How do we develop a COVID19 warrior leadership mindset ?

How could we use the current pandemic experience to develop a COVID 19 Warrior Leadership mindset?

A Do-It-Yourself program.


We are currently witnessing a level of Uncertainty from the COVID19 situation that none of us have faced in our lifetime. There is no past experience relating to such a pandemic or for that matter anything else to guide us. So how do we negotiate the right pathway? How do we exercise leadership that is effective?

We, due to our innate survival instinct, follow a herd mindset. A mindset formed by what we read, what others are saying, the ubiquitous social media of today.

Our COVID19 pandemic mindset is thus wholly focussed on the containment strategies of the spreading viral infection, how to flatten the medical curve so to say and gain more time before we as a species could fight back using some vaccine under development. And nothing wrong with that.

Now let us talk of Leadership and effectiveness. What makes leaders effective is that they see, comprehend and thus engage with the same situation differently. As if they see and come to live in a different world!

The COVID19 warrior leadership would review the ensuing economic recession curves arising out of the containment strategy based infection curve and determine an optimal balance.

Let us now explore the effect of the COVID19 lockdown on the business and economic cycles. As we can see several links in the cycle would get disrupted and are shown by crosses in RED. The general mindset arising out of this would be to hoard, avoid spending and investments. All this would further exacerbate the situation!

A COVID19 warrior leadership in contrast would be visualizing new and innovative policies and funding methods to remove the prevailing blocks.

So what could you do to develop yourself so that you gain the ability to exercise a COVID19 warrior leadership effectively in an increasingly Volatile, Uncertain, Complex and Ambiguous world?

I give here some pointers. Should we mull over them to try and determine your thoughts and answers, you would be well on your way to becoming a COVID19 warrior leader.

Clarity about a future that others cannot yet see.How could you communicate this future simply without being simplistic?

Dilemma flipping: How could you turn dilemmas into opportunities?

Immersive Learning: Do you have the ability to learn in a first person way viz. ‘on the Court’ rather than ‘from the stands’ ?

Bio- Empathy: Could we inculcate the ability to see things from Nature’s patterns and use that wisdom?

Smart mob organizing: Do we have the ability to engage and nurture social change networks through intelligent use of electronic and other media?

In learning……..

Shakti Ghosal

How do you increase your influence and impact?

How do you maximise your influence and impact in a fast changing environment?

A Do-it-yourself plan.


Some years back in my work life I came across an individual who for anonymity’s sake we will call Shib.  

Shib was insecure and hankered for a leadership role as a way to get out of insecurity. At every opportunity he would showcase and ‘beat his drum’ about his past experience. He refused to accept that in the disruptive environment that the business was facing,  experiential learning was ill suited to handle the situations being confronted.. More significantly the ‘All knowing, All doing’ defensive shield that had become his second nature prevented Shib from acknowledging that he might be lacking competences needed to engage with the situations.  These two over time  became a dangerous mix for an increasingly inauthentic and damaging behaviour with the guy resorting to his positional ‘Command and Control’ power more and more as the organisational performance nosedived.

What does use of positional power lead to? Like termite it starts to eat into the existing credibility and trust structure of an organisation which takes a long time to build. Once credibility starts getting lost,  influence gets diminished and impact gets diluted.

The Shib Case study made me recall what Malcolm Forbes, the publisher of Forbes magazine, had once remarked:

“Those who enjoy responsibility usually get it, those who merely like exercising authority usually lose it”

In the increasingly uncertain and fast-changing business world of today, many of us may be falling into the ‘Shib trap’ of over- reliance on positional power without even realising it. We thus need to do a periodic dip-stick test to review our sphere of influence and efficacy of our impact. Should we notice operational zones exhibiting uncertain influence and impact, it could be time to take action.

 So what could you do to enhance your influence and increase your impact?

  • To create a coordinated effort, you and your team members need to be accountable to each other in terms of tasks, actions and time lines. Ask this question of yourself:

‘Are you willing to be accountable to your team members about your performance as you would like them to be about their performance?’

  • Do you have a Learner mindset? Are you willing to discuss with your team the skills and behaviours you are developing for your own self? Are you willing to be vulnerable about yourself and your own need and efforts to improve yourself?
  • Do you personally invest in others? When things go wrong, are you willing to take a deep breath, desist from fault-finding but rather say to the team, “I know how stressed you guys must be feeling at this juncture!”
  • Are you willing to align ‘Who you are’ with what your team members perceive about you? To gain an insight into the extent of this alignment (or not), you may wish to see how many of these questions you answer as “YES”:
  • When you give space to others, do they see you as passive?
  • When you are compassionate, do your team mates see it as weakness?
  • When you display energy, do others see you as being pushy?
  • When you take a decision, do your team members see that as controlling?

Be willing to become vulnerable by asking  your team members to tell you about what they perceive as  your top three ‘bad’ areas. These could be aspects like Arrogance, Passive, Self-opinionated, Impulsive, Indecisive, Untrustworthy, Close minded, Impatience etc. In case they feel uncomfortable  to tell you these on your face, it is okay to get this feedback anonymously.

Identify the top three negative characteristics  that you embody in the eyes of team members and stakeholders. Then ask them these two questions  for each of these characteristics.

  1. “What is that one thing I could do that would stop me showing up as arrogant ( or impatient, untrustworthy etc) ?”
  2.  “What is that which I should stop doing that makes me show up as arrogant (or impatient, untrustworthy etc.) ?”

In Learning………

Shakti Ghosal

http://www.empathinko.in

How do you maximise Your Professional Success?

What is that which blocks you from achieving professional success? What practices could you adopt to remove such blocks and maximise your potential?


‘Your limitation – it’s only your imagination’

Are you aware of what professional success would look like for you in terms of your performance, career and life ? What is that which blocks you from achieving professional success? What practices could you adopt to remove such blocks and maximise your potential?

Maximising our professional success is never about what impacts us but our response to that. We never see the world as it is, we see it and respond to it as it occurs for us.

We remain unaware that our listening ( or for that matter seeing, understanding, interpreting) is not an empty vessel, not a blank slate. We assume that whatever someone says to us (that is, what enters our ears) registers in our listening (lands for us) exactly as it was said. This is never so and this is what constrains and distorts our perceptions and actions.

Professional Success is thus really about creating a context that could empower you towards a future that you would like to achieve. What could be the elements of such a context?

Professional Success is also about moving up the effectiveness ladder in terms of  how you contribute viz. Doing it under supervision to doing it independently to doing it through others to setting a strategic direction. As you move up in this manner, your contribution expands in terms of your influence, perspective,complexity and impact.

Your Stakeholding network

To maximise your professional success I invite you to deliberate and try and answer the following.

  • What mental attitude and skills would you need to develop to be able to progress through the above stages?  
  • What kind of a risk-taking style do you have and how does it support your development? How could you change your risk-taking style in order to further increase your effectiveness?
  • What patterns do you see among those with whom you have the strongest relationships? What patterns do you see among those with whom you do not have the strongest relationships, or any at all?
  • Think about a person in your network with whom you have a strong relationship. What can you leverage in your relationship with this person to help you build or strengthen your relationship with others?
  • Choose one key person inside your network who, if you had a stronger relationship, could better support your effectiveness. What is the benefit of improving this relationship? What is the cost if you don’t? What if anything is getting in the way?
  • Choose one key person outside your network who, if you had a stronger relationship, could better support your effectiveness. What is the benefit of improving this relationship? What is the cost if you don’t? What if anything is getting in the way?

Should you wish to engage more, do visit:

http://www.empathinko.in/workshops/

In Learning…..

Shakti Ghosal

http://www.empathinko.in

Environment, disruption and you….

How to be an effective leader during accelerating change and disruption


Change is the only Constant. Or is it?

In my previous post, ‘Heralding the Twenties’ I had spoken of the Change Trap. To cope with an ever accelerating pace of change, we need to become someone or something we were never before. Which in turn leads to a negative impact on our creativity, performance and engagement. I had outlined a practice to avoid this negative impact.

As a changing environment and disruption touches us, we need to have a flexible surface to engage. Which essentially means the need to jettison our past derived rigidity and mindset. With accelerating change, our surface is always in a state of flux. For many if not most of us, this surface flux permeates inwards and starts effecting our core consisting of our values, our passions and relationships. This is when we fall into the Change trap.

Effective leadership in the midst of accelerating change and disruption starts with that changeless core containing your values, passions and relationships. You hold an enhanced awareness of these aspects. You then use these as guiding posts in your language and relationships. This becomes the basis for your effective tango with change and disruption.

An un-fixed and possibility-based mindset allows you to use future-based (rather than past-based) language with others.

If you already know based on your past experience, there is no place to change.

Be willing to reach out to others even if they are not seeking you.

Be willing to speak about the uncomfortable elephant in the room even if it disturbs a cosy status quo.

I invite you to think of and answer these questions in your dealings within your organisation and with team members.

  • What gets in your way of helping others who have taken on new and unknown challenges?
  • What language might you use with others which would ignite transformation?
  • What did you do that encouraged others to perform?

…… and more importantly,

  • What did you do that drained the energy of others?

Care to discuss on the above aspects further?

In learning………

Shakti Ghosal

http://www.empathinko.in

Heralding the Twenties


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“To improve is to change; to be perfect is to change often.”

 —Winston Churchill

We remain days away from entering a brand new decade.

A hundred years back, it was called the roaring twenties. An era of economic boom. What kind of twenties are we going to have this time?

I invite you to ponder on the above as also these questions. How would work change? What would create wealth? How would the exponential growth in 24 X 7 human connectivity through social media impact us and our lives?

We are into a world which is changing at an ever increasing pace. We need to continually become someone or something we never were before.

So what happens when we continually become someone or something we never were before? We feel discomfort, fear, uncertainty; we are on edge. How we feel impacts how we act, how we work. So being on edge with negative feelings as above leads to loss of creativity, inability to take risks, loss of productivity and engagement. And herein lies the danger of becoming someone or something we never were before. I call this the Change Trap.

So what could we do to avoid the Change Trap? Since it is difficult to control our feelings, we need to see how we could shift its impact on how we act, how we perform. One way of doing this is to focus inwards – into the kind of changeless core that we are and what makes us tick. Our big vision about the world and our self, our competences, our passions and our relationships.   

In the New Year, I invite you to do this practice for just the first fortnight to empower yourself and avoid the Change Trap. Write down the following in your diary every day for 15 days before you go to bed.

  1. When you were at your best today, what were you doing?
  2. When you saw your energy going up, what were you involved in ?
  3. When you felt happy helping someone, what did you do?

Should you persevere with this practise for a fortnight, you will notice how its impact changes your life and the world around you!

I wish you Merry Christmas and a lovely 2020 ahead.

In Learning…….

Shakti Ghosal

http://www.empathinko.in

Stakeholding


We are moving from a chain of command to a web of connection, from competition to collaboration, from markets to networks and stockholders to stakeholders, and greed to green.

 – Anodea Judith

Author & Evolutionary activist

Leadership speaks to Stakeholder, “Let us stand in the created future that wasn’t going to happen otherwise. A future which would address the core concerns of both of us. Let us take actions and decisions now to realize the future.”

At its essence Leadership remains an exercise in language which motivates all stakeholders to align into taking actions in the present to realise a common future.

I was recently engaged in a hub optimisation project for an orthopaedics implant supplier. It did not take too long for our team to work out the optimum inventory positions of around twenty thousand items as part of fifty kits. We were delighted to note that our recommendations held the potential of reducing the inventory carrying costs at the hubs by up to seventy per cent. The client’s corporate team was equally elated.  

I was therefore left disconcerted when a subsequent review revealed near zero implementation of the project recommendations and the associated cost savings. The Marketing team had effectively sabotaged the initiative. While the project criteria had been to ensure a 99% assurance of availability of all ortho kits, Marketing insisted that for its clients nothing below 100% was acceptable.

Looking back one could see that the project failed for its failure to identify ‘customer’ stakeholders like the Ortho surgeons and the hospital administrators and what might their pain points be.

Leadership in the new millennium is more about stakeholding than anything else. Today’s world is becoming increasingly granular. More and more individuals are jumping onto the technology bandwagon and getting networked with unknowable connections amongst them. And each of these ‘unknowable connections’ becomes a stakeholder with its ability to influence perceptions and thoughts.

Per Bak, the Danish Physicist, developed a theory of sand running through an hour glass. He concluded that while the sand pile seemed stable with a regulated sand flow, the pressures on each of the sand grains was constantly changing; the internal dynamics of the sand was complex, unknowable and could not be predicted.

The stakeholding world today is like that sand pile.It seems stable but in reality continues to shift in unknowable ways with instability being the only constant.

So how does one manoeuvre the unknowable, unpredictable quicksands of stakeholding? What can leadership do to ensure effective relational assimilation of all stakeholding concerns? You could make a good start with the following questions.

  • Who are your influencing stakeholders? They could be from your investors, your leaders, your staff, your customers, customers of your customers, your suppliers, your community, competitors, consumer groups, social media……. sounds daunting. doesn’t it? Well a good place to start is to observe the conversation networks and the language being used. Use this to discern the contradictions, conflicting ideas and harmonies that form part of the issue.
  • Ask of the identified influencing stakeholders about their interests and core concerns
  • What is the stakeholders’ critical analysis of the situation? How does the issue occur for them?
  • What solution hypotheses could you develop which could take care of the stakeholders’ interests and concerns?

In Learning……

Shakti Ghosal

http://www.empathinko.in

The Dynamics of Arrogance


Dear Reader,

I wish you an empowering and purposeful New Year.

As we get set to usher in a brand new 2019, I would like you to reflect on the following.

What could we do in a fast changing and complex world that would satisfy issues faced by our team?  How could we develop our relational intelligence to gain traction with stakeholders?  How could we construct a dynamic game plan to get our organisation shift from the present to the created future?

What if I told you that the key to each of the above questions lies in one specific aspect of our own personality? 

To understand this some more, let me tell you my own story.

As the business head, I was the top dog in the organisational hierarchy. I felt cocooned by the warm comfort of managers, supervisors and executives being there to do my bidding. Somewhere along the way, this ‘being there’ feeling changed into a ‘better than’ mindset. And this is when my leadership problems started.

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The being there mindset

I began to think of myself as superior. I thought that as a Leader I had to be! And this led to my being arrogant. Over time this became my garb. ‘I had to use every opportunity to make all these little people understand that I was simply better than they were!’ I could just not afford not to know everything there was to know. So the arrogance led to my being inauthentic. Worse, the decision making increasingly started bordering on ‘my way or highway’. For accepting an outside possibility would undermine me would it not! This of course led to my becoming isolated.

Dynamics of Arrogance

My inauthenticity and isolation started eating into the organisation’s openness and team work. And when this impacted overall performance, the blame game hit the roof. With me of course doing most of the blaming!

The turning point came with the plummeting organisational performance. It took the shape of the following.

  • The advent of Self Awareness in me that “I need to curb this feeling of superiority that rears its head every time I interact”.
  • Getting my hands dirty by adopting a ‘walking and talking’ leadership style and thereby becoming curious about people, not results.
  • Practicing the Attitude of Gratitude, realizing how fortunate I have been in receiving support of others inspite of my shortcomings.
  • Leading with Generosity by jettisoning the fear of being taken advantage of. Realizing that even though I would be taken advantage of,  that would be better than being closed to openness and possibilities.

So in the New Year, what could each one of us do as leaders to jettison our superiority mindset and arrogance?

In Learning……..

Shakti Ghosal