People Management

Part 1. Simply because I think I will write about this topic again in future. Never short of experiences to write about when it comes to this.

There are a lot of books out there on leadership and specifically on managing people. The ones I have read almost always talks about the same things, the same tips. I can't remember when I stopped buying them. Nowadays, I think the Harvard Business Review keeps me updated enough on the new adaptations (I say adaptation because people management principles don't change, we just need to flexibly adapt to the generation and lifestyle we live in), latest research and management fads. And more so since over the years of being a people manager, nothing is like truly experiencing it on the job, everyday. Obvious, you could say.

I realized managing people has many similarities with managing your own children. Except in this case you have many (many many) more and that they're all adults who have been nurtured differently, come from different environments, have different perspectives on life and other people in general. Nevertheless, there is one dilemma about people management I find consistent with raising my own children. When do you be all supportive, encouraging, motivating and when do you be firm, demanding i.e. tough without necessarily meaning you 'love' them any less?

It's situational. 

There are times when a little bit of unreasonable-ness is needed to drive change. Else, everything stays status quo because it is the path of least resistance. 

There are times when you are extra supportive because you feel guilt that you have somewhat 'neglected' that particular area and your team is obviously trying hard.

There are times you need to be more motivating and understanding, not because you want to be popular and be liked but because we are all humans, and we need that encouragement occasionally.

..and there are times when toughness and 'guru besar' discipline is just needed. period.

Nevertheless, a key condition to situational leadership is professionalism. It's not personal and should not be.

Also, the further we climb up the ladder, expect that you will 'receive' TLC and 'tough'ness in a whole different light (darkness sometimes :P) and in different form than before. But that is fair, as demands and expectations of you are also higher.

Agree to disagree with me?

Negotiating your salary

So I haven't written in ages and in this constantly online world, 'ages' can feel much longer than calendar dates. I haven't written not because I stopped believing in this cause but I just did not take the time to sit and write.

But now I have many things to write about. Because I've been busy and experienced new situations. A few days back I attended a Women Leadership Conference and that was inspiring. To listen to stories of international level achievements, of women like Datuk Dr Mazlan who deals on a daily basis with Russia and NASA and Tan Sri Datuk Dr Rafiah. What is more interesting is they each have their own story to tell which makes them seem human...like you and me. So yes, we can!

I have also finally started reading Sheryl Sandberg's Lean In. Admittedly, it didn't quite take my fancy before, I was afraid that it would be too cliche (I hope that's not what people feel about my blog) but I think curiosity took the better of me. And there is a chapter on Negotiating your Salary. I haven't read it but it inspired me to write my own take on this topic.

There seems to be a general perception and even research I read before that women are more afraid than men to ask for what we deserve. And because of this, I have read many articles urging women to be more assertive in this area.

My belief is that this is not and cannot be a general rule. There are situations when it is best that you leave the 'valuing' of your skills and capabilities to the boss. As long as you know he or she is not discriminative in any way and especially if you believe in achieving greater things ahead with the new project or role you're undertaking. I believe it leads to a more positive starting point. The last thing you want is to 'win' the negotiation but with resentment, pushed beyond your capabilities just because the boss thinks you should then take on more.

However, if you do feel undervalued, address it. Do it professionally. I recommend listing down your experience and past achievements and how it makes your potential, how you would use them to add value to the current or future task at hand. Don't complain or whine and do not compare with someone else's salary even if you peeked through Salmah's salary slip the other day :/

Choose a good time which means not Monday mornings, not before a big meeting or right after a difficult meeting. I think Friday is a good day, for me it would be Friday mornings (ok now you know but if you're from my team I'll be off next Friday :P). Ideally, set a proper appointment and not barge in. You want to be able to say everything you need to.

And if it is a new job, email is best. The same guidelines would apply on the content. Ok now good luck!