Talent, Knowledge, intelligence and maturity, (though expected) has nothing to do with experience, position (Designation) or age.
There is a possibility that you are more intelligent and knowledgeable then your BOSS and/ or parents or other elders.
There is also a possibility that your subordinates, juniors and children are more talented, knowledgeable and intelligent. So, what to go do when you find that,
1) You are more talented, knowledgeable, intelligent and matured than your boss, parents and seniors?
2) Your children, sub-ordinates, juniors are more talented, knowledgeable, intelligent and matured than you?
Do share your experiences.
Thanks and Regards
Sanjeev
From India, Mumbai
94There is a possibility that you are more intelligent and knowledgeable then your BOSS and/ or parents or other elders.
There is also a possibility that your subordinates, juniors and children are more talented, knowledgeable and intelligent. So, what to go do when you find that,
1) You are more talented, knowledgeable, intelligent and matured than your boss, parents and seniors?
2) Your children, sub-ordinates, juniors are more talented, knowledgeable, intelligent and matured than you?
Do share your experiences.
Thanks and Regards
Sanjeev
From India, Mumbai
Hi Sanjeev !
Nice topic you have initiated. It is very much possible in organisational and social setup. I am sure there will be good discussion and debate over this.
My views:
This is a reality. The difference in intelligence, knowledge, maturity is irrespective of age, cast, gender, qualification (social set up) and position, experience (organisational setup).
In organisational setup this comes into highlight more than social set up.
In organisational setup the faulty structures / reporting lines leads to a lot of problems - frustration, delayed decisions, decreased efficiency, attrition etc.
Solution:
360 degree appraisal.
The reporting authority one level above, if remains active and observant, can intervene at times and take corrective actions including restructuring of setup.
The other side:
Many a times, subordinates show immaturity of considering them superior to the supervisors or preceiving supervisors inferior to them based on a few incidences or cases. And based on halo effect they keep perceiving all the actions / decisions by the supervisors as wrong / incorrect / based on inadequate knowledge.
Social setup:
We may / are loosing great amount of talent through this. Social sector experts to opine further.
- Hiten
From India, New Delhi
Nice topic you have initiated. It is very much possible in organisational and social setup. I am sure there will be good discussion and debate over this.
My views:
This is a reality. The difference in intelligence, knowledge, maturity is irrespective of age, cast, gender, qualification (social set up) and position, experience (organisational setup).
In organisational setup this comes into highlight more than social set up.
In organisational setup the faulty structures / reporting lines leads to a lot of problems - frustration, delayed decisions, decreased efficiency, attrition etc.
Solution:
360 degree appraisal.
The reporting authority one level above, if remains active and observant, can intervene at times and take corrective actions including restructuring of setup.
The other side:
Many a times, subordinates show immaturity of considering them superior to the supervisors or preceiving supervisors inferior to them based on a few incidences or cases. And based on halo effect they keep perceiving all the actions / decisions by the supervisors as wrong / incorrect / based on inadequate knowledge.
Social setup:
We may / are loosing great amount of talent through this. Social sector experts to opine further.
- Hiten
From India, New Delhi
Surprise !
I thought this will become the most discussed post by afternoon. But no one has responded other than me !
Come on friends this is about Organisational Behaviour at practice. All of us are either 'victims' or 'reasons' or observers.
- Hiten
From India, New Delhi
I thought this will become the most discussed post by afternoon. But no one has responded other than me !
Come on friends this is about Organisational Behaviour at practice. All of us are either 'victims' or 'reasons' or observers.
- Hiten
From India, New Delhi
Hey Hiten. Thanks for your comments. I think, our fellow HR professionals are more busy and interested in posting and reading jokes or copy-paste (attach) some articles and documents...but are least interested in discussions or debates... :( :( :oops: :oops:
From India, Mumbai
From India, Mumbai
Any subordinate respects his supervisor only when the employee realises that the supervisor knows more than him and there is something to learn from him.
Otherwise the 'respect' is only superficial.
The same probably applies to social relations as well.
- Hiten
From India, New Delhi
Otherwise the 'respect' is only superficial.
The same probably applies to social relations as well.
- Hiten
From India, New Delhi
Dear Sanjeev
I believe that this is a nice topic to discuss about….but the thing is that even after proving the same that you are more intelligent than your boss or your elders or your parents …..nothing can be done.
The reason is that you can’t become parent of your own parents and they can’t become your child in this situation, they will remain your parents and you will remain their child. Similarly, if you are Asst. manager and your boss is manager then you can’t be manager and he can’t be your subordinate.
The things has to go on in the similar way as they were going earlier. There is no solution to this particular problem whether you start any kind of performance appraisal practices in your organization. Either you’ll have to leave the organization or your boss has to do the same or finally you have to compromise the situation. There is no other way you can go for.
Whereas through compromise probably you can get respect from your boss and the next level, this is possible. But this could also be done in a sensible manner.
Regards
Khalid
From Pakistan, Lahore
I believe that this is a nice topic to discuss about….but the thing is that even after proving the same that you are more intelligent than your boss or your elders or your parents …..nothing can be done.
The reason is that you can’t become parent of your own parents and they can’t become your child in this situation, they will remain your parents and you will remain their child. Similarly, if you are Asst. manager and your boss is manager then you can’t be manager and he can’t be your subordinate.
The things has to go on in the similar way as they were going earlier. There is no solution to this particular problem whether you start any kind of performance appraisal practices in your organization. Either you’ll have to leave the organization or your boss has to do the same or finally you have to compromise the situation. There is no other way you can go for.
Whereas through compromise probably you can get respect from your boss and the next level, this is possible. But this could also be done in a sensible manner.
Regards
Khalid
From Pakistan, Lahore
I assume that you have read the psychology and management theory of "Parent, Adult and Child"...
From India, Mumbai
From India, Mumbai
I am agree with Khalid. What else one can do is to be a cunsultant of your boss/senior / parents .
By this way you can satisfy their ego & will prove your domain & skills . But this should be done in a very neutral & co ordial way other wise diffrent meaning can be brought out.
Brajesh
From India, Indore
By this way you can satisfy their ego & will prove your domain & skills . But this should be done in a very neutral & co ordial way other wise diffrent meaning can be brought out.
Brajesh
From India, Indore
Dear Sanjeev,
I am working for the last 2.5 years and found thet peoples does not share their knowledge and always tries to hide the facts. If a senior found that his subordinate is more talented and intelligent then he assigns him stupids works in a way to save his own job.
But this is not good , it a great gift that you found a person who is more intelligent than you. We should always tries to learn from him. This is also true becouse in this competitive world no persons stay in the same company for more than two years. and if we learns some thing new from others experiences then really it pays in the long run.
Regards
Vivek Himachali
From India, Mumbai
I am working for the last 2.5 years and found thet peoples does not share their knowledge and always tries to hide the facts. If a senior found that his subordinate is more talented and intelligent then he assigns him stupids works in a way to save his own job.
But this is not good , it a great gift that you found a person who is more intelligent than you. We should always tries to learn from him. This is also true becouse in this competitive world no persons stay in the same company for more than two years. and if we learns some thing new from others experiences then really it pays in the long run.
Regards
Vivek Himachali
From India, Mumbai
Yes very much & very often possible.However, will not become a problem for both ends if:
- subordinate understand that IQ is only one small aspect in total working- experience, maturity, EQ contribute more for which he/ she must look upto a boss and will always find many things to learn from him.
- a boss takes this fact as a strength for the team & can delegate accordingly. Will add to the satisfaction of both the way it happens in a family.
The more open we r towards this fact more easy it will be to utilise this strength rather than to feel threatened or frustrated. Social & emotional intelligencwe in handling this will play an imp role.
Ranjana mittal
- subordinate understand that IQ is only one small aspect in total working- experience, maturity, EQ contribute more for which he/ she must look upto a boss and will always find many things to learn from him.
- a boss takes this fact as a strength for the team & can delegate accordingly. Will add to the satisfaction of both the way it happens in a family.
The more open we r towards this fact more easy it will be to utilise this strength rather than to feel threatened or frustrated. Social & emotional intelligencwe in handling this will play an imp role.
Ranjana mittal
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