Learnings of 2012

2012

Dec 31, 2012 has rolled around amidst all the cacophony that global crisis of all sorts created. Time continues its relentless march without missing a beat and we celebrate yet another New Year’s Eve tonight.

End of the year is always a period of introspection and resolutions. And I’d like to give my thanks to my readers for their support, comments, tips and their shares of the posts here. Many thanks. It’s heartening to know that you like the content that’s made available.

This end of the year post focusses on a snapshot of key learnings that has been shared over the year, on strategic business management, on leadership and, most importantly, on the importance of strategy that has continuity and community at its core.

Here’s a quick list of 4 key learnings each:

Strategic Business Management

  1. Manage your business division, unit or organisation as if its your own.
  2. Bring into your day-to-day management the ability to trust your team and to provide them clarity when required.
  3. Ensure clarity in all the business that you undertake– clarity in communication; clarity in the roles of the team members; clarity in the direction the business is to be taken.
  4. Communicate— Listen well and not just hear. Sometimes we miss critical communications due to noise created by simply keeping up with the ‘to-do’ list!

Leadership

  1. Lead by example and not through position power.
  2. Be empathetic of your core team– understand their pressure points in order to assist them. Surround your weak areas with skills that others in your team provide.
  3. Use the Pause, effectively– Stop, now and then and check! Check how team mates are doing; Check for feedback on your leadership; Check for perception vs reality.
  4. Be grounded— Make time and roll up your sleeves and work at ground zero now and then to have a feel for what your team does in order to make you (their leader) look good.

Strategic Continuity & Community

  1. Involve yourself in developing the long-term strategy fully i.e. work the details. This way, the team,the organisation & you will have the entire strategy imbedded in your minds! This aids in the long-run, specially when key team members would have to be on ground for delivery, by ensuring your Ateam is on the same page and same line.
  2. Encourage community or the businesses eco-system to participate in the organisation’s strategic journey. Thereby you would ensure participation as well as consumption.
  3. Whilst developing strategic alternatives, never throw away the PlanB. Keep contingency planning a priority and remember Murphy’s law!
  4. In entering new markets, ensure strong relationships with key community circles, are present in order to create the positive perception that your organisation would need.

Signing off for this year, here’s wishing all my readers a very Happy New Year and may success & health be with you all through 2013.

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Published by

Joy Abdullah

I create brand, financial and people value for an organization by linking its leadership, strategy, engagement and communications into one cohesive story.