Wednesday, 31 December 2014

Good old experience or ...fresh new talent? In People/team management. You decide.

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Ps: Before I start writing this post, I want to convey my heartfelt thanks and wishes to all my readers. I sincerely want to thank one and all for your continued support and success of this blog. I really appreciate your amazing support on my posts. Words can't express my heartfelt thanks. I take this opportunity to wish you and your family a bright and Prosperous 2015...a fabulous new year ahead! May the New Year bring in a lot of joy and success to you. 

Yes all of us, be it recruiters and employers; at some point of time face this inevitable question. It is more often with first time managers who get to choose their new team. This is the same question that people in similar functions have faced all through. How do we make what may seem like the toughest decision in selecting your team, your work force? Do you want to play safe hiring the competent people with great experience, bank on a strategy with the tried and tested methods? Or do you want to take the adventurous lane and seek new possibilities. People, who have their reservations either ways, have their point which is very valid in choosing likewise. Each may be eager to voice their thoughts in justifying their choices. For instance, some may say that there is a great deal of certainty in choosing and using the experience of a seasoned expert. It narrows chances for any failures and they always have a way out of any situation in their kitty, owing to their extensive experience. Some others may have a different opinion altogether. They may argue the need of a fresh perspective and energy in the team. A fresh set of people that will have a lot of ‘Why’ and ‘Why not’s in the team. Their reasoning, while obnoxious, at times may lead to new solutions or help tap new doorways to unexplored horizons. Both the groups have their own merits and demerits.

Personally, I would choose a well balanced mix and match of both the groups. Well my intention here is certainly not to start off a debate as to which is a safe bet. Instead, it is to spotlight and explore the possibilities of such a fusion. On one hand you would have a proficient set of people who you could bank upon; and on the other hand you would have a brand-new group who could be molded to absorb the learning and trained to the fill the gaps where the accomplished lot is lacking. Together they can be motivated and trained to complement each other so well to work as a harmony. Thereby, you are bridging the gap between two different groups with two different mindsets and creating unison.

Let’s say in simpler terms, this is similar to bringing members of the family, who are of different age groups, together. It is in no ways simple, but essential to hold the family together through thick and thin. We need to identify each other’s areas of interest and development, find common ground. Teach each one to identify, respect other person’s boundaries and possibilities. This way we evolve as a wonderful family.

Then, how different is to convert your new team which a blend of two different groups of people to gel together. I would say it is worth a try.

Friday, 12 December 2014

Ending cascading effects...certainly not for faint hearts in people/team management – Alter.

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Title tells it all; yes it’s not for faint hearts. It’s not suggested for people who succumb to pressure. Also, it is not for people who are accustomed to the usual way of functioning. It is a challenge; it will define, determine you and will distinguish you from others. It is as rightly mentioned a defining factor, as it will test your limits.  Let me not keep you guessing further, all I am suggesting is that you put an end to the cascading effect of an unpleasant meeting or a distressing confrontation at the beginning of your day.

Well we are all aware of how our day is going to be, should it start off with an annoying beginning. We all know how we feel if we have a quick disagreement at home, a meeting with the boss that has not gone well or may be an argument at the grocery store on our way to work. We tend to continue on these thoughts within the work place too. It may be because our mind is still processing the situation, which we were a little while ago and is still in defensive mode. It is preparing us to build up a defensive platform, prepping up for a similar situation well in advance. A moment ago, we were eager to win or so ashamed to lose due to numerous reasons, such as shortage of time or probably it was not an appropriate reaction at that point of time. Our brain constantly recaps the entire situation over and over again. Whatever be the case, it would be just right if our mind lets go off that response and allows us continue with our normal self. Instead, we dwell on the issue, tend to carry on that reflection and vent out our reaction on each and everything that follows further.

Well let’s just give it a thought, is it fair that we try and cascade our rough experiences and anger to influence the pleasant things in store for us. Even otherwise, how can we justify carrying on our impressions of a particular situation and let that disturb a complete different situation all together.  Hence the beautiful quote:

“Holding on to anger is like grasping a hot coal with the intent of throwing it at someone else; you are the one who gets burned.”
―  Gautama Buddha.

Following pointers could help us quickly recover and set advancement for things to follow:

·        Considering the mishap that occurred was one isolated thing, that has gone wrong in varied things in day to day life.
·        Diffusing the resultant anger, frustration and absolutely avoiding the cascading effects on people we meet further.
·        Thinking the situation with a cool head as to what exactly went wrong and what triggered the injury and consequent aggression.
·        Finally, re evaluating that how such reactions can spoil relationships, disturb other things so easily, that was established with a great effort.

It requires great courage to let go off the thought of a failure at a particular situation. It requires even more mettle, not to let it interfere with the subsequent events and mess up the things further. Good leaders are brave hearts, who absorb the distraction and diffuse the situation; and obviously not let the affects compound.

Thursday, 4 December 2014

You are a beacon of hope...for so many in People/Team Management. – Keep it up.

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It’s a busy world and you are in the midst of a happening work environment; constantly battling challenges, breaking your own records and setting new ones. Raising the bar again and again. Accepting new challenges, one after the other to prove you are the best among competition. You are sheer right in doing so, as you have put in that effort and only the tough can achieve it. Finally, you have done your part and are inches away from the result. At this point, let’s say the results are out and you have either achieved it or failed to accomplish it. Try to describe your feeling at this point. How would your usual self react to the situation? Once you have achieved success you will invariably praise your instincts and your foresight for the result. If you fail, your instinct will infer the issues and determine causes of the position; quickly lay the blame on the situation. Thinking so, though so natural is often in vain as either ways; it doesn't matter and fail to achieve concrete results. Most important at this point is that there is a group of people, your team, which is constantly observing you and are eager to learn from you; your success techniques or learning out of your failure. Yes, here you are a beacon of hope to them, their only chance to learn, to attempt at difficult tasks; not being frightened weather they achieve success at it or fail miserably.

There is no doubt that the efforts of the present day leader are tough; tougher still is the charm how you convey the learning to your team. Coaching them to aim and achieve success regardless of numerous failures, they may imagine in the course. Following are pointers to assess a success or failure at a task and evaluate it:

·        How was the task understood – was there any indecision.
·        How was the task launched – was there any confusion.
·        How was the task executed – was there any shortcoming.
·        What is the learning out of it?
·        Inferring through the learning, how differently can it be accomplished?

These can only form the guidelines for an assignment, the specifics may vary. However, the fundamentals remain the same; one that your team is observing it closely and you are their only source of learning. Most importantly, you will certainly teach them the right way of doing things. There may be prior instances that you had the same hope from your manager. Even if you haven’t received it, make a conscious effort to provide to your team. This undoubtedly is a perfect way to build winning team always.