always realistic or socially
needs is not
sit
acceptable. Examples of id would be the instinct to grab a beautiful piece of

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or
Conscious
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Preconscious
EGO
SUPEREGO
ID
Unconscious
Fig. 1.1 Personality analysis

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.
The 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.
branch
Finally, the superego, according to Freud, is the moral branch of personality,
which goes beyond being the realistic. Itt reflects the values and judgement,
ss
including the ones developed during one’s childhood upbringing that forces the
childhood upbringing
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demands of the id to be met not only realistically
realistically but
but morally.
morally. Freud believed
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that one’s personality is based on the dynamic interactions amongst these three
dynamic interactions
components.
sit
The superego would reflect, and realizeealize that the consequence of grabbing the
piece of artistry from the museum oror smacking
smacking a person in public would not
er
only be construed as a criminal offence, but will be morally improper

improper. The person
iv
may instead choose to look at other options to procure at low cost a replica of
other options
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the same piece of art. Similarly, instead of hitting, stating a counter-point that
Similarly, instead
communicates strong displeasure may be mor more appropriate.
It is interesting to note that all-round development of the personality is also the
d
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main theme of the philosophy of Swami Vivekananda.
philosophy
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SWAMI VIVEKANANDA’S CONCEPT OF PERSONALITY DEVELOPMENT

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According to the Vedantic concept advocated by Swami Vivekananda, all-round
harmonious development of personality is possible if proper attention is given
to the five dimensions that are involved in forming and developing the human
personality.
These five dimensions, which are an integral part of the human personality, are as
follows:
1. Physical self 4. Mental self
2. Energy self 5. Blissful self
3. Intellectual self
Only a full and harmonious development of these five personality dimensions

can make possible the creation of an all-round human personality.

Physical Self
As 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 Self
Along with the physical self, the energy self is the one without which nothing
can sustain for long. The 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.
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Intellectual Self
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Man has been endowed with the gift of intellect. This gift should be properly
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cultivated and nurtured. Reading good books and literature that stands the test
and literature
of time invigorates the mind. The intellectual self is stimulated by the reading of
sit
books on philosophy, moral science, and biographies.

biographies. As Swami Vivekananda
highest ideals,
says, ‘Fill the mind with high thoughts, highest ideals, place them day and night
er
before you, and out of that will come great work.’
great work.
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Mental Self
A strong mental self is required for the grooming up of the personality. The mind
required for the
d
by nature is restless. It wanders here and there and makes us deviate from our
wanders
or
objective. Full control over the mind is a must for everybody. For this, calmness
control over the
of mind and concentration are necessary,
necessary and should be cultivated.
xf
O
Blissful Self
The 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.
This 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.

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

1. Communication skills
2. Interpersonal skills
ss
3. Optimistic, yet balanced outlook
re
4. Self-confidence, self-assurance
5. Bold thinking and mental strength
yP
6. Ability to strategize
7. Detail orientation
sit
8. Planning (including risk assessment and contingency planning)

9. Clarity of thinking and reasoning
er
iv
Un
INTERPERSONAL SKILLS
Interpersonal skills are an important aspect of one’s personality. In simple words,
are an important
d
or
it means a congenial and a pleasant interaction of people with others. The

various psychological
chological factors that exist within every human being, and which
xf
consequently influence our behaviour while interacting with others, are referred
O
interpersonal
to as interpersonal skills. Those possessing effective interpersonal skills are capable
of appropriately communicating with different 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 Conflict
Often 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

PER S O N A L ITY DEVEL OP M ENT: A M US T F OR L E A D E RSH I P A N D CA RE E R G ROW T H 19
Fig. 1.2 A smiling face and a grumpy face
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
ss
considering only the organization’s benefi t.
A Smiling Face re
yP
A smiling face is always preferable to a grumpy coff ee-pot face ( Fig. 1.2 ). When
sit
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
er
attitude. It can create an infectious aura within the team leading to a positive,
iv
energizing and productive ambience.

Un
Appreciative Attitude
d
If one wants to get the best out of team mates and co-workers, one should
or
appreciate the work the team members have been doing. A small pat in the
xf
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
O
to work more effi ciently.
Assertive Nature
Even when appreciating others, one should be
assertive ( Fig. 1.3 ). One should be very spe-
cific—clearly stating the expectation and the
reasons behind it, or else it may come across
as hollow and superficial. The views should be
asserted firmly without being rude.
Communication Skills
Th
is is one of the most important skills. Commu-
nicating without ambiguity is the cornerstone of Fig 1.3 Showing assertiveness

20 PER SONA L ITY DEVEL OP M ENT A ND S OF T S K I LLS
strong performers and leaders. It is possible to avoid many conflicts and be an

effective 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
The word ‘empathy ’ simply means to understand and
appreciate another person’s position. In other words,
it implies putting oneself in somebody else’s shoes
ss
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 ).
re
Fig. 1.4 Listening intently
yP
sit
er
iv
Un
d
or
xf
O
Fig. 1.5 Showing empathy
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. These decisions do not get immediate or easy consensus. On
the contrary, these are often resisted by the majority. These have many potential
downsides, such as employee demotivation, attrition, etc. These require leaders to
swim against the tide or take actions that are likely to rock the boat.

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. The 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. The creativity trait in their personality often brings up
new perspectives that are fresh, innovative and out-of-the-box. They also re-double their
communication frequency when taking such bold decisions, so that the organization
appreciates the rationale and the benefits from such bold actions. Their commanding
grip over the situation and their position get other people to listen to them and win
ss
their confidence. Very often this leads to the organization finally rallying behind such
re
leaders with much hope, pride and expectation for better career growth.
yP
Inability to take bold decisions promptly at at the
the proper
proper time may cause
immense harm to any organization. In contrast, the ability to take bold decisions
contrast, the ability
ability
sit
is considered to be the most important quality quality,, the possession of which is a great
help to anybody eager to progress to the higher rungs in his professional career.
er
iv
PERSONALITY TYPES AND LEADERSHIP QUALITIES

Un
Good leadership qualities are the outcome of different types of personality traits.
are the outcome
d
or
Psychologists have categorized personality types as follows, based on the

Enneagram (Hudson and Riso 1996), which dates back at least two thousand five
xf
hundred years.
O
1. Perfectionists 6. Questioners
2. Helpers 7. Enthusiasts or adventurers
3. Achievers 8. Bosses or asserters
4. Romantics 9. Mediators or peacemakers
5. Observers
It is critical to note that an individual’s personality should not be made to force-
fit into one of these categories. Inherent in individuals is a mix of personalities,
which shows itself in different 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 different 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.

Mapping the Different Personality Types

The different personality types can be described as follows.
Perfectionists
Leaders who are perfectionists set a very high bar of expectation for themselves.
They 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. Their 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,
execution is an absolute no-no. Hence, to ensure flawless execution, they develop
ss
pr
and pursue systematic processes with intense rigour. These processes include
that errors
multiple checks-and-balances at each step to ensure that errors surface in the early
stages and get rectified.
re
yP
such leaders
Lofty standards Another characteristic of such leaders is setting lofty standards.
highest global
They benchmark themselves with the highest global standards, and strive for
sit
themselves and their teams to achieve the same. They havehav internal metrics to
er
and their
constantly compare themselves and their teams
teams against the benchmark. Their
respected by their
high standards make them respected by their people for the quality of what they
iv
produce.
Un
perfectionist leaders could

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

move on to the next programme.
O
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.
Helpers
These 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. These leaders thrive on building
and nurturing relationships.
Three key attributes of these leaders that are based on strong interpersonal skills are:
Smiling demeanour They 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

opportunity to encourage their people and give a pat on their back to increase
their team’s enthusiasm to encourage further contributions. They show that they
care.
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. Thus, 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
coaches/mentors in
ss
organizations can build the ‘helper’ personality.
re
yP
Achievers
These are leaders who excel in a single-minded pursuit of their goals. What
sit
characterizes these leaders is their focus and relentless pursuit of moving ahead
while removing obstacles that come their way.
er
These leaders have the following personality traits:

iv
Goal setting These leaders set aggressive, but rrealistic goals. They begin with a
Un
clear vision of what they set out to do for their work groups and for themselves.
out to do for
near-term milestones
They break it up into near-term milestones for the teams—and ensure that the
d
team remains focused on them at all times.

or
Achievers are
Execution Achievers are highly
highly execution-oriented and this is their biggest
xf
strength. They overcome

overcome barriers that come their way. They plan well, monitor
O
and provide
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 effectively.
Romantics
Romantics are idealistic leaders. They crave for utopia—in terms of where
they want to see themselves, and their groups and organization. They set goals
that may not be realistic—but ones that ‘looks and feels glamorous’. They are

expressive and often excel in artistic pursuits as part of, or in addition to their
chosen profession.
Some personality traits of romantics are:
Set lofty vision that may not be grounded in reality These leaders lack realism.
They 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
These leaders have a strong sixth sense. They are highly intuitive in gauging
ss
situations.
re
Intuitive Observers are highly perceptive. They have a keen power to process
They have a
yP
the events around them, do a causal analysis, and come to their oown conclusion.
They are more curious than others, and often get deeply entangled in analyzing
sit
seemingly minor events around them for a long time.

er
Critical The observations made by by these leaders lead to critical and sharp
conclusions, sometimes bordering on pessimism.
iv
Un
Loner Observers ers are loners. In fact, they appreciate being left alone and be
given the time to analyse situations in depth.
d
be respected
Observers like to be respected for their well thought through views and in-depth
or
not take
analysis. They do not take to criticism very lightly and tend to get argumentative
if doubted.
xf
In one’s career, having some aspect of the traits of the observer can help an individual
career, having
O
the
be perceptive of the situation around them, and take the right career decisions.
Questioners
These 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.
They have a sharp analytical bent of mind which helps them in finding flaws 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 These leaders communicate crisply and forcefully. They are usually
respected for their views.

Having questioners in a team can be an asset to ensure an organization does not
drift in the wrong direction. They 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 Adventurers
Enthusiasts lend an air of optimism around them. They have the following
attributes:
Variety They 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 lovee to dream a future, and tend to get their teams
ss
excited about it. These dreams may not be grounded in reality, but that does not
bother the enthusiasts. They tell stories to their teams about how the world will
re
be in their desired future state.
yP
Spontaneous They are spontaneous, have high energy and eternally optimistic.
Often
ften they have an infectious personality that rallies people around them.
sit
Enthusiasts or adventurers, however, fail to sometimes carry through on their

er
commitments. Their execution and attention to detail are sloppy, and need strong
iv
people to balance them.

Un
People interested in following a career in public speaking need to have some
following a career
traits of Adventurers, as they go from one situation to the other, telling stories of
they go from one
successes and new models for grogrowth.
wth.
d
or
Bosses or Asserters
xf
People with the ‘Boss’

‘Boss’ personality are those with high determination and are
O
possessed with a sense of direction. They have a clear idea of the dirdirection 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 confident of their approach. They are not afraid to
take unpopular decisions.
Power orientation They love to have the power and even demonstrate the power
to their subordinates and peers. They 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.
Asserters are strong personalities who may be dismissive of good suggestions
from their team members, if these are contrary to their opinion. Extremely

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 Peacemakers
An 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 These leaders observe situations and carefully
listen to positions of all concerned. They then deftly look
look for
for possible middle-
ground. They are trusted
usted by all, because they do not play games and are genuinely
ss
interested in a solution. This helps them to be effective in volatile situations.
re
Hate conflict Peacemakers try to take the steam
steam out
out of confrontational
yP
situations. They tell the warring parties why ‘winning’ is inconsequential and take
‘winning’ is
harmony
both sides to a compromise. They thrive in harmony.
sit
desir to be respected for the critical

Like to be respected They have an inherent desire
er
role they play in an organization to keep the harmony.
keep the harmony.
iv
But whatever might be the types of personality of a leader, leadership in general
types of personality
means the ability to influence others and convert them to their own opinion. A
influence others and
Un
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
is a person
d
who pulls others with him. A leader gains the confidence of others because he has
with him. A
or
confidence in himself whatever might be the adversities he faces. He knows that
himself whatever
xf
even if he can’t direct the winds, he can at least adjust the sails. He understands
can’t direct
O
how to win the heart of others and win his objective.

objectiv
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 different 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.

PER S O N A L ITY DEVEL OP M ENT: A M US T F OR L E A D E RSH I P A N D CA RE E R G ROW T H 27
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).
The 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
ss
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.
http://www.humanmetrics.
com/cgi-win/JTypes2.asp
re
yP
1. You are almost never late for your appointments
sit
 YES  NO
er
2. You like to be engaged in an active and fast-paced job

 YES  NO
iv
3. You enjoy having a wide circle of acquaintances

Un
 YES  NO
4. You feel involved when watching TV soaps
d
 YES  NO
or
5. You are usually the first to react to a sudden event: the telephone
ringing or unexpected question
xf
 YES  NO
O
Personality Assessment
Based on the MBTI assessment, the personalities of candidates are assessed.
Each person is classified by a combination of four dichotomies, from 16 possible
combinations. Each of these types is denoted by the first letter (except in case of
iNtuition) of the personality trait. Knowing these dichotomies helps the person to
be more aware of his personality. These characteristics are also used by employers
to assess, develop or group employees.
The four dichotomies

Extraversion Introversion
Sensing iNtuition
(Contd)

28 PER SONA L ITY DEVEL OP M ENT A ND S OF T S K I LLS
(Contd)
Thinking Feeling
Judging Perceiving
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
CONCLUSION
ss
Personality is a continuum. Every individual possesses a mix of contrasting
re
personalities. However, it is important to reflect upon one’s career aspiration,
and build the personality profile over time that is suited to the need. Working
yP
with leaders that possess the desired attributes is a great way to imbibe some
of the characteristics over time.
sit
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
er
in his career, he can develop the extraversion trait. Likewise another person
iv
may be very sensitive and have a personality that is more touchy-feely when
Un
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
d
in mind is that one’s personality radiates itself as a signal in all directions. It

or
is observed in its minutest detail by others, more than one realizes. Making
xf
this reality work to one’s advantage can be a key lever to one’s career success.
O
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?

6. Analyse your strengths and weaknesses in your current job. Now do the
same for your previous role and comment on the differences.
7. Whose personality is likely to lead to faster career growth—one who glorifies
his real successes (much more than the disappointments) or one who
presents both in a balanced manner? Why?
8. Through real-life anecdotes, state some of the bold actions taken by leaders
who you admire the most.
B. Self-description
On 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 Traits

Grade yourself on the following personality traits.
ss
• Adaptability • Attitude
• Compassion • Confidence
re
yP
• Conscientiousness • Creativity
• Drive • Energy
sit
• Leadership • Maturity
• Optimism • Organization
er
• Poise • Responsibility
iv
• Self-esteem • Sense of humour

Un
RE FE RENCES
d
or
Hudson, Russ and Don Richard Riso, Personality Types: Using the Enneagram for
xf
self-discovery,, Pearson, 1996.

Jung, Carl G., Collected Works,
Works Volume 10; Routledge and Kegan Paul, London,
O
1964.
Personality Development Video, The Economic Times and The TIMES Multimedia,
2009.
TIME magazine, Vol. 172, No. 2, 2008.

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Personality

Formerly Professor of English

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First Edition published in 2011

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 Learning about verbs that agree with

 Finding out about the power of

All chapters in the book begin with and conjoined words

the subsequent text. words

 Sorting through spellings—British and

 The most common errors in English

chapters, make the book a more

Illustrative Examples Where Interpersonal Skills are a Strength or a Weakness

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Rewrite these sentences to improve clarity and comprehension:

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mad scramble to meet the A. deadline which isStructure

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Personality development and soft skills are two essentials for

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me informed of the latest developments in the field of e-learning. This current

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classifies soft skills into several personality traits and

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4. The First Step

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Skills for Future

Values and Ethics 7

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Example of a Personality Test: Jung Typology Test 27