Skip to main content

Metis Talent Management brand new website goes live

Last fortnight was a joy, as we came to the launch of Metis Talent Management's website. Metis is a Singapore based organisation that advises clients on Talent Management with a primary focus on Talent Development and Organisation Design. Best wishes to team Metis!

The other great thing is how folks at Metis approached this by going in for a full overhaul, including getting a new logo and brand colours. Do leave your comments on what you feel about the website and the logo!!

Face and Authenticity

Does WYSIWYG(What-you-see-is-what-you-get) work for humans?Why has having-a-face or 'losing a face' become such an important metaphor in today's society? Do we live only for such acquired or perceived prestige of prestige or face?

Frankly, at the workplace, it is often a difficult choice. If you have lead a team and conducted common weekly reviews with your team, you would come across folks who are performers and are consistently looking to excel. And then there are those who don't and get regularly pulled up. It surprises sometimes that there are folks who are pulled up for work take it easy in their stride. And then there are those, mostly high performers, who require to-be talked with purposefully injected 'downgraders', else they withdraw into a shell at any negative feedback.


Picture Credit: Tom Pumford

As humans, we tend to take negative feedback personally, when we have 'invested' ourselves heavily into the success of a project. Maybe this is the reason the 'critical' folks in a team, who often reach that stage of relevance or importance to a team by their past performance, often take such feedback as a loss of face. They even express deep embarrassment at their own work output at times, asking for more time. And they do it privately. Some individuals even have the temerity to defy the managerial deadline for a deliverable because they feel they need some more time to polish a document or refine a marketing creative, rather than release a deliverable they are not satisfied with.  The manager's dilemma is whether to make an example before the team by providing direct and public feedback on operational issues or do it privately. With personal experience, I have seen that a call on the office intercom, even if the team member is a few steps away, often is very helpful. And if there is an unavoidable public feedback, it is time for the manager to take the team to lunch! The 'face' has to be dealt with, you see!!

One also comes across organizational leaders for whom any divergence of opinion is hard to accept, even when their own exposure or knowledge on an issue is a limitation. Such leaders tend to take such differences personally and easily brand such 'expressing' team members as rebels, without factoring in the intent behind such outcomes. Many of them, having worked in manufacturing environment have an inability to handle such divergence, and tend to put down such divergence of opinion by organisational force. They seem to be inheriting their perspective from the old master-slave or owner-servant midset, even if that is not a valid organisational paradigm anymore. They tend to misjudge and have to be communicated using downgraders, lest they treat it as a personal insult to their status, whether ascribed and/or achieved!

It is often very prudent to know the culture of the organisation as well as the background of the individual to be on the right side of things. The culture of the organisation inherits from the location of origin(Sillicon Valley, Seattle, Boston, Baden-Wurttemberg, or Mumbai, Kolkata etc) as well as industry(IT driven, manufacturing, healthcare, etc), size(2 member startup, 100K Steel Company) etc.  One can ignore such aspects only at tremendous cost. My views. What do you think?

Comments

I feel, apart from the place and industry, organizational culture has also a lot to do with the initial leadership team which started the organization. They are the ones who imbibe values, like parents. Over a period, these values take deep b root and become difficult to change.

Popular posts from this blog

THE WORLD IS NOT FLAT - THE BOOK IS!

Just finished reading 'The World is Flat' by Thomas Friedman. The subtitle suggests it is the 'A brief History of the Globalized World in the 21st Century'.

Once again an attempt at creating a stereotype. This book is targetted at western audiences, who have probably read about outsourcing etc through the media, but have not had the chance to read it in the form of a story, something the three times Pulitzer awardee is very good at.

Mr. Friedman conjures up images of Indian IT companies as replacing the jobs in the US, but he forgets some parts of the story, viz, most of the Indian Tier 1 IT services providers have strong sales arms in the US, which have many an American employed.Outsourcing is not new at all. A famous acedemician recently commented that Americans outsourced their undergraduate education to India decades ago. That remark, made half in jest, alluded to the large number of Indian students who went to(and still go) US to after earning their basic engineeri…

CIO India is launched but wondering who gets copies.

While International Media GroupIDG has brought one of its most popular IT publications for managers CIO, subscribing to it is a pain. The first issue of CIO India was published in Nov 2005 and according to IDG, currently distributes 6000 copies across India. I wonder who gets them.Having followed US edition of CIO (It is absolutely first rate) for a while now, I was quite delighted to know there is an Indian edition too. However, try to subscribe to a paper copy. First, there is no concept of paid subscription. One need to register a request for a print subscription, and that begins an endless wait to hear whether your subscription was approved or not. (I registered in May 2007 and am still waiting to hear back from them!). And no, CIO does not sell off the shelf, it only comes into your letter box.I wish this subscription request and acceptance process is improved significantly if CIO India has to indeed make a mark. I have sent multiple emails over the last three quarters and follow…

INNOVATION- A CLICHE ALREADY?

The word INNOVATION is part of daily management lingo. People mean different things by this word. To see what I mean by this difference, look at the dictionary meaning and thesaurus meaning for INNOVATION. Are they indeed the same? I bet you would find the thesaurus meaning much more stretched in meaning.
We will start a journey at this blog to comment upon the latest known thoughts on Innovation. We shall start soon with a book by Vijay Govindarajan and Chris Trimble titled 10 Rules for Strategic Innovators: From Idea to Execution. If you have any thoughts, let the debate begin right here! To me however, plain and simple, a hand wound charger for a mobile phone is ample proof that Innovation is alive! It also suggests that innovation has a context. This device might appear utterly useless to most of us, but do go and check the villages where there are power supply issues ( No I did not mean Delhi, though I agree the resemblances are close!) and the marginal importance of such a contra…