Conversation with Assistant Executive Engineer – Engineering Department

  • Name: Ms. Shanta Panicker
  • Designation: Assistant Executive Engineer- Engineering
  • Training: Leading with Emotional Intelligence
  • Institute: Administrative Staff College of India
  • Date: 22nd – 26th October 2018

You have recently attended a course on Leading with Emotional Intelligence. How was your experience?

It was good. The stay was comfortable; the institute had arranged our pickup from the airport and drop at the hostel. The sessions were interactive and highly informative.

By conducting some of the sessions in role-plays, they tried explaining us the kind of leaders we are, if we are task oriented or people oriented. For the role-playing exercise, two participants were asked to play the role of a boss and his subordinate. As per the scenario given to the participants, they developed a conversation to negotiate. In this case, it was about asking for a leave and if the boss should sanction it or not. The faculty analysed the conversation and commented if it was the proper way to negotiate or not. They emphasized that a boss should always be a good listener and should always give a chance to his subordinates to explain his point of view. They also commented that, when taking a leave, it is not a good practice to ask personal reasons of his/her sub-ordinates.

Do you think this course helped you in your current role and how do you relate this course to your day-to-day life personally as well as professionally?

To complete a task, the current practice in my department in CIDCO involves asking the time required by the subordinates, deciding the schedule accordingly and submitting it to the higher officer. The problem I face here is that, to finish the assigned tasks, my subordinates take more time than planned. So in any unprecedented event, it gets difficult to assign additional work to him or her as they already have some pending work. By attending this training programme, I feel more equipped in handling such situations. Now I listen to my subordinates patiently and decide accordingly.

During one of the training sessions, one of the faculty having worked in Australia said that we Indians are very emotional and are influenced easily. Therefore, there is a need for us to be more assertive and not let anyone take advantage of it. This training helps us handle situations like these and negotiate effectively.

Who all were the participants and how was your interaction with other participants?

The other participants were mostly from the public sector. We got along really well, we used to go out together and discuss serious matters as well.

What was the best part of this training? If you want to highlight anything in particular.

There was a very good case study on negotiation. For the exercise, two participants in the role of a buyer and a seller were selected, they were then asked to negotiate in a given scenario. Through the conversations, we learnt how to negotiate; it was an interesting exercise. We also learnt that sometimes if we cannot get the best deal then it is better to go for the second best. As of now, I do not deal with negotiations in CIDCO but in the future when I deal with situations that require negotiations, I am sure I will be able to handle it after this training.

How do you think CIDCO employees will benefit if they go for a similar course?

When I was working with the Data Centre, we had worked on tendering but never got the adequate response. I feel CIDCO needs to work on negotiations and hence, this training will help our officers to deal with negotiations. I suggest that CIDCO’s middle and higher-level managers dealing with local public should attend this training.

How is the programme different from other programmes you attended?

I have attended many technical courses in the past, so this time I decided to go for a managerial course and I must say I am fully satisfied with the training.