Bulletin No. 11 | September – October 2002
HUMAN RESOURCE
- Emotional Intelligence – what and how to develop
EI refers to a learned ability to perceive, understand and express our feelings accurately and to control our emotions so that they work for us, not against us.
EI is about- Knowing how you and others feel and what to do about it
- Knowing what feels good and what feels good and what feels bad and how to cope with them
- Possessing emotional awareness, sensitivity and the management skills that will help us to maximize our long-term happiness and survival
- Why EI is growing to be more important
- The changing of nature of work: flatter structures, less hierarchical, greater responsibility
- Increasing complexity of business: technology has a great impact on reshaping jobs
- Rise in competition: shorter product life cycle, more demanding customers
- Globalization of markets: organizations need to think global, yet act local
- Rapid change: change a constant feature of organization life
- Emergence of self-managed career: no more jobs for life
- The growing need to maximize self performance : not just know how, but ability to do
- Research evidence: IQ + EQ = Success
- How to develop your EI:
- Self awareness – the ability to see ourselves with our own eyes: goals, beliefs, values, drivers, rules. Self-talk
- Emotion management – the ability to manage or emotions effectively
- Self-motivation – pursuing our goals with commitment, passion, energy and persistence
- Interpersonal Intelligence – the ability to create relationship and building effective networks
- Emotional Coaching – the ability to develop others to resolve difference, solve problems, communicate effectively and become motivated
(Source : Working with Emotional Intelligence, Daniel Goleman, 1998 as quoted by Margaret Chapman, 2001)
MARKETING
- The aim of marketing is to make selling superfluous (Peter Drucker)
- The performance of business activities that direct the flow of goods and services from producer to consumer of user (American Marketing Association)
- Getting the right goods, to the right people, in the right place, at the right time, at the right price, with the right level of communication profitably (Chartered Institute of Marketing, UK)
- Marketing is different from Selling
| Selling | Marketing |
| Introverted | Extroverted |
| Inward looking | Outward looking |
| Starts with the product | Starts with the customer |
| Shorter time horizon | Longer time horizon |
| Is about revenue this week | About profit this year |
| Focused on one aspect of your service | The ethos of the organization |
If one has applied the four elements:
Research – Strategy – Planning – Tactics – then the person is dealing with Marketing
If not – he is only a sales person
What are you, anyway?
LEADERSHIP
5 Myth of Leadership
Many people have misconceptions about leadership. If someone holds an impressive academic degree or position in management, they assume one has the leadership. To a certain degree, it might be true. But in reality, an academic degree is nothing to compare with leadership quality. A real leadership cannot be awarded, given, or assigned. Leadership comes from the influence, and the influence cannot be delegated. Influence should be earned. Time really matters in earning leadership.
The following are the five myth of leadership:
- Management
The fundamental difference is that in leadership the power of influencing really matters, while in management what matters are the system and process of management
- Entrepreneur
It is assumed that sales person and entrepreneur are leaders. People might only buy the product, they are not necessarily the followers
- Knowledge
Many people believe that knowledge is the core of leadership. Practically those who have the knowledge are leaders. In reality, we will find many brilliant academicians or high caliber researchers with low quality of leadership. IQ does not guarantee leadership quality
- Frontliner
Another misconception is that whoever stays in front, who speaks loudly is a leader
And yet, the first one does not necessarily mean the leader. To be a leader, one must not only stay in front, but one who makes people follow up his/her vision
- Position
The most common misconception is that leadership is gained through position.
It is not position that makes one leader, but the one’s leadership makes the position
You will find many brilliant, talented, successful persons with limited / low quality of leadership. There is no shortcut to leadership. There is no shortcut to leadership, no matter how many years one leads the people. Leadership is the combination between strategy and character. Character makes trust and with trust, one creates leadership. Many organizations collapse because the leaders have no character. Despite the long listed achievement, the negative character in leadership will turn the organization into disaster, sooner or later.
(Source: The 21 Irrefutable Laws of Leadership, John C. Maxwell)
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