- Defer – ‘We are on it’. ‘So much work is already done or in pipeline, seek your views’. Presenting half cooked information. A classical strategy to buy time.
- Switch Accountability – ‘Someone (supplier, department, individual) in the chain did not do it’, seek your ‘intervention’. The moment one intervenes, he begins to co own the task.
- Seeking guidance – If you are a supervisor with tendency to take on everything, or keep course correcting all the time, you had it. Clarity on expectation and method is possible to download in one detailed meeting before starting a task.
- Repeated clarifications- Not seeking clarity in first go. Letting time go, and buy time. It is a new window that begins every time clarification happens.
- Back benching – Not proposing voluntarily to take the baton unless invited to do so. Unless one is good with delegation, it is tough to assign tasks.
- Posing Despondent – ‘Everything bad happening to me’. While adroit managers sense it and deal with it, sensitive managers flow with it and begin confusing between empathy and sympathy, involving themselves with his area. It is skill building that is important than accepting sulking under emotional bouts.This becomes important as most supervisors like to play ‘father figure’, and ignore rationale under the circumstances. Balance between support and challenge is important in the long term, and that may require some skill building in managers and entrepreneurs. Connetct on +919893222222, or visit www.thegrowthevangelist.com if you intend to kno more about accountability issues at your work, business or company.
Thursday, 26 February 2015
Majority understands ‘Drivers’ and ‘Executers’ as two categories of people in the organizational terminology. It is a common misnomer that drivers get work done with those who execute, or, are expected to execute. A subtle blind spot that most supervisors get into is actually contrary to this. While this has direct correlation with the skills of Managers, the reporting teams at group or individual level slowly learn to get supervisors involved to dilute accountability. Here are the five classical things teams do to suck you up without conscious realization, and co-own accountability;
Wednesday, 25 February 2015
Irrespective of their size and scale, organizations develop indolence towards the quality and sameness of ideas, innovations, styles and modus operandi of its leadership and execution teams. As teams mature and experience grows, the dysfunctional facets begin to emerge and they get uglier with time. Their diagnosis gets tougher as they get into capillary functions of the organizations. Accepted for comfort by leaders, learnt and sown down to the lowest levels by the execution teams for its ‘cultural’ inheritance value, it gets into a malignant zone to be managed.
Successful corporations consciously build a culture where diversity of views and sometimes with higher intensity of logical dissent and disagreement are not just built and accepted, but also encouraged. The benefits are enormous, ranging from being anti-inertia to independent thinking at all levels. The organizations in volatile state of intellect are more likely consistently churn radical innovation and efficiencies. Small or large, if your organization is undergoing something like this, it may be a great time to look out for intervention with professional help. If you believe in culture as a long term driver of success and seek help, call +919893222222 or visit www.thegrowthevangelist.com
Sunday, 22 February 2015
Having interacted informally with a client of mine, I have been getting weak signals of his need for help even over a whatsapp chat. Having met him after some time, I realized that he was unsuccessfully trying to cover up and pose as if everything was fine, and even assuring me of recommending my services to the client ‘who may need it’. After my presentation, he subtly mentioned that he is passing through a bad patch, yet not completely opening up about his need to explore an engagement.
There may be many such individuals who are bottled up similar to this case, while the need is to seek out and ask for help. While some believe they are fine, they can do it by themselves and their resources, others have some auspicious day, or month on calendar to begin. More than anything else, such people have to overcome fear of change, and the demands such change may require. Remaining in a state of inertia or denial only makes things steeper, deteriorating self esteem and self worth, building undue negativity. I strongly recommend that one initiates a change than responding or reacting to what is likely to happen later.
Want to know more about restoring self esteem and confidence? Visit ( www.thegrowthevangelist.com ) or call +91 9893222222
Tuesday, 17 February 2015
There is a widespread belief that most businesses slow down, or plateau as they transit to third generation. I have had interactions with many such family business owners who believe there is something that begins to blow headwinds with time. Most unclear about what that is all about, and attribute to competition, pricing, consumer preferences or a sales issue.
The issue is much more internal than external, as there is a constant struggle and conflict between legacy and its contemporary relevance. Inertia or homeostasis suppresses action more often than not, and resistance to change begins to impact the organizational ability to be adaptive. Hardening of belief systems and the glorious past only deter forward movement into the future in the newer context. These could be classical symptoms of accelerated obsolescence and fading malleability of the firm to the evolving context.Experiencing something similar in your business? Interested in exploring possibilities and initiating changes to ensure relevance, longevity and sustained performance? It may be a good time to seek professional help in order to navigate through this phenomenon and make course corrections. Visit ( www.thegrowthevangelist.com ) or call +91 9893222222 in confidence.
Wednesday, 11 February 2015
Monday, 9 February 2015
In closely held societies, it is common to depend on their networks. In even strongly knit groups like that of friends or office colleagues, it is but expected that people ‘pro-actively’ advise their mates on various issues. This comes completely ‘free of cost’, informal, devoid of details, and without any accountability for results. Nothing against having or listening to these suggestions, yet unsolicited advice may cause more damage than solving any issues.
The situation worsens when people begin to proactively seek advice on important issues in life, the results of which have considerable impact on their lives, like career, relationships, emotional hardships, family, health or personal finances. The ever approachable friends, colleagues or relatives may be great people to bank on, yet they might be superficial, casual, and may not essentially reflect or suggest options that are best suited to the seekers, thereby worsening the situation for them. This is similar to visiting a physician rather than resorting to self medication or casual suggestions on the subject.
It is always best for people to arrive their own solutions that are best suited to them, and that requires discovering those solutions. This may require professional assistance at times. This requires strong will, commitment, attitude and trusted professional resource to help one through the journey. Visit ( www.thegrowthevangelist.com ) or write to us in complete confidence on firstname.lastname@example.org
Tuesday, 3 February 2015
Monday, 2 February 2015
Feeling overwhelmed on emotions is a common issue people face, in relationships, at work, as a driver of decisions, affinity towards people and ability to manoeuvre their performance. Entrepreneurs and Executives face positive and negative, high and low intensity of emotions, that often shape there modus operandi, and thus results. The good news is that emotional quotient can be improved with cognizance and corrective efforts.
Strained relationships (supervisor-subordinate, within family, social networks), attrition, sales performance, team bonding, productivity, over or under commitment, setting or managing expectations, and sensitivity in gauging or responding to situations are key areas where emotional quotient can make or mar the opportunities. People who develop good understanding of both self and others behaviours tend to achieve much better results than those who do not.
Sunday, 1 February 2015
Over the years, legacy and experiential learning results into classic conflict of do or delegate. While the backdrop, context and scale continues to change, the belief that none other than self can do a perfect job creeps in and hardens. Delegating gives nightmares, disbelief in others capabilities leads to frequent dissatisfaction in working relationships and trust.
It is common to see second generation entrepreneurs and senior executives facing this menace and it doesn’t require hazarding the guess that they get into severe issues of being overburdened, burnt out, and always run short of time. Enslaved by businesses, detaching becomes very difficult. Beyond this, the side effects of doing everything by themselves are also quite perilous and upset the applecart. It becomes important to take cognizance of this dysfunctional phenomenon and resolve before it gets serious. These are the perils of being there and done that.