The Enablers - Volume II, Issue IX, March 2012 - SWOT Analysis

Dear Friends,

I take pleasure in presenting Vol. II, Issue IX of March 2012 of The Enablers’.

This monthly e-publication, ‘The Enablers’ as you all know is to help first-line managers from the pharma industry to develop themselves. Your personal development will give me tremendous happiness so that you can take the Indian pharma industry to the next level – free from corrupt practises which are prevalent today.

However, this requires planning. Personal development planning for first-line managers is not only about the learning that has already taken place, but also planning for the future. 

In this issue, we discuss SWOT Analysis which is a great yet simple tool for analyzing the internal and external factors that can impact your professional or personal life. SWOT analysis is based on the evaluation of an individual’s current status (internal environment) as well as on the evaluation of the factors outside the individual (external environment).

Please do let us have your comments on this issue.

For back issues, please do visit http://theenablers newsletter.blogspot.com

Warm regards,

Vivek Hattangadi - Editor 

Tel: 9376100041

vivekhattangadi@theenablers.org

SWOT Analysis – A Self-Development Tool for First-Line Managers

When I started my career as a medical representative I was overawed by my trainer’s knowledge and oratory. I wanted to be like him and started imitating him. But that did not address my weaknesses till one day in a developmental program I attended, I was exposed to SWOT Analysis. Since then, I have used this tool to develop my skills. This has really helped me in coming up the career ladder. SWOT is the acronym for Strengths, Weaknesses, Opportunities, and Threats. The simple technique was developed by Prof.  Albert Humphrey of Stanford University.⁽¹⁾

SWOT Analysis is a very simple planning tool which is used to understand strengths, weaknesses, opportunities and threats involved in an organization, a brand or even an individual.⁽²⁾

It can be used as framework for organizing and using data and information gained from situation analysis of internal and external environment. This is a technique that can enable a first-line manager to look at everyday problems in a fresh perspective.

Strengths Strengths are the characteristics of the individual, a brand, or an organization that give an advantage over others in the field. These are the positive tangible and intangible attributes, internal to the individual or organization. For example for a first-line manager, they are the beneficial aspects of his capabilities, like his competencies, resources, education, communication or many more. It could also be sound technical knowledge, superior management talent, better marketing skills, strong strategy execution skills, and a team of committed medical representatives.

Weaknesses Weaknesses are the characteristics that place the brand, an organization or even an individual at a disadvantage relative to others. Weaknesses can detract the first-line manager from his ability to attain the core goal and influence his own career growth. Weaknesses are the factors which do not meet the standards we feel we should meet. For a first-line manager for example, it could mean his inability to retain a good strong team, continuing with out-of-date management skills, weak market image, limited communication skills, and a set of under-trained medical representatives. Nevertheless, weaknesses are controllable. They must be minimized and eliminated. another alternate is to strengthen the strengths so that the weaknesses become irrelevant!

Opportunities Opportunities are the chances to gain in the environment. They are the external attractive factors that represent the reason for a first-line manager to develop and grow. Opportunities arise when a first-line manager can take benefit of conditions in its environment to plan and execute strategies that enable make his organization more profitable. He should be alert and recognize the opportunities and grasp them whenever they arise. Opportunities may arise from market, competition, and training. Examples of opportunities can be working for a start-up organization, rapid market growth, complacent peers, economic boom, and many more.

Threats Threats are the external elements in the environment that could cause trouble for the first-line manager which are beyond his control, which could place his development and progress at risk. Threats arise when conditions in external environment jeopardize the first-line manager. They compound the dangers when they relate to the weaknesses. Threats are uncontrollable. When a threat comes, the stability and survival can be at stake. Examples of threats could be because of recessionary trends, merger or acquisition of his organization or more competent peers.

Strengths and opportunities are helpful while weaknesses and threats are harmful.

As I did, every first-line manager should do an honest and regular SWOT Analysis of himself. This will help you to analyze the reasons for your success or failure.  Perform a SWOT Analysis and document it. Carry your findings forward - make sure that the SWOT analysis is used in planning your own development. Revisit your findings at suitable time intervals.

Good luck!

 References

1.       http://www.mindtools.com /newTMC_05.htm

2.       Ansoff, H.I. (1987), Corporate Strategy, revised edition, Penguin Books.

The Enablers Vol. II, Issue VIII - Silent Treatment

The Silent Treatment – Say Everything without Saying Anything

Many, many years ago when I was a child of about ten, I did something which was contrary to my mother’s instructions. I was expecting a sound thrashing or verbal volley of words. No, that did not happen. My mother just ignored me. For a while thought I thought I am saved and I was internally happy. But she ignored me the whole day. I became a bit restless. The next day to she did not speak to me for the entire day and I was really worked up. The next day too, she ignored me. Her silence was deadly. I could not bear it any more. I broke down and pleaded to her to speak to me. She turned a deaf ear. That evening was unbearable. At last I hugged her and started crying. And that was when she took me near gave loving strokes on my hair. I felt relieved and even before she said anything I apologised.

The power of ‘silent treatment’ was loudly visible. Her silent treatment hurt me more than her anger.   

Silent treatment is a punishment to make you feel unimportant, not valued, not cared about and completely absent from the givers thoughts. It is used as a form of non-physical punishment and control. Nobody wants to be shut out, ignored, excluded or rejected. The giver remains aloof, refuses to speak and is usually used as an expression of anger or disapproval.

Should we use this silent treatment when we want to admonish or express anger over some wrong act of your subordinate? It is very passive aggressive behaviour and hurts the other person sharply. It can hurt more than anything else you could ever do. Such behaviour can have a very strong impact on others. When you apply this, you are banishing your medical representative from the existence without the benefit of closure or a good bye or a chance at reconciliation. It can hurt him badly.

The silent treatment communicates negative feelings even more effectively, at times, than a tongue-lashing does ⁽¹⁾. 

The first thing a FLM should to a medical representative before playing the silent treatment is say a good word. Do not display any type of body language which shows anger. Have your last say and laugh, then play the silent treatment. It will leave him stoned and wondering. Before you plot the ignoring revenge say: "Well, I know you are disturbed and why you did it. I shall over look this and speak to you later," and the next time you see him, ignore them, play the treatment, and then ignore him for a few weeks.

Do not attend his calls on the mobile. Cut off all communication, contact, and access. Even block his e-mails. This shows you do not want him.  By cursing them out and bullying them, it shows negative attention, which is not as effective as the silent treatment. If you see him, walk by and pretend like he does not exist. Turn you head slightly when you see him. Tell your immediate bosses to ignore him too; harsh words and threats can lead to trouble.

If you see them, look away. Avoid him by speaking to some other person. Sit away from him if you are in a cycle briefing meeting or any conference. Show him that you don't need him and go on as usual as if he does not exist.

This is the greatest revenge, although it can emotionally hurt you. Though your silent treatment, let him know how much it hurt you when he did whatever he did.

The anterior cingulate cortex is the part of the brain that detects emotional pain. Research indicates the anterior cingulate cortex can be active even when a person is not aware of his errors. Nevertheless, awareness might increase activation ⁽²⁾. Specifically, when individuals are aware of their errors, the error-related negativity might be higher in amplitude. When you give someone the silent treatment you are activating his cingulate cortex giving him sleepless nights. Simply by ignoring his existence you can inflict pain on him.

By now he will get your message. Make peace with him eventually. When you see him four to six weeks later, it's probably time to excuse him for the act.

The silent treatment can be a very destructive so be careful when you apply it.

From the silent treatment I was given by my mother, I believe a medical representative would much rather prefer getting shouted at than ignored. Purposeful silence is truly one of the impactful methods of severe admonishment. In fact, it is considered to be one of the harshest methods of punishment.

References:

1.     Pygmalion in Management By J. Sterling Livingston.  Harvard Business Review,   July‑August 1969, pp. 81‑89.

2.     Luu, P., & Pederson, S. M. (2004). The anterior cingulate cortex: Regulating actions in context. In M. I. Posner (Ed.), Cognitive neuroscience of attention. New York: Guilford Pres

Vivek Hattangadi

vivekhattangadi@theenablers.org

www.theenanbler.org