Huwebes, Disyembre 2, 2010

Learn to Radiate Energy by Jolito Ortizo Padilla - an excerpts from my book " Emotional Intelligence-Putting Things in Proper Perspectives"

"Rather than focusing on the past, the challenge is to be receptive to change and open new ways of working"

"Turn to colleagues you trust- and who you trust-and ask them for advice and insight into your tasks"

"Do not be afraid to leave a job where cooperation is limited in order to move to a new company where cooperation flourishes"

In times of recession and job uncertainty , it is essential that everyone prove their worth to their employer. Whether we like it or not, it is survival of the brightest. Team members that can match earning potential with creativity, and who also work well in a team, are those who will survive job cuts.

Recessions leads to an overriding focus on a company's finance function. Budgets are inevitably cut in the more creative areas such as innovation, research and development, and marketing. However, this does not mean we should spend our time counting costs, this renewed focus on operations leaves the door open for the adoption of new innovation practice and the learning of new habits and skills. These pressures and fissures within the organization-while difficult at time-can , over time , yield fresh ideas, engaging experiments and interesting adaptations.

Rather than focusing on the past and asking what we did wrong or could have done differently, the challenge is to be receptive to change and open new ways of working. This will require us to question fundamental assumptions about the way we work and how businesses are run. We have the opportunity to change hoW we Work -for the better. For organizations, this means fostering teamwork and knowledge sharing. For the individual, this means broadening our knowledge and skill base, and unlocking new ways of cooperating With colleagues , and within our networks.

Work is how we increasingly define ourselves as people; it's what we spend the majority of our lives engaged in. Each one of us deserves to live a fulfilling work life. To do this, we need to work on creating a great environment for ourselves , and for our colleagues. In this ever-changing world, we must stay ahead and be the first port of call for new opportunities. we can do this by radiating positive energy that fosters a great working experience , that excites and ignites others through our own inspiration, and delivers superior value thorugh our work.

Too often we think to be invaluable means being first into the office and last out, working on our days off and taking on every task asked of us. That just isn't the case anymore. Thanks to technology and cheap outsourced labor, there is always someone who will do the task faster, quicker and cheaper.

Our research has shown that the majority of people spend less than 20 % of their working lives feeling energised, engaged and innovative. To stay ahead , you have to work with energy , more enthusiasm and most important of all, more innovation. It is this combination that will bring you long term success in this technology -enabled world.

The best way to protect yourself from cheaper competition in the job market is to provide the human characteristics that are invaluable to an organization: a creative mindset, inspiration and teamwork. Following years of research ,what I discovered is that people who are energized have mastered three distinct areas of their life:
- They have built deeply trusting and cooperative relationships with others
(a cooperative mindset)
- They have extended their networks beyond the obvious to encompass the unsual
(jumping across worlds);and
- They are on an inner quest that ignites their own energy and that of others
(igniting latent energy)

Supporting people in organization to create fulfilling work and innovative performance has been my overriding mission for 20 years. Together we have been able to provide tools for companies to develop supporting teams that buzz with energy and work together to create value for the bottom line. However, we cannot guarantee that a company will provide this fertile working atmosphere for us. We have to learn how to motivate ourselves , our colleagues , and our business community to build the environment we need to radiate. By enhancing our working patterns and our relationships with others , we can go some way toward creating a favorable working environment, whether in a bricks and mortar office or in cyberspace.

The under -30's generation has discovered the power of e-based social networks and how purposeful relationships can be created with limited , if any, face to face interaction. Even more traditional companies have proved that home working (when done properly) can be more productive than office work -again proving that cooperative relationships and a creative environment are key to allowing indviduals to radiate.

There are a number of ways that you can bring innovation and flair to your working life. Turn to colleagues you trust- and who trust you-and ask them for advice and insight into your tasks. The power of networking was proved by Barack Obama's election campaign, which used social networking tools to build grass roots activism and fundraising. As well as helping you build a cooperative mindset, online networking tools are the easiest way to facilitate the jumping across boundaries that I refer to, and to consult people outside your normal networks and with different mindsets.

When you reach out to your wider network , you will come across people whose experiences and views differ significantly from your own. Opening yourself up to these new ideas will dramatically increase your ability to "Radiate" and to innovate in your work. The further you "jump across worlds" to communicate with people from vastly different profiles, the fresher your perceptions will be.

How do you implement this principle on a daily basis? People who are good at jumping across worlds place a high value on their network , and know precisely what their network is doing for them.They make sure that when innovation is important , they have access to people who are different and can bring fresh perspectives and insights.

When you become a well versed in cooperation and jumping across worlds, you create what I call latent energy; you have generated within yourself and in your immediate community and the potential to become really energized. But in order to maximize the potential within you (and by association, your organization) , you need to able to ignite the latent energy, to create real innovation.

Three actions support the principle of igniting latent enrgy. First, ask questions that sparks energy, to engross and interest others', as well as your own , curiosity. Second, create visions that compel . These are visions of the future that you and your colleagues can buy into, that encourage others to imagine the future, and to become excited about being involved in that future. Third, cooperate with others to craft meaningful and exciting work.

These relationships improve the working environment for all concerned, and support the principle of cooperation. Once you have developed habits and skills of cooperation , you need to become adept at listening to others and engaging in good conversations with others. Finally , you need to be proactive in ensuring that where and with whom you work is conducive to you being able to radiate. Do not be afraid to leave a job where cooperation is limited in order to move to a new company where cooperation flourishes.

The ability to radiate has never been more important than it is today. A strong foundation to your network will become essential, since you will depend on them more and will not have the benefit of face to face interaction. Cost cutting measures and a freeze on travel budgets are likely to lead to the emergence of flexible virtual teams, which cannot possibly function efficiently if they do not consist of individuals that radiate.

Analytical Rationality

Disciplined Debate
Creative Dialogue

Judgment Compromise
Inspiration sensemaking

Dehydrated Talk
Intimate Exchange

Ritual Fulfillment
Trust Building


The Conversation Matrix was conceptualized when I was in the Middle East,where continuous quality improvements, creativity and innovations during the staff meeting were not being carried out due to nonsense talking by some of the staff members.

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