Tag: HR

Antifragility: Growing Through What You Go Through

We have all seen those boxes with signs saying that something ‘fragile’ is being carried, and hence to ‘handle with care.’

We have heard about being resilient and being unaffected by change.

Now, have we heard of antifragile?

Consider fragility, antifragility and robustness as a spectrum. So first, let us see fragility. We are generally aware of what ‘fragility’ or being fragile means; it implies that things/phenomena need to be handled with care. Any unnecessary interruptions, disorder, disruption or chaos is likely to destroy anything fragile. A real world example is, say, someone who follows everything to the T; even a slight change in the rulebook is likely to throw them off the guard and they are unlikely to adapt well. 

Now, robustness. One would assume the opposite of fragile would be ‘robust’, which implies the phenomenon does not get affected by any intervention, uncertainty, chaos or disorder. A robust mindset implies someone who does not get affected by any disruptions or changes in the situation; sometimes that works great as resilience, and sometimes, it could translate negatively into stubbornness or rigidity of thoughts. 

But another ‘option’ for the opposite of fragile is antifragile; it implies anything or anyone who actually works great under pressure, chaos, change or disorder. So, someone who has an antifragile mindset is not merely resilient, they actually find ways to grow and develop their skills through the uncertain chaotic situations. It’s like that trait where a pressing deadline or a stressful situation actually pushes someone to do the job much more creatively and with great results. 

Antifragility is a concept expounded by Lebanese-American mathematician, statistician and former option trader Nasssim Nicholas Taleb in his famous book ‘Antifragile: Things That Gain from Disorder’. In the book, Taleb lays out his theories of how to deal with an uncertain world. He draws this from the concept of Black Swan, which he defines as ‘large-scale unpredictable and irregular events of massive consequences’, in his older book of the same name.

(Large-scale unpredictable and irregular events of massive consequences. Does that not sound familiar?)

As Taleb sees it, we overestimate our ability to predict with the fancy statistical tools and all the data, and when the something uncertain actually does happen, systems tend to collapse. The solution? Develop antifragility.

Greg Wymer succinctly puts this in context of entrepreneurship:

While each specific entrepreneurial journey requires different skills and competencies, one thing they all share is the need to operate under uncertainty and ambiguity. Succeeding and staying sane throughout the chaotic entrepreneurial process necessitates an antifragile mindset –- one that “improves” as a result of this volatility.

To sum up antifragility in Taleb’s words:

“Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. Yet, in spite of the ubiquity of the phenomenon, there is no word for the exact opposite of fragile. Let us call it antifragile. Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better.”

Although the term might sound new, the concept in itself has been around us all this time, especially during the pandemic. We see how offices made the best of WFH, thinking of ways to keep the employees engaged; we see how everything that had been carried out offline, from interviews, recruitments, to meetings shifted online, and in no time developed everything into what is now called the ‘new normal’. We were not only resilient, we actually found a way to thrive under the uncertainty. That is antifragility.

Now that we know the actual word for this attitude that a lot of us developed over these months, is it possible to develop such a mindset consciously? We will delve into two ways where we can (and may or may not have used antifragility without realising), one on a psychological level and another on an entrepreneur/professional level, both being closely related.  

The Psychological Level:

Developing an antifragile mindset at the psychological and emotional level doesn’t imply quitting our certain level of emotional fragility that naturally comes with being human, nor does it mean to accept things as they are with a sense of resignation and resentment. Rather, it implies accepting the things are not the same, and that it is necessary to think of new ways of implementing new methods, rather than using the new methods in old ways. Controlling the pandemic is out of hands, but controlling how we let the changes in the situation affect us is in our control.

Entrepreneur/Professional Level:

Drawing on what Greg Wymer lists out, antifragility for entrepreneurship and/or in the professional sphere can be developed consciously by:

Maintain a bias toward learning and personal growth, instead of financial success: It all comes to down to having a growth mindset, where every step, good or bad, every endeavour, irrespective of whether it ‘reaped a reward’ or not is seen as an opportunity to learn and grow. That is a major way to thrive, no matter what the situation is.

Keep your eyes open when you’re getting punched in the face: Building on the previous point, grow from the discomfort that comes with difficult situations by paying attention to what exactly bogged you down, and finding ways to deal with it rather than focusing on the discomfort in itself.

Develop the ability to flow with randomness: Remember the concept of antifragility itself and have a perspective that the universe is conspiring you to provide learning from each situation, regardless of how pleasant or unpleasant it is.

Follow an approximate direction, not a detailed roadmap: Building further on the previous points,treat each obstacle as a new potential path forward, and think in terms of following a system rather than following a goal. To elaborate a bit on the latter, working within an antifragile, growth mindset would be the system and also the goal, allowing one to be flexible when the objective goal itself is thwarted.

The thing with the pandemic or any difficult situation is that it all comes back to a similar lesson: grow through what you go through. It all might sound repetitive, with the same tone of motivation. But an awareness about the concept of antifragility will help us harness our power to be flexibly resilient in a manner that frees us from the rigid standards of what success and growth mean.

A Look into Gamification At Work

The word ‘games’ brings to mind indoor board-games, outdoor sports, popular video-games and games we play on our smartphones. We think of competitiveness, leader-boards, high-scores and level ups. How does the thought of ‘gamifying’ work and workplaces sound like?

Let us delve a bit into what ‘gamification’ is and how it could turn out in the world of work.

Note that we aren’t talking about playing games at work or participating in sports activities that companies often organise as a way for employees to take a break or get to know everyone. We are in a different ‘ballgame’ when we talk about gamification at work.

A Simple Game:

What is gamification at workplace/business? According to an article by Christina Pavlou on Talentlms.com, “Gamification in the workplace is the use of game techniques in a non-game context. Companies create internal competitions to engage employees in a healthy “race” and incorporate scores, levels, and prizes, as extra motivation. “

So, a very simple example would be programmes like ‘employee of the month’, where the ‘winner’ might get some sort of a gift hamper or a bonus incentive.

Or it could be that an employee may get a certificate after receiving training for a specific skillset, or course.

Working around important psychological principles of recognition, sense of competition, and reward, gamification motivates one to work harder and expand one’s horizons, thus increasing employee engagement.

To put it simply, ‘gamification is a simple strategy of applying game-oriented thinking to various non-game applications’, as summed up by Sergey Cujba, head and sales of marketing of RaccoonGang.com. Certificates, gift hampers, badges, leader-boards and awards are some common, minor, simple ways gamification seeps into our day-to-day professional lives without even us realizing it.

Games for the Customer:

Companies, especially the ones concerned with sales and customers have also often used gamification as a way to retain their customers. Sergey Cujba gives the examples of how ‘Coca-cola integrated the element of game design back in 2006, encouraging consumers to collect their loyalty points and get rewarded with exciting prizes. They integrated gamification as part of their popular ‘My Coke Rewards’ campaign and they ultimately retained around 20m lifetime members eventually.’

Gamification is so deep seated into our daily lives at this point, as we saw earlier that we don’t even realise it. When an app or a website ‘congratulates’ us through pop up boxes and celebratory sounding notifications, when we click on a tab, or renew/get a subscription, they are essentially gamifying our experiences. Now we know what brands do!

But is there any other gamification could be used? The next bit is especially interesting for recruiters.

Taking Away the Burden of Assessment:

An article on Toolbox.com by Dr. Mathew Neale tells us about the potential of gamification in the traditional hiring process:
“When we think of the hiring process, we often picture all how candidates have to generate interest from potential employers – by capturing their attention with an impressive resume or making a good first impression in an interview. But as these traditional hiring methods give way to data-driven forms of recruitment and assessment, employers should also be thinking of ways to engage candidates by giving them tests and other tasks that will provide concrete data on their abilities and fit for a position.”

The article further tells us how gamification in the hiring process can be used to ‘increase confidence and performance’. The various assessment tests could be gamified, citing an example, the article goes on:

“One of the biggest advantages of gamified hiring is its predictive power – games can be constructed to accurately reflect specific elements of a job and criteria employers are looking for, which means candidates’ performance is an indicator of how they would perform on the job. For example, Criteria’s Emotify is an ability-based measure of emotional intelligence that assesses a candidate’s ability to accurately perceive and understand emotions. It’s useful for performance in roles where interpersonal interaction is important – for example, managing people, dealing with customers. Considering the amount of time and expense associated with hiring – as well as the disruption caused when companies discover that new employees aren’t a good fit – it’s vital to have a reliable picture of what companies can expect when applicants become employees.”

This in turn can also help candidates be prepared about the demands and expectations from a job without the usual sense of burden.

The same article also tells us how “it isn’t enough to evaluate candidates with cognitive tests alone. These tests also have to keep people engaged, as this will provide a more accurate picture of their capabilities (nobody is at their best when taking a perfunctory and boring multiple-choice test).” Moreover, these tell the manager how a candidate is likely to approach a task, based on how they approach the gamified version. The catch here is that the gamification should not only be relevant and fun but should also actually measure the relevant traits and skills.

As with anything, there’s a limit to the extent gamification works. Further, the way it is implemented and constructed makes a difference. While thinking of gamifying any process, be it an assessment test, training or day-day to company activities, one needs to be careful that:

  • Employees/candidates/trainees/customers don’t feel that they are not being taken seriously.
  • The gamification is relevantly done, for an appropriate matter.
  • The goals, system and criteria for rewards/recognition, and the rules are clearly communicated. Moreover, the purpose of gamifying should also be made clear.
  • The companies keep updating the incentives, and most importantly, one doesn’t overdo it. As Pavlou mentions, gamified badges and rewards can lose their appeal over time, and everyone might not be interested in participating all the time. It is thus important to strike a balance, and know when to use gamification and when to use a more traditional methodology.

Personal Power V/S Positional Power

As the popular idiom goes, with great power comes great responsibility, and it is assumed that power comes with experience, wisdom, trust from people around us and in the context of the workplace, the position. But powers can be of various kinds of; a manager, or executive or any upper-level management can be said to have ‘positional power’. Their power to undertake tasks, to delegate, to act as a representative, to make key decisions comes from their position. As the term suggests, it is a hierarchy-based power. That is one type of power, called the positional power.  

There is another type of power, what one might call ‘personal power’. As the name suggests, such a power can be harnessed at a more personal level. Personal power comes from the recognition of power in oneself; the power to take responsibility and to have a sense of purpose; the power to believe in oneself and one’s competence. Recognition of personal power in oneself leads to recognition by others of that same power. It is personal power that enables your colleagues to trust you and see you as a pillar in times of conflict.

Ultimately, regardless of whether you have the positional power, it is the personal power that makes you a leader. Positional power can make you a manager on paper, but without harnessing your personal power, becoming a manager who leads, is almost an impossibility.

So, what are some ways one can harness this personal power and light up the spark of leadership and self-belief?

Have a Growth Mindset: This is a buzzword we all have heard at some point. But it’s really a simple concept, and once we realise this, it becomes an obvious mindset to have. Growth mindset means a mindset where you are curious to know more; where you see every day and every interaction an opportunity to grow your understanding. It includes the acceptance that you may be wrong or that you can’t be the expert in everything, but that nevertheless you always, always learn.

Be it upper-level management or an entry level position, curiosity and a willingness to listen is a definitely power. A manager with a growth mindset, curious and willing to listen, encourages new ideas, a myriad of voices, allowing the team members to speak up without hesitation. Contrast this someone who doesn’t listen, or someone who only listens to a select few. The former would definitely have more of the personal power, with the recognition and trust from the team that ‘Yes, this person will listen to my ideas respectfully.’ 

Have a Purpose: Having a sense of purpose it under-rated. To quote an article by People Matters:

‘Being connected to a greater purpose enables you to use your power effectively. The sense of meaning and mission in life means you don’t get caught up in momentary dramas. Your day isn’t a matter of ticking items off your to-do list, but of connecting your every action to your greater goal. Having purpose gives you resilience; you’re more able to reset after failure because you have a north star guiding you. 

Purpose directs us under crisis and extreme stress.’

It is this ‘north-star’ of the greater goal that helps you to harness your power without falling into the vices of office politics and petty issues.

Close to having a sense of purpose is the next point.

Have a Sense of Focus: With positional power comes the responsibility of the need to tick off multiple tasks, of having multiple to-do lists, spanning across departments.

It is important to respond to the right issues. To quote the People Matters article again,

‘Without the capacity to direct your attention, you are a leaf in the wind, blown about every which way. You respond to everything but accomplish nothing…you must quiet the inner and outer voices and develop your emotional self-regulation, so you don’t react to every little thing. And above all, you must set boundaries to have time to think, reflect, and contemplate.’

 Creating priority lists, with urgent to important spectrums defined, delegating tasks which often act as incentives, are some ways one can develop this sense of focus.

Have a Sense of Responsibility: And finally, personal power cannot be ignited without a sense of responsibility. Whether you have positional power or not, a sense of responsibility to grow, to help others grow, to learn and help others learn is essential to feel powerful and not feel like a victim of circumstances, where power might feel like something thrust upon you.

A willingness to take charge regardless of one’s position enables you see opportunities even in tricky situations. Such a sense of responsibility is the key to acknowledging your power to make tiny to big changes, and to be the change.

Positional power is designated, whereas personal power comes from within, and that is the beauty of it- irrespective of the status on paper, you can always be in charge of your own destiny by igniting the personal powers of growth, purpose, focus, and responsibility.

The Art of Staying Here and Now: New Lessons from an Old Fable

It is 2021, and one thing everyone told us to do with 2020 was to learn some crucial life lessons.

It is like a recorded message at this point- gratitude, being present in the moment, making use of the resources we have are some ‘lessons’ we were told to learn. Lessons to be learnt are never ending, even when the year ends. So, for a little novelty here, and not to repeat the recording, we shall add a twist.

We shall talk about a crucial lesson to be learnt, but we shall talk about a story, a fable, which would be familiar to most of us but we may or may not have delved beyond what we were told the moral of the story was.

Remember that hare and the tortoise story?

There was a challenge between the two- the hare wanted to prove he was the fastest in the jungle, and the tortoise wanted to prove how the slow and the steady win the race. The hare was far ahead in the race; the tortoise was nowhere to be seen. The hare decided to rest, and since he was already in the lush meadows, it was not at all difficult for him to fall asleep under a giant shady tree. And thus, the tortoise quietly and steadily treaded along, and won the race.

They say the hare fell prey to his overconfidence and laziness.

Well, that’s one way to look at it.

Let us take on the character of the hare. Let us pretend he gave an interview later. (After 2020, nothing is crazy anymore.)

So, we ask the hare if he is the one who lost the race- indeed he was!

We ask- do you admit to your laziness and complacence? And that the tortoise had more persistence and dedication?

Yes, the tortoise was more persistent and dedicated but I was not lazy and complacent; no, let me explain, says the hare. And the explanation goes this way.

The hare was assured of his lead, but he also found himself admiring the beauty of the meadows, the gentleness of the breeze, the musical sound of the water gushing in a pond nearby with ducks cackling, and the shade of the tree. He wanted to drift off on a log of wood. Who wouldn’t, when the nature around was so abundant and so pleasant?

An old meditative looking man, in his flowing beard saw the hare and asked him what he was up to and why he was running a race.

We know the hare’s answer- To show all the creatures in the jungle that he was the fastest; to win that coveted medal; to be remembered and respected as the fastest of all.

The old man asked if he knew who the last fastest creature was. The hare didn’t know.

The old man asked what he would do when someone else challenged him tomorrow- today a tortoise challenged, tomorrow a snake shall do it, and the day after, a zebra- the challenges will never stop. Would he continue to race all his life? Did he want that?

And suddenly, the hare knew what he wanted. He wanted to jump into the pond, and after a good swim doze off under the tree. He did exactly that. The ducks in the pond looked at him quizzically, asking him about the race. No, said the hare, I am here and now, and that is all that matters. I want to live. I don’t want to become a part of this endless race.

That day, the hare realised the value of living in the present- just the anticipation of competition was enough to drive him to get into unhealthy competition.

That day, the hare realised the gift of resources it had, and the power of gratitude- he realised he did not need any race to prove how gifted he was. 

That day, the hare realised the power of staying in the now and the present- he assessed his needs based on where he was at present, and made a decision about what he wanted to do based on his real, current scenario, and not rushing on to a decision which was wrought in unnecessary anticipation and unhealthy competition.

That day, the hare lost the race but got his life back.

They tell life is a marathon, and not a sprint. But whoever said life was a race in the first place?

In a bid to prove ourselves to critics who might not even matter, in a bid to make a statement, in a bid to prove a point, we often forget to live in the present. We forget to see that we are doing just fine, and there is no need to join a race we don’t even need to be a part of.

Remember, not participating in the ‘race’ doesn’t mean giving up on competence, healthy competition, and doesn’t mean we give up upgrading our skill-set. It just means we keep upgrading what we need to upgrade, without the need to prove a point. It just means we look at our goals with an intention to enjoy the process, and work because we genuinely want to do something for ourselves, without the need to make a statement.

It just means being present in the moment, where all that matters is looking around and doing what makes us happy, contributing to our personal and professional growth.

Looking For A Job in Times Of Lockdown

 

job hunting in times of lockdown image

While some of us have been trying to balance WFH and the chores of our homes, there are some of us who were job hunting when the lockdown was announced. How does one go about looking for a job in these times of lockdown and social distancing? How does one approach companies when the staff is working from home? Whether you are a fresher who was looking for a launch-pad, or someone who was looking for a new opportunity, this is an uncertain situation to be in.

We bring some tips on how to go about searching for a job in times of the pandemic.

 

Online Is The Way:

It is important to remember most companies are working, just not in their offices.

We must keep our search and research on. As we have discussed in our articles about researching about companies, we have a lot of resources available online.

List down the companies you are interested to work at, and start checking their websites and social media one by one.

Checking the websites and social media now is a great time, because not only would they give you an idea about their mission statements, their work culture, but would also give you glimpses about how they are handling the entire WFH situation.

A lot of companies would now be more active on their Facebook, LinkedIn pages as a way to engage with customers and clients as much as possible. It is also likely that the companies would be more quick in responding to emails and messages.

What’s more, some companies which earlier were not too responsive on virtual platforms  may now have realised the value of prompt online communication, leading to faster, and more elaborate and specific responses to queries.

Do not be hesitant in sending out emails and queries, provided you are prepared to begin working in unconventional ways, which brings us to the next point.

 

Be Prepared:

Send out emails to the companies you are interested in working at, but make sure you let them know that you understand that times are uncertain.

Be prepared in case the companies give out vague or ambivalent or diplomatic responses. Some companies might tell they would let you know once things get “normal”, and you might have to wait out the lockdown.

Some might offer a role which can be done through minimal online training or no training and is more suitable for a WFH setup, but this role might be different than what you were originally looking for.

Some might offer a more short-term role, which might be important as long as long you are working remotely, and that which might undergo a change once the situation gets back to normal.

Here, you need to consider the urgency. How urgently do you need a job right now? Considering factors such as past savings, family responsibilities, work experience, internet resources, etc., coupled with the online research you undertook about the company should give you a fair idea about a) which companies to send out emails to, and b) what to expect from each company c) and which offers to consider.

 

Be Visible and Don’t Stop Networking:

Based on the urgency of your job search, keep networking. As mentioned, now is the time most companies would be quite active on LinkedIn and other online social networking platforms.

Find what online connections you have with the particular companies you are interested in working at; see if you can find a mutual connection and get in touch with them (virtually) if necessary to inquire more about the company and how the company is going about hiring processes.

Cash on in the increased amount of time companies would be spending online. Make your presence visible by posting regularly, engaging in discussions and commenting on posts which you find interesting and useful.

 

Take Your Time:

In the current situation, it is best not to think too long term. Consider how urgent is landing a job right now. Consider if this is a good time to learn a new skill or get enrolled in a distance learning program? Is this a good time to start a personal project you were thinking about? Is this a good time to take a break?

Be it in times of lockdown or normalcy, looking for a job gives us a certain down time to think things over. And there will be times when you might not have much to do except wait.

Additionally, in conclusion here are some quick pointers you can keep in mind:

  • Be prepared to appear for virtual interviews and calls. Make sure your internet connection and equipment are working well, with a tidy background. Try the lighting, sound and visibility with a friend or a family before you appear for any professional call.
  • Have a plan B. In other words, be prepared in case things don’t work out the way you wanted them to. Plan B could be anything from “settling” for a role which you didn’t particularly like, to “taking a break” from working, to keep looking.
  • Have a fixed routine. Chart up a time table. Fix the timings when you would research and network, and when you would engage in spending time in hobbies, recreation and chores. Do not forget to spend time with friends and family (through phone and video calls if you are living alone, or regularly if you are living under the same roof).
  • Do not be afraid of the gap in your resume. This is an unprecedented situation, and companies in the future would understand the reasons.