|
|||||||||||||||||||||||||||||||
Executive coaching and mentoring resources for today's leader from Global Leadership Expert Dr. Karen Otazo: Optimizing Executive Talent
|
6/25/2007 |
||||||||||||||
|
Leadership Realities:
|
||||||||||||||
|
|
||||||||||||||
|
Organizations that I personally support. |
Dear Dr. Karen - I work in Shanghai for a web-based sales organization for Chinese buyers and sellers of goods, services, living spaces to buy or rent and used cars. My age is 34 but I have been very successful as the leader in the sales and leasing of apartments. A recent scandal unearthed demands for bribes with my colleagues in the auto sales area. Until now, that had been the most lucrative of the online operations of my North American company. My area has been the second most money making. My boss has asked me to lead both the apartment and car sales parts of the business. The leader of the auto part of the business has always been friendly to me but he is much older than me. In the Chinese culture you need to be respectful to your elders. In the beginning of my work for this company this colleague was supportive. I am really worried about being his boss. What do you suggest? This is an unusual situation for me. My biggest pressure is that my boss doesn’t want my colleague to leave. It is hard to hire good people in the local market. So I have to be nice to him. Thanks, Ana Dear Ana, The key to your situation is to establish “boundary conditions” for your boss’ support as well as the support of his or her peers. You need their support to be successful. The boundary condition discussions are about:
Let me know if you have questions or comments.
Thanks for writing, Karen |
|||||||||||||
 |
||||||||||||||
|
|
||||||||||||||
 |
||||||||||||||
|
TAHIRIH WINS 2007 WASHINGTON POST
AWARD FOR EXCELLENCE IN NONPROFIT MANAGEMENT |
||||||||||||||
| The mission of the Tahirih Justice Center is to enable women and girls who face gender based violence to access justice. The Center engages in direct litigation, public policy advocacy, and education and outreach to ensure systematic change that protects women and girls from violence | ||||||||||||||
|
|
||||||||||||||
 |
||||||||||||||
| I am proud to support Michael’s affiliate program and display his products on my site; all money collected goes to charity. | ||||||||||||||
|
|
||||||||||||||
|
1. Hazard, chance of bad consequences, loss, etc. 2. Expose to chance of injury or loss If you want to accelerate your success or make a quantum leap towards your most important goals, it is useful (and often necessary) to take risks. However, there is a huge difference
between throwing oneself out of an airplane and jumping out
of the same airplane with some training and a parachute on
your back. 1. Identification 2. Assessment 3. Adjustment 4. Decision Here's how it all works... 1. Identify the potentially useful (or unavoidable) risk How do we know that an activity or course of action we are considering engaging in is risky? Usually, it is by a feeling of relative unease or discomfort that accompanies thinking about it. Sometimes, the feeling comes from a task that is being imposed on us,even if it is made to sound relatively innocuous. ("I know - let's get 598 of our friends together and all ride into the valley of death - it'll be fun!" :-) At other times, we actively seek out risks by asking how we could get where we want to go (or away from where we don't want to be) faster than traditional means would take us. 2. Evaluate the balance between risk and reward Most systems for evaluating risk are based on probabilities - how likely we think it is that we will succeed or fail. The simplest system I have ever come up with for evaluating risk is based on generating two numbers, both on a scale from 1 to 10. The first number represents the potential upside, or reward - i.e. how much of a positive impact, on a scale from 1 to 10, could taking the action or course of action have on your situation? The second number represents the potential downside, or risk - i.e. how much of a negative impact, on a scale from 1 to 10, could taking the action or course of action have on your situation? Here's the magic formula: Potential Reward - Potential Risk = Risk/Reward Index A positive Risk/Reward Index would suggest that a course of action might be worth taking; a negative Risk/Reward Index would suggest that a course of action might not be worth taking. (A Risk/Reward Index of zero would suggest (to me) that some decision criteria other than risk/reward might be worth introducing in to the mix.) 3. Adjust the possible course of action to decrease the potential risk and increase the potential reward Mitigating risk traditionally involves searching for ways to decrease the potential downside of taking the course of action. This can be done in three ways: a. Limit the risk (i.e. putting a set time, money, or other resource limit on it) b. Share the risk (i.e. finding other people who will help carry the burden of risk, usually in exchange for a share of the potential reward) c. Offset the risk (i.e. making a smaller bet AGAINST your desired outcome, with insurance being one of the most common examples). To increase the potential upside, up the reward. You can do this by "widening the game" to include additional rewards that connect to other parts of your life and/or by "upping the stakes" - playing a bigger game for a bigger payoff. 4. Decide whether or not you are going to "take the risk" Dr. Roger Lichie of the Bristol Cancer Help Centre suggests his patients evaluate the risk of alternative treatment by first gathering as much information as they can about both their disease and all available options for treatment. He then suggests they sit down and allow their minds to go quiet and tune in to their bodies until they get either a definite yes, a definite no, or no signal at all, which can be thought of as a "maybe". In Lichie's system, Yes means yes, No means no, and Maybe means no - in other words, unless you are sure that a potentially risky treatment is for you, it's best not to take the risk. |
||||||||||||||
|
Get Global Coaching Resources to meet your Leadership Development Needs
Get Affordable Publicity, Set yourself
apart from others in your field To Your Knowing the Truth - Dr. Karen Otazo
|
||||||||||||||
Global
Leadership Network, Inc.- Executive Global Leadership Mentoring and Coaching Resources from Dr. Karen Otazo 
© 2006 Global Leadership Network Corp. Contact
Terms of Use
Privacy Statement
Site Map
Developed by
Consetta Web
Solutions,
Small Business Internet Marketing Solutions