Response to Avisha’s blog ‘Response to Kunal’s Strategic Leadership Competencies’
Thank you Avisha for your critical evaluation. I agree with the point you mentioned regarding trust issues. Zaagman, E. said in his blog about his conversation with a Chinese executive when he visited China Which is “I don’t want to encourage trust on my team. If my people are afraid of me and each other, they work harder. If they trust each other and me, they’ll get lazy”. This is what I believe the organization I work for has in their mind. Everyone is not on the same page. There might be a history of people backstabbing or giving a significant loss to the company. As a reason, they are unable to develop trust again.
Another aspect you mentioned about keeping dental and administration work separately. I believe it is a genius move on the part of the organization by hiding administration work from the rest. The administration is accountable for holding accounts, collecting money and knowing about the profits of the company. Giving an easy example if a worker in a company knows that a company is earning double the profit from last year, what could be the possible reaction of the worker? First, they can start working harder to gain more benefit or second, and they’ll get lazy thinking the organization is making enough money already which may affect their work. Because even if the company is earning more, they are not increasing the payrolls or just doubling them with double profits. No doubt it disrupts coordination and efficiency of work. But thinking differently, the organization is making more money from both sides.
The third aspect you put on is self-management. No doubt self-management is necessary to analyze one’s capabilities to put on the job one is doing. As genuinely said by Pillay, H. (2014) “In order to leverage your strengths and improve on your weaknesses, you first need to know them.” I think that self-management also involves visioning and diving deep into ideas of development for oneself without its execution. In Lepsinger, R. (2010) “Thomas Edison says “Vision without execution is hallucination.” It’s true. And as the hallucinations of countless business leaders have proved, knowing what you want to do or where you want the company to be in three to five years may be less than half the battle” (p. 13). This type of hallucination may engage employee deep into thinking rather than applying which leads to a waste of more time and money because “time is money” (Franklin, B., 1748). So, this might not be a much better option for the organization. However, it is also right self-assessments sessions should be opted by the organization to realize and know the self-development and capability of oneself.
References:
Lepsinger R. (2010) Closing the Execution Gap. San Francisco: Jossey-Bass
Pillay, H. (2014). Why it is important to know your strength and weakness. Career Guide. Retrieved from: http://mystarjob.com/articles/story.aspx file=/2014/3/22/mystarjob_careerguide/14547951&sec=mystarjob_careerguide
Zaagman, E. (2017). Trust Issues in your Company? Here is What you can do. ejinsight on the Pulse. Retrieved from: http://www.ejinsight.com/20170922-trust-issues-in-your-company-here-is-what-you-can-do/