Busting the following myths-
Myth 1: Leaders must always be strong and unemotional.
Myth 2: Decision-making is solely a rational process.
Myth 3: Hierarchical structures are the best for organisational success.
Myth 4: High stress yields high performance.
Myth 5: Leaders should have all the answers.
Across every society, culture, and business, there is a fundamental behaviourist idea that if you reward certain behaviours you will get more of them, and if you punish certain behaviours, you will get less of them. However, according to many recent headlines, rewards do not work nearly as well as people think when it comes to changing behaviour.
With the global realisation and attitude that ‘life is short’, people are putting themselves first more than they were before. How an employee’s values are met within their workplace can be make or break for an organisation. People are now voting with their feet, with staff more likely to jump ship and find new roles that align better with what matters most to them, rather than stick with the traditional stability of an unsatisfying and unrewarding job.
R&D professionals are generally different from others. They are highly qualified and prefer autonomy, freedom, and respect. Millennials have different orientations and expectations. Probably, the above-narrated reflections might be useful to practising managers in managing big R&D projects and talented team members.
The leadership journey is a layered, multifaceted one that includes constant sharing of feedback. Once you learn how to approach such situations, you create a working environment that bolsters a more united team.
MYTH 1: There is nothing I can do because the world is so STRESSFUL.
MYTH 2: If you work long and hard; if you do what you are told to do, if you earn bonuses and promotions, you will feel successful. no! Probably not!
MYTH 3: To be fair, we need to lead everyone the same way.
MYTH 4: All ideas are equally powerful. N0, they are not, and the difference is measurable!
MYTH 5: What happens when natural disaster, illness, deaths, job losses and dream losses occur? or when covid disrupts all of our lives?
Customers are mainly interested in their own challenges. A company’s job is to help the customer with those challenges and provide value – in the current social and financial environment, we need positivity and a positive impact for our businesses more than ever.
The Indian Presidency of G-20 was a memorable event that facilitate exchange of culture, trade, and goodwill.
The ability for leaders and organisations to create and maintain an authentic human connection will play a critical role in whether organisations either thrive or survive in this increasingly VUCA business environment and leaders must navigate the complexities of our workforce with confidence and vision.
Changing business processes creates new organisational rituals, which leads to a changed culture. The exciting result of this approach is to create the ultimate, self-perpetuating business process design.
The speed of new technology disruption seems to be accelerating. Studies have predicted that as many as 375 million jobs may be at risk to automation by 2030. Against this backdrop, you might expect growing enthusiasm to invest in new skills. So why are we not seeing a rush from established professions to become more technology savvy?
A consensus has been arrived at the global level that we may have to essentially reduce greenhouse gas emissions and foster a sustainable low-carbon economy for our own survival.
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