1. GUMM
  2. Annus Horibilis
  3. The Inhumanity of Pakistan’s Coal Industry
  4. Iran Nuclear Deal The U.S Withdrawal
  5. Method in the Madness
  6. Legal System Reforms
  7. Power Over Impulse
  8. Refugees and Migrants are People too
  9. PTCL – A Nonstop Journey Towards Excellence
  10. Gulgee – The Last of The Greats
  11. Patrik Hoffmann – Sonraj
  12. Pakistan’s Primordial Hindu Heritage
  13. Pakistan’s Migrant Tragedy
  14. PTCL – Fastest Growing Brand in Pakistan
  15. Keep Pakistan’s Wagon Hitched To The China Star
  16. Anique’s Chocolate Cake
  17. Selfless & Fearless – Lahore Qalandars
  18. NEWS PICKS
  19. Intellectual Property and Tourism
  20. Fitness with the Mughal
  21. REBEL WITH A CAUSE
  22. The Big Fat Lie – Cholesterol (Part-1)
  23. Mummy’s Recipes Roast Chicken & Veg
  24. ENGAGING HEADS HEARTS AND HANDS
  25. The Big Fat Lie – Cholesterol (Part-2)
  26. Q & A with Star of Parchi
  27. Addressing Sexual Abuse
  28. Q & A with EMAN ZAEEM & MEHR SAAD
  29. Pakistan’s Lost Children
  30. ENGLAND AND THE INDUSTRIAL REVOLUTION
  31. STICK WITH FRIENDS AND DITCH THE ENEMIES
  32. The Phenomenon that Stephen Hawking was!
  33. In Conversation with ANUSHAY ZEESHAN
  34. Q & A with owner of District 6 – Anum Rafat
  35. Ali Rehman Khan – Naturally A Star
  36. MUNIBA`S Call for Tolerance & Justice
  37. Q&A Muniba Mazari
  38. Health Quotient (Dental health)
  39. Money for nothing, bits for free
  40. FinTech
  41. TRADING THREATS OF WAR
  42. Crisis of Civilization
  43. Child Sexual Abuse
  44. Education is the only Solution
  45. Fit for Purpose
  46. BLUE CHIP TALKS TO THE CREATOR OF TEETOO AND TANIA
  47. Mini meringue recipe
  48. NEW ANIMATED TV SERIES PAKISTANI
  49. Changing the Perception of Public Transport Motorway Express
  50. AUSTENISTAN DEBUTS WITH ELEGANCE AND ENTHUSIASM
  51. PAKISTAN’S WOMEN OF 2017
  52. THE BEAUTY IN BUSINESS
  53. PERCEPTIONS ARE ALSO REALITY
  54. Blue Chip Q/A with Atiqa Odho
  55. Five major political events of 2017
  56. WHAT DOES TRUMP’S TWEET MEAN FOR CPEC AND THE REGION
  57. THE GLOBAL ECONOMY IN 2017
  58. AFGHANISTAN GOING DOWNHILL
  59. 2017 FOR PSX – THE CLIMB AND THE DECLINE
  60. What we can learn from Ghalib
  61. QUINOA SALAD WITH THAI DRESSING
Wed, Aug 15, 2018
  1. GUMM
  2. Annus Horibilis
  3. The Inhumanity of Pakistan’s Coal Industry
  4. Iran Nuclear Deal The U.S Withdrawal
  5. Method in the Madness
  6. Legal System Reforms
  7. Power Over Impulse
  8. Refugees and Migrants are People too
  9. PTCL – A Nonstop Journey Towards Excellence
  10. Gulgee – The Last of The Greats
  11. Patrik Hoffmann – Sonraj
  12. Pakistan’s Primordial Hindu Heritage
  13. Pakistan’s Migrant Tragedy
  14. PTCL – Fastest Growing Brand in Pakistan
  15. Keep Pakistan’s Wagon Hitched To The China Star
  16. Anique’s Chocolate Cake
  17. Selfless & Fearless – Lahore Qalandars
  18. NEWS PICKS
  19. Intellectual Property and Tourism
  20. Fitness with the Mughal
  21. REBEL WITH A CAUSE
  22. The Big Fat Lie – Cholesterol (Part-1)
  23. Mummy’s Recipes Roast Chicken & Veg
  24. ENGAGING HEADS HEARTS AND HANDS
  25. The Big Fat Lie – Cholesterol (Part-2)
  26. Q & A with Star of Parchi
  27. Addressing Sexual Abuse
  28. Q & A with EMAN ZAEEM & MEHR SAAD
  29. Pakistan’s Lost Children
  30. ENGLAND AND THE INDUSTRIAL REVOLUTION
  31. STICK WITH FRIENDS AND DITCH THE ENEMIES
  32. The Phenomenon that Stephen Hawking was!
  33. In Conversation with ANUSHAY ZEESHAN
  34. Q & A with owner of District 6 – Anum Rafat
  35. Ali Rehman Khan – Naturally A Star
  36. MUNIBA`S Call for Tolerance & Justice
  37. Q&A Muniba Mazari
  38. Health Quotient (Dental health)
  39. Money for nothing, bits for free
  40. FinTech
  41. TRADING THREATS OF WAR
  42. Crisis of Civilization
  43. Child Sexual Abuse
  44. Education is the only Solution
  45. Fit for Purpose
  46. BLUE CHIP TALKS TO THE CREATOR OF TEETOO AND TANIA
  47. Mini meringue recipe
  48. NEW ANIMATED TV SERIES PAKISTANI
  49. Changing the Perception of Public Transport Motorway Express
  50. AUSTENISTAN DEBUTS WITH ELEGANCE AND ENTHUSIASM
  51. PAKISTAN’S WOMEN OF 2017
  52. THE BEAUTY IN BUSINESS
  53. PERCEPTIONS ARE ALSO REALITY
  54. Blue Chip Q/A with Atiqa Odho
  55. Five major political events of 2017
  56. WHAT DOES TRUMP’S TWEET MEAN FOR CPEC AND THE REGION
  57. THE GLOBAL ECONOMY IN 2017
  58. AFGHANISTAN GOING DOWNHILL
  59. 2017 FOR PSX – THE CLIMB AND THE DECLINE
  60. What we can learn from Ghalib
  61. QUINOA SALAD WITH THAI DRESSING

An organization is nothing more than a series of commitments people make to each other. It’s not bricks and mortar. It is the quality of these commitments that makes a company strong or weak; fit or unfit.

 

Everyone agrees that people, their level of commitment and competence in assigned tasks, is what determines an organization’s competitive edge and makes it fit for purpose.

 

I recently addressed the management team of a well-known multinational company operating in a highly competitive and fast-growing industry. During the session, I asked, “What makes your company unique?” This is what I heard some say, “People”, “Culture”, “Technology” and “Empowerment”.

 

I followed this up with another question, “What makes them perform exceptionally well?” One gentleman remarked spontaneously, “Trust!” And I, along with others, wholeheartedly concurred that trust between people is the key to achieving superior performance. It builds ownership, a sense of pride and commitment. “Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilisation work.” Underlines Vince Lombardi

 

Here lies the challenge. The toughest thing about building trust is that it’s very difficult to build and very easy to destroy. “The essence of trust building is to emphasise the similarities between you and the customer”, says Thomas J Watson.

 

Other than focusing on similarities, trust is also built by repeatedly making commitments and fulfilling them – creating expectations and living up to them consistently, over time. This also serves to build the corporate brand, which in turn helps attract talent and customers.

 

Other than inspiration, you need self-discipline. Beware of people who pretend to be what they are not. Such people show commitment verbally but troubles begin as soon as they step out of meetings. They passively resist by not completing the work on time. They waste their energy blaming others or you! This could be because they fear not being able to deliver on deadlines; or they might be anxious that resources won’t be available when required; or they may be apprehensive about extended time commitments that may disrupt their family and/or their social life.

 

What is important for you is to look out for signs of non-commitment. Body language says a lot…so listen with your eyes carefully! Create a climate of trust in which people feel safe to talk. Timing is often crucial in such confrontations. Some people do not like to speak out in meetings. They can be contacted later at a more convenient time and in a private space, where they feel comfortable opening up. By getting to know the different styles of your colleagues you can apply effective approaches that will yield the truth you need to hear, before it’s too late. This will save you from heartaches later.

 

Mutual trust is based on two dimensions: 1) competence and 2) integrity. Honouring your commitments unfailingly will contribute to your integrity, while achieving agreed goals by creatively solving problems, reliably and effectively, will demonstrate your managerial, leadership and technical competence.

 

True strength in relationships is derived from perceived and real competence and integrity. According to Jack Welch, a globally respected former CEO of GE, “When a company is strong, it not only pays taxes that provide for important services, it also builds world-class facilities that meet or exceed safety and environmental standards. Strong companies re-invest in their people and their facilities. Healthy companies provide good and secure jobs that give their employees the time, the spirit, and the resources to give back to their communities a thousand-fold.”

 

Therefore, your primary social responsibility as a CEO and a member of the C-suite is to deliver financial success. You can achieve this by building a corporate culture where level of trust between people is high. How this is done will vary from one company to another.

 

In strong organizations people will be more accustomed to talking openly about their differences in meetings. Ideas will be attacked, instead of personalities. Conflicts are differences of opinion in any given situation, which are aired when there is an honest exchange of views and ideas. At times the stakes are high and emotions fly. Such candor only works where people trust each other.

 

Weak organizations are usually ‘boss-centric’, where openness is seen as confrontational and embarrassing. In such a culture, it is preferred that you came into a meeting having worked out the issues one-to-one beforehand so that there would be no surprises or hurt feelings. The latter approach favours political correctness. This is often viewed as manipulative, where backroom deals are common place. In such an environment rumours flourish. Trust is eroded.

 

In the 90s, Motorola was more of the former, having a truth-telling, trust-based culture, whereas IBM was more concerned with political correctness. The phenomenal growth of Motorola endorses the view that leveraging talent through credible leadership builds an organization’s fitness for purpose and is a sure recipe for enduring success. IBM embraced such an approach and admirably transformed itself in recent years.

 

An organization is nothing more than a series of commitments people make to each other. It’s not bricks and mortar. It is the quality of these commitments that makes a company strong or weak; fit or unfit.

 

When faced with uncertainty and complexity in the business environment, it becomes all the more essential to rely on the collective wisdom of people to successfully lead systemic change. Only fit for purpose organizations can adapt effectively to ever-present challenges in the marketplace.

 

By: Kamran Rizvi

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