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links for 2009-08-14

14 Aug
  • 2 awesome links to adaptations of the greatest epic ever (Mahabharata)
  • On this 62nd birthday of free India, as we move towards our own financial goals, some of us who have benefited from the economic freedom of the last two decades and have the ability to reach out a hand, should. Each one can easily free two.
  • There are two lessons here. One, a lot of the debate on government programmes tends to focus on how much money is being thrown at a particular problem. Corruption is a constant. But equally important is the incapacity to use taxpayer money well and deliver basic services.
    Two, a system that cannot do its basic job well enough still wants to stretch itself and do stuff that the private sector is quite capable of doing, especially running enterprises that in the case of the public sector are usually loss-making.
  • Here are four myths about talent management that companies need to tackle in order to ensure that they make the best of the current tough times.

    1. It’s easy to find talent in a tight job market:

  • The challenge is in figuring out which kind of critic is worth paying attention to as you create your product or service. In a business to business setting, pleasing the gatekeeper and the bill payer is essential. On the other hand, pleasing an angry blogger might not matter at all.
    In our desire to please everyone, it's very easy to end up being invisible or mediocre. Far better to please the right people.
  • 1. Unbeknowst to managers, employees could be using narrow interpretations of “process”, telling customers how to bypass processes that they deem silly instead of telling their managers, being unimaginative about making quick revenue/ profits or just driving the customers around the bend.
    2. In the process, they may be losing revenue and destroying goodwill, neither of which a business should really have to experience.
    Do you know what’s going on at the coal face of your business?
  • It is accepted that no team or organization can function without a functional hierarchy. There has to be a designated leader or leadership. The role of the designated leadership is: To define the destination and to ensure that everyone in the team has clarity of the destination. More importantly, everyone in the team must by aligned towards reaching the same destination. This alignment…comes only out of the realisation that reaching the destination along with the team within the given time, will make me a winner…
    Once the journey starts, let leadership evolve based on who has the maximum clarity and familiarity with that particular part of the journey. If the person who defined the destination decides to lead at every step of the journey, the journey may not be as effective as it can be….Competencies can be conditional and may vary but commitment has to be consistent and unconditional.
  • once the destination has been decided and the journey starts, leadership must evolve according to who knows that part of the journey best. If the person who decided the destination decides to lead throughout the journey, the journey may not be effective and the team my not reach the destination as planned. An effective leader must know when to step back and enable leadership in the team, based on situational competence, rather than leading directly all the time. A capable, confident leader also does not feel the need to prove that he or she is better than everyone else in the team in every task or situation.
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Posted by on August 14, 2009 in Links

 

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