SIGHT: Hints for the Visual Learner


1. Take notes, make pictures, graphs, and charts. Use flashcards and highlight key details

2. Sit close to the teacher so that you can watch his/her face and gestures.

3. Take notes or make lists as you listen to directions.

4. Carefully check instructions written on the chalkboard and on handouts.

5. as the teacher lectures, pay attention to visual aids such as the following: – Drawing, maps, graphs, charts – Transparencies, posters, films, books

6. Imagine pictures of the information you are suppose to remember.

7. Use color coding as cues to important information.

8. When possible, read assignments silently.

9. Maintain class notes and outlines of important information to study.

10. Try to read and study in well lit, quiet place.

11. Record homework assignments in a date book, on a note pad, or a specially designed assignment sheet.

12. Keep a note pad with you at all times. Write out everything for frequent and quick visual review.



1. Use sight words, flashcards, note cards and experience stories; don’t try to sound words out, but try to determine if the new word or words has words you already know. For example, the ―systematic‖ has the word ―system‖, ―stem‖ and ―mat‖ within it.

2. You are a ―look-and-say‖ learner. Look at a word carefully; then say it.



1. Jot down ideas as they form in your mind.

2. Outline your ideas.

3. Make a rough draft, skipping lines. Correct/revise your work.

4. Re-copy your paper.

5. ESSAY TEST: Make quick outlines on scratch paper or in the margin of the test before writing your answer.



1. See the word – close your eyes.

2. Make a picture – then read from your picture.

3. Write the word – match the picture.

4. Check your work immediately.



1. Visualize the problem.

2. Make pictures or tallies of the problem on scratch paper.

3. Write the problem.



SOUND: Hints for the Auditory Learner


1. Say aloud the information to be learned/have someone read the information to you/read it into a tape recorder and replay it.

2. Read your work out loud. Summarize what you have read on tape.

3. Say words inside your head silently.

4. Brainstorm ideas with others. Form study groups.

5. When possible, learn information through tapes, television, oral reports, rhymes and songs, radio, lectures, book reviews, panel and group discussions, guest lectures, and oral questions and answers.

6. Use a straight-edge marker or guide to assist you in keeping your place while you are reading or working with printed materials.

7. Tape class lectures (Ask instructor for permission).

8. Meet with classmates before and/or after class to discuss material.



1. Plan each sentence you want to write by saying it out loud or silently in your head.

2. Say each sentence several times.

3. Write each sentence as you say it, or talk into a tape recorder, dictating each sentence of your paragraph; then play the tape back – one sentence at a time – and record your paragraph in writing.



1. Listen to the spelling of the word.

2. Say the word – then say each letter out loud

3. Close your eyes and spell the word out loud; check your spelling.

4. Close your eyes and spell the word out loud again; check your spelling.

5. Now write the word, trying to hear it in your mind.

6. Verbally review spelling words and lectures with a friend.



1. Learn math while saying the concept, fact, theorem, etc., aloud.

2. Explain math problems, concepts, facts, etc., to yourself, relating the information out loud.

3. Use a tape recorder and replay the information.

















Characteristics of Learning Styles

Three of your senses are primarily used in learning, storing, remembering and recalling information. Your eyes, ears, and sense of touch play essential roles in the way you communicate, perceive reality and relate to others. Because you learn form and communicate best with someone who shares your dominant modaility, it is a great advantage for you to know the characteristics of visual, auditory and kinesthetic styles and to be able to identify them in others.


Mind   sometimes strays during verbal activities

Observe   rather than acts or talks

Likes   to read

Usually   a good speller

Memorizes   by seeing graphics or pictures

Not   too distractible

Finds   verbal instruction difficult

Has   good handwriting

Remembers   faces

Uses   advanced planning


Quiet   by nature

Meticulous,   neat in appearance

Notices details



Likes   physical rewards

In   motion most of the time

Likes   to touch people when talking

Taps   pencil or foot when studying

Enjoys   doing activities

Reading   not a priority

Poor   speller

Likes   to solve problems by physically working through them

Will   try new things

Outgoing   by nature; expresses emotions by physical means

Uses   hands while talking

Dresses for comfort



Talks   to self aloud

Enjoys   talking

Easily   distracted

Has   difficulty with written directions

Likes   to be read to

Memorizes   sequentially

Enjoys   music

Whispers   to self while reading

Distracted   by noise

Hums   or sings

Outgoing   by nature

Enjoys listening activities


Hints for the Tactile/Kinesthetic Learner

1. Keep your desk clear of distracting objects.

2. Cover the page you’re not reading

3. If you are distracted by noise, turn off the radio; wear earplugs or wear an earphone in the learning center to block out the noise. If you want sound, listen to soft music.

4. Divide your work into short study sessions. Get a timer. After 20 minutes or when a task is completed, give yourself a reward, a cookie, a walk around the block, listen to one song, etc.

5. Sit as close to the teacher as possible, or sit in the center of the room by quiet students.

6. When studying, use a multi-sensory approach (hearing, seeing, touching and doing) as much as possible.

7. Get plenty of sleep.

8. Eat a nutritious breakfast and lunch. Snack on fruit or nutritional food if you need extra energy.

9. Study in a carrel or in an office where there is a desk for your text books and notebook.

10. Use models, real objects, and materials that can be touched and moved. For example, learn geography through handling and studying a globe.

11. When possible draw what you are learning.

12. Trace spelling words as you practice them.

13. Record in writing information learned. Keep a supply of paper on hand.

14. When possible, role plays, type, takes notes or construct models to learn the information.

Effective Employee Enagagement

Leadership and relationships play a key role in organizational success. Recent research on the association between employee satisfaction and job performance suggests that the single most important contributor to the feelings of employee engagement, empowerment and satisfaction is based on the relationship they have with the leaders of the organization. Employee Engagement” is not exactly a recent phenomenon. Researched from 1920s, a succession of management and behavioral thinkers  have delved deep into this subject and have added significant insight in this area. Employee Engagement is variously known as Employee ownership, Employee Motivation, Employee Involvement, Commitment, Loyalty, etc.

“As organizations globalize and become more dependent on technology in a virtual working environment, there is a greater need to connect and engage with employees to provide them with an organizational ‘identity.’ Especially in Indian culture, this becomes more relevant given the community feeling which organizations provide in our society.”In addition, sophisticated recognition systems can shift messages and goals based on an employee’s recent achievements. This allows HR leaders to utilize another layer of segmentation — the Show, Grow, Teach, Reach model, for example — for maximum performance impact.

Perceptions of stress at work are quite high with several studies suggesting 40 % to 60% of all employees rate their jobs as being stress or extremely stressful with impact on family balance and health. In a recent poll, more than 70% of workers do not think there is a healthy balance between work and family lives. More than 50% of the 1,626 were exploring new career opportunities because of the inability to manage both work and family stressors.


• Job Security

• Longitudinal Career Paths

• Job/Person Fit

• Organizational Loyalty

• Career Success

• Academic Degree

• Position/Title

• Full-Time Employment

• Retirement

• Single Jobs/Careers

• Change in jobs based on fear

• Promotion tenure based


• Employability   Security

• Alternate Career   Paths

• Person/Organization Fit

• Job/Task Loyalty

• Work/Family Balance

• Continuous Re-learning

• Competencies/Development

• Contract Employment

• Career Sabbaticals

• Multiple Jobs/Careers

• Change in jobs based on growth

• Promotion performance based


Developing a Psychologically Healthy Workplace: What Effective Employee Engagement can do?

Leadership appears to be one key contributor to the development of a psychologically healthy workplace. Leaders can directly influence morale, retention, commitment, satisfaction and perceptions of stress. A variety of approaches exist for leaders to consider employing in the development of a healthy workplace. These include:

  • Gather feedback about strengths/development areas from other senior team leaders, direct reports and internal/external stakeholders by using a multi-rater feedback instrument
  •  Conduct a senior leadership team analysis of strengths/development areas using interviews or team based multi-rater feedback tools
  • Conduct annual employee engagement surveys to better understand how leaders can change policies, procedures, processes, systems and management practices to enhance satisfaction
  •  Employ a department wide “balanced scorecard” to measure and monitor internal customer satisfaction of talent within your department
  •  Constructively and consistently manage the performance of underperforming talent
  • Create and utilize employee teams to increase participation of employees in problem solving, decision making and planning processes
  •  Analyze exit interviews for trends and develop strategies to increase retention of high potential talent
  •  Support and implement work balance and family friendly policies, procedures & programs to enhance engagement (e.g., telecommuting, child care, flex time, wellness/health promotion programs)

Tips on Managing Difficult People

Three Ways to Deal with a Passive-Aggressive Colleague   It can be incredibly frustrating when a co-worker agrees with a plan of action, only to go off and do his own thing. This type of sabotage is all too common and can make it difficult to achieve your goals. When you have a co-worker who says one thing and does another, try this:

•Give feedback. Explain to yo…ur co-worker what you’re seeing and experiencing. Describe the impact of his behavior on you and provide suggestions for how he might change.

•Focus on work, not the person. You need to get the work done despite your peer’s style, so don’t waste time wishing he would change. Concentrate on completing the work instead.

•Ask for commitment. At the end of a meeting ask everyone (not just the troublemaker) to reiterate what they are going to do and by when. Sometimes peer pressure can keep even the most passive-aggressive person on task.
Adapted from “How to Deal With a Passive-Aggressive Peer” by Amy Jen Su and Muriel Maignan Wilkins. Keep Your Composure, or Walk Away   With offices becoming more physically and metaphorically open, the privacy of a room with a closed door can be difficult to find. More often, everyone from the CEO to the receptionist is visible to everyone else. This level of exposure can encourage transparency but can also put you on display in fragile moments when you are stressed or upset. Next time you feel like you might lose your cool (and who hasn’t had these moments?), take note of where you are. If you might be observed by others, take a deep breath or a drink of water. If that doesn’t do the trick, get outside. In these new open work spaces, it’s critical to maintain professionalism by being calm and supportive of others, and by doing your venting somewhere private. Adapted from “The No-Drama Rule of Management” by Peter Bregman. Three Tips for Resolving a Conflict with Your Coworker   Differences of opinion between coworkers can be useful and even productive. But when clashes turn ugly, conflict can be harmful to working relationships. Here are three tips for handling the next disagreement you have with a colleague:

•Identify common ground. Point out what you both agree on at the beginning of the conversation. This may be a shared goal or a set of operating rules.

•Hear your coworker out. Allow your colleague to share his opinion and explain his point of view. Don’t disagree with individual points he makes; listen to the whole story.

•Propose a solution. Use the information you gathered in the conversation to offer a resolution. This should incorporate his perspective and be different from what you originally thought. Adapted from “The Right Way to Fight” by Amy Gallo. Turn Your Competitors into Allies When a colleague’s agenda is seemingly opposed to your own, it can be tempting to demonize him. Distorting other people is a common response to conflict, but not a particularly productive one. In fact, doing so undermines your ability to exert influence. Instead of deciding that everything about a colleague you don’t get along with is hateful, get to know him better. Sit down and talk about what he cares and is concerned about. You may find that the source of your conflict is actually an area of mutual interest and rather than being enemies, you are natural allies

Tips On Meetings

Exercise Good Meeting Hygiene Meetings, meetings, and more meetings! Don’t contribute to the dread. Next time you need to gather people together to advance your project, make sure you do the following to make your meeting worthwhile:

•Make sure it’s necessary. Before sending out the invite, ask yourself whether there’s another way to move the project forward. Can you get input… via e-mail? Can you gather a sub-group to solve the current issue?

•Be clear about the objective. State the purpose of the meeting in the invite and again at the beginning of the meeting. Be sure to explain how the meeting will advance the overall project goals.

•Focus. Just because you have an hour scheduled, don’t take it. Keep the discussion centered and avoid unnecessary side conversations.
Adapted fromGuide to Project Management. Take Back 10 Minutes   A day of back-to-back meetings is exhausting and overwhelming. Running from meeting to meeting, you leave an inbox full of unanswered emails and undoubtedly start to run late to your afternoon appointments. Stop the madness by insisting on 50-minute meetings. What can be done in 60 minutes can easily be done in 50 with some focus and discipline. Defy the default in your calendar and send meeting requests that end 10 minutes before the hour. This will allow you, and everyone else, to take a quick break, check email, and restore some sanity to your day.
Adapted from”The 50-Minute Meeting” by David Silverman. Three Ways to Encourage Meeting Participation   You know the drill: A meeting is called to discuss an important issue but only the usual suspects participate. Everyone else is quiet and their opinions go unheard. Meaningful contribution is the key to meeting success. Here are three ways to get more people involved:

•Don’t dominate. This not only gives others less time to speak up but also conveys that only your ideas are important. Let at least three people speak before you  talk again.

•Be positive. Demonstrate that all ideas are valuable by restating important points. Thank people who are usually reticent for their comments.

•Ask directly. To get input from everyone, ask each person for their thoughts. Don’t do it in a confrontational way. Try, “Do you have anything to share?”
Adapted fromGuide to Making Every Meeting Matter. Two Rules for Making Global Meetings Work   With people spread across locations and time zones, global teams can struggle to run effective meetings. Distance isn’t an excuse for bad meeting etiquette though. Here are two policies that can make your far-flung team’s meeting easier:

•Share the inconvenience. It’s not fair to force a few people in Delhi to always take the call at 3am local time. Rotate your meeting time so that everyone shares the burden of an inconvenient time.

•All together or all separate. The dynamic of a meeting can be thrown off if some people can see and talk to one another offline. If one person is separated from the rest, ask everyone to call in from their desks. This means no one unduly benefits from side conversations or  facial expressions.
Adapted fromGuide to Making Every Meeting Matter. Makeover Your All Staff Meeting   When executives want to communicate important messages or engage employees, they hold town hall or all hands meetings. Gathering everyone together is meant to convey the importance of the topic and get the biggest bang for your communication buck. Yet, employees often rank these meetings as some of the least effective. Don’t give up on bringing everyone together. Instead, give your all staff meeting a makeover. Make your message resonate by explaining what’s in it for everyone. Forego the PowerPoint presentation in lieu of a more personal communication. Make the conversation two-way and engage your people in a discussion. Lastly, don’t hog the stage. Even charismatic leaders can sound like broken records. Staff often want to hear from others in leadership for a fresh perspective.
Adapted from”The Perils of the All-Employee Meeting” by Amy Jen Su and Muriel Maignan Wilkins.