A Balancing Act

Tariq Chauhan, Group CEO of EFS Fa­cil­i­ties Ser­vices Group, talks about the im­por­tance of a di­verse work­force to build a sus­tain­able or­ga­ni­za­tion.

Forbes Middle East - - TOP 100 BUSINESS TYCOONS - www.ef­sme.com

In most or­ga­ni­za­tions, em­ploy­ees are mixed in re­gards to their per­for­mance and the roles they play in the or­ga­ni­za­tion’s hi­er­ar­chy. Their out­puts also set the de­mar­ca­tion be­tween lead­ers, man­agers, and ex­ec­u­tives. While there are out­per­form­ers, oth­ers may lag in de­liv­er­ing re­sults. All can­not be in lead­er­ship po­si­tions, so there needs to be a proper equi­lib­rium to main­tain a sus­tain­able cor­po­rate deco­rum. Usu­ally, the bell curve of the spe­cific or­ga­ni­za­tion’s per­for­mance man­age­ment is re­ferred to in defin­ing this sen­si­tiv­ity. An or­ga­ni­za­tion com­pris­ing of 10% C-suite and 30% man­age­rial or 60% for ex­ec­u­tives, ex­clud­ing blue-col­lar, is a pre­req­ui­site for a sus­tain­able en­ter­prise.

The C-suite are lead­ers that en­force strat­egy and vi­sion; they man­age their del­e­ga­tion and re­in­force their lines to de­liver re­sults. A man­ager’s role is de­fined by their se­nior leader and they im­ple­ment in­struc­tions given to them to man­age their as­signed Key Re­sult Ar­eas (KRAs). Ex­ec­u­tives are those un­der del­e­ga­tion and those wait­ing to take or­ders. These roles can never be forced. Each per­son finds their role to play based on their in­di­vid­ual ef­forts, skill sets, and at times, given cir­cum­stances.

To reap the real ben­e­fits of a high-per­for­mance or­ga­ni­za­tion, the em­ployee en­gage­ment strat­egy must fo­cus on the ex­ec­u­tives, which is by far the strong­est and most im­pact­ful segment. The or­ga­ni­za­tion should en­cour­age these peo­ple to bring­ing more to the ta­ble, take more re­spon­si­bil­ity and even­tu­ally start climb­ing the pro­gres­sion lad­der. They should not be left out.

There­fore, it is crit­i­cal to build a gen­uinely ro­bust lead­er­ship pedi­gree in any en­ter­prise and it should be de­vel­oped within the or­ga­ni­za­tion from ex­ec­u­tive level to the C-suite. Any­one can progress to a C-Suite po­si­tion—one does not need to be born with spe­cial in­stincts. How­ever, the abil­ity to com­mand with re­spect, en­gage peo­ple with a vi­sion and com­mu­ni­cate with them by touch­ing hearts, are some of the key at­tributes that sup­port the rise from ex­ec­u­tive to a C-suite role.

Whilst all peo­ple are treated equally, their cir­cum­stances and their abil­ity to lever­age their op­por­tu­ni­ties and strengths de­fine their ca­reer growth. It is, there­fore, not fair to ex­pect all to be lead­ers or man­agers. Even those lag­ging in per­for­mance ex­pec­ta­tions must not be left out from the or­ga­ni­za­tional en­gage­ment reach.

Ul­ti­mately, the con­tri­bu­tion of ev­ery per­son across each level of the hi­er­ar­chy is key for the sus­tain­able growth of any or­ga­ni­za­tion. The abil­ity of any or­ga­ni­za­tion to en­gage with C-suite, man­agers and ex­ec­u­tives and un­der­stand their spe­cific re­quire­ments to de­velop them for pro­gres­sion will de­fine its suc­cess.

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