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New Rules At Work
New economy, new rules of engagement. Here are five
key values that are crucial if you want to succeed
in the corporate world.
By George Quek
At a time when companies appear to be shedding employees
as quickly as you can say "retrenchment",
it is natural to ask: Whatever happened to corporate
loyalty?
Yet not too long ago, it was an employee’s
market. The employer had to work hard to keep the
employee with better remuneration and job prospects.
So, what are the new rules of engagement? There
are several key values and skills that are considered
vital to workers. They are labelled quotients, simply
because everyone has varying degrees of each value.
1. Value-add quotient
The employee cannot count on blind loyalty anymore,
and has to ensure that his presence adds value to
the organisation. But what does value-add mean?
Consider the following: Can your job be replaced
by technology or cheaper labour? Are your work duties
getting routine and less challenging? Do you resist
upgrading your skill sets that are relevant to your
organisation?
If you answered ‘yes’ to any of the
above, sound the bell! Value-add is about the contribution
of new ideas and seeking new and additional responsibilities
that will help improve the organisation’s
efficiency and help meet its goals. But value-add is mutual. Just as the employee needs
to focus on adding value to the organisation in
order to keep the job, the organisation has the
reciprocal responsibility to add value to the employee.
This takes various forms, such as competitive wages,
career prospects and learning opportunities.
2.
Adversity quotient
This quotient is about how to triumph over obstacles.
Employees with a high Adversity Quotient will not
just stare tribulations in the eye but also find
means to overcome them.
This is accomplished by first evaluating one’s
current state: Are my skills relevant for the new
economy? What mistakes can I learn from my previous
employment? What skills do I need to acquire to
meet the needs of the post-recession economy?
With the answers, develop a game plan for the future
and avoid past mistakes.
3. Leadership
quotient
The role of a leader is to work to support his followers
so that they can achieve their goals. He does this
by guiding, advising, instilling discipline, influencing
and inspiring the subordinates.
The leader is a role model and possesses a sense
of integrity and fairness in every matter. The leader
is not afraid to help the subordinate look good.
This is in stark contrast to a common fallacy about
leadership – in order to look good, the leader
must be perceived to be smarter and more capable
than the subordinates. A leader who lets his subordinate
shine is actually encouraging a higher degree of
discipline and accountability.
Leadership is not about looking impressive or having
the loudest voice. Mahatma Gandhi was a humble man
of small stature, yet he moved an entire nation
by his quiet acts of self-reliance and his vision
of non-violence.
Leadership need not be formal. In this context,
it refers to interpersonal dealings with your colleagues.
4. Persuasion quotient
To succeed in the new economy, customers and prospects
must be enlightened to see the merits of the organisation’s
offerings. Internally, better outcomes can be obtained
from staff members if they are convinced the job
is worth doing.
Persuasion can take multiple forms. Sometimes, all
it takes is a simple act of conviction. Top management
find it easier to persuade staff of the need for
a pay cut when they themselves take a more severe
pay cut. Retrenchments need not be as traumatic
if employers demonstrate empathy by giving advance
notice and outplacement services.
Motivation plays a major role in persuasion. So,
you need to develop an awareness of what motivates
others and how to apply that knowledge to win acceptance.
5. Emotional quotient
This quotient is a measure of your ability to relate
to and handle people, your awareness and management
of your own emotions, and your empathy towards others.
This quotient has become accepted in the corporate
world as a critical success factor for professionals.
To get results, one has to leverage on another.
As such, the ability to work with and for others
is invaluable.
Again, there is a danger of associating this quotient
solely with great charisma and presence. Some great
connectors of people go about their business quietly
but purposefully.
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