How Losers Operate?

Losers tend to stick with a particular and hierarchical model of operation. The structure is set out in organization charts. There are probably job descriptions for most positions, and how the organization operate is set out in a physical or electronic manual. Preparing these and understanding them takes time. Hence people are reluctant to make changes that might involve altering diagrams, updating files and reprinting documents. Some people become complacent. They believe they have discovered or created a formula for continuing business success. They also swear by particular approaches and enshrine them in standard processes and procedures. The framework solidifies.

 Many losers have a weakness for single solutions, panaceas and fads. They believe that this management approach, that technology or a particular consultant’s methodology will provide and answer and solve their problems. While struggling to make a chosen course of action work they fail to consider alternative options. They look themselves in.

 Employees who can be trusted to operate in approved ways and observe standard practice are promoted. After some time corporate structures, processes, systems and mindsets become rigid and inflexible. Subject them to increasing stress and they first creak and groan, and then snap. Increase workloads and transaction flows and people in ‘loser’ organizations struggle to cope. Rather than operate in new ways or change processes they endeavor to work harder, faster and for longer hours. They quickly become overloaded and break down. Work-life balance is an issue in these companies because staff suffer the pressures without enjoying any of the compensating benefits.

 There are often alternative ways of achieving the same objective. Boats of many types and sizes may be capable of making the same journey, although imposing very different demands upon their crews. The craft chosen will reflect their preferences and aspirations. There may also be alternative routes to the same destination.

 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, Line of Sight

Emotion Management

None of us has the luxury of doing one thing at a time, and it is very easy to allow the emotions attached to one activity to spill over into another. If a big deal has just fallen through, it is hard not to convey some feeling of disappointment to the next person you talk to. Or if you are feeling particularly harassed, impatience or irritation can often creep into a phone call or meeting.
Compartmentalizing, leaving the emotions of a particular situation locked within the confines of that situation, is one of those things that is easy to advise and very hard to do. I have found that a partial solution is to compartmentalize my day and week functionally–answering letters in the morning, returning phone calls in the afternoon, limiting meetings to particular meeting days, and so on.
It is also important to force yourself to act rather than to react to situations. For example, I rarely take calls, but I always return them. You are much less likely to snap at someone on the phone if you are initiating the phone call than if you are being interrupted by it.
In the end, compartmentalizing is mostly a conscious process of putting someone emotional distance between yourself and the situation.
My Consultancy–Asif J. Mir – Management Consultant–transformserorganizations 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 Asif J. Mir