An Interview with a Strong Interest Inventory® Practitioner

Strong Interest Inventory(SII)®  is a powerful tool for career conversations across life stages. One of our proficient SII® users is Mr Rohit Kumar who is a consultant with Family Vision. Rohit has been using SII® for quite some time now in different settings. We asked him to share his experience and views on working with the SII® and following are the excerpts from the interview.

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A Recipe for Trust – 5 ways in which managers can build trust

Trust is important for a healthy organisation, all managers would agree. Yet while 48% CEOs want to focus on ‘building team agility’ and 36% on ‘fostering innovation’*, trust takes a back seat; even as it is the foundation for both innovation and agility.

 

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Linking ‘Interests’ to Employee Wellbeing

 

Employee engagement initiatives have come a long way, from providing ‘pay and rewards’ to including ‘quality of life’ which is about employee well-being, both, physical and mental; work-life balance, quality of work activities and more. These inclusions to the employee engagement initiatives are inviting organisations to acknowledge each employee’s uniqueness and understand that there is a need for differentiated engagement approaches.

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Hi-Po Teams – The Future of Talent Management

 

The world is changing at an accelerated place. Our globalized world is so interconnected now that changes in one corner of the world have unpredictable effects in another corner, like a ripple in a pond. Many of us in the management space call it the VUCA (Volatile, Uncertain, Complex and Ambiguous) world – a world that is so interconnected and complex that one cannot predict the future or act with certainty. Our organisations are still working with yesterday’s frameworks – strategies that are too linear today, human resource perspectives that render inapplicable and tactics that are too slow-rigid for the VUCA world. In the VUCA world, talent, therefore, will become even more critical; experience, knowledge and information will not be differentiators any more. So what will be?

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Dealing with Leadership Derailment

In the 90s, leadership development philosophies assumed that leaders fail when they are not able to manage their weaknesses; areas of low competence. However, Lombardo and Eichinger, through their study of derailed executives, found that leaders whose careers were derailed or were met with unrecoverable failures were those who couldn’t manage their strengths. While, it may sound odd, on reflection, it makes practical sense.

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