Though challenging, the handling of human assets is an interesting job, provided if one does it with passion and patience.
No organisation or industry can think of having a future without incorporating data, talent, and learning in its operations. The future is still young and these three have a role to play in shaping it.
The realities facing today’s ‘new’ leaders are unprecedentedly novel, challenging, and anxiety-provoking. Yet much of the hardship suffered by these leaders is entirely preventable—often by recognising and addressing shortcomings of their own.
Debunking the following myths:MYTH 1: Time is your most valuable resource.MYTH 2: Experience is everything.MYTH 3: What got me here, will get me there.MYTH 4: Good managers are naturally good leaders, and good leaders are naturally good managers.MYTH 5: I know my weaknesses.
The office, no longer the all-powerful setting for work, is now morphing into something else-it will soon become more sustainable, sentient, social, and personalised, in a magnetising response to people’s choices.
We need leaders with intellectual fire power and capable cognitive skills to solve today’s challenges. Intelligence, personality, motivation, and learning agility should be considered the secret sauce of high-potential leaders.
Security culture is not something that can be built overnight. Having said that, sustained investments in security culture will bring better security RoI in the long run and help organisations build a human defence layer that every industry today desperately needs.
Busting the following myths:MYTH 1: Online, everybody is equal.MYTH 2: You are the customer of BigTech.MYTH 3: We are not ‘ad-dicted’.MYTH 4: It is all about user experience.MYTH 5: BigTech wants regulation.
Blind optimism does not help solve real problems; practical thinking during setting attainable goals does.
To effectively make the leap from building to selling as an entrepreneur, always be on the look for ways to highlight the value you bring to the table. In this way, you set yourself, your brand, and your product apart from the competition on your road to success.
A star performing employee gets elevated to a big leadership position, but one that is different from his domain. The situation throws up questions such as- ‘How does one learn to say “no” to an offer that is lucrative but not something that one wants do? Once one accepts this offer, but is unable to live up to the expectation of his/her bosses, how does one get out of this sticky situation?
Organisations can no longer afford to separate their ‘employees’ from the ‘humans’ they are in their personal capacity, nor will they be able to separate their business purpose from that of the teams bringing this purpose to life.
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