Approaching Difficult Feedback Conversations

 

The prospect of receiving feedback on psychometric reports can be intimidating for some people. Understanding the implications of psychometric data and what it may mean to an individual’s sense of self, is not an easy endeavour. As a practitioner, I have found a few strategies useful while delivering feedback in difficult conversations. In my experience, being cognizant of how the client reacts to a new piece of information, can be useful in understanding the client better and helping them.

(more…)

Type Dynamics of the Archetypal Corporate Culture

The archetypal culture of globalized corporations originated in post-WWII USA. As the economic center of the world spread its capitalistic wings, this culture, too, spread across the world. The archetypal organisation and its structure arise from a strong focus on control, and on organizing for efficiency, reliability and process orientation. This archetype, decades-old and at times irrelevant, still dictates global organizational structure and the basic assumptions behind management practices.

(more…)

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?

(more…)