Diksesh Patel » Offshore Leadership 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 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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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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Leadership Focus: Managing on a Tight Budget – Why Cutting Staff Mentoring Is Asking For Trouble http://www.dikseshpatel.com/leadership-focus-managing-tight-budget/ http://www.dikseshpatel.com/leadership-focus-managing-tight-budget/#comments Mon, 08 Jul 2013 13:00:03 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=906 In todays austere economy, you will have noticed that most organisation focus on getting a handle on their cost base. Clearly this is stating the obvious. Where do you think most organisations cut costs from?

In most cases, cost cutting usually begins with headcount reductions, limiting overseas travel and reducing already stretched training budgets. You will have heard the classic quote – “Do more for less”. The one area that organisations rarely focus on is staff training and mentoring. Have you noticed the plethora of managers who’ve no idea how to work with staff or even begin to know how to get the best out of their workforce. Now I do not necessarily blame the individuals involved, though would recommend they take control.

Much like being a parent or getting married, there is no one formula that would give you the life skills required to get through the tough times.  Organisations would do well to positively grow their biggest assets – the staff that work for them, as well as realising they are a key  investment that usually gets ignored.   Mentoring staff in leadership areas will ensure your organisations grows faster and more dynamically whilst keeping your people further motivated.

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Leadership Focus: Lonely At The Top http://www.dikseshpatel.com/leadership-focus-lonely-top/ http://www.dikseshpatel.com/leadership-focus-lonely-top/#comments Tue, 18 Jun 2013 13:00:33 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=820 As a new leader, do you remember the last time you were promoted to a management level? Individuals who used to be at your peer group level, are now accountable to you. How did you react to that change, and how did your former colleagues respond to you?

Feeling Isolated

I remember the first time I took on a leadership position, and feeling a sense of being left to my own devises. Of course the reason for this being, much like getting married for the first time, there is no better handbook on leadership other than experiencing for yourself. So its not wonder that new leaders are left isolated without feeling they have an outlet channel to discuss issues, such as dealing with staffing issues or disgruntled customers to name a few.

There is also the issue that most corporates have little or no mentoring programmes in place for new leaders. Clearly this is an area that organisations could benefit from taking a leaf out of new world organisations like Amazon or Apple.

Rise Above Your Feelings

One of the best ways to feel part of a wider leadership pool is to start connecting and creating relationships across like minded leaders across your organisations. You be sure that most leaders face similar issues, and creating a solid network will ensure you have a shoulder to fallback on, should the need arise.

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Leadership Focus: 9 Perils of Outsourcing – Avoiding Expensive Mistakes http://www.dikseshpatel.com/leadership-focus-9-perils-outsourcing-avoiding-expensive-mistakes/ http://www.dikseshpatel.com/leadership-focus-9-perils-outsourcing-avoiding-expensive-mistakes/#comments Mon, 10 Jun 2013 13:00:21 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=791 Many organisations and businesses continue to look for more cost effective resourcing methods, with outsourcing being one of the most popular utilised. However, do you know how many organisations mis-manage outsourcers with extremely expensive results.Here are my top #9 Perils of Outsourcing, and how to avoid expensive mistakes:

  1. Formulating staff specific skills requirements, to ensure you get the required experienced to meet the demands of your operation
  2. Have strong Service Level agreements, clearly showing daily/weekly/monthly/annual expectations with breaches clearly identified
  3. Ensuring your organisation has a get out clause, in the event of the outsourcer failing to deliver their part of the bargain
  4. Identify simple frameworks to ensure the outsourcer has clear guidelines to follow and what you expect from them
  5. Monetize and quantify the savings you expect to make, and ensure they are timebound
  6. Believing that transferring the same cultural inshore work practises to outsourcers will work again
  7. Spend time at the outsourcers site, immersing yourself in the target operation. Remembering that this time is well spent, considering the outsourcer is about to consume large parts of your operation. Arrange regular site visits thereafter to ensure the outsourced operation is running as expected, and if only to cement your relationship with them
  8. Ensure that you have an expert legal team to assess your outsourcing contract. Be aware that most outsourcers typically work in a loss-lead basis, which essentially means they are counting on your in decision and expect you to change your mind constantly.
  9. Above all, know what you specifically want from an outsourcing agreement. To do otherwise, will prove costly.
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Leadership Focus: 7 Rules When Managing Offshore Teams http://www.dikseshpatel.com/leadership-focus-7-rules-managing-offshore-teams/ http://www.dikseshpatel.com/leadership-focus-7-rules-managing-offshore-teams/#comments Fri, 07 Jun 2013 13:00:41 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=785 Have you noticed an increase in offshoring over the last 10 years? Clearly the biggest reason for this being the need to reduce costs, given the tight margins that most businesses currently operate under. Notwithstanding the fact that most businesses have a shareholder group to motivate too.

When organisations decided to offshore their processes, very little are areas of training and cultural intelligence ever factored in. Its almost as if, most businesses just expect and offshore arm to run seemlessley, as if they were located in a local office. How far from reality have these businesses become, and do they realise that offshore teams require more than simply being told what to do.

My Top #7 Rules when managing offshore teams:

  1. Ensure you create simple frameworks for offshore teams to follow
  2. Arrange regular offshore site visits, to show you care, and this is not just another cost cutting exercise to outsource the mundain
  3. Locate and train leaders by making them accountable
  4. Provide positive constructive feedback, rather than simply lambasting mistakes. This will ensure that confidence in offshore teams accelerate faster
  5. Get to know offshore staff personally. Find out what makes them tick.
  6. Introduce a buddy system, to ensure that inshore experiences are shared seemlessly with offshore counterparts
  7. Implement target and regular training workshops



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Leadership Focus: Urgent or Important – Are You Stuck In Operations? http://www.dikseshpatel.com/leadership-focus-urgent-important-stuck-operations/ http://www.dikseshpatel.com/leadership-focus-urgent-important-stuck-operations/#comments Thu, 06 Jun 2013 13:00:04 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=781 Being stuck in operations is a common trait of most managers within the corporate worlds we work within. You will notice these managers, when you find then working all hours of the day, just to try and keep on top of their to do lists. Typically, most are caught up in working on the day to day tasks that are probably better suited to the very staff that work for them. How many managers like this have you seen?

Stuck In Operations

For those entrepeneurs out there in the world, being stuck in operations will resonate with you completely. For those of you managers and leaders out there in the corporate world, you all know who you are. Little do you realise, that by being stuck in operations will take away the valuable time needed to be spent on looking at the strategic big picture of the department or team you run.

Being stuck in operations, typically stems from managers who lack confidence in themselves, and fear that letting go, will cost them their jobs. However, the risk of following this strategy means that they will not see huge amounts of further success in their own careers. How many of these managers can you spot in your organisation? What can you do to help them step away from operations, remebering that their success or lack of, will reflect in your career direction too.

Looking At the Bigger Picture

The simple way to move away from operations is to empower you staff to be more accountable. Ensure that you set up simple frameworks, so staff can become more self sustaining. Once you have freed up your time, start to look around your deparment organisation to see the plethora of opportunities that you could potentially consume.

I have been at both ends of the extreme, and can safely say that you have no need to fear, when stepping away from operations. You may even start to see the seeds of further success in your careers.

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Adding Ghee to the Fire http://www.dikseshpatel.com/adding-ghee-to-the-fire/ http://www.dikseshpatel.com/adding-ghee-to-the-fire/#comments Fri, 11 May 2012 13:51:33 +0000 Diksesh Patel http://www.dikseshpatel.com/?p=68 There is an English saying, adding fuel to the fire, which generally means provoking thought or exposing just how bad a problem is. In this post shows how I am adding ghee to the fire for outsourcing and offshoring.

To my mind this is what I am doing by exposing the problems experienced by offshore staff, and indeed the challenges that organisations have in making the best use of them.

For far too long organisations have thought they can save money by offshoring to a cheaper country, thinking that the same tacit knowledge and culture will transition from one region to another. Time and time again this has been shown not to work, and managers struggle to make things work and people to cooperate cross-region.

The next thing organisations do is realising they cannot manage this themselves and have failed to address the fundamental issues, they then seek to outsource it to another firm that show glossy brochures. The reality that outsourcing a problem rarely fixes it – it just masks it and adds huge transactional costs.

As an employee working within an offshore division, it is not easy to get ahead. Typical challenges I have seen include:

  • Multiple lines of responsibility
  • Lack of clear direction
  • Changing requirements
  • Knowledge walls and lack of cooperation
  • Emphasis on over proceduralising things rather than applying common sense
  • Subjecting staff to ridiculously long days
  • Lack of career progression and planning

If any of the above sound familiar, you’ll be happy to know that even the largest of organisations can be changed within, and that people themselves can take back control of their career and destiny.

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