Successful Leaders manage “Commitment & Trust” better with “Distributed Thinkers”
Digital media aids thought multiplicity, thereby increasing the number of people who look at and understand things differently My earlier article “Successful Leaders Manage Distributed and Diverse Thinkers Better” was found to be a heavy read. This is an attempt to convey a simplified version of the message. This article highlights new challenges that leaders […]
Successful Leaders Manage Distributed and Diverse Thinkers Better
One of the major challenges of leaders today is getting perception alignment on goals within teams, groups, and the organization as a whole. Leaders, therefore, have to manage goal achievement with deficit levels of collaborative commitment and trust. Thought alignment and building confidence lead to a conviction for action. In today’s digital age, information availability […]
Top-of-mind Question: “Is there a need for a more balanced media especially in COVID times?”
We see that television news channels are mostly focusing on the negatives of the day and do not balance their time and emphasis on the positives taking place in society. In pandemic times this does not help viewers in coping with mental stress. Instead, it enhances the magnitude and spread of panic. Governments, WHO, UN, […]
Context Matters – Successful leaders choose their playing fields
When candidates or selectors look at filling a new position, within or outside an organization, both entities need to carry out a “Context-Fit Assessment” (CFA). This is in addition to other standard parameters used to ensure the probability of success of the selected candidate, in the new role. Generally, when it comes to selecting leaders, we feel […]
Successful Leaders Link Knowledge to Action
Let’s start our conversation with these questions: I know how to climb Mount Everest but can I do it? I know how to negotiate a big deal but can I do it? I know how to handle labor unions but can I do it? You will find interesting references on “Linking Knowledge to Action” on […]
Successful Leaders and “Interlocking Strategies”
“Interlocking directorates” is a concept that is not given enough importance for performance enhancement both within and outside organizations. It can be applied across the board from MSMEs to large corporations and is found to be useful at the individual level for career progression as well as for business performance enhancement and goal achievement. Links: […]
System Creep is a Normal Phenomenon that needs to be kept in Check
The concept of systems creep is inherited from the US Government report on “The Challenger Space Shuttle” episode. Here is a brief extract from the same: Extract from report: Investigation of the challenger accident – Report of the committee on science and technology house of representatives ninety-ninth congress. (https://www.govinfo.gov/content/pkg/GPO-CRPT-99hrpt1016/pdf/GPO-CRPT-99hrpt1016.pdf) The Committee confirms that the safety, reliability, […]
Managing “COVID Fatigue” in an evolving “New Normal”
The physical and mental churn over the past pandemic year has caused people in all walks of life to experience COVID fatigue. This fatigue is caused by three factors: The pressure to make a self-assessment of the situation because of the unreliable data coming from governments and world-renowned organizations The multiplicity, complexity, and dynamicity of […]
Carving your path to Stay on Top
“System Creep” takes place when an organization allows a system to became loose or watered down over time. This informal system being followed is generally understood as the “New Normal” and continues unchecked until a catastrophe takes place. The space shuttle Challenger report is a classic example that illustrates this point where previous successful launches […]
How to get the best from passengers in an organization?
A Passenger or deadwood employee is one that has stopped being an asset to an organization. They can also turn into detractors who can work against the organization. Let me share two stories of passengers to elaborate: Story 1: A senior manager in a bank was managing sales and relationships with high end customers through […]