66 SAVED IDEAS
The standard of performance is a leadership philosophy where the focus is on disciplined improvement as well as core values, principles and ideals.
This approach is not about control - it is about instilling excellence.
The highest contribution to our goals comes from applying the little things consistently.
In isolation, these trivial things are seen as insignificant and we quickly brush them aside. But when combined, they make a big difference in the things we achieve.
We all start on goals with good intentions. But a common mistake is failing to identify the tangible actions needed to make meaningful progress toward that goal.
We do this for three reasons:
If you focus on your habits, your goals will take care of themselves.
In the last 10 years, authenticity has been a huge buzzword in the business press. Professionals who are good at their core job, are more often than not struggling in roles they get after they are promoted, as the same skills that made them successful are not enough.
These transition positions require us to leave our established identity and move towards new skills, often at the cost of a complete personality overhaul. This identity crisis while shifting towards a new role feels inauthentic.
A professional moving up the ladder wants to be successful and have the desired impact, but if in doing so has to sacrifice the ingrained values and integrity, one would end up being less sincere and more ‘political’.
The answer to this paradox may be on how we see our job. If we are only focused on content delivery, knowledge, ideas and research, we would not be able to do anything with ourselves. We have to focus on owning the space where we work with our presence, creating engagement and increasing learning.
Being authentic and sincere is only possible if we grow ourselves through learning, which happens when we do things we aren’t very comfortable with.
We have to move out of the comfort zone we have created in our existing job roles and take the approach of self-authoring, by experimenting and learning things we haven’t done before.
Successful managers don’t preempt every obstacle a team member encounters but watch and listen, looking for the right time to pitch in. If someone is already stuck in the challenge, first-hand, they are engaged enough to take the advice in a positive manner.
Lending the hand at the right time makes the employee use the instructions in a better way, as if the same thing was said in the beginning, it would not have registered with them at all.
As companies strive to become more meaningful, purpose-led, sustainable and connected to human well-being, they are seeing increasing value among stakeholders and customers.
To make real progress, governments, civil society, companies, and charities must come together and form an alliance.
As companies work towards their purpose, these are new skills they need to learn:
Companies usually look at what customers want or need.
They need to understand the feelings of the customers, their motivations and empathize with customers beyond the product, at a grassroots level.
Normally, companies are spending top dollar in marketing and lobbying around economic agendas, to increase their profit share in the market.
They need to have a similar global movement towards social causes, using the resources they have, to have a real impact.
Good, purpose-led values that drive work in the charity sector needs to be cultivated at the workplace.
Corporates should unlock the purpose and motivation that a charity has, by making their employees find meaning in their work, and helping society, starting from their workforce.
Most companies hire the smartest people they can find, as they look for candidates who can provide innovative ideas, do the best kind of ‘coding’ or make a great presentation/report.
What hiring managers overlook and often ignore are the predominantly social people who ‘talk’ a lot, and are always on social media, assuming them to be a useless, unproductive lot.
Geniuses: An organization filled with genius-level workforce won’t have people learning from each other, turning into an anti-social organization full of isolated, lonely performers.
Butterflies: Socially adept workers pollinate good ideas and spread innovation around, even ideas that may not be concrete, brilliant or easily visible. This makes the butterflies an essential part of the pollination of information in the organization, creating a healthier, more productive environment.