Designed to kill, are some but not all, is what we observe in animal kingdom -- and I'm sure, we too are animals in one way or the other.

So can we apply the same principle to one of the most controversial issues that has been haunting us for a long time: Are leaders born or made?

If you've worked with large corporates for few years mingling with a wide range of profiles or you're into a profession that demands meeting tens of senior level employees from corporate, I'm sure, it won't take more than a few minutes of genuine analysis to come to the conclusion: Leadership is not everybody's cup of tea -- and there's nothing wrong with that, because mother nature is committed to maintaining a perfect balance between the leaders and the followers -- in terms of numbers.

However, with opinions divided, distinctly, a solid confusion prevails over a simple - in my opinion - and logical - you've every right to differ - conclusion: Not all are designed to be leaders.

I strongly believe: A huge structure can be erected only when the foundation is strong enough to hold it in place; similarly, leadership skills can be taught through intensive training only with supporting chromosomes, otherwise not.

Well, my personal opinion that I've expressed here is unfortunately not substantiated with the help of a best-selling book or a precision survey findings, but trust me, it's based on something more realistic: A close interaction with thousands of senior level professionals spanning over a decade and half.

Defining the term Politics - as highlighted by Jean Leslie and William A. Gentry, in an interesting article on Forbes - Professor Gerald Ferris, a management and psychology professor at Florida State University, and his colleagues say, it's 'the ability to understand and effectively influence others for personal or organizational benefit.'

If it is so, then politics, rather positive politics, therefore, is an essential element of effective leadership but, it has to be, and also must be perceived to be, for genuine causes and for over-all benefits to the circle - organization, party, family, friends etc - members, so that they stand by leaders' side in all situations.

Ultimately, it boils down to one's ability to influence - or motivate - others, and for achieving that, it's essential for the leaders to establish an emotional connectivity with each of them.

And this connectivity factor bring into surface the importance of 'Social Intelligence,' highlighted in one of my recent article as the key to success in leadership role.

Hence, I think, effective leadership, in any sphere of life - personal or professional - requires a unique combination of social intelligence skills and positive politics.

Cross-posted from Smart Life

Fighting with self, what for, You must be wondering? Yes, I mean it, but for a constructive cause.

Stand before a mirror and look at your eyes; concentrate and focus deeply; withdraw yourself from the surroundings and look through your own eyes — deep within yourself!

Ask yourself a simple question: How many times you’ve pretended to be right, when you knew that you’re wrong.

I’m sure, there won’t be any, in the beginning. But, try again, and again, untill you accept one, at least.

And then, question yourself: Why you did so, and threaten yourself with dire consequences if you repeat it in future.

Get angry and challenge your ego, your self-respect and your self-esteem. And promise to yourself, that you’ll never do it again.

Close your eyes and open again, look at your face and feel the difference!

You’d be a better person, little, but better than what you were, before this session commenced.

Do it once, daily, and let me know your observation.

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“In a day, when you don’t come across any problems, then you can be sure that you are traveling in the wrong path…”  John F. Kennedy

What is a problem: An obstruction that’s not allowing you to do something you wish to; a disturbing thought that’s spoiling your peace of mind; or something you would prefer to ignore but unable to do so.

In short, problem is an act of interference in your life by unwanted persons or undesirable developments,  or both.

Many a time, I've noticed that our immediate reaction to any problem is to push it down the priority list – not now, later, approach – and focus on simpler tasks.

We develop a peculiar habit of ignoring the need to focus on 'problem solving' 
 by delaying appropriate action as much as we can, until it becomes unavoidable — perhaps, too late to work-out a practical solution.

Why we run away from problems? In fact, I’ve done it a number of times in my life — and faced the consequences too.

In one such case, I waited for more than a decade for letting things cool off. When that didn’t happen, I took a stern action – and surprisingly – it worked!

Good that it worked, but, it could have worked at that time also — 10 years ago. Unfortunately, I never tried just because I was scared to take action. Perhaps, I assumed that it wouldn’t work.

A wrong assumption kept me running away from that problem for 10 long years — depriving me of a normal life – before, finally, taking it on with full force — and working out a solution!

But I lost 10 precious years of my life and the sparkles of joy and happiness that could have been a part of it, had I acted then, in time, decisively!

So never run away from problems rather attend to it, and identify a workable solution as early as possible. Image Credit

Cross-posted from my blog Fighting Soul

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You know, she knows and who doesn't know -- that I'm crazy. But, do I know? I don't think, rather sure about it!

Social media, unfortunately, is adding hi-octane fuel to my narcissistic originality of mind.

I feel, I sense and I smell: A successful failure -- more about success than the failure!

Everybody assumes: More we go up the ladder more we should talk -- even if that sounds bullshit! I'm no exception!

Am I scared that if I don't justify where I'm, the end may come sooner than expected? May be!

So, a mysterious sense of pseudo-superiority complex keeps pushing 'me' up the virtual ladder  crushing a platoon of real  followers -- without mercy.

I know, I feel and I realize that I'm wrong but why the hell I still don't admit it? Why I'm so confused -- all the time?

Why don't I listen to my inner-self and accept the verdict?

Cross-posted from Life

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Being in the business of talent management - executive search, to be precise - I couldn't agree more, with Bob, for perfectly spelling out the most result oriented ways of sabotaging an interview -- successfully!

I'm sure, the failures in most of the interviews fall under, either, or a combination of these six categories, but without candidates putting any genuine efforts -- knowingly! Thanks Bob!

1. Don’t research the company beforehand: Why bother? You are being interviewed for what you can bring to the table, not on your knowledge of that company. If you had to do that for all of the companies you are interviewing at, you just might get them mixed up. Going into the interview blindly will keep your mind clear and should help you in answering their probing questions. Read full article here

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The findings of  a recent survey, by Manpower, on the complexities of an interdependent relationship between  emerging mindset - of the young generation employees - and traditional management approach - of the leaders - subtly indicate the possibility a strained relationship - between the leaders and the followers - in workplace, in near future: Employees willing to leverage the power of networking in workplace, and leaders cutting those off forcefully.

According to another survey report: Globally 75% of the employers don't yet have a formal social media policy in place, and that's a huge number. Well, this information didn't really surprise me, and in fact, it wouldn't anyone using linkedin extensively. Why? Just count the number of active participants from corporates  - Sr. Management - you normally come across, during your interactions there. Am I right?

I think, leadership should look into this issue immediately and ensure a perfect alignment of the business, with the need of the hour: Social Media Engagement!!

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Further to my earlier posting on Daniel Pink- Intrinsic Motivators are Clearly the Primary Root to High Performance - with reference to an interview published on Time, let me now share with you, the details of another interesting encounter, I mean interview. Quite a few interesting questions by AARP - reports Carol Kaufmann - and equally interesting explanation by Daniel, author of the best selling book  Drive: The Surprising Truth About What Motivates Us, on your inherent desire to do better..

"If you reward workers, they’ll do more. But too often in companies or organizations we stop there. And that’s a shame because science tells us there’s this third drive—the desire to do stuff because it’s interesting, the desire to direct our own lives and get better at things and be part of something larger than ourselves. We’re leaving motivation untapped at a pretty significant cost both economically and even psychically." Read more Here

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Originally published on my Personal Blog: Life

In one of my previous article, I made a specific statement that HRs importance depends mainly on its ability to design and implement a talent-centric strategy for the organization.

Building a sustainable brand equity of the organization is the most important step in that direction, and it doesn't happen, unless, each and every employee feels proud to be a part of the business.

I'm not sure, how many attend to it -- seriously. May be few! Obviously, CEOs notice that missing business element and intervene. After all, he has to run the business and ensure a healthy growth, and that's not possible without right talent.

So the increasing incidents of the CEOs getting involved top management recruitment clearly indicates: CEOs know and understand, what makes or breaks the company is its ability/inability to attract and retain best available talents. In other words, how successful the management is, in working out a result oriented talent-centric strategy for the organization.

Let me share with you a true story: How a CEO, I've been working with for more than a couple of years, transformed the entire organization from a little known entity to one of most reputed organization in its segment today.

In the beginning of our association, 6 years ago, my responsibility was not only to identify the right talent but also sell the company to them. And, for that, I was allowed to be in touch with the MD, 24/7, for any queries related to the assignments in progress.

I worked closely with an 'Officer on Special Duty' (OSD),  - a senior professional from that organization with an additional responsibility of recruitment - for identifying the right talent and  bringing them in with right compensation. And MD ensured right work environment for successful retention. It worked! 

I feel proud to see that most of the business heads and senior team members in that organization today, are my candidates.

Now the company has a full fledged HR department, but MD would surely call me whenever there is an important assignment. Rest I work-out with HR.

Well, I hope that HR folks read the 'message on the wall' and take lead in spearheading a talent-centric movement in their organizations. What is required in my opinion is : Not only the right strategy, but also a greater involvement of HR leaders in strategic aspects of talent management.

However, as pointed out in the following article: Many questions are needed to be answered and a lot of synchronizations between HR and Non HR leaders are required to be done -- for working out the right strategy.

1. What do decision makers consider when they make decisions about where to invest in talent and how to organize
    it? Do the considerations differ between leaders inside and outside of HR? Is one set of considerations more valid?

2. Do decision makers apply fundamental economic principles to their talent decisions, in the same way that they
    apply those principles to decisions about money, customers or other resources?

3. When the strategic context changes, how do decision makers decide what to change about their talent and how
    it is organized?

4. Do organizations with more sophisticated working models regarding talent and how it is organized achieve better
    results?  via ceo.usc.edu

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This has become a never-ending but interesting topic in the business circle: The transformation of HR! I too expressed my opinion through few articles: "Why is HR Not Embracing Web 2.0 Technology,"  and "What is HR Doing To Unlock The Potential of Frontline Managers?"

Well, the question that really makes me stiff is: Do HR contribute to the bottom line? Most of the HR professionals, I know, are aware of the importance of an effective delivery of business oriented services, especially talent related -- contributing to bottom line. But, industry believe that there is a gap between what CEOs need and what HR is delivering.

I agree! Yes, there do exist a gap, but in terms of delivery speed -- not quality. Because, HR finds it difficult to match CEO's speed; hence the dissatisfaction. However, I personally know quite a few senior HR leaders who are breathing on their CEO's neck.

Now, talking in general, what should HR do to unleash a high voltage transformation for reducing the gap between customers' expectations - internal and external - and HR's deliverable?

Despite a full agreement on need for such transformation, there is a vast differences of opinion in industry, about the right time for this to happen. So another question is: Should HR Transform now or wait for business conditions to improve?

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