Showing posts with label Competency. Show all posts
Showing posts with label Competency. Show all posts

Tuesday 11 August 2020

Misconception about empathy and performance

 Misconception about empathy and performance

(Emotional Management for Personal & Professional Growth Series)



One of the responses for last week's discussion on "empathy or looking at the things from other's views" is that if we start looking at things from other's views, that leads into lenience and, in turn, mediocrity in the performance, particularly in a professional environment.

We need to understand the slight difference between empathy and being lenient.

Empathy means we listen to other's views and recognize the cause in it. That does not mean that we are accepting the consequences as such.

For example, let us imagine a typical scenario in the workplace,

One of your junior colleagues on a particular day left the office early due to personal issues. He/she may be the authorized person for a financial transaction, and he/ she had not delegated the task to anyone on that day. Due to his/ her absence, the important financial transaction did not happen, which affected your organizational performance.

In this scenario, as a manager/leader, what choices you had the next day when the junior colleague reported the duty?

Choice 1:

You might have displayed your dissatisfaction with the performance without listening to his/ her situation. In this process, both of you experienced negative emotions or hurt personally.No learning from low performance.
 
Choice 2 :

You might have listened to personal issues, and both of you felt sorry about the performance. In this process, you are lenient and accept mediocre performance.
 
Choice 3:

You might have listened to personal issues, acknowledged it and you might have assertively conveyed your dissatisfaction and his/ her lack of delegation to the work. You made him/ her responsible for not completing the task.He/she might have learned from the mistakes.
 
Choice 3 is the appropriate method of understanding others and ensuring the right management process in place.

Most of the time, we are witnessing either choice 1 or 2 in which mediocre performance is encouraged.

 i recall an incident that happened to me some years back. I drove my car first time in a new city and violated the signal as I was not familiar with the signal points and free left etc. A traffic policeman stopped me and got my license. I briefed him about my first-time driving and lack of awareness about the signal points. He listened to me and advised me to be careful in city driving. But he was firm to charge me fine as punishment and I also paid. In my view, the policemen were very empathic about my ignorance but, at the same time, firm on his duty. That is what required for the people who are at the commanding level as a manager or leader. Just imagine if the policeman displayed choice 1 or choice 2  behavior, then we both were not doing justice to ourselves as humanity consideration or duty consciousness.!
 

The point is being empathetic does not lead to lenience; you need to be firm on your role as a leader in a professional environment for ensuring performance!

Friday 29 March 2019

Leading through developing others


Having discussed the three phases of leadership development viz, Leading self, Leading others, Leading through  Result, the final and 4th phase of the leadership development process is “ Developing others.”

What is meant by developing others?  

In a professional setup, developing others means your intention to spend your time and energy to develop others in terms of professional competency enhancement.

The efforts could be on any or all of the following areas.

1.Imparting the knowledge or sharing your experience with your team or next generation
2.Facilitate for skill development or applying the knowledge by your teammate
3.Giving your feedback or coach others to inculcate the right behaviors for growth
4.Being available for mentoring or guiding others by offering your perspectives


Since as a leader, you have grown up in a career ladder through your competency, now it is your turn to lift others to your level of competency. That is the development of others.
 
As I have observed in most of the organization, people are inclined enough in developing themselves, delivering results as part of leadership development, but not giving equal importance on developing others except a few people who have a genuine interest on others. This scenario is not by intentional, but due to lack of awareness and misconceptions of development.

In some organizations, there are systems and processes of developing others as a necessary process, and there is a governance mechanism to ensure people are spending time on developing others. However, developing others must come within as part of giving to others, and it is a moral responsibility of everyone who has grown up on the professional ladder.

Let us discuss the following aspects  of developing others in the coming week
  1. Why do we need to develop others?
  2. Misconceptions in developing others
  3. Methods of developing others
  4. Insights on giving feedback
  5. When is coaching required?
  6. Need for being a mentor to others
 
Have a great week till then!

Wednesday 15 August 2018

How to accelerate your career growth?


Generally, in our country, we are associating our identity based on our profession. You might have come across retired people also cherish and claim their status based on past professional accolades or achievements only. Even we introduce ourselves to others by quoting what we do. That is inherently we perceive job is essential for self-identity (saints or philosophers are exceptions!) 

Also, except a few who born into a wealthy family, for most of the people, survival, wealth creation, positional status, respect in the family and society comes from the profession only. The profession could be either working self (business)or working for some as an employee. In any way, we get our happiness, wealth, status, lifestyle, practical knowledge, wisdom from work only. Unlike the western style of theory, we can not separate work and life separately. Both are interrelated.

If you take the average life expectancy of a person is 68 years, then likely 50 % of the life time, we are spending our experience with a career and its related activities. When we give 50 % of our lifetime to our profession and all materialistic and personal development occured through the profession, 
how can we accelerate the professional growth in a right, ethical manner so that growth will help you and others?

Many types of research are going on professional or career growth. However, would like to discuss some perspectives on the science of growth in a professional environment 

Generally, the pace of professional growth differs according to one’s educational qualification, exposure to a different learning environment, industry served. However, given the potential, there are TWO FACTORS  as demonstrated by you determines your consistent growth. 



1.Focusing & Producing Results
                AND
2.Building Relationship with others  


You must notice that both factors are equally required for long-term, consistent growth. It is not either or condition but both.

You may relate to your known/senior colleagues who have grown consistently or the person who has not grown in line with their potential.
In case of a slow growth-oriented person, you may realize that either one of the factors was lacking w.r.t reference to their position. Either they might be competent in their functional domain but lacks on soft skills or they are good in dealing with others, but lack of competency or in delivering a result.
In case of consistent growth-oriented persons, you may realize that they had balanced both factors during their career path.

Balancing of what you deliver and how you deliver are equally important when others consider you for next level growth.

For example, if you are a manager, it is expected to produce results as expected at your level and also to behave in a  certain maturity at this positional level. When you lack to produce either result or lack to display some level of relationship maturity, your growth to the next level, say senior manager in a typical case, delays or stops at the manager level only.
The point is you need to balance both and demonstrate what is expected at your existing position decides your next level growth.

Now, the 
action is to look at your career graph, given your qualification, age, years of experience, are you growing consistently? If you answer is "yes", you are balancing both w.r.t to your position and strengthen it further. If your answer is “No,” try to understand where you need to improve either in RESULT or in RELATIONSHIP instead of pointing others.

Let us understand further on the definition of RESULT and RELATIONSHIP and their drivers.



As discussed, one of the factors for accelerating career growth is consistency in result w.r.t to the position. Let us understand the “ expectation on result and enablers of result orientation.”

    One of my known friends was exceptionally done well at a managerial position, and his boss impressed with his performance and elevated to General Manager level. The boss expectation was to develop the business to the next level using the person’s capability. Here the expectation is to deliver business results. After some time, the boss became unhappy with his performance since my friend still behaved and delivered the result as a functional manager. When I observed and interacted with him, I realized, he was not equipping himself for the new set of deliverables.

      Here the issue is conflicting between the expectation vs. reality and no development efforts to improve the performance w.r.t new role. The approach must be the friend must enhance his knowledge, skills, and attitude towards business development and deliver result than being complacent with legacy or functional delivery alone.

      The fact is the RESULT is a  function of your knowledge about your industry, business, customer,  domain expertise, skills and more importantly your attitude in line with your position. When you are growing in your career ladder, you need to equip yourself on knowledge which is required for the job and your perspective. Also, your skills like problem-solving capabilities, communication, decision making also need to be in line with the expectation of the position. To sum up, your 
COMPETENCY has to be enhanced to deliver RESULTS w.r.t your position. When you are not developing your competency, your growth stops.

Hence, enhance your competency to deliver the result as this is the only shortcut for accelerating growth. 

Let us discuss “ Relationship “ factor and the enablers.

As discussed, the other factor for accelerating career growth is “ Building relationship with others”.


When we say a building relationship with others in a professional environment, it is all about how you are relating with others. Equally, how others feel when they approach you,interact and work with you in a professional setup.

Enablers of building a relationship from your end :

Respect others as such and their time  &  privacy
Giving your undivided time  to others when they need (approachability)
Helping others with your presence  or with your competency

How can you develop your relationship quality with others?
1.    Knowing more about yourself
2.    Developing your emotional intelligence
3.    Improving your communication skill as a lifelong exercise
Building a relationship is not a one-time effort. This calls for consistency.

When you are growing in your career ladder, your soft skill in handling people matters a lot along with Performance.

The action is to identify your weak spot in developing a relationship and work on that to accelerate our career growth!  

Accelerate your career by balancing result and relationship!  
 


Wednesday 27 June 2018

Why do we respect some people most?

We do come across many people in our lives as friends, colleagues, teacher, mentor, boss, and relatives. Generally, we like all of them. However, we respect a few people with high regard. (Scan through your phone contacts list, you may easily count a few as highly respected people).Irrespective of age, positional or materialistic status, why do we respect some people most from the rest of the network?

The reason could be on two broad factors.
1. Their professional competency – technical/managerial knowledge and skill
2. Their character –friendliness, helping tendency, boldness or any other admiring qualities


Using the above factors, they might be consistently inspired others through their professional contribution or helped others towards growth or the way they came up in life. Because of their inspired action, we respect them highly. In fact, the respect is not given to them; they earned it from us through their consistent competency and character-building efforts.
 

Likewise, if you want to be regarded as a highly respected person in your life, you 
have to work on consistent character and competency building. Earning true respect is a long-term process.

Each one of us has rights and be deserved to be respected. Only, you need to commit to consistent capability and character building!
 

Tuesday 30 January 2018

Keep Investing in yourself


A bird asked a BEE, “After continuous hard work, you develop the honey, but a man steals the honey… Do you not feel sorry about that? Then the Bee replied,“Never... because a man can only steal my honey, NOT the art of making honey...”

In professional life, sometime you may face a situation someone takes credit for your work, and your recognition may get delayed.It is just got delayed, not denial.Those are temporary setbacks and your skill, innate talent is unique. No one can take away from it. You will get recognized for what you deserve and what you possess.

Those skill, talent, knowledge are acquired only by investing your time/energy in sharpening yourself through observation, reading, venturing into new things, exploring new opportunities and so on. Invest yourself and upgrade yourself. That will be with you always.
 Keep investing in your skill and talent development.That will be the permanent asset and high return on investment! 

Wednesday 7 June 2017

Why do we trust some people as leader?


In a professional environment, we come across a lot of people either as colleagues, subordinates, boss.Only a few people, we admire as a leader and have trust.With this belief, we sometimes even adopt them as our role model, mentor, guide, coach, and well-wisher.

What makes difference between others and leaders? Only two factors make us believe that they are our leader. One is CHARACTER and second is COMPETENCY.

The character could be boldness, firmness, approachable, attitude towards helping others and so on as we see as the positive soft factors.
Competency could be their functional and managerial skills like technical mastery, problem-solving skill, decision making, thought process and communication capabilities as we see as positive hard factors.

When either character or competence lacks with reference to their position, we start to disregard them as leaders and lose trust. Now, relate this to any personalities from your professional, media, politics or in sports background and you find that those who trusted as leader once upon a time lost their shine when they missed character or competency in line with their positional status!!!

The point is, in professional or business environment, if you like to scale up your career from individual performer to leader/role model, you need to continuously enhance your character and competency.This character and competency building is a lifelong effort as any professional growth demands.