Increasing your Sociability


The ability to meet new people and feel comfortable on social situations can be important to. If you have difficulty in social situations, you may want to deverlop your social skills. The following suggestions can help:

  • Over the next month, set goals to take the initiative in forming social contacts, particularly in informal settings. For example, you might set goals related to speaking up more often, attending more social events, or meeting new people at these functions. Make an effort to become more involved.
  • Broaden your circle of acquaintainces. Introduce yourself to people you have wanted to meet but were too busy or too shy to talk to. Consider setting a goal to become acquainted with a certain number of people per week.
  • Learn more about each of your acquaintances’ onterests. This is especially helpful if you have difficulty thinking of things to talk about: other people’s interests often provide excellent opportunities for small talk.

 Don’t expect to become comfortable in social situations immediately; changes like this don’t happen overnight. As time passes, however, you will find that you are beginning to enjoy social situations more and that they have become less threatening.

 

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, Line of Sight

Change and Transformation Losers


Losers adopt a combination of attitudes, approaches and priorities, from a limited vision and a short-term and internal orientation, through cutting corners, to attempts to protect corporate interests, and this locks them into a ‘spiral of descent’. The almost inevitable outcome of their actions and inaction is a struggle to remain viable as a supplier of low-margin commodity work.

Losers become reactive and defensive, get lost in complexity of labyrinthine proportions and the more activities they engage in to break free, the more they become entangled. They introduce changes for changes’ sake. They become neutralized by their lack of imagination and entangled in barbed wire created by their own words and actions. The trick they try to play is to retire or to move on at a high point.

Losers in the battle to become and remain competitive:

·        are ‘in their own space’ and relatively oblivious to the needs of others; they do not anticipate and remain unaware of significant external developments and pressing requirements to change;

  • lack self-confidence and self-worth and hold back, they are different, can be indicative and find it difficult to commit themselves;
  • do not have a compelling rationale and purpose; they are not unique, special or even distinctive;
  • are not noticed by people, they are grey and dull, and hence fail to stand out or have an impact;
  • copy and follow others; they do not innovate or differentiate  themselves from their competitors;
  • respond to events; they react to incoming approaches and invitations to tender;
  • do not prioritize and focus; they fail to address what is important as a result of being distracted by trivia;
  • hoard information and hold on to the reigns of power; they are reluctant to delegate and to trust and involve others;
  • remunerate people according to their seniority and status in the management hierarchy;
  • are driven by internal personal goals and corporate targets rather than by customer requirements;
  • play other people’s games rather than live on their own terms; they become pawns on other people’s chessboards;
  • adopt standard approaches and are rigid and inflexible;
  • follow fashions and have a penchant for fads;
  • search for panaceas and single solutions;
  • define their capabilities in terms of the tangible assets they own and the people they employ;
  • are consumers rather than producers of knowledge, understanding  and intellectual capital;
  • respond unimaginatively and mechanically to business opportunities;
  • rely on traditional ‘hard-self’ techniques and undertake win-lose negotiations;
  • make little effort to learn from either their experience or that of others;
  • hold back and stay aloof; they avoid personal commitments, partnering  arrangements and inter-organizational links;
  • are selfish in relationships and put the minimum of effort into maintaining them;
  • use their customers to achieve their own short-term objectives;
  • are cautious and half hearted in their approach to e-business;
  • mouth generalizations and they indulge in self-deception and spin;
  • live for the moment; they have short time horizons;
  • do little to keep competitors out of their key accounts;
  • leave the building of customer relationships to specialist sales staff;
  • ignore organizations that are supplied by competitors;
  • prize their freedom and independence, they prefer to operate alone;
  • attempt to protect their interests with small print and avoid the assumption and sharing of risks;
  • are secretive and defensive; they build internal and external barriers to create a hard shell;
  • offer other employees general training and development that is viewed as a cost;
  • fail to equip their people to win new business, create new offerings or build customer relationships;
  • are complacent and set in their ways; they are reluctant to think, question and learn;
  • confuse the roles of owner-shareholder, manager and director;
  • fail to distinguish between operational matters and strategic issues;
  • become typecast and locked into certain roles; they tend to end up as commodity suppliers.

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 contact http://www.asifjmir.com

Change Management


Change Management is the task of managing change in an organization. This implies to making changes in a planned way. The purpose is to effectively execute new methods and systems in a running organization. These internal changes might have been set off by external events–external environment. Managing change also means response to changes over which the organization exercises little or no control. It is a reactive or proactive response. Change is what your organization needs to align it with internal or external environment. My Consultancy–Asif J. Mir – Management Consultant–transforms organizations, makes them relevant, and suggests solutions for succes. For details please contact Asif J. Mir