- Scatter the spinach leaves onto a large platter. Slice the beetroot into wedges and arrange on top of the spinach. Scatter over the feta, mint, spring onions and chillies.
- To make the dressing, put the oil, honey, lemon juice and mustard in a glass jar with a lid. Season and shake well.
It’s not so easy to predict, so getting it right is critical! 80% of people in the workforce don’t want to go to work at the beginning of their work week and 97% of them would change occupations if they became financially independent.
ATTITUDE – APTITUDE – EMPLOYABILITY
Eligibility or Suitability?
This depends so much on where in the world you live and what the demographics are related to your population of youth. Here in the Middle East, North Africa and Africa, itself the triangle is the opposite way up to that of the West and this is well demonstrated in the fascinating book ,‘Unlocking the Paradox of Plenty’ (David Jones and Radihika Punshi, Motivate Publishing)“The key in today’s market for talent is differentiation in terms of your people strategy and employee value proposition’’.
The phrase “generation gap” and “intergenerational’’ implies that a vast chasm exists between the old and young, and that it must be immensely difficult to overcome. Although these conditions do exist, they are actually not that common, even though there are major variances across countries and regions. What we see are the ways that previous generations have had great influence on younger generations, despite also having differences that are influential but not controlling!
‘’General Electric’s strong selling point with university graduates is it’s renowned leadership training programs, but it changes the emphasis to fit the country. In Saudi Arabia, the company highlights success stories of female leaders, while it finds that opportunities to work abroad excite students in Turkey.
“But in the United Arab Emirates, the communication is more about work-life balance,” said Hisham Al Muthanna, talent pipeline development leader for the Middle East, North Africa and Turkey. “Family is a fundamental element of culture in the UAE, so we tell university students we’re flexible about work hours.”
Of course, attitudes about work and career goals will differ, as is clearly demonstrated when you look at either Talent Finder or Career Match, two of the leading reports produced from PRISM Brain Mapping Neuroscience profile tools.
However, the Millennial generation is even more complex than might be expected, as too often it is someone from another generation that is making the statement or observation. This is not helpful or insightful. The Millennial’s themselves need to be included so that it is not onlyDiversity but also Inclusion!
In an extensive new study of more than 16,000 Millennials in 43 nations, consulting firm Universum and the INSEAD business school’s Emerging Markets Institute found surprising generational disparities across countries within the same region.
Some fascinating examples are then provided as follows:
Companies may also gain an edge in retention if they cater to local preferences. For example, Eastern European Millennials defined challenging work differently in the study, depending on where they lived. The majority of Russian Millennials (57%) want to work with talented people who inspire them, while the Polish (64%) hope to learn new things and the Czechs (39%) like being involved in innovative work.
In Latin America, Brazilian Millennials would like managers to be role models and technical or functional experts. Those in Argentina, Chile, Colombia and Mexico believe it is most important that supervisors empower their employees.
Millennials want to be ‘happy’ at work and Sh. Mohamed Bin Rashed Al Maktoum has recognised the value of this,(as have the Scandinavians) and has appointed a Chief Happiness Officer CHO in the Prime Minister’s Office. What a great position!
The happier we are at work and in a job that suits our preferred behaviours the better for everyone.
These Millennials are onto something!
COACHING from sport and made the transition into business life by dint of its obvious success for both individuals and teams
Coaching is training or development in which a person called a “coach” supports an individual in achieving a specific personal or professional goal.
This individual is sometimes referred to as “coachee”!
Occasionally, “coaching” may mean an informal relationship between two people, of whom one has more experience and expertise than the other and offers advice and guidance as the latter develops and grows.
Make no mistake coaching differs from Mentoring in focusing on competence specifics, as opposed to general overall development
COUNSELING from Psychology
‘’Professional guidance of the individual by utilizing psychological methods especially in collecting case history data, using various techniques of the personal interview, and testing interests and aptitudes’’
‘’The task of counselling is to give the client an opportunity to explore, discover and clarify ways of giving more satisfyingly and resourcefully. BAC 1984’’
What is critical here is that both Coaching and /or Counselling are about effecting change by process usually this is undertaken willingly but sometimes it may be in relation to socially unacceptable behaviour or team failure and careers in crisis.
Usain Bolt is a superb example of coaching and analysis to the point of mathematical accuracy for wind over height weight and muscle mass for optimum performance AND how does that relate to us easily it’s about change and maximising our full potential and we can all do it with effort yes but we can do it
There has been and will continue to be considerable debate about the difference between Counselling, Coaching and therapy and the boundaries are not at all clear. Therapy is usually clinical but Counselling still addresses serious issues, whilst ‘Coaching’ can effectively be a euphemism for lighter forms of Counselling.
Generally, Counselling tends to have a more social focus, whilst therapy and coaching are more individually focused. Contact between Counsellors and individuals may be through a third party who refers. The individual may also seek out the Coach or Counsellor for help with their challenges.
Counsellors often subscribe to particular schools of thought as to the most effective and useful way of helping. A critical variable in this is the extent to which the solution to problems or indeed challenges perceived or otherwise are provided by the Counsellor or by the client. This leads to two very different roles for the Counsellor: problem-solving or facilitator. A facilitative approach may also be used when a more open exploration approach is required or indeed requested. Counselling is never directive
But Coaching in the sporting sense most certainly can be and is often a regime that needs to be followed all be it agreed by coach and ‘’coachee’’
Popular theories of both Coaching and Counselling, including those held by the individual and those held by the Coach/Counsellor affect and effect the value that the process is held in. Without buy-in from all parties there will be no lasting effects or recognisable, measurable reliable and valid change
ie individual, coach /counsellor and referrer plus the organisation
Theories provide simplified models for understanding and ways of behaving but translating those into real time can be daunting to say the least. However theories enable both the counselled or coached and the Coach/Counsellor how to perceive the ‘’individual’’ and decide how to move forward and by which route towards the goal
They may also provide the individual with strategies, competencies and innovative ideas for how to play to their strengths rather than their avoided behaviours!
Counselling is particularly common at transition points in a person’s life, where they are moving from the familiar to the strange, going from student to employee, employee to team Leader and so on through their career path. These changes can be difficult and the Counsellor can help their ‘’client’’ successfully make these changes, both emotionally and cognitively to the benefit of the individual those around them and the organisation as a whole
Be it Coaching or Counselling it does make a difference and it needs to be done by competent people it is a tool not a weapon
Their lives in your hands…….
We all hear international companies talk about their multicultural teams and workforce But how often do we hear about the intercultural teams?
And this is the crux of the matter whether be for internal or external customer service DIVERSITY AND Inclusion are vital to success
Diversity – is a noun and Inclusion – is a verb
Another way of looking at it is an example of is simply – DIVERSITY is being invited to the party and INCLUSION is being asked to dance….. And I have a fabulous example of this when I attended a friends cousins wedding during December I was definitely part of the diversity of the guests BUT I was also invited to dance and very much part of the inclusion
The way we shake hands the amount of space between us when talking is vastly different and having some awareness can avoid many pitfalls and unnecessary embarrassment.
As anywhere due diligence is invaluable when navigating the cultural map and no less so here in UAE where the numbers of different nationalities are staggering
Even the areas of gift exchange is fraught with potential as we can see from a recent article on BBC World. Where giving a watch or time peace in China is considered ‘that your time is running out!’
Debrett’s, the etiquette guide, which advises readers to “do some research to avoid making a basic error –”A ceremonial sword in [some parts of] Africa is a symbol of power; in Switzerland it would be seen as a sign of aggression,”
Other areas that are often neglected are that of the Intergenerational team, women in the workforce and the ‘differently abled’
Or as a wonderful Pakistani woman has recently said loudly ‘DON’T DIS MY ABILITY’
Diversity and Inclusion you need to know how it can work towards your success
TAKE IT FORWARD USE IT AND GROW
PLUS A LITTLE BIT OF BASIC ASSUMPTION THEORY FOR GOOD MEASURE
Everyone knows someone who will always stick to their first impressions whatever the evidence is and the more evidence showing that they are wrong in their ‘assumptions” the harder they cling to them to the despair of those around them. This is particularly tough when it is related to a member of your team or group.
We all resist changing our beliefs about the world, but what happens when some of those beliefs are based on misinformation?
Having lived I UAE for more than 20 years there a considerable number of ‘myths’ related to our hosts known by many as – Locals, Nationals and Emeratis! Interesting this first one as my parents are not accepted into their village in North Yorkshire UK by ‘the locals’ and are still considered ‘incomers’. This gives my endless amusement although most people don’t understand why!
Returning to my point many expats consider that ‘Emiratis’ are lazy and don’t work and don’t need to anyway……
This of course is not true but you cannot break it down whatever you do, say or demonstrate to them.
Is there a right way to correct someone when they believe something that’s wrong or just untrue?
‘’Stephen Lewandowsky and John Cook set out to review the science on this topic, and even carried out a few experiments of their own. This effort led to their “Debunker’s Handbook“, which gives practical, evidence-based techniques for correcting misinformation about, say, climate change or evolution or generalisations about whole nations.’’Their findings actually apply to any situation where you find the facts and reality are falling on deaf ears!
What is deeply disturbing about all of this is that ”Backfire effects” pick up strength when you have no particular reason to trust the person you are talking to.
I found this little nugget about a Firestone Fairy April fool hoax some years ago in UK when despite the hoaxer stating it was a hoax the myth perpetuated and people said they had found mummified bodies as well! Its quite incredible what people will believe and then stick steadfastly to it despite all the evidence.
It seems that if and when you try and debunk a myth or legend, you may end up reinforcing that belief, and actually strengthening the misinformation in people’s minds without ensuring the correct information is grasped.
What you must do, Stephen Lewandowsky and John Cook argue, is to start with the plausible alternative (that obviously you believe is correct and have the experience and anecdotal evidence to demonstrate). They say that if you must mention any myths or legends, you should mention this second, and ONLY after clearly warning people that you’re about to discuss something that isn’t true.
Amazing isn’t it?
So I suggest serious reflection on this and see what beliefs you are holding to despite all the evidence and have a go at ‘debunking ‘ yourself
Recruitment – There are too many people in the market that think it is all about placement and not about selection. There are also those that recruit based on personality not on behaviour’s and pay much too much attention to ”Halo’s & Horns” effect to the detriment of all
Effective recruitment is about playing to an applicants preferred behaviour’s and pushing them to circumstances where they are operating in their worst nightmare their least preferred behaviour’s is good for no one. Employee, Employer or external customer and of course stakeholders.
”Strengths-based recruitment is productive and satisfying for an individual as they perform in a role that does matches their behaviour, work aptitude and the environment in which they work.” www.prismbrainmapping.com
Before recruitment it is well to focus on career choice and path as this is where decisions are most critical.
We all know that it’s important to find the right career. The right career enhances a person’s life. It is personally fulfilling because it nourishes the most important aspects of their personality. It suits the way they like to do things and reflects who they are. It lets them use their innate strengths in ways that come naturally to them.
PRISM Career Match provides an analysis of each student’s preferred behaviour’s allowing them to capitalise on those they are most comfortable using.
Too often there is interference in the individual or job seekers decision making
Parents, peer group, location, trends, country, culture, teachers and family traditions.
Having made career choices it is much easier to follow a path that will lead you to a successful and satisfying career and that’s where TALENT FINDER is invaluable Using all your competencies abilities and attitudes to bench amrk againgst your star performers
How can it not work and make best use of all your resources
PRISM Talent Finder is an easy-to-use online system that automatically analyses and benchmarks star performers within each role in an organisation. By using this process, via the organisation’s own dashboard, recruiters can create accurate job benchmarks of those characteristics that have a proven track record of achieving top performance in each role. The system can then instantly pre-screen large numbers of candidates to identify those who most closely match the characteristics of the star performers without any manual intervention from recruiters.
Anyone can hold a title but can they deliver and can they do it day in and day out past the honeymoon period
The major advantage pf PRISM Brain Mapping is that it is Neurosciences and also Behavioural something that other systems are not Leaving less vulnerable to manipulation and faking!
Recruitment is an art form requiring analysis, detail focus, co ordination and delivery otherwise there are no results for anyone
INVEST in your methodology wisely it makes good economic sense and means your ethics and morals are not compromised
Philosopher Kwame Anthony Appiah says race and nationality are social inventions being used to cause deadly divisions
Kwame Anthony Appiah says ‘race does nothing for us’. Photograph: BBC
Two weeks ago Theresa May made a statement that, for many, trampled on 200 years of enlightenment and cosmopolitan thinking: “If you are a citizen of the world, you are a citizen of nowhere”.
It was a proclamation blasted by figures from all sides, but for Kwame Anthony Appiah, the philosopher who on Tuesday gave the first of this year’s prestigious BBC Reith lectures, the sentiment stung. His life – he is the son of a British aristocratic mother and Ghanian anti-colonial activist father, raised as a strict Christian in Kumasi, then sent to British boarding school, followed by a move to the US in the 1970s; he is gay, married to a Jewish man and explores identity for a living – meant May’s comments were both “insulting and nonsense in every conceivable way”.
“It’s just an error of history to say, if you’re a nationalist, you can’t be a citizen of the world,” says Appiah bluntly.
Yet, the prime minister’s words were timely. They were an example of what Appiah considers to be grave misunderstandings around identity; in particular how we see race, nationality and religion as being central to who we are.
The Honor Code: How Moral Revolutions Happen by Kwame Anthony Appiah – review
Simon Blackburn welcomes a discussion about how societies change their ways
Regarded as one of the world’s greatest thinkers on African and African American cultural studies, Appiah has taught at Yale, Harvard, Princeton and now NYU. He follows in the notable footsteps of previous Reith lecturers Stephen Hawking, Aung San Su Kyi, Richard Rodgers, Grayson Perry and Robert Oppenheimer.
The “Mistaken Identities” lectures cover ground already well trodden by the philosopher. His mixed race background, lapsed religious beliefs and even sexual orientation have, in his own words, put him on the “periphery of every accepted identity”.
But in the face of religious fundamentalism, Brexit and the need to reiterate in parts of the US that black lives matter, Appiah argues it is time we stopped making dangerous assumptions about how we define ourselves and each other.
Appiah’s lecture on nationality draws heavily on the “nonsense misconceptions” he saw emerge prominently in the Brexit and Donald Trump campaigns – that to preserve our national identity we have to oppose globalisation.
“My father went to prison three times as a political prisoner, was nearly shot once, served in parliament, represented his country at the United Nations and believed that he should die for his country,” Appiah says. “There wasn’t a more patriotic man than my father, and this Ghanaian patriot was the person who explicitly taught me that I was a citizen of the world. In fact, it mattered so much to him that he wrote it in a letter for us when he died.
“So I know from deep experience that nationalism and globalisation go hand in hand and are not, as Theresa May has said, opposing projects. It just doesn’t make sense.”
The inconsistency towards national sovereignty irritates Appiah. He points out how the importance of a person’s right in the UK to “settle their own destiny”, as Boris Johnson put it, took centre stage during the Brexit campaign, but a year earlier “that same right had been denied to the Scottish people”.
“Whether it’s these current stories of essential Britishness, stories of times of essential Hinduness in India, or tales of a pure Islamic state, they are all profoundly unfaithful to historic fact,” he says. “Nationality, religion, both have always been fluid and evolving, that’s how they have survived.”
And when it comes to self identity, Appiah argues, race is just as misunderstood as nationality – with disastrous consequences.
Society still largely operates under the misapprehension that race (largely defined by skin colour) has some basis in biology. There is a perpetuating idea that black-skinned or white-skinned people across the world share a similar set of genes that set the two races apart, even across continents. In short, it’s what Appiah calls “total twaddle”.
“The way that we talk about race today is just incoherent,” he says. “The thing about race is that it is a form of identity that is meant to apply across the world, everybody is supposed to have one – you’re black or you’re white or you’re Asian – and it’s supposed to be significant for you, whoever and wherever you are. But biologically that’s nonsense.”
It’s not new information, but for Appiah it is essential to voice it. Despite growing up mixed-race and gay in Ghana, then moving to the UK aged 11, Appiah says these supposedly conflicting aspects of his identity were never a problem for him until he moved to the US. As a student at Yale in his early 20s, others began to define him entirely by his race, and even questioned whether having a white mother made him “really black”.
“If you try to say what the whiteness of a white person or the blackness of a black person actually means in scientific terms, there’s almost nothing you can say that is true or even remotely plausible. Yet socially, we use these things all the time as if there’s a solidity to them.”
Appiah is at pains to point out that, while society has made race and colour a significant part of how we identify ourselves, particularly in places such as the UK and US, it is an invented idea to which we cling irrationally.
No pepper today
Sophie Botros finds Cosmopolitanism, Kwame Anthony Appiah’s optimistic account of facts and values, a refreshing antidote to today’s scare-mongering pessimism.
Appiah’s lecture explores the notion that two black-skinned people may share similar genes for skin colour, but a white-skinned person and a black-skinned person may share a similar gene that makes them brilliant at playing the piano. So why, he asks, have we decided that one is the core of our identity and the other is a lesser trait?
“How race works is actually pretty local and specific; what it means to be black in New York is completely different from what it means to be black in Accra, or even in London,” he explains. “And yet people believe it means roughly the same thing everywhere. Race does nothing for us.
“I do think that in the long run if everybody grasped the facts about the relevant biology and the social facts, they’d have to treat race in a different way and stop using it to define each,” he says.
At a time when the world continues to divide itself along racial lines and where, in the US, “being put in that black box means you tend to get treated worse and are more likely to get shot by a police officer”, getting people to understand race as a social invention could, in Appiah’s view, save lives.
He is adamant that identity is not “just a philosopher’s fuss” and that the world bears the scars of endless crusades fought to protect it.
“Mistakes about race were at the heart of the Rwandan genocide; the invasion of Iraq in 2003 was shaped by American nationalism and chauvinism about Muslims; nationality is clearly stopping us doing our part in dealing with things such as the refugee crisis, because we feel like it will threaten our own identity,” says Appiah. “This crisis that we are facing now is rooted in these moral and intellectual confusions about identity. And it is very costly to keep making these mistakes.”
- Kwame Anthony Appiah’s Reith lectures, Mistaken Identities, are broadcast on BBC Radio 4 at 9am on Tuesdays.
Respect used to be something we grew up with and knew how to use when and where also
Respect for all sorts of things human, animal, inanimate, tangible and intangible. Self, each other, parents, extended family, home, school, on and on until country and law of the land!
Why then do we seem to have forgotten that respect is often key to communication, opening doors and being accepted at work, in our community and where we live?
According to the URBAN Dictionary RESPECT is ‘’means valuing each other’s points of views. It means being open to being wrong. It means accepting people as they are. It means not dumping on someone because you’re having a bad day. It means being polite and kind always, because being kind to people is not negotiable. It means not dissing people because they’re different to you. It means not gossiping about people or spreading lies.’’
HH Sheik Mohammed says