Nurturing explorers

TMC member Stephen Paulraj

A company is nothing more than its people, but who are these people? All the employees, selected ones, the managerial ones, qualified ones, or experienced ones? Generally, a question of this nature has less value when the organisation is doing well. But the people issue hits the organisation when the organisation hits an iceberg. 

Once I had an opportunity to visit a customer of a leading bank with two bank executives to finalise a loan query. It was a successful visit with a completion of the deal. While the executive was getting ready to leave, another one inquired about his job, family, and the company. This discussion led him to match a wide number of products the bank is offering such as, education loan, housing loan, etc. Also, the discussion led the executive to meet the HR manager to offer banking products to its staff of 900 people. The first one showed the ability to execute what the bank wants, but the other is the explorer who discovers new frontiers.

Followers are the favourites for obvious reasons; they take instructions and complete jobs within the given parameters and guidelines. Explorers are a different kind. The ability of thinking beyond the norms and parameters opens new opportunities. These categories of employees can be found in every function and levels. Inept are poor performers, followers lack the ability to think. The initiatives the organisation takes to develop more explorers who can think beyond the work parameters with an absolute understanding of what the company can offer and what it should offer to match the requirement makes the organisation grow.

Organisations should create an environment to nurture the explorers to grow. The ability of the explorer will not be limited to take the organisational offerings to its customers, but they are the ones who can bring in ideas to modify your offerings to the customers. Also, they will act as the antennas to receive the signals to understand the new customer requirements.

These explorers can bring in service improvements to your external customers as well as internal customers. The successful organisations are not the ones only with best technology, products, and services, but the best people who will understand and match the offering with the need.

To develop future-ready organisations, develop future-ready employees.