To discover unimaginable uniqueness of people, you need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, capability, achievements and performance, as well as the hidden potential.
The quality of the creativity output delivered (new ideas, accuracy, value, speed): Different people and organizations have different strengths, creative capacities and capabilities. Thus, they need to take their unique path at their own pace to build a cohesive set of business competencies including creativity. Business leaders should inspire creative thinking and discover an individual’s capabilities and potential to innovate. Creative minds with cognitive differences are good at bringing the fresh perspective, asking thought-provoking questions, understanding things from different angles, connecting unusual dots, and solving problems in different ways. It’s important to create or nurture an inclusive environment in which people will genuinely feel good, willingly get involved with commitment, and demonstrate unimaginable contribution, the working environment also becomes healthier, happier, and creative.
A company gives a person some responsibilities and how well an employee could perform to deliver these responsibilities would be the true value of the employee. Creative people are constantly looking for innovative, unique improvements even when things are going well. They are able to work through the barriers and put ideas into place. They can build on the ideas/insights of others to come up with “outside the box” solutions. They can generate an enthusiasm for creative thinking and help others to develop their own ideas as well. Making an assessment of "innovativeness" of people depends on many philosophical criteria, such as the number of ideas they produce, usability of the idea, relevance of the idea in the present time or in the future, the magnitude of the idea, implementation of the idea, etc.
The innovation of work and the healthy level of learning-innovating cycle: With unprecedented levels of uncertainty, people don't know how to react in front of something new, in front of something unknown. For long-term business growth, organizations should recruit the correct mindset, ability to learn and grow, be flexible for adapting to changes. The rate of learning = How quickly does one turn experience into valuable output; The amount flexibility is one able to do other tasks if needed. To uncover unimaginable uniqueness of employees, the management needs to pay more attention to those shining spots: Who can bring unique insight, who can find better ways to solve problems or delight customers; who has the courage to debate with good intention, who is just unconventionally different, who is a positive influencer for business culture? Etc.
The division between “working” and “learning” is replaced by combining and integrating “working, thinking and learning,” It’s important to create a business context in which people are encouraged to learn, empowered, and respected to create the business synergy. However, in many instances, businesses are looking for someone to plug a gap, complete a project or fill a specific short-term role and opt for the pigeon-hole employees since they work more in the silo. The professional competitions encourage constructive disruption and radical innovation. True innovation always spurs certain disruption otherwise it is not innovation. The feeling of fighting on the front line is unique; all the innovators experience that especially when they fight for their products and succeed. Flexibility enforces creativity; psychologically, being flexible is simply an ability to learn and adapt to changes, an intelligence to explore new possibilities, take further responsibilities but also and above all, in the effectiveness of its initiatives.
The level of influence on work (communication, expertise, culture influence, etc): High professionals make unique influences based on their expertise, communication or cultural understanding. When people can't formulate their insight with enough precision and they can't communicate that insight effectively and objectively, then the world is full of "trouble" makers. The most invaluable employee is a self-leader who makes a positive impact on business culture; stays current in their field/profession; freely innovates, creates new efficient ways of working; mentors and coaches others. Highly influential leaders and managers with the right mix of personal attributes, demonstrate a variety of skills, be comfortable with ambiguity, and respectful of the process. They practice leadership discipline via influence, not via command-control.
Influence is thought-provoking, insightful, and unimaginable. Defining your true purpose is a helpful instrument to guide yourself, your team, your business, and your relations along the other dimensions. Almost every digital professional, especially leaders, need to master at what to communicate and how to communicate ideas, strategy, influence, practices, etc. At senior leadership level, as many times, abstraction enables an agreement. Open your mind - listen carefully, and expect to find some new insight. Strategic communication harnesses influence, enforces trust and accountability, streamlines knowledge flow, and reaches digital synchronization.
The 'True Value' of an employee is: 'A total of what the employee brings to a business, now and in the future via multi-dimensional lenses (Quality, Creativity, and Productivity).' To discover unimaginable uniqueness of people, you need to look at all aspects of their individual traits, work ethic, influence, creativity, experience, capability, achievements and performance, as well as the hidden potential each employee has if given the opportunity to excel within the work environment. Each evaluation will obviously vary in outcomes and results as each workplace and position within varies.
0 comments:
Post a Comment