Pride and Pocket

• Money alone is not king

• Acknowledgment and appreciation
• Feeling of influence and contribution
• Engagement leads to contribution
• Fair remuneration and recognition
• Leading to engagement and commitment
 Pride and Pocket
• Guidelines
• Aim for COMMITTED Effective Managerial
Interaction
• Remember the importance of the “GOOD WORD”.
• Be inclusive
• Avoid paternalistic “benevolence”
• And never be condescending!
• Reprimand a behavior
• Not the person
• Manage expectations
 Bridging Gaps
• Differences exist
• Rather than trying to change, try to bridge
– The bridge metaphor
• Obscure discordances lead to suspicion and fear
• When differences are exposed it often becomes
apparent that they are not divisive
• Learning and bridging
– Instead of training and changing
• Bridging leads to alignment
 Bridging Gaps
• Guidelines
• Accommodate proactively priorities and concerns
• Focus on opinion leaders
• Use transformers
• Openly deal with concerns
• End meetings by summarizing
• what has been aligned on, what has not
• who has to do what by when
• Plan to resolve what wasn’t agreed
 Alignment
• Align on goals, feasibility and implementation
• Alignment is a derivative of Mutuality
• Alignment of expectations and fears
• Inability to reach alignment is a signal of
trouble
• Alignment leads to trust
 Alignment
• Guidelines
• structure the sequence of issues
• Start with the easy ones
• Then the more controversial issues
• Articulate and prioritize
• Expectations
• Concerns
• Capitalize on synergies
• Aim at consensus
• REALIGN if necessary
 Accountability
• A concept of governance often neglected
• Often confused with responsibility
• Responsibility = obligation to act
• Accountability = obligation to answer for actions
• Closes the circle and enhances EMI
• Erroneously perceived as suspicion and lack of
trust
• Leading to neglect
 Accountability
• Guidelines
• Be prepared to take the risks
• Summarize and align on:
• Decisions taken, what, who, how, when will implement monitor and report
• Set dates
• After each managerial interaction:
• Assess the interaction, its effectiveness and your overall feeling
• Keep a record and review regularly
• Ponder on what is to be done
• “Trust but Verify”
• Support and coach
• “Complete or Abandon”
• Beware :
– Panic might lead you to abandon too soon
– Greed might lead you to abandon too late