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Nisar Keshvani, AMIPRS
Asst Dean Communications & Public Affairs | LinkedIn Top Voice | PRCA Asia Pacific Leader of the Year | HBR Advisory Council Member | Global Higher Education Leader
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Work or life situations - where you are put in the driver’s seat – sometimes not by choice; or directly in your scope; when the actual job owner either puts you in a spot; or simply can’t manage.
Numerous, probably. Whether you own a leadership title or not, how would you manage?
Certainly, you need to. Here are some tips, quality communicators can apply for your next encounter:
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In today’s “post everything” on social media world, decisiveness is a game-changer. Wait too long and an incident could escalate quickly and spin out of control.
Know that if it comes to you, it might just stay with you. With matters of reputation management, efficient action pays dividends. Don’t take it on grudgingly. Face it head-on, put on your thinking cap, and a positive mindset.
This perspective, will save you time, and allow you to concentrate on delivering fresh solutions. Look at this way - you’ll at least, develop a new connection, discover new knowledge, and could even innovate your approach. And maybe win an accolade along the way.
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You know this one. Identify key stakeholders. Establish the facts. Grasp relevant policies. Anticipate steps, those involved, might take. Examine (positive and negative) outcomes.
Develop a strategy, seek buy-in of your senior leadership team. Engage the right people at every step. Execute. Repeat.
In these hand(take) over circumstances, sometimes what one misses is why you need to own the journey. If the actual job owner is not delivering, your organisation’s reputation could be at extreme risk. Ambiguities kick in, irrelevant stakeholders are engaged, and most significantly precious time is lost.
When you step up, amplify your voice, the rest will naturally follow your lead. Ultimately, you can contain the damage, and even reverse the situation.
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In any setting, particularly for communicators - cultivating, establishing and maintaining a strong network of links and alliances is critical mission. Always be ready to meet people, form and upkeep relations, you never know when your paths may overlap. I have found being sincere with others, always brings a bountiful of returns. That is my personal experience.
They could be your supervisor, colleague, external partner - any one of them can be an asset to you - sometime in the future. These alliances are formidable especially during crunch time. When you have established ties - working towards long-term solutions can be efficient and most effective. What's more, you save precious time!
If you can, never turn away a call for assistance or help. If someone calls on you, they may have probably knocked on many other doors and been turned away. Put yourself in their shoes, and imagine how you would face their situation. Of course, it doesn't mean you need to take on the workload of others, but lending a helping hand never hurt anyone.
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When the dust has settled. Ask yourself, what could have been done better?
Who could you have engaged sooner?
Would a dialogue instead of prose have mattered?
Pretty much, 101.
But what we need to also do is - take the time to recharge. Use it to reflect and replay your experience. What would you have managed differently? Is there a new protocol you can implement or best practice, you can implement?
Think about these, next time. If you’re not in a pickle right now, and want to bounce ideas, please reach out, DM, email or whatsapp anytime. Happy to chat.
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绽放少壮光芒
2 年This is such a relatable post, Nisar. Over the course of my past 3.5 years as a working adult, there have been many occasions on which I find myself having to take ownership of projects and tasks which may not have originally been under my purview. I agree absolutely that this is a natural response when one prioritises organisational reputation - or in our case, the welfare of our constituents i.e. our students. This behaviour however also means that those who care will tend to be at the losing end; some may become the receptacle of (unwanted) projects which need to be done either way. How do you suggest we manage situations like that? We can't, after all, be taking on every other project that passes into our tray - we only have 24 hours a day (fortunately or unfortunately)!