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By: Lipi Agrawal
Disruptive envisioning will be the most critical leadership capability in the future workplace of India.
In a world disrupted, twisted and transformed by the rapidly evolving economies, demographics and ever advancing technologies, the world of work is slowly becoming even more complex. That’s the present, while the future could be far more complex and more so—uncertain.
In a global survey recently, PwC had shared insights into how people think the workplace will evolve, and how this will affect their employment prospects and future working lives.
In August, HRKatha had reported the four new worlds of work that could evolve by 2030, as explained by PwC’s global survey. Now, with a glimpse of the future, PwC in its latest report— Reimagining leadership: Steering India’s workforce in 2030— explains the essential leadership capabilities required to gear up for the future.
According to the report, ‘Disruptive envisioning’ will be the most critical leadership capability in the future workplace of India. This entails the ability to envision a future with multiple possible outcomes, while also having the courage to challenge the status quo and the openness to experiment.
The report calls out six new or emerging leadership capabilities including disruptive envisioning, multi-dimensional sense-making, orientation towards institution building, managing multi-dimensional diversity, personal credibility and talent magnetism that are critical for leaders to successfully navigate the new workforce realities.
At the same time, the three core capabilities of self-awareness, curiosity to learn and evolve, and building and nurturing networks will assume even greater significance in the future.
Chaitali Mukherjee, partner, people and organisation, PwC India, says, “The forces and trends shaping India and the business world have created paradoxes within organisations, which leaders of the future will need to navigate.” She believes that traditional models of development are no longer sufficient to help leaders act fast and effectively in unpredictable circumstances. Organisations will need to re-imagine the talent development experience at the top of the pyramid, in much the same ways as they do the customer experience.
Mukherjee shares that the leadership capabilities defined in the report are classified into two groups — core capabilities and emerging capabilities. “While organisations should look at core capabilities as the essentials they should hire for, emerging capabilities can still be developed. In addition, for a successful leader, while the core capabilities are like an ammunition, the emerging capabilities are what she/he needs to practice and implement on a day-to-day basis,” she says.
While the three core capabilities may already exist in most people, Mukherjee explains how the emerging capabilities are different from the way they may be perceived. Disruptive envisioning means having the mental courage to own and share perspectives, an ability to think non-linear while cutting through the noise. It also entails the ability to plan for multiple futures.
The 9 Leadership Capabilities are:
Orientation towards Institution Building
Managing Multi-Dimensional Diversity
Curiosity to Learn And Evolve
Building and Nurturing Networks
“By multi-dimensional sense-making, we mean the ability to connect the dots, and not just that but connecting the dots where things aren’t too visible. It’s about the ability to make meaningful assumptions and create new mental models,” she further explains.
About the third capability —orientation towards institution building — Mukherjee says that despite sounding a bit cliché it is the most critical of all capabilities. It is the ability to make the right choices while deciding on a growth path. “While some people simply choose to be winners, some people choose to make the organisation win and the latter are the true winners. It is this virtue that is extremely important for leaders and their organisations to succeed in the future,” Mukherjee opines.
Going ahead, she explains that while diversity may have become one of the biggest agendas for organisations across the globe, there is still an important aspect of diversity that is being missed out. Managing multidimensional diversity entails the ability to manage not just genders, race, ethnicities, and so on, but managing a workplace with humans and machines. Leaders now need to gear up to manage workplaces with an ability to emote with machines.
Last but not the least, Mukherjee explains that personal credibility is about the integrity of thoughts and actions. According to her, leaders need to understand that it’s not their past successes but the dependability that they display through their current behaviour, which matter. Talent magnetism is about leading without authority but having the ability to influence and attract talent.
In addition, the report asserts that while emotional and cognitive intelligence have proved to be critical to leadership success in the past, in the future workplace, ‘learning intelligence’ will be the new leadership edge. The learning intelligence quotient will need to be understood, measured and also incentivised within organisations.
Interestingly, about 66 per cent of those surveyed in this report believe that the onus for building capabilities for the future lies with an individual, while 61 per cent of respondents believe that critical exposure to diverse environments, including working with clients, partners and grass-root level organisations, will help leaders develop new perspectives and become accustomed to navigating the unknown and unpredictable.
Blair Sheppard, global leader-strategy and leadership development, PwC says, “The most difficult thing for the leader is going to be keeping an eye on the long-term perspective versus the short term pressures. It is the responsibility of the leaders to look into the future when making decisions today, to ensure they are solving the immediate problems, while also preparing their organisation for the future.”
By: Deji Akingbade
If you wake up dreading the thought of going in to work, it is probably safe to assume that you don’t enjoy the work you do or the environment in which you have to do it. Either scenario can be soul draining. However, since only you can decide what career you are passionate about, we will focus on how to find the best work environment to flourish in.
Your work will take up a good percentage of your life, so it is extremely important that you surround yourself with the right people, positive energy or mindset.
These 7 signs will tell if you are working in an enviable environment or not.
Circular Leadership Is Encouraged
In the past and even true for most companies today, success is too often determined by how fast you are able to move up the corporate ladder of labels and titles.
However, if you find yourself in a company where all employees lead by their inspirations (what they do), not by hierarchies and titles, (who they are) then chances are, you are working in an enviable environment.
In this new age of ideas and technology, most forward thinking companies today have found value in promoting a culture of circular leadership. It is a truly inclusive culture, one that doesn’t limit our actions, talents and passions at work to the definitions and limits of our job titles.
You Would Almost Work For Free
Most organizations falsely believe that their employees are driven solely by money. Yet many professionals would take a pay cut for a job that inspires and motivates them. When you find yourself in an organization you love so much that you would almost work for free, you are in an enviable work environment.
On the flip side, even if you love what you do and where you do it, you must still earn enough to take care and provide for your family.
Good paying work is getting harder to find these days, even as some companies are recording massive profits. Any company that holds the financial welfare of its associates in high regard will most likely have an enviable work environment.
There Is No Micro Managing
No one likes being told what to do. A nagging spouse is bad enough; but having a nagging boss at work can be even more frustrating.
Micro managing implies a lack of trust in your associates, and where there is no trust, there can be no relationship. Companies with great work environments thrive and flourish by trusting their employees to exercise their natural ability to lead.
Communication Is Strong
Like trust, communication is another key ingredient when looking for an enviable work environment. Communication is important in any relationship and this means knowing when to offer praise, coach, discipline or even delegate work. When looking for a good place to work, a clue missed too often by new employees is how well the current associates interact and talk to one another.
It Is A Label/Judgment Free Zone
We all have filters that not only affect the way we think, but also the way we treat other people. In an enviable work environment, all people are truly welcomed, loved, encouraged and accepted regardless of age, race, gender, color, religion or political affiliation.
Your Values Match
Looking for an enviable company to work for is all about comparing values. If you believe in Friday football game or being home every night to tuck your kinds in, yet your company requires you to work weekends and nights; chances are you will not like your work environment.
The workplace should be fun and energetic. These seven signs will most likely be the envy of those who don’t find these scenarios in their workplace. However, with so much of our time spent at work or commuting to work, our life’s happiness can almost be determined by finding the right working environment. If you are currently not in your ideal situation, then you should either change the one you are in or keep looking.
وظائف خالية: مهندسى مبيعات
لأحد مصانع الألومنيوم فى مصر ، مطلوب عدد من مهندسى المبيعات (مدنى أو عمارة) للعمل فى مقر الشركة بمصر الجديدة بالقاهرة طبقاً للشروط التالية:
1- يُفضل أن يكون حاصلاً على بكالوريوس فى الهندسة – يفضل خريج مدني أو عمارة
2- أن يكون لديه خبرة من 2 – 5 سنوات عمل في المبيعات
3- أن يكون شخص نشيط – يفضل أن يمتلك سيارة خاصة
4- أن يكون لديه مهارات التواصل الفعال
5- أن يكون لديه مهارات البيع
6- أن يكون حسن المظهر
7- أن يكون من سكان القاهرة
8- أن يكون جيد فى اللغة الإنجليزية
مهام ومسؤوليات الوظيفة:
• إحضار المشروع من العميل
• الإتصال بالعملاء ومتابعتهم ( بالتعاون مع السكرتارية)
• متابعة العرض العميل
• فتح أسواق جديدة
• متابعة مشاكل العملاء ( بالتعاون مع السكرتارية)
• متابعة المشروعات وتجهيز العروض الفنية وتسعيرها مع المكتب الفني
• تقديم العينات للعميل
• تحصيل مستحقات الشركة (بالتعاون مع الإدارة المالية)
• متابعة تنفيذ المشروعات بالتعاون مع مهندسى الموقع
• تقديم تقارير مفصلة عن وضع المبيعات والعملاء ، وتقرير عن التحرك اليومي وتقرير أسبوعي عن الوضع مع العملاء
• متابعه العملاء القدامى لفتح فرص بيعية جديدة
للمهتمين ؛ يُرجى إرسال السيرة الذاتية فى صيغة (Word) بعنوان (مهندس مبيعات – ألومنيوم) على البريد التالى:
مع خالص تمنياتى بالتوفيق.
Examples are all around us; all we need to do is look.
By: Seth Meyers Psy.D
“Integrity” is a word you hear almost every day, but it’s not a word that people spend a lot of time thinking about. If you try to define it, what would you say?
According to the dictionary, integrity is “firm adherence to a code of especially moral or artistic values.” Put another way, the root of integrity is about doing the right thing even when it’s not acknowledged by others, or convenient for you. An individual with integrity is the antidote to self-interest.
There are countless examples of integrity in everyday life—and yet we seldom see some of the examples highlighted below acted out in our daily lives:
Parents apologizing to their kids for over-punishing or yelling at them.
Like animals, small children make easy targets. They’re physically vulnerable by size and stature, and they’re emotionally vulnerable because they don’t yet have the cognitive capacity to understand the complexities of life. When parents feel overwhelmed, it often follows that they snap at their children or issue a too-harsh punishment.
As a parent myself, I known how hard it can be, but at the same time, I also know that delivering an apology to your child when you’ve gone too far is something he or she deserves—and that it’s an absolute sign of integrity. Parents should set aside their pride and learn to apologize more frequently.
Bosses highlighting their staffs’ accomplishments and downplaying their own.
As a practicing psychologist, I hear some pretty extreme stories in my office. Based on these tales, the percentage of managers or bosses who are narcissistic, sadistic, or even sociopathic appears to be off the charts!
Wherever you have power, you’ll find someone nearby who’s gunning for it. Yet the boss with integrity is a boss not because she or he wants to have power over others, but because of being a natural leader who is good at keeping things organized and who handles challenging situations with dexterity.
Simply put, bosses with integrity have no need for power because they know they’re good at what they do, and they also have insight into the fact that they get better financial compensation than other workers.
The good boss makes a constant effort to appreciate a staff’s contribution and to give them credit for a job well done. Sadly, you rarely see this kind of healthy, appropriate behavior in the workplace. We desperately need more integrity from bosses far and wide.
Romantic partners who boycott name-calling or other vicious behaviors.
Let’s admit it: There are infinite ways you can treat a romantic partner badly!
Every day, in couples old and new, wealthy and poor, men and women get nasty with each other!
At the most distorted end of the spectrum are the physical and sexual abusers; at the other end are the name-callers and angry, passive-aggressive types. (Infidelity is a complex issue appropriate for separate analysis.)
No psychological study will ever reveal the percentage of relationships that include nasty, below-the-belt behavior. Yet there are couples out there who fight but not never unfairly, who argue but stop short of calling each other names!
Those couples, which may have problems with each other but still manage to show a level of humanity and kindness, are composed of romantic partners who show integrity in everyday life. May we all watch and learn from them.
Drivers who (almost) never use the horn or drive aggressively.
We all have to share the roads, no matter how annoying that reality might be!
How you drive says a lot about you—how you treat people you don’t know; how you handle anger; and the extent to which you suffer from entitlement.
Perhaps you’d like to believe that someone who drives slowly or non-aggressively is simply less busy than you, but driving in a cooperative manner that is mindful of your fellow commuters is actually a sign of integrity.
Let’s all try to practice it more when we’re behind the wheel.
People in positions of power apologizing for keeping their captive audience waiting.
When someone feels important because they have more power than the majority of people around them, they often take themselves pretty seriously—and don’t think about the feelings of others!
I’m talking about company higher-ups who don’t make a conscious effort to apologize to job interviewees for long waits—either on the day of an interview, or during the long lapses between interviewing and hearing back about whether a candidate got the job!
I could just as easily be referring to physicians who keep a waiting room full of people waiting well past their agreed-upon appointment times.
Every day people in positions of power, savoring their power, don’t acknowledge how they infringe upon the time and demands of those who depend on them.
When was the last time that a physician came into the examination room and acknowledged how long you’d been made to wait? I’ve never heard a doctor say, “I’m sorry for keeping you waiting,” or, “Thanks for waiting; I’m sure you’re probably busy.”
In situations where there is a major power imbalance, make no mistake: The one with power who apologizes to the one with less power is showing bona fide integrity.
Anyone giving another person the benefit of the doubt when the circumstances are unclear.
Modern life is more taxing and fast-paced than ever, and we suffer from stress on an ongoing basis. When we’re stressed, we’re more likely to get defensive and blame others. But if each of us could learn to give people the benefit of the doubt across the board—whether it’s in an argument, about a job not completed, or in response to feedback that suggests that someone’s spoken badly about you—we would have less stress in our daily lives.
One of the noblest behaviors you can engage in is to give someone the benefit of the doubt before rushing to judgment or negatively filling in the blanks yourself.