Art_sent21jan

Article for VIJAY TIMES – BUSINESS PAGES

ARE YOU SPOTTED?

"IT IS IMPORTANT TO BE NICE AND IT IS NICE TO BE IMPORTANT" is an oft quoted phrase in the Management Theory. The sum and substance of the statement is that nicety and importance do not go hand in hand always!

How do you gauge your importance?

TASK FORCE:

If you are in your Manager's Work Team(TASK FORCE) you are one of the important persons of the Organisation: Any work that comes into the Manager's Hands always is measured and determined by the Manager's Team. In other words, the Manager's architecture of the work disposal depends on certain of the capable employees/members of the team. The speed, the quality and the cost are calculated by the Manager based on the assumed employees of the teams. Any small aberration in the team composition, the Manager's mental calculations go for a toss!

How do you get spotted by the Manager? Here comes being 'Nice'.

If you are nice personally and at the same time a novice in the task and execution, then you do not get spotted. At the same time, if you are not nice and yet your quality of work and your capability is established, the lack of nicety is ignored or forgiven!

What is true with a small organisation is true with a Corporate Entity also. The spotlights belong to those who achieve and get spotted!


How your task gets spotted?

CHOOSE THE RED HERING!

If you get spotted by the Manager, from that time onwards, the exercise of getting spotted is completed! The Second Stage of spotting is of the Task. In a particular situation of a task, what is your contribution to the task and how you handle the task is the yardstick for achievement.

Here again, when a task is handed over, with what ease and confidence that you have handled the task matters and counts a lot for the Manager and the Corporate.

IT IS THE ORDINARY PEOPLE WHO COMPLETE EXTRAORDINARY TASKS!

A SPOTLIGHT person of the team does display his acumen when the task is handed over to him/her. Sometimes, the team gets elated by the team member and sometimes, the team member gets elated to be a part of the team. In a team, the learning is mutual and the idea and goals are held common.


SEARCH YOUR ROLE: Reaching the Task spot is as important as being a role-model in the task group. Once you reach the Task spot and get familiar with the Task and the Team, understand your role and your method to complete the task along with the others. The speciality of your role earns you the special spot in the Manager's Chart.
SPOT YOUR TOOLS: As quickly as you have got into the role, you should also spot the tools that you are going to deploy in the Task. Familiarity of the tools increase the speed and task prominence. Using the available tools is a part of the activity of spotting the tools. In odd situations, all the tools that you expect to handle for the particular task, may not be available on the spot;.

SPOT YOUR HELPERS: In a team, it is division of labor. One spearheads and the others act as the fins and body of the team. Segmented work design leads to the completion of the whole task, with finesse. The help that you spot act as your eyes, ears, hands and legs. The leading brain is that of yours! Commands are given and the co coordinated process keeps going; only to stop when the task is completed.


SPOT YOUR PEERS: Spotting the peers during the task enables one to make small fine tunings then and there before the completion of the task. The credibility goes up when the fine-tunings are made on the spot. The task also gets completed creditably.


Whether spotted or not, be a team-member of the Task Group and be in the Manager's Task Force. Your accomplishments of such nature enhance your self-confidence and value or esteem, in the eyes of the others!

Don’t's in a Team work:

o Don't seek recognition
o Don't underestimate the team members
o Don't underestimate the Task
o Don't Underestimate the Managerial skills
o Don't get hijacked by the task force
o Don't leave the task incomplete
o Be in sync with your team always
o Don't blame the tools/team for faulty implementation of task.*