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The Rise of HR – Wisdom From 10 Thought Leaders In 20 Sentences

April 11, 2015 / Tojo Eapen / 0 Comments

“The Rise of HR: Wisdom from 73 Thought Leaders,” is a recent anthology published by the HR Certification Institute in collaboration with Dave Ulrich, Professor, University of Michigan and Co-founder of The RBL Group, Bill Schiemann, CEO, Metrus Group, Inc. and Libby Sartain, Business Advisor and Board Member.

As I was reading through few chapters, I thought it would be worthwhile to attempt consolidating the following ten themes from leading HR voices (relevant chapters indicated under ‘References’ below).

The HR professional of today is more likely to be a talent expert, a technology expert and a consultant. They must focus on 3 categories of skills: how to recruit, develop, and manage people; how to organize, enable and improve the organization; and how to manage, leverage, and exploit data and technology.
Getting the transformational change process right in an organization means attending to the Structural, Cultural and Human elements. All change requires an expenditure of physical, emotional and cognitive resources that should be prioritized like any other organizational asset.
HR leaders need to be conductors of the organizational orchestra, by coordinating the orchestra and being comfortable balancing the various tensions (individual versus firm, star versus supporting players, timing, and flow). Three key elements underlying the new HR are talent, data and strategy, and require an ability to coordinate alignment across different levels of organizational hierarchy.
HR professionals will need to spend more time thinking about and developing strategies for operating in what has become a transparent world. More than ever before, HR professionals have to approach their role by constantly reminding their organization to consider the question: What would happen if an employee or customer saw this, or if this appeared on the front page of the newspaper?
Creation of an employer brand is as important as our corporate brand – and thus HR and marketing should be attached at the hip. In this age of transparency, employees are the media and HR is essential to marketing, as they deliver on the brand promise day in and day out.
In any business dialogue, an HR professional can proffer three unique contributions – Talent, Leadership and Organization. Three dimensions of competitive organization are organizational capabilities (what the organization is known for, good at doing, how it allocates resources), culture (pattern of how people think and act) and management actions (intellectual, behavioral and process agendas).
Culture is the catalyst that connects executive leadership goals to HR goals and creates a perpetual winning environment. Great cultures are created through everyday relationships that employees have with leaders, their work and with one another.
Success in any field is based on two characteristics: long term resilience and the ability to be centered, or “in the zone” more frequently. This resilience center spans five aspects of our lives: our emotions, our physical selves, our spirits, our finances and our relationships.
Workforce metrics is strategically important for firms because the workforce is most firms’ single largest expenditure – and the least scrutinized in assessing its impact on value creation. HR must focus on delivering outcomes that enable top-line growth through the firm’s strategic mindset and by leveraging the performance of individual roles that impact value creation and top-line growth.
Forward-thinking HR organizations choose their leadership arenas carefully, letting others take the lead when trends are new to HR, and taking a leadership role as HR becomes more involved. It means gaining credibility with functional partners from other disciplines so that they welcome the involvement of HR in their domain and are willing to help translate and apply their expertise to HR issues.

Hope these are helpful notes for valuable reflection, action and further reading for HR professionals around the world. A strong community of highly capable and committed HR professionals, leaders and organizations is fundamental for the rise of HR and its future evolution.

References
* Book Website – http://hrleadsbusiness.org/rise-of-hr-e-book
1. HR’s Role In The Digital Workplace: A Time For Reinvention, Josh Bersin
2. The Case For Change Capability: How HR Can Step Up…, Holly Burkett
3. The Reluctant HR Champion?, Robert Ployhart
4. HR And Transparency, Susan Meisinger
5. Think Like A Marketer!, Libby Sartain
6. From War For Talent To Victory Through Organization, Dave Ulrich
7. CEOs Want Better Performance. Great Culture Can Make It Happen, China Gorman
8. Finding Our Resilient Center, William G. Ingham
9. HR Analytic And Metrics: Scoring On The Business Scorecard, Richard W. Beatty
10. Avoiding The “Profession” Trap By Reaching Out And Retooling HR, John W. Boudreau

Seeing Opportunities Or Threats?

February 4, 2015 / Tojo Eapen / 2 Comments

We all go through numerous changes, people and scenarios in our work and personal life.

In every new environment or scenario, we have multitude of thoughts, feelings and emotions. Many of this are influenced by our conditioning, habits and natural tendencies.

As a result, we tend to see things in a certain manner.

The wise teachings from the past do indeed play an important role everyday in our lives — “What we see in the world is to a large extent a reflection of what lies inside us.”

We tend to see people, environments and situations from our own perspectives and world views. This can be a strength many times depending on how well we’ve developed our valuable point of view and awareness through experience, reflection and learning. This may also be a major weakness.

Neuroscience studies seem to indicate that we tend to pick up or read threats in our environment more easier than opportunities. In a threat state, our brains don’t work effectively. Fear plays tricks with our memory and our perception of reality.

Individuals and organizations may lose a lot of valuable energy focusing on threats (especially internally), rather than opportunities. This may result in turf wars, personal conflicts, lack of collaboration and stress. If we were to consciously shift our focus to the possibilities and opportunities, our intent to ‘flourishing’ increases. Dr. Martin Seligman identifies five endeavors crucial to human flourishing — positive emotion, engagement, good relationships, meaning and purpose in life, and accomplishment (PERMA). Our ability to work well with other people in a group depends on our ability to appreciate other individuals’ emotions.

When we start consciously focusing on the opportunities, the environment or people around seem to become less threatening. Our outlook and capacity to influence increases. We inspire people around us to move to a higher energy spectrum.

References
1. Fear in the brain
http://discovermagazine.com/2003/mar/cover
2. Your Brain At Work, David Rock
3. Flourish: The Father of Positive Psychology Redefines Well-Being
http://www.brainpickings.org/2011/04/05/martin-seligman-flourish/
4. Why Organizations Fail
http://fortune.com/2013/10/23/why-organizations-fail/

A Different Approach To Career Management

December 25, 2014 / Tojo Eapen / 0 Comments

Most people tend to think about their career progression and growth in a linear manner – i.e. work my way up the ladder and end in a senior or leadership position before retirement.

In today’s evolving and constantly changing world, one needs to think about the career topic with a different perspective. Environments change quickly, business shifts happen unexpectedly, impacts are felt globally, leaders and strategies change faster than one expects.

The concept of ‘stretch’ and growth needs to be constantly on one’s agenda. Complexity in different forms ensure learning and growth. As a result, we develop learning agility and it becomes a fundamental element of our approach and way of working. As we widen our ability to think, adapt and grow, we increase our value to any organizational setting.

Here are some fundamental questions to think about in this approach. The deeper and longer term aspects have to be addressed first.

1. What do I want to achieve with my life? What is meaningful success for me? What capabilities, support and paths do i need to build?
2. Am I continuing to grow or learn new things (in an area of importance, aligned to my longer term career objective), irrespective of the position or responsibility I hold today?
3. How long have I been doing the same work (irrespective of the job or role), without changing any element? Can I think of different approaches?
4. Key elements of role changes I would want to explore:
a. Breadth of responsibility at different levels
b. People Management – direct, indirect, matrix
c. Culture – Geography, Organization
d. Organization size, background and structure
e. Business environments – startup, fast growth, mature, major changes
f. Local & Global roles
4. Have I explored experience in different types of work approaches – eg. consulting, independent, volunteer etc.?

One can explore options with current organizations to start with or externally, through encouraging leaders and systems who facilitate the right opportunities.

At the heart of it, it may be always worthwhile to ask ourselves a Tom Peters (management guru) question: “What would you like to be written on your tombstone?”

Life is a valuable gift and it is important to think about the impact we want to create and the meaning we want to achieve through our work. After all, we spend a substantial portion of our lives at work and with colleagues.

Wish you the very best and a successful New Year 2015…

To every reader who’ve followed my posts, shared feedback and encouragement, special thanks to you and best wishes.

Posted on LinkedIn on December 25, 2014.

3 Basics In Interpersonal Communication

November 18, 2014 / Tojo Eapen / 0 Comments

I feel privileged to have had the opportunity to interact with people from multiple cultural and professional backgrounds, across various levels and roles. In my observation, the quality of interpersonal communication in any form varies tremendously and few fundamentals are often missed in organisations, irrespective of the roles or command over language. This may lead to frustration, misunderstanding and even conflict in organizations, internally or with partners. The less you know someone personally, the more cautious and aware you need to be. The more you know someone personally, it is important to not take them for granted. Great individual examples always stand out in our minds and memories.

Here are three basic starting points to think about.

1. When you call or connect with someone for the first time in any form, try to explain the context or background along with the introduction first. I’ve noticed many times when a customer service call comes in, the representative jumps straight to questions (with even questions that feel personal) without explaining the reason and background for the call. On social media, new LinkedIn or Facebook invites are often sent without any introductory message, leaving the receiver to figure out (especially if you haven’t met or connected in the past).

2. When someone you know tries to contact you, it is helpful to respond, even if it is a one liner saying you’re very busy currently. If you may not have clarity to respond regarding a question, it helps to say so. It is also helpful to manage expectations by referring to timeframes, if you think it will take time to respond. People should not feel that their messages went into a black hole and are left to decipher what that may mean. On the other hand, it also helps the sender to follow-up to ensure that it may not have been accidentally missed.

3. Related to the topic of givers and takers, it is not sustainable to just be a taker mostly. There are some people who seem to be happy as long as they receive help and support from others but when they receive a negative response or one that does not satisfy their needs, they miss to acknowledge and respond. It is important to acknowledge in any scenario and still thank someone for their time and interest for thinking and responding to you. It also worthwhile to ask yourself how you can as well be of help to others.

One may need to keep in mind that every action or lack of it, contributes to personal brand and reputation. Some people in positions of power unconsciously allow arrogance to creep into their communication (or lack of it). Everyone should receive the benefit of doubt, until proven otherwise through a noticeable trail of behaviors. We may be conditioned to pick up negatives faster than positives.

As we all work with so many different personalities, preferences and behaviors, it is valuable to get few consistent basic approaches in place, to avoid misunderstandings. We also live in an interconnected world where one’s personal or leadership brand image may actually travel long distances.

I still remember the time in university when I sent Daniel Goleman, author of multiple books including Emotional Intelligence (with no prior connection or influence) a note asking if he would be available and interested in joining a student event. It was a pleasant surprise and felt great to receive his assistant’s response next day and then Daniel himself in a couple of days, sharing that he would not be able to make it due to a hectic schedule. That left a strong impression. I also remember a time at work when someone I looked up to went totally missing (for probably good personal reason) during very challenging times, even when just presence and caring enquiries would have made a big difference. These experiences do leave long lasting impressions.

In any sphere of life (especially if you are a leader), how do you find opportunities in interpersonal communication to influence or impact other lives?

Would you have any notes of advice to share from your experiences?

Best wishes…

Leadership Trust At Any Level – 6 “Be”s

October 25, 2014 / Tojo Eapen / 0 Comments

(Posted on LinkedIn on October 21, 2014. Modified version of a previous post on www.tojoeapen.com/blog.)

One of the most common leadership questions and challenges we come across in organizations is “How do I/we build trust?”.

This is a topic that will be constantly revisited by many, in personal and professional lives. Trust can be built more consciously through repeated, consistent actions. Every action and behavior can contribute to building or breaking trust. When a healthy mass of leaders practice trust building behaviors in an organization, it starts to shift and impact the culture positively. You can also build some of these aspects into organizational practices and systems.

1. Be visible.
Don’t get too busy with meetings and spend most time within closed doors. All stakeholders, especially your team members have a high need to see their leaders, even more when uncertainty is high. As human beings, visibility is reassuring and, builds certainty and confidence.

2. Be respectful.
Being respectful in your direct and virtual interactions, irrespective of organizational levels are major acknowledgments and motivators for individuals. The deeper you go in an organization, the more charged up and motivated individuals feel when leaders find time for them. Respecting personal space and feelings, especially during difficult phases go a long way to building commitment and trust.

3. Be aware (of self and impact of your behaviors and actions on others).
Take time to understand yourself, what drives you, your values, principles, strengths and development areas. Self awareness is the starting point of any personal development. Next stage is to understand others around you and the impact of your behaviors on them. Trust is a two way street and someone needs to extend a hand forward first to get the process of interactions into motion. It becomes even more powerful when you extend your hand first.

4. Be authentic (consistent in behaviors and actions).
Be yourself. Don’t try to be someone else. Most people are smart enough to see through ‘fake’ and artificial personalities. This does not indicate the license to do whatever to be yourself, rather this is about being aligned to your values and principles. Practice what you preach. Admit mistakes with accountability when they happen and share recognition when success is achieved. Explain your thinking approach because people may think differently about a certain topic and struggle to see the rationale in another person’s point of view.

5. Be open (to discussions, while being conscious of biases).
Having the openness to discuss aspects that you may not agree with and have a strong view about, may help you see different possibilities and ideas. Sometimes, it helps to be open about the fact that you have a strong view for a certain reason. It also encourages others to share ideas and thoughts without fear. Presence of fear and defensiveness are among the biggest barriers to trust. It becomes more difficult to share mistakes that may come to haunt you later, or to speak up when the perceived power distance or threat of repercussion seems high. Being vulnerable, even to some extent is a big factor for others to see your humanness and increases accessibility.

6. Be fair (in your approach and communicate clearly, especially tough choices).
People can live with tough choices if they feel it was based on a fair process and they’re not being misled into believing so. Many times, lack of visibility on the process or the way it was communicated or an absence of it, results in difficult scenarios and contradictions for everyone involved.

To easily remember, we can also use the acronym ‘FAAVOR‘ (Fair, Aware, Authentic, Visible, Open, Respectful).

It is valuable to reflect constantly. Taking out some thinking time with yourself, your close connections, coaches or mentors can help you in finding more clarity. We all have different scenarios to think about and there are no perfect solutions. Observing, reflecting and adjusting our approaches accordingly would help to figure out an appropriate approach for our environment.

Over time and with practice, building trust becomes achievable and impactful through a concrete set of actions.

Changing Jobs? Notes for an effective transition

September 22, 2014 / Tojo Eapen / 1 Comment

Posted on LinkedIn on September 22, 2014.

We seem to be in an era of constant changes with shorter cycles of stability.

Organizations are constantly changing to respond to market needs and competition – repositioning, differentiating, streamlining, reorganizing and restructuring. In effect, there is a much higher demand on individual efforts. As a result, individuals are moving through different jobs with increasing frequency, many times with different companies. To survive and thrive in today’s hyper competitive world, the bar is constantly pushed higher.

At a personal level, it therefore becomes critical to understand the key elements for quick and effective transition across jobs and organizations, and develop the ability to learn and unlearn in shorter cycles.

Self awareness is the fundamental building block of any development process. According to Korn/Ferry, many business leaders continue to wrestle with a lack of self- awareness, a problem that can stall or even derail their careers. Armed with self-awareness, leaders can see themselves without deception or distortion. Barriers to self-awareness take two forms. Hidden strengths are the skills leaders have, but underestimate. This can cause such individuals to expend needless energy “fixing” something that isn’t broken or under-using a critical leadership skill. Blind spots, the skills that leaders overestimate, are more problematic. These are weaknesses leaders can’t see in themselves, even though they are evident to everyone around them. Distorted or inflated self-perception is a widespread problem.

Peter Drucker wrote, “Knowledge becomes obsolete incredibly fast.”

If we look across, most jobs have the following core learning components that are critical for effective delivery.

* SUBJECT MATTER/BODY OF KNOWLEDGE, SKILLS
Every job involves specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and learning programs. For leadership roles, it is important to recognize and plug the knowledge gaps in the team, especially when a leader does not have deep expertise in the related areas.

* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.

* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. They generally tend to follow the processes. Having a good understanding of how they work and are applied could substantially increase overall efficiency of one’s functioning.

Sometimes, basic processes or tools create the most frustration in a new environment. I’ve seen new employees frustrated with reimbursement process, time sheets or sometimes even with the difficulty in connecting to a local printer.

* PERSONAL NETWORKS
This is one of the most important elements. It includes both internal and external networks of our personal connections that allow us to function with a high degree of awareness and effectiveness. In many instances, the personal networks are critical for avoiding organizational ‘landmines’, converting the perception of a new ‘threat’ to ally, achieving the extra mile of success and for managing crises. In most instances, people support beyond the specified requirements of a process when there is a strong connection. These connections are also critical links to tacit knowledge that’re often unavailable in formal knowledge management systems or databases. Treating individuals with respect and empathy normally will result in valuable help and inputs on the organizational culture, especially during the tough transition phase.

* EXPERIENCE, WISDOM
This could involve our combination of the above components and gained through the application of knowledge in a variety of situations, reflection, interactions with people at different levels, environments and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very important for managers and leaders as a lot of judgment is involved in making quick decisions on topics which may not have defined answers for the specific environment.

Korn/Ferry also found that personal flexibility is the core of one’s ability to grow and improve. People with this trait not only hear and respond to feedback but actively seek it. They also pick up on clues from other people or the situation and adapt their approach as needed. Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.

References:
1. Changing Jobs?, February 2010 http://www.tojoeapen.com/blog/2010/02/
2. The Korn/Ferry Insititute: Illuminating blind spots and hidden strengths by J. Evelyn Orr, Victoria V. Swisher, King Yii Tang, and Kenneth P. De Meuse http://www.kornferryinstitute.com/sites/all/files/documents/briefings-magazine-download/Illuminating%20blind%20spots%20and%20hidden%20strengths%20.pdf
3. The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by K. P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang http://www.successfactors.com/static/docs/LearningAgilityResearchWhitepaper.pdf

3 Omnipresent Leadership Coaching Scenarios

September 18, 2014 / Tojo Eapen / 0 Comments

Posted on LinkedIn on September 16, 2014

We see these scenarios play out in organizations every day but leaders seldom seem to act with urgency or seriousness to support development for themselves or their teams through impactful coaching. Effective leadership impacts multiple lives, not just of employees but also their families and beyond. As we experience ourselves, emotions can be contagious and many times, our good and bad emotions stay with us beyond work.

The three most common leadership coaching scenarios I’ve observed in organizations, irrespective of locations around the world:

1. Strong Individual Contributor but Weak Leadership

2. Strong Technical/Analytic Skills but Weak Emotional Intelligence, Social, Communication Skills

3. Strong Execution but Weak Strategic and Long-term Thinking Skills

Would you agree?

Ignoring these weaknesses could lead to major derailers for leaders and organizations.

I have little doubt that disengagement in organizations stems from poor leadership and HR practices. Gallup’s 2013 State of the Global Workplace report found that only 30% of American employees, 15% of German employees, 9% of French employees, 6% of Chinese employees, 11% of Korean employees, and 9% of India’s employees were engaged at work actively sharing their best ideas and giving their all for high performance.

For leaders, it is important to recognize that building self-awareness requires a lot of work. The issue becomes compounded when leaders don’t seek feedback in the right manner and are surrounded by ‘yes’ people. In addition, they don’t receive adequate support or the ‘safe zone’ to reflect and modify their approaches. This leaves many teams and organizations with unresolved toxic emotions and issues.

If you are a leader or HR professional, please consider placing leadership coaching support and related skills high on your agenda – for yourself and others.

Have you encountered other common coaching scenarios?

Reference:
From Blue Ocean Strategy to Blue Ocean Leadership
http://knowledge.insead.edu/leadership-management/from-blue-ocean-strategy-to-blue-ocean-leadership-3577

A World Of Constant Changes, Uncertainties And Disruptions

September 16, 2014 / Tojo Eapen / 0 Comments

Modified version of the original post on ‘The Illusion of Work’ Blog.

We all go through many changes in life, both positive ones and those that are tough and challenging. None of us look forward to disruption in our lives.However, sometimes, we don’t seem to have much control of what life brings to our doorsteps. As much as we prepare to face difficulties, it takes a lot of energy and effort.

What are some basic, helpful steps when the world around seems to be chaotic, with things running out of control?

1. Taking The Time To Reflect and Be Grounded

When the whole world around seems to be rocky, one needs to find ways to feel grounded by finding moments of peace, silence and calmness. Consciously taking the time to reflect (individually or with a trusted connection), understanding the big picture, avoiding unrealistic panic from taking over by putting things into context/perspective, remembering what is really important to oneself in the overall scheme of things, acknowledging good aspects of life, and focusing on things that one has control over are some ways to progress meaningfully. It’s worthwhile to breathe deep, take a step back, and spend some time to think about our overall direction and focus.

2. Finding One’s ‘Secure Bases’

The term “secure base” comes from the post-war attachment theory research of John Bowlby and Mary Ainsworth. According to this theory, all humans have an innate desire to seek closeness to and comfort from a person who gives them a sense of protection. This becomes especially relevant during tough and challenging times. George Kohlrieser and team defined “secure base” as ‘a person, place, goal or object that provides a sense of protection, safety and caring and offers a source of inspiration and energy for daring, exploration, risk taking and seeking challenge.’ In tough times, secure bases can come in the form of close friends, relatives, colleagues, teachers, coaches or leaders. They could also play an important role in providing a ‘safe zone’ to explore new paths and build momentum towards positive actions and outcomes.

3. Maintaining Physical & Mental fitness

Research suggests that staying physically active leads to better physical and mental states. According to John J Ratey, MD, an Associate Clinical Professor of Psychiatry at Harvard Medical School, adding exercise to your lifestyle sparks your brain function to improve learning on three levels. First, it optimizes your mind-set to improve alertness, attention, mood, and motivation. Second, it prepares and encourages nerve cells to bind to one another, which is the cellular basis for logging in new information. Third, it spurs the development of new nerve cells. Building exercise routines with a peer group or acquaintances increases the probability of consistency. When feeling low, getting fresh air into our system or spending time in nature can be refreshing.

Studies on meditation find that if practiced consistently, it has a huge impact on overall individual wellbeing, recovery and happiness. The practice of mindfulness meditation by trying to simply focus on own breath (non-judgmental observation) is a highly effective way to counter the panic and stress button in my brain from taking over. Tony Schwartz recommends in his HBR article (Manage Your Energy, Not Your Time) that deep abdominal breathing is helpful in defusing negative emotions. Exhaling slowly for five or six seconds induces relaxation and recovery, and turns off the fight-or-flight response. Dr. David Rock indicates in his book, ‘Your Brain at Work’ that a person’s capacity to use his or her brain effectively can be impaired under conditions of peak stress or anxiety. Our self-awareness muscle can be developed in everyday life by paying attention to the relationship between how we feel and what we do. Calming ourselves down or quieting the mind will help us to be highly effective.

4. Focus, Inspiration and Humor

Neuroscience studies support the notion that our focus is fundamental – focusing on inspiring, positive thoughts have a higher probability of spurring us towards action. Once ideas and insights flow out from our thinking, we have to follow it up with small, practical actions quickly. A general feeling of expecting good things generates a healthy level of dopamine and may be the neurochemical marker of feeling happy. When the going gets tough, even small moments of inspiration and humor can go a long way. Inspiration can come in different forms. It is important to keep an open mind and proactively seek them out as well – in the form of stories, books, movies, pets, real life role models and experiences. Humor tends to defuse stress and we immediately feel a bit lighter. It is also contagious. An important related choice is in considering with whom or where we spend our time. The book, ‘How Full Is Your Bucket’ states that 9 out of 10 people say they are more productive when they’re around positive people.

As we all know, no two human beings are the same. The effectiveness of change practices, how we cope with stress, and related solutions vary with preferences, individual personalities and environments. It is also important to recognize and act quickly when we ourselves or someone around needs professional support. This could unfortunately be an extremely difficult step in many places due to the fear of social stigma and negative attitudes in society. Understanding and compassion are critical.

What has helped you to personally navigate through challenging scenarios?

Wishing you the very best in your journey…

“Your joy is divine, and so is your suffering. There’s so much to be learned from both.” – Dr. Wayne Dyer

References

Secure Bases
http://www.tlnt.com/2012/10/23/secure-base-leadership-what-it-means-and-why-it-really-matters/
Your Brain At Work (Book) by Dr. David Rock
NeuroLeadership Institute Website –http://www.neuroleadership.org/index.shtml
Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy, Harvard Business Review Article
http://hbr.org/2007/10/manage-your-energy-not-your-time/ar/1
Exercise and the Brain
http://www.sparkinglife.org/
Mindfulness with Jon Kabat-Zinn (Video of a session on Mindfulness at Google) And Multiple Books Published http://www.youtube.com/watch?v=3nwwKbM_vJc
How Full Is Your Bucket? (Book) by Tom Rath and Donald Clifton

India & Global Competitiveness – Miles To Go

September 8, 2014 / Tojo Eapen / 1 Comment

The World Economic Forum’s Global Competitiveness Index and report for 2014-2015 was released last week.

I am highlighting key notes on India from the report, as the topic of global competitiveness in today’s world is critical and impacts all our lives, directly or indirectly. These notes indicate the amount of work and important contributions needed especially from our leaders, elected representatives, administrators and all key stakeholders in the public and private sectors.

The World Economic Forum defines competitiveness as the set of institutions, policies, and factors that determine the level of productivity of a country. The Global Competitiveness Index (GCI) includes a weighted average of many components, each measuring a different aspect of competitiveness. The components are grouped into 12 pillars: Institutions, Infrastructure, Macroeconomic environment, Health and primary education, Higher Education and training, Goods market efficiency, Labor market efficiency, Financial market development, Technological readiness, Market size, Business sophistication and Innovation.

These are the key notes on India:

Dropping for the sixth consecutive edition, India ranks 71st (down 11 from previous year) out of 144 economies in the Global Competitiveness Index (GCI) 2014-2015. It is the lowest ranked among the BRICS economies. China ranks 28th and continues to lead the BRICS economies by a wide margin-well ahead of Russia (53rd), South Africa (56th), Brazil (57th), and India (71st).
The rank differential with China (28th) has grown from 14 places in 2007 to 43 today; while India’s GDP per capita was higher than China’s in 1991, today China is four times richer.
Despite its immense potential and promise, by many accounts India continues to suffer from poverty. A third of the population still lives in extreme poverty.
Overall, India does best in the more complex areas of the GCI: innovation (49th) and business sophistication (57th).
In contrast, it obtains low marks in the more basic and more fundamental drivers of competitiveness. India ranks 98th on the health and primary education pillar. The health situation is alarming: infant mortality and malnutrition incidence are among the highest in the world; only 36 percent of the population have access to improved sanitation; and life expectancy is Asia’s second shortest, after Myanmar. On a more positive note, India is on track to achieve universal primary education, although the quality of primary education remains poor (88th) and it ranks allow 93rd in the higher education and training pillar of the GCI.
Transport and electricity infrastructure are in need of upgrading (87th). Addressing the infrastructure gap will require very strong participation on the part of private and foreign investors through public-private partnerships. For these types of investments to materialize, the institutional framework needs to improve.
There are encouraging signs. India has achieved spectacular progress in various measures of corruption and now ranks 65th. Red tape seems to be less of an issue than it had been, and government efficiency is equally improving. However, the overall business environment and market efficiency (95th, down 10 places) are undermined by protectionism, monopolies, and various distortionary measures, including subsidies and administrative barriers to entry and operation.
The World Bank estimated that it takes 12 procedures (130th) and almost a month to register a business (106th). In addition, it calculated that taxes for a typical registered firm amount, on average, to 63 percent of its profits (130th). The labor market is inefficient and rigid (112th). These factors contribute to the high cost of integrating more businesses into the formal economy. Some estimates find that the informal sector accounts for half of India’s economic output and 90 percent of its employment. It is therefore urgent that the government create the right incentives for businesses to register and contribute their fair share to the provision of public services.
India achieves its lowest rank among the 12 pillars in technological readiness (121st). Despite mobile telephony being almost ubiquitous, India is one of the world’s least digitally connected countries. Only 15 percent of Indians access the Internet on a regular basis. Broadband Internet, if available at all, remains the privilege of a very few. India’s knack for frugal innovation should contribute to providing cheap solutions for bridging this digital divide.
India’s fiscal situation remains a concern, as evidenced by the country’s 101st rank in the macroeconomic environment pillar of the GCI.
Because of the high degree of informality, the tax base is relatively narrow, representing less than 10 percent of GDP. In addition, over the past several years India has experienced persistently high, in some years near double-digit, inflation.
Despite the abundance of low-cost labor, India has a very narrow manufacturing base. Manufacturing accounts for less than 15 percent of India’s GDP. Agriculture represents 18 percent of output and employs 47 percent of the workforce. Low productivity in the sector means very low wages. The services sector accounts for just 28 percent of employment but for 56 percent of the economy. White collar jobs remain rare. The business-process outsourcing sector employs 3.1 million workers, or 0.6 percent of India’s 482 million strong labor force (but accounts for 6 percent of GDP). India needs to create jobs in the “missing middle” for the 610 million youths under 25—half of India’s population— who have recently entered or will soon enter the workforce.
India’s competitiveness is also reduced when sustainability is taken into account. Social sustainability is hindered mainly by the population’s very uneven access to sanitation (only 36 percent of Indians have access to these basic services) and high rates of vulnerable employment. India’s environmental performance is also below par because the country’s natural assets are depleting. Air quality has slightly improved, but concentrations of particulate matter and carbon intensity are still very high. In addition, the limited treatment of wastewater is increasing pressure on India’s water tables, and limited protected areas are wearing down the assessment of the quality of the natural environment. Although on some issues the authorities are working to improve the situation, little action has been taken on specific but significant areas of environmental management.

Improving competitiveness will yield India huge benefits. It will help rebalance the economy and move the country up the value chain so as to ensure more solid and stable growth; which in turn could result in more employment opportunities for the country’s rapidly growing population.

There is a tremendous amount of work to be done with strong leadership focus at all levels of governance and partnerships. It is encouraging to see India’s new prime minister and team actively putting many of these core elements among top priorities for the nation. Hopefully, we can all contribute in our own ways to at least one of the pillars to ensure effective progress. There is a long way to go and lots of committed work to reach our aspirations as a nation. Like it or not, our competitiveness as a country impacts all our lives.

Best wishes…

Note: Special thank you to my Rutgers professor, Dr. Randall Schuler for actively influencing and instilling the habit of following and thinking about global reports, trends and indicators.

Reference:
World Economic Forum’s Global Competitiveness report 2014-2015

Fundamental Thinking For Healthcare Providers

August 31, 2014 / Tojo Eapen / 3 Comments

How many of us have been to a hospital during the past year, for ourselves or others? Healthcare providers play a vital role in our lives. The frequency of our visits go up over time and very few of us go to a hospital with total peace of mind. It is important for healthcare providers to recognize this, as they play a huge role in the patient’s and family’s wellbeing. There is more to patient care.

In India, it seems that the healthcare infrastructure has developed admirably in many places with the latest equipments, medicines and many technical services (and fees) but the quality of interactions, interfaces and emotional intelligence skills leave a lot to be desired. On the other side, customer/patient experience and satisfaction haven’t kept up. People are constantly on the lookout for the next best service provider and willing to pay more for better services. We seem to have many skilled experts who have low emotional intelligence/social skills and caring approach with their patients. Medical schools, hospitals and clinics can progress a long way by developing these skills consciously from the early school training phase and revising every ‘touch-point’ with their customers/patients across their systems. These aspects have to be revisited constantly but first there needs to be a clear intent to change.

Emotional Intelligence (EI) can be defined as a set of abilities (verbal and non-verbal) that enable a person to generate, recognize, express, understand and evaluate their own and others’ emotions in order to guide thinking and action. It includes two key perspectives – interpersonal (insight into others) and intrapersonal (self awareness).

So, what could we learn from related studies and research around the world?

Patients who feel that their physicians treat them with respect and fairness, communicate well and engage with them outside of the office setting are more active in their own health care. The researchers looked at four factors: the quality of the patient-physician relationship, including how well patients felt their doctors communicated with them; how much respect and fairness patients felt they received; the involvement of the patient in setting treatment goals; and the frequency of any patient-physician communications outside of the office setting, such as email or phone calls. Each of these factors was associated with greater patient engagement, with the exception of involvement in the setting of treatment goals. Getting patients to be more active in their own care is important and this can be decreased by a power differential in the relationship between physician and patient.

Physicians often underestimate patients’ desire for information. In one study – in 65% of the encounters doctors underestimated patients’ desire for information, in 6% they overestimated, and in 29% they estimated correctly. Doctors’ information-giving, was significantly related to patient satisfaction. Affective behavior (especially non-verbal behavior: eye contact, shown interest) appeared to be very important in determining patients’ satisfaction.

Low physician emotional intelligence is associated with greater illness and health care utilization. Empathy may be the most important component of emotional intelligence in the healthcare setting. Given the importance, even centrality, of empathy to the doctor–patient relationship, testing for empathy in medical student applications or development deserves more attention. Issues within the system, e.g.. among doctors, nurses and other staff members also affect patients.

The results of the 2009 Doctor-Nurse Behavior Survey (American College of Physician Executives) indicated that nearly 98 percent of the survey respondents reported witnessing behavior problems between doctors and nurses in the past year. While disruptive behavior is terrible, no matter whom the target, the problem becomes especially worrisome when it affects innocent third parties – patients and their families. It is also important to acknowledge that healthcare providers themselves need support, while having to work with very difficult environments and emotions.

A recent study in Kerala indicated that patience, care and concern of doctors and nurses, doctors’ interest in patients and the comfort provided by them were vital factors impacting patients’ satisfaction. This seems to be aligned with the above studies.

A pivotal study shows that when the brain fires up the network of neurons that allows us to empathize, it suppresses the network used for analysis. It is important to be aware that when the analytic network is engaged, our ability to appreciate the human cost of our action is repressed. In short, we have a built-in neural constraint on our ability to be both empathetic and analytical at the same time.

If you work in healthcare, it would be very worthwhile to review your own self awareness, emotional intelligence and conscious development, at an individual and systemic level. Deep expertise in medical science might lead to a heavy reliance on the analytic brain network – we need both analytical and social.

I leave you with one important question for reflection:

How would it feel if you and your family were on the receiving side of your own service?

“As healthcare professionals, sometimes we fail to see the whole picture. We don’t see the patient, the person, the human being, the mother who had brought up a family who were desperately worried about her condition.” – Dr. Penny Sartori

References/Resources:

Emotional intelligence and patient-centred care, http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1939962/

Doctor-Patient Relationship Influences Patient Engagement, November 29, 2011, Valerie DeBenedette, http://www.cfah.org/hbns/2011/doctor-patient-relationship-influences-patient-engagement

Doctor-patient interaction, patients’ health behavior and effects of treatment, http://www.ncbi.nlm.nih.gov/pubmed/6474225

Emotional intelligence and empathy: its relevance in the clinical encounter, Paul Burcher , Dove Press Journal, May 2011

Bad Blood: Doctor-Nurse Behavior Problems Impact Patient Care, Carrie Johnson, https://www.ache.org/policy/doctornursebehavior.pdf

DOCTOR-PATIENT COMMUNICATION: A REVIEW OF THE LITERATURE, L.M.L.ONG, J.C.J.M.DEHAES, A.M.Hoos, and F.B.LAMMES, http://tusk.tufts.edu/auth/pdf/529179.pdf

Role of Empathy In Ensuring Patient Satisfaction At Government Hospitals In Kerala: An Investigation, Rehin.K.R, Dr. Raveendran. P.T.

Empathy represses analytic thought, and vice versa, http://blog.case.edu/think/2012/10/30/empathy_represses_analytic_thought_and_vice_versa

Lead-Wise

Page 6 of 11

The Rise of HR – Wisdom From 10 Thought Leaders In 20 Sentences

Seeing Opportunities Or Threats?

A Different Approach To Career Management

3 Basics In Interpersonal Communication

Leadership Trust At Any Level – 6 “Be”s

Changing Jobs? Notes for an effective transition

3 Omnipresent Leadership Coaching Scenarios

A World Of Constant Changes, Uncertainties And Disruptions

India & Global Competitiveness – Miles To Go

Fundamental Thinking For Healthcare Providers

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