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Oct 2011

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In this issue:

If you aren't managing your own professional image, others are.

Mansur Ali Khan Pataudi, Baichung Bhutia,Wangari Maathai & Yoshihiko Noda

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Enrichment Enrichment If you aren't managing your own professional image, others are.

People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace," she says. "It is only wise to add your voice in framing others' theories about who you are and what you can accomplish.

There are plenty of books telling you how to "dress for success" and control your body language. But keeping on top of your personal traits is only part of the story of managing your professional image, says Roberts. You also belong to a social identity group—African American male, working mother—that brings its own stereotyping from the people you work with, especially in today's diverse workplaces. You can put on a suit and cut your hair to improve your appearance, but how do you manage something like skin color?

Your professional image is the set of qualities and characteristics that represent perceptions of your competence and character as judged by your key constituents (i.e., clients, superiors, subordinates, colleagues).

Ask yourself the question: What do I want my key constituents to say about me when I'm not in the room? This description is your desired professional image. Likewise, you might ask yourself the question: What am I concerned that my key constituents might say about me when I'm not in the room? The answer to this question represents your undesired professional image.
You can never know exactly what all of your key constituents think about you, or how they would describe you when you aren't in the room. You can, however, draw inferences about your current professional image based on your interactions with key constituents. People often give you direct feedback about your persona that tells you what they think about your level of competence, character, and commitment. Other times, you may receive indirect signals about your image, through job assignments or referrals and recommendations. Taken together, these direct and indirect signals shape your perceived professional image, your best guess of how you think your key constituents perceive you.

In the increasingly diverse, twenty-first century workplace, people face a number of complex challenges to creating a positive professional image. They often experience a significant incongruence between their desired professional image and their perceived professional image. In short, they are not perceived in the manner they desire; instead, their undesired professional image may be more closely aligned with how their key constituents actually perceive them.
What lies at the source of this incongruence? Three types of identity threats—predicaments, devaluation, and illegitimacy—compromise key constituents' perceptions of technical competence, social competence, character, and commitment. All professionals will experience a "predicament" or event that reflects poorly on their competence, character, or commitment at some point in time, due to mistakes they have made in the past that have become public knowledge, or competency gaps (e.g., shortcomings or limitations in skill set or style).

Members of negatively stereotyped identity groups may experience an additional form of identity threat known as "devaluation." Identity devaluation occurs when negative attributions about your social identity group(s) undermine key constituents' perceptions of your competence, character, or commitment. For example, African American men are stereotyped as being less intelligent and more likely to engage in criminal behavior than Caucasian men. Asian Americans are stereotyped as technically competent, but lacking in the social skills required to lead effectively. Working mothers are stereotyped as being less committed to their profession and less loyal to their employing organizations. All of these stereotypes pose obstacles for creating a positive professional image.

Even positive stereotypes can pose a challenge for creating a positive professional image if someone is perceived as being unable to live up to favorable expectations of their social identity group(s). For example, clients may question the qualifications of a freshly minted MBA who is representing a prominent strategic consulting firm. Similarly, female medical students and residents are often mistaken for nurses or orderlies and challenged by patients who do not believe they are legitimate physicians.

Manage your professional image

First, you must realize that if you aren't managing your own professional image, someone else is. People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace. It is only wise to add your voice in framing others' theories about who you are and what you can accomplish.
Be the author of your own identity. Take a strategic, proactive approach to managing your image:

Identify your ideal state.

  • What are the core competencies and character traits you want people to associate with you?
  • Which of your social identities do you want to emphasize and incorporate into your workplace interactions, and which would you rather minimize?

Assess your current image, culture, and audience.

  • What are the expectations for professionalism?
  • How do others currently perceive you?

Conduct a cost-benefit analysis for image change.

  • Do you care about others' perceptions of you?
  • Are you capable of changing your image?
  • Are the benefits worth the costs? (Cognitive, psychological, emotional, physical effort)

Use strategic self-presentation to manage impressions and change your image.

  • Employ appropriate traditional and social identity-based impression management strategies.
  • Pay attention to the balancing act—build credibility while maintaining authenticity.

Manage the effort you invest in the process.

    • Monitoring others' perceptions of you
    • Monitoring your own behavior
    • Strategic self-disclosure
    • Preoccupation with proving worth and legitimacy

    What's Hot What's Hot

    Mansur Ali Khan Pataudi, Baichung Bhutia,

    Wangari Maathai & Yoshihiko Noda

    Mansur Ali Khan Pataudi

    ‘Tiger’ Pataudi, 70, is no more. He was a prince among cricketers and an inspiring leader, he transformed Indian cricket

    Mansur Ali Khan Pataudi, one of India's greatest cricket captains ever and whose flair and acumen inspired a generation of cricket players, passed away after battling a lung infection for the last few months.

    The 70-year-old cricketer, one of India's early superstars and who was known as ‘Tiger' in the cricket fraternity, was suffering from interstitial lung disease, a condition in which the passage of oxygen to the two lungs is less than normal.

    He is survived by his wife Sharmila Tagore, actor son Saif Ali Khan and two daughters Soha and Saba Ali Khan.

    His entire family was at his bedside when the end came at 5.55 p.m on 22nd September.

    “He passed away around 5.55 p.m. His condition had deteriorated since yesterday. He was suffering from interstitial lung disease (interstitial pneumonitis) which worsens rapidly in spite of the best treatment available,” Dr. S.P. Byotra, Department of Medicine in Sir Ganga Ram Hospital, said.

    “He was unable to maintain his oxygen level in spite of maximal treatment. He continued to remain in the ICU for nearly a month. He had this disease which had been static for the last three months and worsened very acutely over the last four weeks,” the doctor said.

    Pataudi was given leadership of the Test team in his fourth Test, when he was only 21, in Barbados in 1962, because the captain Nari Contractor was in hospital after getting hit on the head by Charlie Griffith.

    Pataudi, who was also known for his amazing sense of humour, was the youngest Test captain, a record that stood until 2004. He led India in 40 Tests and had a successful career despite impaired vision in the right eye, which was damaged in a car accident. He also captained Sussex and Oxford University.

    He scored 2,793 runs in 46 Tests at an average of just under 35 and made six centuries, the biggest of which was an unbeaten 203 against England in Delhi in 1964.

    However, many experts rate his 75 against Australia in Melbourne in 1967-68 as his finest since he played that knock with an injured leg. Pataudi retired in 1975 after West Indies' tour of India. After retirement, Pataudi served as a match referee between 1993 and 1996, officiating in two Tests and ten ODIs, but largely stayed away from cricket administration. Under Pataudi's captaincy, India won nine Tests. It was he who instilled the belief in the team that it could win international matches. India achieved its first overseas Test victory under him, against New Zealand in Dunedin in 1968. India then went on to record its first overseas series win by beating New Zealand 3-1.

    Pataudi was the ninth and last Nawab of Pataudi until 1971, when the Indian government abolished royal entitlements through the 26th Amendment to the Constitution.

    Since 2007, bilateral Test series between India and England have been contested for the Pataudi Trophy, named after his family for their contribution to Anglo-Indian cricket.

    Pataudi's father, Iftikhar Ali Khan, represented both England and India in Tests. Pataudi had taken ill since his return from England this summer after presenting the Pataudi Trophy to Andrew Strauss at the end of the four-Test series.

    He was also a part of the first IPL governing council but refused to continue in the role in October 2010, when the BCCI made significant changes to the league following the sacking of Lalit Modi as its chairman.

    ‘Tiger’ Pataudi’s passing will be mourned not only across India but in England, where he made many friends.

    The Nawab of Pataudi Junior, as cricket knows him, died on 22nd September at the age of 70. Otherwise known as Mansur Ali Khan, he was the son of a cricketer who played for England in the 1932-33 Bodyline series, again in 1934, and then led India on the 1946 tour of England, when the boy was five years old.

    That boy, fondly known as ‘Tiger’ to teammates and friends, revealed a special batting talent at Winchester College and Oxford University, and played for Sussex between 1957 and 1970, captaining the county in 1966.


    Baichung Bhutia

    The Indian icon bids goodbye to international football

    Baichung Bhutia Former captain and the face of Indian football for major part of the last two decades, star striker Baichung Bhutia announced his international retirement, drawing curtains on an illustrious 16-year career.

    The 34-year-old, known as the 'Sikkimese Sniper' for his shooting skills, announced his decision during a press meet at the All India Football Federation headquarters.
    Speculation had been rife on the imminent retirement of the talismanic striker, who pulled out of India Under-23 side's tour of England where they will play against Pakistan and England Under-23 next month.

    He was struggling with injuries in the past one year and could play for just 15 minutes in the Asian Cup in Qatar in January, the most prestigious event India has ever taken part in the last 27 years.

    Baichung captained India for over 10 years and scored 43 international goals, more than any other footballer  of the country. He is also the only Indian and one among few international players to have played more then 100 matches for his country.

    Early Life

    Bhutia was born in Tinkitam on 15 December 1976 to Dorji Dorma and Sonam Topden. His elder brother was a footballer at the local level. In addition to football, Baichung also represented his school at badminton, basketball and athletics. His parents, both farmers in Sikkim, were originally not keen on Bhutia's interest in sports. However, after encouragement from his uncle Karma Bhutia, he started his education in St. Xaviers School, Pakyong, East Sikkim, and at the age of nine he won a football scholarship from SAI to attend the Tashi Namgyal Academy in Gangtok.
    He went on to play for several school and local clubs in his home state of Sikkim including the Gangtok-based Boys Club, which was coached by Karma Bhutia. His performance at the 1992 Subroto Cup, where he won the "Best Player" award, brought him to the notice of the football establishment. Former India goalkeeper Bhaskar Ganguly spotted his talent and helped him make the transition to Calcutta football.

    Professional Career

    In 1993, at the age of sixteen, he left school to join the professional

    East Bengal Club in Calcutta. Two years later he transferred to JCT Mills in Phagwara, which went on to win the India National Football League in the 1996–97 season. Bhutia was the top goal scorer in the league, and was chosen to make his international debut in the Nehru Cup.[10] He was named "1996 Indian Player of the Year".

    In 1997 he returned to East Bengal Club. Bhutia has the distinction of scoring the first hat-trick in the local derby between East Bengal and Mohun Bagan, when he registered one in East Bengal's 4–1 victory in the 1997 Federation Cup semi-final. He became team captain in the 1998–99 season, during which East Bengal finished second behind Salgaocar in the league. Furthermore he became the 19th footballer to receive the Arjuna Award in 1999, which the Government of India gives out to athletes to recognise their "outstanding achievements" in national sports. International Career

    Wangari Maathai

    Kenya's Nobel laureate Maathai dies

    Wangari Maathai Known as “The Tree Mother of Africa”, Wangari Maathai ‒ Africa's first female winner of the Nobel Peace Prize ‒ has died in hospital following a battle with cancer. She was 71.

    Maathai believed that a healthy environment helped improve lives by providing clean water and firewood for cooking, thereby decreasing conflict. The Kenyan organisation she founded planted 30 million trees in hopes of improving the chances for peace ‒ a triumph for nature that inspired the United Nations to launch a worldwide campaign that resulted in 11 billion trees being planted.

    Although the tree-planting campaign launched by her group, the Green Belt Movement, did not initially address the issues of peace and democracy, Maathai said it became clear over time that responsible governance of the environment was not possible without democracy.

    “Therefore, the tree became a symbol for the democratic struggle in Kenya. Citizens were mobilised to challenge widespread abuses of power, corruption and environmental mismanagement,” Maathai said.

    At least three times during her activist years she was physically attacked, including being clubbed unconscious by police during a hunger strike in 1992.

    Recognising her never-say-die attitude, Kenyan Prime Minister Raila Odinga said Maathai's death “strikes at the core of our nation's heart.” He pointed out that Maathai had died just as the causes she fought for were getting the attention they deserved.

    The United Nations Environment Programme called Maathai one of Africa's foremost environmental campaigners and recalled that Maathai was the inspiration behind UNEP's 2006 Billion Tree Campaign.

    Maathai is survived by three children. Funeral arrangements were to be announced soon, the Green Belt Movement said.

    Brief Intro

    Wangari Muta Maathai (1 April 1940 – 25 September 2011) was a Kenyan environmental and political activist. She was educated in the United States at Mount St. Scholastica and the University of Pittsburgh, as well as the University of Nairobi in Kenya. In the 1970s, Maathai founded the Green Belt Movement, an environmental non-governmental organization focused on the planting of trees, environmental conservation, and women's rights.

    In 1984, she was awarded the Right Livelihood Award, and in 2004, she became the first African woman to receive the Nobel Peace Prize for “her contribution to sustainable development, democracy and peace.” Maathai was an elected member of Parliament and served as Assistant Minister for Environment and Natural Resources in the government of President Mwai Kibaki between January 2003 and November 2005.

    Life after the Nobel Peace Prize

    On 28 March 2005, she was elected the first president of the African Union's Economic, Social and Cultural Council and was appointed a goodwill ambassador for an initiative aimed at protecting the Congo Basin Forest Ecosystem. In 2006 she was one of the eight flagbearers at the 2006 Winter Olympics Opening Ceremony. Also on 21 May 2006, she was awarded an honorary doctorate by and gave the commencement address at Connecticut College. She supported the International Year of Deserts and Desertification program.

    In November 2006, she spearheaded the United Nations Billion Tree Campaign. Maathai was one of the founders of The Nobel Women's Initiative along with sister Nobel Peace laureates Jody Williams, Shirin Ebadi, Rigoberta Menchu Tum, Betty Williams and Mairead Corrigan Maguire. Six women representing North America and South America, Europe, the Middle East and Africa decided to bring together their experiences in a united effort for peace with justice and equality. It is the goal of the Nobel Women's Initiative to help strengthen work being done in support of women's rights around the world.

    In August 2006, then United States Senator Barack Obama traveled to Kenya on a much-publicized visit. His father was educated in America through the same program as Maathai, and the two met and planted a tree together in Uhuru Park in Nairobi. In June 2009, Maathai was named as one of PeaceByPeace.com's first peace heroes.

    Yoshihiko Noda

    Japan’s sixth Prime Minister since 2006

    Yoshihiko Noda

    THE Japanese people, still reeling from the after-effects of the Fukushima nuclear disaster, have yet again witnessed a leadership change at the top. Yoshihiko Noda, has been formally appointed as Japanese Prime Minister by His Imperial Majesty, the Emperor Akihito, on September 2, 2011, following his election as Prime Minister by the Diet (National Legislature) on August 30, 2011.

    He succeeds Prime Minister Naoto Kan. He has also been picked as the new leader of the ruling Democratic Party of Japan (DPJ). Prior to becoming Prime Minister, he was a member of the House of Representatives in the Diet.

    Prime Minister Noda is Japan’s sixth Prime Minister since 2006. Noda, 54, is the sixth politician to hold the Prime Minister's office in the past five years. The Finance Minister in the outgoing Cabinet, he defeated Banri Kaieda, the Trade Minister. Kaieda lost in the second round, despite being backed by DJP strongman Ichiro Ozawa. Five candidates, including Foreign Minister Seiji Maehara, contested in the first round, splitting the votes and therefore necessitating a run-off. Maehara, who has high public approval ratings, stood third in the first round, winning 74 votes. Kaieda got 143 votes and Noda 102 in the preliminary round. Noda turned the tables in the second round by garnering the support of party factions opposed to Ozawa.

    In order to settle intra-party rifts, Noda has appointed a close confidant of Ozawa's, Azuma Koshiishi, as the secretary-general of the DJP.

    Born May 20, 1957, in Funabashi, Chiba Prefecture, he is the son of a  member of Japan’s Self-Defense Forces. He was elected to the Assembly of Chiba Prefecture to the first time in 1987 at the age of 29, and to the Diet, representing Chiba’s Lower House District #4 in 1993.

    He acted as Senior Vice Finance Minister when the DPJ was control of the Diet on September 2, 2009. He was appointed Minister of Finance by Prime Minister Naoto Kan on June 8, 2010.

    Admired for his “steady temperament and a reputation for fairness,’’ Prime Minister Noda, after his election, called on party members “to put aside differences and work together for the sake of the people.’’

    In his first speech as Prime Minister on September 2, 2011, he outlined his government’s priorities: Unify the ruling party and restore public confidence in politics; reach out to the opposition for help in tackling Japan’s problems; seek win-win relations with other Asian nations; phase out nuclear power, by not building new nuclear power plants or extending the life spans of outdated ones; and prioritize his country’s rebuilding from the devastation of the March 11, 2011, Tohoku earthquake and tsunami.
    A fan of martial arts, professional wrestling and judo, he is married with two children.

    Early life
    Noda was born in Funabashi, Chiba, as a son of a member of the Japan Self-Defense Forces. Unlike many prominent Japanese politicians, Noda has no family connections to Nagatachō. His parents were too poor to pay for a wedding reception.

    Noda graduated from Waseda University in 1980 and was later accepted into the prestigious Matsushita Institute of Government and Management, an institution founded by Panasonic founder Konosuke Matsushita that grooms future civic leaders of Japan.

    While attending the Matsushita Institute, Noda read household gas meters as a part-time job in his native Chiba Prefecture, partially in order to get to know his future constituents better in preparation for a run for office. He was elected to the assembly of Chiba Prefecture for the first time in 1987 at the age of 29.

    Position On War Responsibility
    In October 2005, Noda criticized Prime Minister Junichiro Koizumi for his position on Japanese class A war criminals as "war criminals". However, Noda supported Koizumi's visit to Yasukuni Shrine. On 15 August 2011—the anniversary of the year for the Surrender of Japan in World War II, he said that Japan's class A war criminals convicted by the Allies were not legally war criminals under his view.  Since becoming prime minister he has stated that his position on this issue will follow the standard set by previous administrations, and that he does not wish to alter Japan's close relationship with China and Korea.
    signaled retirement


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