Wednesday, June 12, 2013

Rise About the Crowd

In this article published in the Straits Times Recruit Section (C28), it pointed out several strategies to "secure" the next promotion.

Actually, take a look at it, it's not quite "strategies to secure promotion", but a list of desireable work attitude and ethics of one being part of the organisation:
  1. Be the best you can be
  2. Fill the gaps
  3. Ask for more
  4. Find a mentor
  5. Network
  6. Create your own niche
  7. Know your own value
  8. Be sensitive to office politics
  9. Embrace change
  10. If at first you don't succeed
On the other hand, on writing the article and 'start chewing' the elaboration, there are some assumptions and "don'ts" that needed to be looked into.

The greatest assumption is the alignment of one's goals, beliefs and values with the organisation's. It' is one important (and critical) element in the entire equation. If one joins the organisation with the 'ulterior motive' of just climbing up the leadership ladder, and hence 'forcing' oneself to reframe from one's beliefs (especially if it's very different from one's), life is going to be miserable... and of course, when things don't work out the way one hopes to see, then, be prepared to face the situation because of one's choice, rather than shifting the blame to others. That's going to be extremely miserable.

"Asking for more" is one thing that we need to be cautious of. Remember size of our 'plate' is limited. Do not be too greedy such that one (grabs) the best of every opportunity, yet the outcome of all the tasks are mediocre, or when one could not perform or give quality outputs, it reflects badly on one, too! It does more harm than expected. Pace ourselves and take time. Of course, I also came across human beings who take on anything that comes along and 'arrow' them to others. That's not the kind of leadership that organisations look for... So, one needs to know when is the right time to delegate, or when is the time to get the hands dirty, too. Those who move up the leadership ladder are leaders, not coordinators; though both have a common element of "accountability" or "responsibility".

The elaboration under "mentor" - well, when the 'connection' is well-utilised, of course, it would generate opportunities. It was linked to the "Network" - Basically, it's about making connections and work on relationships so as to 'board' an 'express train' to success? However, in the true spirit of mentor-ship, it's certainly not that case. One should look into developing oneself, rather than for the sake of addressing to the 'hunger of power and authority' (which is often the eventual goal for many).

"Know your value" requires one to have a fair assessment on oneself, and also to take into consideration the context that they work (the environment). A "tip top" performer in a laid-back organisation could be a "nobody" or "just an average" performer in another organisation. So, one needs to be able 'truthful' to oneself, rather than remain as the 'frog of the well', and start to wonder why one is not being 'valued'? Only with a realistic mindset then one would be able to decide how much more effort is needed and what else needed to be done in order to make the desired progress one hopes to achieve.

Sunday, June 02, 2013

When one leaves...

Recently, some colleagues left the organisation... coupled with the personal experiences I had (ok, three times in my almost 20 years of teaching career), here a summary of my reflections:

When individuals leave an organisation, they have a choice to
(1) leave behind excellent work that uphold good values & others continue to hold high regards and respect them (greatly) for the great things they did, remember their contributions and, what's more, what they did that generate more good stuff for the organisation to thrive.
(2) create damages and disappointments (and even let others felt betrayed) because they choose not continue to uphold the expected professional integrity for some reasons. Look at it again, it's not too late to learn the 'true' self of these individuals. It becomes good lessons for others, but would certainly tarnish one's reputation into thin air. Remember, Steven Covey cautioned us that it's not easy to build the emotional bank, but it could be gone overnight for some unwise choices?

What prompts an individual to make either of the choices?
For those who choose #1, it's an obvious reflection of one's qualities! They look beyond self, but the entire ecosystem, and certainly look into creating positive impact for others, making the world a better place.

As of those who choose #2, I would very much like to attribute it to one's maturity (which many a time may not the case, though it would be a good excuse) - 'cos that gives the room for improvement (subsequently) - for the better. Nevertheless, there are also individuals who are blinded by some self-generated hatreds & dis-satisfactions (ok, there could be better choice of words; however, that's the best I could find in my limited vocabulary). It's sad as it's about them blowing up their self-centredness which does nobody good. To think further, what would their love ones think of their actions if they were respected as role models?

I guess, we should always remember that the world is small... good "things" will "travel" far & would generate more good things... and damage made is not always contained within the perceived parameter, it travels far too, and of course would generate other kinds of effects and impact.

So, we have a choice, and we have to own the choice :)
Also, remember that our world is not just ourselves and the few individuals; it's much bigger than we think ;)