What on earth is "strategic waiting" ?

I am sure you have had moments of lucidity, when you have said or done things which you have regretted later. This may be with a friend, a client or your significant other. Just waiting for a minute, a day, week or a month may have solved the problem.

It is good to remember that in the "real world", we are all dealing with imperfect and incomplete information. If we did have perfect information, then our ideas and perceptions would be drastically different than what they are today. This is not only humbling, but also a deep insight; which can re-shape the way we think and live our lives.

Strategic waiting is a concept, which not many people practice, much less understand. Some may call it "patience", or even "lack of courage to speak one's mind". But another way of looking at it is focus on what speaking out or "communicating" in the heat of the moment will accomplish, and what result will silence have. Sometimes, waiting it out gives us more information, more insights which may not be available right now.

Individuals as well as organizations can learn to "strategically wait" for better results, rather than jump in to act - in thought or in deed.

Dr.Johan Galtung, world-renowned figure in peace studies has said this recently: " If the USA had waited and dealt with the post 9/11 catastrophe, not by going to war in Afghanistan, but by addressing the tragedy of the attacks in a different way, then today the situation in Afghanistan would have been very different. Timing is everything. Countries as well as individuals must learn to strategically wait for the right moment to act or say anything."

A new CSR landscape ?

Corporate Social Responsibility ( CSR) as a model of engagement between the private sector and the wider stakeholders in a society is well established and entrenched in many societies. But in the developing world, CSR is at various stages of development, right from its nascent stage to a very advanced stage; with the private firms working closely on issues such as education, healthcare - and making a substantial contribution to the society.

In the context of the global recession, and decreased development aid from richer countries to the poorer ones, it is estimated that there will be a greater role of the private sector in International development . I wonder how this will shift the CSR landscape ? Will it mean greater CSR initiatives, now that the Aid dollars will reduce from one government to another ?

In reading the latest report by Brookings Institute titled " Global Development Under Pressure", In addition to partnering more systematically with international
private actors, support for sustainable development in any developing country requires collaboration with local businesses and civil society organizations rather than just a narrow relationship with state institutions. Over the long term, it is these enduring elements of broader society that will continue to drive growth
and accountable governance".

The report goes on further to add :"The shift in the global development landscape requiring even greater linkages between public and private actors is not a sudden revelation within U.S. foreign policy circles. The United States has long been an international leader in this area".

I wonder how all of this will shift, and at what pace ? Will private players actually move in, and do "what is right" to create the right business environment so they too can operate well, or as Milton Friedman argued, stand back and say " Social responsibility is not our business".

Listening in the social media space : Why bother ?

I attended a workshop recently at the Foundation Center, on Social media technologies titled "Doing more with less: Social media tips and trends for 2012". While the information presented was all very relevant and timely, the one major take-away for me was this : Social media allows us all to listen carefully to what others are saying, and helps us to learn, tailor our communication and strategy accordingly.

Never before was such insightful listening possible. We are able to zone in, and listen carefully to what people are saying. The very process of hearing, listening and analysing this information can give us tremendous insights about human behaviour and how we can use this information to address our audience.

Marketing communications professionals take pride in their ability to skillyfully craft messages and deliver them to an audience, who in turn, are expected to behave in a certain way. Without careful analysis, we may actually be talking to a wall.
But if we do know what a person or a group of people are thinking, discussing, we can enter the conversation ( on Facebook, twitter) or anyother platform and contribute meaningfully to this discussion.

I strongly believe that social media should teach all of us good listening skills, as much as good skills in creating good conversations and dialogues.

As William Isaacs points out in his book "Dialogue and the art of thinking together" : " The heart of dialogue is a simple but profound capacity to listen. Listening requires we not only hear the words, but also embrace, accept, and gradually let go of our own inner clamoring. As we explore it, we discover that listening is an expansive activity. It gives us a way to perceive more directly the ways we participate in the world around us".

The social media sphere offers us this ability to build relationships, form communities of concern and also help us create positive change through discussion.

The preliminary criterion in the online world remains the same as in the "real world" : the ability to listen carefully and thoughtfully.

Issues management basics : Its all about the mindshare !

Have you ever wondered how certain groups of people take over the debate about an issue, dominate it so much that any alternative discourse doesnt even seem possible.

Think of the Middle East peace process, the two-state solution for example. Or the debate about immigration that seems to have hogged the limelight in the US, in the context of the current economic climate. Everyone i speak with ( barring a few enlightened individuals) agree that it is "ok" for the US to be a bit "protectionist" about jobs, since it is about providing jobs for "our own" people.

I see this trend in the Middle East too. During my stay there in 2008-09, the wave of "Emiritization" was dominant, and I still read comments by former colleagues on Facebook that there arent enough "good" jobs for the locals. Well...

This brings us to the issue I was thinking about : that of mind-share.

How much of the mental space in the "publics" mind has been captured by one line of thinking ? Is this an easy thing to do ? Well, that again depends on the issue ? Is it important to be aware of it ?

Absolutely !

Sometimes, one group of people dominate a discourse and it becomes a part of our collective mind-share, to such a large extent that we forget that this may be false.

As a consumer of information or news, it does help to step back, just for a minute and ask the question : how much of your mind-share is being occupied by this line of thinking/ organization ?

When there is too much noise, it would perhaps help to whisper !

Insight of the week : When there is too much noise, perhaps it would help to whisper- rather than shout.

Counter-intuitive ? Well, this one is common-sensical.

With a cluttered market ( think of the corporate world, the political arena or even your own personal life)- With so many people competing for your time, attention and money, who do you really listen to ? The one who is shouting at the top of his/her voice, or someone who is thoughtful, close to you and who is not "hard-selling" you ?

Whispering has never been as important as today's hyper-connected world.

Get close to someone, get their attention and tell them what you want to - with sincerity and clarity.

And chances are - they will listen.

Good luck and have a great week ahead.

Managing your professional image - Harvard Business article

I dont usually re-post articles here, but this is a pretty well written article. Courtesy HBR.

http://hbswk.hbs.edu/item/4860.html

Creating a Positive Professional Image

Q&A with: Laura Morgan Roberts
Published: June 20, 2005
Author: Mallory Stark


Executive Summary:
In today’s diverse workplace, your actions and motives are constantly under scrutiny. Time to manage your own professional image before others do it for you. An interview with professor Laura Morgan Roberts.

As HBS professor Laura Morgan Roberts sees it, if you aren't managing your own professional image, others are.

"People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace," she says. "It is only wise to add your voice in framing others' theories about who you are and what you can accomplish."

There are plenty of books telling you how to "dress for success" and control your body language. But keeping on top of your personal traits is only part of the story of managing your professional image, says Roberts. You also belong to a social identity group—African American male, working mother—that brings its own stereotyping from the people you work with, especially in today's diverse workplaces. You can put on a suit and cut your hair to improve your appearance, but how do you manage something like skin color?

Roberts will present her research, called "Changing Faces: Professional Image Construction in Diverse Organizational Settings," in the October issue of the Academy of Management Review.

She discusses her research in this interview.

Mallory Stark: What is a professional image?

Laura Morgan Roberts: Your professional image is the set of qualities and characteristics that represent perceptions of your competence and character as judged by your key constituents (i.e., clients, superiors, subordinates, colleagues).

Q: What is the difference between "desired professional image" and "perceived professional image?"

A: It is important to distinguish between the image you want others to have of you and the image that you think people currently have of you.

Most people want to be described as technically competent, socially skilled, of strong character and integrity, and committed to your work, your team, and your company. Research shows that the most favorably regarded traits are trustworthiness, caring, humility, and capability.

Ask yourself the question: What do I want my key constituents to say about me when I'm not in the room? This description is your desired professional image. Likewise, you might ask yourself the question: What am I concerned that my key constituents might say about me when I'm not in the room? The answer to this question represents your undesired professional image.

You can never know exactly what all of your key constituents think about you, or how they would describe you when you aren't in the room. You can, however, draw inferences about your current professional image based on your interactions with key constituents. People often give you direct feedback about your persona that tells you what they think about your level of competence, character, and commitment. Other times, you may receive indirect signals about your image, through job assignments or referrals and recommendations. Taken together, these direct and indirect signals shape your perceived professional image, your best guess of how you think your key constituents perceive you.

Q: How do stereotypes affect perceived professional image?

A: In the increasingly diverse, twenty-first century workplace, people face a number of complex challenges to creating a positive professional image. They often experience a significant incongruence between their desired professional image and their perceived professional image. In short, they are not perceived in the manner they desire; instead, their undesired professional image may be more closely aligned with how their key constituents actually perceive them.

What lies at the source of this incongruence? Three types of identity threats—predicaments, devaluation, and illegitimacy—compromise key constituents' perceptions of technical competence, social competence, character, and commitment. All professionals will experience a "predicament" or event that reflects poorly on their competence, character, or commitment at some point in time, due to mistakes they have made in the past that have become public knowledge, or competency gaps (e.g., shortcomings or limitations in skill set or style).

Members of negatively stereotyped identity groups may experience an additional form of identity threat known as "devaluation." Identity devaluation occurs when negative attributions about your social identity group(s) undermine key constituents' perceptions of your competence, character, or commitment. For example, African American men are stereotyped as being less intelligent and more likely to engage in criminal behavior than Caucasian men. Asian Americans are stereotyped as technically competent, but lacking in the social skills required to lead effectively. Working mothers are stereotyped as being less committed to their profession and less loyal to their employing organizations. All of these stereotypes pose obstacles for creating a positive professional image.

Members of negatively stereotyped identity groups may experience an additional form of identity threat known as "devaluation."
Even positive stereotypes can pose a challenge for creating a positive professional image if someone is perceived as being unable to live up to favorable expectations of their social identity group(s). For example, clients may question the qualifications of a freshly minted MBA who is representing a prominent strategic consulting firm. Similarly, female medical students and residents are often mistaken for nurses or orderlies and challenged by patients who do not believe they are legitimate physicians.

Q: What is impression management and what are its potential benefits?

A: Despite the added complexity of managing stereotypes while also demonstrating competence, character, and commitment, there is promising news for creating your professional image! Impression management strategies enable you to explain predicaments, counter devaluation, and demonstrate legitimacy. People manage impressions through their non-verbal behavior (appearance, demeanor), verbal cues (vocal pitch, tone, and rate of speech, grammar and diction, disclosures), and demonstrative acts (citizenship, job performance).

My research suggests that, in addition to using these traditional impression management strategies, people also use social identity-based impression management (SIM) to create a positive professional image. SIM refers to the process of strategically presenting yourself in a manner that communicates the meaning and significance you associate with your social identities. There are two overarching SIM strategies: positive distinctiveness and social recategorization.

Positive distinctiveness means using verbal and non-verbal cues to claim aspects of your identity that are personally and/or socially valued, in an attempt to create a new, more positive meaning for that identity. Positive distinctiveness usually involves attempts to educate others about the positive qualities of your identity group, advocate on behalf of members of your identity group, and incorporate your background and identity-related experiences into your workplace interactions and innovation.

Social recategorization means using verbal and non-verbal cues to suppress other aspects of your identity that are personally and/or socially devalued, in an attempt to distance yourself from negative stereotypes associated with that group. Social recategorization involves minimization and avoidance strategies, such as physically and mentally conforming to the dominant workplace culture while being careful not to draw attention to identity group differences and one's unique cultural background.

Rather than adopting one strategy wholesale, most people use a variety of strategies for managing impressions of their social identities. In some situations, they choose to draw attention to a social identity, if they think it will benefit them personally or professionally. Even members of devalued social identity groups, such as African American professionals, will draw attention to their race if it creates mutual understanding with colleagues, generates high-quality connections with clients, or enhances their experience of authenticity and fulfillment in their work. In other situations, these same individuals may choose to minimize their race in order to draw attention to an alternate identity, such as gender, profession, or religion, if they feel their race inhibits their ability to connect with colleagues or clients.

Successful impression management can generate a number of important personal and organizational benefits, including career advancement, client satisfaction, better work relationships (trust, intimacy, avoiding offense), group cohesiveness, a more pleasant organizational climate, and a more fulfilling work experience. However, when unsuccessfully employed, impression management attempts can lead to feelings of deception, delusion, preoccupation, distraction, futility, and manipulation.

Q: How do authenticity and credibility influence the positive outcomes of impression management attempts?

A: In order to create a positive professional image, impression management must effectively accomplish two tasks: build credibility and maintain authenticity. When you present yourself in a manner that is both true to self and valued and believed by others, impression management can yield a host of favorable outcomes for you, your team, and your organization. On the other hand, when you present yourself in an inauthentic and non-credible manner, you are likely to undermine your health, relationships, and performance.

Most people use a variety of strategies for managing impressions of their social identities.
Most often, people attempt to build credibility and maintain authenticity simultaneously, but they must negotiate the tension that can arise between the two. Your "true self," or authentic self-portrayal, will not always be consistent with your key constituents' expectations for professional competence and character. Building credibility can involve being who others want you to be, gaining social approval and professional benefits, and leveraging your strengths. If you suppress or contradict your personal values or identity characteristics for the sake of meeting societal expectations for professionalism, you might receive certain professional benefits, but you might compromise other psychological, relational, and organizational outcomes.

Q: What are the steps individuals should take to manage their professional image?

A: First, you must realize that if you aren't managing your own professional image, someone else is. People are constantly observing your behavior and forming theories about your competence, character, and commitment, which are rapidly disseminated throughout your workplace. It is only wise to add your voice in framing others' theories about who you are and what you can accomplish.

Be the author of your own identity. Take a strategic, proactive approach to managing your image:

Identify your ideal state.

What are the core competencies and character traits you want people to associate with you?
Which of your social identities do you want to emphasize and incorporate into your workplace interactions, and which would you rather minimize?
Assess your current image, culture, and audience.

What are the expectations for professionalism?
How do others currently perceive you?
Conduct a cost-benefit analysis for image change.

Do you care about others' perceptions of you?
Are you capable of changing your image?
Are the benefits worth the costs? (Cognitive, psychological, emotional, physical effort)
Use strategic self-presentation to manage impressions and change your image.

Employ appropriate traditional and social identity-based impression management strategies.
Pay attention to the balancing act—build credibility while maintaining authenticity.
Manage the effort you invest in the process.

Monitoring others' perceptions of you
Monitoring your own behavior
Strategic self-disclosure
Preoccupation with proving worth and legitimacy

About the author
Mallory Stark is a career information librarian at Baker Library.

Self-branding : The single most important question you need to ask youself

When it comes to branding your own self ( such a necessity in the current job market), the single most important question you need to answer is : Who the hell are you ?

While there are many of us, who are rather modest about our selves, there is a case to be made to be immodest, to position oneself well and reap the rewards that come from being noticed. Infact, one of my favourite sayings in Hindi ( popular in Mumbai, the financial and commercial hub of India is): " Jo Dikhta hai, wo bikta hai" - meaning, What is visible is sold faster. There is some truth to this statement, even as it applies to us as professionals.

This statement just about sums up everything that you need to do to establish yourself as a credible professional/ artist/ writer. I believe that if one seeks to answer this rather basic question thoroughly, with an in-depth look at the talents, dreams, aspirations, skills, experience that one has; this can be a ticket to the dream job or assignment.

How do i know this ? Well, partly from experience ( honestly, I am no super-achiever), but i do believe i have accomplished a tiny bit of what i wanted to do in life both professionally and personally, and also by observing others. I have made a few career transitions and apart from being lucky, i believe, i did do a few things right.

It is more by reading, observing those who have done very well for themselves that i notice some traits and habits which we can use too,to brand our own work and position ourselves uniquely, to break through the clutter.

So, how does one answer this rather important question ?

Here are a few ways to clarify who you are and to differentiate yourself from all the millions of people out there :

1. Bring what you love : I borrowed this from a documentary title of the Grammy award winning Grot Singer Youssou Ndour, a Senegalese singer. He has made a name for himself by focusing on what he has : his heritage as a Grot singer. He took this age-old traditional singing tradition to the world, packaged it well and is now respected as one of the most original singers Senegal has produced in a long time. Focusing on our own unique skills, traits, heritage may be a good way to answer this question too.

2. Be passionate about what you know, and know it well : There is something to be said about specialisation, though i hate the word. But in today's day and age, it makes sense to focus on one or two narrow pursuits and be on top of what is happening in the field. Nothing replaces depth and expertise. This will instantly win you credibility. Expertise has value.

3. Be credible : It helps to have credibility in your field, and be known as the "go-to" person for any problems or advise that others may want.

4. Showcase your strengths to the best of your ability : There is no point focusing on one's weaknesses, though one should admit them. I am a terrible editor, and i know it. Though, i write (fairly) well. This is something i am aware of, and admit when needed. It helps to be aware of what it is that one brings to the table.

5. Get third party endorsement : It helps if others talk well of you. References, letters of recommendation, Awards are all good ways of establishing one's credibility.

In sum, I believe that everyone today is short of attention. And this includes not only your friends, family, employers but also anyone who you come in contact with. With split-second decision time, people can make decisions which work in your favour or against you.

Given this scenario, branding one self and positioning of one's work clearly is not only recommended, but has become an absolute necessity.