Shyamsunder Panchavati

Shyamsunder Panchavati
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Wednesday, March 31, 2010

Despite High Positions & Perks , Executives feel professionally dissatisfied & unfulfilled. Why???

Despite High Positions & Perks , Executives feel professionally dissatisfied &unfulfilled. Why???


Despite their lofty job titles and impressive pay, many high-achieving executives feel professionally dissatisfied and unfulfilled, and it is not surprising. Looking back, they wish they’d accomplished more or even chosen a different career altogether. Often they feel trapped in their jobs (most of them do).

Let us examine why people arrive at this impasse, & offer them guidance on how to break through it and reach their full potential.

Many people feel like victims when, in fact, most career wounds are self-inflicted. Taking control begins with understanding yourself: seeking frank feedback about your strengths and weaknesses from colleagues above and below you, and figuring out what you truly enjoy doing.

That goal isn’t about getting to the top. Rather, it’s about taking a very personal look at how you define success in your heart of hearts, and then finding your own path there. To discover your way, you need to step back and reassess your career, recognizing that managing it is your responsibility.

Every individual has his understanding and definition of success. It is not very surprising to find that different coaches or mentors have different perspectives and road maps for success. So other people’s understanding of success should not be a guide for you in selecting career choices and goals.

Next, it’s critical to identify the three or four tasks central to your business and make sure you excel at them. It keeps you focused, it is easy to concentrate, monitor, evaluate, and affect periodic path correction as per need. Otherwise, success is likely to elude you or may not be to the extent you expect.

Once you’ve chosen the right enterprise, you must show character and leadership. Great executives put the interests of their company and colleagues ahead of their own. They’re willing to speak up, even to voice unpopular views. Many managers hit a plateau because they play it too safe. It should be a correct mixture of discretion and valor. And this mixture differs from case to case, opportunity to opportunity & situation to situation. But those willing to take calculated risks, identify their dreams, develop the skills to realize them, and demonstrate courage will find fulfillment. They may hit bumps along the way, but the resolve & application will guide them through success.

Best Wishes,

Shyam

I have received very good response from my friends on all the networks and groups. based on that,

Here is an afterthought from Shyam


Let us steer this discussion to slightly different but still hugely connected angle.


Let me put it this way.


Stimulus---------Reaction----------Action---------Result-------------Consequences ---------------------Reaction----------Stimulus--------


Here the stimulus is people around in the work place and their behavior which evokes a particular reaction from the executives resulting in an action and a related result.which again creates consequences & the chain continues.


We have a similar scenario in the personal life of the executive, which impacts a persons WORK LIFE BALANCE resulting once again in a chain of reaction action result &consequence at the work place.


How to address the personal scenario part impacting the professional performance?


Can a little social networking among the community by the family members(spouse & children) help?


Would it result in a de-stressing factor for the family members?


Social get together among the community and nieghbours social cultural activities. All these put together.


Can they alter the WORK LIFE BALANCE.?


To what extent it can impact positively the performance at wok place?


Would it result in changing the stimulus at work place to positive?


Once that gets changed, will everything else gets changed automatically?.


As usual please debate this


Best wishes,


Shyam

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