PROACTIVITY – KEY ESSENCE FOR ASTUTE PERFORMANCE

Foreword: The contents of this topic are geared for attention of incumbents holding senior management positions, or aspirants eyeing this ambition. First, let us delve into the word “proactivity” to comprehend its efficacious attributes. The nearest elaboration of this word is.....active anticipation of possible upcoming scenarios, issues, needs, developments, changes. It relates to soundness of near-future actions for work purposes that contribute to astuteness. Being astute refers to the ability to vividly notice and understand situations or events, with the ability to plan ahead appropriate actions for reaping coveted positive results. Do you see the strong link of proactivity with astuteness as joint attributes? The link relates to mental sharpness!

Proactive acumen translates to several several advantages, viz.

* IMPROVED PROBLEM SOLVING – Able to address the incoming issues before escalating to become problems.

* ENHANCED PRODUCTIVITY – Planning ahead enables a corporate leader to achieve higher production and efficiency levels.

* BETTER DECISION MAKING – Gather information and consider various scenarios, then make informed decisions.

* INCREASED RESILIENCE – Able to navigate uncertainties, thus implement safeguards.

* CAREER SUCCESS – Better performance by being more innovative.

However, being over-proactive without discretion may cause conflicts due to deviation from set procedures. An over-proactive officer has the tendency to execute on his own accord based on personal knowledge and strengths, thus may be deemed non-compliant when he deviates from the guidelines.

The other possible downsides are:

* WASTING TIME & RESOURCES – Delving too much time in anticipating the nitty-gritty elements of a project will overrun into tasks that are not vital. Being engrossed in meticulously analysing all facts relating to a project, regardless whether crucial or otherwise, may waste time and resources if many are minor factors not bearing much impact to results.

* STRAINED RELATIONSHIP WITH OTHERS – When an officer is bent to prove he is more equipped with knowledge and facts than other counterparts, his actions may likely lead to misunderstanding.

It is thus important that discernment should be exercised when manifesting proactivity.

A proactive mindset entails the following attributes:

* SET CLEAR GOALS AND PRIORITIES – Deploy the practical SMART process. S = Specific. M = Measurable. A = Achievable. R = Relevant. T = Time-bound.

Specific goals are clearly defined with no ambiguity of specific items to be achieved. Goals must be coupled with measurable criteria which facilitates progress to be monitored and assessed. There is no point setting far-fetched targets that are not realistic in relation to available resources or timeframe. What are aimed at for attainment will not be meaningful if not relevant to company’s vision and mission. And proper goal setting must be in accordance with the defined timeframe table. SMART goals are deployed for personal development as well as corporate strategic planning, which support individual and organisational growth.

* ANTICIPATE FUTURE NEEDS/ISSUES & TAKE PROACTIVE ACTION – Take appropriate actions to meet the needs/issues in advance as the preemptive measure. Plan ahead. Take timely actions – do not wait.

* STAY CURIOUS, BE INITIATIVE & ANTICIPATIVE – Eager to learn. Embark to think out of the box; not contended with the “business as usual” scenario underpinned by normal existing work processes. Aware of new developments that may triggeer changes to the business or workflow.

* SEEK FEEDBACK – Inputs from peers and subordinates for their perceptions on the efficacy of the implemented proactive measures. Peruse the feedback for periodic ongoing assessment of progress attained.

Now, we look at the proactive leadership of Alan Mulally, the former CEO of Boeing and Ford. He led both corporations to overcome financial difficulties. For example, at Ford, he initiated a massive cost-cutting plan. He instituted LEAN manufacturing principles. He empowered team members to take initiatives toward problem-solving. He acted before the financial situation took a downturn (to near bankruptcy) by restructuring the company, which then led Ford to its best profitability by 2010. Innovative vehicles were not reduced, including the introduction of the first aluminium body pickup truck. Mulally emphasises on collaboration, open communication and a shared vision. His “One Ford Plan” and “One Team” mission inspired all people in Ford to work together across the company. He put people first before everything else, gave them tools, set clear expectations, and cared for them.

At Boeing, the “maverick” leader led the development of Boeing 777, the first all-digital airplane. The 787 Dreamliner model (launched in 2004) used composite materials, making it lighter cum more fuel efficient, with advanced aerodynamic design, and equipped with the latest technology. Additionally, the model improved cabin air quality, enhanced lighting, as well as reduced noise and air turbulence, hence catering for passenger comfort. Yes, “Dreamliner” was the right adjective description.

Concluding Statements

If a senior officer holding an important position continues to do the same things in his daily tasks and expects different results, that will be wishful thinking!

He needs to proact in order to move forward. Without proactivity, there is no prompt effective activity. Without prompt effective activity, there is no actualisation of coveted productivity. Without actualising the coveted productivity, he has failed in his assigned responsibility.

Confucius, the revered historial Chinese philosopher, penned many words of wisdom on proactivity, including:

* The superior man, when resting in safety, does not forget that danger may come. When all is orderly, he does not forget what disorder may come.

* Study the past if you would define the future.

* He who learns but does not think is lost! He who thinks but does not learn is in great danger!!

Now, let us mull on a few power quotes of another prominent historical Chinese philosopher who also served as military strategist during the late Zhou Dynasty. Though his “Art Of War” manual was for military pursuit advantage, it may be perused to combat business competition. Here are a few relevant advices:

* More planning shall give more chances of victory, while less planning, less chances of victory. So how about totally without planning?

* Confirmation of the terrain is the soldier’s best ally in battle. (Meaning: Understanding the overall business terrain will provide the competitive advantage.)

* ......In war, there will be no constant condition. Thus he who can modify his tactics according to the enemy situation shall be victorious and may be called the divine commander. (Meaning: Competitive environments change from time to time. A corporate leader who can devise varying strategies to suit the changing environment at hand shall gear up the winning edge over competitors.)

* ........A general who treats his soldiers like his own beloved sons will have their willingness to die for him. (Meaning: A leader who puts his people’s interest first will acquire the dedication of his team to ensure success of his mission.)

To wind up this article, I encourage you to click on https://youtu.be/RS72CoeZ6s8?si=EdhZh5I1fY_agsIs for the video recording on “How To Be Proactive” by Brain Tracy. (Brian Tracy is motivational speaker, author, Chairman/CEO of Brian Tracy International.)

Happy Proacting!