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Tag: Facilitation

Do Difficult Stakeholders Really Exist?

Written by Christina Lovelock on . Posted in Articles. 7 Comments on Do Difficult Stakeholders Really Exist?

We hear and use the term ‘difficult stakeholders’ regularly, but is it the person that is difficult, the relationship or the situation?

 

Objectivity

It is hard to be truly objective, and the term ‘difficult stakeholder’ is almost always a subjective assessment. Sometimes the same person can be easy to work with in one context, and difficult in another. This points to particular situational issues which cause difficulties in reaching agreement. Sometimes a stakeholder seems difficult to one member of the team, but perfectly pleasant to work with to another. This may point to relationship or situational issues. And sometimes, we have to work with someone who is just difficult. With everyone. In every situation.

Despite general agreement that this person is difficult, we often tell ourselves it’s still a subjective assessment (“There are two sides to every story…” or, “They have friends and family so they can’t be like this all the time…”).

So, do objectively difficult people exist? Apparently – yes.

stakeholder 1

The Difficult Person Test

IDRlabs have developed the Difficult Person Test, which is based on research on the structure of antagonism. It uses 35 questions to create a radar chart of seven characteristics:

  •      Callousness
  •      Grandiosity
  •      Aggression
  •      Suspicion
  •      Manipulativeness
  •      Dominance
  •      Risk-taking.

Many people score highly against at least one area but a high score in only one area is unlikely to create a high overall score. A high score overall suggests, objectively, that you are more difficult to get along with than most people.

It is easy to work on the assumption that difficult people must already know they are difficult, but that doesn’t seem to be the case. Most of us think we are self-aware (95%!) but research suggests less than 15% of us are able to demonstrate good self-awareness.

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stakeholder2

Self-Awareness

We should all make increased self-awareness part of our personal development plans. Though this test, like most self-assessments, has many limitations there is always something to be learned by reflecting on how our preferences affect our behaviours and how our behaviours affect our relationships.

Contracting

It is never too late in a relationship, group or team to re-set expectations. Contracting often takes place between groups or individuals at the start of a relationship to define how we want to work together, what we expect from each other and the behaviours we want to encourage and avoid. It also provides the opportunity to discuss how we will approach difficulties and unexpected behaviours when they arise. It enables an non-confrontational conversation that “as a group, we have moved away from the behaviours that we all agreed”.

Responding vs. Reacting

We learn in many ways that we cannot control other peoples’ behaviour, but we can control our response to it. Giving ourselves time to process an emotional reaction and turn it into a professional response pays dividends. Although we may feel provoked or even justified by the actions of difficult stakeholders, this legitimises the poor the behaviours and does nothing to improve the relationship.

Conclusion

Does it help to know that some people are objectively difficult? Perhaps not much, but it can at least provide an opportunity to reflect, consider how other people see us and even prompt a conversation within teams and organisations.

Before we label stakeholders as ‘difficult’, we need to consider the relationship and situational factors, and consider how we might try to resolve the difficulty. There are always two sides to every story, but perhaps the stories we believe about ourselves require a little more scrutiny.

Further reading: 

Have you taken the difficult person test? HBR (2021)

Why most people lack self-awareness and what to do about it. Training Magazine (2019)

 

Managing Cultural Sector Projects: Tips & Best Practices

Written by Mark Romanelli on . Posted in Articles. 3 Comments on Managing Cultural Sector Projects: Tips & Best Practices

One of the exciting things about project management is the variety of different types of projects available to work on. 

From building construction to product development, event management to process design, there is no limit to the number of fields where the craft is applied. 

While a lot of project management involves applying a standard set of processes, tools, and techniques to unique and challenging processes, it is also important to remember that in some fields different and specific considerations are encountered that need to be kept in mind.  For example, a project to oversee the redesign and renovation of a corporate office space is going to be very different from a project to develop a mobile app for a trade show conference.  Knowing some of the specific differences for certain areas will help PM’s to successfully manage projects in those sectors.  

One area with very specific project management needs is the cultural sector.  Cultural project management is a growth area with some distinctive considerations that are unique to the field.  This article set out to provide a few tips and best practices for managing cultural projects.  Four experts in the field of cultural science and cultural management were consulted.  All four are university academics and active, expert practitioners in the field.  They were asked a series of questions surrounding a single topic- What should project managers know and keep in mind when managing projects in the cultural sector? 

What is the Cultural Sector?

The cultural sector is a wide field, consisting of a multitude of various areas and activities.  While a single, defining, and agreed upon definition is hard to pin down, the cultural sector is most often associated with the arts.  This includes areas such as music, film, literature, fine arts, theater, music, dance, and other such creative endeavors.  Activities in these fields are associated with institutions such as theaters, galleries, and museums. Part of what makes the field so difficult to define is that cultural patterns can be found everywhere.   

One of the most unique elements surrounding activities in the cultural sector is the intention of connecting with emotions and experiential activities associated with and evoking deep feelings. 

There is a lot of grey area when discussing the cultural sector.  For example, debate exists as to the inclusion of both for profit and not for profit activities.  There is also a lack of agreement regarding the inclusion of areas defined as creative industries and cultural activities. Simply put, a checklist of items to define activities in the cultural sector does not exist and the field boundaries are open to interpretation. 

What is much easier than defining culture and the cultural sector is identifying the possible types of projects in the area, as well as the potential applications of project management.  Some typical examples of cultural sector projects involve events within the field, such as performances and shows, exhibitions, performances, and festivals.  Other cultural sector projects involve the production of cultural works.  However, even when projects in the cultural sector are event projects, they still have some very unique considerations to attend to and differences from events in other fields, such as sports or entertainment. 

Managing Cultural Sector Projects

All of the consulted experts focus on different areas of specialization within the cultural sector.  Still, throughout our conversations several common themes arose in the content of the discussions.  While managing projects in the cultural sector can be seen as an area of specialization itself, with no shortage of best practices, the following five items ascended to the top of the list as things for professional project managers to keep in mind when managing cultural sector projects:

  1.      Audience Consideration
  2.      Planning & Execution
  3.      Agility in Project Financial Management
  4.      Special Issues in Project Team Management
  5.      Varying Objectives

Audience Consideration

The output of cultural sector project activities is produced for consumption by audiences.  While the cultural sector itself is very wide, the audience for specific cultural sector projects can be very, very narrow.  Unlike other types of projects produced for an audience, cultural projects do more than deliver a service like entertaining people.  These projects raise questions, change awareness, and have strong aesthetical implications. 

Audience consideration goes deeper than just looing at differences in taste and interest.  The ability of a target audience to imagine and relate to the content must also be considered.  The level of sophistication leads to varying degrees of engagement.  For example, not everyone can engage equally in an exhibition of 14th century French art.  While a wider audience may enjoy it aesthetically, a much smaller audience, with specific interest and background knowledge, will be able to enjoy and appreciate an accompanying discussion on the works by an art historian. 

These types of considerations are addressed during the initiating and planning stages of project development.  Because cultural projects are very concerned with engaging an audience, it is important to match the levels of the output with the audience’s ability during the initial concept planning stages. 

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Planning & Execution

Another area of unique consideration in managing cultural sector projects is that activities in this area have vastly different skillsets when it comes to the areas of project planning and project execution.  The specific terminology in the cultural sector for these areas is programming and production. 

Programming is most similar to planning, and comes before production in cultural sector project development.  Activities in this area include developing a time schedule, budgeting, venue selection, and the host of other items that need to be done to plan the project.  Production is most similar to project execution, and presents very different questions to solve.  Production also involves areas such as security coordination, operation of technical equipment, plus other items in addition to the actual creation of the primary output and deliverables. 

While there are strong similarities between programming & production and the activities of planning & execution, divergences occur when considering the skills of the individuals involved in them.  In cultural project management, programming and production are two very different areas and with significantly different qualifications.  Ideally, people who want to develop proficiency in cultural project management need to cultivate skills in both areas.  Practically speaking, a when managing such projects a good project manager should work to facilitate collaboration, communication, and interactions between the two camps. 

Agility in Project Financial Management

Cultural sector projects regularly involve multiple, complex sources of funding.  Admissions, grants, endowments, subvention, and patronage are just some of the many sources.  The processes involved in receiving the funds do not follow a regular schedule and are frequently late.  Even spending can be erratic due to common occurrences like last minute programming changes.  Subsidies sometimes come in after an event is over and festivals often have lineup changes.  

These issues combine to create a lot of uncertainty in the financial management of cultural sector projects.  Project managers need to be agile in the areas of budgeting and financial management.  Monetary considerations for cultural sector projects will require more, and more frequent, attention due to the continuous changes and adjustments that are experienced. 

Special Issues in Project Team Management

In addition to working with cultural sector professionals on projects in their fields, many projects will involve non-professionals as well.  Those non-professionals present special issues and challenges in managing the project team. 

Volunteers are a key component of many cultural projects, particularly with larger events such as festivals.  Many of the team members who do receive compensation are not paid very much.  In both cases, a good portion of the team can accurately be described as underpaid and highly motivated.  Their reasons for involvement stem from intrinsic motivations to be a part of the project rather than from financial compensation as their primary objective.  Team members of these sorts can easily experience frustration and a loss of motivation if not carefully managed. 

When working with these team members, management needs to engage them frequently and keep their actual motivations in mind.   Space needs to be made to allow them to identify with the topic of the project, while at the same time making sure that their roles, responsibilities, and limits on their functions are clearly defined.  Most importantly, management needs to treat them in a friendly way, showing appreciation for their effort. 

Varying Objectives

All types of projects are more likely to achieve successful outcomes if the goals and objectives are known and kept in mind.  This is true for projects in the cultural sector as well.  However, those goals and objectives can be considerably different from projects in other fields.

Motivations usually go far beyond profits for cultural projects.  Festivals, for example, are more of a gathering rather than a vehicle to sell tickets and generate revenue.  Exhibitions are held with the intention of inviting artists in order to build discourse.  Events can operate with the objective to reach new audiences so as to legitimize future public funding.  Other altruistic aims are societal influences through communication of topics like anti-racism and anti-sexism.

Whatever the included goals of a project are, they need to be explicitly clarified.  Project managers should make a full effort to understand the goals and objectives of the project owner.  Those goals need to be communicated, articulated, understood, and kept front of mind throughout the project lifecycle. 

Managing projects in the cultural sector presents many more differences and uniquely challenging elements as well.  No amount of advice can replace experience, but some guidance can help to achieve success while that experience is being developed.  Cultural projects also have the potential to be rewarding and inspiring endeavors to work on.  The cultural sector contributes to society and its members.  The successful management of projects in the sector can help to further the depth and reach of that contribution.

Manage Decisions with the Power of Emotionally Intelligent Assertiveness

Written by George Pitagorsky on . Posted in Articles. 11 Comments on Manage Decisions with the Power of Emotionally Intelligent Assertiveness

Being an effective proponent of ideas is critical to leading and managing projects well.  Advocacy is essential to managing conflict and making decisions.

An assertive, emotionally intelligent, approach to advocacy enables achieving the goals of getting to the right decision – design, plan, agreement – and maintaining healthy relationships that enable people to work and live together happily and effectively.

The theme of my book Managing Conflict in Projects is the ability to reach optimal resolutions and maintain healthy relationships by being an assertive, non-aggressive, advocate, combining analytical clarity, mindful awareness, and emotional intelligence.

In this article the focus is on achieving the goals of optimal decisions and healthy relationships by being assertive, with an open mind, clear communication and a sense of collaboration rather than enmity, even with the opposition.

These qualities go beyond project work.  They are basic foundations for effective performance, conscious living, happiness, and stress reduction.

“Be supple mentally.  Strength does not lie in being firm and strong but in being pliable. The pliable tree stands in a gale. Gather the strength of a swift mind.” – J. Krishnamurti

Must One Be Aggressive to ‘Win’?

However, there is a widespread belief that it takes aggression to get things done.  Is this belief well founded or is it the result of listening to and emulating people who do not know how to use the powers of open mindedness, kindness, and effective communication to find best ways forward?

Does non-aggressive, acceptance get in the way of being effective in leading, managing conflict and effectively promoting one’s ideas?  Does non-aggression and acceptance mean being a doormat for aggressive coworkers, opponents, and partners?  The short answer is NO!

These questions have come up many times in coaching and learning sessions.  Let’s explore to find an optimal way of addressing sensitive issues, disagreements, and decision making.

Aggression and Assertiveness

We begin by defining aggression and assertiveness.  Aggression and assertiveness are often used as synonyms, but when we analyze them, we find important differences.

Aggression brings to mind hostility, violence, opposition, and a readiness to attack.  It is “strong self-assertion with hostile or harmful tones.  … Aggressive behaviors can lead to academic, employment, financial, legal and relationship problems.”

Assertiveness has a different connotation.  To be assertive “means being able to stand up for your own or other people’s rights in a calm and positive way, without being either aggressive, or passively accepting ‘wrong’.” 

Neither aggression nor assertiveness are passive, indifferent, or apathetic.  The difference between them is that unlike aggressiveness, assertiveness is not destructive and threatening.  To be assertive is to be self-confidently forceful without the anger and hostility.  Assertiveness is compatible with empathy, kindness and caring.

So, one can be a successful advocate by being assertive rather than aggressive.  You can care about or at least be cognizant of others and still be a proponent of your ideas and wellbeing.  You can overcome the anger, frustration, jealousy, and fear that trigger aggression.

Emotional Intelligence and Mindfulness: Foundation for Assertiveness

This is where emotional intelligence (EI) comes into the picture.  EI is the learnable capacity to apply self-awareness, self-regulation, social skills, empathy, and awareness of one’s motivation. EI enables the ability to cut through the tendency to be driven by emotions into aggression or passivity. 

Mindfulness is the capacity and courage to objectively observe everything, including one’s inner workings.  Mindfulness enables EI.

See below for references for more on EI and Mindfulness.

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Acceptance

Acceptance is a factor in healthy assertiveness.  Acceptance is the capacity to see and be OK with reality.  In this context, acceptance does not mean favoring or passively living with what is “wrong.”  It means that one is wise to see things objectively as they are, be OK with them, and from the platform of OK-ness move forward to assert and promote change.

For example, one can accept the fact that people have different ideas that oppose yours without either being angry at them or agreeing with them for the sake of peace. Taking it to another level, one can accept that opposing ideas are better or at least as good as yours. Accepting that leads to collaboration to find the optimal solution regardless of its author.

Perceptions

Aggression is perceived by the aggressee.  Sometimes, the aggressor is acting consciously.  Other times a person may think that he or she is acting in a perfectly benign way, while others may experience a sense of fear because they perceive aggression.

The role of Emotional intelligence becomes clear as we understand that aggression involves the interplay among behaviors, individual perceptions, emotions, cultural norms, intention, and values.  Understanding from the perspective of others enables collaboration and a greater ability to manage aggression.

Here are two examples of how perceived aggression can affect relationships and performance:

  1. Bill says to Paula, “You speak so well.”  If Paula is a person of color, she might sense a micro aggression.  Paula might think “Of course I speak well I was well educated, grew up in the suburbs, and have a PhD in English Lit from Yale.”  She might have the sense of being stereotyped by her ethnicity.  And that may bring up psychological and emotional issues.
  2. At a design session, Harry says “That’s a dumb idea and here’s why.” and then goes on a critique, identifying all the flaws in Jim’s concept. Harry’s demeanor, his vibe, is strongly competitive.  There is an underlying sense of anger.  Harry doesn’t perceive himself as being aggressive.  He is just advocating for his idea in the way he has always advocated.  “That’s the way I am.” he thinks and says.  His behavior may trigger any number of reactions and responses.  Those that know him and recognize his knowledge and critical ability, might be thinking, there he goes again.  Once he’s done, we will have all the negatives and we can explore the positive side. Others might react differently depending on their emotional intelligence.

Action

The bottom line is that it is skillful to be assertive rather than aggressive.  Take the anger that drives aggression and transmute it into analytical clarity.  Use the clarity to assert what is “right.” Couple that with a motivation to find the optimal way forward, with healthy relationships.

The action steps are:

  • Cultivate mindful awareness.
  • Intend to be responsive rather than reactive.
  • Observe your behavior and feelings.
  • Note anger, fear, insecurity, and all the other emotions.
  • See yourself and your ideas objectively, as if they weren’t yours.
  • Experience the presence of empathetic co-operation – the natural capacity for people to work together.
  • Act.

References:

Here are a few resources for those wanting to explore further.

Books
Emotional Intelligence, by Daniel GolemanEmotional Intelligence, by Daniel Goleman
Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results, by George Pitagorsky PMI Publishing 2012,

Articles
Making Effective Decisions: What is the Truth and How Important is it?
Conflict Management – Trading Anger for Understanding
Ready For Anything – Mindfully Aware
The Practical Side of Empathy – A Critical PM Success Factor
“What Makes A Leader” by Daniel Goleman, best of Harvard Business Review 1998)

Videos
Mindfulness Meditation Practice
Short video tutorials on what mindfulness meditation is and how to do it

Manage Decisions with the Power of Emotionally Intelligent Assertiveness

Written by George Pitagorsky on . Posted in Articles. 4 Comments on Manage Decisions with the Power of Emotionally Intelligent Assertiveness

Being an effective proponent of ideas is critical to leading and managing projects well.  Advocacy is essential to managing conflict and making decisions.

An assertive, emotionally intelligent, approach to advocacy enables achieving the goals of getting to the right decision – design, plan, agreement – and maintaining healthy relationships that enable people to work and live together happily and effectively.

The theme of my book Managing Conflict in Projects is the ability to reach optimal resolutions and maintain healthy relationships by being an assertive, non-aggressive, advocate, combining analytical clarity, mindful awareness, and emotional intelligence.  

In this article the focus is on achieving the goals of optimal decisions and healthy relationships by being assertive, with an open mind, clear communication and a sense of collaboration rather than enmity, even with the opposition.   

These qualities go beyond project work.  They are basic foundations for effective performance, conscious living, happiness, and stress reduction.

“Be supple mentally.  Strength does not lie in being firm and strong but in being pliable. The pliable tree stands in a gale. Gather the strength of a swift mind.” – J. Krishnamurti”Be supple mentally.  

Must One Be Aggressive to ‘Win’?

However, there is a widespread belief that it takes aggression to get things done.  Is this belief well founded or is it the result of listening to and emulating people who do not know how to use the powers of open mindedness, kindness, and effective communication to find best ways forward?

Does non-aggressive, acceptance get in the way of being effective in leading, managing conflict and effectively promoting one’s ideas?  Does non-aggression and acceptance mean being a doormat for aggressive coworkers, opponents, and partners?  The short answer is NO!

These questions have come up many times in coaching and learning sessions.  Let’s explore to find an optimal way of addressing sensitive issues, disagreements, and decision making.

Aggression and Assertiveness

We begin by defining aggression and assertiveness.  Aggression and assertiveness are often used as synonyms, but when we analyze them, we find important differences.

Aggression brings to mind hostility, violence, opposition, and a readiness to attack.  It is “strong self-assertion with hostile or harmful tones.  … Aggressive behaviors can lead to academic, employment, financial, legal and relationship problems.” 

Assertiveness has a different connotation.  To be assertive “means being able to stand up for your own or other people’s rights in a calm and positive way, without being either aggressive, or passively accepting ‘wrong’.”

Neither aggression nor assertiveness are passive, indifferent, or apathetic.  The difference between them is that unlike aggressiveness, assertiveness is not destructive and threatening.  To be assertive is to be self-confidently forceful without the anger and hostility.  Assertiveness is compatible with empathy, kindness and caring.

So, one can be a successful advocate by being assertive rather than aggressive.  You can care about or at least be cognizant of others and still be a proponent of your ideas and wellbeing.  You can overcome the anger, frustration, jealousy, and fear that trigger aggression.

Emotional Intelligence and Mindfulness: Foundation for Assertiveness

This is where emotional intelligence (EI) comes into the picture.  EI is the learnable capacity to apply self-awareness, self-regulation, social skills, empathy, and awareness of one’s motivation. EI enables the ability to cut through the tendency to be driven by emotions into aggression or passivity. 

Mindfulness is the capacity and courage to objectively observe everything, including one’s inner workings.  Mindfulness enables EI. 

See below for references for more on EI and Mindfulness.

Advertisement
[widget id=”custom_html-68″]

Acceptance

Acceptance is a factor in healthy assertiveness.  Acceptance is the capacity to see and be OK with reality.  In this context, acceptance does not mean favoring or passively living with what is “wrong.”  It means that one is wise to see things objectively as they are, be OK with them, and from the platform of OK-ness move forward to assert and promote change.

For example, one can accept the fact that people have different ideas that oppose yours without either being angry at them or agreeing with them for the sake of peace. Taking it to another level, one can accept that opposing ideas are better or at least as good as yours. Accepting that leads to collaboration to find the optimal solution regardless of its author.

Perceptions

Aggression is perceived by the aggressee.  Sometimes, the aggressor is acting consciously.  Other times a person may think that he or she is acting in a perfectly benign way, while others may experience a sense of fear because they perceive aggression. 

The role of Emotional intelligence becomes clear as we understand that aggression involves the interplay among behaviors, individual perceptions, emotions, cultural norms, intention, and values.  Understanding from the perspective of others enables collaboration and a greater ability to manage aggression.

Here are two examples of how perceived aggression can affect relationships and performance:

  • Bill says to Paula, “You speak so well.”  If Paula is a person of color, she might sense a micro aggression.  Paula might think “Of course I speak well I was well educated, grew up in the suburbs, and have a PhD in English Lit from Yale.”  She might have the sense of being stereotyped by her ethnicity.  And that may bring up psychological and emotional issues.
  • At a design session, Harry says “That’s a dumb idea and here’s why.” and then goes on a critique, identifying all the flaws in Jim’s concept. Harry’s demeanor, his vibe, is strongly competitive.  There is an underlying sense of anger.  Harry doesn’t perceive himself as being aggressive.  He is just advocating for his idea in the way he has always advocated.  “That’s the way I am.” he thinks and says.  His behavior may trigger any number of reactions and responses.  Those that know him and recognize his knowledge and critical ability, might be thinking, there he goes again.  Once he’s done, we will have all the negatives and we can explore the positive side. Others might react differently depending on their emotional intelligence.

Action

The bottom line is that it is skillful to be assertive rather than aggressive.  Take the anger that drives aggression and transmute it into analytical clarity.  Use the clarity to assert what is “right.” Couple that with a motivation to find the optimal way forward, with healthy relationships.

The action steps are:

  • Cultivate mindful awareness.
  • Intend to be responsive rather than reactive.
  • Observe your behavior and feelings. 
  • Note anger, fear, insecurity, and all the other emotions.
  • See yourself and your ideas objectively, as if they weren’t yours.
  • Experience the presence of empathetic co-operation – the natural capacity for people to work together.
  • Act.

References:

Here are a few resources for those wanting to explore further.

Books
Emotional Intelligence, by Daniel GolemanEmotional Intelligence, by Daniel Goleman
Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results, by George Pitagorsky PMI Publishing 2012,
Articles
Making Effective Decisions: What is the Truth and How Important is it?
Conflict Management – Trading Anger for Understanding
Ready For Anything – Mindfully Aware
The Practical Side of Empathy – A Critical PM Success Factor
“What Makes A Leader” by Daniel Goleman, best of Harvard Business Review 1998
Videos
Mindfulness Meditation Practice
Short video tutorials on what mindfulness meditation is and how to do it

Importance of Thought Leadership for Organizations

Written by Ishita Singh on . Posted in Articles. 3 Comments on Importance of Thought Leadership for Organizations

The business world continues to change and disrupt. We the individuals, are the key that connects strategy to implementation.

While organizations refer to this initiative by varied names, essentially, it’s how the change happens, and the work gets done.

Providing thought leadership is an opportunity for an organization to elevate the current position within an industry and manifest the competencies and reliability to demonstrate the experience, engage the voices and furnish real value to the customers. Thought Leadership is not only a mindset but also a competency that keeps organizations focused.

Suppose you are driving from New-York to Los-Angeles, you cannot see the whole journey, but you tackle it as you go- fold by fold. A Customer journeys is almost same! The purpose of providing thought leadership to your customer goes beyond brand awareness. The objective is to institute a richer and more relevant connections with the customer. The thought leadership should challenge, motivate and interest every individual, both inside and outside the organization.

Offering thought leadership as a part of services is like playing a game of charades- act it out, don’t say it out! Organizations objective should be to help the customer and that’s why it’s paramount to prove one’s authenticity as a thought leader in the chosen field. Thought leadership is an ability of an organization to influence an industry, they challenge the status-quo and ignite the strong drifts that others follow.

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Thought leaders provide a unique role in offering acumen on a specific topics, issues, or trends and prove themselves to be a go-to resource. The organization with a successful thought leadership strategy attains business goals and makes it a core of the communication plan.

With thought leaders in action, the customers establish a trusting relationship the organization, look up to them as advisors that understands the problems at hand and knows how to resolve them. The end result, both the customer and the organization achieve more than bargained for. And hence, it’s more important now than ever for the organizations to be viewed as an industry leader and trusted partners.

So, the big question is can organizations create Thought Leaders?

To answer that question, lets understand what a thought leader is- it’s an individual whose vision on a subject are commanding and prominent. Said that, someone within the organization who can guide the business to higher success owning to the one’s clarity and decisiveness.

For organizations to create Thought leaders is not impossible, need to tap on the talent, experience and passion of an individual and help them enhance few skills like, becoming a coach and mentoring teams internally and eventually providing those enablers to customers.

 PM Dec22 20 1

Alas! thought leadership is not easy to quantify and has no metrics to measure the effects, also investing in reputation building may not generate the same results in short-term. Nonetheless, harnessing thought leadership can produce significant long-term payoffs and scale the brand.