Indicators of Poor Listening


In the customer service environment, you cannot afford the luxury of failing to listen to your customer. Periodically, you should do a self-check on your listening style to see if you need improvement. If any of the following events occur, you may need to refocus.

  • Customers  specifically request to speak to or be served by someone else.
  • You find yourself missing key details of conversations.
  • You regularly have to ask people to repeat information.
  • You walk away from phone calls or personal encounters not completely knowing what action is required of you.
  • Customers often make statements, such as, “Did you hear what I said?” Are you listening to me?” or “You are not listening.”
  • You find yourself daydreaming or distracted as the customer is speaking.
  • You miss accompanying nonverbal cues sent by the customer as the two of you communicate.

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.

Contamination of Resources


Nations have paid relatively little attention to the contamination and destruction of the world’s natural resources. Entire forests have been destroyed by people wanting to get firewood or to clear land and by contaminated air and water. Pollution control of air and water was considered a luxury that governments, anxious to attract new industry and to keep the industry they had, could ill-afford to impose. Developing countries assert, “They can’t afford pollution control like Japan or the United States—that’s cultural imperialism.” They unfortunately do not realize that the price for such negligence is too high.

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.

People’s Self-Worth


When people fail, let them know their failure does not diminish their worth as a person or their worth to the organization. For some of your people, when you treat them in this way, you will be acting as the supportive, protective parent they never had. You will be the first person ever to provide them the luxury of being able to fail without being unduly chastised or degraded as a person.

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.

The Lacking Commitment


Why do so many senior people appear hesitant and half-hearted? Why are the communications concerning change programs so anemic, especially when coming from those who have little difficulty in putting their points across in other contexts?

We have to get at the roots of ambivalence. The reasons for concern, quiet dissent, and reluctance to commit need to be probed:

  • Apparent support may only mean that those concerned are crawlers, bootlickers and toadies. There is often reluctance to accept the reality that all manner of loathsome and self-serving creatures inhabit the corridors of corporate bureaucracy. Their wiles, and the games they play, which are so transparent to outsiders, and destructive of external relationships built upon mutual trust and respect, go unnoticed or are ignored within.
  • Those who appear difficult may be the individuals with intellectual reservations. These could relate to the application of a program in a particular area, or to an initiative as a whole. The objectors could be the ones who have thought it through and uncovered missing elements. An implementation process needs to incorporate a means of listening to, and learning from, those who have valid objections.
  • Also, not all customers have the same preferences. What is added value for one person may be regarded as an expensive luxury by other.

Bland ‘motherhood’ statements suggest people have not thought through what needs to be done. People judge by what they see rather than on the basis of what is said. The informal messages, the examples and the symbols, can undercut formal communications.

Too often the changes of attitudes that are sought are not reflected in the language used by managers, the anecdotes and war stories that make up the mythology of a company, in symbols such as the allocation of parking spaces or use of exercise facilities, and in how a myriad of day-to-day matters are handled. Changing structures and processes may not be followed by attitudes where managers themselves, and particularly senior managers, refuse to act as role models.

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.

Intuitive Leadership and Sound Business


Intuitive Leadership is a term that has come into vogue only recently. In fact, tough-minded male executives have confessed to using intuition in their decision-making. Intuitive leadership is more than simply old-style leadership with some intuition added in to guide the corporate decision. It is leadership that takes into account both (a) the executives’ appreciation of their inner resources that are available but often not used and (b) the changes in institutions and society that are accompanying the “awakening” of employees and the public at large. The term “awakening” is used to describe the general phenomenon whereby people are becoming aware that they no longer have to accept their adopted beliefs, beliefs that they developed or accepted throughout most of their lives. These beliefs can include belief in the inderiority of certain ethnic or gender groups, beliefs in the sacrosanctity of economic customs and business practices (even if they are demonstrably not good for people or the planet), belief in powerlessness before the “big system,” or belief in the limited extent of one’s own ability to create what one wants.

In view of these changes, what is sound business for the future? What do these changes mean to business people? Of one thing we can be sure: business life will be replete with challenges. Some of these challenges will stem from the global dilemmas, with growing recognition of the role business has unwittingly played in accelerating modern society’s race towards self-destruction. Some of these challenges will stem from the changing attitudes of employees and the general public—the customers. The new environment for business will emphasize innovation and will be highly competitive. To prosper in such an environment, a business firm will need to attract and hold its most creative people. To do that, businesses will have to provide a work environment that fosters creativity development.

Developing intuitive leadership in the future will not be a luxury or a passing fad; it will be the heart of business. The challenges will be great. It will be necessary to deal effectively with the increasing complexity, interconnectedness, and systematic nature of the economic system. There is both good news and bad news. The bad news is that there will be persistent problems of mediocrity, debt, trade balance, global dilemmas, and worker morale. The good news is that we have inner resources we haven’t been using—untapped resources that are quite capable of dealing with these problems.

Thus “intuition” is not just a new gimmick in management decision making. Intuition is a code word for a necessary transformation of business—indeed, of global society.

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, Lectures, Line of Sight

Strategic Decisions


There are three central characteristics of strategic decision making:

  1. Strategic decisions that affect the very survival of the firm;
  2. The effects of a decision last a long time, perhaps five to ten years;
  3. The long range effects of a decision are very hard to forecast.

Actually, the first characteristic is really the definition of a strategic decision. The other two characteristics follow from it. If we could correct a bad decision of any size within a year or two, then it would be less likely to harm the firm permanently. And it should be clear that any decision whose effects last for many years will be extremely difficult to forecast.

Difficulties of long-range forecasting include:

  1. Long-range forecasts are usually ill-structured; that is, it is impossible to make a really good mathematical model of what is being forecasted.
  2. Forecasting accuracy drops off rapidly as one looks further into the future. This is essentially because unforeseeable change accumulate as we peer further and further ahead.
  3. Forecasts need to mix subjective and objective information, since different kinds of information are being captured.
  4. The longer the horizon, the less objective information is available, the worse models will be, and the more we must rely on subjective forecasts.

Given that huge financial stakes are involved and that strategic decisions have a long horizon with poor forecasts available, it is hardly surprising that most Operations Management texts do not delve deeply into this problem. Many methods which are in practical use are not deeply quantitive, and are, in any event, difficult to describe and justify. Nevertheless, manufacturing executives do not have the luxury of ignoring strategic decision making and must be careful consumers of the best available methods.

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

The Androgynous Manager


Clearly, the corporate world is still a man’s world. Under this male-bastion model, corporations, for a number of reasons, are losing out as much as women. Every corporation wants the most competent people woking on their side. But companies which permit themselves the luxury of unconsciously sexist attitudes lose out on a wealth of talent which resides equally in men and women. That is simply bad for business.

 When women and men are segregated in the workplace, formulating stereotype of each other’s behavior, they can become blind to genuine abilities each possesses. Women, for example, are rarely considered great-deal-makers.

 But women are actually more flexible, less deceptive, more emphatic, and more likely to reach agreement, while men are just the opposite. When a man visualizes a negotiating situation, he sees it as a one-shot deal to win or lose, like a sport or a game. A woman sees it as part of a long-term relationship. Since most business situations involve long-term relationships, the female approach is more productive.

 But in the information society, as the manager’s role shifts to that of the teacher, mentor, and nurturer of human potential, there is even more reason for corporations to take advantage of women’s managerial abilities, because these people-oriented traits are the ones women are socialized to possess.

 The problem is that most women feel that they must be more like men if they are too succeed in a male-dominated corporate environment and that is a mistake both for women and for companies.

 The appropriate style for the manager of the 80s was an androgynous blend, one that combined the best of traditional male and female traits.

 Men and women should learn from one another without abandoning successful traits they already possess. Men can learn to be more collaborative and intuitive, yet remain result-oriented. Women need not give up being nurturing in order to learn to be comfortable with power and conflict. Women can transform the workplace by expressing, not by giving up their personal values.

 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

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