Each individual is privy to their own operating model that helps them function at full capacity and high efficiency. But for those who are still looking for a guide on creating a successful operating model, seeking the answer within these four key elements could be beneficial.
What are your priorities?
This is a crucial element in personalising your operating model to success. Assessing your priorities and streamlining them to your goals both long and short term would help not just in terms of career, but other aspects of life as well.
What are your roles?
Think about the roles you hold in different aspects of your personal and professional life.
Do you have time?
There is a saying by Paul J. Meyer about time and productivity: Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning and focused effort. Scheduling your time appropriately and maximise your efficiency.
Assess your energy
It’s imperative to recognise how your energy levels react to different things that you pour your efforts into.
What are the attributes of a good leader?
I’ve been reflecting on the question above as I read this article, along with its comprehensive infographic. In the previous posting, I wrote about developing the analytic and empathic networks in tandem, despite their opposite roles in the brain. Though it can be rather challenging to be continuously aware of the importance to maintain this balance, we believe that the onus is on us, as leaders, to steer and motivate the organisation and its people during these trying times.
Once again, we contemplate on the personal contributions we have made to the organisation and its employees through this article, which serves as a friendly reminder to all leaders, that there isn’t one sureway fire way of looking at things.
And those perspectives could be divided into four different elements such as our priorities, roles, time and energy. In my vast experience managing the four elements above:
Our Priorities: Post lockdown, we empower our team to decide to work from home or office. We give them the flexibility and trust their choices.
Our Roles: We keep in continuous contact with all members especially those working from home through a buddy system. Thus, this encourages our management team to show leadership qualities, and the other members feels secure and confident in their productivity.
Our Time: We try to avoid any virtual calls anytime before 10am or after 5pm. We respect the personal time of everyone.
Our Energy: We organise semi-weekly exercise sessions via zoom. It’s encouraging that participation is almost at 50-60%. Staying healthy while having some fun is crucial for team building too.
We reassure our team members and remind ourselves to regularly reflect on these elements on a personal/group basis just before the beginning of the day/meetings.
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Kadam Balan is a director and a keen observer of organisational behaviour. His thoughts on analytical and emotional intelligence was inspired by How to Demonstrate Calm and Optimism in a Crisis, first published on the McKinsey&Company blog.
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