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Saga Consulting conducted a Public workshop on ’Train the Trainer’ theme at Ramada Hotel from 28 th to 30 th April 2016. 15 participants from a variety of companies were taken through the concepts and hands on practices of training. The highlight of the program was interaction with experts such as Mr.Gopi Nambiar, Former Executive Director, Pernod Ricard India Pvt. Ltd. , Mr.Sekar Arora, Ombudsman of Ashok Leyland Ltd. and Former National President – ISTD and Dr. R.Karthigeyan, Current President of ISTD- Chennai chapter.

Induction of Mr.Gopi Nambiar – Certified coach – Neuro Leadership Institute and Mr.Manohar Rajan-Certified Coach - Coaching Federation of India as Resource persons in the Coaching practice of Saga Consulting.

May 3 rd saw Shri J.X.Gregory- Director, Saga Consulting meeting Dr.Natarajan – T A Pai Management Institute, Manipal over breakfast. Dr.Natarajan invited Saga Consulting to propose an approach to develop professors and faculty of the institute as Coaches and Counselors.

M.S Cholamandalam Insurance had organized an All India Legal meet on 3 rd May at MGM Resorts, ECR. Mr.J.X.Gregory - Chief Trainer took over 72 employees through a days learning on Negotiation skills-`Negotiate, than Arbitrate’.

Team Saga visited AllSec Technologies Ltd. on 10 th May to formally complete the process of Certifying the Internal Recruitment team for the use of Assessment Center methodology in selecting right. Mr.Vaithianathan congratulated the efforts of the team and invited Saga Consulting to propose a ‘Team Lead Development Program’.

LEVERAGING YOUR CORE

It is my belief that ‘What People come with in to this world is something unique’. Each person has at least one core competency to impact the world with .It is those who identify this core and work towards bringing satisfaction to others through that core who really become winners.

It is important to understand the core from the theory of Morph. When a Fetus is born in the womb of it’s mother, depending on the part that is formed first the core or the potential of the person is determined. Thus a fetus could be born first with either it’s Head, Torso or the Limbs.

Babies born first with their Head (nervous system, skin, nails etc) are known as Ectomorph and are seen as having large heads with broad fore heads. They are essentially born with propensity to use and deal with their minds when coping with their environment. As such they are very clever in dealing with facts and reason with logic. They are extremely evaluative and measure everything in units and standards. These ‘Thinkers’ are capable of analyzing complex information and infer and arrive at things in a hardheaded and unemotional manner. They grow in to such roles and functions requiring churning out data and crunching numbers such as in the Finance functions or a Market Researcher or even a Statistician.

There are babies born with their Torso (stomach, intestines, and heart) first and who grow up to be broader or rotund around the middle. These are known as Endomorph and their uniqueness lies in their emotional intelligence. Unlike the Ectomorph, the Endomorph is an emotions or feelings person. They deal with their environment through the use of their own and other people’s feelings. These endomorphs have the great ability for empathy and can relate well to a variety of people. They understand the ‘logic’ of emotions and can understand the underlying distress of a mob or the significance of the unspoken word or gesture. These people grow up to be actors or playwrights, or Guest relations Executives or even Human Resource Managers in large establishments. Their ability to solve human issues or respond to human dynamics or conflicts is their main forte.

Similarly the babies born with the limbs are the Mesomorph and their intelligence is purely physical. They have tremendous abilities of the five senses and are extremely good in coordinating their limbs to get to the end result. These people are often seen in excellent physique with broad shoulders and lean hips and streamlined legs and hands. They are fast paced in action and are a bundle of energy as they use their five sensors to deal with their environment. They turn out to be good athletes or construction engineers. They may be good at shop floor management calling for daily dispatches and continuous operational decision-making and problem solving of a practical nature. They are good people to have on board for the sheer strength of physical energy expended and the speed at which they perform their tasks.

There is a Fourth basic competency called Intuition which is not specific to any one of the above mentioned morphs and which can very well be a powerful combination of any one as well. This Intuition ability is the logic of the ‘unknown’. Ideas and thoughts or concepts evolve from no specific point and occur to the person as hunches or vague notions. The Intuitor follows the notion to find or discover a whole new world beyond the stated facts or reality. This is the Intelligence of James Watt who saw the Power of steam in the kettle lid. It is the ‘hunch’ that Columbus pursued to discover America in a ‘Flat world’. This is the realm of ideation and creativity and it is the fuel on which inventors and entrepreneurs survive. (Each person has a dominant core which dos not mean he lacks in the other competencies .Simply stated the person prefers the use of a specific competence more than the other competencies) In this backdrop you may well ask ‘WHAT IS YOUR CORE?’

The Core is what comes to you easily with out an effort. The Core is what deeply interests you. Pele was beaten black and blue by his father every time he caught the lad playing football with out going to school. Pele took all the beating because ‘playing football was worth it’.

When dealing with an activity which engages your Core, you are not conscious of time, discomfort, hunger and basic urges. In short, your physical, emotional, intellectual and spiritual Being is collectively involved with that activity.

When dealing from your Core, people see you at your Best and you are happy and involved and look for the intrinsic satisfaction in what you do than what the activity gets in return.

Success profiles the World over talk of their Job ‘as the only thing they ever wanted to do. ‘The concept of life was never to separate their economic activity from their personal life goals. Instead, a career was seen as ‘living one’s values and vision through work’.

Bringing home the bacon was important only after the basic need for ‘Self worth’ and ‘Social esteem’ was satisfied. There was never a compromise on this fundamental no matter what the compensations were. Today don’t we experience a multitude of managers who put up with a lot and come home de-energized because 'the home stove needs to burn’? The casual conversations and the cafeteria back bites tell of stories of people who just need to hang on to ‘this stupid job’ until some thing else comes along. These people would never find ‘that dream job’ as they have not yet touched their Core.

They have not experienced their ‘Core’ as they are caught up in the activity called ‘Cope’. They are pushing one painful day of drudgery and monotony after another. They are constantly vying to satisfy their ceaselessly demanding Superiors. They are, in short, caught up in the act of ‘Becoming’ rather than in the ‘Being’.

People who understand their Core have terrible bosses- themselves. They set for themselves high standards that only they could surpass. They never work a single day, nor for the money or for any one.

They do so because they like to engage in those activities, which gives them challenging opportunities for innovating on new uncharted territories. They put themselves on an edge where new methods and approaches need to be tried constantly. They are never in despair as they exude self-confidence and take each failure as learning. They are their own critics and never stop at a success. They are normally discontent – constructively.

So how can you realize your Core?

Rule 1: Discover your self first before you try and discover the world.

One of the pithy and poignant points that I have come across in dealing with middle cadre managers in their middle age is that: ‘I don’t know where I am and where I am headed?’ This is because most of them chose careers from out of what was available outside without asking first ‘What is it that I want in life’.

Rule 2: Dare to dream. The problem with most people is that they separate their heart filled desire from actions and fulfilling a self-proclaimed prophesy saying dreamers don’t get there. There is never an aorta of truth in that statement. All major accomplishments had a deep seated and longing desire with in the person who wanted it ‘like Hell’.

Most people want the simple and easy things in life and they end up getting exactly that. But the real Winners are those who went beyond their circumstances and thought it possible to achieve what others could never have thought of.

Rule 3: Just do it. Between your dream and your actions there are a number of negative Voices and Influences which will come packaged as words of wisdom, well meaning advise but mostly ‘can’t be done’ comments. This is a moment of truth. Do you believe them or – yourself? The step of NASA, the Voyage of Columbus and the Flight of the Wright Brothers are a few examples in their times where reason said not. They just went right ahead and did it.

Rule 4 : Learn-continuously. If you are in the right job, good. But that’s only the beginning. Life is dynamic and jobs change and the competence required of them even more. Yesterday’s success is gone and tomorrow’s success depends on what you learn today. The good old saying is ‘If you think getting to the top is difficult- try staying there’. In order to stay on top and growing, one needs to constantly re invent one self.

Just as you peel your clothes off every day to discover a new you, so too with competencies. It’s called Self Actualization and the name of the game is to learn how far you could go and what it takes to discover all the hidden potential in you. This requires openness and a deep desire to continuously experiment and learn with a child like curiosity and wonder. Somewhere as people specialize and go deeper they can see the inter connections between so many varied disciplines. At that moment of discovery there is Knowledge heightened by Wisdom. This transforms the way the Guru perceives and responds to the world.

At this stage The Core is really experienced. At this stage, the Spirit takes over, so much so, there is a subconscious response to the external stimuli

There is very little pause between Thought and Action. Between ought to and will do. This is the stage of ‘Being’ having transcended from the stage of ‘becoming’. This is the stage when the art cannot be separated from the artist. The stage where the Act is more gratifying than the rewards accruing.

At this stage ‘You have definitely arrived’.

In summary, each living being is created for a purpose with a competence to serve the society at large. Each person there fore needs to find the Core Competency of his being whether he is a Thinker, Feeler, Sensor or Intuitor. The key is to discover one’s core. Having dared to dream of what he could become. Acting on his conviction and learning continuously are the ingredients of getting to realize who you really are. And what is the great purpose God created you for.

RIDING THE WAVE – What the future holds for the young manager.

“ There is a time in the tides of men when taken in the flood leads him on to fortune”- un quote Shakespeare. Nothing is more true in today’s context of what the Bard said several hundred years ago.

In business and politics, people at all stages of life need to cope with situations that are tidal in proportion. Winners see the opportunity as “Surf’s up!” and ride the wave to success. Others get flooded and over whelmed. This article purports to provide a peep in to the future to enable managers to better cope with the emerging situation.

In the eye of the storm:

A shrinking world : Two decades ago when I went to a Business School I had to stay in the hostel. I remember the cross-cultural differences and conflicts that needed to be handled to deal with students coming from across the country. It was tough as well as exhilarating .Getting together and working towards a common goal was both complex and challenging. Today, the young manager needs to deal with cross-cultural differences across the globe. His customers need to be understood in their context and responded to make business sense –all in matter of hours . With converging technologies and ever increasing needs for partnering for prosperity, today’s young managers need to transcend cultural barriers. They even have to collaborate with rivals to stay in business.

Speed : The typical utterances of yesterday of “ I want it now” has changed to “ I want it yesterday”. Sony Corp has products developed today for the year 2012 clearly differentiating themselves from the nearest rival by “Time”. Technology enables service providers to extend loans and credits over the phone in “minutes”. Product Development Cycles have been squeezed from months to weeks emphasizing the need to be there “first”.

In this scenario, the young manager needs to meet impossible odds “in time, every time”. This is the strategic edge that Winning Organizations design in their delivery process and the Swift and the Responsive are retained.

Information age : There is no information that cannot be accessed in the world. Even the Pentagon has been known to be hacked into by clever computer geeks. Knowledge obsolescence is faster and wider in almost every field. The implications are that if you miss the bus in this super highway of Knowledge, you could be termed passé by other Knowledge Workers and passed over.

A Political cauldron : The increasing awareness on Human Rights and lobbies that have grown powerful has placed business in the edge of another precipice. Consumer rights, child labor, employment discriminations among others have to be sensitively avoided. Similarly, the empty coffers of Governments require corporate participation in community development and responsibilities to society far beyond the Balance Sheets. Every action of the young Manager needs to address social concerns while keeping the Company viable and growing.

Population-talent Paradox : In a population of 1.2 billion, the active employable critical mass is only 20 crores to churn the wheels of industry and stoke the flame of enterprise. In this paltry population, the managers of today need to fish for talent and retain the best at all costs.

Size matters : The typical Corporate of Tomorrow are Burly, Huge, and Aggressive Monoliths (BHAM) with deep financial pockets and influence spreading across continents. Take the Cement Industry in India. The Industry experienced a consolidation from thousands of companies a decade ago to a few hundred major players currently. The Big Fish will rule the seas. This means that Managers need to be savvy not only in business but also in their ability to manage Large Corporate affairs and in Organization Development.

Economic Value Add : Each position in the company is being scrutinized for relevance and more importantly on the “economic value additions”. Those that are not required are mercilessly “re-engineered’ or “ sub-contracted out”. The implications are that each manager needs to constantly enhance the quality and quantum of contributions expected of his position.

Slow erosion of family values : With more and more attention required in the business, most young managers find themselves disconnected from their spouse, family and friends. The balance gets tilted towards the grooming of the Economic Person than the Social and The Spiritual.

How will the young managers deal with issues of their young ones, the needs of the aged, the emancipation of the down trodden in their society amongst many other roles that life demands of people?

Quo vadis :

One of the songs of the group Crosby Stills Nash and Young goes “ Where are you going now, my Love? Where will you be tomorrow? Will you bring me happiness? Or will you bring me sorrow? “

This song is appropriate for the Young Manager to address her needs today where :

  • Company loyalty is a long service award for continuous employment for three years. There are no more mutual bonds and emotional leverages in most employments.
  • What is the meaning of employment? Is it the same as “employability” What then should the manager do for Employability?
  • What kind of Talent is required now and in future to ensure Employability?
  • Where compensation gets defined more and more by contribution, how will the future managers ensure consistent results in more hazy environs?
  • Especially in an era where numbers of “ hands” are frowned upon, how will young managers make the strategic edge and differentiate themselves in their performance?
  • Will Intellectual abilities be sufficient in the coming years with out a great abundance of emotional quotient?
  • Customer orientation is now a universal responsibility and the young manager needs to satisfy the strident demands of the customer first before responding to his internal organization
  • Add to this the Computer Literacy as the unstated minimum as a competence. Speed and accuracy are defining minimums of the performance and the manager has to meet this and beyond.

Having seen the challenges ahead, let us take a view of the winning profiles of future managers.

Winners of tomorrow :

  • Ownership and accountability : I have consistently heard one refrain from over a dozen CEOs who say they want leaders down the line who say ”the buck stops here “ .They want them to take complete accountability for the results on themselves as well as on their people. This is one Leadership quotient that is rare and one that will endure over the turbulence of tomorrow
  • Targets plus : The real winners are those who take the lead and initiate new things constantly with a sense of experimentation and wonder. They are those who have an abundance of physical, emotional and intellectual energies for creating something out of nothing- the spirit of enterprise. These people write their own goals which are normally in far excess of their assigned targets
  • Least of your brethren : The best of Teams are determined by the performance of the least of the members. The winners of tomorrow need to realize this fundamental truth and behave like coaches and counselors than as Managers .They need to be empowering their members for higher levels of performance. Along with this comes the need for Individual accountability while ensuring a seamless delivery combining functional expertise. A pretty tall order of complexities – but that’s the reality.
  • Self-motivated : Managers of tomorrow derive their purpose and mission from within and take responsibility for their own growth and development. Their self-vision is passionate, colorful and compelling and sets them apart from the rest. In all these, they find jobs that address their ‘core competence’ so much so they never work a single day in their lives.
  • Leadership : These managers pursue a ‘Center of excellence’ and have the uncanny ability to synergies with other COEs to blend and produce World Class Products, Processes, and Services.

In summary, every future manager is as good as his last project. Also, if you did what you did yesterday you will get what you got yesterday - Improve.

Your competence is the only thing that feeds you - is your core relevant today? Tomorrow? Sure, Money motivates- Inspiration is something else. Inspire.

If you are not thinking of day after tomorrow, you may end up not coming to the office tomorrow –Be Proactive There is a giant deep with in you - Explore

The terrible times currently are an opportunity – Exploit

If you think you can, you can - Engage.

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