Leadership and Symbols


Person-centered leadership is about helping people get real at work. What you do does not usually have to be right the first time, but it always has to be real. When you remove posturing, pretension, and false communication, people are free to be themselves—to use their good ideas and energies to give themselves and their organization a lift.

The leadership is responsible for the atmosphere and morale in any organization. Executives and managers are not responsible for knowing the solutions to all the organization’s problems. That’s what the experts are for—and the experts are always the people who actually do the job for you on a daily basis. The most effective leaders are not the ones who know how to give good orders. Most effective leaders know that good communication is a two-way street and they are skillful at using symbols to convey truth. Every leader needs a metaphor that defines his leadership style.

The door is just a symbol of commitment to person-centered attitudes and actions. Symbols are exquisitely important, but they have to be your own symbols—a genuine extension of yourself. Just like all other aspects of this approach, the leadership symbols you choose have to be real

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Ethical Climate


The unspoken understanding among employees of what is and is not acceptable behavior is called an ethical climate.

In most companies, a moral atmosphere can be detected. People can feel the way the ethical winds are blowing. They pick up subtle hints and clues that tell them what behavior is approved and what is forbidden. Ethical climate is part of the corporate culture that sets the ethical tone in a company. There are three different types of ethical yardsticks: egoism (self-centeredness), benevolence (concern for others), and principle (respect for one’s own integrity, for group norms, and for society’s laws). These ethical yardsticks can be applied to dilemmas concerning individuals, a company, or society at large.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Exploiting the Yellow Pages


Many people think the yellow pages are merely a place to put their phone numbers in large type. Silly thinking! The Yellow Pages are an arena for attracting the business of active prospects. They are a place to confront prospects on a one-to-one basis. You are selling. Others are selling too what you sell. The prospect is in a buying mood. Understand that opportunity, and you’ll be able to  create yellow pages ads that translate into sales.

 

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Doughnut Structure


Although most organization charts are constructed in the shape of a pyramid, extending downward from the board of directors or president, some firms have doughnut structure—an organization chart made up of concentric circles that represent top management, staff personnel, and functional areas and that reflect a more flexible structure—people see themselves working in a circle as if around one table. One of the positions is designated chief executive officer, because somebody has to make all those tactical decisions that enable an organization to keep working. The doughnut design is made up of concentric circles, in which the center ring consists of top management. The second ring is composed of important staff personnel, such as legal, personnel, research and development, and electronic data processing, whose services are used by all departments. The third ring consists of managers of functional areas, while remaining rings comprise department and other supervisory managers

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Bureaucratic Management Approach


The roadblock stems from management’s reluctance to push profit and decision-making responsibility on with too many management levels and high-paid support people. The real contributions of most corporate, sector or group level marketing, advertising, manufacturing, planning or R&D activities cannot be to line management responsibilities and too costly to justify their existence. We have not been able to find proven profit contributions that offset the costs involved.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Marketing Eras


  • Production Era:  Prior to 1925, most firms operating in highly developed economies focused narrowly on production. Manufacturers stressed production of quality products and then looked for people to purchase them.  The production era did not reach its peak until the early part of 20th century.
  • Sales Era: Manufacturers began to increase their emphasis on effective sales forces to find customers for their output. Firms attempted to match their output to the potential number of customers who would want it. Companies with a sales orientation assume that customers will resist purchasing products and services not deemed essential and that the task of personal selling and advertising is to convince them to buy. Although marketing departments began to emerge from shadows of production, finance, and engineering during the sales era, marketing dominated sales and other areas. Selling is thus a component of marketing.
  • Marketing: Personal incomes and consumer demand for products and services dropped rapidly thrusting marketing into a more important role. Organizational survival dictated that managers pay close attention to the markets for their goods and services. The trend ended with the outbreak of World War 11, when rationing and shortages of consumer goods became commonplace. The war years created only a pause in an emerging trend in business: a shift in the focus from products and sales to satisfying customer needs.
  • Relationship: It emerged during the 90s. Organizations carried the marketing era’s customer orientation one step further by focusing on establishing and maintaining relationships. This effort represented a major shift from the traditional concept of marketing as a simple exchange between buyer and seller. Relationship marketing by contrast, involves long-term, value-added relationships developed over time, strategic alliances and partnerships retailers play major roles in relationship marketing.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Risking New Ideas


If we want people in the organization to start taking some risks, we need to replace no with yes and replace limits with encouragement. The key to the development of a risk-taking organizational climate lies in the ability of management to convey the attitude that new ideas are always a hot commodity. New ideas do not have to be perfect at birth. As the saying goes: “It doesn’t have to be right the first time. It just needs to be real.”

The best risk-takers are those who act without concentrating on all the jeopardies and instead work around the fears that hang up other people. That doesn’t mean that they don’t think before they act; it does mean that in this environment, they take some well-planned chances. I’ve watched associates get better month by month at learning how to make the right risks pay off for them, personally and professionally.

When we communicate that we expect mistakes to occur when people are putting out and working hard, we create an atmosphere of encouragement.  A lot of people in corporate life have made careers out of surviving rather than succeeding; they’ve had to cope with atmospheres laced with fear, suspicion, and blame. Get rid of the blame and start celebrating the efforts and new ideas. Plan to make mistakes and still make it through.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Reinventing Leadership


Many people in today’s organizations are pretty miserable. Unhappy people don’t produce quality services and products. At some level, each one of us knows that. Yet, many leaders and managers have given up. They’ve accepted the idea that employees work forty hours a week only so they can do what they want to do on the weekend. That must be changed, and it can be changed. The realities of the deteriorating social fabric demand that we return self-esteem to workers. The realities of national and global competition demand that leaders start making a difference in their corporations—a difference that truly makes a difference.

There are better ways to run corporations than the old, autocratic, dehumanizing ways. Not only must we implement these better ways; we have to sustain them. You can’t do it with your eyes, head or heart closed. But it’s very simple stuff, and it’s very, very powerful.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Creative Marketing Program


Motivate your audience to do something; Marketing is not creative unless it sells. You can pretty much ensure that you’ll end up with creative marketing if you start out by devising a creative strategy. Such a strategy is similar to a marketing plan, but limited to advertising only, and defined solely at the content of ads and/or commercials. If you think there’s a simple formula for establishing such a strategy, you’re absolutely right.

Follow following steps:

  • Find the inherent drama within your offering;
  • Translate that inherent drama into a meaningful benefit;
  • State your benefits as believably as possible;
  • Get people’s attention;
  • Be sure you’re communicating clearly;
  • Measure your finished advertisement, commercial, letter or brochure against your creative strategy.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures

Strategies for Interactions


Strategies for dealing with interactions among groups must be carefully chosen, following thorough examination and analysis of the groups, their goals, their unique characteristics, and the organizational setting in which the interactions occur. Managers can use a variety of strategies to increase the efficiency of intergroup interactions. Five such choices are location-based strategies, resource-based strategies, goal-based strategies, people, and group-based strategies, and organization-based strategies.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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