Business and Professional Skills for Excellence

8/20/2019 Business and Professional Skills for Excellence

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Business and Professional

Skills for excellence


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New Age Skills for Executives(Necessary for Achieving Excellence)

• Creative Insight: Always ask the rightquestions

• Sensitivity: A sense of understanding

• Vision: reating a !uture

• Versatility: Antici"ating hange

•

Focus: #$"le$enting hange• Patience: %ave a long ter$

"ers"ective


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reative #nsight


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• #nsight (&eaning): 'he ca"acity togain an accurate and dee"understanding of so$eone or

so$ething

• #nsight hel"s a "erson to solve"role$s y "enetrating through

their confusing sy$"to$s andreaching their core as"ects

• #nsight hel"s in selecting a successful

strategy


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reative insight $eans the in de"thunderstanding of an individual aout a

issue* "heno$enon which hel"s hi$ todevelo" di+erent "ers"ectives aoutthat issue (through a creative

thinking)

reative thinking hel"s a "erson to

,nd viale solutions to "role$s-identify o""ortunities- create newo""ortunities- and for$ulate new waysof "erfor$ing tasks for enhancede.ciency


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reative insight can e achieved y anindividual/

#f he gains a full understanding aouta "heno$enon

#f he carefully considers all its"ossiilities fro$ a variety of "oints

of views (fro$ di+erent angles)


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!eatures of #nsight

• 'o gain insight- a series of questionsneeds to e raised for$ di+erent and

far/ranging "oint of view

• %el"s to ,nd solutions to co$"lexissues which $ay initially a""ear to esi$"le

• %el"s to identify strategic

o""ortunities


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!eatures of #nsight

• %el"s to take advantage of strategic

o""ortunities

• reative insight requires a $ind

ca"ale of concentration- which canthink creatively and is ca"ale toado"t a variety of "ers"ectives

• #nsights de"ends u"on ex"eriencesand oservations (0servations and

ex"eriences hel"s to develo"


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#nsightful A""roach hel"s in#dentifying/

Insightful

Appro

ach

Opportunities

Advantages

Strengths


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reating an insightfula""roach

• 'hinking astractly

• %olding discussions a$ong associatesand suordinates (encouraging

creativity)• ollection of facts- data and infor$ation

• 1enerali2ations fro$ concrete data

• Ex"eriences and 0servations• &editation: 'o think or re3ect- es"ecially

in a cal$ and delierate $anner


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%ow to eco$e an insightful

Executive4 (Ste"s)

5 6ecogni2ing #nsight

7 6e$oving the Blinders

8 9sing &editation and once"tual!ra$eworks to Ask 6ight uestions


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Sensitivity: ;oing 9nto

0thers

'he Executive should treat his

e$"loyees in a way in whichhe would like to get treatedy others


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!eatures of Sensitivity

• Sensitivity #nitiates Strong ultures

• Peo"le are organi2ation


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Sensitivity: !eatures

• Sensitivity creates an environ$ent of trust and

faith

• Every strong culture is derived fro$$anage$ent


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#ndicators of Sensitivity: 'hat nurtures strong cultures(As"ects of sensitivity)

•

!ace/to/face co$$unication-• on/going training and develo"$ent-

• creative incentive "rogra$$es-

•

>o security


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%ow to eco$e a sensitive

executive4 8 ste"s

Ste" 5: 6ecogni2ing Sensitivity

Ste" 7: &astering !ive ?evels of Sensitivity

Ste" 8: ;oing 9nto 0thers


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Ste" 5: 6ecogni2ing Sensitivity

• #dentify executives who have a high level of sensitivity

•

6ecogni2e dignity of all "eo"le• 9se resources for co$$on good

• Acknowledge that e$"loyees share talent-co$"etence- ex"erience- e+orts and est "arts of theirlife towards organi2ational success

• 6ecogni2e that e$"loyees have a right over co$"anyudg$ental skills andco$"etencies 'rack e$"loyee "rogress and give "ulicrecognition to s"ecial i$"rove$ents and achieve$ents

• ;on


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Ste" 7: &astering !ive ?evels of

Sensitivity

5 Sensitivity to security / ex"ectations andneeds

7 Sensitivity to elonging / ex"ectations and

needs

8 Sensitivity to recognition / ex"ectations andneeds

@ Sensitivity to uality of =ork / ex"ectationsand needs

Sensitivity to self actuali2ation/ex"ectations and needs


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• 'reat others the way you would liketo e treated- assu$ing you hadtheir unique set of ex"ectations and

needs

• !or this- try to understand otherswho $ay e entirely di+erent than

yourself


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• Satisfy those needs/

• =hich are >usti,ale-

• =ill hel" in uilding strong culture-

• =ill $otivate e$"loyees to "erfor$etter-

• #s not against co$"any


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ision

lear ision reates the

!uture


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!eatures of ision

• ?eaders who develo" a clear vision can $entally >ourney fro$ the known to the unknown

• 'hey can create "icture of future ased on facts-,gures- ho"es- drea$s- strengths- dangers and

o""ortunities

• By a""lying the art of $editation toorgani2ational intros"ection- one can gain a dee"understanding of usiness and its environ$ent

• A clear ision co$es fro$ aility to antici"ateand "artici"ate in environ$ental changes

• ision hel"s an executive to take advantage offuture o""ortunities


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!eatures of ision

• ision hel"s the executive to "ositively res"ond to

change and also to create change• isionary executive integrate creative insight and

sensitivity to create strategy culture alloy(co$ination) and they "atiently use versatility andfocus to $aintain excellence over long ter$

• lear vision invent excellent futures for the ,r$

• lear vision results for$ dee" understanding oforgani2ation and its environ$ent an executive needsto understand dyna$ics of industries- $arkets-

co$"etition and $ust recogni2e usiness "otential• A visionary executive $otivates the e$"loyees to

e$race the vision

• 'akes or initiates actions necessary to $ake hisvision into reality


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%ow to eco$e a visionary

executive4

• Ste" 5: 6ecogni2ing vision

• Ste" 7: 0rgani2ational #ntros"ection

•

Ste" 8: Scenario Building


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Ste" 5: 6ecogni2ing vision

• Before you acquire a vision-recogni2e a visionary

• #dentify his unique attriutes and thefactors that $ade the$ a visionary

• #dentify the "oints you are lacking


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Ste" 7: 0rgani2ational #ntros"ection

• Be o>ective and free fro$ ias

• ?ook at self and organi2ation with o>ectivity

• #dentify the various factors a+ecting its functioning-its 3aws and weaknesses !ind out the reasons

• 0>ective thinking hel"s to acquire a clear vision asyou then "erceive yourself and your organi2ation in aright $anner

• A rightful intros"ection is "ossile through rational-

logical and analytical techniques su""orted yknowledge and ex"erience

• Break the "role$ in hand into "arts* co$"onentsand study each co$"onent $inutely


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Ste" 8: Scenario Building:&entally creating the future efore you create it

"hysically

@ stages of scenario uilding

5 ;e,ning vision

7 ;eter$ining o""ortunities anddangers

8 ?isting key success factors

@ Sequencing $a>or events


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ersatility

Antici"ating hange

! t tilit


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!eatures: ersatility

• 'his is di.cult to $aster

• #nvolves doing so$ething outside the s"here ofyour s"ecialty

• %el"s to co$fortaly welco$e and ada"t tochange

• New age executives take advantage ofaccelerated change with versatility and focus

'hey do not resist change 'hey treat change asan o""ortunity

•

ersatile executives do not fear change 'heysei2e o""ortunities to incor"orate change in their"ersonal and "rofessional lifestyles

• =ithout versatility- res"onse to change is too

slow and too late


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%ow to eco$e a versatile

executive4

• Ste" 5: 6ecogni2ing versatility

• Ste" 7: Pursuing varied activities

•

Ste" 8: Previewing hange

St 5 6 i i tilit


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Ste" 5: 6ecogni2ing versatility

'o face changes- an executive should

• 'hink constantly aout new "roducts- develo" andtry new ideas- a""roaches- $ethods

• &onitor the environ$ent- current trends and $arketchanges

• Back new "roduct thinking with "ro$"t invest$ent• Stay close to custo$ers

• Cee" u" with co$"etitors invest$ents and costs

• losely coordinate "roduct design- $anufacturing

and $arketing• &ove quickly

• Not e satis,ed with s$all achieve$ent

• Sei2e o""ortunity with disci"line


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Ste" 7: Pursuing varied activities

• 9ndertaking variety of activities at a regular asis

at oth "ersonal and "rofessional level• 'ry new hoies at "ersonal level and activities like

develo"ing new $arketing strategy- new way of$otivating sta+- holding $eetings in a di+erent

way etc at "rofessional or usiness level (at leastonce a $onth)

• ;ro" an old worn out ine+ective idea- activity or"rocess (at least once a $onth)

•

New activities for$ an integral "art of new ageexecutive

• New activities "rovide the right attitude toa""roach change and convert change intoo""ortunity


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Ste" 8: Previewing hange

• 'his ,nal ste" hel"s an executive to"redict i$"ending change andtherey "re"are hi$self and the

organi2ation to ada"t to the change• ie "lan for change and discuss

various alternative course of action


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D ste"s for Previewinghange

• Set the oundaries of change you want to oserve eg a$arket- a "roduct category- a custo$er seg$ent etc

• #dentify every sign of change within the oundary ("ayattention even to a $inute variation)

•;e,ne nature of each change 1rou" and lael the changesyou have oserved- look for relationshi"s a$ong the$

• ;eter$ine the causes for change

• Be on the lookout for changes that are lesser or greaterthan their sy$"to$s at ,rst $ake the$ a""ear

• Study the causes of change as indicators of further change


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Foundation skills

• reative insight

• Sensitivity

%el"s to lay the

groundwork forexcellence

Adaptive skills

• ersatility

• !ocus

%el"s to $ake

changes required for$aintaining it

Documents

Business and Professional Skills for Excellence