Humans are social beings. It’s true they have to live together, adjusting to circumstances and people around. This is by and large the accepted norm.
Humans are social beings. It’s true they have to live together, adjusting to circumstances and people around. This is by and large the accepted norm.
Even between spouses, despite education levels of higher order, rarely they are encouraged to discuss, especially in joint family environs. Spouses most likely speak more to each other, and discuss little, patriarchal or matriarchal doesn’t matter.
In Organisations too, such co-existence is related to teams and an employee who finds acceptance in the team is called a team player. Either as a social being or as an employee, anyone who doesn’t fit into the said categories are labelledeither outlaws or arrogant or unsuitable. But the truth is different.
Modern Management defies these generally accepted norms. In a brain storming process, each member is encouraged to put forth his or her arguments with good reasoning, which is then deliberated for either accepting or rejecting. This is irrespective of employee position and status in the Organisation. Modern 3D Org Structures and Millennial Employees - both bosses and sub-ordinates have favoured and created such needs.
Similarly, a Modern Board of Directors will consist of members from diverse backgrounds. Most importantly, such professional members play the role of devil’s advocate scrutinising every Board decision. This is essential to bring in solidity in decisions made, evaluating risks unemotionally to ensure success.
In families too, creativity in Children develop with constructive discussions and arguments. Children should especially be encouraged to question rather accept things as they are. That is when they learn, else they are taught and may not internalise such teachings when not learnt.Questioning leads to development and building confidence. Some isolated behaviour developed so in Children could well lead to Leadership skills and abilities.
While systems in an Organisation usually work in tandem, growth occurs when such established practices are given isolated twists called disruptions. Such disruptions either occur due to circumstances or induced to bring in positive changes. A good management practice is to identify isolated people and process behaviours for constructive growth.
It is true. Leaders and Leadership is a Human Differentiating Trait as much as process or product differentiation. In today’s World such differentiation is a requirement which helps both organisations and families to develop and grow. This has become a must as human asset differentiation is the only thing possible when ability to differentiate products and processes diminish.
Flocking around and populist behaviours do not bring in desired long-term benefits.
Thanks to Thalaivar Rajinikanth, I tend to agree Leaders are alone and most likely have isolated behaviour - like a Lion, the King. They usually do not belong to a flock. Lion always comes alone! And good Leaders are usually identifiable with the courage of a Lion.
Even between spouses, despite education levels of higher order, rarely they are encouraged to discuss, especially in joint family environs. Spouses most likely speak more to each other, and discuss little, patriarchal or matriarchal doesn’t matter.
In Organisations too, such co-existence is related to teams and an employee who finds acceptance in the team is called a team player. Either as a social being or as an employee, anyone who doesn’t fit into the said categories are labelledeither outlaws or arrogant or unsuitable. But the truth is different.
Modern Management defies these generally accepted norms. In a brain storming process, each member is encouraged to put forth his or her arguments with good reasoning, which is then deliberated for either accepting or rejecting. This is irrespective of employee position and status in the Organisation. Modern 3D Org Structures and Millennial Employees - both bosses and sub-ordinates have favoured and created such needs.
Similarly, a Modern Board of Directors will consist of members from diverse backgrounds. Most importantly, such professional members play the role of devil’s advocate scrutinising every Board decision. This is essential to bring in solidity in decisions made, evaluating risks unemotionally to ensure success.
In families too, creativity in Children develop with constructive discussions and arguments. Children should especially be encouraged to question rather accept things as they are. That is when they learn, else they are taught and may not internalise such teachings when not learnt.Questioning leads to development and building confidence. Some isolated behaviour developed so in Children could well lead to Leadership skills and abilities.
While systems in an Organisation usually work in tandem, growth occurs when such established practices are given isolated twists called disruptions. Such disruptions either occur due to circumstances or induced to bring in positive changes. A good management practice is to identify isolated people and process behaviours for constructive growth.
It is true. Leaders and Leadership is a Human Differentiating Trait as much as process or product differentiation. In today’s World such differentiation is a requirement which helps both organisations and families to develop and grow. This has become a must as human asset differentiation is the only thing possible when ability to differentiate products and processes diminish.
Flocking around and populist behaviours do not bring in desired long-term benefits.
Thanks to Thalaivar Rajinikanth, I tend to agree Leaders are alone and most likely have isolated behaviour - like a Lion, the King. They usually do not belong to a flock. Lion always comes alone! And good Leaders are usually identifiable with the courage of a Lion.