ويليام اوكام قبل سبعمائة سنة قال “يجب استبعاد التعدد بدون داعي” لتصبح من أهم مباديء البحث العلمي. ولكن تطبيقها في القيادة والادارة سيريح اعصابك ويجنبك الكثير من التفكير الغير مجدي
شفرة اوكام هي نظرية تقول انه اذا وجد اكثر من تفسير لمشكلة معينة فالتفسير الابسط هو عادة الصحيح. سميت بالشفرة لانها “تحلق”لتضييع الوقت بالتفكير الزائد عن الحد
هذا المبدأ البسيط في الظاهر قد يحل الكثير من مشاكلك كمدير أو رجل أعمال, فلا تستعجل في اعتباره تبسيط ساذج للواقع
فلنبدأ باعطاء بعض الامثلة على استخدامات هذا المبدأ في الادارة
أحد الموظفين يتأخر في الحضور الى العمل. فيبدأ المدير في التفكير: يا ترى لم يتأخر جمال عن العمل؟ هل لديه مشاكل في البيت؟ هل هو انسان مهمل؟ هل هو كسول؟ اذا استخدمنا شفرة اوكام فانها “تحلق” كل هذه التساؤلات و تركز على المعلومة الفعلية وهي أن جمال يتأخر عن الدوام. فشفرة اوكام تجبرك على التوقف عند الحقائق وترك الافتراضات. ثم التعامل مع هذا الواقع
ولكن أحيانا نضطر لوضع الافتراضات. مثلا لو سألنا ماذا تعتقد سبب تأخر جمال؟ عندها يجب أن اضع فرضية اذا اردت ان اجيب على هذا السؤال. مثلا جمال لايحب عمله. أو جمال يعمل عملا اضافيا في الليل. أو جمال لديه مشكلة عائلية. أو جمال ليس معتادا على الانضباط في وقت الدوام. يقول مبدأ شفرة اوكام انه لو اضطررت للافتراض فان ابسط فرضية تكون هي الصحيحة
ما علاقة شفرة اوكام في الادارة. أحد افضل رجال الاعمال الذين اعرفهم يستخدم شفرة اوكام دائما للتعامل مع المشاكل والاسئلة التي تطرح عليه. مرة سألته الى ماذا تعزي نجاحك؟ قال: “الله وفقني بأنه احدى افكاري نجحت.” بهذه البساطة. شفرة اوكام. اوقف اي تحليل فلسفي للموضوع واختار ابسط الحلول
لماذا لم يوافق فلان على العرض برغم انه عرض جيد؟” ربما فلان لم يجده جيدا. “لماذا يتجاهلني فلان؟” ربما هو مشغول. “هل قصد فلان ما قاله؟ أو كان يقصد شيئا اخر؟” لا. كان يقصد ما قاله. كل هذه امثلة جيدة لاستخدام شفرة اوكام
لابد في النهاية من تحذير. ان شفرة اوكام ليست بالضرورة دائما صحيحة. وللتعامل مع هذا الاحتمال في الامور الحساسة، اسأل نفسك: “ماذا لو كنت مخطئا؟ ماذا يترتب على ذلك؟” وكن واقعيا في الاجابة على هذا السؤال
شفرة اوكام راحة للبال. جربوها واحكوا لي رأيكم
المدير القوي ليس من يصدر الاوامر بنبرة حادة واحيانا مخيفة. المدير القوي يستطيع ان يقوم بذلك عند الحاجة ولكن نادرا ما يحتاج لفعل ذلك. المدير القوي يمتنع عن التوجيه المباشر في كثير من الحالات. بل ويبني الفريق نحو القدرة على التصرف بدون توجيه مباشر منه كمدي. ألمدير القوي “يدير” الفريق بحكمة وسياسة ليستخرج . أفضل ما لدى فريقه. هذه بعض الجمل الذكية والسريعة للوصول الى نتائج أفضل مع الفريق عن طريق السياسة والتعاون بدل التوجيه المباشر
- “احب ان اسمع رايك”
- “قل لي المزيد لو سمحت”
- “هممم. ماذا ايضا”
- “الصحيح انني غير متأكد, الديك افكار في الموضوع؟”
- “شكرا لانك قمت بكذا, هذا مهم للمؤسسة لانه يؤثر ايجابيا على كذا وكذا. قل لي. مالذي فعلته بالضبط وكيف خطرت لك الفكرة؟”
- اخذ نفس قبل الكلام
- “كيف تنوي تحقيق النتيجة او العمل الذي سلمتك اياه؟”
- “اريد ان اوكل اليك مهمة تحقيق الهدف الفلاني. ما رأيك؟… اريد منك صفحة واحدة تلخص الاهداف والخطوات وكيف سنقيس النتائج”
خلال سنتين او ثلاثة سيكون هنالك عالم مختلف جدا عن عالمنا اليوم. هنالك مؤشرات لهذا التغييرالذي بدأ فعلا: شركات عالمية تدفع للزبائن بدلا من أن تتقاضى منهم لاستخدام منتجاتها وخدماتها. الانترنت و الموبايل قد تصبح خدمات مجانية. وكذلك التدريب والكتب. قد يصبح الاتصال المحلي والعالمي سيان: مجانا. قد يصبح الكثير من الخدمات متوفرة عالميا مثل التأمين، والقروض. في نفس الوقت كثير من المهن قد تختفي: تصليح السيارات، مكاتب السياحة، الصحف الورقية،معظم المطابع، قنوات التلفاز والكثير غيرها. الذكاء الاصطناعي قد يصبح أساس في مهنة الطب والسوق المالي واختيار الموظفين. لن يكون هناك مكاتب مخصصة لأحدهم. بل أن الكثيرون لن يأتوا الى مكان معين للعمل أصلا. المكاتب والمحلات التجارية قد يتناقص. حتى سياسات الدول ستصبح مبنية بمعظمها على سيناريوهات مقترحة باستخدام الذكاء الصطناعي حتى يصعب علينا التكهن بها او حتى فهمها
هذا بعض قليل من كثير بدأ فعلا وسنراه خلال سنوات قليلة وليس عقود.فما سبب هذا التحول؟ وهل المؤسسات جاهزة لهذا التحول؟
التغيير في المؤسسات اما تغيير مستمر واما تحولي. التغيير التحولي يعني تغيير ذو أثر كبير على النتائج وبسرعة. تاريخيا، لطالما فضلت المدرسة اليابانية التغيير المستمر ولو كانت نتائجه بطيئة ولكنه على الأقل مستمر. أما المدرسة الامريكية في الادارة فهي تميل الى التحول المؤسسي بايجاد حلول جذرية وسريعة. التحول المؤسسي و التغيير المستمر هما اسلوبان في احداث التغيير. وكلاهما موجودان في بيئة العمل وجنبا الى جنب. اذا لماذا كثر الكلام الان عن التحول الرقمي المؤسسي؟ ولماذا هو تحول ولا يدعى تغيير مستمر؟
الموضوع خطير وذو أبعاد ستلقي بظلالها على العالم خلال السنواتالقليلة القادمة. في حين أن هناك فرصا عظيمة للشركات التي تستثمر في هذا التحول، ولكن هناك أيضا أخطار محدقة في مؤسسات قد لا تتمكن من استغلال هذه الفرصة وتزيد تأخرا وبعدا عن المراكز القيادية في أسواق العمل
أحد أهم أسباب التحول الرقمي برايي هو تأخر المؤسسات كثيرا في مواكبة تسارع التطور التكنولوجي خلال السنوات القليلة الماضية. البعض يعتقد أن أهم مجالات التطور التي قلبت أسس العمل رأسا على عقب هي: الموبايل، ومنصات التواصل الاجتماعي، والحوسبة السحابية. ولكن أعتقد أن أكبر التحولات ستأتي في مجالات التحليل الرقمي، والذكاء الاصطناعي، والحقيقة المكملة، وانترنت الأشياء
هذا التحول الرقمي لا يجدي معه تركيز على تحديث البرامج والتكنولوجيا. الموضوع أكبر من ذلك ويتطلب اعادة النظر في هيكلة المؤسسات واستراتيجياتها جذريا. كما سيفرض على الشركات اعادة النظر في العمليات الادارية والادوار والافراد، وكلها أهم من شراء التكنولوجيا الحديثة. هذا ليس بالامر الهين على الكثير من الشركات التي ليس لديها القدرة على وضع استراتيجيات مرنة ولا على تنفيذ الاستراتيجيات بالسرعة المناسبة
سيتعين على معظم المؤسسات اعادة النظر في اسلوب تقديمها للخدمات و في الفائدة التي تقدمها للزبون بل وأيضا اعادة تعريف الزبون النموذج
من الملفت أن رواد هذا التحول الرقمي أنفسهم يعترفون أن حجم التغيير سيكون أكبر مما يتخيلون وأنهم أنفسهم لا يستطيعون فهم التحول الرقمي تماما. في المعارض والمؤتمرات أرى امكانات للتكنولوجيا لا يدري مخترعوها بعد كيف ستكون التطبيقات الفعلية لما يبتكرون. فخلال زيارتي لأحدى الشركت الرائدة في هذا المجال في لندن، أكد لي نائب المدير العام للشركة أن الخبراء في هذا المجال بما فيهم هو نفسه لايمكن لهم أن يتصوروا حتى حجم التحول القادم
الكثير ينظر الى التحديات الاقتصادية عالميا على أنها مؤقتة وجزء من دورة حياة الاقتصاد العالمي الطبيعية. ولكنني أرى أيضا خلط بين اثر دورة الاقتصاد الطبيعية والاثر الناجم عن التحول الرقمي. فبينما ستتمكن بعض الشركات من التعافي، هناك أخرى ستنتهي لعدم مواكبتها هذا التحول
وفي الوقت نفسه هناك فرص كبيرة للمؤسسات لتبدأ تهيئة نفسها وموظفيها وأنظمتها ومنتجاتها وخدماتها لهذا العالم الرقمي الجديد. هناك الكثير من العمل اللازم والوقت ضيق لمن لم يبدأ فعلا على هذا المسار
Ego and Self esteem are not the same. Having a big ego is a negative trait. Having a high self esteem is a positive trait. Many have a big ego and they think they are building their self esteem. In reality the opposite is happening, the bigger the ego, the lower the self esteem. And vice versa, the higher the self esteem, the smaller the ego.
Ego is an inflated fake self image. Like thinking you are always right, or thinking that you are above everybody else.
How to know if you have a big ego? Most likely you cannot tell. People with big ego are so blinded by their grandiose self image that they cannot see the difference between the ego and their real self. They actually cannot see their real self. All they see is their ego and they think it is “self.”
But you can easily spot others with a big ego. People who come across as arrogant, manipulative, selfish, “always right.” are probable culprits. You know the people you can never win an argument with? because they always twist the truth so they end up being right? Bingo.
Self esteem on the other side of the spectrum is a feeling of content and acceptance with self as is. It is not complacency. It is more of seeing self as is, with its strengths and flaws, and accepting that while we can seek to become better people, it is OK to have flaws. It makes us human. Most people will testify to this statement, but few act upon it.
How to know if you have high self esteem? It is ironic, but people with high self esteem accept others as they are. They are not critical. They do not feel the need to judge others. To the opposite of big ego people who are very critical and always judge others. No body measures to their standards. Even if they admire someone it will be short-lived. Soon enough they will find a flaw and regret ever liking the person.
Big ego wants to change others to his or her liking. They will always tell you how you need to be and what your faults are. High self esteem people like you as you are. You are OK to them, even with your flaws.
Egotistical people have a low self esteem. I know some might disagree but I can prove it. High self esteem requires understanding self as is. Then accepting self. that is not possible with a big ego. Ego draws a fake self image of perfection, so understanding self is impossible. On the other side of the coin, High self esteem leads to smaller ego. Because there is no need to “feed” on the lies the ego tells us: that we are the best, the smartest, the rightest, etc.
Modern talent analytics can uncover how likely someone has a big ego based on their performance style. As would be expected, “Commanding” people are more likely to have a big ego. I do talent analytics assessments and I notice a higher probability of ego related issues with commanding people.
Self esteem on the other hand I did not find tied to any specific performance style. I found it tied to understanding self and accepting self. Regardless of your performance style or motivators, if you understand and accept self, you have high self esteem. It is amazingly that simple.
If you like to learn more about the talent analytics I do, please visit my site at www.caseinpointlearning.com
Startups are great grounds for learning because they are fertile grounds for mistakes. For the sake of learning from others’ mistakes and successes, I have a few tips for you:
- Be ready for at least six months of zero revenue: A friend started a business. Spent a fortune on the opening. He thought the opening promotion will result in sales. It did not. He then started cutting corners to save money on operation. As a result, the few customers he got were not happy. So they did not come back. , The business had to close within six months of opening.
- Be careful of the great customer: Are you familiar with this story? XYZ is a new IT company that landed the deal of a lifetime: A big customer gave them a big contract over a three-year period. It was a dream come true, or so they thought. They had to hire resources, rent a bigger space, and spend on a few other overhead expenses. that was fine because it was all covered by the big customer’s bill. This might seem great on the outside, but it can be a curse in disguise. Mid way through the second year, there were changes in customer management, and they canceled their contract with XYZ. There goes 90% of their revenues. The company had to close soon after.
- Balancing strategic and tactical: This is one of the toughest challenges I have faced in every company I started. There is a lot to do in a new company. And there are not that many people to do it. So, you will be torn between strategic work, which builds your company long term, and tactical work that ensures your company day-to-day survival. Sometimes hiring help is not an option as you try to stay on a tight budget. Make sure you give time to both. no matter how tough this balancing act is. If you can afford to get a junior to help you, do it. I recommend industrial engineers. They are great generalists. And usually very task oriented.
- Cash is the oxygen of business: Collection is important. So having earned but not collected will not help you when it is time to pay the bills. It is amazing how many businesses go bankrupt for lack of cash on hand. Borrowing is not always an option and might take longer and be more complicated than most think. Borrowing also puts the copmany at risk too early.
- …Yet, money is never the problem: Lack of money is always used as an excuse for poor performance, but in most cases it is just that; an excuse. If you have a good product that your customers want and know about, money will not be a problem. There are ways to get the money: new partners, loans, modification of the business model and cashflow, and many more can be done. However, many rush to venture capital too soon. There are many stories of people getting venture capital for a good idea, then waste the money.
- Folding is an option: Abdul owns a reputable construction company in America. He was very successful, or so it seemed. Until he once confided in me that he is losing money. He goes into great projects, but he is not making money. He believed this was temporary, so he continued, and continues under this losing setup. Now, he told me he could not get out. He was in debt for over three million dollars, and he had to continue working to keep serving the debt from the coming revenues. Meanwhile he had to keep borrowing more. I asked him why he does not stop and close the business. He said he cannot. He believed it is too late for that, but he regrets not doing that before his debt accumulated. It is OK to be afraid to fold too soon. It is also OK to be afraid to waste your time on a business that will never work. These concerns are healthy as long as you look at them objectively, and not let your ego get too involved.
- Keep it simple: More than ever, the simplicity of your value proposition matters. In how many words can you explain your value proposition? The shorter your value proposition the better. If you can explain to others why they should buy from you in a couple of minutes, that is good. If you can do it in a couple of sentences that is better. But the ultimate would be to explain it with a couple of words.
- Stay Objective: A friend once had a failing cafe. I bought it from him in hope that i can do better. But I never really answered the question of why I would do better. The problem with the cafe, now I know, was the location. There was no easy way I could change that. And you guessed it: My cafe went the same way my friend’s cafe did.
- “Build it and they will come” is a very dangerous proposition: Ideas look great on paper. Unless they are tested, you cannot really tell if they will work in real life or not. Starting big is dangerous. I always worry about companies that start anew with a huge infrastructure. Big store, hiring a big expensive support team, and building a big infrastructure, all under the assumption that it will work. My advice is to always ask: What if it does not? Ask this question as if failure is inevitable. And see if you can live with the consequences. If you cannot, maybe you should consider “bootstrapping.” bootstrap business tests the market with a small setup, and builds up from there if the idea works.
- Think SMAC: Social, Mobility, Analytics, and Cloud that is. These are the drivers for the future economy. You business must directly apply at least one of these drivers, not in the operational mode, but in the revenue generation mode.
There are lots of statistics about business failure worldwide. Regardless of which statistic you agree with, they all tell the same story: Chances of failure are really high. I was raised with a statistic that 80% of businesses fail in the first year, and another 10% in the second year, leaving less than ten percent to survive beyond three years. Some might argue different numbers, but these are the ones I see around me.
More important than the statistic is what they can teach us about starting a business. Here are the top ten lessons I learned from these gloomy statistics:
- Year 1 is Survival Year: First year everything is exciting. Probably you started the business because you saw a few good leads, or because you have seen successes that inspired you to let go of employment and go to free enterprise. You will be in love with your product. So will be your mother, relatives and friends. But will the customers love it enough to make it a survivable business, let alone profitable one? Usually people start with a seed investment. Usually they are generous in the early stages. then they find out how much they have spent, and they fail to perfect the last few touches that make them marketable. This is why sometimes a restaurant opens up with a substandard sign, or terrible chairs, or missing final decorations. Year 1, must be about getting a few successful engagements under your belt, staying afloat financially, and refining the product and the target market.
- Year 2 is Reality Year: This is the year where the excitement settles. Entrepreneurs start getting beyond the hype and the cool image of being an “entrepreneur” and start looking into how to create a profitable business model. They increase their marketing and sales efforts beyond their immediate friends and acquaintances. This is a tough year because spreading the word of mouth might elude many because of how simple it looks, but how tough it really is. Some companies fold here as they see the enthusiasm suddenly wither away. This year, what I call “pity contracts” also get cutoff. These are contracts from people who are giving the new startup work out of support and sympathy. Some find out that this whole startup thing is more trouble than it is worth. Especially if they are in a country not very attracting to new or small enterprise. Regulations, taxes, liability, insurance, and many other overhead costs might be more than originally expected and they business might start losing margins to overhead.
- Year 3 is Clarity Year: If a business makes it this far, they already have some experience to talk about. This is not an easy feat, getting this far. How a company goes from here depends on how well the company and its owners found their niche market and value proposition. If the company is doing well, this is the year where some partners might try to move out non-value-adding partners. If the company is not doing well, shifts in roles and responsibilities might happen and also some partners might leave because they are not aligned with the other partners. This is the year where company functions especially marketing and sales need to be streamlined.
Trust, Competence, and Care. The TCC approach will result in a positive relationship with your client. In other words: Rapport. This applies to anyone not just clients, but with clients, there is a special reason why this is needed more.
Clients usually judge you faster than you think. First impression plays a big role, but also what you do after the first encounter will either enforce the first impression of make the client reassess their image of you.
TCC approach seems straightforward, but it can be tricky.
For example, you cannot build customer trust in you if you do not have confidence in yourself and your product. This means you have to do your homework.
You have to First: Understand Yourself . This is step one. A slippery difficult step for most people. It is not easy to know oneself. There are two ways to do it: Either build the knowledge over the years. In my opinion this takes 30 years of adult life. The other way is to do an accurate performance style assessment. The most accurate I found are now my partners and I offer this service to organizations and individuals. See my homepage for more info. Understanding yourself will be the first step in giving you client’s Trust.
Then, it is time to Second: Understand Your Product. What are you offering? who needs it? How does it work? What can cause its failure. Many, depending on their performance style, do not do their homework on their product. They just focus on knowing the features, how to setup the system, but do not spend enough time going deeper than that. There are important questions about your product that you must answer for yourself at least: Who uses it? Why they use it? what works and what does not? what are the objections out there? what are the success and failure stories. Some especially technical people assume this is sales responsibility and not theirs. This leads to problems with the client fast enough. Understanding your product is the first step to building Competence.
The Third Step is: Understand Your Client. This also can prove to be hard. Clients do not come with an instructions manual. To the contrary, some clients depending on their performance style will not give you direct hints on how to work with them. The best way to approach client understanding is to observe the client. Everything about the client is relevant: words, tone, posture, attitude, office, background, etc. Here is a secret I do not usually share about how I build rapport with clients: I observe them carefully. This does not mean staring at them. But it means giving them your full attention. Some think they do give client full attention, but they actually do not. Just because you are listening to the client, or looking at the client, or speaking to the client, does not mean you are giving them attention. Attention means observing carefully while being interested in the client. So, if you are self absorbed and worried about your self looking bad in front of client, then you cannot pay attention to client. If you are trying to make an impression, you also might lose attention on the client. Observe, period. Look. Learn. Just by observing you will build some rapport.
Most falter in the first three steps above an never make it here. But if you got through the first three steps, the congratulations! Your Fourth Step is to Work with the Client. This means you have to start from where he or she is at the start of the conversation. If upbeat then you are upbeat. If calm and quiet, maybe you need to be calm and quiet. Wherever he or she is, be there with them. This is called “mirroring”. Even use their words, tone, posture, etc. Be there with them. Clients will like you a lot doing that. They will not know why. But I can tell you why: You showed that you Care.
I cannot guarantee a successful client relationship, but I assure you that your will have more of these auccesses if you follow these simple steps.
I offer workshops and services that help you build rapport with client and others. Please check my homepage www.caseinpointlearning.com for more info.
I am all for new year resolutions. But you deserve better. You can make the new year resolution a way of life, which will result in improvement continuously. Let me suggest a couple of ideas.
- Don’t think of new year resolution as just a target. While I believe in setting targets, but they are only part of the value you get from new year resolutions. You can ensure you benefit from resolutions when you add to the target a “way of life.” Let us use a simple example.
- Go ahead and set a weight goal for end of year. But do not stop there. Do the below steps too.
- Identify a direction. For example:
- I want to see a reduction in weight every week, even if small.
- I want to reduce eating at night.
- I will exercise three times weekly
- Identify things that can help you with the direction. For example ask yourself “what can i do to improve my chances on staying with the direction?” Think of specific things you can do to stay the course:
- Instead of waiting to go to the gym, I will start exercising at home using calisthenics.
- Instead of eating anything at night, i will stick to one healthy sandwich
- instead of munching on chips, i will munch on veggies
- Be loving and accepting of self and pat yourself on the back for the smallest improvement. If you have not done anything this week, dont beat yourself for it. Be understanding. Look ahead and do better next week.
- Think of the quality of life you want to lead not just the results you want to achieve. Appreciate and build a way of life that you enjoy and build these into your goals. being more loving, more understanding, more positive, etc. think of things you can do to get you closer to this way of life:
- quit smoking
- spend time with people who are positive
- recognize others
- make positive statements and show positive behaviors
- Remember the Golden Rule: Do not Expect different results from same behavior. Change your behavior and your results will change.
- Sometimes you need to work with yourself not against it. For example, if you are trying to learn a new language and you are not having the time, find ways you can learn the language while doing other stuff. For example, find a novel that you have read before and enjoyed in the language you are learning. If you want to read books and cannot find time, start thinking about audio books to listen to while driving. If you need to study but unable to find time, look at new time slots you are currently not using efficiently. Like early morning, or late evening.
- Something is better than nothing. For example, if your time does not allow you to put one hour into looking for new work, put in 15 minutes. If you cannot spend an hour exercising put in 20 minutes, even 10 minutes. Anything. Just so you feel you did something. It will encourage you to do more in the coming days.
- Seek a balanced approach to new year resolution. Make sure you cover different aspects of your life: mental, physical, spiritual, family, professional, etc. Focusing on one without the others will lead to imbalance.
- Remember to always have gratitude for what you have to stay positive and hopeful.
- Pick activities that help you achieve multiple goals from same amount of time. For example, you can pray while doing a physical exercise, or meditating. You can listen to a book during exercise. You can get up and do a few exercises in the middle of the workday. You can take a walk after a quick lunch. etc.
Motivation is the key to everything else. We do things for a reason. Our motivations tell us “Why” we do things in a certain fashion. In the previous article What is Your Performance DNA? I talked about how each of us has a unique performance style. Your performance style is “How” you get things done. Motivators on the other hand are “Why” you do what you do.
I like to use a model that looks at Seven Motivators that drive our actions: Economic, Altruistic, Theoretical, Authoritative, Political, Individualistic, and Creative. These are the motivators behind what we do. For example, I am economic, political, and creative. This means that I do things because I want to reach a bottom line goal (economic), I am very competitive and find ways to advance my cause (political), and like to find new ways to do things (creative). These are called my “Pull” factors. You also have “Pull” factors. You should know what they are. So should your managers, colleagues, and even family members. This way they know how to communicate with you and motivate you.
There are also “Push” Factors. These are things that deter you. These motivators do not attract you. For Example, one of my “Push” factors is “Authoritative.” This means I am not stubborn. I am willing to examine new evidence and change my ways without getting stuck on my old beliefs.
Each motivator has pros and cons. For example, if you are “Economically” motivated, then you probably would not do anything if you did not see the bottom line value in it. that means you might come across a bit selfish. You might expect a return for anything that you do. It might be tangible or intangible return.
Each of us like his “Pull” motivations, and cannot relate to people who are motivated by his or her “Push” motivations. For example, if you are economically motivated, you might not relate to those who are altruistic. Altruistic people are very helpful people. They will help anyone anywhere without even thinking. To you being economic this might not make sense. As you feel you can help others better by creating value in this world (bottom line) and that in itself will help others. Being economical you might not give people enough chances at work. However altruistic people might be too lenient and give people too many chances to fail.
Amazingly this have profound meaning and value at corporate level. If the corporate strategy is to be an organization dedicated to helping others selflessly, then you would hope that your team motivators follow suit and are mainly altruistic. Also, you would want to have some in the group who are more economic than altruistic, because otherwise nobody at the organization will be keeping an eye on the bottom line.
I did a Corporate Talent Analytics assessment for an educational organization. They pride themselves on helping others. It is in the core of their beliefs and mission. So I was happy to see that most of those they hire were consistently altruistic. However, this raised a concern for me on who is watching the economic picture. I hoped to see somewhere in the executive suite or directors, or even finance department, with an economic motivation. I only found one out of over thirty managers and directors. I raised this to the organization, and sure enough they confirmed their struggle and challenges in “economic” targets for the organization. The recommendation in this case is to bring in or promote individuals into positions where they can help the organization attend to their economic needs.
On the team level, it is important to look at motivators of team members against each other and against their managers. This brings understanding into why team members behaves the way they and how to create synergy and respect what each of the team members brings to the table.
This is also part of Talent Analytics and can be used along with performance style talent analytics.
Again, the way the analysis is done in context strategically is key to get the benefits of such an assessment at the individual, team, and corporate levels.
Each one of us has a “Virtual DNA” not just a physical DNA. The Virtual DNA determines your performance style. Knowing your Performance DNA is important to understanding self. Most of us are oblivious to our Performance Style or DNA. Sometimes we prefer not to know. Looking self in the mirror is not easy, especially when it reveals parts of yourself that go beyond your looks. So what is your performance DNA?
While there are many models out there, I like one that uses talent analytics and big data to help determine performance DNA and motivators. This model compares your “DNA” with that of others worldwide, and based on the comparison can make predictions about the way you: Solve Problems, Persuade Others, Deal with Change, and Deal with Rules and Norms. So there are Four key dimensions to your performance style:
- How you solve problems (Commanding vs Collaborating)
- How you persuade people (Outgoing vs Objective)
- How you deal with change (Routine vs Rapid)
- And How you deal with rules (Exacting vs Easy Going)
Your performance style was formed since you were a teenager, based on culture, parents, friends, school, and many other factors. Instead of trying to judge you like psychometric assessments do, it sheds light on your preferred way of working and dealing with people and the world around you. There is nothing good or bad in the result. It is all good, because it just shows you how you react. How you behave. This allows you to understand how you deal with the situations that face you; how and why you get angry, sad, happy, cooperative, or not so cooperative.
This simple analysis of performance style, combined with data analytics and artificial intelligence opens up doors for self discovery and understanding that go beyond regular assessments like DISC, MBTI, Big 5 and other psychometric assessments. It allows you to explore self without simplifying or over complicating things, and without passing judgment on good or bad on your modus operandi.
The Talent Analytics not only allows self understanding, but also allows analyzing group behavior and synergy, in addition to predicting performance, retention, succession planning and much more.
Some companies today have figured out certain performance styles that fair better than others in certain roles in the organization. So when they hire they try to predict performance based on talent analytics and so they ensure they understand what a person can bring to the role he or she is hired to do.
Big Data tools are available to show companies patterns among their top performers. These patterns might not be visible from human analysis.
Talent Analytics will become a new norm in the corporate world in the coming few years.
Talent Analytics is not a judgment on yourself or personality like many psychometric assessments out there. Instead it is about shedding some light on how you prefer to interact with the world around you. It is like showing you how yourself sees the outside world and decides to react to it. Understanding is key to boosting your performance. Organizations and individuals are understanding that more and more. Research is showing improved performance from just understanding performance style, even if no clear direct action was taken, beyond understanding. This is an amazing finding and gives hope to organizations that there are ways to improve or “hack” into performance fast.
So what is your performance style? how does it help you in your role? what challenges are facing you today? and how much of them are related to your performance style?
Luckily there are ways to find out. You can do an assessment online to help you determine. Be careful which assessment you choose. I did research on over 80 tools available on the internet. Of them, I found maybe ten convincing ones. The rest were too judgmental, old fashioned (focusing on the assessment element), or not too accurate. In the bright side, I found some that are over 86% and some even 96% accurate. Also, it is important that you have someone with talent analytics expertise who can help you read your report and answer specific questions you might have pertinent to your career and specific needs.
Same thing applies to companies. Many complain that they went through assessment exercises for their employees with very low improvements. Most of the time I found that when that happened, there was too much focus on the assessment individual results, without trying to analyze the results in context of the environment, or the strategic objectives that led to the analysis.
We now have a great opportunity to peak at our performance style DNA as individuals and companies, and nothing will be the same again in personal or corporate life. I recently sat with the Vice President of one of the leaders in data analytics worldwide. His words still ring in my ears: “We can alter people behavior. We can predict how they react. We are at awe of what we found, and we are still not able to fully grasp the repercussions of these breakthroughs.”
I am dedicating a lot of time and effort to helping individuals and organizations get value from talent analytics. So I am bias to the field. But you do not have to take my word for it. The world is bringing us an avalanche of case studies from political and corporate worlds on how companies are boosting performance using Talent and Data Analytics. The possibilities are amazingly promising in sales, marketing, software development, health care, politics, and much much much more.