BEST COMMUNICATOR : IN NEW JOB

Standard

T’S ALL ABOUT THE PEOPLE

The best communicators are first and foremost keen listeners and keen observers. Speakers engage their audiences by listening to and observing audience members, then tailoring their communications to appeal and engage those members. These principles apply to the work environment as well. New employees’ first order of business will be to observe, learn, and test their communication skills, all while paying attention to the responses they receive. This is how individuals build rapport and respect.

A common mistake new graduates entering the business world make is to “over share” their knowledge. This can be off-putting to colleagues. Ultimately, the workplace is more about people than it is about information. Success comes from improving relationship-building and people skills.

The First Day of a New Job

The first day on a new job can be nerve-wracking. Common expectations are that the initial weeks and months will be a learning experience. Much like in the interview process, new employees should seek to make good impressions, listen more than they talk, be respectful, and focus on learning.

Tips for making good first impressions include:

*Dressing in alignment with others in the office.

*Being punctual, always.

*Being observant, polite, and helpful.

*Showing confidence.

*Being friendly while respecting boundaries.

*Thinking things over before asking questions, then asking good questions.

*Absorbing as much learning as possible.

*Syncing online profiles (like LinkedIn) to reflect the new position.

Establishing a Rapport with Your Colleagues

Though individuals can choose their friends, they cannot choose their colleagues. Successful people find ways to develop rapport with everyone in the office, whether they like them or not. Good communication is critical. A respectful, open-minded, and nonjudgmental approach helps ensure good relationships.

Ways to develop good rapport with colleagues include:

*Initiating get-together events like lunches and celebrations.

*Showing respect for others by being punctual, honoring deadlines, offering help, and embracing diversity.

*Keeping a light attitude.

*Seeking out commonalities with others.

*Being conscious of body language.

*Focusing on others, not on oneself.

*Recognizing others’ achievements.

*Building honest relationships.

*Staying out of office politics.

Remembering and Using People’s Names

Remembering someone’s name makes a great impression, but many people have a hard time doing so. This is a weakness that must be corrected, and it can be overcome with practice. Individuals can try these methods to improve their ability to remember names when introduced:

*Listen very carefully with a focused effort to remember.

*Ask again immediately.

*Probe for more information about the name to facilitate memory.

*Create a mental picture to go with the name.

*Get the person’s business card.

Teamwork and Poor Performance

Teamwork can be difficult when personalities clash or someone is not carrying his or her weight. However, the sign of a good leader is to be able get along with everyone, set aside differences, and help the team meet objectives.

When a team is dysfunctional, a leader can get it back on track by:

*Having an open dialog to probe for the underlying reasons for the dysfunction.

*Being a positive influence.

*Making sure to listen to others respectfully, and then acting from knowledge gained.

*Being inclusive of team members who are being left out.

*Seeking out more information if there are knowledge gaps.

*Creating socializing opportunities for the team to avoid “all work and no play.”

Getting People to Say “Yes”

The ability to influence others is an ongoing leadership challenge. Some people are naturally better at it than others. However, like other leadership skills, it can be developed. The more an individual’s opinions, predictions, and actions garner positive results, the more trusted he or she becomes as an influencer. Timing, positioning, confidence, and authenticity all play a part.

Successfully influencing others requires:

*Being respectful, particularly to authority.

*Knowing one’s audience.

*Demonstrating confidence.

*Tuning in to others and then addressing their concerns.

*Communicating well.

*Doing the research.

*Providing reinforcing examples.

*Patience.

SMARTER Concept for Winning

Standard

Best of the leaders test their expectations with the concept S.M.A.R.T.E.R. measurements to ensure clarity and explained well below but would highlight with a real example of Chandamita Brother who is a true leader and influenced her by giving her direction & thought to become Trainer in Corporate world and today Chandamita is certified trainer in PRISM Philosophy  & delivering successfully in corporate. How leaders use SMARTER concept :

IMG_2649

How Brother of Chandamita used SMARTER concept and inspired her to complete TTT course with PRISM & how  she turned out to be a  great trainer.

• Specific: A detailed vision of the actions and deadlines that are required for the project must be provided.
• Measurable: The project completion point must be specific and measurable.
• Attainable: The goal must be realistically attainable by the team with its current resources.
• Results oriented: The requested task must move the company toward a desired objective.
• Trackable: There should be measurable milestones along the way to ensure progress is being made.
• Ethical: The requested tasks must align with personal and company values.
• Recorded: There should be someone aside from the requestor who knows about the effort and is available to answer questions.
After a manager presents expectations that have passed the S.M.A.R.T.E.R. test, he or she still must ask employees to reflect back what is being asked of them. This helps to ensure that the leader’s vision is being accurately communicated to staff.

Power, Manipulation, and Warfare

Standard

Machiavelli wrote three major political works that advised leaders on the primary disciplines he believed mattered most. The Prince was a guidebook for becoming a powerful dictator, and many of its lessons focused on gaining and retaining power. Machiavelli’s second work, The Discourses, explored his preferred form of government, a Republic where power was to be divided among the many rather than the few. The Art of War explored the qualities of a great general and included detailed descriptions of early military maneuvers.

In author /his (Tina Nunno) works, Machiavelli observed that many leaders do not know how to be entirely good or entirely bad, so they choose a middle course of action. CIOs must practice a variety of extreme tactics if they are to gain the skills they need to become strong wolf CIOs and prevent negative situations from getting out of control.

Wolf CIOs are at full strength when they have gained the essence of all six of the other animals in the extreme animal ecosystem–the lamb, the dove, and the dolphin–those that practice light-side leadership tactics–and the lion, the snake, and the shark–those that practice dark-side leadership tactics. As a blend of light and dark–best described as grey–the wolf is at the center of this “hub-and-spoke” model. The animals are also binary pairs, with the lamb and the lion representing power, the dove and the snake representing manipulation, and the dolphin and the shark representing warfare. Leaders must master these three disciplines in order to strengthen their inner wolves.

SECTION I: POWER

Recognize Power and Increase It Exponentially

Power is the ability to make something happen–and it is something that is expected of all leaders. Leaders must embrace power unapologetically and recognize that wielding it is both an opportunity and a threat. CIOs that use a lamb power approach are often driven by the desire to be liked. They are typically reluctant to say “no” in order to please others; they use positive incentives to motivate team members; and they often fail to develop conflict-management skills. CIOs with a lion approach, on the other hand, actively gather positional and coercive power. They are typically confident and charismatic and are viewed as good at execution but not at inspiring others. CIOs with this style often rise to power in aggressive and competitive cultures where they can hold their own with other “predators.” A wolf is neither a lamb nor a lion–it is both.

Prioritize With Force and Finesse

Most CIOs deal with a greater demand for IT than they can deliver, and many take the lamb power approach to prioritization. They hope to please others and avoid conflicts by saying “yes” to as many projects as possible and then end up with more projects than they can handle. Over time, their colleagues view their inability to say “no” not as a sign of willingness to help but as a sign of weakness. Lion CIOs engage their various teams in decision making and maintain their power. Wolf CIOs find a way to combine light and dark tactics and combine force and finesse to benefit their enterprises.

Exude Power by Growling, Rather Than Roaring

People are easily influenced by what things seem to be. Humble lamb CIOs often take little to no proactive action to ensure that their enterprises know they are making things happen, and the only time colleagues hear anything about IT is when things have gone wrong. It is the CIO’s job to tell the story and advocate for and manage the organization’s reputation. Lion CIOs want to be perceived as strong, so they tend to “roar” about successes but are reluctant to divulge their weaknesses. Since everything always appears to be great, few colleagues volunteer assistance. Wolf CIOs build their reputations and power by proactively communicating about their accomplishments and asking for help to deal with real issues. They actively hunt down those who say negative things about IT and work to set the record straight. They protect their reputations by growling and not being soft targets.

Make Sure No One Is Always in Control

No one likes being controlled or told what to do, but people without boundaries tend to behave irresponsibly. This is especially true when it comes to technology. Senior executives often pursue new technologies as though they are in pursuit of new toys.

CIOs must distinguish between information gathering and asking permission. Gathering a reasonable amount of input when needed is wise, but allowing others to make decisions democratically when not required can lead to a loss of power. Lion CIOs allow their stakeholders minimal input and are sometimes too comfortable with control. Wolf CIOs calculate the risk of deliberately not doing what they are told, which allows them to usurp power from the masses without their knowledge.

Follow the Money but Don’t Let It Fool You

Money is power, and the ability to move money and strategically invest it is fundamental to the CIO’s ability to create change, but money does not always ensure strength and safety. While having control of large sums of money can make CIOs powerful, it can also make them vulnerable to attack when those funds are coveted for alternate uses. Competition for money can quickly turn an enterprise’s light culture to a dark one.

Recognize Stronger Wolves and Know When to Be a Lamb

Even the most powerful CIOs do not win all the time, and the strongest leaders often have the most difficulty dealing with losses. Great wolf CIOs maintain their focus on the good of the enterprise and their colleagues in order to minimize collateral damage–sometimes at great personal or professional expense. A partial win is better than no win at all, and sometimes the goal is to successfully choose between bad and worse. Wolf CIOs need to be manipulative, but they must not be perceived as such. Rather, the most skilled manipulators are viewed as helpful, empathetic, and charismatic leaders.

SECTION II: MANIPULATION

Employ Manipulation or Risk Being Manipulated

CIOs must learn to recognize manipulation and take appropriate countermeasures to prevent it. Applying light-side techniques when handling others is often referred to as influence, whereas applying dark-side techniques moves people into manipulation territory. Manipulation is more appropriate and effective than influence and honesty when colleagues are deceitful, irrational, or more powerful. Wolf CIOs must strive to use manipulation altruistically rather than for personal gain.

Treat Colleagues as Friends, but Assume They Are Enemies

While trusting others too easily can be dangerous, so is rushing to judgment. CIOs must use their analytical abilities to assess new stakeholders to determine if they are worthy of trust or an investment of resources. Respectfully questioning colleagues can yield information about their trustworthiness. To find others’ hidden agendas, wolf CIOs go to the source, exercise pragmatic optimism, and hope for the best but plan for the worst.

Treat Information as a Weapon, and Don’t Load the Gun Aimed at You

Information is a powerful weapon that CIOs can use as protection against untrustworthy individuals, but weapons can be turned against those who wield them. The more information CIOs bring forward, the more likely they are to be micromanaged.

To CIOs, transparency often means sharing tremendous detail and volumes of data that other executives would not think to share. Sharing too much information conveys a lack of confidence and credibility. Snake CIOs might share massive piles of data with executives, but intentionally bury key information in order to avoid being micromanaged. Wolf CIOs share what is required, but not one data point more.

Recognize That the Hero Is Often the Arsonist, So Don’t Feed the Fire

CIOs typically find themselves faced with urgent requests that are delivered with powerful emotion. Urgency is a tool used in emotional blackmail, and how CIOs deal with it can determine if they are masters or targets of manipulation.

Many CIOs enjoy responding to urgent requests; they get a rush as they strap on their “hero capes” and save the day. Manipulative stakeholders often fan the flames of urgency and refer to their CIOs as friends or allies, but when their requests are fulfilled, the CIOs are simply thought of as service providers. Wolf CIOs break this cycle to create healthier behaviors and outcomes, and they give their stakeholders what they really need rather than what they are asking for.

Ruthlessly Keep Others from Wasting IT’s Time

Machiavelli believed that it was appropriate for leaders to break their promises when others broke theirs first; however, today most CIOs are vehemently against this. Dove CIOs compensate for poor project partners by applying strong resources, while snake CIOs penalize their partners by providing prompt service but assigning the weakest project teams available. Wolf CIOs believe it is crucial to be as clear as possible about what their partners need to do at the outset of the project, and then hold them accountable.

Combine the Wolf’s Power with Manipulation

Power and manipulation are most effective when used together skillfully. CIOs often find themselves in hostile situations that require them to go on the offensive in quick and efficient ways. By applying manipulation techniques, CIOs can prevent or delay all-out warfare.

Effective wolf CIOs make sure that manipulators cannot hide or find protection among their herds. In total warfare, they scale up the impact of power and manipulation across multiple targets simultaneously and take control of a large territory. This is how wolf CIOs come into their full strength and realize their true potential.

SECTION III: WARFARE

Master Multilateral Wars of Expansion

The difference between power, manipulation, and warfare is scale. Wolf CIOs apply both light-side and dark-side tactics, even in warfare. As leaders, they inspire loyalty and make others want to follow them while simultaneously instilling discipline in their troops and fear in their enemies.

Dolphin CIOs create followers by making experiences more enjoyable; they enjoy being with and leading people, and they prefer peace to warfare. They demonstrate genuine care and empathy toward staff members and colleagues. Meanwhile, shark CIOs achieve results at any cost to themselves or others. They have excellent fighting skills and aggressively drive results. Wolf CIOs must become both dolphins and sharks during warfare. They must be highly disciplined, mastering a blend of the dolphin’s social and information analysis skills and the shark’s fighting skills.

Engage Lieutenants

No matter how much power or manipulation skills CIOs acquire, their reach and range are limited if they act as independent entities and cannot execute to scale. Members of teams that are so large that they lack attention and clear direction from their leaders often turn to one another in a negative fashion.

Dolphin CIOs avoid creating teams that are too large to control, while shark CIOs avoid scaling up fear and paralyzing followers. While shark-like aggression is sometimes useful in getting teams to move quickly, when used in the extreme it only increases paralysis. Wolf CIOs create strong, highly coordinated and disciplined wolf packs, or teams of highly engaged individuals who work closely together as a unit. Developing disciplined wolf packs that can maintain ranks and secrecy in warfare is not easy, but it is possible when wolf CIOs demonstrate clarity, discipline, and missions worth following.

Create Strong Alliances

Strong partnerships and alliances are critical to a CIO’s success. Machiavelli identified three ways to form strong alliances:

  1. Form a partnership of equals in which everyone is treated the same.
  2. Create a federation with a strong central authority that governs multiple states.
  3. Execute a mandate and take over an entire enterprise by force.

Dolphin CIOs create alliances of equals, while sharks favor the all-or-nothing power play. Wolves, on the other hand, use multilateral strategies and make the most of each crisis that occurs.

Fight on Multiple Fronts

The three critical battlefronts for CIOs are top-line growth, bottom-line savings, and risk mitigation. CIOs must be cautious not to fight on too many fronts at once. By taking on too many battles, they become weak in all areas. Dolphin CIOs let themselves get boxed in and limit their opportunities for growth, while shark CIOs are suspicious and fight on the fronts their colleagues avoid. Adventurous wolf CIOs expand their battlefronts and territories into the grey areas, well outside of IT, by taking advantage of opportunities that others ignore.

Create Weapons of Mass Destruction

According to Machiavelli, the best strategy is the one that is perceived to be so high risk or destructive that it is hard to imagine anyone implementing it. Successful wolf CIOs build their strengths and skills, and plan their campaigns carefully. Sometimes the most powerful weapon is the patience to let an enemy self-destruct. In extreme cases, wolf CIOs recognize that the best way to win the war is to allow their enemies to lose it.

TODAY

Put One Paw in Front of the Other

CIOs can wield their power for good or for bad, but they must know how to defend themselves and wage offensive wars to grow their businesses. Wolf CIOs always use light-side tactics when they are effective, but resort to dark-side tactics when necessary to ensure favorable outcomes.

BE THE BEST PERSON YOU CAN BE

Standard

Achieving personal goals comes from fully applying oneself in every situation. This is what earns the trust and respect of others that will catapult an individual to a position of greater responsibility. A positive work ethic gets results and is contagious. If expectations are not being met, an individual should ask the right questions, find the answers, and make the necessary changes. If expectations are being met, an individual should push to exceed them. Individuals should never become complacent.

Getting Organized and Getting Things Done

As an individual’s success at achieving goals grows, so do his or her responsibilities. Good organization and time-management skills become increasingly important. While each person might have a different process for staying on track, every individual must develop one. Planning ahead, setting priorities, and communicating well should be part of this process.

Being organized includes:

*Creating a regular, daily routine.

*Establishing a reminder system (for meetings, deadlines, etc.).

*Making allowances for the unexpected (flexibility is key).

*Breaking projects into manageable “chunks.”

*Eliminating distractions.

Spotting an Opportunity and Standing Out

Opportunities to excel are not always obvious. Networking and taking on “out of scope” tasks (with a manager’s permission) can yield hidden gems of opportunities that otherwise might not have surfaced. When presented with an opportunity, individuals should not let fear of failure stand in their way. They should fearlessly grab hold of opportunities as they come along–it will be noticed.

Some ways to bring about more opportunities include:

*Networking across the business.

*Earning a reputation as a “go to” person.

*Being analytical and always asking “why.”

*Speaking up and sharing thoughts, ideas, and initiatives.

*Leveraging chance encounters and talking to strangers.

*Taking novel approaches.

Sucking It Up

No matter how good a job might look from the outside, sometimes it turns out to be not as good from the inside, but that is no reason to quit. A willing and learning attitude that transcends difficult relationships and unrewarding tasks can result in great returns in the future. If nothing else, “sucking it up” builds character.

Below are some ways to view a bad situation differently:

*Be introspective and recognize the opportunity to learn.

*Be decisive and take action–get things done.

*Set out to win over challenging people.

*Keep emotions in check and always present a professional and positive countenance.

Pushing Back and Saying “No”

Often, new employees who are eager to please are taken advantage of and end up taking on too much. Learning to say “no” is an important part of being a productive employee. However, saying “no” is contextual. The method will vary depending on whom the request is coming from.

*Requests from peers. Clearly but politely communicate current priorities, deadlines, and commitments. This conveys that a “no” is not personal, but is tied to organizational goals.

*Requests from senior employees. These requests can trump one’s current projects. The individual should make sure he or she has a clear understanding of the request’s requirements and impacts on current projects, and then vet the request through his or her first line manager. If the request is from an individual’s manager and competes with other responsibilities, it is time to sit down and review priorities with that manager.

*The request seems inappropriate. Early on, it can be difficult to have the expertise or authority to know what is an appropriate or inappropriate request. This knowledge comes with experience. It is fine to ask questions and respectfully offer alternatives. However, a managerial edict (in the absence of an ethical or legal transgression) should be followed.

Ways to make saying “no” more productive include:

*Recognizing that the act of saying “no” is hard.

*Earning the right to say it by having built a good reputation as a hard worker.

*Understanding exactly what the request requires.

*Looking for alternative solutions to help solve the problem.

*Enlisting others to help in meeting the request.

*Communicating the reasons for saying “no” clearly and respectfully.

*Not becoming confrontational.

*Turning down the request in person.

Working Out When to Leave

The time to leave a job is when the opportunities to learn, develop, and make unique contributions end. It is very important not to leave prematurely or for reasons one has control over, such as difficult relationships or mastery of the position.

Individuals sometimes stay in jobs when they should move on because they feel comfortable in their roles, they are earning a lot of money, or they simply like their coworkers. While these are attractive features, in the absence of ongoing challenge, growth, and development, they can actually hold individuals back from progressing in their careers.

Before deciding to leave a job, employees should make sure to:

*Clearly identify what the undesirable aspects of the job are to determine if there is opportunity for change.

*Evaluate whether or not there are continued opportunities to learn and grow.

*Determine if there is only one overwhelming negative issue and, if so, take steps to resolve it before leaving.

*Seek counsel from a trusted friend or family member to get perspective.

*View the situation within the larger picture of life.

*Consider how the circumstances would be interpreted in a résumé or interview.

If at all possible, employees should resolve the situation and leave on a “high note.”

Problem Solving Approach

Standard

PROBLEM SOLVING IN SEVEN STEPS

A methodical approach to problem solving is the best approach. Effective problem solving comprises seven steps:

  1. Define the problem clearly, and in writing. Writing something down incorporates many senses, embedding it into the brain more deeply. Putting the problem in writing not only clarifies the issue, it immediately brings more brainpower toward its solution.
  2. Read, research, and gather information. Data gathering is extremely important. The more information that is available, the more likely it is that a solution will emerge.
  3. Do not reinvent the wheel. Many problems are similar to other problems or have actually been solved previously. Consult experts and do the research to avoid duplication of effort.
  4. Let the subconscious work.After spending time on a problem, shifting attention away from it can inspire a new idea or solution.
  5. Use sleep. The brain continues to work during sleep, processing, analyzing, and categorizing information. Thinking about the problem right before bedtime can reveal a solution in the morning.
  6. Write it down. Breakthrough ideas can happen anytime. It is important to record ideas and insights — whether on paper or electronically — for future evaluation.
  7. Take action. Hesitation can make the difference between a good idea being implemented or wasted. Act on a solution as soon as it is selected.

MIND-STIMULATING EXERCISES

Information without practical application is of little use. However, most people hold on to a lot of knowledge. Individuals can use the following techniques to stimulate their minds and make the most of the knowledge they have acquired by putting it to good use in solving problems:

*The quick list method: Take 30 seconds to quickly write down three important life goals, assign a grade to each one in terms of current level of satisfaction and fulfillment, and then select the one with the lowest grade to work on.

*The brutal questions: Ask, “What are today’s three most pressing problems,” then commit to focusing efforts on those areas.

*The 20/80 rule: This principle states that the source of 80 percent of problems is internal. Therefore, identify which problems are internally based, then focus attention on internal factors to solve them.

*Identify favorite excuses: Articulate the excuses for any particular problem to better target a solution. The excuses provide an opportunity for focus.

*Practice idealization: Creating a clear vision for the future and then taking deliberate steps toward achieving that vision is the path to success. Keep the vision in sight.

*The magic question: Imagine success without the option of failure and create a step-by-step plan to achieve that success. Even small steps make a difference.

USE YOUR THREE MINDS FOR THINKING

All people have “three minds.” Each is different from the other and each plays an important role in creative thinking.

*The conscious mind: The conscious mind thinks both quickly (reacting to immediate situations) and slowly (giving careful, deliberate thought to information as it is presented). While fast thinking is necessary for decision making in a crisis (such as a medical emergency), slow thinking is important for more in-depth problem solving. Writing things down can help the brain transition from fast to slow thinking.

*The subconscious mind: The subconscious mind stores huge amounts of information and helps the brain make sense of the world. Instinct comes from the subconscious mind and can help tip the balance in decision making. The subconscious mind is also the storehouse for positive thoughts.

*The superconscious mind: The superconscious mind represents a deeper level of the subconscious mind. This is where insight, intuition, and breakthrough thinking dwell.

The best thinking happens when people learn to use all three of their minds, taking time to gather and absorb information, process it in a thoughtful way, then relegate it to the subconscious, trusting that the superconscious will help reveal a solution.

PRACTICE TWO APPROACHES TO THINKING

People’s thinking styles impact their levels of creativity. While every person’s thinking style is molded through experience, each individual also has the power to alter the direction of his or her thinking toward more creative thinking.

Mechanical thinking, which is narrow, rigid, and inflexible, lies at one end of the thinking style spectrum, while adaptive thinking, which is flexible and open, lies at the other. The goal is to move from mechanical thinking to adaptive thinking. By deliberately suspending judgment, asking probing questions, and working toward an optimistic and positive attitude, individuals can become more adaptive, and thus more creative, thinkers.

PRACTICE LATERAL THINKING

People tend to think in a linear fashion, with one thought logically following another. However, to think creatively, people need to learn to thinklaterally — to consider totally different and unusual solutions from what is typical or logical.

Lateral thinking can be developed by:

*Reversing keywords: Word play (like labeling a problem as an opportunity) can change a person’s mind-set.

*Restating the dominant idea: It is helpful to consider an issue from a different context or a different perspective. This is similar to the concept of “standing in someone else’s shoes.”

*Focusing on the customer: Too often companies are focused on product development rather than customer development. Knowing and identifying with customers, then developing solutions from their perspectives, is a more lateral approach. Businesses should focus on how they can develop (in other words, improve) their customers’ lives.

*Fantasizing: People can visualize a world in which all obstacles to achieving their goals are gone, then imagine how those goals would be achieved. Solutions are often leveraged from those imaginings.

HOW THE MIND WORKS

The mind is an incredible information processor, taking in information from all five senses. The mind processes information for creative thinking through three main methods:

  1. Visual (seeing).
  2. Auditory (hearing).
  3. Kinesthetic (doing and “feeling”).

Each person’s thinking and learning style is dominated by one of these three methods. Even though one will naturally dominate, to boost creating thinking it is good practice to pay attention to and use all three — especially when sharing information with others. People should know their own dominant methods, and leverage those in self-learning, as well as adapt teaching and information sharing to others’ dominant methods and styles.

SYSTEMATIC PROBLEM SOLVING REVISITED

One of the goals in problem solving is to keep emotions out of the process so as to arrive at the best solution. Below is an expansion on the step-by-step process to problem solving that helps ensure objectivity and the best results:

  1. Assume a logical solution. Maintain a sense of calm and the belief that every problem can be solved logically.
  2. Use positive language. Reframing a problem in positive terms (i.e., as an opportunity) encourages creative thinking.
  3. Define it clearly. Getting clarity on the situation ensures that efforts are targeted in the right direction.
  4. Diagnose the situation. It is important to know if the issue is a one-time situation or something more systemic that requires broader change.
  5. Expand the possibilities. Look for all possible resolutions to make sure nothing is missed. A thorough investigation is an objective investigation.
  6. Make a decision. Typically a solution will emerge if the previous steps have been performed properly.
  7. Assign responsibility for action. Without accountability, the best solution can go by the wayside.
  8. Set deadlines. Establishing a time frame for execution ensures the solution is more than simply a topic for conversation.
  9. Take action. Solutions without action are wishful thinking.

TALENT MEASUREMENT & ASSESSMENT

Standard

TOOLS OF THE TRADE

Part of the reason that many businesses struggle with talent measurement is because they do not know what measurement methods and tools are at their disposal.  Considering the following eight measurement methods:

1. Tools for sifting candidates. Sifting tools are a common component of many firms’ hiring processes. Typically, sifting tools are used in the early stages of the hiring process as they allow a business to narrow down a large pool of applicants. These tools can be preprogrammed algorithms or scoring systems that select the best résumés from the pile.

2. Interviews. Research shows that well-conducted interviews lead to accurate hiring judgments. While interviews do not measure a person’s competencies, they are shown to successfully gauge their social skills and experience. For interviews to be effective, businesses must ensure that they have structure. The biggest problem with interviews is that they are subject to interviewers’ biases.

3. Psychometric tests. Psychometric tests are questionnaire-based tests that evaluate factors like intelligence, personality, and integrity. When crafted well, these tests have been proven to be quick, cheap, and accurate. The most common problem with psychometric tests is that many do not have enough research to back up their accuracy.

4. Assessment centers. Traditionally, assessment centers are composed of multiple assessors who observe a group of participants over a series of exercises and tests while rating their competences. They offer a rigorous process that involves multiple perspectives. The limitations of assessment centers include the decline in their validity and the travel costs of sending candidates.

5. Situational judgment tests. Also known as “low-fidelity simulations,” situational judgment tests (SJTs) present people with realistic work scenarios before asking questions about them. SJTs can test people’s behavioral tendencies or their knowledge. Although they are easy to run, SJTs need to be well designed to deliver good levels of validity.

6. Individual psychological assessment. There is a lack of evidence to prove the benefits of individual psychological assessments. However, many organizations like to use this talent measurement process to determine if mid-level to senior executives are ready for promotions. It is an excellent way to evaluate an individual’s “fit.”

7. 360-degree feedback. This measurement method evaluates a person by asking a range of their colleagues to answer questions about them. The questions are designed to measure people’s competencies or their performance levels. The feedback received from the people questioned is generally regarded as fair and valid. However, the method usually fails to distinguish high performers from poor performers and is inefficient in that many participants interpret their ratings of a person as how much they like them.

8. Work sample tests, simulations, and games. Along with simulations and games, work sample tests have been found to be fair and capable of predicting performance. It is best to use this method in the recruitment process, particularly for skilled or semiskilled roles. The main limitation to this method is that if the design of the work sample is poor it is rendered ineffective.

HOW CAN YOU DETECT LIES

Standard

Body language is very helpful when it comes to detecting lies, but it is not the only method people can use. There are 30 non-visual cues that can be used to aid in the detection of lies:

  1. Unusual eye contact
  2. Pupil dilation
  3. Change in blink rate
  4. Eye blocks (touching around the eyes)
  5. Blushing or blanching
  6. Fake smile
  7. Retracted lips
  8. Duper’s Delight (a fleeting smile after an untruthful statement)
  9. Under- or overproduction of saliva
  10. Nose touching
  11. Mouth touching
  12. Vocal cues
  13. Clammy palms
  14. Foot movements
  15. Unusual stillness
  16. Pacifying gestures
  17. Decreased illustrators (using fewer hand gestures)
  18. Hidden hands
  19. Nervous laughter
  20. Cathartic exhale
  21. Fidgeting
  22. Gestures after words
  23. Partial shrug
  24. Torso shield
  25. Distancing behaviors
  26. Forward lean
  27. Foot locks
  28. Longer or shorter response times
  29. Frequent and shallow breathing
  30. Throat clearing

POWER Communication

Standard

Screen Shot 2015-11-13 at 6.14.08 pmPOWER notes are:

* Personal

* Optimistic

* Written

* Effective

* Relational

To write successful POWER notes, individuals must follow seven steps:

  1. Use personalized or monogrammed cards to make notes more special.
  2. Use blue ink to make notes look original and positive.
  3. Use the word “you,” but avoid the words “I,” “me,” and “my.”
  4. Be specific and compliment the character or a unique quality of the recipient.
  5. Utilize the power of positive projection by identifying a trait they want to improve and expressing respect for the recipient’s similar traits.
  6. Focus on handwriting, making sure that the text slopes slightly upward and to the right.
  7. Use the P.S. as a call to action (e.g., “P.S. Give me a call next week!”).

Engaged employees

Standard

Highly engaged employees know that their contributions and levels of engagement are significantly influenced by how they approach their work. A person contributes within an organization in five ways:

1. The Private: Like a military soldier of the lowest rank must learn, the basic requirements for making a contribution are first to show up and then to follow through. Sadly, those employees who do indeed show up and follow through could outperform over half the working population.

2. The Learner: When acquiring knowledge and skills needed to perform the basic and building tasks, learners must be willing to observe, ask for and receive feedback, and practice until they can accomplish those tasks on their own. They have to be coachable.

3. The Expert: As they accomplish tasks with expertise, employees build confidence and increase their level of engagement. They deliver high-quality results with a sense of pride and ownership.

4. The Coach: Expert employees naturally have the opportunity to become coaches by training, mentoring, guiding, and developing others. Highly engaged employees make deliberate plans to do so and set these goals as personal priorities. Thus, they multiply the scale of their influence and magnify the impact they make to the organization. They unselfishly seek to help the motivation and development of others.

5. The Visionary: Highly engaged employees choose to become visionaries, seeking opportunities and solutions to build the future. They understand that success is never final and that continuous improvement is a way of life. They want to make a difference and contribute to the progress and direction of an organization. They anticipate trends, network with others inside and outside the organization, and bring people together to solve problems.

As employees progress through the different levels, they spend more time behaving in ways that increases their contribution and value to the organization, as well as their level of engagement.

Leadership and Organisation Effectiveness

Standard

Screen Shot 2015-02-15 at 8.38.45 am

I presented my research work in International Conference, describes the Leadership Style and Organisational Effectiveness in Delhi NCR. Attempt was made to determine if there is a significant relationship between leadership styles in relation to Organisation Effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and Organisational Effectiveness questionnaires. The data indicates that in Delhi NCR: (a) leadership styles included directive, supportive, participated and action oriented leadership. The most common leadership style among is directive leadership style. (b) there is no relationship between directive leadership styles and organisation effectiveness. (c) There is no relationship between action oriented leadership style and organisation effectiveness.

Keywords: Leadership style, Organisation effectiveness

1. Introduction : Success or failure of organisations, is a result of both the leaders and followers’ roles (Avolio & Reichard, 2008). In management and organisational behaviour literature, the focus is largely on the concept of leadership (Shondrick & Lord, 2010). Dixon and Westbrook’s (2003) findings validated Kelley’s idea of the existence of leadership in all organisational levels. It is believed that a focus on leadership will enhance our understanding of the leadership process because the operation of each is dependent on the other (Henry, 2012).Paper focus on 4 style of Leadership

Directive leadership is task-oriented and includes setting performance goals and reviews, facilitation, discipline and rewards.Supportive leadership is people-oriented and describes a friendly and approachable leader who creates a pleasant work environment based on mutual respect, no hierarchy, and employee satisfaction. Participative leadership involves employees in decision making and encourages employee suggestions and involvement. Achievement-oriented leadership involves employee performance reviews, including goals, efficiency, improvement, responsibility and accomplishment. In this model, the relationship between style and effectiveness, relates to employee characteristics and the employees work environment.

 Anubha Walia is an International Trainer, Facilitator and OD Specialist is a founder of PrisScreen Shot 2015-01-11 at 4.14.00 pmm Trainings & Consultancy, specialises in Human Process Facilitation carries  rich experience  in Trainings & Quality. Her expertise includes Human Process intervention, Followership & Leadership, Team building and Quality Change Agent specialist. She is actively engaged in research work on Followership (first lady from INDIA) and associated with prestigious international clients in various Human Process Intervention programs  specifically to improve the business performance, team building & workplace transformation, acquired proficiency on creativity and uses her potential to nurture clan and generation. https://sites.google.com/site/anubhawalia   about.me/anubhawalia

If you want to read full paper, please mail me at anubha@prism-global.org. visit http://www.prism-global.org