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.
Strategic developmental feedback requires careful thought and insightful construction, in order to help someone learn and improve. It should be:
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.
Today when we have unlimited songs in our pocket, we take them for granted, but forty years ago in 1979, when Sony’s first portable music player the “Walkman” debuted, a personal, portable music player was unheard of. From being a shared experience, music suddenly became a deep personal soundscape, hammering between one’s ears.
Though big by today’s standards, the Walkman was a tiny thing to behold in Japan, where it debuted, and the youth took to the funky gadget that could carry one’s music out of the bedroom, into the subway and city streets. Sony ended up selling two million Walkmans in less than two years.
The Walkman goes into history as a social distancing device, isolating people who would want to stay immersed in music, blocking out the rest of the world. This was later termed as the Walkman Effect.
The headphones served as both a ‘Do Not Disturb’ sign and an instant way to get transported to a different world.
The 80s saw celebrities like Donna Summer, Paul Simon, Andy Warhol and many others flashing the Walkman, turning it into a status symbol.
Earphones, earlier associated with geekery or hearing problems, suddenly turned cool.
Steve Jobs, who received a Walkman from the Sony head, Akio Morita, himself, chose to dissect it piece by piece, understanding the machinery behind it. Twenty years later he debuted the iPod, his own version of the portable music player, which had a hard-disk at that time.
The late Apple CEOs Walkman dream was realized when from 2001 till 2007 (when iPhone merged the music player with the phone) he could see his trademark white earbuds in the streets and his digital music players selling in millions.
Regression as a phenomenon comes from developmental psychology and relates to how people go back to a less mature stage when faced with pressure.
It is the most dangerous phase for teams, but it cannot be skipped.
It starts with changing the focus of your team from the short-term risks to your company’s bigger-picture contribution and longer-term opportunities. You change the question from, “How can we handle the crisis?” to, “How can we move out of the crisis?”
The reorientation process can lead your team’s attention towards the recovery phase.
A crisis can be both a moment of glory and and a moment of failure for a leader. The people they work with will remember their actions and decisions, positive or negative, for years to come.
So, as you lead through a crisis, remember that each phase requires a different approach.
Presidential debates in USA, and not only, are a really big deal. During these, candidates have not only the possibility to show to the entire country what they are capable of, but this is also their chance to win over the adversary. However, when not used properly, debates can also turn into candidates' biggest nightmare, as they can be used as later evidence for what was inappropriately said.
Having been the first nationally televised presidential debate in history, this event is still seen as a memory worth remembering. Furthermore, what made it even more extraordinary was the fact that both political figures who participated in the debate would later become Presidents. An important take-away refers to the fact that, especially during a public event, one should take care of how she or he looks like.
The most important lesson that one can learn from this debate refers to the fact that you should pay extra attention when making statements during a public debate. The consequences can be quite disturbing, even after some good years.
If during the debate with Gerald Ford, Jimmy Carter proved to be more well-informed, the things did not go so well for him during the debate with Ronald Reagan. Reagan taught everybody a great lesson by means of how he talked and behaved throughout the debate: in order to win the elections, you should first make sure to win the public over. And using your charm will surely do the job.
Throughout a political debate, it is equally important to use your charm as it is to present trustworthy information, in order to win the public over. Moreover, if there are three candidates instead of two, this will most probably lead to a more challenging discussion and, therefore, more interesting results.
Debates are sometimes won over by those who know how to get close to the public, rather than those who know everything. Therefore, even if Al Gore was a highly intellectual, he did lose the elections, as people had grown tired of his lecturers.
Engagement at work is a sign of employee motivation and resulting productivity. Unfortunately, only about 13% of people globally are engaged at work, and disengaged employees cost the economy $500 billion per year. Work engagement has a direct correlation with performance.
There is a dire need to increase our ability to collaborate with disengaged and less motivated employees.
Ultimately, it is what an employee delivers that matters most, and a manager has to focus on figuring out how to get the work done.
Take a moment to consider if your employees and team members are coming to you with new ideas and innovations.
To create a sense of security where employees will feel safe to share their ideas, tailor your training strategy to employees ' individual strengths. The employees will feel safe in the training environment and be more willing to take risks when sharing their ideas. From the training room, it can spread organically into day-to-day operations and the workplace culture.
Companies with increased growth are 72% more likely to have high diversity in their organization.
Use Learning & Development (L&D) training to raise awareness about the current state of diversity and inclusion in your work environment.
Up to 70% of trainees forget what they learn within 24 hours after training. However, it does not have to be the case for your employees.
An effective leader will implement and integrate an agile training infrastructure into their daily operations that can change quickly to keep up with the pace of innovation.
To develop as an effective leader, recognize where there's room for improvement.
Training professionals will give you objective expertise and training strategies that can bring about real change to how you and your organization currently function.