Queen Empathia

  I had a transformative experience during a meeting with Queen Empathia and a struggling team aiming to regenerate their data to meet standards. One of the colleagues, who was supposed to act as a liaison and inform them about the process, had left the company. So, we were caught in a storm which we didn't create. Known for her strict adherence to standards, Empathia revealed a different side during this meeting. Nobody could have called her out even if she didn't share her knowledge on the tool. A recent post in my feed captured her essence perfectly: "Just because someone is aggressive with the process they needn't be so with the people." Companies should hold such employees as role models.



Comments

Post a Comment

Popular posts from this blog

The ABCs of Business

Image
  Among the colleagues I've worked with, I can broadly classify them under 3 categories - the Anticipator, the Bystander and the Chiller. A-Anticipator can predict any possible problems based on their understanding of a given task. They can judge people and situations accurately and are hence able to call-out any problem earlier than others. Even with one Anticipator the rest of the team can be pretty much stress-free. B-Bystander knows there is a problem only when it becomes bigger and significant, they generally don't want to invite lot of attention to themselves and hence need to be nudged to move out of their zone. C-Chiller doesn't understand the problem even if its staring in their face. Even one Chiller than spike the stress levels of the whole team, as whatever they miss will eventually overflow into other team members' areas. Fortunately, the Chiller is a minority group, but unfortunately so is the Anticipator.
Read more

Non-Technical Manager (part 1)

Image
We'd have frequently encountered this topic: must a manager mirror the technical skills of their team? In the past, a resounding "Yes" would have been my answer. However, my perspective has evolved. I've had the privilege of collaborating with managers whose technical expertise diverged from their teams', yet they excelled in extracting our best performance. Conversely, there exists a different breed – those who leverage their teams to boost their own egos, offering little to team or organizational advancement. In this example, two such managers are given the task of developing a tool for an urgent business requirement, how do they device their next steps... Stay tuned for Part-2.  
Read more

Power of Notes - 2

Image
Part 1 How often do we see people complaining about an existing process yet failing to propose an alternative plan? This is the case with Wis's friend, Rek, who doesn't believe in taking notes or reading documents and prefers to wait to learn about his job only once he is assigned to a project.
Read more