EY
Long-term personal and professional fulfilment comes from knowing that one’s work and success have a positive impact on others as it creates a cycle of giving and empowerment
Q: How can organisations inculcate an ‘opportunity mindset’ in their employees?
A: An opportunity mindset can be cultivated through a combination of training, fostering the right organisational culture and building employee confidence.
A culture that rewards initiative and collaboration is the key to encouraging this mindset. Employees need the knowledge and confidence to spot opportunities, which can be achieved through targeted training and development programmes.
Developing capacity is a continuous process – and failure to do so may lead to missed opportunities. When employees are equipped with the right tools, skills and motivation, they are more likely to identify and capitalise on new opportunities that align with both their personal growth and the company’s goals.
When employees perceive personal growth opportunities, they will actively seek and contribute to new business opportunities.
Q: What are the potential risks of focusing solely on outcomes rather than developing and following a process – and how can organisations balance this?
A: Focusing solely on outcomes can lead to unnecessary pressure, whether on a personal or organisational level. If the emphasis is solely on the end result, it often increases stress and limits creativity as individuals may fear failure or becoming overwhelmed.
Outcomes are important; but without the proper process in place, the desired results may not be achieved – or may not be sustainable in the long term.
The key is to develop a clear process that emphasises relevant inputs, resources and continuous monitoring. This ensures that employees and organisations have a road map to follow, which helps in building a sustainable path towards achieving results.
Q: In what ways can a learning culture contribute to the growth of both individuals and organisations?
A: In today’s fast changing knowledge and service sectors, staying updated is crucial for both individual and organisational growth. Without a learning culture, both employees and the organisation risk losing relevance, leading to a decline in service quality and potential loss of clients.
A learning culture ensures that employees continuously evolve, improving their skills, knowledge and the organisation’s overall capabilities.
The leadership must set the tone by encouraging continuous professional and academic development through formal learning opportunities and informal channels, such as by fostering research, discussions and knowledge sharing.
Employees should be encouraged to seek out knowledge, supported by digital tools such as AI and online resources.
Q: What role does the identification and development of untapped human resources in different parts of a country play?
A: With the increasing shortage of skilled professionals and the rising costs of hiring talent, focussing on regions outside of cities such as Colombo can help organisations find highly skilled workers at more affordable rates.
By investing in these regions and providing opportunities – especially to women who may be restricted from relocating to urban areas – organisations can bridge geographical gaps with the help of digital tools.
Q: In the context of Generations Z and Alpha, why is simplicity and flexibility essential in managing relationships and achieving success?
A: Generations Z and Alpha bring a new set of expectations to the workplace, driven by their preference for flexibility, entrepreneurial opportunities and a desire for purpose driven work. They favour collaboration over competition and are heavily influenced by technology.
Managing these generations effectively requires a shift towards simplicity in processes, flexibility in work arrangements and alignment with their values, such as mental health support and meaningful work.
One of the main challenges with managing these generations is the expectation gap. They may have different views on work ethics, loyalty and career trajectories compared to older generations.
To overcome this, organisations must invest in educating leadership on how to engage with these groups, provide opportunities for autonomy and create a culture of inclusivity and collaboration.
Q: How can resilience be built when faced with significant challenges?
A: Setting difficult targets and stepping outside one’s comfort zone is essential as it challenges individuals and organisations to innovate, push their boundaries and realise their full potential.
Organisations can foster resilience by creating an environment that supports open communication where challenges are addressed proactively and failure is viewed as an opportunity to learn.
Resilience is built through experience – so encouraging individuals to take on challenges and providing the necessary support to navigate these challenges helps develop mental and professional toughness.
Q: What are the broader social and ethical implications of sharing success, and how do these contribute to long-term personal and professional fulfilment?
A: Sharing success with those in need is not only a moral imperative but also a way to create a lasting impact.
When organisations and individuals give back, they help create opportunities for others; which, in turn, can contribute to the overall prosperity of the nation.
Long-term personal and professional fulfilment comes from knowing that one’s work and success have a positive impact on others as it creates a cycle of giving and empowerment, which benefits both the giver and receiver.
– Compiled by Yamini Sequeira
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