- Dr Ashutosh Karnatak
Experience: Always be truthful to you boss and tell him about the pros and cons of your action. The final decision, however, is to be taken by the boss. The boss’s decision could be wrong, and then, a day will come, when he will ultimately realise the correctness of your analysis.
Explanation: Truthfulness and openness are very important ways of communication between boss and subordinate. One needs to truthful to his boss as far as possible about any person or issue .Also, one needs to explain the pros and cons of the issue is question. It is possible that at that moment of interaction, the boss may take a decision contrary to your expectation but later on he may repent on the same. Ramesh told or rather warned his boss Suresh about the track record of Ram who was doing business with their company, and indicated that Ram’s past track record is not such that he could be believed and that he is not trustworthy. But Suresh did not believe on this version of Ramesh and at a later date, maybe after 2 years Suresh did realise that Ramesh was right and that Suresh’s understanding about Ram was not correct. Suresh then confessed the same in front of Ramesh about his correctness and that his (Suresh’s) understanding of Ram was incorrect.
Experience: You must have "ZOPA" and work on the same
Explanation: whenever you are interacting with the other party , he tries to maximise his gain . Since you have to take the work from him , there is practically no room for argument with him, as he may deny to carry out the work, and ultimately the project is going to suffer . So you must have a “Zone of Possible Agreements” ( “ZOPA” ) with you, so that within the limit of that zone you are able to carry out the negotiation and reach a “Win-Win” situation . As it happens, we often negotiate with each other for various issues. By having a ZOPA and then having a discussion, you will find that both the parties have won i.e. both have able to conclude within their ZOPAs.
Experience: There are two types of projects : Revenue, and Non-Revenue. In order to do Revenue projects, the strategy should be different from Non-Revenue, and decision making should be based on the prevailing conditions.
Explanation : Most of the project person do not take timely decisions. This costs them later either in terms of the cost or in terms of time. In fact , projects are of two type : those which are related to Revenue i.e after completion of the same the revenue to the company will start flowing in, and other are Non Revenue e.g. social projects which are required to be completed. But revenue related projects need a separate approach to deal with the same.
Revenue bearing projects need project managers who have the capability to take timely decision. A decision is nothing but the best and most economical option at that time to deal the case. In fact, the particular decision may be prove to be wrong at a later date, but one should not get disturbed by this thought or have a fear of the consequence of facing a decision proved wrong. Revenue project needs the decision when its float is exhausted.
Experience: Credibility: One should learn to manage without excuses. In other words, what you say, you do that ; otherwise your trust level will fade way .
Explanation: It is required essentially to establish your leadership. People expect that whatever you say needs be translated into action. Failing this, your commitment will have no value. It has been seen that people promise a lot like a typical political leader and later they are unable to translate it into action. Credibility is an important part of the leadership. It helps the individual to grow in the organisation . The boss likes a person who completes the job without a need to follow him up, and it develops his credible attribute in the eyes of his boss . It has been seen while selecting someone for a job , a credible person is always preferred .
Experience: Before implementing any thing, do the Force Field Analysis
Explanation: Force Field Analysis is a new concept which needs to be understood by an individual before implementing any new rule etc. For example, in National Security Rules 2012 by Indian government, the government made a policy, but could not implement it because most of the state governments did not agree to it . the reason being the government did not do the Force Field Analysis before implementing the same. Implementation of any scheme is required to be done with caution and in totality, otherwise people do not accept the change which has the benefitr of binding them more and, as it benefits them, perhaps such action may not be required. The same analogy is applied in the day-to-day professional work . If one tries to enforce any new rule in his department, its successful implementation is possible only when all the constituents agrees for its implementation . Being an official rule, no one can afford its non-implementation but in order to have heart and soul with the new rule, be assured only after doing the Force Field Analysis.
Experience: A Leader can provide vision, but its realisation depends on the team. The Leader should also seek help of mentors to achieve success.
Explanation: It has been proved that if a team wins, it is on account of the team members. But the role of the leader ,although invisible, is very crucial. He prepares the team to win. He gets his vision imbibed into the mind of team members. If the vision of the leader does not get into the minds of the members, then it is a losing factors. Further, the leader is required to take care of team members as per their requirements. The Leader should not get shied away in taking advice from their mentors and should know where to get the best advice from.
Experience: The Leader has to have better listening ear.
In fact this is a method of resolving the issue. You never know who and how solution has emerged. It has been experienced that, in most the management meeting only the top bosses speak and they do not allow others to come out. The others also develop the attitude of “Let it be” and the management is deprived of a solution which could have been better. I have seen one of the Directors in the habit of taking opinion of everyone while concluding the issue. He used to ask thus – “Mr X –,would you like to say something on this subject”.
This method energises the group and everyone thinks of contributing his share, when his turn comes up. It also helps the management to identify persons who are solution seekers.