Diksesh Patel » Leadership Focus http://www.dikseshpatel.com Leadership and Motivation Expert Wed, 02 Sep 2015 12:40:09 +0000 en-US hourly 1 http://wordpress.org/?v=3.5.2 Do You Really Want Change? http://www.dikseshpatel.com/change/ http://www.dikseshpatel.com/change/#comments Sun, 16 Mar 2014 14:36:47 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=1023 Do people really like to change? People like stability, don’t they? Are we asking the right questions, and do we seek to understand the systemic issues that arise through lack of positive change?

The Road To Inertia

How often have you heard people around the corporate park, comment on tasks that lie outside their own job description? This type of approach typically leads to a number of systemic organisational failures, including a slowdown in our own learning attitudes which eventually compound growth in the very businesses we expect to add shareholder value.

Coupled with the all stop in our own learning attitudes, change is typically frowned up and framed with negative connotations, which typically grind businesses to a halt.

Change Your Ways

Respect the need for change, and positively change the growth curve in your own careers and ultimately the very organisation that you work for. You also find this empowering and have some fun along the way.

 

 

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Budgeting For Innovation http://www.dikseshpatel.com/budgeting-innovation/ http://www.dikseshpatel.com/budgeting-innovation/#comments Sun, 16 Mar 2014 13:47:44 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=1019 Most organisations are currently reviewing annual budgets for the next financial year. Having been first party to a number of budget reviews over my own career, what is clear – the concept of budgeting has certainly remained true to its very nature of keeping costs under control. How many of you out there have had seen this as a positive experience?

From my own perspective one of the missing parts of the budgeting process is planning for future innovation. After all, most businesses at some point in time would have taken huge risks to drive forward their own success. This in itself appears to be a contradiction when budgeting for innovation. Far too often, we are asking managers to tow the corporate line, and thereby stifling risk taking and innovation. How many of you leaders out there recognise this pattern of continued and systemic road blocks to success.

The increasing intensity of businesses leveraging the internet and social media to build global businesses has been short of incredible. What can we learn from the dynamic and innovative approach new on line businesses use in todays world? Using a creative and innovative growth strategy has many merits, notwithstanding the need to create an interesting working environment for staff and leaders like.

Next time you are faced with fiscal budgets, remember to add some investment for future innovation and growth. Otherwise we could all end up in the same place as Kodak.

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Career Focus: Slaying Not Obeying Naysayers http://www.dikseshpatel.com/career-focus-sleighing-not-obeying-naysayers/ http://www.dikseshpatel.com/career-focus-sleighing-not-obeying-naysayers/#comments Mon, 11 Nov 2013 13:00:03 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=572 In the organisations you have worked for, have you experienced the staff who raise objections, yet rarely come up with any feasible solutions or options to a specific work based problem?

The reasons for staff raising concerns or objections usually stems from inertia and/or laziness. Managers and staff alike, very rarely like change. After all, if we have to change a process, this would mean we would have to provide staff training and amend procedures – all of which would take time to implement. In these cases, as a good leader you must strive to get over this hurdle and drive you organisation to success, regardless of inertia from managers and staff.

 

 

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Focus On Outcomes http://www.dikseshpatel.com/focus-on-outcomes/ http://www.dikseshpatel.com/focus-on-outcomes/#comments Sat, 09 Nov 2013 13:00:33 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=1008 How many times as leaders, have we had tasks or projects given to us – only to see the detail of the work prescribed to us? In most cases, the tasks may well be delivered late or does not meet the original objective. Does this sound familiar to you?

The best advice for you leaders out there, is to focus on the outcomes of the specific deliverables. For example, you may find that a project will deliver cost savings as a result of a successful project completion. Failure to meet these objectives, could result in a cutbacks in other areas, such as staffing. Learn to articulate the outcomes to your staff, and you will inevitably find a way to get your message across.

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The Peril of Indecision http://www.dikseshpatel.com/peril-of-indecision/ http://www.dikseshpatel.com/peril-of-indecision/#comments Fri, 01 Nov 2013 14:37:09 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=1002 Having worked in the corporate world for most of my career, and come across all walks of life and personalities, its clear that the indecisive nature of leaders has a huge part to play in the levels of success they might have had otherwise. How many times have you come across indecisive leadership?

Troubled Waters Ahead

There have been many times, where I have stopped myself from making key decisions that may have helped accelerate parts of my career. Having also been first party witness to many rudderless ship’s, and seen managers given new responsibilities only for that power to be rescinded later. Why might you ask, is this important to you as a leader? Unless you take appropriate measures to take control of the teams you manage and lead, more often than not someone else will take control on your behalf.

The Journey Has To Start Now

More often than not, it is the fear factor that stops us from making positive decisions, for fear of retribution or failure. You will be happy to know, this is far from the truth – by taking decisive steps to drive your leadership forward, you will soon be in the path of being noticed as a successful and strong leader. Realise that mistakes will be made – but know that you will learn more from those mistakes than you can ever imagine.

Having seen the steps that decisive leaders take, one can see why its easy to stand out from the crowd. Go forth and conquer.

 

 

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Nurturing Hidden Talent http://www.dikseshpatel.com/nurturing-hidden-talent/ http://www.dikseshpatel.com/nurturing-hidden-talent/#comments Mon, 23 Sep 2013 13:00:30 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=994 Have you come across the multitude of hidden talent in the organisations you work for? Question is, how do you nurture this hidden talent, given that most never gain the credit they fully deserve? In this article, I discuss the methods that have successfully worked for me.

These are my top #5 tips for nurturing hidden talent:

  1. Always give credit where due
  2. As a leader/manager never hide the fact that you have hidden talent working for you
  3. Empower these people to deliver more, to pro-actively meet business demands
  4. Find out weaknesses, and look to implement a training plan to improve skills/techniques
  5. Above all provide the breading ground to provide challenging opportunities that will ensure these talents remain with your organisation
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Five Mistakes People Make In Mid-Year Reviews http://www.dikseshpatel.com/mistakes-people-mid-year-reviews/ http://www.dikseshpatel.com/mistakes-people-mid-year-reviews/#comments Mon, 23 Sep 2013 13:00:00 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=998 Throughout our careers, as leaders we have all had to deliver performance reviews. How often have you felt that staff have valued the performance review process?

5 common mistakes that managers make in Mid-Year reviews:

  1. Your only as good as the last piece of work or task you completed
  2. Focus on staff weakness, never mind the fact that a constructive process to training will yield more positive results
  3. Promising the earth, and delivering smoke. This invariably leads to a lack of trust within the workforce
  4. Realising that your role is not simply that of a manager, and not realising that it is part of your role to train, coach, mentor and nurture the staff that work for you
  5. Highlighting any areas of improvement at the last minute. Better to nip performance in the bud early in the year, and realise that performance management is an ongoing task, not just a one hour meeting twice a year.
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Taking The Positive From Negative Feedback http://www.dikseshpatel.com/positive-negative-feedback/ http://www.dikseshpatel.com/positive-negative-feedback/#comments Fri, 20 Sep 2013 13:00:02 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=987 From time to time we have all had to deal with negative feedback. In most cases, this usually sends us all into a negative spiral. Thoughts of how you will negatively retort and how to gain one upmanship automatically spring to mind.

Having been in this situation a few times in recent months, I have taken solace from the positive elements of any negative feedback. For example, you are told that you hold weakness in a specific area of the role you currently undertake. Being positive, ask what you need to do to improve any shortcomings. In the current economic climate, many of you will be facing cutbacks and seeing your roles disappear. Remaining absolutely positive, the right positive attitude will ensure you dust yourself down and take affirmative action to search for pastures new.

Remembering always that negative feedback is another form of positive constructive feedback.

 

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Being Strong Means Remaining Flexible http://www.dikseshpatel.com/strong-means-remaining-flexible/ http://www.dikseshpatel.com/strong-means-remaining-flexible/#comments Thu, 01 Aug 2013 13:00:22 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=979 How many perceived leaders out there, do you know are strong? In most cases, strength sometimes gets confused with aggression. Typically when aggression comes to the forefront, any topic of conversation usually disappears.

Being strong means standing by your beliefs and making the right calls that benefit your wider organisation. By sounding out your strengths in a positive manor will usually put you in good light of others around you. In doing so, you will be showing your flexibility and cementing another relationship in your corporate network.

Rest assured, I have never seen an aggressive approach to any form of communication yield the desired positive results. Next time you have a feeling of aggression, remember to ask yourself what specifically are you hoping to achieve.

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Leadership Focus: Achieving More With Less http://www.dikseshpatel.com/leadership-focus-achieving/ http://www.dikseshpatel.com/leadership-focus-achieving/#comments Tue, 30 Jul 2013 13:00:13 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=973 In todays economic climate most businesses are trying to extract as much value from their staff then ever before. Classic quotes like, “We must achieve more with less” usually spring up in management meetings. In a lot of cases most staff and managers will have taken a dim view and more than likely brushed those comments aside as another scheme to get more work out them.

Taking a positive view has always been my view on this sensitive subject. All good leaders should be asking the following questions, when being asked to “deliver more with less”:

  1. Are there any in efficiencies in any processes that your staff leverage
  2. Can processes be simplified by refined documentation and/or training material
  3. Are the right people doing the right roles (simple, but sometimes forgotten)
  4. Can any of the work you undertake be leveraged by other teams around you
  5. Are your work streams truly delivery focussed

These are just of the simple considerations that should be good practise for all leaders out there.

 

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