Longstanding clients (senior leaders of customer organisations), with whom I regularly conduct high-value business, would describe me as a professional with a great sense of business diplomacy; a highly cooperative individual and one who listens to and understands client problems, who acts consultative in formulating solutions, who has a sense of urgency, is capable of seeing the bigger picture and acts as a resolution-based manager.
They perceive the strengths I possess in business acumen, relationship-building, overseeing complex change management and adopting a methodical approach.
My business associates have formed this impression through our collaborative or competitive interactions over business deals, negotiations, projects, issue resolutions and timed escalations.
They would say that my weakness is engaging in micromanagement and delegation.
My superiors and colleagues, whom I work alongside on a daily basis, would describe me as friendly, empathetic, informed, professional and tech-savvy, and a go-to person during tough times. They would view my strengths as confidence, inquisitive ness, and an entrepreneurial mindset, with focus on company revenue and resources.
Such an impression has been built over years of working together under stress and targets, through fun times and mutual growth, and collaborating on projects and business development.
They would see my weakness as not always maintaining a work-life balance.
Those whom I supervise would describe me as a mentor and coach, who is systematic and ready to listen, a strong advocator of meritocracy and an inspiring leader. They feel that, while I allow them a sufficient quantity of independence, I will ask questions of them until I am satisfied. These subordinates would say my strengths are my approachable nature, appreciating that people are resistive to change, and fairness and flexibility in dealing with their issues.
My weaknesses, in their eyes, would be my exhaustive attention to detail, which leads me to become passionately engaged, threading the thin line of micromanagement and impacts my work-life balance. They also feel, my weakness is driving the speed and magnitude of change to a level that makes them feel unnerving and onerous.
Over the past 25 years of my professional career, academic life, personal and social interaction, I had always been myself people I interacted with.
My Social Life
Close associates from my extended social circle of family and friends would portray me as mature, ambitious, down-to-earth and a follower of value systems. Sometimes due to frequent global travel and work commitments, I miss my social commitments, and they see this lack of balance as my weakness. Despite this shortcoming, at every opportunity we get to meet, they enjoy my company.
