Dear Colleagues! This is Asrar Qureshi’s Blog Post #952 for Pharma Veterans. Pharma Veterans Blogs are published by Asrar Qureshi on its dedicated site https://pharmaveterans.com. Please email to aq.pharmaveterans@gmail.com for publishing your contributions here.
Continued from Previous ……
With a heavy heart, KK typed his resignation, and emailed it to the DM, with copy to HR.
End of KK’s Story
KK lasted less than a year on his second job, and he felt extremely bad about it. Losing the job under such circumstances was such a great blow to his ego that he could not absorb it. He somehow put up a courageous face, went to the DM office, took his leave, and bade farewell to him and his marketing team. He had no intention to see his peers in other departments. He silently walked out of the office.
KK lived alone. His parents lived in another city, and he had not yet married because he wanted to focus on professional growth, and he considered marriage as a major distraction on this path. He therefore had no rush to go home, instead, he stopped at his favorite coffee shop. KK ordered his most favorite coffee and sat and thought. He did not have immediate financial worry because he had reasonable savings to carry him through even a longer period of joblessness. He tried to think as to where he went wrong but every time his mind went to the team and their ‘deliberate’ attempt to undermine his plans. He felt angry, revengeful, hateful, agitated, frustrated, and broken, at the same time.
KK was quite sensible, and he kept himself updated through reading articles about management, even some book occasionally. He tried hard but could not concentrate enough to be able to analyze at this time. He knew he would have to calm down first to think clearly. Then, he had another flash. He had a mentor from his previous company whom he regarded in high esteem, but he had not met him for quite some time due to work exigencies. KK decided to call him and request him for time. He called the Mentor, and he invited him to come over to his place at 7.00PM, the same day. KK felt better and looked forward to meeting him.
Meeting with Mentor
KK reached dot on time at the Mentor’s place. He was received and taken to the small room which served as library/ study/ workspace. The Mentor greeted him warmly and asked him what he would like to take. KK requested for tea.
“Sir! Thank you very much for taking out time on such short notice” KK started. “You are welcome. I sensed urgency in your request, and I decided to see you right away. What is bothering you?” The Mentor asked. “Sir! I lost two jobs in quick succession. In my view, I was doing everything perfectly, yet it happened. I hate to blame myself, but something inside me tells me I may need a different perspective, hence the request to see you” KK was honest.
The Mentor then raised several questions, and the discussion expanded and took three hours, couple of teas and a light dinner.
This is what they concluded, and agreed:
Helping Things
- KK had the energy and courage to take matters head on.
- He could analyze data extensively and accurately.
- He could generate ideas which could be innovative and effective
- He could explain himself well, communicate clearly, and convince others when he chose.
- He was ambitious for personal growth and was ready to work hard for it.
- He was well-mannered and sophisticated.
- In his jobs, and interviews, he impressed the seniors easily.
Hurting Things
- KK easily crossed the line between being headstrong and foolhardy.
- His own strong opinions were likely to cloud his judgment.
- KK had low emotional intelligence. Particularly, he lacked empathy and failed to see others’ point of view, much less appreciate, or accept it.
- Due to being low on EI, he could easily resort to force.
- KK was a poor team worker. He could deliver great things alone but failed to inspire a team to do great.
- For the same reason, he did not interact with the managers directly and relied on the SPM for communication. He lost touch with the ground situation.
- While being good at data analysis, KK could not analyze the situation because it was human, live, and dynamic.
What Should Have Been Done?
- As the first thing, KK should have built rapport with the team. He could impress them and inspire them with his many attributes.
- KK should have invited and listened to the ZMs and even AMs; he did not have to accept all, but listening to them would give them great encouragement.
- He should have laid out his plan himself in some detail citing logics for various steps to gain acceptance.
- He should have communicated directly about all important matters. For other things, he could use other channels.
- The team did require change, in orientation and working, however, having done things in a different way for long, they were scared of trying new ways. They should have been reassured from the beginning.
- The pace of change should have been regulated well, not slowed down necessarily, but controlled.
Future Course
The Mentor refused to devise a future work strategy for KK. He asked KK to do it himself because he was capable of doing it, and no one should take his right to plan for himself.
As general recommendations, the Mentor suggested the following to KK.
- Management is a complex, diverse, and ever-evolving subject. No one method of management is good for all situations. It is necessary to be flexible and adaptable.
- People Management is even more complex because each human being is different. Making people work as a team and towards common goals requires inspiration and motivation. It is critical to learn these skills.
- Emotional Intelligence was always there even when it was not recognized as such. It is easier to learn now because its elements have been identified. It starts from self-awareness, goes to self-management, to social awareness, and ends at relationship management. Everyone must learn EI to be a better human being and better manager.
- Strategy is essential, but strategy must be rooted in ground, that is, it should be based on ground realities, not on bookish ideas. Learn to put your ear to the ground to listen.
- Strategy without execution plan (tactical plan) is a dead document. Devote more time to designing tactical plan.
- More management layers mean less effectiveness. With direct reports, it must always be direct communication, no via media. It will build rapport and bond.
- Leadership traits take management to the highest level. The pedestal of management keeps leadership grounded and stable. The next destination of a manager should be leadership which requires learning.
- Time sensitivity is mandatory, but it does not mean rushing into things. It means doing the things right at the right time. It also means recognizing opportunities as they come and exploit them in real time.
KK thanked the Mentor profusely. He said he could see many new windows opening in front of him. He begged his leave and left in high spirits.
Epilogue
KK is not a unique character, nor his story is unique. Too many managers, who are talented, hardworking, and ambitious, are failing because they do right things at the wrong times, and in the wrong ways. This series of nine blog posts is dedicated to them. I pray and wish all of you do your best, achieve what you strive for, get recognized, get respected, reach your true potential, and lead a fulfilled life. Aameen.
Concluded.
Disclaimers: KK is a fictional character. All events described in this series of blogposts are also fictional. Any resemblance with anyone will be a coincidence, not intended.
Pictures in these blogs are taken from free resources at Pexels, Pixabay, Unsplash, and Google. Credit is given where available. If a copyright claim is lodged, we shall remove the picture with appropriate regrets.
For most blogs, I research from several sources which are open to public. Their links are mentioned under references. There is no intention to infringe upon anyone’s copyrights. If, however, it happens unintentionally, I offer my sincere regrets.