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!

Without humility as an inherent personal trait, an individual will not be open to receive inputs from peers, less likely to heed pertinent comments like advice. Without openness in mind, he will not perceive holistic understanding of a subject, issue, or event development. Egoism invariably leads to blind pride, which then culminates to impudent and imprudence arrogance. THE END RESULT: Being blinded to realise realities that occur around him.

Egoistic individuals stay rigid to their mindsets because they remain incalcitrant about their concepts - that they know best what they feel and sense. In short, egoistic persons are obstinate in thought, disposition and countenance. Because of obstinacy, they are not "adaptable" and "adoptable" to change in consonance with realities. 

They are not tolerant to endure listening to the viewpoints of other colleagues, whether expressed by subordinates or superiors. I share my self-coined adage to substantiate why egoistic individuals fail to progress in life: THEY SEE BUT NOT PERCEIVE CLEARLY; THEY HEAR BUT NOT LISTEN TO COMPREHEND THE ACTUALITY......ALL BECAUSE OF MENTAL BLOCK CAUSED BY EGO.

Here is a list of traits reflecting egoistic individuals (from sources across the web):

* SELF-CENTREDNESS. Egoistic individuals prioritise their own needs, desires and viewpoints above those of others.

* LACK OF EMPATHY. They do not bother to understand the opinions of others, often dismissing or ignoring different perspectives.

* OVERLY SENSITIVE TO CRITIQUE. They take inputs that are not in line with their self-views as unfounded criticism. They often become overly sensitive. Often turn defensive when receiving feedback not to their liking. Unwilling to acknowledge their flaws. 

* ARROGANCE. They act in a superior and condescending manner in communication with peers and subordinates. Often overestimate own abilities but underestimate others. Always wanting to be right albeit without knowing whether they are actually correct.

* SEEKING CONTROL. they try to dominate situations and control others to maintain their sense of superiority.

* JUDGEMENTAL. They "look down" on the people who have different viewpoints compared to theirs. People who are different from them are inferior in terms of calibre and personality.

On the contrary, HUMILITY or MODESTY exudes a virtue that casts positive vibes to other people that modest individuals connect with. Here are some favourable traits reflecting humility/modesty (from sources across the web):

* FOSTERING STRONG RELATIONSHIPS WITH OTHERS. They enhance leadership effectiveness by encouraging mutual communication, and willingness to learn. They also foster mutual trust and cooperation. They create positive work environment.

* ENHANCED SELF-AWARENESS. They recognise personal limitations and strengths; heed useful inputs for purpose of self-improvement. They are receptive to new ideas, promoting learning and growth. 

* EMPATHY. By understanding the perspectives of others, they become better equipped to connect with and support people working with them. 

* REDUCED DEFENSIVENESS. They are willing to acknowledge mistakes and work out improvements. 

* CULTIVATE CULTURE OF LEARNING. They encourage subordinates to continue taking up work-related enhancement programmes/courses, research etc. They provide relevant advice and inputs in a genial manner (not condescending).

Common habits of egoistic personalities can be exhibited via the 4 C's manner of communication, viz. Conceit; Command/Control; Criticise; Complain.

* CONCEIT. They express they know best with regard to subjects of their interest and experience, hence inputs from peers or subordinates are deemed irrelevant and therefore ignored. They think they are always right in their dogmatic views, thus shutting off opinions offered by other people. They are fond of abruptly cutting in to pass comments before his counterpart could finish speaking. End Result: They cannot think out of the constricted mental box for exploring potential progress.

* COMMAND/CONTROL. They want others to toe to their line - in other words, to be subservient. They like to issue directives. Subordinates are not granted flexibility in work approach but to always follow the set structured process. Partners will get frustrated. End Result: Subordinates will act according to orders and not do more within own ability, thus stifling progress. Partners will leave due to soured relationship. 

* CRITICISE. When expressions of peers are not to their liking, criticism are leveled spontaneously. When subordinates do not act according to their expectations, they manifest their displeasure, including reprimand. On the other hand, they do not accept inputs from others which contradict their remarks. Their aggressive demeanour mould an unconducive or threatening work environment. Their unwarranted criticism mars their social relationship with peers. End Result: Peers stay away. Subordinates resign. They then fend for themselves without help. Ultimately, they could only grumble alone when others stay away,

* COMPLAIN. Egoistic individuals feel they should rightly be accorded prompt and proper attention from other people to their needs. When any department in their workplace fail to reciprocate within expectations relating to their requests, they will not hesitate to pen their displeasure in writing to the other department head, perhaps cc extended to the higher level. End Result: An air of animosity prevails between them and the other people they interact with. Their counterparts will choose to ignore their outspoken rants after a couple of episodes of handling the complaints. Ultimately, they alone fend for themselves in work without cordial support from peers.....their work progress will be stifled. 

In the work arena, "signals" of an egoistic superior may be reflected by way of their choice of remarks when communicating with subordinates, somewhat like........

"You should be like John, being more proactive!" (in admonishing tone, making comparison with another subordinate)

"Why can't you do it right as expected?!" (condemning remark implying the subordinate is incompetent, which will definitely dampen the subordinate's spirit in respect of career progression)

"This matter is taking away my precious time from other tasks. It should have been settled easily!" (reprimanding the subordinate for wasting the superior's time by not being able to handle the matter expediently)

"Cease citing excuses and trivial issues you are facing - just fulfil as expected!" (reprimand tone to indicate the subordinate's inputs are impertinent. Also showing air of superiority)

An egoistic officer lacks leadership acumen. The narcissist mentality will not attract respect or reverence from subordinates who may either ultimately resign or request for transfer. Neither newcomers may stay long. Work issues will remain unresolves. He will not be able to make headway in performance results as a lone ranger. End Result: He himself will not be able to last as a team leader.

In comparison, the American Psychological Association postulates a humble person imbues low focus on the self. He recognises not only his own strengths but also his limitations, thus keen to learn for improvement. With keen listening attention, he exudes a more authentic nature by focusing on collaboration. By such demeanour the team leader is able to gain influence over subordinates, hence keeping his team intact. End Result: The team reaps further performance progress together. 

Concluding Quotes:

"God opposes the proud but gives grace to the humble." (Book of James 4:6)

"Humility is not thinking less of yourself; it's thinking of yourself less." (Rick Warren)

"Humility is the solid foundation of all virtues." (Confucius)

"Great leaders don't need to act tough. Their confidence and humility serve to underscore their toughness." (Simon Sinek)

+ Simple reason why you should embark on self-development drives: Because "people buy people" - people "buy you" when you can enigmatise your calibre to them. 

+ To leap vibrantly forward, you need to understand your experiences backward. 

+ The best way to build profound self-confidence during your career journey is......Face up to challenges that cross your path by going through the trials. 

+ Three key pillars to kick-start your personal development - Like yourself; Like your work; Like dealing with people. 

+ What you ultimately turn out to be depends on your life philosophy. Do you have one now?

+ Say not "I've done no wrong," but ask "How much more do I need to do right?"

+ We prefer to focus on correcting the wrong, but not sufficiently spend time to pursue ahead what is right.

+ Focus on developing your work prowess by: * See more. * Listen more. * Gather more (information/materials for your file). *Less unnecessary talk. * Mind less (matters not within your job scopes).

+ Mere listening without perceiving will not grasp the correct viewpoint. Mere hearing without listening will not understand the real situation. Only by concerted perceiving and listening can one acquire a holistic approach for executing sound decisions cum actions. 

+ Dynamic performers do not necessarily have the best of everything; they just make the most of everything they have. They do the best they can, with what they have, from where they are. 

+ The easiest way to harness elements for developing your acumen is to surround yourself with people more experienced and wiser than you. 

+ In aspiring to be an astute manager, you must first understand fully your management role, and the roles of your team members, plus an overview comprehension of the roles of relevant peers who have work relationship with you. 

+ The efficacious process toward self-development entails one's ability to learn, unlearn and re-learn whilst undergoing changed roles. 

+ Network with peers who are the "experts" in work functions related (not necessary the same) to yours. Hold fellowship meet-ups over coffee to mutually "pick the brain" of one another for unlearn and re-learn. 

+ Confuscious said: "Real knowledge is to know one's own ignorance."

+ Think holistically and with prudence before you blurt out from your mouth, otherwise you will be like slapping your own checks for expressing the wrong message. 

Now, here is a real story (tweaked by me to cast a similar allegory) relating to the last reflective quote.........

An Asian nation had been immersed in brouhaha between rival political parties on public accusations of its premier siphoning out government funds for his own end. However, this political leader was able draw strong support from his sycophants. During one parliament session, a crony member of parliament (MP) used an allegory to express the outstanding leadership of the premier in nation building. The MP outlined the story as follows: A father (symbolising the ruling party in the government) gave three sons $1000 each and asked them to buy items that could fill up his storeroom (symbolising the small nation). The first son bought loose hay, yet it could not fill up the room fully. The second son bought loose cotton but also could not fill up the room. The third son, being deemed the smartest, bought a large candle for $10, then lit it up, and the light filled the room completely. The MP likened the premier as the third son who was able to serve the nation with the light of prosperity by frugal spending. Immediately, an MP of the opposing political party stood up and questioned: "Where is the remaining $990 - where has the balance gone to?  Disappeared in thin air?" The crony could not answer. Ultimately, the premier was deposed in the next general election whilst the crony MP was not re-elected. MORAL OF THE STORY - THINK HOLISTICALLY AND PRUDENTLY BEFORE YOU SPEAK, OTHERWISE YOU SLAP YOUR OWN CHEEKS.

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Greetings. I am pleased to share some of my quotes (1st batch) archived by me based on my work philosophies cum past numerous years of experience as an officer in a financial corporation. These are the philosophies dear to me, which have kept me to continue plotting my life journey over 4 decades. Here goes......

* Whatever you assimilate from what you learn now will become part of who you will be in your future. 

* Change, whether positive or negative, is the end result of all learning. 

* Our thoughts are often expressed in our words; our words may lead to our actions; our actions become our experiences; our experiences turn into our beliefs. 

* Feed positive inputs into your mind in order to be imbued with the right beliefs.

* Understand disagreements, not oppose them. By doing so, you will become wiser. 

* You need to know how to learn first before you begin to experience real learning. 

* Making a wrong decision at the wrong time equals a disaster; making a wrong decision at the right time equals a mistake; making a right decision at the wrong time equals a futility; but making a right decision at the right time equals a success.

* Leaders stem from being avid readers - this is the fundamental phase for leadership development. 

* In order to guide other people efficaciously on a specific project, you must first have acquired profound experience on the same subject. 

* A groomed-up subordinate is one who is capable to smoothly execute the functions of his/her upliner when the latter goes on leave or resigns. 

* Do not be contented by being a follower of incoming trends. Instead, be an initiator and setter of a new trend. 

* Be proactive to cross over imminent problems by embarking preemptive actions. Do not be reactive by taking actions only when problems arise. 

* Investing in personal resilience and stress management training can mould up a steadfast character to overcome life hurdles. 

* Being engrossed in long working hours is a symptom of counter-productive work. It signals signs of incapability to manage time, energy and relationship with team members, thus lacking efficiency and effectiveness. 

* Build skill sets that are different from traditional ones already prevalent in peers. If you exercise the same common traits as your peers, you will not churn out different and vibrant results.     

* If you just move around with colleagues akin to your mindset, you will never upscale your mental prowess.

* Innovation does not necessarily get bolstered by an idea; it may start with a problem to solve. 

Happy Reflecting!

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What is your reaction if I promulgate that stress experiences in your environment - whether work or personal - may not be negative, but on the contrary could be positive feelings? No, I am not out of my sound mental faculty! Truly, some kinds of stress in your endeavours can transpire a positive impact to you if managed positively and effectively.

To most people, facing stress over time likely leads to "distress", which could pose health risks like insomnia and hypertension. Definition of "distress": experience of anxiety, sorrow and mental affliction. When not well managed, this form of utter negative stress may lead to mental depression, possibly culminating to suicidal inclination.

But how does one attain positive elation by overcoming the otherwise negative impacts of stress episodes? Well....it boils down to a person's mind-set. Now, here comes my elaboration of my statement in the first paragraph by introducing the word "eustress". It entails stress that motivates or energises an individual to perform better for delivering goals. The situation depends much on the personal state of mind in responding to challenges. For example, an avid athlete coveting for glory (of winning championship awards) will be prepared to stress himself to the uttermost by undergoing strenuous workouts. To him, his strenuous workouts are a joy as he makes physical progress. When he finally reaches his dream accolades, the feeling of exuberant elation immerses into him with ecstasy. 

To positive-minded individuals who readily assimilate life challenges (whether in the form of problems, issues or trials - including in work, personal endeavours, or environment), the lack of "stimulated"stress can cause boredom. They accept such challenging stress will heighten their senses and improve their performance levels. Despite having to face physical cum mental demands, they envision ultimate achievements as exalted elation. Nevertheless, to sustain the positive mental state, they know how to "unwind" regularly too, like physical burnout exercises and meditation. 

Why many individuals feel emotionally distressed when encountering negative situations in work? Personal development cum leadership "guru" Dr. Steven Covey, in his Greatness Training Programme, listed out three main factors, viz. * No clear purpose or vision. * Under-utilised talent. * Bureaucratic misaligned system. He suggests the following mind-set change as follows:

(1) Soul search for path finding, with the objective of concluding clarity of purpose in personal life.

(2) Unleashing the main talent, in empowering competency to surmount obstacles, issues etc.

(3) Seek alignment - persevere to adapt to the situation. Re-focus both mental and physical energy to manage the situation.

(4) Synergise with others for mutual support. Build relationship.

(5) Formulate an effective strategic roadmap. To efficaciously execute tasks well, it invariably involves planning, prioritisation, time management, adaptability.

Another avenue is to attend courses in instilling positive mental attitude (PMA). Such will serve as bolsters, like:

* Understand the internal and external causes of negative thinking.

* Learn methods/techniques for switching from negative to positive mind-set.

* Creative thinking to convert challenges into opportunities.

* Handle workplace negativity.

* Tips on personal development.

* Problem solving techniques.

* Anxiety control and meditation.

* Neuro-linguistic Programming (NLP), incorporating topics like self-awareness, managing emotions, personal change techniques. 

Now, I cite the life story of Nick Vujicic (although many may already know who he is), the highly sought-after inspirational speaker on positive attitude building. His personal testimonies delivered to packed audiences have touched the hearts of many people. With an extremely rare congenital disorder called Tetra-Amelia Syndrome, he was born 40 years ago without limbs (no arms and legs), except a tiny foot on his left hip to support his ability to stand upright. Yet, he swims regularly, also could surf and skydive. 

He was utterly distressed as a young boy because he was bullied in school. He struggled with depression, so much so that he attempted suicide when he was 10 years old. His thought of his father's agony if he had ended his life, was the factor that prevented him from that. The turning point came when he was 17 years old - in a friendly encounter, the janitor of his high school sowed the seeds of thought into him that he should venture into public speaking. Four months later, he tested by sharing his story to a small group of 6 peers. Then at 19 years old, he addressed to an audience of 300 sophomore students. Thereafter, there was no turning back in his thrust to inspire other people. As one of the top motivational speakers now, he has travelled to more than 74 countries.

To Nick, fear is the real disability, not physical disability. His earlier distress about his physical handicap, and being mocked by other kids, let him to become depressed when he was 10 years old. However, the new insight of his ability at age 17 turned his distress to eustress. He accepted that there were challenges in life, and that it was about doing the best of what he had. It was his choice to define his own ability. In addition, he committed himself to Christianity, now drawing near to God via prayer to guide him in managing his time and making good choices. He declares: "My faith in God and my personal relationship (with Him) has given me the strength to go on, and the humility and grace to ask Him to change my life each day."

More (Nick's) quotes:

* The greater the struggle, the more glorious the triumph.

* I love life because I've seen my purpose.

* I have a choice. I can be angry about not having limbs, or I can be thankful that I have a purpose. 

* I encourage you to accept that you may not be able to see a path right now, but that doesn't mean it's not there. 

* Don't give up on God because God will not give up on you.

It is a norm of young career-minded working individuals to covet for high leadership role within a tenure of 10 years or so. For this accentuated personal mission, they embark on endeavours to shape up their management acumen, particularly in directing and instructing. A pertinent aspect not given sufficient cognizance in respect of personal leadership development is…..COUNSELLING.

Many senior executives are adept in executing directions, giving instructions, exercising manpower control – and so forth – in the name of effective management. However, very few pay attention to the need for counselling skills. This is where they miss out – the link to a more stellar overall leadership and management role. Why so, you wonder? Reason: Successful counselling efforts require a time-consuming process.

In essence, committed counselling drives necessitate the following requisites:

·        # Not being undiscerning judgemental (not forming immediate conclusions on a subordinate.

·        #Tolerance, patience, perseverance (willing to withstand a lengthy process).

·        # “Open” listening attention (open-minded, willing to hear out all inputs).

·        # “Learned” understanding (equipped to comprehend the real issues faced by the counselee)  - example: emotional, technical, cultural, work environment.

·        # Empathy (recognising the feelings of the counselee).

·        # Offering the right advice (suiting the issues of the counselee).

The art of counselling can only be acquired via arduous trails for developing the requisites. That calls for stoic commitment manifested by the intended counsellor – which few leadership aspirants are willing to pursue. Besides the pertinent mindset and will to practise counselling, some knowledge levels are needed to be imbued. The personal development process takes a spread over time, thus involving tediousness that must be persevered.

The congenial result of effective counselling transpires to mutual respect, leading to a lasting tie between the counsellor and counselee (or so to speak, between leader and subordinate). Such affiliation results in elation  - the counsellor is elated for uplifting the counselee/subordinate; the counselee/subordinate is elated by becoming more resolute in facing life trials toward improving his efficiency and effectiveness.

What about mentoring? In some ways, it is akin to counselling, however not the exact match. A mentor teaches, guides, imparts know-how etc, that is cascading knowledge to subordinates via more of the one-way communication flow. For example, good teachers are good mentors in the classroom mode of communicating with students. On the other hand, committed counsellors are “penetrating” mentors who reach out to the hearts of those being mentored, applying patient listening, intended empathy and persevered understanding. See the intrinsic difference? Obviously, committed counselling entails arduous efforts. No wonder many leadership aspirants prefer to be mentors, not counsellors. Actually, they do not realise that profound mentoring incorporates counselling initiatives.

Way back many, many years ago, I took up a new job as business development cum trainer in an international financial entity. Two days before I reported for work, I was provided a stack of scripts by my new regional superior. He instructed me to digest quickly so that I could conduct a training session to the sales force on my first day at work. I was panicky because I had never conducted any official training in the past; moreover, the subjects were totally new to me. He allayed my apprehension by assuring he would reinforce the points shared by me during the session as he would elaborate his inputs at the end of each chapter. He advised me to take note of what he expressed so that I could learn the correct perspectives and understand my shortcomings. His interjection in between the training session helped to boost my confidence. This episode cast my respect for him as my mentor. 

In addition to this superior, I was also blessed to learn from a seasoned senior sales manager who became my counsellor. In my first discourse with him, he ingrained into me his concocted proverb which went thus: "The more you know, the more you come not to know. The more you don't know, perhaps the more you may know. Whether you know or don't know, it is immaterial for anyhow in the role you are holding, you got to know." I was utterly bewildered! The elderly gentleman then explained:

The first phrase means that when one tries to cram too much knowledge of a particular field in one go, he will be confounded as his mind becomes cluttered. The second phrase connotes that during the temporary phase of confusion, if the protagonist analyses what has gone wrong in his pursuit for fast know-how, he may correct his approach and then gain insight. The third phrase indicates that because of accountability and responsibility involved in the specific role, the appointed officer must  garner for himself the relevant facts over sufficient time to improve his calibre. What words of wisdom! From then on, I frequently consulted the "fatherly" figure for advice whenever I encountered issues......until I was assigned to another (higher) role. Thereafter, I thought to myself - would there be better expediency if my superior was equipped to serve as my mentor cum counsellor in one instead of me shuttling between two "advisors"?

I end by sharing the video (below). It exudes the sentimental experiences of a teacher with her delinquent student that culminates in mutual respect, long-term positive affiliation and personal satisfaction. Yes, a revered leadership trait encompasses astute mentoring cum counselling skills which could only be acquired via committed focus in this discipline. 

@heavymetalmessiah Inspirational Story of a Student and Teacher told by Wayne Dyer - The Story of Teddy #inspiration#teaching#wisdom#care#connection#love#joy ♬ original sound - heavymetalmessiah - Heavy Metal Messiah

EXTRAPOLATIONS FROM INTELIGENCE QUOTIENT (IQ) & EMOTIONAL QUOTIENT (EQ)

(Foreword: I am now scribing a short sequel to my last contribution which was entitled IQ VS EQ, INTELLIGENCE VS WISDOM, MICRO VS MACRO MINDSET. Hence the contents in this article should be digested and reflected in conjunction with the points of the previous post.)

Many people know the terminologies of Intelligent Quotient and Emotional Quotient. They understand that the two relate to the mental faculty of individuals. However, few are cognizant of another two quotients which supplement or complement as extended values to IQ and EQ, viz. *Social Quotient (SQ); *Adversity Quotient (AQ). Since I had rendered a detailed account on the first two fundamental quotients in my previous post (which readers should refer for perceiving the entire links of the four dispositions), I now focus on unravelling the scopes of SQ and AQ. Here goes……

SQ

It is a disposition that helps to build relationship, friendship and alliance with people outside family members. Those with high SQ can interact well, possess understanding prudence, able to perceive inclinations of people they deal with. Their advantage includes knowing when to express, also when to listen attentively. More importantly, they exercise discretion for reacting appropriately in their discourse with counterparts.

Examples of programmes on sharpening SQ:

·         #Approaches for establishing rapport.

·         #How to strike out interactive conversations with new acquaintances during functions.

·        #Making new acquaintances feel comfortable for discourse with you.

·         #Listening skills.

·         #Asking the right questions.

·         #Recognising social trends.

       AQ: 

       It entails the resilience to deal with adversities encountered in life. The management of adversities   much depends on emotional characteristics manifested by an individual. Hence AQ is an extrapolation   of EQ. Both AQ and EQ relate to adaptability of the person concerned for adjusting to unfavourable   situations.

       Examples of programmes on elevating AQ:

·         #Relevant spiritual uplift - like meditation methods, recreational activities, religious encouragement.

·         #Problem solving methods.

·        #Stress management.

·         #Adversities VS challenges – knowing the difference.

·         #How to maintain composure and avoid anxiety.

·         #Mental strength development.

 A person having high IQ and EQ is bestowed with a firm footing for doing well in the SQ arena – to wit, strong in networking for purpose of vocation or business leveraging. Quick perceptive prowess (reflecting IQ) enables him to recognise who may be his worthwhile networkers. Likewise, fraternal ability (reflecting SQ) caters for the right approaches for establishing effective interactive networks. On the other hand, positive personality traits (reflecting EQ) coupled with positive mental attitude (reflecting AQ) will exude the perseverance for continuous pursuit toward desired objectives despite encountering challenges.

CONCLUSION

 IQ and EQ serve as the fundamentals for a person’s propensity to progress in life endeavours. SQ and AQ, as the supplements, define one’s potential capacity to reach an efficacious result. The pertinent fundamentals must first be in place before embarking forward on any mission, otherwise futility is certain. In addition, the supplementary clouts pave the way to garner boosters for belting out the right actions. It is just like a chef concocting an exquisite cuisine……he needs the right basic ingredients (type of meat or seafood, vegetable, beans, nuts etc.); not only that, he chooses the right condiments (sauces, spices, seasonings etc.) and garnishes (side ingredients like parsley, lemon slices, mushrooms, chopped herbs etc. - usually used as items to spruce up palate and aesthetics of the dish). Similarly, for a desired objective or result to be wholesome, the four quotients should be inherently linked for sterling execution.  

                                             PIX NO. 1 ON SQ;   PIX NO. 2 ON AQ