महान अधिकारी (एग्जीक्यूटिव्स) जो करते हैं, वह कोई जादू नहीं होता। उनका शानदार प्रदर्शन कुछ खास और पहचानी जाने वाली योग्यताओं की वजह से संभव होता है।
What great executives do is not magic. Their performance is made possible by specific, identifiable skills.
What great executives do is not magic. Their performance is made possible by specific, identifiable skills.
नेतृत्व का मतलब संभावनाओं को जगाना है—खुद में भी और जिनका आप नेतृत्व कर रहे हैं उनमें भी... नेता और उनके अनुयायी मिलकर अपनी पहचान और अपने प्रदर्शन को गढ़ते हैं।
Leadership means realizing potential-in yourself and in the people you lead.... The leader and followers cocreate their identities and performance.
Leadership means realizing potential-in yourself and in the people you lead.... The leader and followers cocreate their identities and performance.
सीईओ (CEO) के लिए तीन ज़रूरी गुण होना बहुत ज़रूरी है: यथार्थवादी आशावाद, उद्देश्य के प्रति पूर्ण समर्पण, और अराजकता (अफ़रातफ़री) में भी व्यवस्था ढूँढना। इनमें से हर एक गुण में किसी व्यक्ति की क्षमता यह तय करती है कि वह आज के कारोबारी माहौल का सामना कितनी अच्छी तरह कर पाएगा।
CEOs must master three essential attributes, realistic optimism, subservience to purpose, and finding order in chaos. One's capacity in each determines their ability to cope with today's business environment.
CEOs must master three essential attributes, realistic optimism, subservience to purpose, and finding order in chaos. One's capacity in each determines their ability to cope with today's business environment.
एग्जीक्यूटिव इंटेलिजेंस उन खास कौशलों के बारे में है जो वरिष्ठ नेतृत्व के पदों पर सफल होने के लिए होने ही चाहिए; यानी छिपी हुई मान्यताओं का मूल्यांकन करने की क्षमता, व्यक्तियों की संभावित भावनात्मक प्रतिक्रियाओं को समझने की क्षमता, या किसी चूक को भांपकर उसमें सही सुधार करने की क्षमता।
Executive Intelligence is about the specific skills one must have in order to succeed in senior leadership positions, i.e. the ability to evaluate underlying assumptions, recognize the likely emotional reactions of individuals, or sense a misstep and make appropriate adjustments.
Executive Intelligence is about the specific skills one must have in order to succeed in senior leadership positions, i.e. the ability to evaluate underlying assumptions, recognize the likely emotional reactions of individuals, or sense a misstep and make appropriate adjustments.
अक्सर लोग अत्यधिक दबाव के आगे घुटने टेक देते हैं, लेकिन यह उनकी असल काबिलियत के बारे में कुछ नहीं बताता—बल्कि यह सिर्फ उनकी तैयारी के स्तर को दर्शाता है।
Often people freeze under severe pressure, but that says nothing about their ultimate capability- only their level of preparation.
Often people freeze under severe pressure, but that says nothing about their ultimate capability- only their level of preparation.
जो सिद्धांत किसी व्यक्ति को मुख्य कार्यकारी (सीईओ) की भूमिका में माहिर बनाते हैं, उनका ताल्लुक इस बात से होता है कि क्या वह लगातार बने रहने वाले तनाव के माहौल में भी आगे बढ़ सकता है और दूसरों को भी ऐसा करना सिखा सकता है।
The principles that make someone a master in the chief executive role deal with whether or not they can thrive in an environment of ongoing duress, and teach others how to do so.
The principles that make someone a master in the chief executive role deal with whether or not they can thrive in an environment of ongoing duress, and teach others how to do so.
बिजनेस स्कूलों को छात्रों को यह सीखने में मदद करने की ज़रूरत है कि दबाव में कैसे आगे बढ़ें। उन्हें खुद को और अपनी मनोवैज्ञानिक कमज़ोरियों को समझने की ज़रूरत है जो उन्हें ऐसी भूमिकाओं में असरदार होने से रोक सकती हैं जिनमें लगातार जटिलता और तनाव होता है। तैयारी बहुत ज़रूरी है।
Business schools need to help students learn how to thrive under pressure. To understand themselves and their psychological vulnerability that might inhibit their ability to be effective in roles that involve ongoing complexity and duress. Preparation is essential.
Business schools need to help students learn how to thrive under pressure. To understand themselves and their psychological vulnerability that might inhibit their ability to be effective in roles that involve ongoing complexity and duress. Preparation is essential.
अतीत में घर पर मुख्य रूप से देखभाल करने की भूमिका निभाने वाले पुरुषों को ज़्यादा सामाजिक स्वीकार्यता नहीं मिली थी। वह दौर अब बदल चुका है, और इसी के साथ माताओं के लिए अधिक चुनौतीपूर्ण और बड़ी कार्यकारी भूमिकाएँ निभाने के अवसर भी बढ़े हैं।
In the past there was not much social acceptance of men taking a primary care taking role at home. That has changed, and along with it, the opportunities for mothers to take on more demanding executive roles.
In the past there was not much social acceptance of men taking a primary care taking role at home. That has changed, and along with it, the opportunities for mothers to take on more demanding executive roles.
एक सीईओ में महान नेतृत्व की क्षमता का विकास और/या उसका सामने आना, दबाव भरे अनुभवों के धीरे-धीरे बढ़ने से होता है, जहाँ हर बार उन्हें सफल होने के साधन दिए जाते हैं। सफल अनुभव आत्मविश्वास पैदा करता है, और साथ ही कुछ नया आज़माने की एक ऐसी बेचैनी भी जो आख़िरकार उन्हें और आगे ले जाती है।
The development and/or revelation of a CEO's potential for great leadership requires slow escalations of experiences that involve pressure, each time given the tools to succeed. Successful experience breeds confidence, as well as an eventual restlessness to try more.
The development and/or revelation of a CEO's potential for great leadership requires slow escalations of experiences that involve pressure, each time given the tools to succeed. Successful experience breeds confidence, as well as an eventual restlessness to try more.
ज्ञान जानकारी का संकलन है, जबकि बुद्धिमत्ता अच्छे निर्णय लेने के लिए उस जानकारी को प्रोसेस (उपयोग) करने की किसी व्यक्ति की क्षमता है।
Knowledge is the accumulation of information whereas intelligence is one's ability to process information to render good decisions.
Knowledge is the accumulation of information whereas intelligence is one's ability to process information to render good decisions.
हमने अभी हाल ही में उन विशिष्ट संज्ञानात्मक कौशलों को समझना शुरू किया है जो व्यापार में सफलता लाते हैं और यह भी कि उन्हें कैसे मापा जाए। उम्मीद है कि इस समझ से हम कार्यकारी वर्ग में निर्णय लेने की क्षमताओं की पहचान करने और उन्हें निखारने पर ज़्यादा बारीकी से ध्यान केंद्रित कर सकेंगे।
Only recently have we begun to understand the specific cognitive skills that contribute to business success and how to measure them. Hopefully, this insight will allow us to more keenly focus our attention on indentifying and cultivating decision-making abilities in the executive population.
Only recently have we begun to understand the specific cognitive skills that contribute to business success and how to measure them. Hopefully, this insight will allow us to more keenly focus our attention on indentifying and cultivating decision-making abilities in the executive population.
कुछ ऐसे सिद्धांत हैं जो ऐसी प्रणालियों और तौर-तरीकों को विकसित करने के इर्द-गिर्द घूमते हैं जो कार्यबल को इन तीन गुणों—यथार्थवादी आशावाद, उद्देश्य के प्रति समर्पण, और अराजकता में व्यवस्था ढूँढना—को आत्मसात करना और उनमें महारत हासिल करना सिखाते हैं। यह ध्यान रखना ज़रूरी है कि इनमें कभी भी पूरी तरह महारत हासिल नहीं होती, यह खोज जीवनभर चलती है, लेकिन यह एक बेहद संतोषजनक यात्रा है।
There are certain principles, all of which center around building systems and practices that teach workforces how to internalize and master these three attributes, that are realistic optimism, subservience to purpose, and finding order in chaos. Its important to note than one never fully masters them, the pursuit lasts a lifetime, but it is a very gratifying pursuit.
There are certain principles, all of which center around building systems and practices that teach workforces how to internalize and master these three attributes, that are realistic optimism, subservience to purpose, and finding order in chaos. Its important to note than one never fully masters them, the pursuit lasts a lifetime, but it is a very gratifying pursuit.
जिन लोगों में बेहतरीन व्यावसायिक कौशल होता है, वे विशिष्ट और पहचानने योग्य संज्ञानात्मक क्षमताएँ दिखाते हैं जो उन्हें अपने साथियों से बेहतर प्रदर्शन करने में मदद करती हैं। एक बार जब हम यह समझ लेते हैं कि व्यावहारिक बुद्धिमत्ता कौशल पर आधारित है, तो हम आम जनता में इसे माप सकते हैं, इसकी तुलना कर सकते हैं और इसमें सुधार कर सकते हैं।
Those who have high business acumen display specific, identifiable cognitive skills that permit them to perform better than their peers. Once we understand that street smarts is skill-based, we can measure it, compare it, and improve it in the general population.
Those who have high business acumen display specific, identifiable cognitive skills that permit them to perform better than their peers. Once we understand that street smarts is skill-based, we can measure it, compare it, and improve it in the general population.
शोध से यह साबित हुआ है कि बुद्धि का स्तर पेशेवर सफलता का सबसे बड़ा भविष्यवक्ता (प्रेडिक्टिव घटक) है—यह किसी भी अन्य योग्यता, गुण या यहाँ तक कि नौकरी के अनुभव से भी ज़्यादा असरदार है। फिर भी, अक्सर कर्मचारियों का चयन उनकी मिलनसारिता, उनके व्यक्तित्व या उनके करिश्माई स्वभाव के आधार पर कर लिया जाता है।
Research has shown that one's level of intelligence is the single most predictive component of professional success - better than any other ability, trait, or even job experience. Yet, too often, employees are selected because of their likeability, presence, or charisma.
Research has shown that one's level of intelligence is the single most predictive component of professional success - better than any other ability, trait, or even job experience. Yet, too often, employees are selected because of their likeability, presence, or charisma.
व्यापारिक माहौल में, किसी व्यक्ति की बुद्धिमत्ता बहुत मायने रखती है। आज के अधिकारियों के सामने आने वाली कई समस्याएँ अनूठी और अस्पष्ट होती हैं। इसलिए, जानकारी का विश्लेषण करने और सफलता की संभावना के आधार पर निर्णय लेने की क्षमता बेहद ज़रूरी है। बात आख़िरकार यहीं आकर रुकती है कि दुनिया भर का सारा ज्ञान बेकार है अगर उसे प्रोसेस करने और लागू करने का कोई तरीका न हो। संगठन अपने लोगों की दिमागी क्षमता के बल पर चलते हैं।
In a business setting, one's intelligence is crucial. Many problems faced by today's executives are unique and ill-defined. So, one's ability to analyze information and render a decision based upon the probability of success is imperative. What it comes down to is that all the knowledge in the world is useless if one has no means of processing and applying it. Organizations run on the brainpower of their people.
In a business setting, one's intelligence is crucial. Many problems faced by today's executives are unique and ill-defined. So, one's ability to analyze information and render a decision based upon the probability of success is imperative. What it comes down to is that all the knowledge in the world is useless if one has no means of processing and applying it. Organizations run on the brainpower of their people.
व्यक्तिगत अधिकारियों और कुल मिलाकर संगठन की आन्तरिक क्षमता (बेंचस्ट्रेंथ), दोनों के निर्णय लेने के कौशल को सुधारने पर बहुत कम ध्यान दिया जाता है। अक्सर हम देखते हैं कि इस बात को नज़रअंदाज़ कर दिया जाता है क्योंकि यह आम धारणा बनी होती है कि जब व्यावसायिक अधिकारी किसी संगठन में काम करने आते हैं, तो उनके पास वे सभी ज़रूरी संज्ञानात्मक कौशल होते हैं जो उन्हें चाहिए। इस नज़रिया में कमी यह है कि यह इस तथ्य को नज़रअंदाज़ कर देता है कि सोचने के कौशल को किसी भी व्यक्ति के जीवनकाल के दौरान कभी भी सीखा और सुधारा जा सकता है।
Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.
Very little attention is paid to improving the decision-making skills of both individual executives and the organizational benchstrength as a whole. Often we find that this is overlooked because there is a common assumption the business executives have all the requisite cognitive skills they need when they come to work for the organization. The problem with that perspective is that it overlooks the fact that thinking skills can be learned and improved at any time during the course of a persons lifetime.
उत्krisht netritva ka mukhya aadhar is mool satya ko sweekarna hai ki hum mein se koi bhi vyakti poori tarah se sthir nahi hai, aur is baat ki jimmedari lena hai ki hum apne logon ke behtareen roop ko bahar la sakein।
The central premise of great leadership is recognizes that fundamental fact, that not of us are fixed entities, and taking responsibility for making sure that we bring out our people's best selves.
The central premise of great leadership is recognizes that fundamental fact, that not of us are fixed entities, and taking responsibility for making sure that we bring out our people's best selves.
Yeh ek aam galatfehmi hai ki buddhimatta ka matlab sirf IQ hota hai। "Intelligent Quotient" ya IQ ko shuruaat mein school ke bachon ki padhai-likhai ki kshamta ko samajhne ke liye banaya gaya tha, aur yeh padhai mein safalta ke liye zaroori kaushalon ka sirf ek maap hai। Halanki, buddhimatta ek kahin zyada vyapak avdharna hai jo kisi bhi vishay mein vyakti ke kushal hone ki kshamta ko shamil karti hai।
There is a common misconception that intelligence is synonymous with IQ. "Intelligence Quotient" or IQ was originally built to predict the academic aptitude of schoolchildren, and is nothing more than a measure of the skills needed for academic success. Intelligence, however, is a much broader concept that encompasses a person's level of skill for any of a number of subjects.
There is a common misconception that intelligence is synonymous with IQ. "Intelligence Quotient" or IQ was originally built to predict the academic aptitude of schoolchildren, and is nothing more than a measure of the skills needed for academic success. Intelligence, however, is a much broader concept that encompasses a person's level of skill for any of a number of subjects.
Buddhimatta ka yeh antar mukhya roop se behtareen sochne ki kshamta wale un executives ki kami hai jo har vyavsay ki zaroorat hote hain, jabki iske mukable faisle lene wale padon ki sankhya kahin zyada hai।
The intelligence gap is essentially a shortage of executives with superior thinking skills who are needed by every business, as compared with the number of decision-making positions available.
The intelligence gap is essentially a shortage of executives with superior thinking skills who are needed by every business, as compared with the number of decision-making positions available.
Hum aksar sunte hain ki lakeer se hatkar ya 'out of the box' sochna kitna zaroori hai, lekin aakhir yeh kaun tay karta hai ki kisi mein yeh kshamta kitni hai? Doosre shabdon mein, kaun se kaushal kisi ko ek rachnatmak vicharak banate hain? Aamtaur par, rachnatmak vicharak samasyaon ko kai alag-alag nazariyon se dekh sakte hain, unhe alag-alag tariko se paribhashit kar sakte hain, aur aane wali badhaon ka pehle hi anuman laga sakte hain। Inhi kshamtaon ke adhar par koi yeh tay karta hai ki woh ek rachnatmak vicharak ke roop mein kitna behtar perform karega।
We frequently hear how essential it is for someone to think "outside the box," but what actually determines one's facility for doing so? In other words, what skills make someone a creative thinker? Typically, creative thinkers can view issues from multiple perspectives, define problems in several different ways, and anticipate likely obstacles. Someone's aptitude for these skills determines how well he or she will perform as a creative thinker.
We frequently hear how essential it is for someone to think "outside the box," but what actually determines one's facility for doing so? In other words, what skills make someone a creative thinker? Typically, creative thinkers can view issues from multiple perspectives, define problems in several different ways, and anticipate likely obstacles. Someone's aptitude for these skills determines how well he or she will perform as a creative thinker.
Ek baar jab kisi vyakti ko jeet ki khushi ka swaad mil jata hai, aur use haasil karne ke tarike pata chal jate hain, toh woh poori zindagi use paane ki koshish mein laga rehta hai।
Once an individual is given a taste of the gratification that comes from triumph, and the tools to bring it about, they will spend a lifetime in its ongoing pursuit.
Once an individual is given a taste of the gratification that comes from triumph, and the tools to bring it about, they will spend a lifetime in its ongoing pursuit.
Un gunon mein se ek, jise naye naye netritva ki shuruat karne wale logon ke liye seekhna sabse kathin lagta hai, woh hai yatharthwadi sakaratmakta (realistic optimism)। Iske liye yeh samajhna zaroori hai ki hamara jeevan ka anubhav kaafi had tak hamare apne haath mein hai, aur hamari sthitiyan, chahe achi hon ya buri, mukhyatah is baat par nirbhar karti hain ki hum har pal milne wale avsaron ka kitna fayda utha pate hain। Jo log zindagi ko is tarah dekhte hain mano yeh unke niyantran mein hi nahi hai, ya fir apni halat ke liye doosron ko doshi thehrate hain, unke liye aage badhna hamesha mushkil ho jata hai।
One of the capabilities, which seems to be the most difficult for aspiring leaders to maste is realistic optimism. It requires one to recognize that our experience of life is largely up to us, that our situations, good or bad, are largely due to our ability on a moment-to-moment basis to capitalize on opportunity. Those that approach life as if it is largely outside of their own control, or that others are largely to blame for their circumstances, generally find growth elusive.
One of the capabilities, which seems to be the most difficult for aspiring leaders to maste is realistic optimism. It requires one to recognize that our experience of life is largely up to us, that our situations, good or bad, are largely due to our ability on a moment-to-moment basis to capitalize on opportunity. Those that approach life as if it is largely outside of their own control, or that others are largely to blame for their circumstances, generally find growth elusive.
Executive Intelligence aur uska mulyankan mukhyatah kisi vyakti ki dabav mein sochne ki kshamta par adharit hota hai। Jaise-jaise vaishvik vyavsay badal rahe hain, yeh aaj aur bhi zaroori ho gaya hai aur aage bhi aisa hi rahega।
Executive Intelligence , and its evaluation are very must about one's ability to think under pressure. Given the evolution of global business, this is more important today, and it's going to stay that way.
Executive Intelligence , and its evaluation are very must about one's ability to think under pressure. Given the evolution of global business, this is more important today, and it's going to stay that way.
Uchcha executive intelligence wale vyakti tab tak apni poori kshamta tak nahi pahunch sakte jab tak unke aas-paas waise hi kushal log na hon। Jab tak vyavsay is baat ki koshish nahi karte ki aise logon ko dhoondha jaye jo faisla lene mein behad kushal hon, tab tak company ki asli zaroorat aur unke dwara hire ya promote kiye gaye logon ke beech ka antar bana rahega।
Individuals with high executive intelligence cannot reach their potential unless surrounded by others with a similar level of skill. Without a concerted effort on the part of businesses to seek out those with exceptional decision-making abilities, the gap between who businesses actually need, and who they hire and promote, will remain wide.
Individuals with high executive intelligence cannot reach their potential unless surrounded by others with a similar level of skill. Without a concerted effort on the part of businesses to seek out those with exceptional decision-making abilities, the gap between who businesses actually need, and who they hire and promote, will remain wide.
Hum aksar kehte hain ki kisi vyakti mein samajik ya rajneetik samajh behad shandar hai, lekin aakhir kaun se maansik kaushal in logon ko aapas ke rishton ko itne behtar tarike se sambhalne ki kshamta dete hain? Aamtaur par, samajik roop se kushal log kisi ke peeche chupe iradon ko pehchanne aur unke dwara kiye gaye faislon ke sambhav parinamon aur unke anchahe asar ka pehle se anuman lagane mein behad mahir hote hain। Yehi vishisht kshamtaayein kisi ke "people smarts" yaani logon ko samajhne ki samajh ko tay karti hain।
We often say that someone has exceptional political or social savvy, but what specific cognitive skills allow these people to handle interpersonal situations so effectively? Typically, socially skilled people are exceptional at recognizing underlying agendas, anticipating the probable effects and likely unintended consequences of a chosen course of action. These specific capabilities determine one's "people smarts."
We often say that someone has exceptional political or social savvy, but what specific cognitive skills allow these people to handle interpersonal situations so effectively? Typically, socially skilled people are exceptional at recognizing underlying agendas, anticipating the probable effects and likely unintended consequences of a chosen course of action. These specific capabilities determine one's "people smarts."