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‘Personal Effectiveness’ exposes managers to the notion of efficient performance and the underlying strategies and approaches needed to attain efficient performance. Personal effectiveness is using all the resources one has (personal and professional) to control life and achieve both the job and the life objectives (i.e. the abilities, strengths, skills, strength, and time) (McGain et al., 2020). A person can also learn to manage and handle the factors that affect his efficiency.
This report will lead to the personality development of the case study presented on Sunder Pichai, CEO of Google. The frameworks of the leader are based on components of plans and processes. Individual efficiency of Sundar Pichai will be thoroughly defined as the pace at which the person carries out a life task without a tince. The report will significantly focus on the work and traits of Pichai that is to say; Pichai’s skills and behaviors that have made him a personally effective global leader will be assessed. Along with this the inclusion of an extensive reference to the provided case study, a range of concepts from the studies and further research to make an argument will also be discussed. A reflective account on how to implement the concepts of personal efficiency in own growth to succeed in the competitive job market will also be included in this report.
Case Study Review
The traits of Personal Effectiveness are-
(Voronina, Kungurova and Slizkova, 2018)
In the next segment, the personal effects of Sundar Pichai will be assessed. Google and Alphabet’s CEO is Sundar Pichai. He runs the firm with a greater client base than any nation on the globe. With 2 billion Google users crossing, 1 out of 4 people worldwide is a client of Google. Pichai learns some abilities that have enabled him to be CEO of a successful tech company around the globe. The coworkers of Sundar Pichai most frequently characterize him as “thoughtful.” He speaks carefully, frequently stopping to find the appropriate sentence. Pichai is regarded as an adapted “problem solver” and a “soft-speaker”.
In addition to his understanding of “goods and technology”, his ability to manage and interact with individuals made him Google’s most popular and influential person. Sundar Pichai’s keen t sense, along with business-smart knowledge, and great soft skills make him the perfect candidate for the founders of Google to choose him as Google and Alphabet’s CEO.
Below are several of his skills and attitudes described to understand the fact that why he is an effective global leader-
Following his tenure as CEO of Google and in preparation for the company’s annual developer conference, Pichai expressed to a colleagues that his desire to foster a sense of community and make it more informal. This is the value he places on relationship development. He possesses an incredible ability to emotionally connect with people. He is a people person, and his emotional intelligence demonstrates his propensity to connect with others. Sundar Pichai is a “affiliation leader.” The greatest way to describe the leadership style of an affiliate is as ‘People come first.’ This leadership style is centred on team collaboration. Sundar Pichai’s affiliate leadership style is seen in the following statement (Hahn, 2018).
The growth of Sundar as the CEO of Google and Alphabet teaches us the greatest approach to achieve, “To bring the best out of others”.
Thus, from the above discussion, it can be said that Pichai conceives in himself more or less all of the traits of the Personal Effectiveness model.
2. an examination of the positive aspects of Sundar Pichai’s abilities and habits, as well as their consequences
Sundar Pichai, CEO of Google, is an Indian-American business administrator. The exceptional success of this leader has an impact on numerous logics of action described above. His transformative leadership shows him in particular as a strategist and a performer. Pichai’s incredible achievement at a technology-based company like Google is a result of his expertise and enthusiasm in this sector (Pichai, 2017). This worldwide leader is renowned for his position in managing a team with critical thinking skills. His abilities are used to develop creative concepts.
Pichai has led Google Moderator’s development. This new Internet-friendly program provides the path for employees to move ahead with themes for debate in order to operate as a team. Pichai is always capable of making his input on this platform. Here he urges employees to continue with the spirit of creativity, in addition to approving the proposals that look productive for the business.
Pichai is well known as a strategist for developing transformation initiatives. He invested substantially in a team of people that appreciate the idea of variety in their company (Pichai, 2020). As a consequence, Pichai profited enormously from the various contributions of people from different regions of the globe in order to make distinctive and important achievements. The fact that a varied workforce consists of managers with various logics of action indicates that Pichai is truly a strategist who really can develop a mutual culture that allows all employees, despite their discrepancies, to collaborate. Internationally known institutions are involved with strategists like Sundar Pichai. Google has a worldwide reputation as it serves individuals from all over the world.
Few positive traits of Sundar Pichai are:
Sundar has hired, taught, and kept a terrific team that has created excellent products. His members of the team are best known among all Google employees. “It encourages genuinely decent individuals, as contrasted to some of the most political and opportunist people,” according to a former Googler (Nahavandi and Krishnan, 2017).
He is well-known for his strong empathy and cares about the individuals with whom he worked. This trait earned him one of Google’s most popular seniors.
He worked really hard to get the position he is now. One of Google’s insiders stated, “It has been a challenge for some aging people to report to the man who was just four levels behind them.”
Sometimes Larry Page (co-founder of Google) attended a meeting, spoke, and left without being questioned. Sundar used to jump in such instances and enable participants to grasp what Larry intended and answer their worries.
3. Discussion about the negative elements of Sundar Pichai’s skills and behaviors as well as their impacts
Sundar Pichai has come out of the top rankings of the top 10 reputable CEOs. Forbes said that Google was accused of sexual misbehavior and some other data infringement behind the google CEO list decrease (Nahavandi and Krishnan, 2017).
In 2018, Sundar Pichai was recognized as one of the renowned CEOs of egoless leadership. He had good leadership and a clear picture with a defined strategic vision. However, the same regions proved to be their demise later in 2019. Google’s unethical behavior questioned Pichai’s leadership qualities. His leadership decreased by 6.5 points due to his poor reputation. Pichai’s reputation decreased from 1 to 88.
It can also be said that as Sundar Pichai follows affiliative leadership, the shortcomings of the leadership may also contribute to bringing some negativity in Pichai’s skills and attitudes as the style of the leadership focuses on low performance, the loss of sight of the mission and the settlement of conflicts. The well-being of staff might come at a price.
Following a close retrospection of my personal skill-set, it has become evident to me that among the skills which constitute “Personal Effectiveness”, the result suggests that the areas in which I particularly lack are “leadership” and “assertiveness and confidence”. Some of the major impacts which theses gaps in my Personal Effectiveness may lead to various complications in the workplace (Kishokumar and Madurapperuma, N.D.). Therefore, it may directly cause impediments in my way to secure a job in today’s competitive job environment.
The potential impacts of poor leadership skills are as follows:
Weak sales are the most immediate effect of poor leadership. Employees might lose motivation when they work under a weak leader, which means low production. Low productivity indicates missed objectives in the sales business. This affects not just the individual success of a seller, but also the total financial profits of the organisation (or, lack thereof). In addition, bad leaders do not maximise their employees fully. They often lack the ability to analyse the strengths and shortcomings of their personnel (Mbandlwa, Nirmala and Fagbadebo, 2020). These personnel are therefore allocated jobs that do not demonstrate their strength, which is to the disadvantage of the firm over the long run.
A competent leader may instill in his team members the importance of ownership. On the other side, a terrible leader makes employees feel apathetic to assuming their own duties in the organisation. Poor leaders also tend to be not transparent to their staff.
iii. Poor work culture
Inefficient leadership, paired with low moral standards, will produce a poor working atmosphere. This implies that even employees who did not initially experience the first problems might get “infected” by this unfavourable atmosphere. This poor morality is spreading throughout all sections of the firm (Ekah and Okpalaeke, 2018).
In the case of poor Assertiveness and Confidence, the potential issues include:
Whatever the cause, if one experiences lack of motivation, it will have a direct effect on his work. In a professional atmosphere, he will not feel at ease and will get cold feet for completing work and projects that might help him develop personally and he will be subjected continuously to stress. All of these might lead to a loss of motivation over time, loss of productivity and final failure.
People with poor self-confidence may find it intimidating to talk or to give presentations before their superiors. This is because they perceive themselves negatively and assume that everyone around them feel exactly the same way (Maleki and Patel, 2017). All of these bad feelings further exacerbate what is already an uncomfortable condition that leads to distorted social interactions in working life.
iii.Feeling of exhaustion
People with poor self-confidence may find it intimidating to talk or to give presentations before their superiors. This is because they perceive themselves negatively and assume that everyone around them feel exactly the same way (McAvoy-Yau and Kelly, 2019). All of these bad feelings further exacerbate what is already an uncomfortable condition that leads to distorted social interactions in working life.
In case I properly fill the gaps in my skill-set in regards to my Personal Effectiveness and undertake development of my Personal Effectiveness, in the case of leadership, I will become capable of:
If I successfully undertake development of the second mentioned skill, I will be able to handle the following things with effortlessly:
Therefore, this would help me to increase the chances of me securing a job for myself in the highly competitive job market of the present day.
2. Discussion about the strategies to be adopted in order to address my personal development needs with regard to personal effectiveness
For the sake of addressing my personal development needs, I would take certain steps to undertake development of the two skills, namely “leadership” and “assertiveness and confidence”, which indeed require further improvement. In the case of leadership, the strategies which will be adopted are as follows:
Weaknesses are frequently the emphasis of developing leadership abilities, but I should not forget I can enhance my strengths as well. Understanding the shortcomings can enhance fields that he understands, but a good grasp of the natural talents and capabilities of a person implies that he can make them work for him right now.
A person has to find out if he feels strong in some areas and can use his strengths in a new way (Fernandas and Causo, 2020). If someone is a great speaker, deliver lectures on hard subjects or join an audience to enhance their abilities. It should be noted that leaders’ areas of growth, including strengths, are infinite.
Even the most fearsome leaders are not successful from anywhere. The greatest vision is never going to come out if one does not trace a road to it. If one builds leadership abilities, he needs to devote time to explain and reinforce his goals. Formulating the proper strategy and creating relevant benchmarks along the way is a map which guides a company through the following week, month, year and decade.
Once an individual has reached a certain objective, he must turn to another; continually attempting to accomplish that next criterion will offer a person a feeling of significance and pride (Fetters, 2018). When he advances in his aims, the leadership qualities he embodies will speak volumes about his potential to achieve his corporate vision.
iii. Realization of the Higher Objective
It is vital to know why one spends time and effort into the selected objective while building leadership abilities. The initial reply of the person might be simple: a greater income from a good job or a higher-ranking reputation.
But for a minute, he should stand back and ponder why he wants this bigger income. He could desire to lead because he thinks that he can assist others by producing the products and services they need or because he has found a spot where he can influence the industry positively. These are all higher objectives and an individual may better function as an assured, informed and powerful leader for others by identifying him.
When he works as a leader in his own life – whether in a professional or a personal capacity – he would intensify his efforts towards his own goals. Those around the individual will witness the hard work and enthusiasm he brings to the table every day and motivate them to acquire leadership abilities as well.
To address the issue associated with “assertiveness and confidence”, the strategies that would be adopted include the following:
It’s difficult to feel good about oneself when someone is abusing his or her body. On the other hand, if one practises self-care, he is benefiting his mind, body, and soul and will naturally feel more confident as a result.
Several self-care behaviours have been related to increased self-confidence:
Whether a person compares his appearance to his Facebook pals or his pay to his friend’s wealth, comparisons are unhealthy. A 2018 study published in Personality and Individual Differences discovered a clear correlation between the degree of one’s envy and one’s self-esteem. 3 Researchers discovered that those who compared themselves to others felt envious. And the more jealousy they encountered, the more self-conscious they were.
If a person is envious of another person’s life, he should remind himself of his own qualities and accomplishments. Consider maintaining an ongoing thankfulness diary to assist in maintaining a focus on one’s own (Tien, 2019) life rather than the lives of others.
This report aimed to emphasize essential elements in personal efficiency and how numerous qualities may promote personal growth in the case of Sundar Pichai, the CEO of Google. In this report how Sundar Pichai’s skills and behavior motivate the people working in Google (Googler) has been assessed critically. The description of the abilities and actions that also have made Sundar Pichai a global leader has also been evaluated meticulously along with the introduction of the theoretical model of personal effectiveness. It is evaluated thoroughly from the report discussion above that Pichai motivates and helps his employees to do the work effectively and competently—which in turn results in the increased personal development of each employee.
According to self-improved and skilled googlers and the vice president of Google, there is not a single person in the company who dislikes Sundar Pichai as he always takes care of the employees. Along with this a reflective account on how the ideas of personal efficiency may be implemented in order to thrive in the competitive work market will also be evaluated in this report. Within the scope of this work, a description of my self-assessed development requirements with regard to personal effectiveness, as well as an explanation of the methods to be implemented in order to meet my personal development needs with respect to individual effectiveness, have also been provided.
Abbas, O.A., 2021. Organizational confidence and its role in improving the performance of staff Field research for a sample of Samaraa University and the Samaraat University staff. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12(2), pp.3051-3059.
Ekah, J.A. and Okpalaeke, P.C., 2018. The Dilemma of Poor Leadership, Ethnicity and Corruption in Nigeria, 1960-2015. Kaduna Journal of Humanities, p.222.
Fernandas, L. and Causo, I., 2020. Tried And True Advice To Improve Your Leadership Skills. Preraju Journal, 1(1).
Fetters, C., 2018. A Three-Pronged Approach to Improving Leadership Within Law Enforcement.
Hahn, C., 2018. Google: Sundar Pichai.
Kishokumar, P. and Madurapperuma, M.A.Y.D., Impact of big five personality traits on virtual team members’ self-effectiveness: Mediation effect of group atmosphere.
Maleki, A. and Patel, C.R., 2017. Improving medical students’ confidence with supplemental training programs: a medical student’s view. Advances in medical education and practice, 8, pp.777-778.
Martin, F., Stamper, B. and Flowers, C., 2020. Examining Student Perception of Readiness for Online Learning: Importance and Confidence. Online Learning, 24(2), pp.38-58.
Mbandlwa, Z., Nirmala, D. and Fagbadebo, O., 2020. Leadership challenges in the South African local government system. Journal of Critical Reviews.
McAvoy-Yau, A. and Kelly, A., 2019. G85 (P) Simulation improves medical students’ confidence in recognising child safeguarding issues.
McGain, F., Humphries, R.S., Lee, J.H., Schofield, R., French, C., Keywood, M.D., Irving, L., Kevin, K., Patel, J. and Monty, J., 2020. Aerosol generation related to respiratory interventions and the effectiveness of a personal ventilation hood. Critical Care and Resuscitation, 22(3), p.212.
Nahavandi, A. and Krishnan, H.A., 2017. Indo-European leadership (IEL): A non-western leadership perspective. In Global and culturally diverse leaders and leadership. Emerald Publishing Limited.
Pichai, S., 2017. Note to employees from CEO Sundar Pichai. The Keyword.
Pichai, S., 2018. AI at Google: our principles. The Keyword, 7.
Pichai, S., 2020. Coronavirus: How we’re helping. Google https://blog. google/inside-google/company-announcements/coronavirus-covid19-response.
Tang, K.N., 2018. The importance of soft skills acquisition by teachers in higher education institutions. Kasetsart Journal of Social Sciences.
Tien, N.H., 2019. International economics, business and management strategy. Dehli: Academic Publications.
Voronina, E.V., Kungurova, I.M. and Slizkova, E.V., 2018. Leadership skills as a key to personal effectiveness. In V ?????????????? ?????? (pp. 94-96).
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